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3138-pdf	HM REVENUE & CUSTOMS HOSPITALITY REGISTER 1 January 2017 - 31 March 2017 <table> <thead> <tr> <td>Senior Official (SC52 and above)</td> <td>Date</td> <td>Person or organisation that offered hospitality</td> <td>Type of hospitality received</td> <td>Accompanied by spouse, family member(s) or friend?</td> </tr> </thead> <tbody> <tr> <td>Mary Aston</td> <td></td> <td>Director of Wealthy and Mid-sized Business Compliance</td> <td>Nil return</td> <td></td> </tr> <tr> <td>Of Aitken</td> <td></td> <td>Senior Director of Customer Experience</td> <td>Nil return</td> <td></td> </tr> <tr> <td>Jon Aitken</td> <td></td> <td>Director of Cyber Security and Information Risks</td> <td>Nil return</td> <td>No</td> </tr> <tr> <td>Rudolf Ayala</td> <td></td> <td>Director / Organisational Development</td> <td>Conference facilitation</td> <td></td> </tr> <tr> <td>Ahke Baker</td> <td></td> <td>Director of People and Culture</td> <td>Nil return</td> <td></td> </tr> <tr> <td>Joanna Baskewn</td> <td></td> <td>Non-Executive Director</td> <td>Nil return</td> <td></td> </tr> <tr> <td>Mary Butler</td> <td></td> <td>Director of Innovation for the Future</td> <td>Nil return</td> <td></td> </tr> <tr> <td>Eliane Benn</td> <td></td> <td>Central Customer Director</td> <td>an Dinner</td> <td>No</td> </tr> <tr> <td>Kieron Beresford</td> <td></td> <td>Director of Internal Audit</td> <td>Nil return</td> <td></td> </tr> <tr> <td>Sleven Boyd</td> <td></td> <td>Director of Estates</td> <td>Nil return</td> <td></td> </tr> <tr> <td>Graham Brammer</td> <td></td> <td>Director Debt Management</td> <td>Nil return</td> <td></td> </tr> <tr> <td>Carm Brereton</td> <td></td> <td>Director of Customer Experience Product & Process</td> <td>Nil return</td> <td></td> </tr> <tr> <td>Dorothy Brown</td> <td></td> <td>Director Benefits and Credits</td> <td>Nil return</td><td></td><tr><th colspan="5">Sam Caughey Ravi Chand Eunice Chappell Joe Duggle Tim East Tim East Tim East Tim East Leslie Fether Koos Fischler Kevyn Franklin Tracy Galt Mandy Gaskin Jennie Granger Peter Grant Ngai Gwan Stephan Hardwick Jim Hartley John Hartson Diane Harberti Luisa Heslop Vicky Hornby Nick Luddington Angela MadDonalda Aiko Miyazaki Burge McInnes Cerys McDonaal Ruthie McLean Theresa Maddison Sinbad Murray Suzanne Newton Ruth Owen Owen Owen 17 March 2017 Asian Media and Marketing Group 18 January 2017 Freix 25 January 2017 Cagernmi 21 February 2017 Bain Consultancy 30 February 2017 Liberty 16 March 2017 The Chartered Institute of Public Finance & Accountancy and refreshments 22 March 2017 DevOps Excellence Awards 06 February 2017 IRIS 07 March 2017 The Institute of Customer Service Director of HR Policy and Operations Columbus Programme Director Columbus Programme Director Non-Executive Director Director of Business Analysis & Intelligence Customer Services Group - Director of Operational Excellence Director of Digital Transformation Director EU Transition Customer Finance and Planning Director Making Tax Digital for Business Programme Transformational Directors General Customer Services <table> <thead> <tr> <td>Abbey Patel</td> <td>Director Customer Service Change</td> <td>Nil return</td> </tr> <tr> <td>Lucy Price</td> <td>Director EU Taxation</td> <td>Nil return</td> </tr> <tr> <td>Miki Potter</td> <td>Chief Digital Information Officer</td> <td>Dinner</td> </tr> <tr> <td>Miki Potter</td> <td>Chief Digital Information Officer</td> <td>Dinner</td> </tr> <tr> <td>Miki Potter</td> <td>Chief Digital Information Officer</td> <td>No</td> </tr> <tr> <td>Miki Potter</td> <td>Chief Digital Information Officer</td> <td>No</td> </tr> <tr> <td>Miki Potter</td> <td>Chief Digital Information Officer</td> <td>No</td> </tr> <tr> <td>David Richardson</td> <td>Director Corporate Operations</td> <td>Lunch</td> </tr> <tr> <td>David Richardson</td> <td>Director Counter-Avoidance</td> <td>No</td> </tr> <tr> <td>Simon Roberts</td> <td>Director Tax Strategy and Professionalism</td> <td>No return</td> </tr> <tr> <td>Faul Riley</td> <td>Director of Making Tax Digital for Individuals</td> <td>Nil return</td> </tr> <tr> <td>Joanna Rowland</td> <td>Director of Making Tax Digital for Individuals</td> <td>Nil return</td> </tr> <tr> <td>Pete Schreiber</td> <td>Director of International Tax Operations</td> <td>Nil return</td> </tr> <tr> <td>Jon Sherman</td> <td>Director Corporation Tax, International and Stamps</td> <td>Lunch</td> </tr> <tr> <td>Jon Sherman</td> <td>Director Corporation Tax, International and Stamps</td> <td>No</td> </tr> <tr> <td>Mike Shipp</td> <td>Director of Change, Assurance and Investment</td> <td>No return</td> </tr> <tr> <td>Heather Smith</td> <td>Finance and Planning Director Customer Compliance and Strategy and Policy - Customer Strategy and Tax Design</td> <td>Nil return</td> </tr> <tr> <td>Paul Smith</td> <td>Director of Customers, Strategy and Policy - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy and Tax Design - Customer Strategy	ENGLISH
0195-pdf	<img>European Union European Social Fund London 2007-2013</img> # London Youth Employment Initiative Background Information - Paper Two This paper is part of a series that provides background information for colleagues taking part in the development of programmes as part of the London Youth Employment Initiative (YEI). There are four papers in the series: Paper One – Provides a brief overview of the YEI and European Structural and Investment Funds (ESIF) in London Paper Two – Provides a summary of the key responsibilities in the development of YEI programmes Paper Three – Provides an outline of the programmes to be developed Paper Four – Sets out the objectives for the Task and Finish Groups that have been established to develop programmes This Paper summarises the main responsibilities for the development of YEI in London. Summary <table> <tr> <td rowspan="5">LEP</td> <td rowspan="5">Skills and Employment Working Group</td> <td rowspan="5">Other Working Groups</td> </tr> <tr> <td rowspan="4">YEI Planning Group</td> </tr> <tr> <td rowspan="3">Strategic Partners</td> </tr> <tr> <td colspan="2">"Task & Finish Groups"</td> </tr> <tr> <td rowspan="6">GLA (EPMU)</td> <td rowspan="6">Partners</td> </tr> <tr> <td rowspan="5">GLA EBPLI</td> </tr> <tr> <td rowspan="4">GLA E&YP</td> </tr> <tr> <td rowspan="3">GLA Delivery Unit</td> </tr> <tr> <td rowspan="2">London Councils: VYES</td> </tr> <tr> <td rowspan="2">London Councils: PAPA</td> </tr> <tr> <td rowspan="2">Opt In organisations</td> </tr> </table> <img>European Union European Social Fund</img> European Structural and Investment Funds – Partner responsibilities The London Enterprise Panel (LEP) is chaired by Mayor of London and is the body through which the Mayor works with London’s boroughs, business and Transport for London to take a strategic view of the regeneration, employment and skills agenda for London. It has overall responsibility for London’s ESIF strategy and funding priorities. The role of the Skills & Employment Working Group is to inform the LEP’s approach to: (a) championing skills in London and to propose priorities for skills training in London (age 14+); (b) making recommendations to the LEP on issues related to skills and employment in London including improving efficiency and effectiveness of existing skills and employment provision in London; and (c) making recommendations to government on behalf of business, the Mayor, Boroughs on issues related to skills and employment in London. Its membership includes local, city-wide and national government organisations / agencies, provider representatives and businesses. It offers critical advice about ESIF and makes recommendations to the LEP about the YEI and its programmes. The Youth Employment Initiative (YEI) Planning Group ensures that strategic partners work closely together in the planning and implementation of the YEI element of the London ESIF Strategy and that YEI is introduced efficiently and with maximum benefit for young people. It builds on the work of the YPES External Funding Group which has promoted over the last three years a consistent approach to the integrated commissioning of youth programmes in London. Its members include the Greater London Authority (GLA), London Councils and Opt-In Organisations. The GLA has five main roles in the YEI strategy / priorities for London: 1. The GLA’s Economic and Business Policy Unit (EBPU) brings public and private sector bodies together in London to achieve the Mayor’s vision and economic development strategy. It facilitates the LEP’s agreement of the ESIF strategy and funding priorities for London; 2. It provides the European Programmes Management Unit (EPMU), the ‘Intermediate Body’ for London that ensures delivery of the strategy and programmes; 3. Through its Education and Young People Division (E&YP) it supports the implementation of the Mayor’s priorities for Children and Young People; 4. The GLA’s Delivery Unit commissions programmes funded as part of the 2007-2013 EU Structural Funds programme and will be commissioning programmes through its role as a local match funder in the LEP ESIF 2014-20 programme; 5. GLA (primarily through GLA Economics) provide London wide data that underpins the strategy, assessment of need and programme design. London Councils is a cross-party organisation representing London’s 32 borough councils and the City of London. It develops policy and provides London-wide services. London boroughs are involved in structural funds in a three ways: 1. Boroughs directly access funds for local schemes 2. Boroughs influence the content of programmes so that they are more responsive to local circumstances 3. With GLA acting as a Co-Financing Organisation (CFO) on behalf of boroughs, boroughs directly run programmes that address local priorities There are two divisions of London Councils that are involved in the YEI. The Young People’s Education and Skills Board (YPES) is the lead strategic body for education and training services for young people aged 14-19 in London. It provides pan-London leadership for 14-19 education and training provision in relation to the current and future needs of learners and employers, supports local authorities in undertaking their statutory functions, and assists other stakeholders in planning, policy and provision. London Councils’ Policy <img>Flag of the European Union</img> <img>European Social Fund logo</img> <img>European Union European Social Fund</img> And Public Affairs Directorate (PAPA) includes within its remit for economic development: enabling boroughs to improve the effectiveness of employment programmes in London; improving the skills system for the capital’s employers and residents; driving economic growth through high streets and town centres; supporting boroughs to develop the infrastructure needed to deliver good quality apprenticeships (particularly through procurement); engaging employers to generate apprenticeship opportunities (especially for 16-18 year-olds) and influencing the development of EU Structural Fund programmes for 2014-2020 in London. The main Opt-In Organisation for YEI will be the Skills Funding Agency, though the Department for Work and Pensions (DWP) and the Big Lottery Fund are also Opt-in organisations and will be involved in the design and delivery of programmes. Programmes will be developed through Task and Finish Groups made up of the above strategic partners and other stakeholders. Other stakeholders (i.e. organisations not taking part in the YEI Planning Group) are involved in the development of programmes because: - they can add insight to the specific needs of priority disadvantaged groups identified in the ESIF Strategy for London; - they have prior experience in delivering programmes; - they have local knowledge that can add value to the design of programmes; References: 2014-2020 ESIF Strategy for London (latest draft): www.london.gov.uk/esif-draft-strategy LEP Jobs and Growth Plan: http://www.london.gov.uk/priorities/business-economy/publications/london-enterprise-panel-publishes-its-job-and-growth-plan-for Further Information is also available from these webpages: GLA Economics: http://www.london.gov.uk/priorities/business-economy/publications/gla-economics GLA - EPMU: https://www.london.gov.uk/priorities/business-economy/championing-london/london-and-european-structural-funds LEP: http://www.london.gov.uk/priorities/business-economy/working-in-partnership/london-enterprise-panel/aboutlep London Councils (economic development): http://www.londoncouncils.gov.uk/policylobbying/economicdevelopment/ London Councils: YPES: http://www.londoncouncils.gov.uk/policylobbying/children/education14to19/default.htm Skills Funding Agency: https://www.gov.uk/government/organisations/skills-funding-agency	ENGLISH
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border='0'> <row border='0'> <colspan='3' style='text-align:left;'>Item Description<br/>Item Description<br/>Item Description<br/></colspan border='0'> <col span='3' style='text-align:center;'>Quantity<br/>Unit Price<br/>Total Value<br/></colspan border='0'> <col span='3' style='text-align:center;'>Order Department<br/>Product Class<br/>Department Code<br/></colspan border='0'> <col span='3' style='text-align:center;'>Warehouse Code<br/>Order Type<br/>Order Status<br/></colspan border='0'> <col span='3' style='text-align:center;'>Order Date<br/>Order Period<br/>Order Priority<br/></colspan border='0'> </row border='0'> <row border='0'> <col span='3' style='text-align:left;'>Item Description<br/>Item Description<br/>Item Description<br/></colspan border='0'> <col span='3' style='text-align:center;'>Quantity<br/>Unit Price<br/>Total Value<br/></colspan border='0'> <col span='3' style='text-align:center;'>Order Department<br/>Product Class<br/>Department Code<br/></colspan border='0'> <col span='3' style='text-align:center;'>Warehouse Code<br/>Order Type<br/>Order Status<br/></colspan border='0'> <col span='3' style='text-align:center;'>Order Date<br/>Order Period<br/>Order Priority<br/></colspan border='0'> </row border='0'> <row border='0'> <col span='3' style='text-align:left;'>Item Description<br/>Item Description<br/>Item Description<br/></colspan border='0'> <col span='3' style='text-align:center;'>Quantity<br/>Unit Price<br/>Total Value<br/></colspan border='0'> <col span='3' style='text-align:center;'>Order Department<br/>Product Class<br/>Department Code<br/></colspan border='0'> <col span='3' style='text-align:center;'>Warehouse Code<br/>Order Type<br/>Order Status<br/></colspan border='0'> <col span='3' style='text-align:center;'>Order Date<br/>Order Period<br/>Order Priority<br/></colspan border='0'> </row border='0'> <row border='0'> <col span='3' style='text-align:left;'>Item Description<br/>Item Description<br/>Item Description<br/></colspan border='0'> <col span='3' style='text-align:center;'>Quantity<br/>Unit Price<br/>Total Value<br/></colspan border='0'> <col span='3' style='text-align:center;'>Order Department<br/>Product Class<br/>Department Code<br/></colspan border='0'> <col span='3' style='text-align:center;'>Warehouse Code<br/>Order Type<br/>Order Status<br/></colspan border='0'> <col span='3' style='text-align:center;'>Order Date<br/>Order Period<br/>Order Priority<br/></colspan border='0'> </row border='0'> <row border='0'> <col span='3' style='text-align:left;'>Item Description<br/>Item Description<br/>Item Description<br/></colspan border='0'> <col span='3' style='text-align:center;'>Quantity<br/>Unit Price<br/>Total Value<br/></colspan border='0'> <col span='3' style='text-align:center;'>Order Department<br/>Product Class<br/>Department Code<br/></colspan border='0'> <col span='3' style='text-align:center;'>Warehouse Code<br/>Order Type<br/>Order Status<br/></colspan border='0'> <col span='3' style='text-align:center;'>Order Date<br/>Order Period<br/>Order Priority<br/></column <table> <thead> <tr> <td rowspan="2">Question</td> <td rowspan="2">Description</td> <td rowspan="2">Total Value</td> <td colspan="3">Total number of FTE staff working in this department. Public Sector (PS) or at the reference date.</td> <td rowspan="2">Number of March 31st (FTE)</td> <td rowspan="2">FTE systems</td> <td rowspan="2">Department</td> <td rowspan="2">For W-2 Forms & FTEs complete. You can find more information on how to use W-2 forms at www.irs.gov/form-w-2. For FTEs complete your FTE system report at www.fte.gov. For more information about FTEs, visit www.fte.gov.</td> </tr> <tr> <td>Departmental</td> <td>Reference Date</td> <td>Number of March 31st (FTE)</td> <td>FTE systems</td> <td>Department</td> </tr> </thead> <tbody> <tr> <td></td> <td>Departmental and Reference Date</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td>Not applicable</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td>Not applicable</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td>Not applicable</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td>Not applicable</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td>Not applicable</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Question 10 - Number of employees who work part-time or less than full-time equivalent (FTE)</td> <td>Departmental and Reference Date</td> <td>Number of employees who work part-time or less than full-time equivalent (FTE)</td> <td>Number of March 31st (FTE)</td> <td>FTE systems</td><table><thead><tr><th>FTE systems</th><th>Department</th><th>Total number of FTE staff working in this department. Public Sector (PS) or at the reference date.</th><th>Departmental and Reference Date</th><th>Number of March 31st (FTE)</th><th>FTE systems</th><th>Department</th><th>Total number of FTE staff working in this department. Public Sector (PS) or at the reference date.</th><th>Departmental and Reference Date</th><th>Number of March 31st (FTE)</th><th>FTE systems</th><th>Department</th><th>Total number of FTE staff working in this department. Public Sector (PS) or at the reference date.</th><th>Departmental and Reference Date</th><th>Number of March 31st (FTE)</th><th>FTE systems</th><th>Department</th><th>Total number of FTE staff working in this department. Public Sector (PS) or at the reference date.</th><th>Departmental and Reference Date</th><th>Number of March 31st (FTE)</th><th>FTE systems</th><th>Department</th><th>Total number of FTE staff working in this department. Public Sector (PS) or at the reference date.</th><th>Departmental and Reference Date</th><th>Number of March 31st (FTE)</th><th>FTE systems</th><th>Department</th><th>Total number of FTE staff working in this department. Public Sector (PS) or at the reference date.</th><th>Departmental and Reference Date</th><th>Number of March 31st (FTE)</th><th>FTE systems</th><th>Department</th><th>Total number of FTE staff working in this department. Public Sector (PS) or at the reference date.</th><th>Departmental and Reference Date</th><th>Number of March 31st (FTE)</th><th>FTE systems</th><th>Department</th><br/></table> <watermark>COPD has defaulted to our NPI due to a technical issue with our system. We are currently unable to process your request until we have resolved this issue. Please contact us immediately if you do not receive a response within 7 days after submitting your request. Thank you for your patience.</watermark> <table> <thead> <tr> <th colspan="15" style="text-align:center;">Question 11 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table> <thead> <tr> <th colspan="15" style="text-align:center;">Question 12 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table> <thead> <tr> <th colspan="15" style="text-align:center;">Question 13 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table> <thead> <tr> <th colspan="15" style="text-align:center;">Question 14 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table> <thead> <tr> <th colspan="15" style="text-align:center;">Question 15 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table> <thead> <tr> <th colspan="15" style="text-align:center;">Question 16 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table> <thead> <tr> <th colspan="15" style="text-align:center;">Question 17 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table> <thead> <tr> <th colspan="15" style="text-align:center;">Question 18 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table> <thead> <tr> <th colspan="15" style="text-align:center;">Question 19 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table> <thead> <tr> <th colspan="15" style="text-align:center;">Question 20 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table> <thead> <tr> <th colspan="15" style="text-align:center;">Question 21 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table> <thead> <tr> <th colspan="15" style="text-align:center;">Question 22 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table> <thead> <tr> <th colspan="15" style="text-align:center;">Question 23 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table> <thead> <tr <th colspan="15" style="text-align:center;">Question 24 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table> <thead <tr <th colspan="15" style="text-align:center;">Question 25 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table <thead <tr <th colspan="15" style="text-align:center;">Question 26 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table <thead <tr <th colspan="15" style="text-align:center;">Question 27 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table <thead <tr <th colspan="15" style="text-align:center;">Question 28 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table <thead <tr <th colspan="15" style="text-align:center;">Question 29 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table <thead <tr <th colspan="15" style="text-align:center;">Question 30 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table <thead <tr <th colspan="15" style="text-align:center;">Question 31 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table <thead <tr <th colspan="15" style="text-align:center;">Question 32 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table <thead <tr <th colspan="15" style="text-align:center;">Question 33 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table <thead <tr <th colspan="15" style="text-align:center;">Question 34 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table <thead <tr <th colspan="15" style="text-align:center;">Question 35 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table <thead <tr <th colspan="15" style="text-align:center;">Question 36 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table <thead <tr <th colspan="15" style="text-align:center;">Question 37 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table <thead <tr <th colspan="15" style="text-align:center;">Question 38 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table <thead <tr <th colspan="15" style="text-align:center;">Question 39 - Number of employees who work part-time or less than full-time equivalent (FTE)</table> <table thead	ENGLISH
3806-pdf	<img>ORR OFFICE OF RAIL AND ROAD logo</img> MEASURING UP ANNUAL RAIL CONSUMER REPORT 2019 FINDINGS BY TRAIN COMPANY \<page_number>1\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>ogl logo</img> © Crown copyright 2019 This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence/version/3. Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. This publication is available at Orr.gov.uk Any enquiries regarding this publication should be sent to us at Orr.gov.uk/contact-us \<page_number>2\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # CONTENTS Guidance Notes .................................................................................................................. 4-6 c2c ................................................................................................................................. 7-9 Caledonian Sleeper ........................................................................................................... 10-12 Chiltern Railways ............................................................................................................ 13-15 CrossCountry ............................................................................................................... 16-18 East Midlands Trains ..................................................................................................... 19-21 Govia Thameslink Railway .......................................................................................... 22-24 Grand Central .................................................................................................................. 25-27 Great Western Railway ................................................................................................. 28-30 Greater Anglia ............................................................................................................... 31-33 Heathrow Express ........................................................................................................... 34-36 Hull Trains....................................................................................................................... 37-39 London North Eastern Railway (LNER) ................................................................. 40-42 London Overground ...................................................................................................... 43-45 Merseyrail ....................................................................................................................... 46-48 Northern ......................................................................................................................... 49-51 ScotRail .......................................................................................................................... 52-54 South Western Railway ............................................................................................... 55-57 Southeastern .................................................................................................................... 58-60 TfL Rail .......................................................................................................................... 61-63 TfW Rail (Arriva Trains Wales) .................................................................................. 64-66 TransPennine Express ...................................................................................................... 67-69 Virgin Trains West Coast ............................................................................................... 70-72 West Midlands Trains ...................................................................................................... 73-75 \<page_number>3\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # GUIDANCE NOTES ON HOW TO READ THE TRAIN COMPANY REPORTS ## Provision of information to passengers Key facts - Owner group: This is the parent company which owns the train operating company. - Operator: Train operating company. - Franchise: Name of the franchise the train operating company has. - Franchise period: Period of time for which the train operating company has been contracted to run the franchise. - Employees: Number of employees the train operating company has. - Operated stations: Number of stations the train company operates at. - Sector: Long distance, Regional or London and South East. - Passenger journeys per annum: Number of annual passenger journeys on the train operating company. Passenger satisfaction with how well the train company deals with delays Passenger satisfaction with how well the train company deals with delays, available at both train operating company and a national level. The data is sourced from the Transport Focus twice yearly National Rail Passenger Survey (NRPS). Data is included from Spring 2014 to Autumn 2018. Spring 2019 data was published on 27 June 2019. The side arrows indicate the percentage point change from Autumn 2017 to Autumn 2018. Source: Transport Focus, National Rail Passenger Survey Passenger satisfaction with the usefulness of information when delays occur Passenger satisfaction with the usefulness of information provided to passengers when delays occur, available at both train operating company and a national level. The data is sourced from the Transport Focus twice yearly National Rail Passenger Survey (NRPS). Data is included from Spring 2014 to Autumn 2018. Spring 2019 data was published on 27 June 2019. The side arrows indicate the percentage point change from Autumn 2017 to Autumn 2018. Source: Transport Focus, National Rail Passenger Survey Passenger satisfaction with the provision of information during the journey Passenger satisfaction with the provision of information during the journey, available at both train operating company and a national level. The data is sourced from the Transport Focus twice yearly National Rail Passenger Survey (NRPS). Data is included from Spring 2014 to Autumn 2018. Spring 2019 data was published on 27 June 2019. The side arrows indicate the percentage point change from Autumn 2017 to Autumn 2018. Source: Transport Focus, National Rail Passenger Survey Transparency and accountability Train operators produce a 'Local Plan' setting out how they will provide information to passengers. This can be tailored to how they run their services. Train operators need to publish their Local Plan (or a public facing version of it), a link to the current Code of Practice for the provision of customer information and an annual progress report. All operators were compliant with this in October 2015 but in October 2016 the industry changed its Code of Practice. This box records whether the operator has updated its website in accordance with the new Code of Practice. An audit of operator websites was undertaken in May 2017. Source: Transport Focus, National Rail Passenger Survey Actions to improve information for passengers, 2018-19 The information in this box outlines the actions the train company has informed OTR that it has taken in the period 2018-19 to improve the quantity and or quality of information it is providing to its passengers. Examples may have been supplied direct by the train operator or taken from its Local Plan \<page_number>4\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # GUIDANCE NOTES ON HOW TO READ THE TRAIN COMPANY REPORTS ## Accessibility and inclusion Booked assistance volumes The number of passenger assists requested. These assists were booked through the National Passenger Assistance Booking System, known as Passenger Assist, managed by the Rail Delivery Group (RDG). Please note, the data does not include unbooked assistance, often called 'Turn Up and Go'. The number of booked assistance requests are shown for each company that manages a station, and therefore not necessarily against the train company which the passenger travels with. For example, if a passenger requests an assist at Darlington station for a Cross Country train journey, the assist will be recorded against London North Eastern Railway, as London North Eastern Railway manage the station. This is why we do not have any data for those train companies who do not manage any stations. Alternative accessible transport The number of instances where the train company provided Alternative Accessible Transport (AAT) in 2018-19. All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances, for example when the station is inaccessible to the passenger or when rail replacement services are inaccessible. The volume of AAT may be high because an operator has a large number of inaccessible stations (for example) so it is important to view the figures in context. It should be noted that this only relates to AAT provided in relation to pre-booked assistance. Source: Train Operating Companies ______________________________________________________________________ Passenger experience of booked assistance, 2018-19 Research on passenger experience of booked experience throughout 2018-19. Based on research by Breaking Blue where approximately 5,000 Passenger Assit users were asked about their experience. The 2018-19 data is a repeat of the research in 2017-18 (2017-18 research published here). The graphs are based on the following questions: 1. Passenger outcome for assistance that was booked: Question D5 - did you actually receive the following assistance? 2. Satisfaction with assistance at the station: Question D7 - how satisfied were you with the overall assistance at the station? 3. Satisfaction with the helpfulness and attitude of staff who provided assistance at the station: Question D17a - how satisfied were you with the helpfulness and attitude of staff who provided assistance at the station? 4. Overall satisfaction with the whole process from booking assistance to assistance received: Question D21 - how satisfied are you with the whole process from booking the assistance to the assistance received for your last journey. The sample size is shown due to varying sample sizes between operators. Operators with a low sample size are not shown due to issues with the robustness of the data. Data not available for those operators who do not operate any stations, a note will indicate where this is the case. Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 ______________________________________________________________________ Accessibility complaints rate (per 100,000 journeys), 2018-19 The volume of accessibility complaints per 100,000 journeys. This is shown for both the train company and at a national level. Accessibility rate is calculated using the complaint categories which train companies submit to ORR. Source: Train Operating Companies Data tables: Complaints by NRS category by TDC – Table 14.5 ______________________________________________________________________ Disability and equality staff training in 2018-19 The information in this box outlines the staff training in relation to disability and equality awareness issues the train company reports it has undertaken in 2018-19 with a view to improving the quality of service it provides to passengers who require additional support when travelling on its services. Source: Train Operating Companies \<page_number>5\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # GUIDANCE NOTES ON HOW TO READ THE TRAIN COMPANY REPORTS ## Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter The volume of complaint correspondence closed per 100,000 journeys. Complaints are normalised by passenger journeys to allow effective comparison of data between time periods and train operating companies. Results are provided for the four quarters in 2018-19 which refer to 3-monthly time periods. Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 Complaints responded to within 20 working days, 2018-19 by quarter The percentage of complaints which are answered by the train operator within 20 working days. Our regulatory requirement is to close 95% of complaints within 20 working days. Results are provided for the four quarters in 2018-19 which refer to 3-monthly time periods. Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 14.2 Top 5 reasons for complaints, 2018-19 The data in this box shows the top five causes of complaints for the train operator in 2018-19. The table also shows what proportion of complaints each of the top five complaints issues accounted for and the percentage point change for each complaint category versus 2017-18. PP = percentage point change Source: Train Operating Companies Data tables: Complaints by NRP category by TOC - Table 14.5 Actions to improve services in response to complaints, 2018-19 The information in this box outlines the steps that each train company reports it has taken in 2018-19 to address issues highlighted in passenger complaints. This relates to the requirement for each licensee to demonstrate how it is embedding a culture of continuous improvement in its complaint handling. A link to the company's approved Complaints Handling Procedure is also provided. Source: Train Operating Companies Operator full response available here: https://ort.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 The left-hand side of this box displays the volume of delay compensation claims closed by the train operator in 2018-19. The graph shows this by 'rail period' where a rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. The top-right hand side of this box displays the percentage of delay compensation claims closed which have been answered by the train operator within 20 working days since it was received. The bottom-right hand side of this box displays the percentage of delay compensation claims closed which have been approved by the train operator. Source: Train Operating Companies Data tables: Rail delay compensation claims by TOC - Table 17.01 \<page_number>6\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>c2c logo</img> # Provision of information to passengers Key facts Owner group: Trenitalia Operator: c2c Franchise: Essex Thameside Franchise period: 9 November 2014 – 10 November 2029 Employees: 690 Operated stations: 25 Sector: London and South East Passenger Journeys per annum: 49.1 million Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data table: TOC key statistics Passenger satisfaction with the usefulness of information when delays occur <chart> A bar chart showing passenger satisfaction with the usefulness of information when delays occur. The y-axis ranges from 0% to 100%. The x-axis shows years: 2014, 2015, 2016, 2017, 2018. For each year, there are two bars: - The left bar represents c2c. - The right bar represents National. The left bar is grey and the right bar is black. The y-axis values are shown on the right side of the chart. For each year, the y-axis value is shown as a percentage. For example, in 2014, the c2c bar is at around 37%, and the National bar is at around 49%. The overall trend shows that both c2c and National have increased their satisfaction with the usefulness of information when delays occur over time. There is a slight dip in 2015 for both c2c and National. The overall change on last year is shown as a percentage on the right side of the chart. For example, in 2014, the change on last year is -1.2 PP. In 2015, the change on last year is +7.9 PP. In 2016, the change on last year is +4.9 PP. In 2017, the change on last year is +5.4 PP. In 2018, the change on last year is -1.7 PP. Legend: - Grey bar: c2c - Black bar: National </chart> * Passenger satisfaction with provision of information during the journey - Source: Transport Focus, National Rail Passenger Survey - The NPS takes places twice a year, in Spring (S) and Autumn (A) - PP = percentage point change - Change on last year <chart> A bar chart showing passenger satisfaction with provision of information during the journey. The y-axis ranges from 0% to 100%. The x-axis shows years: 2014, 2015, 2016, 2017, 2018. For each year, there are two bars: - The left bar represents c2c. - The right bar represents National. The left bar is grey and the right bar is black. The y-axis values are shown on the right side of the chart. For each year, the y-axis value is shown as a percentage. For example, in 2014, the c2c bar is at around 74%, and the National bar is at around 82%. The overall trend shows that both c2c and National have increased their satisfaction with provision of information during the journey over time. There is a slight dip in 2015 for both c2c and National. The overall change on last year is shown as a percentage on the right side of the chart. For example, in 2014, the change on last year is -0.2 PP. In 2015, the change on last year is +74%. In 2016, the change on last year is +8%. In 2017, the change on last year is -1.3 PP. In 2018, the change on last year is +0.2 PP. Legend: - Grey bar: c2c - Black bar: National </chart> Transparency and accountability All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41). • Code of Practice – October 2016 • Local Plan – February 2017 ORR reviewed the 2017 version of the local plan although this has not been updated every year as per the commitments made. Actions to improve information for passengers, 2018-19 c2c reports it has made the following changes to improve information to its passengers Data not supplied \<page_number>7\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>c2c logo with wheelchair icon</img> # Accessibility and inclusion Booked assistance volumes c2c received 1,057 booked assistance requests in 2018-19. This accounted for 0.1% of all booked assists made nationally in 2018-19. Change on last year -13.1% ■ 2017-18 ■ 2018-19 Note: This excludes un-booked assistance. A 'rail period' is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator - Table 16.03 Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example), or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. c2c were not able to report on the number of alternative accessible transport that were provided in 2018-19. Passenger experience of booked assistance, 2018-19 No data is available on this company's performance on the reliability of its booked assistance due to a low sample size, which is a natural effect of having lower than average booking volumes. Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 Accessibility complaints rate (per 100,000 journeys), 2018-19 Change on last year -2.6% Change on last year +14.6% \<page_number>8\</page_number> Source: Train Operating Companies Data tables: Complaints by NRP category by TOC - Table 14.5 Disability and equality staff training in 2018-19 - In 2018-19 a total of 700 c2c staff received disability and equality awareness training. - All new staff receive disability awareness training as part of their induction and existing staff are currently planned to receive fresher training at a minimum of every two years. - c2c use a combination of training methods including classroom training, coaching sessions, e-learning and on the job training. We therefore recommend reading the full detailed description of c2c's disability training activities here on our website: https://orf.gov.uk/rail/consumers/annual-rail-consumer-report <table> <thead> <tr> <th>Change on last year</th> <th>Change on last year</th> </tr> </thead> <tbody> <tr> <td>-2.6%</td> <td>+14.6%</td> </tr> <tr> <td>0.1</td> <td>0.4</td> </tr> <tr> <td>c2c</td> <td>National</td> </tr> </tbody> </table> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>c2c logo</img> # Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter Source: Train Operating Companies and LONDON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 Q1: 26.2 Q2: 20.9 Q3: 28.9 Q4: 22.5 Complainants rate per 100,000 journeys in 2018-19: 24.6 Change on last year: +17.2% - PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 14.4 Complaints responded to within 20 working days, 2018-19 by quarter Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 14.4 Q1: 99.9% Q2: 99.9% Q3: 98.8% Q4: 100.0% Complaints responded to within 20 working days in 2018-19: 99.6% Change on last year: -0.4 PP ______________________________________________________________________ Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 32.6% \| Smartcards \| -5.1 PP \| \| 15.8% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 4.1 PP \| \| 10.4% \| No response from TOC \| 5.5 PP \| \| 7.6% \| Ticketing and refunds policy \| -3.7 PP \| \| 4.1% \| Ticket buying facilities - other \| 1.6 PP \| PP = percentage point change Source: Train Operating Companies Data tables: Complaints by NPS category by TOC - Table 14.3 ______________________________________________________________________ Actions to improve services in response to complaints, 2018-19 c2c's Complaints Handling Procedure is available at: https://corr.gov.uk/raillicensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters c2c reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: - c2c have been engaging directly with customers through social media to respond to Smartcard queries. - c2c have introduced new IT systems to improve the processing and responding times for queries and complaints. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://corr.gov.uk/rail/consumers/annual-rail-consumer-report ______________________________________________________________________ Delay compensation claims, 2018-19 c2c closed 44,213 delay compensation claims in 2018-19. Source: Train Operating Companies Data tables: Rail delay compensation claims by TOC - Table 12.01 QP P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 P13 ______________________________________________________________________ <watermark>9</watermark> Note: A 'rail period' is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and one week for consumer reporting purposes (Monday to Sunday). c2c responded to 99.9% of delay compensation claims within 20 working days in 2018-19. c2c approved 86.1% of delay compensation claims closed in 2018-19. <watermark>99.9%</watermark> <watermark>86.1%</watermark> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i</img> # CALEDONIAN SLEEPER ## Provision of information to passengers Key facts - Owner group: Serco - Operator: Caledonian Sleeper - Franchise: Caledonian Sleeper - Franchise period: 31 March 2015 – 31 March 2030 - Employees: 174 - Operated stations: 0 - Sector: Scotland - Passenger journeys per annum: 0.3 million Source: Train Operating Companies and ENNION (the rail industry's ticketing and revenue database) Data tables: TOT key statistics Passenger satisfaction with the usefulness of information when delays occur Note: Caledonian Sleeper does not participate in the National Rail Passenger Survey. Instead, Transport Focus carry out an individual survey for Caledonian Sleeper. The latest data will be published on the Transport Focus website, see here for the latest results published June 2017. Passenger satisfaction with how well the train company deals with delays Note: Caledonian Sleeper does not participate in the National Rail Passenger Survey. Instead, Transport Focus carry out an individual survey for Caledonian Sleeper. The latest data will be published on the Transport Focus website, see here for the latest results published June 2017. Passenger satisfaction with provision of information during the journey Note: Caledonian Sleeper does not participate in the National Rail Passenger Survey. Instead, Transport Focus carry out an individual survey for Caledonian Sleeper. The latest data will be published on the Transport Focus website, see here for the latest results published June 2017. Transparency and accountability All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41). • Code of Practice - None • Local Plan - None Currently non-compliant. Actions to improve information for passengers, 2018-19 Caledonian Sleeper reports it has taken some of the following actions to improve its provision of information to passengers: - It has introduced a dedicated social media lead to drive forward our strategy and engagement on the various social media channels. - It has completed the installation of 37 information points at stations across our network. - It has recently launched a new website, giving a more enhanced level of detail and insight into the product it offers. \<page_number>10\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # CALEDONIAN SLEEPER ## Accessibility and inclusion Booked assistance volumes Data on the volume of booked assistance requests received in each rail period is available for each train operator that manages a station. This data is therefore not available for Caledonian Sleeper because they do not manage any stations. Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 4 times by Caledonian Sleeper. ______________________________________________________________________ Passenger experience of booked assistance, 2018-19 Data on passenger satisfaction with booked assistance is not available for Caledonian Sleeper as they do not manage any stations. Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 <table> <tr> <td>Accessibility complaints rate (per 100,000 journeys), 2018-19</td> <td>Change on last year</td> </tr> <tr> <td>Caledonian Sleeper</td> <td>2.0</td> <td>14.6%</td> </tr> <tr> <td>National</td> <td>0.4</td> <td></td> </tr> </table> Note: Caledonian Sleeper received a low number of accessibility complaints (3 in 2017-18, and 6 in 2018-19). Due to the low number, a percentage change for Caledonian Sleeper has not been provided. Source: Train Operating Companies Data tables: Complaints by NRP category by TOC - Table 14.5 ______________________________________________________________________ Disability and equality staff training in 2018-19 - In 2018-19 a total of 131 Caledonian Sleeper staff received disability and equality awareness training. - All new staff receive disability awareness training as part of their induction and all existing staff receive refresher training on an annual basis. A full description of Caledonian Sleeper's disability training activities in 2018-19 can be viewed here on our website: https://rr.rail.gov.uk/rail/consumers/annual-rail-consumer-report \<page_number>11\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Smiley face with three different expressions.</img> # CALEDONIAN SLEEPER ## Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter Source: Train Operating Companies and LENNON (the rail industry's sickness and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 Complaints responded to within 20 working days, 2018-19 by quarter PF = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 20 and 30 working days by TDC - Table 14.5 Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 12.4% \| Upkeep and repair of the train \| 0.6 PP \| \| 12.2% \| Facilities on board \| 1.2 PP \| \| 8.6% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 3.5 PP \| \| 7.6% \| Other complaints handling \| 2.2 PP \| \| 5.8% \| Other – miscellaneous \| -23.3 PP \| PF = percentage point change Source: Train Operating Companies Data tables: Complaints by NPS category by TDC - Table 14.5 Actions to improve services in response to complaints, 2018-19 Caledonian Sleeper’s Complaints Handling Procedure is available at: https://www.gov.uk/rail/licensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters Caledonian Sleeper reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: - A new website was introduced to improve the passenger booking process. - Current trains have seen the addition of new soft furnishings such as new mattresses and improved catering facilities to address the provision of facilities on board. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://www.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 Caledonian Sleeper closed 5,610 delay compensation claims in 2018-19. Caledonian Sleeper responded to 100.0% of delay compensation claims within 20 working days in 2018-19. Caledonian Sleeper approved 94.2% of delay compensation claims closed in 2018-19. Note: A ‘full’ period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and one week for consumer reporting purposes (Monday to Sunday). Data tables: Rail delay compensation claims by TDC - Table 12.0 \<page_number>12\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Chiltern Railways logo</img> CHILTERN RAILWAYS Provision of information to passengers Key facts Owner group: Arriva UK Trains Operator: Chiltern Railways Franchise: Chiltern Railways Franchise period: 21 July 1996 - 11 December 2021 Employees: 852 Operated stations: 35 Sector: London and South East Passenger journeys per annum: 29.3 million Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: TOC key statistics <img>i icon</img> Passenger satisfaction with the usefulness of information when delays occur <chart> <title>Passenger satisfaction with the usefulness of information when delays occur</title> <xaxis> <series>S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A</xaxis> <yaxis> <series>Passenger satisfaction with the usefulness of information when delays occur</series> <title>%</title> <range>0% to 100%</range> </yaxis> <series> <name>Chiltern Railways</name> <line style="solid" color="#7f7f7f" legend="Chiltern Railways" /> <area style="fill: linear-gradient(to bottom, #7f7f7f, #7f7f7f)" legend="Chiltern Railways" /> </series> <series> <name>National</name> <line style="solid" color="#0000ff" legend="National" /> <area style="fill: linear-gradient(to bottom, #0000ff, #0000ff)" legend="National" /> </yaxis> <legend> <series>Chiltern Railways</series> <series>National</series> </legend> <title>Passenger satisfaction with the usefulness of information when delays occur</title> <description>Passenger satisfaction with the usefulness of information when delays occur.</description> <data> [2014, 63%], [2015, 42%], [2016, 63%], [2017, -1.7 PP], [2018, -1.7 PP] </data> </chart> PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A) Change on last year Passenger satisfaction with how well the train company deals with delays <chart> <title>Passenger satisfaction with how well the train company deals with delays</title> <xaxis> <series>S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A</series> </xaxis> <yaxis> <series>Passenger satisfaction with how well the train company deals with delays</series> <title>%</title> <range>0% to 100%</range> </yaxis> <series> <name>Chiltern Railways</name> <line style="solid" color="#7f7f7f" legend="Chiltern Railways" /> <area style="fill: linear-gradient(to bottom, #7f7f7f, #7f7f7f)" legend="Chiltern Railways" /> </series> <series> <name>National</name> <line style="solid" color="#0000ff" legend="National" /> <area style="fill: linear-gradient(to bottom, #0000ff, #0000ff)" legend="National" /> </yaxis> <legend> <series>Chiltern Railways</series> <series>National</series> </legend> <title>Passenger satisfaction with how well the train company deals with delays</title> <description>Passenger satisfaction with how well the train company deals with delays.</description> <data> [2014, 53%], [2015, 37%], [2016, 53%], [2017, -1.2 PP], [2018, -1.2 PP] </data> </chart> PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A) Change on last year Transparency and accountability All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PDD-41). • Code of Practice – October 2016 • Local Plan – Oct 2016 The Local Plan was written for the old Code of Practice and needs to be updated. We have been in contact with Chiltern recently and await a draft of its updated plan. Actions to improve information for passengers, 2018-19 Chiltern reports it has made the following changes to improve information to its passengers: - Prototype departure summary screens are being trialled at four busy stations, allowing better information to be provided including London Underground line statuses. - Multi-lingual staff have been recruited at three stations to provide improved customer information and assistance. Imminent launch of GPS train location feeds which will improve the quality of live train running information during disruption. - Trains between Harrow-on-the-Hill & Amersham will have live train running information for the first time. \<page_number>13\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Accessibility icon</img> # CHILTERN RAILWAYS ## Accessibility and inclusion ### Booked assistance volumes Chiltern received 17,068 booked assistance requests in 2018-19. This accounted for 1.3% of all booked assists made nationally in 2018-19. Change on last year: +11.0% - 2017-18: 15,364 - 2018-19: 17,068 Note: This excludes an issued assistance. A 'full period' is normally 38 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 full periods in a financial year. Data tables: Rail passenger assist by station operator... Table 16.03 ### Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example), or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 122 times by Chiltern. ### Passenger experience of booked assistance, 2018-19 Passenger outcome for assistance that was booked (all passengers) \| Chiltern Railways \| National \| \|---\|---\| \| 11% \| 7% \| \| 80% \| 94% \| Satisfaction with the helpfulness and attitude of staff who provided assistance at the station (for those passengers met by staff) \| Chiltern Railways \| National \| \|---\|---\| \| 89% \| 91% \| Note: may not add up to 100% as 'unsure/don't know' are not shown. Satisfaction with assistance at the station (for those passengers met by staff) \| Chiltern Railways \| National \| \|---\|---\| \| 85% \| 88% \| Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) \| Chiltern Railways \| National \| \|---\|---\| \| 79% \| 85% \| Sample size: 100 Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist_2018-19 ### Accessibility complaints rate (per 100,000 journeys), 2018-19 Change on last year - Chiltern Railways: -30.2% - National: +14.6% Chiltern Railways \<bar_chart> <bar height="0.4" width="5"></bar> \</bar_chart> National \<bar_chart> <bar height="0.4" width="5"></bar> \</bar_chart> Source: Train Operating Companies Data tables: Complaints by NPS category by TDC... Table 1a.5 ### Disability and equality staff training in 2018-19 - In 2018-19 a total of 122 Chiltern staff received disability and equality awareness training. - All new staff receive disability awareness training as part of their induction and all existing staff receive refresher training every two years. - The disability and equality awareness element of Chiltern's induction course is delivered by Hear First. The refresher training is delivered by in-house trainers. A full description of Chiltern's disability training activities in 2018-19 can be viewed here on our website (https://oit.gov.uk/allconsumers/annual-rail-consumer-reports) \<page_number>14\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Smiley face with three different expressions.</img> CHILTERN RAILWAYS Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter Source: Train Operating Companies and LONDON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 Q1 Q2 Q3 Q4 21.3 24.2 22.2 23.5 Change on last year -1.9% - PP = percentage point change Source: Train Operating Companies - Data table: Complaints responded to within 20 working days by TOC - Table 14.6 Complaints responded to within 20 working days, 2018-19 by quarter Source: Train Operating Companies Data table: Complaints responded to within 20 working days by TOC - Table 14.6 Q1 Q2 Q3 Q4 0% 20% 40% 60% 80% 100% Change on last year -0.1 PP Complaints responded to within 20 working days in 2018-19 99.9% 99.9% 99.9% 100.0% 100.0% Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 14.2% \| Ticket buying facilities - other \| 4.4 PP \| \| 9.8% \| Punctuality/reliability (i.e. the train arriving / departing on time) \| -1.7 PP \| \| 9.0% \| Ticket buying facilities \| 1.0 PP \| \| 8.4% \| Sufficient room for all passengers to sit/stand \| -1.0 PP \| \| 5.7% \| Ticketing and refunds policy \| -0.1 PP \| - PP = percentage point change Source: Train Operating Companies Data tables: Complaints by TOC category by TOC - Table 14.5 Actions to improve services in response to complaints, 2018-19 Chiltern's Complaints Handling Procedure is available at: https://corr.gov.uk/raillicensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters Chiltern reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: • Advertise price guarantees on TVM's to inform customers of their rights to claim refunds where appropriate. • Amended the timetable to increase the number of seats available to address complaints about standing/overcrowding. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://corr.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 Chiltern closed 20,998 delay compensation claims in 2018-19. Source: Train Operating Companies Data tables: Rail delay compensation claims by TOC - Table 12.01 QI Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 <watermark>56.1%</watermark> <watermark>72.1%</watermark> Chiltern responded to 96.1% of delay compensation claims within 20 working days in 2018-19. Chiltern approved 72.1% of delay compensation claims closed in 2018-19. Note: A 'rail period' is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and five days for consumer reporting purposes. Data tables: Rail delay compensation claims by TOC - Table 12.01 \<page_number>15\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # CROSSCOUNTRY ## Provision of information to passengers Key facts - Owner group: Arriva UK Trains - Operator: CrossCountry - Franchise: New CrossCountry - Franchise period: 16 October 2016 – 13 October 2019 - Employees: 1,915 - Operated stations: 0 - Sector: Long distance - Passenger Journeys per annum: 40.7 million Source: Train Operating Companies and LONDON (the rail industry's ticketing and revenue database) Data tables: TOC Key statistics <img>i</img> Passenger satisfaction with the usefulness of information when delays occur <chart> <title>Passenger satisfaction with the usefulness of information when delays occur</title> <series> <series name="CrossCountry" color="#8B00FF"> <data>2014: 56%<br>2015: 56%<br>2016: 56%<br>2017: 56%<br>2018: 56%</data> </series> <series name="National" color="#0000FF"> <data>2014: 42%<br>2015: 42%<br>2016: 42%<br>2017: 42%<br>2018: 42%</data> </series> </series> <legend> <legend_item>CrossCountry</legend_item> <legend_item>National</legend_item> </legend> <xaxis> <label>S A S A S A S A S A</label> <values>2014, 2015, 2016, 2017, 2018</values> </xaxis> <yaxis> <label>%</label> <values>0%, 25%, 50%, 75%, 100%</values> </yaxis> </chart> - Change on last year: - CrossCountry: +3.6 PP - National: -1.7 PP PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A) Passenger satisfaction with how well the train company deals with delays <chart> <title>Passenger satisfaction with how well the train company deals with delays</title> <series> <series name="CrossCountry" color="#8B00FF"> <data>2014: 37%<br>2015: 37%<br>2016: 37%<br>2017: 37%<br>2018: 37%</data> </series> <series name="National" color="#0000FF"> <data>2014: 48%<br>2015: 48%<br>2016: 48%<br>2017: 48%<br>2018: 48%</data> </series> </series> <legend> <legend_item>CrossCountry</legend_item> <legend_item>National</legend_item> </legend> <xaxis> <label>S A S A S A S A S A</label> <values>2014, 2015, 2016, 2017, 2018</values> </xaxis> <yaxis> <label>%</label> <values>0%, 25%, 50%, 75%, 100%</values> </yaxis> </chart> - Change on last year: - CrossCountry: -1.2 PP - National: +3.2 PP PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A) Passenger satisfaction during provision of information during the journey <chart> <title>Passenger satisfaction during provision of information during the journey</title> <series> <series name="CrossCountry" color="#8B00FF"> <data>2014: 74%<br>2015: 74%<br>2016: 74%<br>2017: 74%<br>2018: 74%</data> </series> <series name="National" color="#0000FF"> <data>2014: 78%<br>2015: 78%<br>2016: 78%<br>2017: 78%<br>2018: 78%</data> </series> </series> <legend> <legend_item>CrossCountry</legend_item> <legend_item>National</legend_item> </legend> <xaxis> <label>S A S A S A S A S A</label> <values>2014, 2015, 2016, 2017, 2018</values> </xaxis> <yaxis> <label>%</label> <values>0%, 25%, 50%, 75%, 100%</values> </yaxis> </chart> - Change on last year: - CrossCountry: -1.3 PP - National: +0.2 PP PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A) Transparency and accountability All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry action practice (Oct 23) and an Annual Progress Report (required to meet industry action PIDD-41). - Code of Practice – Oct 2016 - Local Plan – March 2019 We conducted a review of the new local plan in February 2019 and provided our feedback to CrossCountry. We were satisfied with its contents and happy for this to be published online. Actions to improve information for passengers, 2018-19 CrossCountry reports it has made the following changes to improve information to its passengers’ It recently introduced a modular structure to improve the content of its PA announcements. It is working closely with its Training School, introducing a section based on customer wants/ needs to help new entrants understand what it is the customer wishes to hear about and when. The Arrakis Application has been placed on all smartphones for customer service grades. This will provide them with targeted information in the form of a push notification. \<page_number>16\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>CROSSCOUNTRY logo with wheelchair icon</img> # Accessibility and inclusion Booked assistance volumes Data on the volume of booked assistance requests received is available for each train operator that manages a station. This data is therefore not available for CrossCountry because they do not manage any stations. Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 115 times by CrossCountry. Passenger experience of booked assistance, 2018-19 Data on passenger satisfaction with booked assistance is not available for CrossCountry as they do not manage any stations. Source: Research by Breaking Blue. When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018:19 Accessibility complaints rate (per 100,000 journeys), 2018-19 Change on last year CrossCountry: 20.0% National: 14.6% Source: Train Operating Companies Data tables: Complaints by NRS category by TOC - Table 1.4.5 Disability and equality staff training in 2018-19 - In 2018-19 a total of 229 CrossCountry staff received disability and equality awareness training. - All of these were new staff who received disability awareness and equality training as part of their induction programme. - CrossCountry's disability awareness and equality training is delivered by their in house training team and includes a mix of practical and theory based learning. A full description of CrossCountry's disability training activities in 2018-19 can be viewed here on our website https://ror.gov.uk/rail/consumers/annual-rail-consumer-report \<page_number>17\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>CROSSCOUNTRY logo with smiling faces</img> Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 Complaints responded to within 20 working days, 2018-19 by quarter Source: Train Operating Companies Data tables: Complaints responded to within 20 and 30 working days by TOC - Table 14.4 Q1 Q2 Q3 Q4 58.7 63.4 64.5 48.6 Change on last year -10.5% - Complaints rate per 100,000 journeys in 2018-19 - Complaints responded to within 20 working days in 2018-19 - Change on last year in 2018-19 Q1 Q2 Q3 Q4 100.0% 100.0% 100.0% 100.0% Change on last year in 2018-19 <watermark>PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 20 and 30 working days by TOC - Table 14.4</watermark> Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 36.5% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| -10.0 PP \| \| 25.5% \| Facilities on board \| 1.8 PP \| \| 15.3% \| Sufficient room for all passengers to sit/stand \| 4.4 PP \| \| 6.0% \| The helpfulness and attitude of staff on train \| -0.2 PP \| \| 3.5% \| Other policy \| 2.6 PP \| - Percentage point change - Source: Train Operating Companies - Data tables: Complaints by NPS category by TOC - Table 14.3 Actions to improve services in response to complaints, 2018-19 CrossCountry's Complaints Handling Procedure is available at: https://ocr.gov.uk/raillicensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters CrossCountry reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: - Additional catering staff were recruited and all boilers on Voyager trains were replaced to ensure adequate on-board catering provisions. - CrossCountry introduced a free advance ticket amendment service to allow passengers to travel on alternative trains to avoid crowding. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://ocr.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 CrossCountry closed 139,176 delay compensation claims in 2018-19. CrossCountry responded to 93.2% of delay compensation claims within 20 working days in 2018-19. CrossCountry approved 96.7% of delay compensation claims closed in 2018-19. Note: A 'rail period' is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and three months for consumer reporting purposes. Data tables: Rail delay compensation claims by TOC - Table 17.01 <table> <thead> <tr> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <th>P</th> <td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims closed in this rail period (excluding those closed after the end of the rail period)</td><td colspan="3">Total number of claims opened during this railway season.</table> <img>A pie chart showing that CrossCountry responded to 93.2% delay compensation claims within 20 working days in 2018-19.</img> CrossCountry responded to 93.2% delay compensation claims within 20 working days in 2018-19. <img>A pie chart showing that CrossCountry approved 96.7% delay compensation claims close to their target date.</img> CrossCountry approved 96.7% delay compensation claims close to their target date. \<page_number>18\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i</img> # EAST MIDLANDS TRAINS ## Provision of information to passengers Key facts - Owner group: Stagecoach - Operator: East Midlands Trains - Franchise: East Midlands - Franchise period: 11 November 2007 – 17 August 2019 - Employees: 2,460 - Operated stations: 90 - Sector: Long distance / Regional - Passenger journeys per annum: 26.7 million Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: TOC Key statistics ______________________________________________________________________ ### Passenger satisfaction with the usefulness of information when delays occur <img>Bar chart showing passenger satisfaction with the usefulness of information when delays occur. X-axis: Years: 2014, 2015, 2016, 2017, 2018 Y-axis: Percentage (0% - 100%). Legend: - East Midlands Trains (grey line) - National (blue line) For each year: - 2014: East Midlands Trains at approximately 50%, National at approximately 42% - 2015: East Midlands Trains at approximately 50%, National at approximately 43% - 2016: East Midlands Trains at approximately 50%, National at approximately 43% - 2017: East Midlands Trains at approximately 50%, National at approximately 43% - 2018: East Midlands Trains at approximately 50%, National at approximately 43% Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line represents East Midlands Trains. - Blue line represents National. Legend: - Grey line representing East Midlands Trains - The grey bar shows that the percentage point change for the year is -6.6 PP - The grey bar shows that the percentage point change for the year is -6.6 PP - The grey bar shows that the percentage point change for the year is -6.6 PP - The grey bar shows that the percentage point change for the year is -6.6 PP - The grey bar shows that the percentage point change for the year is -6.6 PP Legend: \<page_number>19\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Accessibility icon</img> # EAST MIDLANDS TRAINS ## Accessibility and inclusion Booked assistance volumes East Midlands Trains received 63,312 booked assistance requests in 2018-19. This accounted for a 5.9% of all booked assists made nationally in 2018-19. Change on last year: 5.8% - 2017-18 - 2018-19 Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 134 rail periods in a financial year. Data taken: Rail passengers assisted by station operator - Table 16.03 ### Passenger experience of booked assistance, 2018-19 Passenger outcome for assistance that was booked (all passengers) \| East Midlands Trains \| National \| \|---\|---\| \| 9% \| 11% \| \| 78% \| 89% \| - All assistance received - Some assistance received - None assistance received Note: may not add up to 100% as 'unsure/don't know' are not shown. Satisfaction with assistance at the station (for those passengers met by staff) \| East Midlands Trains \| National \| \|---\|---\| \| 84% \| 88% \| Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 ### Accessibility complaints rate (per 100,000 journeys), 2018-19 Change on last year: East Midlands Trains: +1.4 National: -41.9% Change on last year: East Midlands Trains: +0.4 National: -14.6% Source: Train Operating Companies Data tables: Complaints by NHS category by TDC - Table 14.5 ## Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 233 times by East Midlands Trains. ### Satisfaction with the helpfulness and attitude of staff who provided assistance at the station (for those passengers met by staff) East Midlands Trains \| National ---\|--- 68% \| 91% ### Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) East Midlands Trains \| National ---\|--- 81% \| 85% Sample size: 171 ## Disability and equality staff training in 2018-19 - In 2018-19 a total of 115 East Midlands Trains staff received disability and equality awareness training; - East Midlands Trains have a dedicated disability awareness and equality training programme for new staff; - All managers complete a e-learning programme. A total of 39 managers completed the course in 2018-19. A full description of East Midlands Trains' disability training activities in 2018-19 can be viewed here on our website: https://ier.gov.uk/railconsumers/annual-rail-consumer-report \<page_number>20\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>A smiling face with three different expressions.</img> # EAST MIDLANDS TRAINS ## Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 Q1 43.9 Q2 59.5 Q3 71.6 Q4 54.1 Change on last year 10.7% Complaints responded to within 20 working days, 2018-19 by quarter Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TDC - Table 14.2 Q1 99.3% Q2 99.1% Q3 99.1% Q4 98.7% Change on last year 99.0% PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TDC - Table 14.2 Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 24.7% \| Sufficient room for all passengers to sit/stand \| 3.8 PP \| \| 18.8% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 1.1 PP \| \| 14.7% \| Facilities on board \| -0.1 PP \| \| 6.1% \| The helpfulness and attitude of staff on train \| 0.6 PP \| \| 5.6% \| The attitudes and helpfulness of the staff at station \| 1.0 PP \| PP = percentage point change Source: Train Operating Companies Data tables: Complaints by HPS category by TOC - Table 14.5 Actions to improve services in response to complaints, 2018-19 East Midlands Trains' Complaints Handling Procedure is available at: https://orr.gov.uk/rail/licensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters East Midlands Trains reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: - Staff allocations are reviewed to ensure that there are adequate staffing levels to address complaints about facilities on board and the helpfulness and attitude of staff on the train. - Train and station staff have been trained on how to resolve reservation issues to address complaints about overcrowding. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://orr.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 East Midlands Trains closed 68,781 delay compensation claims in 2018-19. East Midlands Trains responded to 87.2% of delay compensation claims within 20 working days in 2018-19. East Midlands Trains approved 80.2% of delay compensation claims closed in 2018-19. Note: A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail delay compensation claims by TOC - Table 17.01 \<page_number>21\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i</img> # GOVIA THAMESLINK RAILWAY ## Provision of information to passengers Key facts - Owner group: Govia - Operator: Govia Thameslink Railway (GTR) - Franchise: Southern / Thameslink / Great Northern / Gatwick Express - Franchise period: 14 September 2014 – 01 September 2021 - Employees: 7276 - Operated stations: 235 - Sector: London and South East - Passenger journeys per annum: 341.5 million - Source: Transport Focus, National Rail Passenger Survey - Data tables: TOC Key statistics Passenger satisfaction with the usefulness of information when delays occur <chart> <bar_chart> <bar_group> <bar>Gatwick Express</bar> <bar>Great Northern</bar> <bar>Southern</bar> <bar>Thameslink</bar> </bar_group> <legend> <label>Gatwick Express</label> <label>Great Northern</label> <label>Southern</label> <label>Thameslink</label> </legend> <data> <data_point>2014</data_point> <data_point>2015</data_point> <data_point>2016</data_point> <data_point>2017</data_point> <data_point>2018</data_point> </data> <series_label>Passenger satisfaction with the usefulness of information when delays occur</series_label> <series_description>Passengers’ satisfaction with the usefulness of information when delays occur.</series_description> <series_legend> <legend_item>Gatwick Express</legend_item> <legend_item>Great Northern</legend_item> <legend_item>Southern</legend_item> <legend_item>Thameslink</legend_item> </legend_item> <series_data_series_1>Gatwick Express</series_data_series_1> <series_data_series_2>Great Northern</series_data_series_2> <series_data_series_3>Southern</series_data_series_3> <series_data_series_4>Thameslink</series_data_series_4> <series_data_x_axis_labels>S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S 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style="position:absolute;top:-999em;left:-999em"><div style="position:absolute;top:-999em;left:-999em"><div style="position:absolute;top:-999em;left:-999em"><div style="position:absolute;top:-999em;left:-999em"><div style="position:absolute;top:-999em;left:-999em"><div style="position:absolute;top:-999em;left:-999em"><div style="position:absolute;top:-999em;left:-999em"><div style="position:absolute;top:-999em;left:-999em"><div style="position:absolute;top:-999em;left:-999em"><div style="position:absolute;top:-999em;left:-999em"><div style="position:absolute;top:-999em;left:-999em"><div style="position:absolute;top:-999em;left:-999em"><div style="position:absolute;top:-999em;left:-999em"><div style="position:absolute;top:-999em;left:-999em"><div style="position:absolute;top:-999em;left:-999em"><div style="position:absolute;top:- Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Accessibility icon</img> # GOVIA THAMESLINK RAILWAY ## Accessibility and inclusion Booked assistance volumes Govia Thameslink Railway received 57,060 booked assistance requests in 2018-19. This accounted for 4.4% of all booked assists made nationally in 2018-19. - 2017-18: 3,360 - 2018-19: 57,060 Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 134 rail periods in a financial year. Data tables: Rail passenger assist by station operator - Table 16.03 Passenger experience of booked assistance (all passengers) \| Assistance outcome \| National \| \|---\|---\| \| All assistance received \| 11% \| \| Some assistance required \| 10% \| \| None assistance received \| 76% \| G Govia Thameslink Railway National Note: These figures add up to 100% as 'unsure/don't know' are not included. Satisfaction with assistance at the station (for those passengers met by staff) \| Satisfaction \| National \| \|---\|---\| \| Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) \| 88% \| \| Satisfaction with staff who provided assistance at the station (for those passengers met by staff) \| 83% \| G Govia Thameslink Railway National Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 Accessibility complaints rate (per 100,000 journeys), 2018-19 Change on last year -7.3% G Govia Thameslink Railway National Source: Train Operating Companies Data tables: Complaints by NHS category by TDC - Table 14.5 Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 1,201 times by Govia Thameslink Railway. Passenger experience of booked assistance, 2018-19 Satisfaction with the helpfulness and attitude of staff who provided assistance at the station (for those passengers met by staff) G Govia Thameslink Railway National Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) G Govia Thameslink Railway National Sample size: 153 ______________________________________________________________________ Disability and equality staff training in 2018-19 - In 2018-19 a total of 1,349 Govia Thameslink Railway staff received disability and equality awareness training. - All new staff attended disability and equality awareness training as part of GTR's induction programme. A total of 557 completed this training as part of their induction. - GTR use a mix of practical and theoretical training to deliver their disability and equality awareness training. A full description of Govia Thameslink Railway's disability training activities in 2018-19 can be viewed here on our website: https://or.rail.gov.uk/all-consumers/annual-rail-consumer-report \<page_number>23\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Smiley face emoji</img> GOVIA THAMESLINK RAILWAY Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 Q1 Q2 Q3 Q4 20.6 20.2 12.8 11.8 Change on last year -0.3% Complaints responded to within 20 working days, 2018-19 by quarter Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 14.2 Q1 Q2 Q3 Q4 99.9% 100.0% 100.0% 99.9% Change on last year 0.2 PP PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 14.2 Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 20.1% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 5.8 PP \| \| 13.1% \| Timetableting \| 12.6 PP \| \| 8.4% \| Smartcards \| 0.0 PP \| \| 6.1% \| Ticket buying facilities \| -3.1 PP \| \| 5.4% \| Level of compensation \| -2.4 PP \| PP = percentage point change Source: Train Operating Companies Data tables: Complaints by TOC category by TOC - Table 14.5 Actions to improve services in response to complaints, 2018-19 Govi Thameslink Railway's Complaints Handling Procedure is available at: https://orr.gov.uk/rail/licensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters Govi Thameslink Railway reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: - Proactively helping customers to rectify Delay Repay claim submissions. - Launched upgrades to Smartcard facilities to improve the experiences of Smartcard users. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://orr.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 Govi Thameslink Railway closed 1,552,957 delay compensation claims in 2018-19. Note: A rail period is one week (5 days), or four weeks, for business reporting purposes (Sunday to Saturday), and there are 13 rail periods in a financial year. Data tables: Rail delay compensation claims by TOC - Table 17.01 \<page_number>24\</page_number> Govi Thameslink Railway responded to 100.0% of delay compensation claims within 20 working days in 2018-19. Govi Thameslink Railway approved 86.1% of delay compensation claims closed in 2018-19. Note: A rail period is one week (5 days), or four weeks, for business reporting purposes (Sunday to Saturday), and there are 13 rail periods in a financial year. Data tables: Rail delay compensation claims by TOC - Table 17.0 Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i</img> # GRAND CENTRAL ## Provision of information to passengers Key facts - Owner group: Arriva UK Trains - Open access operator: Grand Central - Track access agreement: 18 December 2007 – 01 December 2026 - Employees: 193 - Operated stations: 0 - Sector: Long distance - Passenger Journeys per annum: 1.5 million Source: Train Operating Companies and LENNON (the rail industry’s ticketing and revenue database) Data tables: TDC key stats(63) ______________________________________________________________________ ### Passenger satisfaction with the usefulness of information when delays occur <chart> <title>Passenger satisfaction with the usefulness of information when delays occur</title> <legend> <label>Grand Central</label> <label>National</label> </legend> <series> <data_point>2014</data_point> <data_point>2015</data_point> <data_point>2016</data_point> <data_point>2017</data_point> <data_point>2018</data_point> </series> <values> <value>Grand Central</value> <value>National</value> </values> <labels> <label>Grand Central</label> <label>National</label> </labels> <y_axis_labels> <label>0%</label> <label>25%</label> <label>50%</label> <label>75%</label> <label>100%</label> </y_axis_labels> <x_axis_labels> <label>S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A</label> </x_axis_labels> <y_axis_values> <value>70%</value> <value>42%</value> </y_axis_values> <y_axis_labels_2> <label>Change on last year</label> </y_axis_labels_2> <y_axis_values_2> <value>-1.7 PP</value> </y_axis_values_2> <y_axis_labels_3> <label>0.8 PP</label> </y_axis_labels_3> <y_axis_values_3> <value>-1.2 PP</value> </y_axis_values_3> </chart> PP = percentage point change; Data not available for all waves due to low response rates. Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A) ______________________________________________________________________ ### Passenger satisfaction with how well the train company deals with delays <chart> <title>Passenger satisfaction with how well the train company deals with delays</title> <legend> <label>Grand Central</label> <label>National</label> </legend> <series> <data_point>2014</data_point> <data_point>2015</data_point> <data_point>2016</data_point> <data_point>2017</data_point> <data_point>2018</data_point> </series> <values> <value>Grand Central</value> <value>National</value> </values> <labels> <label>Grand Central</label> <label>National</label> </labels> <y_axis_labels> <label>0%</label> <label>25%</label> <label>50%</label> <label>75%</label> <label>100%</label> </y_axis_labels> <x_axis_labels> <label>S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A</label> </x_axis_labels> <y_axis_values_4_5_6_7_8_9_10_11_12_13_14_15_16_17_18_19_20_21_22_23_24_25_26_27_28_29_30_31_32_33_34_35_36_37_38_39_40_41_42_43_44_45_46_47_48_49_50_51_52_53_54_55_56_57_58_59_60_61_62_63_64_65_66_67_68_69_70</div><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><div style="display:none"><<div><p><strong>Transparency and accountability</strong></p><p>All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41).</p><ul><li><strong>Code of practice – Oct 2016</strong></li><li><strong>Local plan – June 2018</strong></li></ul><p>The information is up to date. Local Plans should be reviewed annually.</p></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul><p><strong>Actionsto improve information for passengers, 2018-19</strong><br/></p><p>Grand Central reports it has made the following changes to improve information to its passengers:</p><ul><li><strong>Code of practice – Oct 2016</strong><br/>Grand Central has introduced new procedures to ensure we proactively contact customers more often to advise them of potential issues with their upcoming journeys during our busiest periods.</li><li><strong>Local plan – June 2018<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><li><strong>Around the clock customer service line – Oct 2016<br/></strong><br/></li><p>The information is up to date. Local Plans should be reviewed annually.</p> \<page_number>Page number: 25\</page_number> ______________________________________________________________________ Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>iD symbol</img> # GRAND CENTRAL ## Accessibility and inclusion Booked assistance volumes Data on the volume of booked assistance requests received in each rail period is available for each train operator that manages a station. This data is therefore not available for Grand Central because they do not manage any stations. Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 no alternative accessible transport was provided by Grand Central. Passenger experience of booked assistance, 2018-19 Data on passenger satisfaction with booked assistance is not available for Grand Central as they do not manage any stations. Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 Accessibility complaints rate (per 100,000 journeys), 2018-19 Change on last year Grand Central: 2.1 National: 0.4 Change on last year Grand Central: +120% National: +14.6% Note: Grand Central received 31 accessibility complaints during 2018-19. This may partly explain the percentage increase compared to the previous year. Source: Train Operating Companies Data tables: Complaints by NHS category by TOC - Table tbl5 Disability and equality staff training in 2018-19 • In 2018-19 a total of 36 Grand Central staff received disability and equality awareness training. • All passenger facing staff are required to undertake Grand Central's dedicated disability awareness and equality training. Grand Central are currently designing refresher training. • Grand Central's operational and safety teams have received disability awareness and equality training. A full description of Grand Central's disability training activities in 2018-19 can be viewed here on our website https://orr.gov.uk/rail/consumers/annual-rail-consumer-report \<page_number>26\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # GRAND CENTRAL ## Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter <img>Bar chart showing complaints rate per 100,000 journeys by quarter. Q1: 226.8 Q2: 364.5 Q3: 239.5 Q4: 138.7 The bar chart shows that the complaints rate per 100,000 journeys has increased from Q1 to Q4, with the highest rate in Q2 at 364.5 and the lowest in Q4 at 138.7.</img> Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data table: Complaints rate by train operating company - Table 14.9 Complaints responded to within 20 working days, 2018-19 by quarter <img>Pie chart showing percentage of complaints responded to within 20 working days by quarter. Q1: 99.8% Q2: 91.9% Q3: 99.7% Q4: 100.0% The pie chart shows that all quarters have over 90% of complaints responded to within 20 working days, with the highest percentage in Q4 at 100.0% and the lowest in Q2 at 91.9%.</img> Source: Train Operating Companies Data table: Complaints responded to within 1 and 20 working days by TOC - Table 14.7 - PP = percentage point change Source: Train Operating Companies - Data table: Complaints responded to within 1 and 20 working days by TOC - Table 14.7 Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 23.1% \| Upkeep and repair of the train \| 14.5 PP \| \| 19.0% \| Punctuality/reliability (i.e. the train arriving/ departing on time) \| 8.9 PP \| \| 17.0% \| Sufficient room for all passengers to sit/ stand \| 6.5 PP \| \| 10.7% \| Facilities on board \| -3.2 PP \| \| 4.6% \| Unhappy at type/level of compensation \| -1.6 PP \| Source: Train Operating Companies Data table: Complaints by TOC - Table 14.5 - PP = percentage point change Actions to improve services in response to complaints, 2018-19 Grand Central's Complaints Handling Procedure is available at: https://orr.gov.uk/raillicensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters Grand Central reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: • To address issues of punctuality/reliability and upkeep and repair of the train, Grand Central have increased the number of suppliers assisting with air conditioner unit repair and on-board maintenance staff to ensure trains are back in service as soon as possible. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://orr.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 Grand Central closed 10,706 delay compensation claims in 2018-19. <img>Bar chart showing delay compensation claims by quarter. P1: ~450 P2: ~550 P3: ~650 P4: ~750 P5: ~850 P6: ~950 P7: ~1,050 P8: ~1,150 P9: ~1,250 P10: ~1,350 P11: ~1,450 P12: ~1,550 P13: ~1,650 The bar chart shows that the number of delay compensation claims has increased from P1 to P3, with the highest claim in P4 at approximately 750 and the lowest in P3 at approximately 650.</img> <img>Pie chart showing percentage of delay compensation claims. Grand Central approved claims closed in 2018-19: 60.9% Grand Central responded to claims within 20 working days in 2018-19: 96.2% The pie chart shows that Grand Central approved claims closed in 2018-19 account for approximately 60.9% of all delay compensation claims, while Grand Central responded to claims within 20 working days account for approximately 96.2% of all delay compensation claims. Note: A 'rail period' is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and practical purposes (Monday to Sunday). Data tables: Rail delay compensation claims by TOC - Table 17.8I \<page_number>27\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i</img> # GREAT WESTERN RAILWAY ## Provision of information to passengers Key facts - Owner group: FirstGroup - Operator: Great Western Railway - Franchise: Greater Western - Franchise period: 26 September 2015 – April 2020 - Employees: 6,343 - Operated stations: 196 - Sector: Long distance / London and South East / - Regional - Passenger journeys per annum: 100.1 million Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: TDC Key Statistics ______________________________________________________________________ ### Passenger satisfaction with the usefulness of information when delays occur <chart> <title>Passenger satisfaction with the usefulness of information when delays occur</title> <xaxis> <series> <label>S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A</label> <value>2014</value> <value>2015</value> <value>2016</value> <value>2017</value> <value>2018</value> </series> </xaxis> <yaxis> <series> <label>Passenger satisfaction with the usefulness of information when delays occur</label> <value>0%</value> <value>25%</value> <value>50%</value> <value>75%</value> <value>100%</value> </series> </yaxis> <series> <label>Great Western Railway</label> <line style="stroke: #8B8B8B; stroke-width: 2px;"></line> <area style="fill: #8B8B8B; fill-opacity: 0.3;"></area> </series> <series> <label>National</label> <line style="stroke: #000; stroke-width: 2px;"></line> <area style="fill: #000; fill-opacity: 0.3;"></area> </series> <legend position="right"> <series label="Great Western Railway" color="#8B8B8B"></series> <series label="National" color="#000"></series> </legend> <data> <row x="2014" y="43%"></row> <row x="2015" y="42%"></row> <row x="2016" y="43%"></row> <row x="2017" y="42%"></row> <row x="2018" y="-1.7 PP"></row> </data> <annotations> <annotation x="3.5" y="95%" text="Change on last year" /> <annotation x="3.5" y="95%" text="-1.7 PP" /> </annotations> </chart> PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A) ______________________________________________________________________ ### Passenger satisfaction with how well the train company deals with delays <chart> <title>Passenger satisfaction with how well the train company deals with delays</title> <xaxis> <series> <label>S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A</label> <value>2014</value> <value>2015</value> <value>2016</value> <value>2017</value> <value>2018</value> </series> </xaxis> <yaxis> <series> <label>Passenger satisfaction with how well the train company deals with delays</label> <value>0%</value> <value>25%</value> <value>50%</value> <value>75%</value> <value>100%</value> </series> </yaxis> <series> <label>Great Western Railway</label> <line style="stroke: #8B8B8B; stroke-width: 2px;"></line> <area style="fill: #8B8B8B; fill-opacity: 0.3;"></area> </series> <series> <label>National</label> <line style="stroke: #000; stroke-width: 2px;"></line> <area style="fill: #000; fill-opacity: 0.3;"></area> </series> <legend position="right"> <series label="Great Western Railway" color="#8B8B8B"></series> <series label="National" color="#000"></series> </legend> <data> <row x="2014" y="41%"></row> <row x="2015" y="37%"></row> <row x="2016" y="-1.2 PP"></row> <row x="2017" y="-1.1 PP"></row> <row x="2018" y="-1.2 PP"></row> </data> <annotations> <annotation x="3.5" y="95%" text="Change on last year" /> <annotation x="3.5" y="95%" text="-1.2 PP" /> </annotations> </chart> PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A) ______________________________________________________________________ ### Passenger satisfaction with provision of information during the journey <chart> <title>Passenger satisfaction with provision of information during the journey</title> <xaxis> <series><label>S AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS</label><value>2014</value><value>2015</value><value>2016</value><value>2017</value><value>2018</value></series></xaxis><yaxis><series><label>Passenger satisfaction with provision of information during the journey</label><value>76%</value><value>74%</value></series></yaxis><series><label>Great Western Railway</label><line style="stroke: #8B8B8B; stroke-width: 2px;"></line><area style="fill: #8B8B8B; fill-opacity: 0.3;"></area></series><series><label>National</label><line style="stroke: #000; stroke-width: 2px;"></line><area style="fill: #000; fill-opacity: 0.3;"></area></series><legend position="right"><series label="Great Western Railway" color="#8B8B8B"></series><series label="National" color="#000"></series></legend><data><row x="3.5" y="-4.5 PP"></row></data><annotations><annotation x="3.5" y="-4.5 PP" text="" /></annotations></chart> PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A) ______________________________________________________________________ ### Transparency and accountability All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41). • Code of Practice – Oct 2016 • Local Plan – April 2017 The information is up to date. Local Plans should be reviewed annually. ______________________________________________________________________ ### Actions to improve information for passengers, 2018-19 Great Western Railway reports it has taken some of the following actions to improve its provision of information to passengers: - It is working on platform zoning. - The train crew also have an app which allows them to correct formation and update customer information screens during the journey. \<page_number>28\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Accessibility icon</img> # GREAT WESTERN RAILWAY ## Accessibility and inclusion Booked assistance volumes Great Western Railway received 162,199 booked assistance requests in 2018-19. This accounted for 12.6% of all booked assists made nationally in 2018-19. - Change on last year: ~2.1% - 2017-18 - 2018-19 Note: This excludes un-booked assistance. A 'full' period is normally 28 days, with four weekends (Saturday to Saturday) and there are 13 full periods in a financial year. Data tables: Total passenger assists by station operator - Table 15.3B Passenger experience of booked assistance, 2018-19 \| Passenger outcome for assistance that was booked (all passengers) \| Satisfaction with the helpfulness and attitude of staff who provided assistance at the station (for those passengers met by staff) \| \|---\|---\| \| \| Great Western Railway \| National \| \| \| 12% \| 6% \| 76% \| 10% \| 76% \| All assistance received \| Some assistance received \| None assistance received \| \| \| 89% \| 91% \| \| Satisfaction with assistance at the station (for those passengers met by staff) \| Great Western Railway \| National \| \| \| 91% \| 88% \| Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 Accessibility complaints rate (per 100,000 journeys), 2018-19 - Change on last year - Great Western Railway: 28.3% - National: 0.9 - Change on last year - Great Western Railway: 0.4 - National: 14.6% Source: Train Operating Companies Data tables: Complaints by NRS category by TOC - Table 14.5 ## Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 649 times by Great Western Railway. ### Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) - Great Western Railway: 89% - National: 85% Sample size: 570 ### Disability and equality staff training in 2018-19 - In 2018-19 a total of 830 Great Western Railway staff received disability and equality awareness training, - All new staff receive disability awareness training as part of their induction. - GWR continue to work with charities such as Parkinson's UK, Purple Angels and Autism West Midlands to advise on in-house disability training programmes. A full description of Great Western Railway's disability training activities in 2018-19 can be viewed here on our website: https://www.gov.uk/government/consumer/annual-rail-consumer-report \<page_number>29\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # GREAT WESTERN RAILWAY ## Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter <img>Bar chart showing complaints rate per 100,000 journeys by quarter. Q1: 61.2 Q2: 78.7 Q3: 63.3 Q4: 51.1 Change on year: +3.6% </img> Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 Complaints responded to within 20 working days, 2018-19 by quarter <img>Bar chart showing complaints responded to within 20 working days by quarter. Q1: 90.5% Q2: 98.7% Q3: 99.3% Q4: 99.6% Change on year: +0.4 PP </img> PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 20 and 30 working days by TOC - Table 14.4 Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 13.3% \| Sufficient room for all passengers to sit/stand \| 1.4 PP \| \| 10.2% \| Facilities on board \| 3.5 PP \| \| 10.1% \| Ticket buying facilities - other \| 0.9 PP \| \| 9.5% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 1.8 PP \| \| 9.3% \| Ticketing and refunds policy \| 9.3 PP \| PP = percentage point change Source: Train Operating Companies Data tables: Complaints by TOC category by TOC - Table 14.5 Actions to improve services in response to complaints, 2018-19 Great Western Railway's Complaints Handling Procedure is available at: https://orr.gov.uk/rail/licensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters Great Western Railway reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: - To address crowding issues, new trains with increased capacity have been introduced across the network. - Improvements to Great Western Railway's website have been made to improve the ticket buying experience for customers. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://orr.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 Great Western Railway closed 162,022 delay compensation claims in 2018-19. <img>Bar chart showing delay compensation claims by quarter. Q1: ~5,000 Q2: ~7,500 Q3: ~7,500 Q4: ~7,500 </img> Great Western Railway responded to 71.5% of delay compensation claims within 20 working days in 2018-19. Great Western Railway approved 78.0% of delay compensation claims closed in 2018-19. Note: A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and exactly one financial period is a financial year. Data tables: Rail delay compensation claims by TOC - Table 17.01 \<page_number>30\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i</img> # GREATER ANGLIA ## Provision of information to passengers Key facts - Owner group: Abellio / Mitsui - Operator: Abellio - Franchise: East Anglia - Franchise period: 16 October 2016 – 11 October 2025 - Employees: 3,103 - Operated stations: 133 - Sector: London and South East - Passenger journeys per annum: 84.9 million Source: Train Operating Companies and LENNION (the rail industry's ticketing and revenue database) Data tables: TDC (key statistics) ______________________________________________________________________ Passenger satisfaction with how well the train company deals with delays - PP = percentage point change - Source: Transport Focus, National Rail Passenger Survey - The NRPS takes places twice a year, in Spring (S) and Autumn (A) <chart> <title>Passenger satisfaction with how well the train company deals with delays</title> <xaxis> <series> <label>S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A</label> <value>2014</value> <value>2015</value> <value>2016</value> <value>2017</value> <value>2018</value> </series> </xaxis> <yaxis> <series> <label>Passenger satisfaction with how well the train company deals with delays</label> <value>0%</value> <value>25%</value> <value>50%</value> <value>75%</value> <value>100%</value> </series> </yaxis> <series> <label>Greater Anglia</label> <line style="smooth" color="#4873C6" data="2014: 37% \| 2015: 42% \| 2016: 37% \| 2017: 42% \| 2018: 37%" /> <text style="font-size: 8px; font-weight: bold;">Change on last year</text> <line style="smooth" color="#F96B6B" data="2014: -1.2 PP \| 2015: -1.2 PP \| 2016: -1.2 PP \| 2017: -1.2 PP \| 2018: -1.2 PP" /> </series> <series> <label>National</label> <line style="smooth" color="#3D89E9" data="2014: 37% \| 2015: 37% \| 2016: 37% \| 2017: 37% \| 2018: 37%" /> <text style="font-size: 8px; font-weight: bold;">Change on last year</text> <line style="smooth" color="#F96B6B" data="2014: -5.8 PP \| 2015: -5.8 PP \| 2016: -5.8 PP \| 2017: -5.8 PP \| 2018: -5.8 PP" /> </series> </chart> Passenger satisfaction with provision of information during the journey - PP = percentage point change - Source: Transport Focus, National Rail Passenger Survey - The NRPS takes places twice a year, in Spring (S) and Autumn (A) <chart> <title>Passenger satisfaction with provision of information during the journey</title> <xaxis> <series> <label>S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A</label> <value>2014</value> <value>2015</value> <value>2016</value> <value>2017</value> <value>2018</value> </series> </xaxis> <yaxis> <series> <label>Passenger satisfaction with provision of information during the journey</label> <value>0%</value> <value>25%</value> <value>50%</value> <value>75%</value> <value>100%</value> </series> </yaxis> <series> <label>Greater Anglia</label> <line style="smooth" color="#4873C6" data="2014: 66% \| 2015: 74% \| 2016: 66% \| 2017: 66% \| 2018: 66%" /> <text style="font-size: 8px; font-weight: bold;">Change on last year</text> <line style="smooth" color="#F96B6B" data="2014: -3.1 PP \| 2015: -3.1 PP \| 2016: -3.1 PP \| 2017: -3.1 PP \| 2018: -3.1 PP" /> </series> <series> <label>National</label> <line style="smooth" color="#3D89E9" data="2014: 66% \| 2015: 66% \| 2016: 66% \| 2017: 66% \| 2018: 66%" /> <text style="font-size: 8px; font-weight: bold;">Change on last year</text> <line style="smooth" color="#F96B6B" data="2014: -0.2 PP \| 2015: -0.2 PP \| 2016: -0.2 PP \| 2017: -0.2 PP \| 2018: -0.2 PP" /> </series> </chart> Transparency and accountability All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41). • Code of Practice – October 2016. • Local Plan – June 2015 Not compliant. Actions to improve information for passengers, 2018-19 Greater Anglia reports it has made the following changes to improve information to its passengers: • Greater Anglia is working on the introduction of new trains. • Additionally, it is working on a connected stations project with a customer information screens supplier. \<page_number>31\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Accessibility icon</img> # GREATER ANGLIA ## Accessibility and inclusion ### Booked assistance volumes Greater Anglia received 38,657 booked assistance requests in 2018-19. This accounted for 3.0% of all booked assists made nationally in 2018-19. Change on last year - P1-P2: +7.3% Note: This excludes un-booked assistance. A full period is normally 28 days, so four weeks. There are 134 periods in a financial year (Sunday to Saturday) and there are 134 periods in a financial year. Data tables: Rail passenger assists by station operator - Table 16.03 ### Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 470 times by Greater Anglia. ### Passenger experience of booked assistance, 2018-19 #### Passenger outcome for assistance that was booked (all passengers) \| Greater Anglia \| National \| \|---\|---\| \| 75% \| 75% \| \| 75% \| 75% \| \| 75% \| 75% \| Note: may not add up to 100% as unsure/don't know data not shown. #### Satisfaction with assistance at the station (for those passengers met by staff) \| Greater Anglia \| National \| \|---\|---\| \| 87% \| 88% \| Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) \| Greater Anglia \| National \| \|---\|---\| \| 83% \| 85% \| Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 ### Accessibility complaints rate (per 100,000 journeys), 2018-19 \| Greater Anglia \| National \| \|---\|---\| \| -43.8% \| -43.8% \| \| -43.8% \| -43.8% \| Source: Train Operating Companies Data tables: Complaints by NRS category by TOC – Table 14.5 ### Disability and equality staff training in 2018-19 - In 2018-19 a total of 601 Greater Anglia staff received disability and equality awareness training - All staff received dedicated disability awareness training as part of Greater Anglia's induction programme or as part of specific departmental training. - An external training provider has developed a bespoke training package for Greater Anglia. Greater Anglia has also developed their own programme using a number of resources. A full description of Greater Anglia's disability training activities in 2018-19 can be viewed here on our website: https://www.gov.uk/guidance/consumers/annual-rail-consumer-report ______________________________________________________________________ \<page_number>32\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # GREATER ANGLIA ## Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter <img>Bar chart showing complaints rate per 100,000 journeys by quarter. Q1: 30.9 Q2: 34.0 Q3: 38.5 Q4: 36.3 Change on last year: -35.7%</img> Source: Train Operating Companies and LONDON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 Complaints responded to within 20 working days, 2018-19 by quarter <img>Pie chart showing percentage of complaints responded to within 20 working days by quarter. Q1: 85.3% Q2: 99.2% Q3: 92.3% Q4: 98.5% Change on last year: 6.4 PP</img> PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 20 and 28 working days by TOC - Table 14.3 Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 32.1% \| Punctuality/reliability (i.e. the train arriving/ departing on time) \| -12.0 PP \| \| 9.3% \| Ticketing and refunds policy \| 3.3 PP \| \| 7.2% \| Ticket buying facilities \| -7.1 PP \| \| 6.6% \| Facilities on board \| 4.7 PP \| \| 5.4% \| Sufficient room for all passengers to sit/ stand \| 3.8 PP \| PF = percentage point change Source: Train Operating Companies Data tables: Complaints by NPS category by TOC - Table 14.3 Actions to improve services in response to complaints, 2018-19 Greater Anglia's Complaints Handling Procedure is available at: https://orr.gov.uk/raillicensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedure-section-liters/ Greater Anglia has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: - In response to customer feedback, Greater Anglia reversed the decision to only sell advance tickets online. - Updated TVM software to improve the reliability of machines at rural stations. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://orr.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 <img>Bar chart showing delay compensation claims in 2018-19. Y-axis: Delay compensation claims in £ thousands. X-axis: Periods P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13. The bar chart shows that the number of delay compensation claims increased over time.</img> <img>Pie chart showing the proportion of delay compensation claims handled within 20 working days and approved closed in 2018-19. Pie chart: Segment A (delay compensation claims handled within 20 working days): 99.6% Segment B (delay compensation claims approved closed in 2018-19): 82.5% Total pie chart value: 182.1%</img> Greater Anglia responded to 99.6% of delay compensation claims within 20 working days in 2018-19. Greater Anglia approved 82.5% of delay compensation claims closed in 2018-19. Note: A "full period" is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and five full days for consumer reporting purposes (Monday to Friday). Data tables: Rail delay compensation claims by TOC - Table 12.0 \<page_number>33\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i</img> # HEATHROW EXPRESS ## Provision of information to passengers Key facts - Owner group: Heathrow Airport Holdings - Operator: Heathrow Express - Operation start date: 28 June 1998 - Employees: 160 - Operated stations: 3 - Sector: Provides an airport rail link between London Heathrow Airport and Paddington - Passenger journeys per annum: 6.2 million Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: TDC key statistics ______________________________________________________________________ Passenger satisfaction with how well the train company deals with delays <chart> <title>Passenger satisfaction with how well the train company deals with delays</title> <xaxis> <series>2014</series> <series>2015</series> <series>2016</series> <series>2017</series> <series>2018</series> </xaxis> <yaxis> <series>0%</series> <series>25%</series> <series>50%</series> <series>75%</series> <series>100%</series> </yaxis> <data> <point x="2014" y="37" /> <line x1="2014" y1="37" x2="2015" y2="37" x3="2016" y3="37" x4="2017" y4="37" x5="2018" y5="37" /> </data> <legend> <label>Heathrow Express</label> <label>National</label> </legend> <title>Passenger satisfaction with how well the train company deals with delays</title> <description>Change on last year -1.2 PP</description> <tooltip>x-axis value, y-axis value</tooltip> </chart> PP = percentage point change; Data not available for all waves due to low response rates. Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A) ______________________________________________________________________ Passenger satisfaction with provision of information during the journey <chart> <title>Passenger satisfaction with provision of information during the journey</title> <xaxis> <series>2014</series> <series>2015</series> <series>2016</series> <series>2017</series> <series>2018</series> </xaxis> <yaxis> <series>0%</series> <series>25%</series> <series>50%</series> <series>75%</series> <series>100%</series> </yaxis> <data> <point x="2014" y="74" /> <line x1="2014" y1="74" x2="2015" y2="74" x3="2016" y3="74" x4="2017" y4="74" x5="2018" y5="74" /> </data> <legend> <label>Heathrow Express</label> <label>National</label> </legend> <title>Passenger satisfaction with provision of information during the journey</title> <description>Change on last year 1.7 PP</description> <tooltip>x-axis value, y-axis value</tooltip> </chart> PP = percentage point change; Data not available for all waves due to low response rates. Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A) ______________________________________________________________________ Transparency and accountability All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41). - Code of Practice – October 2016. - Local Plan – May 2018. We are aware that Heathrow Express are working on an update to its local plan and we have met with it to discuss the development of this draft. ______________________________________________________________________ Actions to improve information for passengers, 2018-19 Heathrow Express reports it has made the following changes to improve information to its passengers: - Hot lessons learnt reviews following every contingency incident to ensure improvements are made and customer feedback considered - Developed a step by step guide for our duty managers to follow to ensure passengers are being updated in a timely manner through all available channels (web, app, social media) - Working with GWR and HAL Rail to improve on-board and platform announcements. ______________________________________________________________________ \<page_number>34\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Accessibility icon</img> # HEATHROW EXPRESS ## Accessibility and inclusion Booked assistance volumes Heathrow Express received 459 booked assistance requests in 2018-19. This accounted for less than 0.1% of all booked assists made nationally in 2018-19. Change on last year <watermark>-1.3%</watermark> Note: This excludes un-booked assistance. A 'rail period' is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data taken: Rail passenger assists by station operator - Table 16.03 Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example), or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 no alternative accessible transport was provided by Heathrow Express, principally due to all its station being fully accessible. Passenger experience of booked assistance, 2018-19 No data is available on this Heathrow Express' performance on the reliability of its booked assistance due to a low sample size, which is a natural effect of having lower than average booking volumes. Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 Accessibility complaints rate (per 100,000 journeys), 2018-19 Accessibility complaint data is not available for Heathrow Express in 2018-19. Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC - Table 14.5 Disability and equality staff training in 2018-19 • In 2018-19 a total of 66 Heathrow Express staff received disability and equality awareness training. • Heathrow Express frontline staff receive disability and equality awareness training as part of their induction which is then refreshed annually. • Training is delivered by an in-house training team. A full description of Heathrow Express's disability training activities in 2018-19 can be viewed here on our website: https://orr.gov.uk/rail/consumers/annual-rail-consumer-report \<page_number>35\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>HEATHROW EXPRESS smiley face emoji</img> # Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter Source: Train Operating Companies and LONDON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 Q1 Q2 Q3 Q4 50.1 22.5 21.4 10.3 Change on last year -7.7% Complaints responded to within 20 working days, 2018-19 by quarter Source: Train Operating Companies Data tables: Complaints responded to within 20 and 30 working days by TOC - Table 14.5 Q1 Q2 Q3 Q4 0% 20% 40% 60% 80% 100% Change on last year -0.0 PP PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 20 and 30 working days by TOC - Table 14.5 Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 31.8% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| -3.8 PP \| \| 28.6% \| Ticket buying facilities \| -3.9 PP \| \| 9.5% \| Environmental \| 4.1 PP \| \| 9.1% \| Provision of information on website or mobile apps \| 2.0 PP \| \| 7.4% \| The attitudes and helpfulness of the staff at station \| 1.4 PP \| PP = percentage point change Source: Train Operating Companies Data tables: Complaints by NPS category by TOC - Table 14.5 Actions to improve services in response to complaints, 2018-19 Heathrow Express' Complaints Handling Procedure is available at: https://orr.gov.uk/raillicensing/licensing-the-railway/Complaints-handling-procedures/complaints-handling-procedures-decision-letters Heathrow Express reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: - Heathrow Express investigated a number of complaints relating to ticket buying facilities. A new website and mobile app will be launched in June 2019 to improve the overall ticket buying experience for customers. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://orr.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 Heathrow Express closed 9,226 delay compensation claims in 2018-19. Heathrow Express responded to 100.0% of delay compensation claims within 20 working days in 2018-19. Heathrow Express approved 47.4% of delay compensation claims closed in 2018-19. Note: A 'rail period' is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are no delays during bank holidays. Data tables: Rail delay compensation claims by TOC - Table 17.01 \<page_number>36\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i</img> # HULL TRAINS ## Provision of information to passengers Key facts - Owner group: FirstGroup - Open access operator: Hull Trains - Track access agreement end date: December 2029 - Employees: 122 - Operated stations: 0 - Sector: Long distance - Passenger journeys per annum: 1.0 million Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: TOC Key statistics ______________________________________________________________________ ### Passenger satisfaction with the usefulness of information when delays occur <img>Bar chart showing passenger satisfaction with the usefulness of information when delays occur. The y-axis ranges from 0% to 100%. The x-axis shows years: 2014, 2015, 2016, 2017, 2018. For each year, there are two bars: - The first bar represents Hull Trains. - The second bar represents National. The y-axis values are shown on the right side of the chart. Hull Trains: 55%, National: 42% Change on last year: -1.7 PP</img> PP = percentage point change; Data not available for all waves due to low response rates. Source: Transport Focus, National Rail Passenger Survey. The NRPS takes places twice a year, in Spring (S) and Autumn (A). ______________________________________________________________________ ### Passenger satisfaction with how well the train company deals with delays <img>Line chart showing passenger satisfaction with how well the train company deals with delays. The y-axis ranges from 0% to 100%. The x-axis shows years: 2014, 2015, 2016, 2017, 2018. For each year, there are two lines: - The first line represents Hull Trains. - The second line represents National. The y-axis values are shown on the right side of the chart. Hull Trains: 37%, National: 59% Change on last year: -1.2 PP</img> PP = percentage point change; Data not available for all waves due to low response rates. Source: Transport Focus, National Rail Passenger Survey. The NRPS takes places twice a year, in Spring (S) and Autumn (A). ______________________________________________________________________ ### Passenger satisfaction with provision of information during the journey <img>Bar chart showing passenger satisfaction with provision of information during the journey. The y-axis ranges from 0% to 100%. The x-axis shows years: 2014, 2015, 2016, 2017, 2018. For each year, there are two bars: - The first bar represents Hull Trains. - The second bar represents National. The y-axis values are shown on the right side of the chart. Hull Trains: 74%, National: 90% Change on last year: -4.3 PP</img> PP = percentage point change; Data not available for all waves due to low response rates. Source: Transport Focus, National Rail Passenger Survey. The NRPS takes places twice a year, in Spring (S) and Autumn (A). ______________________________________________________________________ ### Transparency and accountability All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41). - Code of practice – Oct 2016 - Local plan – May 2017 The information is up to date. Local Plans should be reviewed annually. ______________________________________________________________________ ### Actions to improve information for passengers, 2018-19 Hull Trains reports it has made the following changes to improve information to its passengers: - Launched a new website. \<page_number>37\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Accessibility icon</img> # HULL TRAINS ## Accessibility and inclusion Booked assistance volumes Data on the volume of booked assistance requests received in each rail period is available for each train operator that manages a station. This data is therefore not available for Hull Trains because they do not manage any stations. Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 7 times by Hull Trains. Passenger experience of booked assistance, 2018-19 Data on passenger satisfaction with booked assistance is not available for Hull Trains as they do not manage any stations. Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 Accessibility complaints rate (per 100,000 journeys), 2018-19 <table> <thead> <tr> <th></th> <th>Change on last year</th> </tr> </thead> <tbody> <tr> <td>Hull Trains</td> <td>0.7</td> </tr> <tr> <td>National</td> <td>0.4</td> </tr> <tr> <td colspan="2">Change on last year</td> </tr> <tr> <td></td> <td>14.6%</td> </tr> </tbody> </table> Note: Hull Trains received a low number of accessibility complaints (6 in 2017-18, and 7 in 2018-19). Due to the low numbers a percentage change for Hull Trains has not been provided. Source: Train Operating Companies Data tables: Complaints by NRS category by TOC - Table 14.5 Disability and equality staff training in 2018-19 - In 2018-19 a total of 23 Hull Trains staff received disability and equality awareness training. - Hull Train's training was predominantly delivered to staff new to the organisation as part of their induction programme. - Hull Train's disability awareness and equality training continues to be provided by their sister operator TransPennine Express. A full description of Hull Trains' disability training activities in 2018-19 can be viewed here on our website [https://otr.gov.uk/all/consumers/annual-rail-consumer-report](https://otr.gov.uk/all/consumers/annual-rail-consumer-report) \<page_number>38\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # HULL TRAINS ## Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 <img>Bar chart showing complaints rate per 100,000 journeys by quarter. Q1: 260.7 Q2: 101.0 Q3: 109.8 Q4: 126.4 Change on last year: -27.2%</img> Complaints responded to within 20 working days, 2018-19 by quarter Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 14.4 <img>Bar chart showing percentage of complaints responded to within 20 working days by quarter. Q1: 72.1% Q2: 71.3% Q3: 50.0% Q4: 60.0% Change on last year: 34.8 PP</img> PF = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 14.4 Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 36.4% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 5.3 PP \| \| 18.8% \| Upkeep and repair of the train \| 6.7 PP \| \| 7.0% \| Facilities on board \| -7.5 PP \| \| 6.4% \| Sufficient room for all passengers to sit/stand \| -3.0 PP \| \| 4.1% \| The helpfulness and attitude of staff on train \| -1.5 PP \| PF = percentage point change Source: Train Operating Companies Data tables: Complaints by NPS category by TOC - Table 14.3 Actions to improve services in response to complaints, 2018-19 Hull Trains' Complaints Handling Procedure is available at: https://orr.gov.uk/raillicensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters Hull Trains reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: - Employed additional staff to improve delay repay processing times. - Hull Trains revised their pricing on tickets for less populated services to encourage passengers to travel at alternative times to address crowding complaints. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://orr.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 Hull Trains closed 18,540 delay compensation claims in 2018-19. <img>Bar chart showing delay compensation claims by TOC. P1 to P3 data not reported by Hull Trains. The bar chart shows the number of delay compensation claims closed in each period from P1 to P3. P1: ~5,500 P2: ~3,500 P3: ~2,500 P4: ~2,500 P5: ~2,500 P6: ~2,500 P7: ~2,500 P8: ~2,500 P9: ~2,500 P10: ~2,500 P11: ~2,500 P12: ~2,500 P13: ~2,500 Total: ~37,500</img> Hull Trains responded to 41.5% of delay compensation claims within 20 working days in 2018-19. Hull Trains approved 93.0% of delay compensation claims closed in 2018-19. Note: A 'full period' is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and five days for consumer reporting purposes (Monday to Friday). Data tables: Rail delay compensation claims by TOC - Table 12.0I \<page_number>39\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i</img> # LONDON NORTH EASTERN RAILWAY ## Provision of information to passengers Key facts - Owner group: DfT OLR Holdings Limited - Operator: London North Eastern Railway - Franchise: InterCity East Coast - Franchise period: 24 June 2018 - \* - Employees: 3,012 - Operated stations: 11 - Sector: Long distance - Passenger journeys per annum: 22.3 million Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: TOC Key statistics ______________________________________________________________________ Passenger satisfaction with the usefulness of information when delays occur <watermark>SASASAASASA</watermark> <watermark>SASASAASASA</watermark> <watermark>SASASAASASA</watermark> <watermark>SASASAASASA</watermark> <watermark>SASASAASASA</watermark> - 2014 - 2015 - 2016 - 2017 - 2018 London North Eastern Railway RailwayNational Passenger satisfaction with provision of information during the journey <watermark>SASASAASASA</watermark> <watermark>SASASAASASA</watermark> <watermark>SASASAASASA</watermark> <watermark>SASASAASASA</watermark> <watermark>SASASAASASA</watermark> - 2014 - 2015 - 2016 - 2017 - 2018 London North Eastern Railway RailwayNational ______________________________________________________________________ Passenger satisfaction with how well the train company deals with delays <watermark>SASASAASASA</watermark> <watermark>SASASAASASA</watermark> <watermark>SASASAASASA</watermark> <watermark>SASASAASASA</watermark> <watermark>SASASAASASA</watermark> - 2014 - 2015 - 2016 - 2017 - 2018 London North Eastern Railway RailwayNational PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A) Change on last year -1.2 PP +14.4 PP PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A) Change on last year -4.3 PP +0.2 PP ______________________________________________________________________ Transparency and accountability All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry action practice (Oct 2018) and an Annual Progress Report (required to meet industry action PIDD-41). • Code of Practice – Oct 2016 • Local Plan – June 2018 LNER is currently reviewing its local plan and has provided a draft version of this. For now, the date of the published version remains as above although we have provided feedback on the draft copy and await this being published in the near future. ______________________________________________________________________ Actions to improve information for passengers, 2018-19 London North Eastern Railway reports it has made the following changes to improve information to its passengers: - It is working on a personal communications tool. It expects to launch this at the end of May to advise of changes to platforms/delays and cancellations. ______________________________________________________________________ \<page_number>40\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Accessibility icon</img> # LONDON NORTH EASTERN RAILWAY ## Accessibility and inclusion Booked assistance volumes London North Eastern Railway received 107,820 booked assistance requests in 2018-19. This accounted for 8.4% of all booked assists made nationally in 2018-19. Change on last year -0.4% Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assist by station operator - Table 16.03 Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example), or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 52 times by London North Eastern Railway. Passenger experience of booked assistance, 2018-19 Passenger outcome for assistance that was booked (all passengers) \| London North Eastern Railway \| National \| \|---\|---\| \| All assistance received \| 79% \| \| The assistance required \| 10% \| \| None assistance received \| 79% \| Note: may not add up to 100% as 'unsure/don't know' are not shown. Satisfaction with assistance at the station (for those passengers met by staff) \| London North Eastern Railway \| National \| \|---\|---\| \| All assistance received \| 93% \| \| The assistance required \| 91% \| \| None assistance received \| 93% \| Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experiences of Passenger Assist, 2018-19 Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) \| London North Eastern Railway \| National \| \|---\|---\| \| All assistance received \| 89% \| \| The assistance required \| 85% \| Sample size: 495 Source: Train Operating Companies Data tables: Complaints by NRS category by TOC - Table 14.5 Accessibility complaints rate (per 100,000 journeys), 2018-19 Change on last year -35.4% Change on last year +14.6% Note: In this table, the number of journeys is calculated as the sum of the number of journeys per day multiplied by the number of days in each rail period. Disability and equality staff training in 2018-19 • In 2018-19 a total of 372 London North Eastern Railway staff received disability and equality awareness training, - All new LNER staff receive disability awareness training at the start of their employment. In 2018-19 a total of 777 staff attended LNER's induction programme and 213 front line staff undertook the full disability awareness training course. - The content of LNER's training programmes are based on the training guides developed by the Rail Delivery Group. A full description of London North Eastern Railway's disability training activities in 2018-19 can be viewed here on our website: https://orr.gov.uk/rail/consumers/annual-rail-consumer-report \<page_number>41\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>LONDON NORTH EASTERN RAILWAY</img> <img>Smiley face with three different expressions.</img> Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter Source: Train Operating Companies and LNEON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 Complaints responded to within 20 working days, 2018-19 by quarter PF = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 14.3 \| Q1 \| Q2 \| Q3 \| Q4 \| \|---\|---\|---\|---\| \| 102.7 \| 117.2 \| 102.7 \| 130.3 \| \| Change on last year \| 3.6% \| Top 5 reasons for complaints, 2018-19 PF = percentage point change Source: Train Operating Companies Data tables: Complaints by NPS category by TOC - Table 14.3 <table> <thead> <tr> <th>Percentage of complaints</th> <th>Complaint type</th> <th>Change on last year</th> </tr> </thead> <tbody> <tr> <td>34.3%</td> <td>Facilities on board</td> <td>8.5 PP</td> </tr> <tr> <td>11.9%</td> <td>Ticket buying facilities - other</td> <td>-9.7 PP</td> </tr> <tr> <td>8.1%</td> <td>Sufficient room for all passengers to sit/ stand</td> <td>-0.6 PP</td> </tr> <tr> <td>7.5%</td> <td>The helpfulness and attitude of staff on train</td> <td>1.6 PP</td> </tr> <tr> <td>5.6%</td> <td>Ticketing and refunds policy</td> <td>0.3 PP</td> </tr> </tbody> </table> Actions to improve services in response to complaints, 2018-19 London North Eastern Railway's Complaints Handling Procedure can be viewed from here: https://orr.gov.uk/raillicensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters London North Eastern Railway reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: • To address complaints about ticket buying facilities, London North Eastern Railway's have made improvements to their website. • The introduction of new trains will address issues of crowding and on board facilities complaints. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://orr.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 Note: A 'full period' is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and five days for consumer reporting purposes. Data tables: Rail delay compensation claims by TOC - Table 12.01 London North Eastern Railway closed 415,165 delay compensation claims in 2018-19. <img>A bar chart showing delay compensation claims by TOC. TOC P1: ~35,000 TOC P2: ~35,000 TOC P3: ~35,000 TOC P4: ~35,000 TOC P5: ~35,000 TOC P6: ~35,000 TOC P7: ~35,000 TOC P8: ~35,000 TOC P9: ~35,000 TOC P10: ~35,000 TOC PIT: ~35,000 TOC P12: ~35,000 TOC P13: ~35,000 Total: ~415,165 Legend: P = Passenger Railways IT = InterCity Trains T = Thameslink PIT = Passenger InterCity Trains P = Passenger Railways IT = InterCity Trains T = Thameslink PIT = Passenger InterCity Trains P = Passenger Railways IT = InterCity Trains T = Thameslink PIT = Passenger InterCity Trains P = Passenger Railways IT = InterCity Trains T = Thameslink PIT = Passenger InterCity Trains P = Passenger Railways IT = InterCity Trains T = Thameslink PIT = Passenger InterCity Trains P = Passenger Railways IT = InterCity Trains T = Thameslink PIT = Passenger InterCity Trains P = Passenger Railways IT = InterCity Trains T = Thameslink PIT = Passenger InterCity Trains P = Passenger Railways IT = InterCity Trains T = Thameslink PIT = Passenger InterCity Trains P = Passenger Railways IT = InterCity Trains T = Thameslink PIT = Passenger InterCity Trains P = Passenger Railways IT = InterCity Trains T = Thameslink PIT = Passenger InterCity Trains P = Passenger Railways IT = InterCity Trains T = Thameslink PIT = Passenger InterCity Trains P = Passenger Railways IT = InterCity Trains T = Thameslink PIT = Passenger InterCity Trains Legend: P = Passenger Railways Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i</img> # LONDON OVERGROUND ## Provision of information to passengers ### Key facts Owner group: Arriva UK Trains Operator: Arriva Rail London (ARL) TFL concession: London Overground Concession period: 13 November 2016 – 01 May 2024 Employees: 1,451 Operated stations: 81 Sector: London and South East Passenger journeys per annum: 188.1 million Source: Train Operating Companies and LONDON (the rail industry's ticketing and revenue database) Data tables: TOCR key statistics ### Passenger satisfaction with the usefulness of information when delays occur <chart> <title>Passenger satisfaction with the usefulness of information when delays occur</title> <xaxis> <series>S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A</xaxis> <labels>S 2014, 2015, 2016, 2017, 2018</labels> </xaxis> <yaxis> <series>London Overground</series> <series>National</series> </yaxis> <series> <name>London Overground</name> <data>2014: 75%, 2015: 75%, 2016: 75%, 2017: 75%, 2018: 75%</data> </series> <series> <name>National</name> <data>2014: 75%, 2015: 75%, 2016: 75%, 2017: 75%, 2018: 75%</data> </series> <legend> <label>London Overground</label> <label>National</label> </legend> <title>Passenger satisfaction with the usefulness of information when delays occur</title> <yaxis_label>Passenger satisfaction (%)</yaxis_label> <yaxis_scale>linear</yaxis_scale> <yaxis_min>0%</yaxis_min> <yaxis_max>100%</yaxis_max> </chart> - Change on last year: +42% - PP: Percentage point change - Source: Transport Focus, National Rail Passenger Survey - The NPS takes places twice a year, in Spring (S) and Autumn (A) ### Passenger satisfaction with how well the train company deals with delays <chart> <title>Passenger satisfaction with how well the train company deals with delays</title> <xaxis> <series>S 2014, 2015, 2016, 2017, 2018</series> <labels>S 2014, 2015, 2016, 2017, 2018</labels> </xaxis> <yaxis> <series>London Overground</series> <series>National</series> </yaxis> <series> <name>London Overground</name> <data>2014: 37%, 2015: 37%, 2016: 37%, 2017: 37%, 2018: 37%</data> </series> <series> <name>National</name> <data>2014: 37%, 2015: 37%, 2016: 37%, 2017: 37%, 2018: 37%</data> </series> <legend> <label>London Overground</label> <label>National</label> </legend> <title>Passenger satisfaction with how well the train company deals with delays</title> <yaxis_label>Passenger satisfaction (%)</yaxis_label> <yaxis_scale>linear</yaxis_scale> <yaxis_min>0%</yaxis_min> <yaxis_max>100%</yaxis_max> </chart> - Change on last year: +3% - PP: Percentage point change - Source: Transport Focus, National Rail Passenger Survey - The NPS takes places twice a year, in Spring (S) and Autumn (A) ### Passenger satisfaction with provision of information during the journey <chart> <title>Passenger satisfaction with provision of information during the journey</title> <xaxis> <series>S 2014, 2015, 2016, 2017, 2018</series> <labels>S 2014, 2015, 2016, 2017, 2018</labels> </xaxis> <yaxis> <series>London Overground</series> <series>National</series> </yaxis> <series> <name>London Overground</name> <data>2014: 99%, 2015: 99%, 2016: 99%, 2017: 99%, 2018: 99%</data> </series> <series> <name>National</name> <data>2014: 99%, 2015: 99%, 2016: 99%, 2017: 99%, 2018: 99%</data> </series> <legend> <label>London Overground</label> <label>National</label> </legend> <title>Passenger satisfaction with provision of information during the journey</title> <yaxis_label>Passenger satisfaction (%)</yaxis_label> <yaxis_scale>linear</yaxis_scale> <yaxis_min>0%</yaxis_min> <yaxis_max>100%</yaxis_max> </chart> - Change on last year: +3% - PP: Percentage point change - Source: Transport Focus, National Rail Passenger Survey - The NPS takes places twice a year, in Spring (S) and Autumn (A) ### Transparency and accountability All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41). • Code of Practice – Oct 2016 • Local Plan – Nov 2016 A Local Plan review is required. ### Actions to improve information for passengers, 2018-19 London Overground reports it has taken some of the following actions to improve its provision of information to passengers: - It is working with enhanced technology alongside staff training and behaviours to improve its provision of imparting timely and accurate information to its customers. - At the Customer Experience Strategy level, it is undertaking an in depth review of how information is disseminated by its frontline teams, especially in times of disruption. It is examining whether the tools it uses are the most efficient and effective. \<page_number>43\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Accessibility icon</img> # LONDON OVERGROUND ## Accessibility and inclusion Booked assistance volumes London Overground received 1,272 booked assistance requests in 2018-19. This accounted for 0.1% of all booked assists made nationally in 2018-19. Change on last year: 0.5% - P1: 2017-18 - P2: 2018-19 Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, used for reporting purposes (Sunday to Saturday), and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator - Table 16.03 Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 68 times by London Overground. Passenger experience of booked assistance, 2018-19 No data is available on this company's performance on the reliability of its booked assistance due to a low sample size, which is a natural effect of having lower than average booking volumes. Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 Accessibility complaints rate (per 100,000 journeys), 2018-19 Change on last year: 30.3% Change on last year: 14.6% - London Overground: 0.0 - National: 0.4 Note: London Overground received 31 accessibility complaints during 2018-19. This may partly explain the low accessibility complaints rate. Source: Train Operating Companies Data tables: Complaints by NRS category by TOC - Table 14.5 Disability and equality staff training in 2018-19 - In 2018-19 a total of 763 London Overground staff received disability and equality awareness training. - All new staff receive disability awareness training as part of their induction and all existing and non-frontline staff receive a refresher course annually. A full description of London Overground's disability training activities in 2018-19 can be viewed here on our website: https://orb.gov.uk/rail/consumers/annual-rail-consumer-report \<page_number>44\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # LONDON OVERGROUND ## Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data table: Complaints rate by train operating company - Table 14.9 <img>Graph showing complaints rate per 100,000 journeys by quarter. Q1: 1.0, Q2: 0.7, Q3: 0.6, Q4: 0.5.</img> <img>Line graph showing change on last year. Q1: -60.5%, Q2: 0.7%</img> Complaints responded to within 20 working days, 2018-19 by quarter Source: Train Operating Companies Data table: Complaints responded to within 20 and 30 working days by TOC - Table 14.9 <img>Bar chart showing percentage of complaints responded to within 20 working days by quarter. Q1: 98.0%, Q2: 94.3%, Q3: 88.0%, Q4: 96.8%. Legend: Complaints responded to within 20 working days Q1: +2.2 PP</img> PF = percentage point change Source: Train Operating Companies Data table: Complaints rate by TOC category by TOC - Table 14.3 Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 45.6% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 6.4 PP \| \| 15.4% \| The attitudes and helpfulness of the staff at station \| 0.0 PP \| \| 4.8% \| Timetableing \| 4.6 PP \| \| 4.7% \| Your personal security on board \| 2.5 PP \| \| 4.5% \| Provision of information on website or mobile apps \| 3.0 PP \| PF = percentage point change Source: Train Operating Companies Data table: Complaints by TOC category by TOC - Table 14.3 Actions to improve services in response to complaints, 2018-19 London Overground's Complaints Handling Procedure is available at: https://orr.gov.uk/rail/licensing/licensing-the-railway/complaints-handling-procedures/complaint-handling-procedures-decision-letters/ London Overground reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: - Developed targeted training programmes to improve staff conduct - Trialled predictive carriage occupancy technology to reduce crowding and improve the safety and security of passengers A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://orr.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 London Overground closed 9,931 delay compensation claims in 2018-19. <img>Bar chart showing delay compensation claims by month. X-axis labels: P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13 Y-axis shows number of claims. Claims range from approximately 200 to over 1,200. Legend: P1-P3: ~350 claims each P4-P6: ~550 claims each P7-P9: ~750 claims each P10-P13: ~950 claims each Legend: P1-P3: ~35% P4-P6: ~55% P7-P9: ~75% P10-P13: ~95% Legend: P1-P3: ~35% P4-P6: ~55% P7-P9: ~75% P10-P13: ~95% Legend: P1-P3: ~35% P4-P6: ~55% P7-P9: ~75% P10-P13: ~95% Legend: P1-P3: ~35% P4-P6: ~55% P7-P9: ~75% P10-P13: ~95% Legend: P1-P3: ~35% P4-P6: ~55% P7-P9: ~75% P10-P13: ~95% Legend: P1-P3: ~35% P4-P6: ~55% P7-P9: ~75% P10-P13: ~95% Legend: P1-P3: ~35% P4-P6: ~55% P7-P9: ~75% P10-P13: ~95% Legend: P1-P3: ~35% P4-P6: ~55% P7-P9: ~75% P10-P13: ~95% Legend: P1-P3: ~35% P4-P6: ~55% P7-P9: ~75% P10-P13: ~95% Legend: P1-P3: ~35% P4-P6: ~55% P7-P9: ~75% P10-P13: ~95% Legend: P1-P3: ~35% P4-P6: ~55% P7-P9: ~75% P10-P13: ~95% Note A "rail period" is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and for passenger complaints (Monday to Sunday). Data tables Rail delay compensation claims by TOC - Table 12.0I \<page_number>45\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i</img> # MERSEYRAIL ## Provision of information to passengers Key facts - Owner group: Serco / Abellio - Operator: Merseyrail - Franchise: Merseyrail - Franchise period: 20 July 2003 – 22 July 2028 - Employees: 1,206 - Operated stations: 66 - Sector: Regional - Passenger journeys per annum: 42.1 million Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: TOC Key statistics ______________________________________________________________________ Passenger satisfaction with the usefulness of information when delays occur <chart> <title>Passenger satisfaction with the usefulness of information when delays occur</title> <xaxis> <series> <label>S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A</label> <value>2014</value> <value>2015</value> <value>2016</value> <value>2017</value> <value>2018</value> </series> </xaxis> <yaxis> <series> <label>Passenger satisfaction with the usefulness of information when delays occur</label> <value>0%</value> <value>25%</value> <value>50%</value> <value>75%</value> <value>100%</value> </series> </yaxis> <data> <series> <label>Merseyrail</label> <value>53%</value> <value>42%</value> </series> <series> <label>National</label> <value>-1.7 PP</value> <value>-9.4 PP</value> </series> </data> <legend> <series label="Merseyrail" color="#8B00FF"></series> <series label="National" color="#0000FF"></series> </legend> <title>Passenger satisfaction with the usefulness of information when delays occur</title> <description>Change on last year</description> </chart> PP = percentage point change; Data not available for all waves due to low response rates. Source: Transport Focus, National Rail Passenger Survey The NPSs takes places twice a year, in Spring (S) and Autumn (A) ______________________________________________________________________ Passenger satisfaction with how well the train company deals with delays <chart> <title>Passenger satisfaction with how well the train company deals with delays</title> <xaxis> <series> <label>S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A</label> <value>2014</value> <value>2015</value> <value>2016</value> <value>2017</value> <value>2018</value> </series> </xaxis> <yaxis> <series> <label>Passenger satisfaction with how well the train company deals with delays</label> <value>0%</value> <value>25%</value> <value>50%</value> <value>75%</value> <value>100%</value> </series> </yaxis> <data> <series> <label>Merseyrail</label> <value>-1.2 PP</value> </series> <series> <label>National</label> <value>-1.5 PP</value> </series> </data> <legend> <series label="Merseyrail" color="#8B00FF"></series> <series label="National" color="#0000FF"></series> </legend> <title>Passenger satisfaction with how well the train company deals with delays</title> <description>Change on last year</description> </chart> PP = percentage point change; Data not available for all waves due to low response rates. Source: Transport Focus, National Rail Passenger Survey The NPSs takes places twice a year, in Spring (S) and Autumn (A) ______________________________________________________________________ Passenger satisfaction with provision of information during the journey <chart> <title>Passenger satisfaction with provision of information during the journey</title> <xaxis> <series> <label>S AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS</label> <value>2014</value> <value>2015</value> <value>2016</value> <value>2017</value> <value>2018</value> </series> </xaxis> <yaxis> <series> <label>Passenger satisfaction with provision of information during the journey</label> <value>0%</value> <value>25%</value> <value>50%</value> <value>75%</value> <value>100%</value> </series> </yaxis> <data> <series> <label>Merseyrail</label> <value>-84% PP</value><br/> Change on last year<br/> </series><br/> <!-- National data --> <!-- This section is commented out because we don't have national data for this chart --> <!-- * National * -84% PP * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year * Change on last year --> </data><br/> <!-- Legend for national data --> <!-- This section is commented out because we don't have national data for this chart --> <!--<legend>--> <!--<series label="National" color="#8B00FF"></series>--> <!--</legend>--> <!-- Title for national data --> <!--This section is commented out because we don't have national data for this chart--> <!--<title>National passenger satisfaction with provision of information during the journey</title>--> <!--Description for national data --> <!--This section is commented out because we don't have national data for this chart--> <!--<description>National passenger satisfaction with provision of information during the journey</description>--> <!--Title for national data --> <!--This section is commented out because we don't have national data for this chart--> <!--<title>National passenger satisfaction with provision of information during the journey (continued)</title>--> <!--Description for national data --> <!--This section is commented out because we don't have national data for this chart--> <!--<description>National passenger satisfaction with provision of information during the journey (continued)</description>--> <!-- This section is commented out because we don't have national data for this chart --> <!--<legend>--> <!--<series label="National" color="#8B00FF"></series>--> <!--</legend>--> <!-- Title for national data --> <!--This section is commented out because we don't have national data for this chart--> <!--<title>National passenger satisfaction with provision of information during the journey (continued)</title>--> <!--Description for national data --> <!--This section is commented out because we don't have national data for this chart--> <!--<description>National passenger satisfaction with provision of information during the journey (continued)</description>--> <!-- This section is commented out because we don't have national data for this chart --> <!--<legend>--> <!--<series label="National" color="#8B00FF"></series>--> <!--</legend>--> <!-- Title for national data --> <!--This section is commented out because we don't have national data for this chart--> <!--<title>National passenger satisfaction with provision of information during the journey (continued)</title>--> <!--Description for national data --> <!--This section is commented out because we don't have national data for this chart--> <!--<description>National passenger satisfaction with provision of information during the journey (continued)</description>--> <!-- This section is commented out because we don't have national data for this chart --> <!--<legend>--> <!--<series label="National" color="#8B00FF"></series>--> <!--</legend>--> <!-- Title for national data --> <!--This section is commented out because we don't have national data for this chart--> <!--<title>National passenger satisfaction with provision of information during the journey (continued)</title>--> <!--Description for national data --> <!--This section is commented out because we don't have national data for this chart--> <!--<description>National passenger satisfaction with provision of information during the journey (continued)</description>--> <!-- This section is commented out because we don't have national data for this chart --> <!--<legend>--> <!--<series label="National" color="#8B00FF"></series>--> <!--</legend>--> <!-- Title for national data --> <!--This section is commented out because we don't have national data for this chart--> <!--<title>National passenger satisfaction with provision of information during the journey (continued)</title>--> <!--Description for national data --> <!--This section is commented out because we don't have national data for this chart--> <!--<description>National passenger satisfaction with provision of information during the journey (continued)</description>--> <!-- This section is commented out because we don't have national data for this chart --> <!--<legend>--> <!--<series label="National" color="#8B00FF"></series>--> <!--</legend>--> <!-- Title for national data --> <!--This section is commented out because we don't have national data for this chart--> <!--<title>National passenger satisfaction with provision of information during the journey (continued)</title>--> <!--Description for national data --> <!--This section is commented out because we don't have national data for this chart--> <!--<description>National passenger satisfaction with provision of information during the journey (continued)</description>--> <!-- This section is commented out because we don't have national data for this chart --> <!--<legend>--> <!--<series label="National" color="#8B00FF"></series>--> <!--</legend>--> <!-- Title for national data --> <!--This section is commented out because we don't have national data for this chart--> <!--<title>National passenger satisfaction with provision of information during the journey (continued)</title>--> <!--Description for national data --> <!--This section is commented out because we don't have national data for this chart--> <!--<description>National passenger satisfaction with provision of information during the journey (continued)</description>--> <!-- This section is commented out because we don't have national data for this chart --> <!--<legend>--> <!--<series label="National" color="#8B00FF"></series>--> <!--</legend>--> <!-- Title for national data --> <!--This section is commented out because we don't have national data for this chart--> <!--<title>National passenger satisfaction with provision of information during the journey (continued)</title>--> <!--Description for national data --> <!--This section is commented out because we don't have national data for this chart--> <!--<description>National passenger satisfaction with provision of information during the journey (continued)</description>--> ______________________________________________________________________ Transparency and accountability All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41): - ``` Code of Practice – October 2016 ``` - ``` Local Plan – June 2018. ``` ORR has reviewed and provided feedback on the current version of the local plan. We also have arranged a meeting to discuss this face to face. ______________________________________________________________________ Actions to improve information for passengers, 2018-19 Merseyrail reports it has taken some of the following actions to improve its provision of information to passengers: - ``` Introduced new digital channels to link its control room, managers and stations together during disruption ``` - ``` Launched a new approach to managing information disruption including more PA announcements and greater visibility of colleagues to help ``` - ``` Continued to offer support to customers in real time through its dedicated social media service. ``` ______________________________________________________________________ Passengers, 2018-19 \| Key fact \| Merseyrail \| National \| \|---\|---\|---\| \| Owner group: Serco / Abellio \| \| \| \| Operator: Merseyrail \| \| \| \| Franchise: Merseyrail \| \| \| \| Franchise period: 20 July 2003 – 22 July 2028 \| \| \| \| Employees: 1,206 \| \| \| \| Operated stations: 66 \| \| \| \| Sector: Regional \| \| \| \| Passenger journeys per annum: 42.1 million \| \| \| Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: TOC Key statistics ______________________________________________________________________ Passengers, 2018-19 \| Key fact \| Merseyrail \| National \| \|---\|---\|---\| \| Transparency and accountability \| All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41): • Code of Practice – October 2016 • Local Plan – June 2018. ORR has reviewed and provided feedback on the current version of the local plan. We also have arranged a meeting to discuss this face to face. \| Transparency and accountability \| All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41): • Code of Practice – October 2016 • Local Plan – June 2018. ORR has reviewed and provided feedback on the current version of the local plan. We also have arranged a meeting to discuss this face to face. \| ______________________________________________________________________ Passengers, 2018-19 \| Key fact \| Merseyrail \| National \| \|---\|---\|---\| \| Actions to improve information for passengers, 2018-19 \| Merseyrail reports it has taken some of the following actions to improve its provision of information to passengers: • Introduced new digital channels to link its control room, managers and stations together during disruption • Launched a new approach to managing information disruption including more PA announcements and greater visibility of colleagues to help • Continued to offer support to customers in real time through its dedicated social media service. \| Actions to improve information for passengers, 2018-19 \| Merseyrail reports it has taken some of the following actions to improve its provision of information to passengers: • Introduced new digital channels to link its control room, managers and stations together during disruption • Launched a new approach to managing information disruption including more PA announcements and greater visibility of colleagues to help • Continued to offer support to customers in real time through its dedicated social media service. \| ______________________________________________________________________ Passengers, 2018-19 \| Key fact \| Merseyrail \| National \| \|---\|---\|---\| \| Passenger satisfaction with how well the train company deals with delays \| Passenger satisfaction with how well the train company deals with delays \| Passenger satisfaction with how well the train company deals with delays \| \| Passenger satisfaction with provision of information during the journey \| Passenger satisfaction with provision of information during the journey \| Passenger satisfaction with provision of information during the journey \| \| Passenger satisfaction with useful usefulness of information when delays occur \| Passenger satisfaction with useful usefulness of information when delays occur \| Passenger satisfaction with useful usefulness of information when delays occur \| ______________________________________________________________________ Passengers, 2018-19 \| Key fact \| Merseyrail \| National \| \|---\|---\|---\| \| Transparency and accountability \| All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41): • Code of Practice – October 2016 • Local Plan – June 2018. ORR has reviewed and provided feedback on the current version of the local plan. We also have arranged a meeting to discuss this face to face. \| Transparency and accountability \| All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41): • Code of Practice – October 2016 • Local Plan – June 2018. ORR has reviewed and provided feedback on the current version of the local plan. We also have arranged a meeting to discuss this face to face. \| ______________________________________________________________________ Passengers, 2018-19 \| Key fact \| Merseyrail \| National \| \|---\|---\|---\| \| Passenger satisfaction with useful usefulness of information when delays occur \| Passenger satisfaction with useful usefulness of information when delays occur \| Passenger satisfaction with useful usefulness of information when delays occur \| \| Passenger satisfaction with how well the train company deals with delays \| Passenger satisfaction with how well the train company deals with delays \| Passenger satisfaction with how well the train company deals with delays \| \| Passenger satisfaction with provision of information during the journey \| Passenger satisfaction with provision of information during the journey \| Passenger satisfaction with provision of information during the journey \| ______________________________________________________________________ Passengers, 2018-19 \| Key fact \| Merseyrail \| National \| \|---\|---\|---\| \| Transparency and accountability \| All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41): • Code of Practice – October 2016 • Local Plan – June 2018. ORR has reviewed and provided feedback on the current version of the local plan. We also have arranged a meeting to discuss this face to face. \| Transparency and accountability \| All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41): • Code of Practice – October 2016 • Local Plan – June 2018. ORR has reviewed and provided feedback on the current version of the local plan. We also have arranged a meeting to discuss this face to face. \| ______________________________________________________________________ Passengers, 2018-19 \| Key fact \| Merseyrail \| National \| \|---\|---\|---\| \| Passenger satisfaction with useful usefulness of information when delays occur \| Passenger satisfaction with useful usefulness of information when delays occur \| Passenger satisfaction with useful usefulness of information when delays occur \| \| Passenger satisfaction with how well the train company deals with delays \| Passenger satisfaction with how well the train company deals with delays \| Passenger satisfaction with how well the train company deals with delays \| \| Passenger satisfaction with provision of information during the journey \| Passenger satisfaction with provision of information during the journey \| Passenger satisfaction with provision of information during the journey \| ______________________________________________________________________ Passengers, 2018-19 \| Key fact \| Merseyrail \| National \| \|---\|---\|---\| \| Transparency and accountability \| All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41): • Code of Practice – October 2016 • Local Plan – June 2018. ORR has reviewed and provided feedback on the current version of the local plan. We also have arranged a meeting to discuss this face to face. \| Transparency and accountability \| All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41): • Code of Practice – October 2016 • Local Plan – June 2018. ORR has reviewed and provided feedback on the current version of the local plan. We also have arranged a meeting to discuss this face to face. \| ______________________________________________________________________ Passengers, 2018-19 \| Key fact \| Merseyrail \| National \| \|---\|---\|---\| \| Passenger satisfaction with useful usefulness of information when delays occur \| Passenger satisfaction with useful usefulness of information when delays occur \| Passenger satisfaction with useful usefulness of information when delays occur \| \| Passenger satisfaction with how well the train company deals with delays \| Passenger satisfaction with how well the train company deals with delays \| Passenger satisfaction with how well the train company deals with delays \| \| Passenger satisfaction with provision of information during the journey \| Passenger satisfaction with provision of information during the journey \| Passenger satisfaction with provision of information during the journey \| ______________________________________________________________________ Passengers, 2018-19 \| Key fact \| Merseyrail \| National \| \|---\|---\|---\| \| Transparency and accountability \| All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41): • Code of Practice – October 2016 • Local Plan – June 2018. ORR has reviewed and provided feedback on the current version of the local plan. We also have arranged a meeting to discuss this face to face. \| Transparency and accountability \| All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41): • Code of Practice – October 2016 • Local Plan – June 2018. ORR has reviewed and provided feedback on the current version of the local plan. We also have arranged a meeting to discuss this face Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Accessibility icon</img> # MERSEYRAIL ## Accessibility and inclusion Booked assistance volumes Merseyrail received 8,677 booked assistance requests in 2018-19. This accounted for 0.7% of all booked assists made nationally in 2018-19. - P1 - P2 - P3 - P4 - P5 - P6 - P7 - P8 - P9 - P10 - P11 - P12 - P13 Change on last year: +52.9% Note: this excludes unbooked assistance. A rail period is normally 28 days, or four weeks, depending on operating purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data table: Rail passenger assists by station operator - Table 16.03 Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 345 times by Merseyrail. Passenger experience of booked assistance, 2018-19 No data is available on Merseyrail's performance on the reliability of its booked assistance due to a low sample size, which is a natural effect of having lower than average booking volumes. Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 Accessibility complaints rate (per 100,000 journeys), 2018-19 Change on last year: +56.2% Change on last year: +14.6% Merseyrail National Source: Train Operating Companies Data tables: Complaints by NER category by TOC - Table 1A.5 Disability and equality staff training in 2018-19 - In 2018-19 a total of 1,140 Merseyrail staff received disability and equality awareness training. - Merseyrail have a dedicated disability awareness training package. - Staff training needs are appraised through risk assessments and Merseyrail staff undertake the training level which is most appropriate for their needs. A full description of Merseyrail's disability training activities in 2018-19 can be viewed here on our website: https://tor.gov.uk/rail/consumers/annual-rail-consumer-report \<page_number>47\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Smiley face with three different expressions: happy, sad, and neutral.</img> # MERSEYRAIL ## Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter Source: Train Operating Companies and LONDON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 Complaints responded to within 20 working days, 2018-19 by quarter Source: Train Operating Companies Data tables: Complaints responded to within 20 working days by TDC - Table 14.5 \| Q1 \| Q2 \| Q3 \| Q4 \| \|---\|---\|---\|---\| \| 5.8 \| 10.1 \| 9.5 \| 10.3 \| \| Change on last year \| -1.1% \| PP = percentage point change Source: Train Operating Companies Data table: Complaints responded to within 20 working days by TDC - Table 14.5 Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 37.6% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| -0.5 PP \| \| 6.4% \| The attitudes and helpfulness of the staff at station \| 0.0 PP \| \| 5.6% \| Ticket buying facilities \| -1.6 PP \| \| 5.6% \| Your personal security on board \| 1.5 PP \| \| 3.9% \| Other policy \| 0.5 PP \| PP = percentage point change Source: Train Operating Companies Data tables: Complaints by NPS category by TDC - Table 14.5 Actions to improve services in response to complaints, 2018-19 Merseyrail's Complaints Handling Procedure is available at: https://orr.gov.uk/raillicensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters Merseyrail reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: - Increased the number of TVMs in response to increased demand. - In response to complaints about staff helpfulness, Merseyrail have introduced targeted staff training focusing on responding to customers and conflict resolution. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://orr.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 Merseyrail closed 1,362 delay compensation claims in 2018-19. Merseyrail responded to 100.0% of delay compensation claims within 20 working days in 2018-19. Merseyrail approved 99.9% of delay compensation claims closed in 2018-19. Note: A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and therefore the figures may differ slightly. Data tables: Rail delay compensation claims by TDC - Table 17.01 \<page_number>48\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i</img> # NORTHERN ## Provision of information to passengers Key facts - Owner group: Arriva UK Trains - Operator: Northern - Franchise: Northern - Franchise period: 01 April 2016 – 31 March 2025 - Employees: 6,183 - Operated stations: 478 - Sector: Regional - Passenger journeys per annum: 101.3 million Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: TRL key statistics Passenger satisfaction with how well the train company deals with delays - PP = percentage point change - Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A) Passenger satisfaction with provision of information during the journey - PP = percentage point change - Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A) Passenger satisfaction with the usefulness of information when delays occur - PP = percentage point change - Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A) Transparency and accountability All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41). - Code of Practice – none - Local Plan – Apr 2016 We have reviewed and provided feedback on the published local plan. However, a link to the Code of Practice needs to be published on the same page as the local plan. Actions to improve information for passengers, 2018-19 Northern reports it has made the following changes to improve information to its passengers: - It has re-written its process for disseminating information to ensure accuracy and timeliness of information. - It has also taken steps to improve the consistency of delay information and advice across web pages, posters and announcements. - It has invested in 56 new information screens at stations on its network, providing clear and comprehensive information \<page_number>49\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>A wheelchair icon.</img> # NORTHERN ## Accessibility and inclusion Booked assistance volumes Northern received 47,209 booked assistance requests in 2018-19. This accounted for 3.7% of all booked assists made nationally in 2018-19. Note: This excludes un-booked assistance. A valid period is normally 28 days, on some routes this can be longer depending on purpose (Sunday to Saturday) and there are 134 periods in a financial year. Data tables: Rail passenger assists by station operator - Table 15.3B Change on last year: 4.5% <img>Bar chart showing booked assistance volumes for Northern in 2018-19. P1 represents 2017-18 and P2-P13 represent 2018-19. The y-axis ranges from 0 to 6,000. The bars show a slight increase from P1 to P2, with P2 slightly higher than P1. From P3 onwards, the bars remain relatively consistent, with minor fluctuations. The overall trend shows a slight increase from P1 to P2, followed by a stable pattern from P3 to P13.</img> Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 360 times by Northern. Passenger experience of booked assistance, 2018-19 \| Passenger outcome for assistance that was booked (all passengers) \| Satisfaction with the helpfulness and attitude of staff who provided assistance at the station (for those passengers met by staff) \| \|---\|---\| \| Northern \| National \| \| Note: may not add up to 100% as 'unsure/don't know' are not shown. \| Northern \| National \| \| 18% \| All assistance received \| 80% \| 91% \| \| 14% \| Some assistance received \| \| \| \| 64% \| None assistance received \| \| \| Satisfaction with assistance at the station (for those passengers met by staff) \| Northern \| National \| \|---\|---\| \| 76% \| 88% \| Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) \| Northern \| National \| \|---\|---\| \| Sample size: 291 \| 75% \| 85% \| Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 Accessibility complaints rate (per 100,000 journeys), 2018-19 Change on last year: 142.6% Change on last year: 14.6% <img>Bar chart showing accessibility complaints rate per 100,000 journeys for Northern and National in 2018-19. The y-axis ranges from approximately -0.5 to +0.5. The bars show a slight positive change for both Northern and National, with Northern slightly higher than National.</img> Source: Train Operating Companies Data tables: Complaints by NBR category by TDC - Table 14.5 Disability and equality staff training in 2018-19 • In 2018-19 a total of 315 Northern staff received disability and equality awareness training. • In addition, Northern has undertaken dedicated mental health awareness training as part of their induction programme. Train ramp, wheelchair training, hidden disabilities and basic communication training is embedded within the course. • Northern use a combination of classroom based and practical training. We therefore recommend reading the full detailed description of Northern's disability training activities in 2018-19 can be viewed here on our website: https://orf.gov.uk/rail/Consumers/annual-rail-consumer-report \<page_number>50\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # NORTHERN ## Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter Source: Train Operating Companies and LONDON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 <img>Bar chart showing complaints rate per 100,000 journeys by quarter. Q1: 25.9 Q2: 56.5 Q3: 51.6 Q4: 40.5 Change on year: +186.0% </img> Complaints responded to within 20 working days, 2018-19 by quarter Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 14.7 <img>Bar chart showing percentage of complaints responded to within 20 working days by quarter. Q1: 58.0% Q2: 49.9% Q3: 73.1% Q4: 96.6% Change on year: +22.3 PP </img> PP = percentage point change Source: Train Operating Companies Table captions: - Complaints rate by train operating company - Table 14.9 - Complaints responded to within 10 and 20 working days by TOC - Table 14.7 Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 38.3% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 8.6 PP \| \| 5.5% \| The helpfulness and attitude of staff on train \| -0.8 PP \| \| 5.4% \| Sufficient room for all passengers to sit/stand \| -4.3 PP \| \| 5.0% \| The attitudes and helpfulness of the staff at station \| -2.1 PP \| \| 4.4% \| Other – miscellaneous \| -7.7 PP \| PP = percentage point change Source: Train Operating Companies Data tables: Complaints by TOC category by TOC - Table 14.3 Actions to improve services in response to complaints, 2018-19 Northern's Complaints Handling Procedure is available at: https://orf.gov.uk/raillicensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters Northern reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: • Northern amended and improved the way Delay Repay is administered in response to passenger complaints. • To address complaints about the helpfulness and attitude of staff, on-train staff have received additional training to improve communication and resolve customer issues. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://orf.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 Northern closed 246,484 delay compensation claims in 2018-19. <img>Bar chart showing delay compensation claims by quarter. Q1: ~5,000 P2: ~25,000 P3: ~35,000 P4: ~35,000 P5: ~35,000 P6: ~35,000 P7: ~35,000 P8: ~35,000 P9: ~35,000 P10: ~35,000 P11: ~35,000 P12: ~35,000 P13: ~35,000 </img> Northern responded to 93.3% of delay compensation claims within 20 working days in 2018-19. Northern approved 76.1% of delay compensation claims closed in 2018-19. Note: A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and three months for consumer reporting purposes (Monday to Sunday). Data tables: Rail delay compensation claims by TOC - Table 17.2(1) \<page_number>51\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # SCOTRAIL ## Provision of information to passengers Key facts - Owner group: Abellio - Operator: Abellio ScotRail - Franchise: ScotRail - Franchise period: 1 April 2015 – 21 March 2025 - Employees: 5,168 - Operated stations: 354 - Sector: Scotland - Passenger journeys per annum: 97.8 million Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: TIC Key statistics <img>i</img> Passenger satisfaction with the usefulness of information when delays occur <chart> <title>Passenger satisfaction with the usefulness of information when delays occur</title> <xaxis> <series>S ScotRail</series> <series>N National</series> </xaxis> <yaxis> <series>0%</series> <series>25%</series> <series>50%</series> <series>75%</series> <series>100%</series> </yaxis> <data> <year>2014</year><value>-1.7 PP</value> <year>2015</year><value>42%</value> <year>2016</year><value>-1.7 PP</value> <year>2017</year><value>42%</value> <year>2018</year><value>-1.7 PP</value> </data> </chart> PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A) Passenger satisfaction with how well the train company deals with delays <chart> <title>Passenger satisfaction with how well the train company deals with delays</title> <xaxis> <series>S ScotRail</series> <series>N National</series> </xaxis> <yaxis> <series>0%</series> <series>25%</series> <series>50%</series> <series>75%</series> <series>100%</series> </yaxis> <data> <year>2014</year><value>-1.2 PP</value> <year>2015</year><value>37%</value> <year>2016</year><value>-1.1 PP</value> <year>2017</year><value>39%</value> <year>2018</year><value>-1.1 PP</value> </data> </chart> PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A) Passenger satisfaction with provision of information during the journey <chart> <title>Passenger satisfaction with provision of information during the journey</title> <xaxis> <series>S ScotRail</series> <series>N National</series> </xaxis> <yaxis> <series>0%</series> <series>25%</series> <series>50%</series> <series>75%</series> <series>100%</series> </yaxis> <data> <year>2014</year><value>-4.7 PP</value> <year>2015</year><value>73%</value> <year>2016</year><value>-0.2 PP</value> <year>2017</year><value>74%</value> <year>2018</year><value>-4.7 PP</value> </data> </chart> PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A) Transparency and accountability All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41). - Code of Practice – October 2016. - Local Plan – pending. We have seen a draft of an updated local plan and after providing our feedback, we are in the process of arranging a meeting to discuss the progress being made. Actions to improve information for passengers, 2018-19 ScotRail reports it has made the following changes to improve information to its passengers: - It has introduced functionality for passengers to see where their train was last reported and provide additional delay reasons. - It has also created an extra post in control at weekends to focus on providing accurate customer information. - It has also refurbished its Paisley customer service centre. \<page_number>52\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Accessibility icon</img> # SCOTRAIL ## Accessibility and inclusion ### Booked assistance volumes ScotRail received 66,981 booked assistance requests in 2018-19. This accounted for 5.2% of all booked assists made nationally in 2018-19. Change on last year -2.6% Note: This excludes a booked assistance. A rail period is normally 28 days, but four weekends (Saturday to Sunday) are included in a rail period (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator, Table 1.6.3 ### Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 1,372 times by ScotRail. ### Passenger experience of booked assistance, 2018-19 <table> <thead> <tr> <th>Passenger outcome for assistance that was booked (all passengers)</th> <th>Passenger outcome for assistance that was booked (all passengers)</th> <th>Satisfaction with assistance at the station (for those passengers met by staff)</th> <th>Satisfaction with assistance at the station (for those passengers met by staff)</th> </tr> </thead> <tbody> <tr> <td>ScotRail</td> <td>84%</td> <td>93%</td> <td>85%</td> </tr> <tr> <td>National</td> <td>88%</td> <td>91%</td> <td>89%</td> </tr> </tbody> </table> Note: may not add up to 100% as 'unsure/don't know' are not shown. ### Overall satisfaction with booking assistance process Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 ### Accessibility complaints rate (per 100,000 journeys), 2018-19 Change on last year 52.6% Change on last year 14.6% Source: Train Operating Companies Data tables: Complaints by NRS category by TOC – Table 1.4.5 ### Disability and equality staff training in 2018-19 - In 2018-19 a total of 555 ScotRail staff received disability and equality awareness training - All new staff receive disability awareness training as part of their induction. Refresher training is undertaken on a cyclical basis. - Scotrail's disability awareness training is delivered by both in-house trainers and specialist trainers. A full description of ScotRail's disability training activities in 2018-19 can be viewed here on our website: https://orr.gov.uk/rail/consumers/annual-rail-consumer-report \<page_number>53\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Smiley face emoji</img> # SCOTRAIL ## Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter Source: Train Operating Companies and LONDON (the rail industry's ticketing and revenue database) Data table: Complaints rate by train operating company - Table 14.9 Q1 Q2 Q3 Q4 22.7 28.7 29.6 42.0 Change on year 7.3% Complaints responded to within 20 working days, 2018-19 by quarter Source: Train Operating Companies Data table: Complaints responded to within 10 and 20 working days by TDC - Table 14.5 Q1 Q2 Q3 Q4 0% 20% 40% 60% 80% 99.9% 99.9% 99.9% 83.2% Complaints responded to within 20 working days in 2018-19 54.2% Change on last year -5.6 PP PP = percentage point change Source: Train Operating Companies Data table: Complaints responded to within 10 and 20 working days by TDC - Table 14.5 Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 28.0% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 6.6 PP \| \| 11.4% \| Sufficient room for all passengers to sit/stand \| 4.6 PP \| \| 9.9% \| Ticketing and refunds policy \| 0.5 PP \| \| 6.7% \| The attitudes and helpfulness of the staff at station \| 0.3 PP \| \| 5.1% \| Facilities on board \| -0.2 PP \| PP = percentage point change Source: Train Operating Companies Data table: Complaints by NPS category by TDC - Table 14.5 Actions to improve services in response to complaints, 2018-19 ScotRail's Complaints Handling Procedure is available at: https://cor.gov.uk/raillicensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters ScotRail reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: - To address complaints about the helpfulness and attitude of staff, passenger-facing staff received additional training to improve communications and resolve customer issues. - Introduced new trains to improve the provision of on-board facilities. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://cor.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 ScotRail closed 142,462 delay compensation claims in 2018-19. Source: ScotRail Data table: Rail delay compensation claims by TDC - Table 17.01 Q P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 P13 0,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,00 <watermark>ScotRail closed 142,462 delay compensation claims in 2018-19.</watermark> Note: A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and therefore includes Christmas/New Year holidays. Data table: Rail delay compensation claims by TDC - Table 17.01 ScotRail responded to 99.9% of delay compensation claims within 20 working days in 2018-19. ScotRail approved 80.2% of delay compensation claims closed in 2018-19. <watermark>ScotRail responded to 99.9% of delay compensation claims within 20 working days in 2018-19.</watermark> <watermark>ScotRail approved 80.2% of delay compensation claims closed in 2018-19.</watermark> \<page_number>54\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i</img> # SOUTH WESTERN RAILWAY ## Provision of information to passengers Key facts - Owner group: FirstGroup & MTR - Operator: South Western Railway - Franchise: South Western - Franchise period: - Employees: 5,177 - Operated stations: 184 - Sector: London and South East - Passenger Journeys per annum: 216.0 million Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue databases) Data tables: TDC Key statistics Passenger satisfaction with the usefulness of information when delays occur <chart> <title>Passenger satisfaction with the usefulness of information when delays occur</title> <xaxis> <series> <label>S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A</label> <value>2014</value> <value>2015</value> <value>2016</value> <value>2017</value> <value>2018</value> </series> </xaxis> <yaxis> <series> <label>South Western Railway</label> <value>100%</value> <value>75%</value> <value>50%</value> <value>25%</value> <value>0%</value> </series> <series> <label>National</label> <value>100%</value> <value>75%</value> <value>50%</value> <value>25%</value> <value>0%</value> </series> </yaxis> <data> <series> <label>South Western Railway</label> <point x="3" y="3.4" alt="South Western Railway data point">South Western Railway data point</point> <point x="6" y="3.4" alt="South Western Railway data point">South Western Railway data point</point> <point x="9" y="3.4" alt="South Western Railway data point">South Western Railway data point</point> <point x="12" y="3.4" alt="South Western Railway data point">South Western Railway data point</point> <point x="15" y="3.4" alt="South Western Railway data point">South Western Railway data point</point> <point x="18" y="3.4" alt="South Western Railway data point">South Western Railway data point</point> </series> <series> <label>National</label> <point x="3" y="-1.7" alt="National data point">National data point</point> <point x="6" y="-1.7" alt="National data point">National data point</point> <point x="9" y="-1.7" alt="National data point">National data point</point> <point x="12" y="-1.7" alt="National data point">National data point</point> <point x="15" y="-1.7" alt="National data point">National data point</point> <point x="18" y="-1.7" alt="National data point">National data point</point> </series> </data> <legend style="position:absolute; bottom: 0px;"> <series label="South Western Railway"> <rect width=".5" height=".5"></rect><text style="font-size:.8em;">South Western Railway</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">National</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">Change on last year</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">-1.7 PP</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">-2.1 PP</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text><rect width=".5" height=".5"></rect><text style="font-size:.8em;">PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text><rect width=. Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i-handicap symbol</img> # SOUTH WESTERN RAILWAY ## Accessibility and inclusion Booked assistance volumes South Western Railway received 71,779 booked assistance requests in 2018-19. This accounted for 5.6% of all booked assists made nationally in 2018-19. Note: This excludes un-booked assistance. A full period is normally 28 days, but four weeks is used to calculate the number of passengers (Sunday to Saturday) and there are 134 periods in a financial year. Data tables: Rail passenger assists by station operator - Table 16.3 Change on last year -1.8% \| P1 \| P2 \| P3 \| P4 \| P5 \| P6 \| P7 \| P8 \| P9 \| P10 \| P11 \| P12 \| P13 \| \|---\|---\|---\|---\|---\|---\|---\|---\|---\|---\|---\|---\|---\| \| ☑ \| ☐ \| ☐ \| ☐ \| ☐ \| ☐ \| ☐ \| ☐ \| ☐ \| ☐ \| ☐ \| ☐ \| ☐ \| ■ 2017-18 ■ 2018-19 ### Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example), or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 50 times by South Western Railway. ### Passenger experience of booked assistance, 2018-19 Passenger outcome for assistance that was booked (all passengers) South Western Railway National Note: may not add up to 100% as 'unsure/don't know' responses are excluded. <watermark>South Western Railway National</watermark> <watermark>90%</watermark> <watermark>91%</watermark> Satisfaction with assistance at the station (for those passengers met by staff) South Western Railway National Note: may not add up to 100% as 'unsure/don't know' responses are excluded. <watermark>South Western Railway National</watermark> <watermark>87%</watermark> <watermark>88%</watermark> Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) South Western Railway National Note: may not add up to 100% as 'unsure/don't know' responses are excluded. <watermark>South Western Railway National</watermark> <watermark>85%</watermark> <watermark>85%</watermark> Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 ### Accessibility complaints rate (per 100,000 journeys), 2018-19 Change on last year 35.3% Change on last year 14.6% <watermark>South Western Railway National</watermark> <watermark>0.3</watermark> <watermark>0.4</watermark> Source: Train Operating Companies Data tables: Complaints by NRS category by TOC - Table 14.5 ### Disability and equality staff training in 2018-19 • In 2018-19 a total of 491 South Western Railway staff received disability and equality awareness training; • South Western Railway have a one day disability equality training based on the most recent RDG recommendations. • The training course covers invisible impairments, mobility assistance, equipment training and communication. A full description of South Western Railway's disability training activities in 2018-19 can be viewed here on our website: https://org.gov.uk/rail/consumers/annual-rail-consumer-report \<page_number>56\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # SOUTH WESTERN RAILWAY <img>Smiley face with three smiling faces.</img> ## Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter Source: Train Operating Companies and LONDON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 Q1 Q2 Q3 Q4 19.1 24.3 23.7 28.5 Change on last year 9.7% Complaints responded to within 20 working days, 2018-19 by quarter Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 14.6 Q1 Q2 Q3 Q4 97.0% 98.4% 94.9% 80.7% Change on last year 6.5 PP PP = percentage point change Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 27.1% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| -8.1 PP \| \| 7.3% \| Level of compensation \| 6.6 PP \| \| 6.7% \| Claim rejected \| 5.3 PP \| \| 6.2% \| Compensation claims process \| 1.7 PP \| \| 4.5% \| The attitudes and helpfulness of the staff at station \| -0.7 PP \| PP = percentage point change Source: Train Operating Companies Data tables: Complaints by NIPS category by TOC - Table 14.5 Actions to improve services in response to complaints, 2018-19 South Western Railway's Complaints Handling Procedure is available at: https://www.gov.uk/rail/licensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters South Western Railway reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: - Amended and improved the way Delay Repay is administered to reduce claim rejections. - Introduced automated delay repay for smartcard and advance season ticket holders to improve compensation complaints. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://www.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 South Western Railway closed 760,543 delay compensation claims in 2018-19. Source: South Western Railway Data tables: Rail delay compensation claims by TOC - Table 17.01 <img>A pie chart showing the breakdown of delay compensation claims in South Western Railway in 2018-19. The largest slice represents "Other" at 95.4%, followed by "South Western Railway approved" at 82.6%, and "South Western Railway responded to within 20 working days" at 82.6%. The remaining slices represent other categories." </img> Note: Period 13 data is subject to revision as South Western Railway were unable to provide figures on the final week of the period due to reconciliation issues with their new delay compensation system. A total period of four weeks was used for this report (Monday to Friday) and there are ten rail periods in a financial year. \<page_number>57\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i</img> # SOUTHEASTERN ## Provision of information to passengers Key facts - Owner group: Govia - Operator: Southeastern - Franchise: South Eastern - Franchise period: 01 April 2006 – 10 November 2019 - Employees: 4,410 - Operated stations: 164 - Sector: London and South East - Passenger journeys per annum: 183.2 million Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: TDC Key statistics ______________________________________________________________________ ### Passenger satisfaction with the usefulness of information when delays occur <chart> <title>Passenger satisfaction with the usefulness of information when delays occur</title> <xaxis> <series> <label>S</label> <value>2014</value> <label>A</label> <value>2015</value> <label>S</label> <value>2016</value> <label>A</label> <value>2017</value> <label>S</label> <value>2018</value> </series> </xaxis> <yaxis> <series> <label>Passenger satisfaction with the usefulness of information when delays occur</label> <value>0%</value> <value>25%</value> <value>50%</value> <value>75%</value> <value>100%</value> </series> </yaxis> <series> <label>Southeastern</label> <line style="solid" color="#4A8BFF"></line> <area style="fill: #4A8BFF; stroke-width: 0;"></area> <text x="3.5" y="95" font-size="12">Change on last year</text> <text x="3.5" y="95" font-size="12">+46% -4.9 PP</text> <text x="3.5" y="95" font-size="12">PP = percentage point change</text> <text x="3.5" y="95" font-size="12">Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text> </series> <series> <label>National</label> <line style="solid" color="#3C7FB1"></line> <area style="fill: #3C7FB1; stroke-width: 0;"></area> <text x="8.5" y="95" font-size="12">Change on last year</text> <text x="8.5" y="95" font-size="12">-1.7 PP</text> <text x="8.5" y="95" font-size="12">PP = percentage point change</text> <text x="8.5" y="95" font-size="12">Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text> </series> </chart> ______________________________________________________________________ ### Passenger satisfaction with how well the train company deals with delays <chart> <title>Passenger satisfaction with how well the train company deals with delays</title> <xaxis> <series> <label>S</label> <value>2014</value> <label>A</label> <value>2015</value> <label>S</label> <value>2016</value> <label>A</label> <value>2017</value> <label>S</label> <value>2018</value> </series> </xaxis> <yaxis> <series> <label>Passenger satisfaction with how well the train company deals with delays</label> <value>0%</value> <value>25%</value> <value>50%</value> <value>75%</value> <value>100%</value> </series> </yaxis> <series> <label>Southeastern</label> <line style="solid" color="#4A8BFF"></line> <area style="fill: #4A8BFF; stroke-width: 0;"></area> <text x="3.5" y="95" font-size="12">Change on last year</text> <text x="3.5" y="95" font-size="12">+49% -1.2 PP</text> <text x="3.5" y="95" font-size="12">PP = percentage point change</text> <text x="3.5" y="95" font-size="12">Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text> </series> <series> <label>National</label> <line style="solid" color="#3C7FB1"></line> <area style="fill: #3C7FB1; stroke-width: 0;"></area> <text x="8.5" y="95" font-size="12">Change on last year</text> <text x="8.5" y="95" font-size="12">+5.6 PP -0.2 PP</text> <text x="8.5" y="95" font-size="12">PP = percentage point change</text> <text x="8.5" y="95" font-size="12">Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A)</text> </series> </chart> ______________________________________________________________________ ### Passenger satisfaction with provision of information during the journey <chart type='bar'> <!-- Bar chart data --> <!-- X-axis labels: S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A --> <!-- Y-axis values: 0%, 25%, 50%, 75%, 100% --> <!-- Series data: - Southeastern: filled bar - National: unfilled bar - Text labels for each series - Change on last year label - PP = percentage point change label - Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A) --> <!-- Example data points: Southeastern: - Year 2014: filled bar at approximately 75% - Year 2015: filled bar at approximately 70% - Year 2016: filled bar at approximately 65% - Year 2017: filled bar at approximately 60% - Year 2018: filled bar at approximately 60% Text labels for each year: - Year 2014: Change on last year +4% -0.6 PP - Year 2015: Change on last year +3% -0.6 PP - Year 2016: Change on last year +3% -0.6 PP - Year 2017: Change on last year +3% -0.6 PP - Year 2018: Change on last year +3% -0.6 PP PP = percentage point change label Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A) --> </chart> ______________________________________________________________________ ### Transparency and accountability All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41). • Code of Practice – Oct 2016 • Local Plan – June 2019 An annual review of this is required each year and so while we previously approved the published plan, an updated version is required. ______________________________________________________________________ ### Actions to improve information for passengers, 2018-19 Southeastern reports it has made the following changes to improve information to its passengers: - It was the first to introduce a raft of CIS improvements including automatic delay repay announcements where circumstances qualify. - It also introduced event driven messaging e.g. on arrival at a station where replacement buses are operating, train last reported and warning of future delays (if a currently on time train will be affected by disruption later on its journey). ______________________________________________________________________ \<page_number>58\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Accessibility icon</img> # SOUTHEASTERN ## Accessibility and inclusion ### Booked assistance volumes Southeastern received 29,625 booked assistance requests in 2018-19. This accounted for 2.3% of all booked assists made nationally in 2018-19. Change on last year: 7.0% \| PT \| P2 \| P3 \| P4 \| PS \| P5 \| P6 \| P7 \| P8 \| P9 \| P10 \| P11 \| P12 \| P13 \| \|---\|---\|---\|---\|---\|---\|---\|---\|---\|---\|----\|----\|----\|----\| \| 0 \| 1,000 \| 2,000 \| 3,000 \| - 2017-18 - 2018-19 Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, but can be longer depending on season (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail/passenger assists by station/operation - Table 16.03 ### Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 1,500 times by Southeastern. ### Passenger experience of booked assistance, 2018-19 Passenger outcome for assistance that was booked (all passengers) <table> <thead> <tr> <th></th> <th>1st time</th> <th>14%</th> <th>75%</th> <th>11%</th> <th>76%</th> <th>All assistance received</th> <th>Some assistance received</th> <th>None assistance received</th> </tr> </thead> <tbody> <tr> <td>Southeastern</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>86%</td> <td>91%</td> <td></td> </tr> <tr> <td>National</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> Note: May not add up to 100% as 'unsure/don't know' are not shown. Satisfaction with assistance at the station (for those passengers met by staff) <table> <thead> <tr> <th></th> <th>82%</th> <th>88%</th> </tr> </thead> <tbody> <tr> <td>Southeastern</td> <td></td> <td></td> </tr> <tr> <td>National</td> <td></td> <td></td> </tr> </tbody> </table> Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) <table> <thead> <tr> <th></th> <th>83%</th> <th>85%</th> </tr> </thead> <tbody> <tr> <td>Southeastern</td> <td></td> <td></td> </tr> <tr> <td>National</td> <td></td> <td></td> </tr> </tbody> </table> Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 ### Accessibility complaints rate (per 100,000 journeys), 2018-19 Change on last year: 42.8% Change on last year: 14.6% <table style="width: 50%; display: inline-block;"> <tr><td style="text-align: center;">Southeastern</td><td style="text-align: center;">0.3</td></tr><tr><td style="text-align: center;">National</td><td style="text-align: center;">0.4</td></tr> </table> Source: Train Operating Companies Data tables: Complaints by NPS category by TOC - Table 14.5 ### Disability and equality staff training in 2018-19 • In 2018-19 a total of 778 Southeastern staff received disability and equality awareness training. • The majority of Southeastern's disability and equality training takes place as a part of the initial induction training for new staff. • Southeastern also provides visual impairment guiding sessions for Conductors which also includes information on Autism/Aspergers and dementia. A full description of Southeastern's disability training activities in 2018-19 can be viewed here on our website: https://corr.gov.uk/rail/consumers/annual-rail-consumer-report \<page_number>59\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # SOUTHEASTERN ## Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter <img>Bar chart showing complaints rate per 100,000 journeys by quarter. Q1: 32.5 Q2: 24.7 Q3: 22.0 Q4: 26.0 The change on last year is -12.5%.</img> Source: Train Operating Companies and LONDON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 Complaints responded to within 20 working days, 2018-19 by quarter <img>Pie chart showing percentage of complaints responded to within 20 working days by quarter. Q1: 100.0% Q2: 100.0% Q3: 100.0% Q4: 100.0% The change on last year is 0.0 PP.</img> PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 14.1 Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 18.7% \| Punctuality/reliability (i.e. the train arriving/ departing on time) \| -0.5 PP \| \| 10.7% \| Facilities on board \| 4.4 PP \| \| 7.5% \| Claim rejected \| -0.4 PP \| \| 7.1% \| Complaints not fully addressed/fulfilled by TOC \| 1.6 PP \| \| 7.1% \| Smartcards \| -6.2 PP \| PP = percentage point change Source: Train Operating Companies Data tables: Complaints by NRRS category by TOC - Table 14.5 Actions to improve services in response to complaints, 2018-19 Southeastern's Complaints Handling Procedure is available at: https://orr.gov.uk/raillicensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters Southeastern reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: - Proactively offering compensation to passengers for disruption. - Southeastern are continuing to make technical improvements to support smartcard users. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://orr.gov.uk/rail/consumers/annual/rail-consumer-report Delay compensation claims, 2018-19 Southeastern closed 452,481 delay compensation claims in 2018-19. <img>Bar chart showing delay compensation claims by quarter. PT: ~35,000 P2: ~35,000 P3: ~35,000 P4: ~35,000 P5: ~35,000 P6: ~35,000 P7: ~35,000 P8: ~35,000 P9: ~35,000 P1D: ~35,000 P1T: ~35,000 P2T: ~35,000 P3T: ~35,000 The total is approximately 452,481.</img> Southeastern responded to 100.0% of delay compensation claims within 20 working days in 2018-19. Southeastern approved 79.5% of delay compensation claims closed in 2018-19. Note: A "rail period" is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail delay compensation claims by TOC - Table 17.01 \<page_number>60\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i</img> # TFL RAIL ## Provision of information to passengers Key facts - Owner group: MTR Corporation - Operator: MTR Crossrail - TFL concession: TFL Rail - Concession period: 31 May 2015 to 30 May 2023 - Employees: 1,401 - Operated stations: 24 - Passenger journeys: 51.3 million Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: TDC Key Statistics ______________________________________________________________________ ### Passenger satisfaction with how well the train company deals with delays <chart> <title>Passenger satisfaction with how well the train company deals with delays</title> <xaxis> <series>S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A</series> <labels>S 2014, 2015, 2016, 2017, 2018</labels> </xaxis> <yaxis> <series>TFL Rail</series> <series>National</series> <labels>0%</labels><labels>25%</labels><labels>50%</labels><labels>75%</labels><labels>100%</labels> </yaxis> <data> <series>TFL Rail</series> <values>51%\|37%</values> <series>National</series> <values>59%\|42%</values> </data> <legend> <series>TFL Rail</series> <series>National</series> </legend> <title>Passenger satisfaction with how well the train company deals with delays</title> <description>Change on last year: +1.2 PP</description> </chart> PP = percentage point change. Data not available for all waves due to low response rates. Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A) ______________________________________________________________________ ### Passenger satisfaction with provision of information during the journey <chart> <title>Passenger satisfaction with provision of information during the journey</title> <xaxis> <series>S AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS</series> <labels>S 2014, 2015, 2016, 2017, 2018</labels> </xaxis> <yaxis> <series>TFL Rail</series> <series>National</series> <labels>0%</labels><labels>25%</labels><labels>50%</labels><labels>75%</labels><labels>100%</labels> </yaxis> <data> <series>TFL Rail</series> <values>82%\|74%</values> <series>National</series> <values>-0.2 PP</values> </data> <legend> <series>TFL Rail</series> <series>National</series> </legend> <title>Passenger satisfaction with provision of information during the journey</title> <description>Change on last year:</description> </chart> PP = percentage point change. Figures in 2018 not comparable with previous years due to changes in methodology. Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A) ______________________________________________________________________ ### Transparency and accountability All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41): - Code of Practice – Oct 2016 - Local Plan – Jul 2017 The information is up to date. Local Plans should be reviewed annually. As such, a review is expected shortly. ______________________________________________________________________ ### Actions to improve information for passengers, 2018-19 TFL Rail reports it has made the following changes to improve information to its passengers: - It has now taken delivery of extra mobile customer information screens to use at stations. - Last reported location of train is now shown on CIS. - Mobile microphones have been provided at inner London stations to enable staff to make announcements from the platform. - It has recruited additional staff for its control room to deliver information to customers. \<page_number>61\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i-handicap symbol</img> # TFL RAIL ## Accessibility and inclusion ### Booked assistance volumes TFL Rail received 2,071 booked assistance requests in 2018-19. This accounted for 0.2% of all booked assists made nationally in 2018-19. Note: This excludes un-booked assistance. A rail period is normally 28 days, on four consecutive working days (Tuesday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator - Table 1a.3 Change on last year <watermark>2017-18</watermark> <watermark>2018-19</watermark> 250 200 150 100 50 P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 P13 ### Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example), or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 4 times by TFL Rail. ### Passenger experience of booked assistance, 2018-19 No data is available on TFL Rail's performance on the reliability of its booked assistance due to a low sample size, which is a natural effect of having lower than average booking volumes. Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 ### Accessibility complaints rate (per 100,000 journeys), 2018-19 Change on last year <watermark>2017-18</watermark> <watermark>2018-19</watermark> 0.4 0.0 TFL Rail National TFL Rail received a low number of accessibility complaints (5 in 2017-18, and 4 in 2018-18). Due to the low numbers a percentage change for TFL Rail has not been provided. Source: Train Operating Companies Data tables: Complaints by NPS category by TOC - Table 1a.5 ### Disability and equality staff training in 2018-19 • In 2018-19 a total of 485 TFL Rail staff received disability and equality awareness training. • All TFL Rail station staff attend four quarterly disability awareness and equality training briefings each year. • All station staff received annual ramp training. • All customer experience staff completed eLearning and attended an Institute Of Customer Services Training/qualification within three months of joining the organisation. A full description of TFL Rail's disability training activities in 2018-19 can be viewed here on our website https://orr.gov.uk/rail/consumers/annual-rail-consumer-report \<page_number>62\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # TFL RAIL ## Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter Source: Train Operating Companies and LONDON (the rail industry's ticketing and revenue database) Data table: Complaints rate by train operating company - Table 14.9 <img>Bar chart showing complaints rate per 100,000 journeys in 2018-19 by quarter. Q1: 2.4 Q2: 2.6 Q3: 2.9 Q4: 2.2 Change on last year: +3.1%</img> Complaints responded to within 20 working days, 2018-19 by quarter Source: Train Operating Companies Data table: Complaints responded to within 10 and 20 working days by TOC - Table 14.5 <img>Bar chart showing percentage of complaints responded to within 20 working days by TOC. Q1: 100.0% Q2: 98.5% Q3: 94.7% Q4: 98.3% Change on last year: +3.7%</img> PP = percentage point change Source: Train Operating Companies Table data: Complaints responded to within 10 and 20 working days by TOC - Table 14. Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 35.1% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| -8.9 PP \| \| 9.2% \| The attitudes and helpfulness of the staff at station \| 0.3 PP \| \| 8.3% \| The upkeep/repair of the station buildings/platforms \| 1.3 PP \| \| 6.7% \| How request to station staff was handled \| 1.3 PP \| \| 6.1% \| Facilities on board \| 5.0 PP \| PP = percentage point change Source: Train Operating Companies Data table: Complaints by TOC category by TOC - Table 14.5 Actions to improve services in response to complaints, 2018-19 TfL Rail's Complaints Handling Procedure is available at: https://ocr.gov.uk/raillicensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters TfL Rail reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: - In response to punctuality/reliability complaints, TfL Rail introduced mobile customer information screens and installed mobile microphones for staff to make announcements during disruption. - Undergoing station upgrades to modernise and increase toilet facilities at stations. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://ocr.gov.uk/rail/consumers/annual-rail-consumer-report TfL Rail responded to 100.0% of delay compensation claims within 20 working days in 2018-19. TfL Rail approved 82.1% of delay compensation claims closed in 2018-19. <img>Bar chart showing delay compensation claims in 2018-19. P1: ~400 P2: ~450 P3: ~550 P4: ~650 P5: ~750 P6: ~850 P7: ~950 P8: ~1,050 P9: ~1,150 P10: ~1,250 P11: ~1,350 P12: ~1,450 P13: ~1,550 Note A 'rail period' is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) at least one day per week is allocated to this purpose. Data table: Delay compensation claims by TOC - Table 17.8I.</img> Note A 'rail period' is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) at least one day per week is allocated to this purpose. Data table: Delay compensation claims by TOC - Table 17.8I. \<page_number>63\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i</img> # TRANSPORT FOR WALES RAIL ## Provision of information to passengers Key facts Owner group: Keolis Amey Ltd Operator: Transport for Wales Rail (TfWR) Franchise: Wales & Borders Franchise period: 13 October 2018 – 13 October 2033 Employees: 2,293 Operated stations: 247 Sector: Regional Passenger journeys per annum: 34.1 million Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: TDC Key statistics ______________________________________________________________________ Passenger satisfaction with the usefulness of information when delays occur <watermark>TW Rail</watermark> <watermark>National</watermark> \| Year \| TW Rail \| National \| \|---\|---\|---\| \| 2016 \| 59% \| 41% \| \| 2015 \| 59% \| 41% \| \| 2016 \| 59% \| 41% \| \| 2017 \| 59% \| 41% \| \| 2018 \| 59% \| 41% \| Change on last year -1.7 PP PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A) ______________________________________________________________________ Passenger satisfaction with how well the train company deals with delays <watermark>TW Rail</watermark> <watermark>National</watermark> \| Year \| TW Rail \| National \| \|---\|---\|---\| \| 2014 \| 87% \| 37% \| \| 2015 \| 87% \| 37% \| \| 2016 \| 87% \| 37% \| \| 2017 \| 87% \| 37% \| \| 2018 \| 87% \| 37% \| Change on last year +1.2 PP PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A) ______________________________________________________________________ Passenger satisfaction with provision of information during the journey <watermark>TW Rail</watermark> <watermark>National</watermark> \| Year \| TW Rail \| National \| \|---\|---\|---\| \| 2014 \| 74% \| 61% \| \| 2015 \| 74% \| 61% \| \| 2016 \| 74% \| 61% \| \| 2017 \| 74% \| 61% \| \| 2018 \| 74% \| 61% \| Change on last year -4.9 PP PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A) ______________________________________________________________________ Transparency and accountability All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41): - Code of Practice – Oct 2016 - Local Plan – June 2015 When the franchise changeover occurred, the website went backwards to an old publication of the local plan. We have been in touch with Transport for Wales regarding this and expect to see a current version published online shortly. ______________________________________________________________________ Actions to improve information for passengers, 2018-19 TfW Rail reports it has made the following changes to improve information to its passengers: - Project underway to add and improve the on-board visual and audio enhancements to the 150 fleet. - Improved online and printed information detailing station information and how to get in touch. - Dedicated Passenger Assist support at Cardiff Central. - A huge transformation programme is underway which will see all trains and stations have improved facilities over the next 3-5 years. \<page_number>64\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # TRANSPORT FOR WALES RAIL ## Accessibility and inclusion ### Booked assistance volumes TfW Rail received 60,443 booked assistance requests in 2018-19. This accounted for 4.7% of all booked assists made nationally in 2018-19. <img>Bar chart showing booked assistance volumes from P1 to P13. The y-axis ranges from 0 to 8,000. The x-axis shows P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13.</img> Change on last year: 0.6% Note: This excludes un-booked assistance. A rail period is normally 28 days, but four weekends (Saturday and Sunday) are included in a rail period (Sunday to Saturday) and there are 13 half periods in a financial year. Data tables: Rail passenger assists by station operator - Table 16.3 ### Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example), or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 228 times by TfW Rail. ### Passenger experience of booked assistance, 2018-19 Passenger outcome for assistance that was booked (all passengers) \| TFW Rail \| National \| \|---\|---\| \| 19% \| 13% \| \| 69% \| 76% \| Not all passengers may have been able to use this information due to the nature of the data. Satisfaction with assistance at the station (for those passengers met by staff) \| TFW Rail \| National \| \|---\|---\| \| 83% \| 88% \| Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist: 2018-19 Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) \| TFW Rail \| National \| \|---\|---\| \| 81% \| 85% \| Sample size: 177 ### Accessibility complaints rate (per 100,000 journeys), 2018-19 <img>Bar chart showing accessibility complaints rate per 100,000 journeys. The y-axis ranges from -5.0% to 14.6%. The x-axis shows TFW Rail and National.</img> Change on last year TFW Rail: -5.0% National: +14.6% Source: Train Operating Companies Data tables: Complaints by NRS category by TOC - Table 14.5 ### Disability and equality staff training in 2018-19 - In 2018-19 a total of 112 TfW Rail staff received disability and equality awareness training. - All new frontline staff (Station staff and Conductors) have been trained in disability awareness. - A new disability training programme is currently being written for all staff to undertake over the next two years. A full description of TfW Rails disability training activities in 2018-19 can be viewed here on our website: https://orr.gov.uk/rail/annua.../annual-rail-consumer-report \<page_number>65\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # TRANSPORT FOR WALES RAIL ## Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter Source: Train Operating Companies and LENON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 Complaints responded to within 20 working days, 2018-19 by quarter Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TDC - Table 14.5 <img>A bar chart showing the complaints rate per 100,000 journeys for Q1, Q2, Q3, and Q4. The values are 66.9, 71.4, 50.8, and 46.7 respectively.</img> Q1: 66.9 Q2: 71.4 Q3: 50.8 Q4: 46.7 Complainers rate per 100,000 journeys in 2018-19: 57.3 Change on last year: -13.7% PP = percentage point change Source: Train Operating Companies Data table: Complaints rate by train operating company - Table 14.9 Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 36.0% \| Punctuality/reliability (i.e. the train arriving/ departing on time) \| 1.3 PP \| \| 12.1% \| Sufficient room for all passengers to sit/stand \| 0.1 PP \| \| 3.9% \| Ticketing and refunds policy \| 0.3 PP \| \| 3.3% \| The attitudes and helpfulness of the staff at station \| -0.6 PP \| \| 3.2% \| The helpfulness and attitude of staff on train \| -0.7 PP \| PP = percentage point change Source: Train Operating Companies Data tables: Complaints by NRS category by TDC - Table 14.5 Actions to improve services in response to complaints, 2018-19 TfW Rail's Complaints Handling Procedure is available at: https://orr.gov.uk/rail/licensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters/ TfW Rail reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: - Amended and improved the way Delay Repay is administered in response to passenger complaints. - Improved the provision of advance tickets. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://orr.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 TfW Rail closed 22,908 delay compensation claims in 2018-19. <img>A bar chart showing delay compensation claims closed in 2018-19. The values are P1 (around 5,500), P2 (around 5,500), P3 (around 5,500), P4 (around 5,500), P5 (around 5,500), P6 (around 5,500), P7 (around 5,500), P8 (around 5,500), P9 (around 5,500), P10 (around 5,500), P11 (around 5,500), P12 (around 5,500), P13 (around 5,500). The total is around 22,908.</img> Note: A rail period is normally two days, or four weeks, for business reporting purposes (Sunday to Saturday) and one week for products financed year-on-year. Data tables: Rail delay compensation claims by TDC - Table 17.8I TfW Rail responded to 98.4% of delay compensation claims within 20 working days in 2018-19. <img>A pie chart showing that TfW Rail approved 81.7% of delay compensation claims closed in 2018-19.</img> TfW Rail approved 81.7% of delay compensation claims closed in 2018-19. \<page_number>66\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i</img> # TRANSPENNINE EXPRESS ## Provision of information to passengers Key facts - Owner group: FirstGroup - Operator: TransPennine Express - Franchise: TransPennine Express - Franchise period: 01 April 2016 – 21 March 2023 - Employees: 1,258 - Operated stations: 19 - Sector: Regional - Passenger journeys per annum: 29.2 million Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue databases) Data tables: TDC Key statistics ______________________________________________________________________ Passenger satisfaction with the usefulness of information when delays occur <chart> <title>Passenger satisfaction with the usefulness of information when delays occur</title> <description>Passenger satisfaction with the usefulness of information when delays occur.</description> <series> <series> <name>TransPennine Express</name> <data> <year>2014</year><value>75%</value> <year>2015</year><value>75%</value> <year>2016</year><value>75%</value> <year>2017</year><value>75%</value> <year>2018</year><value>75%</value> </data> </series> <series> <name>National</name> <data> <year>2014</year><value>43%</value> <year>2015</year><value>43%</value> <year>2016</year><value>43%</value> <year>2017</year><value>-1.7 PP</value> <year>2018</year><value>-1.7 PP</value> </data> </series> </series> <labels> <label>S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A</label> <label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</label> <label>Change on last year -1.7 PP</label> </labels> <legend> <legend_item style="fill: #4CAF50;">TransPennine Express</legend_item> <legend_item style="fill: #008CBA;">National</legend_item> </legend> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_label> <yaxis_label>P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</yaxis_label> <xaxis_label>S P P = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A)</xaxis_labels </chart> Passenger satisfaction with how well the train company deals with delays <chart> <description>Passenger satisfaction with how well the train company deals with delays.</description> <series> <series> <name>TransPennine Express</name> <data> <year>2014</year><value>37%</value> <year>2015</year><value>36%</value> <year>2016</year><value>-1.2 PP</value> <year>2017</year><value>-13.6 PP</value> <year>2018</year><value>-13.6 PP</value> </data> </series> <series> <name>National</name> <data> <year>2014</year><value>36%</value> <year>2015</year><value>36%</value> <year>2016</year><value>-0.4 PP</value> <year>2017</year><value>-0.4 PP</value> <year>2018</year><value>-0.4 PP</value> </data> </series> </series> <label>S AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS AS 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Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Accessibility icon</img> # TRANSPENNINE EXPRESS ## Accessibility and inclusion Booked assistance volumes TransPennine Express received 24,270 booked assistance requests in 2018-19. This accounted for 1.9% of all booked assists made nationally in 2018-19. Note: This excludes un-booked assistance. A full period is normally 28 days, but four weeks (33 days) was used for assistance (Sunday to Saturday) and there are 13 full periods in a financial year. Data tables: Rail passenger assists by station operator - Table 16.3 Change on last year <watermark>1.8%</watermark> Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example), or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 31 times by TransPennine Express. Passenger experience of booked assistance, 2018-19 Passenger outcome for assistance that was booked (all passengers) TransPennine Express National Note: may not add up to 100% as 'unsure/don't know' responses are not included. Satisfaction with assistance at the station (for those passengers met by staff) TransPennine Express National Sample size: 150 Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) TransPennine Express National Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 Accessibility complaints rate (per 100,000 journeys), 2018-19 TransPennine Express National Data tables: Complaints by NRS category by TDC - Table 14.5 Source: Train Operating Companies Disability and equality staff training in 2018-19 - In 2018-19 a total of 146 TransPennine Express staff received disability and equality awareness training; - TransPennine Express provide a one day Disability Awareness training as part of their induction programme. - This training was developed with Action on Hearing Loss, Dementia Friends and RNIB. A full description of TransPennine Express' disability training activities in 2018-19 can be viewed here on our website: https://drr.gov.uk/rail/consumers/annual-rail-consumer-report \<page_number>68\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # TRANSPENNINE EXPRESS ## Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 <img>Graph showing complaints rate per 100,000 journeys by quarter. Q1: 50.0 Q2: 53.4 Q3: 76.2 Q4: 60.6 Overall change on last year: 34.9%</img> Complaints responded to within 20 working days, 2018-19 by quarter Source: Train Operating Companies Data tables: Complaints responded to within 20 and 30 working days by TOC - Table 14.7 <img>Bar chart showing complaints responded to within 20 working days by quarter. Q1: 50.7% Q2: 88.4% Q3: 100.0% Q4: 14.3 PP Overall change on last year: 65.0%</img> PP = percentage point change Source: Train Operating Companies Table data: Complaints responded to within 20 and 30 working days by TOC - Table 14.7 Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 20.1% \| Sufficient room for all passengers to sit/stand \| -8.6 PP \| \| 11.1% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 5.6 PP \| \| 9.3% \| Ticketing and refunds policy \| 0.4 PP \| \| 8.9% \| Facilities on board \| 0.1 PP \| \| 5.5% \| Unhappy at type/level of compensation \| -1.0 PP \| PP = percentage point change Source: Train Operating Companies Data tables: Complaints by TOC category by TOC - Table 14.5 Actions to improve services in response to complaints, 2018-19 TransPennine Express' Complaints Handling Procedure is available at: https://rr.gov.uk/rail/licensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters TransPennine Express reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: - Refurbished trains were introduced and are addressing complaints about on-board facilities. - New on-board customer information screens have been introduced to provide real time information during disruption. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://rr.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 TransPennine Express closed 158,056 delay compensation claims in 2018-19. Source: Train Operating Companies Data tables: Delay compensation claims by TOC - Table 14.7 <img>Pie chart showing delay compensation claims closed in TransPennine Express. TransPennine Express responded to 66.2% of delay compensation claims within 20 working days in 2018-19. TransPennine Express approved 76.1% of delay compensation claims closed in 2018-19.</img> Note A 'rail period' is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and used for TFR products in financial years. Data tables: Rail delay compensation claims by TOC - Table 17.8I \<page_number>69\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>i</img> # VIRGIN TRAINS WEST COAST ## Provision of information to passengers Key facts - Owner group: Virgin Group & Stagecoach - Operator: Virgin Trains - Franchise: InterCity West Coast - Franchise period: 2 March 1997 to September 2019 - Employees: 3,724 - Operated stations: 16 - Sector: Long distance - Passenger journeys per annum: 39.5 million Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: TDC Key Statistics ______________________________________________________________________ Passenger satisfaction with the usefulness of information when delays occur <chart> <title>Passenger satisfaction with the usefulness of information when delays occur</title> <xaxis> <series> <label>S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A</label> </series> </xaxis> <yaxis> <series> <label>Passenger satisfaction with the usefulness of information when delays occur</label> </series> </yaxis> <series> <name>Virgin Trains</name> <line style="solid" color="#808080" label="Virgin Trains" /> <name>National</name> <line style="solid" color="#0000FF" label="National" /> </series> </chart> Virgin Trains National ______________________________________________________________________ Change on last year - 7.6 PP - -1.7 PP PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A) ______________________________________________________________________ Passenger satisfaction with how well the train company deals with delays <chart> <title>Passenger satisfaction with how well the train company deals with delays</title> <xaxis> <series> <label>S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A</label> </series> </xaxis> <yaxis> <series> <label>Passenger satisfaction with how well the train company deals with delays</label> </series> </yaxis> <series> <name>Virgin Trains</name> <line style="solid" color="#808080" label="Virgin Trains" /> <name>National</name> <line style="solid" color="#0000FF" label="National" /> </series> </chart> Virgin Trains National ______________________________________________________________________ Change on last year - 60% - 0.7 PP - -1.2 PP PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A) ______________________________________________________________________ Passenger satisfaction with provision of information during the journey <chart> <title>Passenger satisfaction with provision of information during the journey</title> <xaxis> <series> <label>S A S A S A S A S A S A S A S A S A S A</label> </series> </xaxis> <yaxis> <series> <label>Passenger satisfaction with provision of information during the journey</label> </series> </yaxis> <series> <name>Virgin Trains</name> <line style="solid" color="#808080" label="Virgin Trains" /> <name>National</name> <line style="solid" color="#0000FF" label="National" /> </series> </chart> Virgin Trains National ______________________________________________________________________ Change on last year - 86% - 74% PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NRPS takes places twice a year, in Spring (S) and Autumn (A) ______________________________________________________________________ Transparency and accountability All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41). - Code of Practice – October 2016 - Local Plan – December 2018 We conducted a review of the updated local plan and provided our feedback to Virgin Trains. We are content with its contents and noted that our previous feedback had been taken into account. ______________________________________________________________________ Actions to improve information for passengers, 2018-19 Virgin Trains reports it has made the following changes to improve information to its passengers: - Launched new technology to better connect colleagues during times of disruption. - Trialling use of Disruption Co-ordinators at London Euston to manage train crews during times of disruption to reduce knock on delays and cancellations as a result of service disruption and late services inbound to London \<page_number>70\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>A wheelchair icon.</img> # VIRGIN TRAINS WEST COAST ## Accessibility and inclusion ### Booked assistance volumes Virgin Trains received 105,649 booked assistance requests in 2018-19. This accounted for 8.2% of all booked assists made nationally in 2018-19. Change on last year: +16.0% Note: This excludes un-booked assistance. A full period is normally 28 days, but four weeks (28 days) was used for assistance (Sunday to Saturday) and there are 13 full periods in a financial year. Data tables: Rail passenger assists by station operator - Table 1.6.3 ### Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example), or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 122 times by Virgin Trains. ### Passenger experience of booked assistance, 2018-19 Passenger outcome for assistance that was booked (all passengers) Virgin Trains West Coast National Note: may not add up to 100% as 'unsure/don't know' responses are excluded. Satisfaction with assistance at the station (for those passengers met by staff) Virgin Trains West Coast National Note: may not add up to 100% as 'unsure/don't know' responses are excluded. Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) Virgin Trains West Coast National Sample size: 524 Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 ### Accessibility complaints rate (per 100,000 journeys), 2018-19 Virgin Trains West Coast National Source: Train Operating Companies Data tables: Complaints by NRS category by TDC - Table 1.6.5 ### Disability and equality staff training in 2018-19 Change on last year Virgin Trains West Coast National Source: Train Operating Companies Data tables: Complaints by NRS category by TDC - Table 1.6.5 \<page_number>71\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # VIRGIN TRAINS WEST COAST ## Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter <img>Bar chart showing complaints rate per 100,000 journeys by quarter. Q1: 191.4 Q2: 168.5 Q3: 141.5 Q4: 153.0 Overall change on last year: -1.3%</img> Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data table: Complaints rate by train operating company - Table 14.9 Complaints responded to within 20 working days, 2018-19 by quarter <img>Pie chart showing percentage of complaints responded to within 20 working days by quarter. Q1: 97.5% Q2: 97.0% Q3: 99.0% Q4: 99.1% Overall change on last year: +3.6%</img> PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 20 working days by TOC - Table 14.5 Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 21.7% \| Facilities on board \| 2.3 PP \| \| 16.6% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| -3.6 PP \| \| 12.2% \| Ticketing and refunds policy \| 1.5 PP \| \| 7.8% \| Ticket buying facilities - other \| 1.0 PP \| \| 7.2% \| No response from TOC \| -1.9 PP \| PP = percentage point change Source: Train Operating Companies Data tables: Complaints by NOPS category by TOC - Table 14.5 Actions to improve services in response to complaints, 2018-19 Virgin Trains' Complaints Handling Procedure is available at: https://orr.gov.uk/raillicensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters Virgin Trains reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: - Improved on board facilities by introducing a vegan menu, hot food options on Fridays and improved Wi-Fi on Pendolino trains. - Removed Friday afternoon peak restrictions to allow customers to travel more flexibly. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://orr.gov.uk/rail/consumers/annual-rail-consumer-report Delay compensation claims, 2018-19 Virgin Trains closed 433,187 delay compensation claims in 2018-19. <img>Bar chart showing delay compensation claims by quarter. P1: ~35,000 P2: ~35,000 P3: ~45,000 P4: ~55,000 P5: ~65,000 P6: ~75,000 P7: ~85,000 P8: ~95,000 P9: ~105,000 P10: ~115,000 PIT: ~125,000 P12: ~135,000 P13: ~145,000 Overall average: ~97,576</img> Virgin Trains responded to 91.2% of delay compensation claims within 20 working days in 2018-19. Virgin Trains approved 84.0% of delay compensation claims closed in 2018-19. Note: A 'year' period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and used for NOPS reporting (financial year). Data tables: Ball today compensation claims by TOC - Table 17.6I \<page_number>72\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # WEST MIDLANDS TRAINS ## Provision of information to passengers Key facts Owner group: Abellio / Mitsui / East Japan Railway Company Operator: West Midlands Trains Franchise: West Midlands Franchise period: 10 December 2017 to 01 April 2026 Employees: 2,834 Operated stations: 149 Sector: London South East / Regional Passenger journeys per annum: 78.7 million Source: Train Operating Companies and LONDON (the rail industry's ticketing and revenue database) Data tables TOC Key statistics <img>i</img> Passenger satisfaction with the usefulness of information when delays occur <chart> <bar_chart> <series> <data_point>West Midlands Trains</data_point> <data_point>National Trains</data_point> </series> <series_labels> <label>West Midlands Trains</label> <label>National Trains</label> </series_labels> <series_values> <value>53%</value> <value>-1.7 PP</value> </series_values> <series_labels> <label>Change on last year</label> </series_labels> <series_values> <value>6.4 PP</value> </series_values> </bar_chart> </chart> PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A) Passenger satisfaction with how well the train company deals with delays <chart> <bar_chart> <series> <data_point>West Midlands Trains</data_point> <data_point>National Trains</data_point> </series> <series_labels> <label>West Midlands Trains</label> <label>National Trains</label> </series_labels> <series_values> <value>49%</value> <value>37%</value> </series_values> <series_labels> <label>Change on last year</label> </series_labels> <series_values> <value>-1.2 PP</value> </series_values> </bar_chart> </chart> PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A) Passenger satisfaction with provision of information during the journey <chart> <bar_chart> <series> <data_point>West Midlands Trains</data_point> <data_point>National Trains</data_point> </series> <series_labels> <label>West Midlands Trains</label> <label>National Trains</label> </series_labels> <series_values> <value>74%</value> <value>72%</value> </series_values> <series_labels> <label>Change on last year</label> </series_labels> <series_values> <value>0.2 PP</value> </series_values> </bar_chart> </chart> PP = percentage point change Source: Transport Focus, National Rail Passenger Survey The NPS takes places twice a year, in Spring (S) and Autumn (A) Transparency and accountability All train operators should publish the actions they are taking to improve passenger information in a Local Plan together with a link to the current industry Code of Practice (Oct 2016) and an Annual Progress Report (required to meet industry action PIDD-41). - Code of Practice – Oct 2016 - Local Plan – Dec 2017 The information is up to date. An updated Local Plan has been reviewed by the ORR and feedback provided. We await a further response from West Midlands Trains in relation to this. Actions to improve information for passengers, 2018-19 West Midlands Trains reports it has made the following changes to improve information to its passengers: - It has introduced a new style web site information during major incidents, to help our customers make informed decisions about their journey. - It has made improvements to its website Travel Updates portal, giving passengers easy to find and understand information about their journey. This portal will be having ongoing developments and improvements throughout the franchise. - It has also refined internal processes to make sure information is more timely and accurate. \<page_number>73\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 <img>Accessibility icon</img> # WEST MIDLANDS TRAINS ## Accessibility and inclusion Booked assistance volumes West Midlands Trains received 52,555 booked assistance requests in 2018-19. This accounted for 4.1% of all booked assists made nationally in 2018-19. Change on last year: 35.6% - P1 \| P2 \| P3 \| P4 \| P5 \| P6 \| P7 \| P8 \| P9 \| P10 \| P11 \| P12 \| P13 Note: This excludes un-booked assistance. A 'full period' is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 full periods in a financial year. Data tables: Rail passenger assists by station operator - Table 16.03 Passenger experience of booked assistance, 2018-19 \| Passenger outcome for assistance that was booked (all passengers) \| Satisfaction with the helpfulness and attitude of staff who provided assistance at the station (for those passengers met by staff) \| \|---\|---\| \| West Midlands Trains National \| West Midlands Trains National \| \| 12% \| 13% \| \| 78% \| 87% \| \| All assistance received \| Some assistance received \| \| None assistance received \| Note: may not add up to 100% as 'unsure/don't know' are not shown. Satisfaction with assistance at the station (for those passengers met by staff) \| West Midlands Trains National \| West Midlands Trains National \| \|---\|---\| \| 90% \| 88% \| Source: Research by Breaking Blue When published, the 2018-19 report will be available here: Research into passenger experience of Passenger Assist, 2018-19 Accessibility complaints rate (per 100,000 journeys), 2018-19 Change on last year: -20.9% Change on last year: 14.6% - West Midlands Trains National Source: Train Operating Companies Data tables: Complaints by NRS category by TOC - Table 14.5 Alternative accessible transport All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. In 2018-19 alternative accessible transport was provided 320 times by West Midlands Trains. Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) Sample size: 233 - West Midlands Trains National Source: Disability and equality staff training in 2018-19 • In 2018-19 a total of 81 West Midlands Trains staff received disability and equality awareness training; • Two tiers of focused disability equality training were carried out during 2018-19. All Executives underwent core equality training and equality awareness training; • A half day course was developed for Property and Procurement teams; • West Midlands Trains are currently working towards becoming a Disability Confident Employer (Level 2). A full description of West Midlands Trains disability training activities in 2018-19 can be viewed here on our website: https://www.rail.gov.uk/rail/consumers/annual-rail-consumer-report \<page_number>74\</page_number> Office of Rail and Road \| 'Measuring up' Annual Rail Consumer Report 2019 # WEST MIDLANDS TRAINS ## Complaints handling and delay compensation Complaints rate (per 100,000 journeys), 2018-19 by quarter Source: Train Operating Companies and LONDON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 <img>Bar chart showing complaints rate per 100,000 journeys, 2018-19 by quarter. Q1: 20.7 Q2: 21.2 Q3: 19.0 Q4: 18.5 Change on last year: -38.8%</img> Complaints responded to within 20 working days, 2018-19 by quarter Source: Train Operating Companies Data table: Complaints responded to within 10 and 20 working days by TOC - Table 14.6 <img>Bar chart showing complaints responded to within 20 working days, 2018-19 by quarter. Q1: 99.7% Q2: 98.5% Q3: 92.7% Q4: 98.5% Change on last year: 0.5 PP</img> PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 14.6 Top 5 reasons for complaints, 2018-19 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 31.0% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| -27.5 PP \| \| 14.0% \| Sufficient room for all passengers to sit/stand \| 6.1 PP \| \| 8.3% \| Compensation claims process \| 4.0 PP \| \| 6.8% \| Ticket buying facilities \| 1.1 PP \| \| 6.1% \| Ticketing and refunds policy \| 1.5 PP \| PP = percentage point change Source: Train Operating Companies Data tables: Complaints by NPRS category by TOC - Table 14.5 Actions to improve services in response to complaints, 2018-19 West Midlands Trains' Complaints Handling Procedure is available at: https://ocr.gov.uk/rail/licensing/licensing-the-railway/complaints-handling-procedures/complaints-handling-procedures-decision-letters West Midlands Trains reports it has taken some of the following actions in 2018-19 to address issues highlighted in passenger complaints: - To address punctuality/reliability complaints West Midland Trains continue to work with Network Rail to resolve infrastructure issues. - Additional compensation options have been introduced to address compensation claim complaints. A more detailed list of the actions which have been taken to improve services in response to complaints can be viewed here: https://ocr.gov.uk/rail/consumer/annual/rail-consumer-report Delay compensation claims, 2018-19 West Midlands Trains closed 223,230 delay compensation claims in 2018-19. <img>Bar chart showing delay compensation claims in 2018-19. P1: ~5,000 P2: ~5,500 P3: ~6,500 P4: ~7,500 P5: ~7,500 P6: ~7,500 P7: ~7,500 P8: ~7,500 P9: ~7,500 P10: ~7,500 PIT: ~7,500 P12: ~7,500 P13: ~7,500 Pie chart showing delay compensation claims closed in West Midlands Trains in 2018-19. West Midlands Trains responded to 96.6% of delay compensation claims within 20 working days in 2018-19. West Midlands Trains approved 89.4% of delay compensation claims closed in 2018-19.</img> Note: A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and nearly a full period is required for data collection. Data tables: Rail delay compensation claims by TOC - Table 17.6I \<page_number>75\</page_number> <img>ORR OFFICE OF RAIL AND ROAD logo</img> www.orr.gov.uk <img>Twitter icon</img> @railandroad	ENGLISH
0268-pdf	Appendix 3 List of organisations to be consulted on draft policy Corby Borough Council Daventry District Council East Northamptonshire Council Kettering Borough Council South Northamptonshire Council Borough Council of Wellingborough Northamptonshire County Council – Public Health, Trading Standards and Safeguarding Teams Parish Councils in Northampton HM Revenue and Customs Northamptonshire Police Northamptonshire Fire and Rescue Service Northamptonshire Police and Crime Commissioner Northampton Borough Council Planning and Environmental Protection teams The Gambling Commission GamCare British Beer and Pub Association Bingo Association Remote Gambling Association Gamble Aware British Casino Association BACTA Association of British Bookmakers Gamblers Anonymous	ENGLISH
2815-pdf	Guidance - Freedom of Information Publication Schemes - Page 1 Guidance - Freedom of Information Publication Schemes Number: 19 Date: 15 October 2002 (Revised 15 March 2008) The purpose of this guidance is to draw a distinction between the supply of information held by public authorities under Freedom of Information legislation and the re-use of that information, explaining those circumstances where formal licensing is required. Background 1. Under the Freedom of Information Act 2000 (FOI) each public authority has a duty to adopt and maintain a Publication Scheme. Publication Schemes provide details of information which each public authority publishes or intends to publish. Copyright and Licensing 2. Information listed in Publication Schemes, which can be disclosed under FOI, will be subject to copyright protection. The supply of documents under FOI does not give the person who receives the information an automatic right to re-use the documents without obtaining the consent of the copyright holder. Permission to re-use copyright information is generally granted in the form of a licence. Chapter III of The Copyright, Designs and Patents Act 1988 (CDPA 88) describes circumstances when copyright material can be reproduced without infringing copyright. These are generally referred to as the fair dealing provisions. The Copyright and Related Rights Regulations 2003 (SI 2003 No. 2498) amended certain provisions of the Copyright, Designs and Patents Act 1988. One of the most significant changes was to specify that the fair dealing provisions for research only applies where the copying is for a non-commercial purpose. This guidance reflects these changes. Under fair dealing, copyright material can be reproduced for the purposes of: - Research for non-commercial purposes and private study; and - For criticism, review and news reporting. Chapter III of the CDPA 88 also sets out the special arrangements that apply to copying copyright material for educational use and to copying by libraries and archives. Further information on fair dealing and other exceptions to the general copyright procedures can be found on The Patent Office website at: www.intellectual-property.gov.uk/std/faq/copyright/lex_fair_dealing.htm It is always advisable to check that any copying of copyright material is allowed. If in doubt, contact: HMSO Licensing. Guidance - Freedom of Information Publication Schemes - \<page_number>Page 2\</page_number> Crown Copyright 4. Copyright works made by central government qualify for Crown copyright protection under section 163 of the CDPA 88. The Controller of Her Majesty's Stationery Office has responsibility for the administration and licensing of Crown copyright. Various categories of Crown copyright material can be reproduced without a formal licence. OPSI Online provides details of categories of Crown copyright material where this applies, including examples of information where the copyright has been asserted but waived. This includes government press notices, legislation, ministerial speeches, consultation documents, documents featured on official websites (except where expressly indicated otherwise), headline statistics and unpublished public records. More details of these categories can be found at: www.opsi.gov.uk/advice/crown-copyright/copyright-guidance/index.htm 5. At Annex A, you will find sample wording that can be used and adapted to explain: - who owns copyright in the information; and - contact details on how to obtain a licence. While FOI deals with all public authorities, it is important to remember that Her Majesty's Stationery Office's responsibility extends only to those public authorities that produce information that is protected by Crown copyright. We call these organisations Crown bodies. The advice contained in this Guidance Note is primarily aimed at these organisations. However, non-Crown bodies may, if they wish, adapt the wording for their own use and we have included an example of how this could be done at [Annex A](#). 6. The Publication Scheme should feature an appropriate copyright notice such as those provided at Annex A. More detailed guidance on copyright notices for Crown bodies can be found on OPSI Online at: www.opsi.gov.uk/advice/crown-copyright/copyright-guidance/copyright-and-publishing.htm. Non-Crown bodies may wish to adapt the notices to meet their own specific needs. Third Party Copyrights 7. Not all information listed in Publication Schemes will necessarily be owned by the public authority which produced the Scheme. It will, therefore, help users if any such material is identified together with details of who owns the copyright, where known. Other Forms of Intellectual Property Rights (IPR) 8. Most information falling within the scope of FOI is likely to be covered by copyright. It is conceivable, however, that some of the information supplied under the terms of the Act could involve other forms of intellectual property, e.g. patents and trademarks. The Guidance - Freedom of Information Publication Schemes - \<page_number>Page 3\</page_number> re-use of these forms of IPR would also require the permission of the rightsholder. Information on IPR generally can be found on the [Patent Office website](#) CAROL TULLO Controller Her Majesty's Stationery Office Queen's Printer ANNEX A Publication Schemes: Copyright and Licensing Notices Where licensing of Crown copyright is handled by Her Majesty's Stationery Office: The [insert Name of Department] is a Crown body and the information we produce is subject to Crown copyright, which is administered by Her Majesty's Stationery Office. The material listed in this Publication Scheme is Crown copyright unless stated otherwise. The copyright in some of the material which may be found in this Publication Scheme has been waived, meaning you can reproduce this material freely. Categories of material for which copyright has been waived include: government press notices, legislation and explanatory notes on the legislation, ministerial speeches, consultation documents, documents featured on official websites (except where expressly indicated otherwise), headline statistics and unpublished public records. More details of these and other categories can be found at: [www.opsi.gov.uk/advice/crown-copyright/copyright-guidance/index.htm](http://www.opsi.gov.uk/advice/crown-copyright/copyright-guidance/index.htm) For other types of material however, the supply of documents under Freedom of Information does not give the person or organisation who receives them an automatic right to re-use the documents in a way that would infringe copyright, for example, by making multiple copies, publishing and issuing copies to the public. Brief extracts of any of the material included in this Publication Scheme may be reproduced under the fair dealing provisions of the Copyright, Designs and Patents Act 1988 (sections 29 and 30) for the purposes of research for non-commercial purposes, private study, criticism, review and news reporting. Details of the arrangements for reusing Crown copyright material can be found on the [OPSI website](http://www.opsi.gov.uk) or by contacting Her Majesty's Stationery Office at: Office of Public Sector Information Information Policy Team Kew Richmond Guidance - Freedom of Information Publication Schemes - \<page_number>Page 4\</page_number> Surrey TW9 4DU e-mail: licensing@opsi.gov.uk Authorisation to re-use copyright material not owned by the Crown should be sought from the copyright holders concerned. If in doubt, users should contact Her Majesty's Stationery Office in the first instance. Where licensing of non-Crown copyright is handled by a public authority: The copyright in the material listed in this Publication Scheme is owned by [Name of Public Body] unless otherwise stated. The supply of documents under Freedom of Information does not give the person or organisation who receives them an automatic right to re-use the documents in a way that would infringe copyright, for example, by making multiple copies, publishing and issuing copies to the public. Brief extracts of the material may be reproduced under the fair dealing provisions of the Copyright, Designs and Patents Act 1988 (sections 29 and 30) for the purposes of research for non-commercial purposes, private study, criticism, review and news reporting. Details of the arrangements for reusing the material owned by [Name of Public Body] can be found on our website at: [xxxxxx] or by contacting us at: [xxxxxx] xxxxxx xxxxxx xxxxxx xxxxxx\] Authorisation to re-use copyright material not owned by [Name of Public Body] should be sought from the copyright holders concerned. If in doubt, users should contact us in the first instance.	ENGLISH
1108-pdf	<img>BOROUGH OF BARROW IN FURNESS www.barrowbc.gov.uk</img> # Application for a Lawful Development Certificate for an Existing Use or Operation or Activity including breach of a Planning Condition Validation Checklist ## What information do I submit with my application? www.barrowbc.gov.uk Produced 6 November 2015 National Requirements¹ Forms - Completed form (3 copies to be supplied unless the application is submitted electronically) Plans - The National requirements are for ‘a plan which identifies the land to which the application relates’. This shall be met by providing a plan based on an up-to-date map at an identified metric scale. For built up areas and within villages the location plan shall be at a scale of 1:1250 (or 1:2500 in the case of larger or more remote sites) and indicate the direction of North. Wherever possible the plan shall be scaled to fit onto A4 or A3 size paper. The location plan will clearly identify the land to which the application relates within a red line and within a blue line for any other land owned by the applicant located adjacent to the application site. Three copies need to be supplied unless the application is submitted electronically. Other Information - Suitable evidence verifying the information included in the application as can be provided - Suitable information as is considered to be relevant to the application - The appropriate fee Contact us Property Information Team Development Control Town Hall Duke Street Barrow-in-Furness LA14 2LD Email: planningapp@barrowbc.gov.uk ¹ The national guidelines are subject to change at short notice but we will endeavour to update these at the earliest opportunity.	ENGLISH
2211-pdf	Europa, G-KWIP, 12 March 2000 AAIB Bulletin No: 4/2001 Ref: EW/C2000/3/4 Category: 1.3 Aircraft Type and Registration: Europa, G-KWIP No & Type of Engines: 1 Rotax 912-UL piston engine Year of Manufacture: 1995 Date & Time (UTC): 12 March 2000 at 1200 hrs Location: Hollymeadow Farm, Bradley, Derbyshire Type of Flight: Private Persons on Board: Crew - 1 - Passengers - 1 Injuries: Crew - 1 (Serious) - Passengers - 1 (Serious) Nature of Damage: Aircraft destroyed Commander's Licence: Private Pilot's Licence Commander's Age: 64 years Commander's Flying Experience: 500 hours (of which 250 were on type) Last 90 days - 5 hours Last 28 days - 4 hours Information Source: AAIB Field Investigation History of the flight The accident occurred shortly after take off when an uncommanded reduction in engine power necessitated a landing in the only available suitable area. Both pilot and passenger received serious injuries and had little recollection of the events leading up to the accident. Some evidence was obtained from eye witness reports. The pilot had been collaborating with a friend who was developing a Light Aircraft Glass Cockpit display system (LAGC), a pre-production version of which had been installed in G-KWIP and flown successfully for approximately 3 hrs. The purpose of the accident flight was to fly from Hollymeadow Farm near Ashbourne to Tattenhill, Staffordshire in order to have the installation inspected and to undertake some calibration work. At approximately 1300 hrs the pilot and passenger pushed the aircraft from the hangar onto an adjacent grass area. Both men seated themselves in the cockpit, the pilot occupying the left seat and the passenger the right. The starboard door was closed, but the pilot's door remained open. The engine was heard to start and run normally but some 2 to 3 minutes later was heard to stop. A witness, standing by the hangar door, saw the pilot climb out of the aircraft and move to the area of the aircraft's nose; he could not see what the pilot did but shortly afterwards the pilot returned to the cockpit. The owner of another Europa arrived and, following a brief discussion with the pilot already seated in the cockpit, went into the hangar to prepare his own aircraft. G-KWIP was restarted and the aircraft doors were closed. One witness, who was familiar with the aircraft, considered that it sounded noisier than usual either from the recently changed propeller or the application of more power than was normally used. The aircraft taxied towards the northern end of the strip and was out of the view of witnesses for some ten minutes. The pilot believes that their intention was to make some adjustments to the LAGC before departure. One witness, concerned by the delay in the aircraft departing, climbed a low grass bank in front of the hangar and saw G-KWIP lined up on the grass runway, which has a heading of 225°M. At the same moment the aircraft commenced the take-off run and all four witnesses positioned themselves in front of the hangar to watch the departure. Three witnesses were standing on the concrete below the grass bank and first saw the aircraft at a height of approximately 25 to 50 feet with flaps, main landing gear and outriggers extended. At this point the engine note changed as if it had reduced power slightly and light grey or blue smoke was seen to come from the area of the engine cowling. The aircraft remained in the same nose up take-off attitude and commenced a gentle turn to the left. The smoke stopped as abruptly as it had started and the engine sounded as if it was 'picking up' again, but the left wing and nose dropped and the aircraft descended rapidly, striking the ground in a left wing low and nose down attitude. There was no fire and people from the hangar ran the short distance to the wreckage where they rendered assistance to the two occupants until the emergency services arrived. Impact parameters The post-accident position of the wreckage and the pattern of damage sustained by the airframe showed that the aircraft had impacted the ground whilst rotating in yaw to the left in a steep nose down attitude, with a negligible horizontal velocity component. At the instant of impact, the aircraft was pointing back towards the runway. These impact conditions were consistent with a severe wing drop/incipient spin to the left. The degree of damage sustained was such that the probability of survival would normally be regarded as very low. Aircraft details The pilot, a PFA approved inspector, had played a major role in building the aircraft and had planned to take a 20% financial share in its ownership. During the 210 flying hours accumulated up to the time of the accident, G-KWIP had been the subject of ongoing development and modifications resulting in an aircraft which, at the time of the accident, differed in several respects from the standard Europa. The more significant of these developments are summarised below: During initial build: - Changes to engine cooling, involving the relocation of the two engine coolant radiators from their standard positions in the forward part of the cowl to new locations on either side at the rear of the cowl, just ahead of the firewall, taking inlet air from the cowl and exhausting it through two specially constructed outlet ducts on either side at the trailing edge of the cowl. These changes were made in an effort to correct an anticipated shortcoming in the cooling effectiveness of the standard radiator configuration. After initial build: - The Warpdrive fixed (ground adjustable) pitch propeller was replaced with an Arplast PV50 variable pitch propeller. - The coolant used initially was 100% glycol but his was subsequently changed to a 75% concentration of glycol in water, which gave improved heat transfer and cooler operating temperatures. - Replacement of the two coolant radiators with a single, larger, radiator served by a specially constructed duct on the lower cowl, just behind the propeller. The oil cooler was also relocated to the rear of the cowl on the left side, drawing air from the cowl and discharging it through a specially constructed outlet duct. These revisions, which according to the pilot were similar to changes implemented by the manufacturer, enhanced visibility over the nose but did not improve cooling efficiency. - Relocation of the single (replacement) radiator to the rear of the cowl on the right side, taking air from inside the cowl and discharging it through a specially constructed duct on the right side of the cowl just forward of the firewall. - Further dilution of the coolant concentration to approximately 60% glycol. - The stall strips on the wings, which the kit manufacturer recommended should be installed on all Europa aircraft to temper the stalling characteristics, were removed because it was felt that they compromised take off performance to a degree which outweighed their potential benefits elsewhere in the flight envelope. Flight tests for renewal of the Permit to Fly, which were carried out after their removal, reported no significant adverse stalling characteristics. - The aircraft was used as a development test-bed for a proposed Light Aircraft LAGC (Glass Cockpit) display system. This system comprised a series of transducers (pressures, temperatures etc) and an interface unit, linked to a laptop PC running dedicated software to provide a variety of user-selectable display formats on a high brightness touch sensitive display screen. The LAGC system in its development form was designed so that it could be plugged into the aircraft's existing systems with a minimum of disturbance. The display screen was installed on the left instrument panel, and the laptop computer was inserted into slot-type stowage beneath the right hand panel. The right hand panel housed a full set of standard mechanical flight and engine instruments. This was the configuration of the LAGC at the time of the accident; the total number of parameters measured was 19, and the system monitored key parameters and displayed warnings if limit values were exceeded. A planned future development provided for data logging, allowing the storage of data during flight for subsequent download and analysis; however, this facility had not been implemented at the time of the accident. - The pitot system was subject to an ongoing series of changes. These included the installation of separate, but adjacent, pitot and static probes beneath the left wing to replace the original pitot probe on the tip of the fin and dual static ports on each side of the rear fuselage; this too, according to the pilot, was broadly comparable to revisions implemented on production Europas of the period. At the time of the accident, the pitot pressure was taken from the pitot probe under the left wing, with static taken from the standard ports on the rear fuselage. Pitot and static pressure transducers were supplied via tappings from the primary pitot and static lines, using semi-rigid nylon type tubing pushed over 'fir tree' type fittings at the transducers, and laboratory-type quick release connectors with O' ring seals at the T' connections to the primary system. Detailed wreckage examination Airframe The aircraft suffered extensive structural disruption in the cockpit area, including break-up and dislocation of both sidewalls, the cockpit floor, and the central tunnel which houses the monowheel. Both of the harnesses and their attachments survived the accident intact but their effectiveness was limited by extensive disruption of the forward fuselage and cockpit structure during the impact. The circumstances of the accident did not suggest any problem with the structure or flying controls, and these areas were not subject to extensive investigation. However, it was apparent that the aircraft had been structurally complete at impact and no evidence was found of any pre-impact defect or malfunction of the flying controls. The elevator trim was near the nose up end of its range, but the system was electrically operated by push buttons on top of the control column, and it was entirely possible that the pilot's body had lain against the aft trim button after the accident. The pitot static system had been disrupted in the impact and could not be tested. Fuel system The fuel system had been disrupted in the impact. A very small amount of clean fuel, with no separated water visible, was recovered from the drain lines but there was insufficient to allow for testing. The fuel selector valve was found at an intermediate position, approximately 20% of the way between the left tank and right (reserve) tank. However, the valve lever was potentially subject to disturbance by persons attending to the injured occupants immediately after the accident, and in any event, even if the valve had been in this position prior to the accident, the misalignment was not sufficient to restrict fuel flow to any significant extent. The gascolator filter housing was closed and tightly sealed with the locking pin in place, and the drain valve was shut. The housing contained a small amount of fuel, which was of slightly cloudy appearance, but it contained no visible particulates and the element was clean. The electrical fuel pump was free of obstruction and pumped vigorously when connected across a 12V supply. The mechanical fuel pump on the engine was activated manually and found to pump effectively. The fuel flow transmitter was unobstructed, and the impeller rotated freely in response to a flow of air through the unit. The vent return line to the tank, which was connected to a T connector at the flow meter, contained a small restrictor in accordance with the aircraft kit manufacturer's recommendations; the restrictor was clear of obstruction. The air filter from the left carburettor was detached, and both carburettors had pulled off their respective inlet manifold connections at the rubber connecting rings; their clamps were still in place, however. The left filter-retaining clamp was recovered from the lower cowling. It was evident that both air filters were in place on their respective carburettors, and the carburettors were also in place at the time of impact with the ground. The left carburettor mixture (choke) lever was slightly off its fully open position as found, but the mixture levers of both carburettors would have been susceptible to disturbance during the impact. The left carburettor fuel feed pipe had fractured at a brass connector joining the flexible hose to the fuel pressure transducer. Detailed examination of the fracture face under the microscope showed that the fracture was due to overload consistent with the impact, and there was no evidence of fatigue. The junction type hose clamp securing the fuel feed hose to the right carburettor fuel inlet was loose and had migrated off the end of the hose. It was evident that the clamp had not been tightened when the hose was last connected to the carburettor; however, the hose itself was still securely in place on the spigot, and there was no... evidence of any leakage of fuel. Both carburettors were stripped and examined in detail: both diaphragms were intact and in good condition, with no tears or punctures; the jets were clear; and vacuum testing confirmed that both float chamber needle valves closed positively onto their seats and maintained a good seal. In summary, no evidence was found of any defect or malfunction of the fuel system which could have caused the power loss, or the visible symptoms of light grey or blue smoke described by the witnesses. Cooling system The Rotax 912 series of engines employ a combination of air and liquid cooling: air is used to cool the cylinders (which incorporate cooling fins in the conventional manner); the heads are liquid cooled. The coolant at the time of the accident was a water/glycol mix at a nominal 60% concentration which, from experimentation on G-KWIP, had been found to provide the most effective cooling in normal operation. The basic elements of the cooling system on G-KWIP at the time of the accident comprised the standard Rotax installation in which the separate water jackets, formed integrally with each cylinder head, were connected via lengths of radiator hose to a standard Rotax swirl pot (a small header tank) positioned centrally above the rear section of the crankcase. The swirl pot functioned as a combined mixing chamber and a system filling point, the latter being achieved by means of a conventional automotive type filler/pressure relief cap. In the event of the system pressure rising sufficiently to lift the relief valve in the cap, the resulting discharge passed via a length of small diameter tubing to an over-flow bottle mounted on the left side of the firewall. The over-flow bottle, which was also a standard Rotax item, incorporated a vent to atmosphere in the form of a small hole in the screw cap. The coolant system was filled to a level whereby, during normal operation, the expansion bottle would be approximately half filled with coolant. The lower part of the swirl pot chamber was connected to the bottom spigot of the coolant radiator by a large-bore radiator hose, which on G-KWIP comprised three separate rubber hose sections connected by metal joiner tubes. As found, the upper end of the middle section of the rubber coolant hose connecting the swirl pot to the bottom of the radiator block had separated from the joiner tube which normally connected it to the top section of hose, and the hose clamp was missing, see Figure 1. The coupling would have been substantially protected from direct disturbance during the impact, and the inherent flexibility of the installation made it unlikely that movement of hoses elsewhere in the system could have pulled the coupling sufficiently to cause the disconnection. A series of witness marks were found which had been produced by long-term contact between the bottom section of hose and the tubular steel engine mount frame, which allowed each of the hose sections to be re-located accurately in its in-service position. With the assembly thus positioned, it was found that the lengths of the individual hose sections allowed for only a small amount of engagement between the (disconnected) middle hose section and its associated joiner tube, see Figure 2a. This limited amount of engagement was confirmed by a visible discontinuity in the surface colour of the joiner tube (at the position shown by red arrow in Figure 2a) and a distinct witness line around the circumference of the tube at this same location (see Figure 2b), consistent with the position of the end of the hose prior to the disconnection. It was noted that the bore of the disconnected hose segment was a nominal 30 mm diameter, whereas the mating (external) diameter of the joiner tube was 25 mm, see Figure 3. At the end of the hose which had been connected to the joiner, the hose clamp had induced a permanent set in wall of the hose which had effectively resulted in the hose 'necking down' to match the 25 mm tube; this showed that the clamp had been tightened down hard when it was originally installed. However, the 5 mm mismatch on diameters would have required a circumferential compression in the hose wall of approximately 15 mm merely to bring the hose into contact with the joiner around the full circumference. This alone would have required forces sufficient to produce the observed crushing and necking of the hose, even without the additional forces which would then have been required to clamp the hose securely onto the joiner. The joiner tube itself was a plain metal tube with no belled (raised) lip to help retain the hose. A shallow circumferential groove had been cut adjacent to the ends of the joiner (visible in Figures 1 to 3), apparently in an effort to improve retention, but for this to have provided an effective restraint it would have been necessary for the rubber to extrude down into the grooves; requiring very high clamping forces. The internal surfaces of the hose at the disconnection were smooth around the full area of contact and there was no evidence of extrusion into the retaining groove, suggesting that the effective clamping pressure had been insufficient to gain any advantage from the groove. The adjacent (top) section of hose, which was still connected to the joiner tube, was correctly sized at 25 mm bore, and circumferential witness marks were found in the bore of the hose where the rubber had extruded down into the groove in the joiner. It was evident that this hose had been clamped firmly onto the joiner at some stage; however, it was found that the clamp screw turned easily with the fingers, and even without unscrewing the clamp it was possible, without any great effort, to manually slide the hose off the joiner tube. The joint between the lower and middle hose sections utilised what appeared to be a proprietary metal joiner tube with conventional belled ridges at each end, providing a more positive retention of the hoses. These connections had remained secure. The coolant expansion bottle was heavily deformed consistent with it having been subject to excessive internal pressure at elevated temperatures, causing it to 'inflate' and adopt a partially spherical shape (see Figure 4). In addition, the bottom seam weld was ruptured. The damage to the bottle was not compatible with the impact, but rather to an overpressure within the coolant system. Engine strip examination Hand cranking confirmed that the propeller drive train was serviceable and that all valves opened and closed normally. The compression on all four cylinders appeared normal. A bulk strip examination of the engine revealed no evidence of damage or abnormal wear of the pistons, rings, or cylinder walls, and the cylinder head joints displayed no evidence of leakage. The ignition system was checked by cranking the engine, and a visible spark was obtained at each of the plug positions. It was noted that the oil residues on the Nos 2 and 4 (left hand) cylinder walls appeared slightly watery, and the carbon deposits on the associated piston crowns and cylinder heads, whilst essentially normal in themselves, had an unusual sheen suggesting the presence of some form of surface contamination. The spark plugs all showed typical colouration, but the No 2 upper plug exhibited a distinct surface sheen similar to that noted on the Nos 2 and 4 piston and head deposits. It was considered that the visible sheen might be a glycol residue resulting from the ingestion of coolant from the disconnected radiator hose. Accordingly, swab-samples were taken from the cylinder walls, together with scrape-samples from the cylinder heads, and sent for chemical analysis. A small amount of coolant recovered from the radiator matrix was also analysed, both to provide a comparative sample for glycol and to determine the concentration of glycol in the coolant water. The results showed that each of the carbon and cylinder swab samples contained significant quantities of glycol, consistent with that present in the coolant sample. The glycol concentration in the liquid sample was established as 50% by weight (approximately 48% by volume). Discussion There was clear evidence that the coolant system had been subjected to a significant overpressure. This certainly resulted in the partial rupture of the lower seam of the expansion bottle and almost certainly caused the main coolant hose assembly to pull apart at a connection between one of the hoses and a metal joiner tube. Whilst it was not possible totally to eliminate the possibility that the hose disconnection might have been caused by post accident disturbance of the wreckage prior to examination by AAIB, the weight of available evidence points very strongly to the disconnection having occurred in flight: caused by the same over-pressure event which damaged the overflow bottle. Specifically: - The significantly over-sized hose in relation to the joiner tube diameter would have reduced the potential clamping effectiveness, increasing the risk of the hose sliding off the joiner under the pressure of fluid within. - The joiner tube had no ‘belled’ lip of the kind usually incorporated into spigots and joiners used in engine cooling systems, and provided elsewhere on the cooling system of G-KWIP, increasing the risk of the tube sliding off the joiner under pressure. The ease with which the adjoining (correctly sized) hose could be slid off the same joiner manually, without recourse to slackening of the clamp first, was evidence that the shallow circumferential grooves which had been cut into the joiner, presumably to improve retention, were not effective. - Witness marks on the hose and joiner tube were evidence of minimal installed overlap between the hose and the joiner. Whether from the hose disconnection or the split expansion bottle, the released coolant would have been discharged under pressure into a region of the engine compartment in close proximity to the carburettor intakes; particularly the left carburettor, with the consequent probability of coolant being ingested into the engine. This would almost certainly have led to a power reduction to some degree, accompanied by a copious discharge of grey vapour from the exhausts. The fountain of coolant discharging into the cowl would also be expected to emerge in the form of a white/grey cloud streaming back from the two radiator outlet ducts, positioned on either side to the rear of the cowl, and from any other gaps which might have existed in the cowl, eg the gap around the exhaust mufflers; coolant coming into contact with the hot exhausts further increasing the amount of visible smoke. Both the exhaust discolouration and the discharge from the cowl area would have been short lived, terminating as soon as the supply of coolant was exhausted. The relatively short duration of the visible smoke seen by the witnesses is consistent with the coolant system becoming depleted after a very short time, implying a high rate of coolant leakage such as would be expected from a disrupted hose, rather than the much lower discharge rate to be expected from the smaller rupture in the seam of the expansion bottle. A sustained boiling event, accompanied by the discharge of coolant into the overflow bottle sufficient to overwhelm the small vent hole in its cap, appears to offer the most likely explanation for the over-pressure event. Once this hole was overwhelmed, the pressure within the primary coolant circuit would have risen rapidly, inflating the bottle and causing the seam to rupture, and placing stress on all of the hose connections in the cooling system. The lack of any ‘belled’ profile on the joiner tube linking the top and middle sections of the radiator hose would have made this connection more prone to disconnection under higher than normal pressure than hose connections elsewhere in the system. Of the two connections at the top joiner tube, the middle hose section would have been the more vulnerable, due to the mismatch on diameter and the attendant reduction in effective clamping pressure: to that extent, therefore, it is not surprising that this joint failed first; once it had failed, the pressure would have been relieved and no further hose disconnections would have occurred; further damage to the overflow bottle would also have been curtailed. The cause of the boiling event remains unknown. It is possible that the radiator had become obstructed at, or immediately before, the start of the take off, eg as a result of picking up a plastic bag or some other foreign object, but there is no evidence for this. In the absence of hard evidence, it is considered more likely that the boiling was caused by the combination of the slightly unusual operating conditions and the glycol concentration used in the coolant. It is understood that the concentration of glycol used in the initial flight trials of G-KWIP was 100%, but this was found to give poor cooling performance due to the relatively poor heat transfer properties of glycol compared with water, leading to unacceptably high cylinder head temperatures. A reduction in the concentration of glycol to 75% was found to reduce the temperatures to more acceptable levels, and as a result of further development and testing the coolant was diluted further to a nominal 60%. Analysis of the post accident residue from the radiator of G-KWIP suggested that the actual concentration was closer to 50%. It is understood that G-KWIP was not unusual in this respect, and that most Europas currently flying operate with coolant concentrations of between 50% and 70%. The concentration of glycol in the coolant is considered highly significant, because whilst any dilution will tend to improve the efficiency of heat transfer leading to lower cylinder head temperatures, it also reduces the temperature at which the coolant will boil. A coolant comprising 100% glycol would be expected to have a boiling point of the order of 210°C at 1 bar (slightly above the normal system operating pressure of 0.9 bar); this reduces to approximately 140°C at 80% concentration, and 130°C at 50% glycol. At atmospheric pressure, these figures reduce to 190°C, 122°C, and 110°C respectively. It follows that whilst a reduced glycol concentration might give significant benefit in the form of improved cooling efficiency, and hence lower operating temperatures overall, this will be at the cost of a potentially large reduction in the margin of safety between the normal coolant operating temperature and the boiling temperature. A reduced margin would not be explicitly apparent to the pilot, but it would be possible for a relatively small change in operating conditions to push the temperature above the boiling threshold, even though the engine temperature itself might remain comfortably below the max allowable, which on the Rotax 912 is 150°C. This appears to offer the most plausible explanation for the sudden boiling, and the attendant hose disruption and loss of power, on G-KWIP. It is known that the aircraft spent some time at the holding point whilst adjustments were made to the LAGC computer system, before beginning the take off. It is understood that the LAGC contained an effective 'red-line' feature on the visual display of engine temperature, as well as an audio warning of a temperature limit exceedance. It is unlikely, therefore, that overheating, of itself, would have gone unnoticed and it is reasonable to assume that the temperatures did not exceed allowable values during this time. However, the airflow through the cowl of any engine with pitot-type cooling systems will be reduced significantly when the aircraft is stationary, particularly if positioned adversely in relation to the wind, and it is probable therefore that the engine temperature would have risen during this period of ground running: possibly to a value close to the boiling point which, at a glycol concentration of 50 to 60%, is likely to have been somewhere... in the range 120° to 130°C; not enough to cause any particular concern, or to trigger any warnings. However, when the throttle was advanced for take off the additional power being developed by the engine would have placed increased demands on the cooling system, and the temperature would certainly have risen further during the initial part of the climb: probably not to excessive levels, judged purely in terms of temperature, but possibly enough to push the coolant above its boiling point and cause the sudden overpressure and attendant disruption of the hose coupling. Having suffered a power reduction, the pilot would have found himself poorly placed to climb away, and wooded areas forward of the aircraft would almost certainly have caused damage of some kind had he attempted a landing ahead. It is also probable that liquid or steam from the ruptured coolant system obscured the pilot's view ahead, increasing the workload and limiting further the options available. It appears that the pilot attempted to execute a turn to the left, and that whilst doing so the aircraft stalled and suffered a severe wing drop to the left at too low a height to allow any realistic prospect of recovery. It is clear both from the witness accounts and from the conditions at impact that a wing drop to the left precipitated the sudden loss of control. The aircraft kit manufacturer recommends that stall strips should be fitted and these were originally fitted to G-KWIP. They were subsequently removed because it was found that, with the strips fitted, an extra 4 to 5 kt IAS was required for the aircraft to become airborne. This increased the time during which the aircraft was vulnerable to the possibility of the propeller striking the ground as a result of pitch oscillations; a characteristic associated with the relatively short distance between the main and tail wheels. It is believed that a significant number of Europas currently flying do not have stall strips installed for similar reasons. The two most recent flight tests (for the renewal of the Permit to Fly) reported 'straight stalls, with no wing drop' (1998 test, which specifically noted that no stall strips were fitted), and 'no proper stall clean; slight left wing drop flaps down' (1999 test). Conclusions Following a loss of engine power during climbout, the airspeed decayed during the left turn towards a suitable landing area. Before effective recovery action could be taken the aircraft stalled and entered an incipient spin to the left, striking the ground heavily. The partial loss of power was caused by a copious discharge of coolant into the engine cowl and its resultant ingestion. The weight of evidence suggests this coolant emanated mainly from a hose disconnection, and to a lesser extent from a ruptured seam in the expansion bottle: both resulted from an overpressure of the coolant system, associated with boiling of the coolant when power was applied for take off, following an extended period of ground running with the aircraft stationary. A significant reduction in the coolant boiling temperature, which accompanies any dilution of glycol coolant, is likely to have been a significant contributory factor. As a consequence of the non linear relationship between glycol concentration and boiling temperature, dilution of the coolant can result in the coolant boiling at a temperature significantly below the specified maximum operating temperatures for the engine. Safety recommendation It is recommended that: Recommendation 2001-37 The Popular Flying Association (PFA) should review the implications of coolant concentration, particularly the margins which are likely to exist in practice between boiling and engine safe operating temperatures, and take appropriate steps both to raise awareness of these issues generally within the homebuilt aircraft community and to promulgate specific guidance to owners of affected aircraft operating on Permits to Fly. NOTE: It is understood that the PFA, in collaboration with the engine manufacturer's UK agent, has already begun a detailed review of the issues of concern highlighted by this investigation, including testing where appropriate, with a view to implementing these recommendations.	ENGLISH
1358-pdf	<img>Department for Business Innovation & Skills logo</img> # Department for Business Innovation & Skills <table> <tr> <td style="background-color: #003366; color: white;"> UK INNOVATION SURVEY </td> </tr> <tr> <td style="background-color: #006699; color: white;"> Innovative Firms and Growth </td> </tr> <tr> <td style="background-color: #0099CC; color: white;"> Alex Coad<br/> Marc Cowling<br/> Paul Nightingale<br/> Gabriele Pellegrino<br/> Maria Savona<br/> Josh Siepel </td> </tr> <tr> <td style="background-color: #00B3FF; color: white;"> EXETER BUSINESS SCHOOL<br/> BRIGHTON BUSINESS SCHOOL<br/> SPRU - SCIENCE AND TECHNOLOGY POLICY RESEARCH </td> </tr> <tr> <td style="background-color: #FFFFFF; color: black;"> MARCH 2014 </td> </tr> </table> # Acknowledgements The authors would like to thank the BIS Knowledge and Innovation Analysis team, and the Steering Group for their expert inputs and guidance throughout the course of this assessment. The views and interpretation expressed are those of the authors alone. This work was based on data from UK Community Innovation Survey (UKIS), produced by the Office for National Statistics (ONS) and supplied by the Secure Data Service at the UK Data Archive. The data are Crown Copyright and reproduced with the permission of the controller of HMSO and Queen’s Printer for Scotland. The use of the data in this work does not imply the endorsement of ONS or the Secure Data Service at the UK Data Archive in relation to the interpretation or analysis of the data. This work uses research datasets which may not exactly reproduce National Statistics aggregates. We wish to thank the UK Office of National Statistics for releasing the data used in this work. We are especially grateful to the Secure Data Service team at Essex University managing access to the data used in this paper and for their prompt help and availability. Authors’ names are listed in alphabetical order, with all authors contributing equally to the final report. \<page_number>2\</page_number> # Contents \| Section \| Page \| \|------------------------------------------------------------------------\|------\| \| Acknowledgements \| 2 \| \| Contents \| 3 \| \| Executive Summary \| 4 \| \| 1 Introduction \| 15 \| \| Aims and objectives of this study \| 20 \| \| 2 Profile of Highly Innovative Firms (HIFs) \| 23 \| \| Introduction \| 23 \| \| Size of Firm \| 23 \| \| Labour productivity \| 26 \| \| Firm Characteristics \| 27 \| \| Market and Innovation Orientation \| 30 \| \| Summary \| 34 \| \| 3 Performance: Growth Dynamics and Persistence \| 35 \| \| Introduction \| 35 \| \| High Growth Firms and Highly Innovative Firms: Are they the Same? \| 35 \| \| Growth Dynamics \| 38 \| \| HIF growth dynamics \| 41 \| \| Summary \| 42 \| \| 4 Information Use \| 43 \| \| Introduction \| 43 \| \| Use of Information \| 43 \| \| Determinants of Use of Information \| 47 \| \| Summary \| 49 \| \| 5 Co-operation \| 51 \| \| Introduction \| 51 \| \| Patterns of cooperation \| 51 \| \| Determinants of cooperation \| 57 \| \| Summary \| 59 \| \| 6 Barriers to Innovation \| 60 \| \| Introduction \| 60 \| \| Perception of barriers to innovation \| 60 \| \| Determinants of perception of barriers to innovation \| 63 \| \| Summary \| 65 \| \| 7 Conclusion \| 66 \| \<page_number>3\</page_number> # Executive Summary ## Background Over the last two decades there has been a growing realisation that the long run economic performance of nations, firms and industries is dependent on their ability to exploit technological innovation (Cohen, 2010). This has created a significant interest among policy makers in how policy can be designed to support innovation and encourage innovative firms to grow. Such policy making needs to take account of a striking outcome of academic research on innovation: the finding that the distribution of performance is highly skewed, with a small percentage of firms generating a disproportionate amount of innovation and employment growth. The UK Community Innovation Survey, for example, shows that the majority of UK firms are not particularly innovative, while roughly 20% of firms are responsible for most innovative activity. Similarly, in relation to growth, Storey (1994) showed that roughly 4% of firms generate 50% of new jobs, and Cowling, Taylor and Mitchell (2004) showed that only one third of firms create any jobs at all. These skewed distributions are a robust feature of the economy and are repeatedly found across datasets, across different national settings and through time. Understanding the behaviour of firms in such a highly skewed environment represents significant statistical challenges, as data-sate and statistical methods have been developed to analyse the average impact of the average firm, rather than the highly skewed impacts of a small minority of firms. As a result, research findings are often very context specific and can change according to the time period, methodology, unit of analysis, and national setting that is being explored. A number of ambiguities and inconsistencies exist about the relationships between R&D, innovation and growth, and important policy questions remain unanswered. In this report we exploit a range of novel econometric approaches to explore the UK Community Innovation Survey datasets. Our specific empirical focus is on Highly Innovative Firms (HIFs) and High Growth Firms (HGFs), their relationship to one another, and how their features and behaviour influence their performance. HIFs are defined as the top 20% of firms in terms of R&D spending and the top 20% of firms with sales from new to market products and services, which is operationalized as those firms with more than 11% of sales from new-to-market products and services. HGFs are the top 5% of firms by employment and sales growth performance. In particular, we explore whether: 1. Highly Innovative Firms are also High Growth Firms, in terms of the magnitude of their output, employment and productivity. 2. Highly Innovative Firms collaborate more closely with scientific institutions, such as universities and publicly-supported research \<page_number>4\</page_number> establishments. If they do, are there any sectoral or regional patterns to their collaborations, and how are they influenced by firm characteristics? 3. Highly-Innovative Firms have been influenced by the recent recession. Methodology Innovation can be defined as the first successful commercial exploitation of a new invention. As such, the term covers both the process of change and its outcome. Innovation processes are complex, uncertain, distributed and draw on a wide range of inputs to generate a wide range of direct and indirect outputs. They come in very different forms, with some drawing on formal research and R&D, while others relying on informal learning-by-doing and engagement with customers and suppliers. They can be positioned on a continuum from incremental to radical, and can generate either new products, or processes, or services, or organisational structures. This complexity and heterogeneity makes innovation difficult to measure. Since we cannot measure it perfectly, research on innovation draws on a range of imperfect indicators to address the inadequacies of individual metrics (Hopkins and Siepel, 2013). To address the questions highlighted above the research team used an input and output measure of innovation to capture the subset of highly innovative firms. R&D spending was used as a measure that captured inputs to innovation, while the share of sales derived from new-to-market products was used as an output measure of innovation. As noted previously, the input measure captured the top 20% of firms by spending on R&D, and the output measure captured the top 20% of firms deriving sales from new products. In general the two measures yielded similar results, but there were a few important differences. As might be expected the upstream R&D measure was more closely associated with links to research, while the more downstream sales measure was more closely associated with links to suppliers and customers. Performance was measured using a wide range of traditional metrics such as sales, employment, innovative performance, productivity, sales growth by turnover, and employment growth. The research used four waves of the Community Innovation Survey for the UK for the years 2004, 2006, 2008 and 2010, which were linked to the ONS Business Structural Dataset (BSD) to create a panel. The survey was analysed as yearly cross sections and as an integrated panel of all four waves. Analysis involved both univariate statistics to capture differences between highly innovative, high growth firms and other firms, and then multivariate regression analysis across the performance measures to unpick and quantify the individual variables’ impact on overall performance. Various regression techniques were used as appropriate. The multivariate models allowed us to control for a range of confounding variables in the data that might influence the results. By adopting a big-data approach (i.e. running >500 regressions) we are able to understand qualitative changes in quantitative results as different metrics, measures and methods are used. This provides for extensive robustness checking of the results that reduces the number of statistically spurious findings. We can therefore be more confident about the robustness of the reported results. \<page_number>5\</page_number> Main Findings At first glance, we do not find that Highly Innovative Firms (HIFs) are readily distinguishable from Less Innovative Firms (LIFs) using traditional firm demographic measures. Taking into account other differences, we do find that younger and smaller firms are slightly more likely to be HIFs, but the effect is small. There are also some small regional differences, but in general we do not find a particular class of firms in high-tech, science-intensive sectors concentrated in particular geographic settings consistently driving innovation in the economy. This is an important positive message as it shows that HIFs are found throughout the country. Whilst there is a widespread belief that HIFs are entrepreneurial start-ups concentrated around particularly technology hubs, our analysis does not show particular regions or types of firms being disproportionately favoured. London, for example, is a major technological hub, but has slightly fewer than expected HIFs. However, we find that HIFs differ substantially from LIFs using more specific metrics. In particular we find that HIFs have a significantly higher share of employment accounted for by science and engineering (STEM) graduates, and moreover we find that this has a large positive influence on a range of performance metrics. Firms with more science and engineering graduates in their total workforce are associated with more R&D, more new to market products, more external co-operation and greater use of external information (see also Coad, 2012). The beneficial impact of hiring science graduates is a robust finding that is consistently found to be important across a range of measures and models. Conversely, the lack of science graduate employment in LIFs is particularly striking: the median number of STEM graduates employed by LIFs is zero. HIFs also tend to be much more internationally oriented than LIFs and more focused on exporting to international markets. By contrast LIFs are more focused on selling into local and regional markets. This international focus tends to be driven by older, larger firms employing more STEM graduates. So while HIFs are not concentrated in science-intensive sectors, we do find HIFs in all sectors with scientifically qualified workforces that enable them to network with other institutions, and sell innovative products and services in international markets, more successfully. The second main finding is that high levels of growth are not strongly persistent. While a small percentage of firms in any particular period are responsible for a large proportion of overall growth (Cowling, Taylor and Mitchell, 2004), we do not find the same firms across consecutive periods. It is therefore misleading to conclude that a specific small percentage or subset of high performance firms consistently drive growth in the economy. This finding is consistent with previous research suggesting firm growth is approximately as \<page_number>6\</page_number> persistent as our ability to predict a coin toss (Coad, 2009).\\textsuperscript{1} For any period of time there will be a small percentage of high performance firms, but this performance is only weakly carried forward into the next period. In fact, we find a small negative autocorrelation between growth in sales and employment, suggesting firms that grow in one period are slightly less likely to grow in the next. The third main finding is that, by contrast, there is a strong persistence in the innovative status of firms, with most HIFs remaining highly innovative and most LIFs remaining less innovative. While approximately 60% of HIFs maintain HIF status over time, only a small percentage of LIFs (~10%) become Highly Innovative. This is consistent with previous work showing that differences in R&D intensity across firms are highly persistent. While economic theory suggests that investment in innovation offers temporary advantages that competitor firms can readily innovate around, the empirical evidence clearly suggests this is not the case. Instead, it suggests that high performance firms have specific innovative capabilities that take time to accumulate, are difficult to copy, and enable firms to consistently introduce new and improved products and services. Importantly, we find that this persistent innovator status is conserved from 2008 to 2010, suggesting few HIFs have been adversely affected by the recession drastically enough to curtail their HIF status. The fourth main finding relates to the processes that drive growth. Using VAR (vector auto-regression) techniques we have been able to unpick and explore the processes of growth. The analysis suggests that the growth process starts with increased employment, which then leads to future increases in R&D spending and New to Market Products, which in turn lead to future increases in Sales. We do not find a feedback loop from increased sales to increased employment that would lead to persistent growth at the individual firm level. This causal chain suggests policy should focus exclusively downstream and consider what upstream capabilities need to be in place for increases in employment and ultimately sales to occur. For example, policies that attempt to increase sales directly may be ineffective if they do not take into account the need for firms to have products and services to sell, which in turn requires prior innovation and innovative capacity (people and technology), which in turn builds on investments in people and skills over an extended period. Without these previous upstream investments, policy may not be effective, while indirect policy interventions to increase sales by increasing employment might complement policy interventions directly focused on growth. The fifth main finding is that HIFs, on average, tend to perceive more barriers to innovation than other firms, even though they do not seem to ______________________________________________________________________ \\textsuperscript{1} Where exceptional firm growth does deviate from a random walk, this tends to be associated with a tiny subsample of atypical firms, for example, in the US the tiny number of firms backed by large, technological sophisticated, professional VC funds (Shane, 2008:164). \<page_number>7\</page_number> affect their relative performance compared to LIFs who perceive fewer barriers to innovation. Previous research on HIFs has suggested that they can be substantially constrained by problems accessing managerial and technical skills, and accessing financing (Couderdouy et al., 2012; Siepel et al., 2012; D’Este et al., 2012; Hutton and Nightingale, 2009). These findings tend to support this previous research but also suggest managers’ perceptions of barriers to innovation may be unrealistic about their impact on relative performance. The analysis does find significant differences in perceptions about which barriers to innovation are the most problematic. HIFs are particularly concerned about financial constraints and the cost of innovation. This contrasts with relatively limited concerns about the costs and impacts of regulation. On a more positive note, we find that the recession has not had a negative impact on HIFs in terms of perceptions of barriers to innovation for the 2010 survey compared to previous surveys. Moreover, we also find that the positive impact that innovation has on performance across a range of performance metrics declines in 2010. Care must be taken in interpreting these results, but the findings are consistent with a weaker economy subject to financial constraints and decreased demand. These findings are concerning, but they do not reflect the severe impact of the recession on investment in innovation and firms performance in the Eurozone found by Filippetti and Archibugi (2011). Perhaps more importantly perceived barriers to innovation appear to have little relation to relative performance. Policy Implications The first key policy message of this analysis is that HIFs and High Growth Firms do not overlap to a significant degree. HIFs, on average, grow faster than Less Innovative Firms, but do not overlap with the High-Growth Firms category any more than their prevalence in the population of firms would suggest, even during the recession. It is therefore misleading to assert that they overlap. Innovation and growth have a complex and indirect relationship: many Highly Innovative Firms are low growth, or no growth, while many High Growth Firms are not innovative. The second key policy message is that while both innovative activity and growth are highly skewed, they differ fundamentally. Innovative activity is largely persistent through time, while high growth is largely episodic. The contribution of innovation to economic growth is a long run, gradual background process, while firm growth performance is a short run series of largely unrelated episodes. These episodes typically involve both growth, stability, and contraction. While innovative activity leads to macroeconomic growth, it is far from obvious that individual innovating firms will succeed, if they do succeed it is not clear they will benefit, and if they benefit it is not clear they will grow. The importance of innovation to aggregate macro-economic growth has much stronger empirical support. So while innovation is the main driver of economic growth, this does not mean that there is a one-to-one correspondence between (persistent) innovative performance and (persistent) growth at the firm level. \<page_number>8\</page_number> The persistence of innovative performance reflects the dependence of innovation on long term investments in building innovative capabilities (for example, through the employment of STEM and other graduates throughout the firm). Persistent investment is needed because of the long periods of time needed for learning to take place, for customers to understand technical products and services, for relationships to develop, and for the organisational changes that are often needed to exploit new technology to take place. This is why persistence of R&D investment is a better predictor of outcomes than absolute level of R&D spending at a particular point in time (Cefis and Orsenigo, 2011). Firms that spend consistently on innovation over many years tend to perform better than firms that concentrate resources in a single time period, even if the absolute level of spending is higher (Lööf et al., 2012). Growth, on the other hand, is also skewed, but is a more intermittent, sporadic activity. It is subject to random, unforeseen setbacks and factors outside managers’ control (Coad, 2009). For example, competitors can launch better products, customers can change their requirements and plans to expand into new markets can go away. It is more erratic from time period to time period, with periods of high growth followed by periods of stability and contraction and vice versa. The fact that growth rates are highly skewed, it is very misleading to think that the same subsample of firms is responsible for growth in successive periods of time. These results raise questions about the value of policy focused on High Growth Firms at the level of the individual firm. The third key policy message is the importance of STEM graduates and skills more generally to the economy. The findings of the report highlight again that the value of investment in the research base comes primarily through the production of trained graduates and post-graduates who have the ability to solve complex technical problems and network more effectively, rather than from the production of technology or university spin-out firms. It is the production of ‘talent not technology’ to borrow the title of a previous study (Salter et al., 2000). The importance and value of STEM graduates is a robust finding in this report. It suggests that policy makers would benefit from thinking of the UK science base as an institution that contributes to the demand for innovation as well as its supply. Our findings show that suppliers, customers and even rivals are generally much more likely to be sources of supply-side inputs for innovation than universities. However, public investment in research generates talented graduates who leave the university system and go and work in industry. Their problem-solving skills reduce the costs and increase the economic benefits of innovation, increasing its demand and encouraging its exploitation and diffusion. While the analysis highlights that university research is a vital part of the UK innovation system, and is regularly exploited by a wide range of HIFs, engagement with customers and suppliers along supply chains is a significantly more important innovative activity and is enhanced by the employment of STEM graduates. University research is important, but the less photogenic production of highly skilled, well trained graduates should remain the key priority. Policies \<page_number>9\</page_number> that concentrate research funding in a smaller number of institutions may be economically counter-productive if a reduction in the production of high quality STEM graduates reduces the demand for innovation in the economy. These results suggest it is misleading to think of the typical Highly Innovative Firm in the UK as a university biotech spinout in Cambridge or London that directly draws on scientific research. Our analysis suggests it might be equally useful to think of the typical Highly Innovative Firm as an engineering company anywhere in the UK that draws on the university system for the STEM graduates that help it innovate in collaboration with its customers and suppliers, within complex and often international supply chains. The recent increases in the production of science graduates, and their diffusion into the workforce, may well prove a major benefit in the future, as they will allow LIFs, who are unaware of their lack of skills, to upgrade. The fourth key policy implication is that the link between innovation and economic growth could be enhanced by policies that focus on helping firms capture value from innovation, regardless of whether that innovation is their own or was generated elsewhere in the economy. The reason innovative firms do not necessarily grow is because there is a difference between value creation and value capture. The ability of firms to create value depends on them having made investments in innovative capabilities that enhance firms' chances of success when they undertake uncertain innovation projects. To capture value, on the other hand, firms need 'complementary assets' such as brands, sales forces, links to customers, managerial skill, financial resources, production facilities etc to capture the value (Teece, 1982). Without these complementary assets firms that create value may lose it to other firms. The importance of value capture can be seen in the superior performance of HIFs measured by output (sales – which indicates an ability to capture value) compared to HIFs measured by inputs (R&D – a value creation activity). Most UK innovation policy focuses on value creation, implicitly assuming value capture is easy. Our results suggest it is not, and many innovative firms lack the business models that enable them to capture value. As a result, they have lower growth and profits and therefore return their investors lower returns, reducing the incentives to invest in the UK innovation system despite its ability to create value. Moreover, the analysis outlined in this report also suggests that many LIFs lack the basic capabilities needed to create and capture value, and are often seemingly unaware of their constraints. A market failure may exist if LIFs can only weakly discern what influences their long term performance. Under such circumstances, policies that encourage them to upgrade their ability to capture value from innovations generated elsewhere might be helpful. \<page_number>10\</page_number> Conclusion In conclusion, the relationship between Highly Innovative Firms and High Growth Firms is not simple. HIFs grow faster on average than other firms, but are no more likely to be in the top 5% of HGFS than any other type of firm. Younger and smaller firms also grow faster (perhaps because they are below the minimum efficient size for their industry), and younger HIFs are more likely to translate their superior innovation capability into high growth. But in nearly all cases growth is erratic and being a HGF is not a persistent status. Consequently, innovation contributes to economic growth through an indirect, long run process, and is based on persistent investment in the capabilities firms need to engage in the uncertain experiments that underpin innovation. Firm growth on the other hand is a short run phenomenon in which firms move in and out of growth in a largely erratic way. While it is useful to recognise that both innovation and growth are highly skewed, it is also important to recognise this difference, as the small percentage of firms that generate the majority of growth in any particular period will not be the same firms later on. Recognising this difference helps avoid a composition fallacy that conflates the growth of the economy with an economy with many high growth firms. Capturing more of the value of innovation will help both firms and the economy grow. It requires firms to invest in long term capability building to create value, and in the complementary assets needed to capture value (Teece, 1982). Both of which are strongly linked to the employment of STEM graduates who help firms link to external institutions and develop new products and services for international markets. The importance of this human-capital based capability building is reflected in the processes that drive growth: investments in new employees precede increased investment in innovation; the generation of sales from new products and services, and finally increases in overall turnover. However, there is no evidence of a feedback loop, and at any given point in time, different sets of firms are at different points in this causal chain. So while the share of the total stock of firms that are high growth is stable, but there is little or no stability in terms of who the high growth firms actually are. These complexities highlight how the relationship between innovation, firm growth and growth in the wider economy are multifaceted and indirect, and mediated by organisations ability to capture value. Policy makers should recognise the importance of innovation, but also recognise that the growth of the overall economy requires attention to more than just innovation. \<page_number>11\</page_number> # Summary Findings ## Profile of Highly Innovative Firms The initial analysis of the dataset suggests that HIFs are difficult to distinguish from LIFs using traditional firm demographic measures such as age, size, sector or region. The typical (median) firm for both HIFs and LIFs had between 35 and 60 employees while the average firm size (200-400) is skewed by very large firms in the sample. Different definitions of HIFs (measured by R&D spending or turnover share from new products and services) produce slight variations in size, but these do not tend to be significant. For instance, HIFs defined by our output measure, as might be expected, have higher labour productivity than LIFs, but this relationship is not found when HIFs are measured by inputs. HIFs are found in all industries and regions. HIFs tend to be more common in SIC codes 2 and 3 (relating to metals and non-metals manufacturing respectively), and less common in SIC 4 (other manufacturing), 5 (construction), and 8 (retail). While SIC 7 (services and knowledge based activities) shows the highest presence of HIFs, there is little difference between propensity towards being HIF or LIF in this sector even though this is the SIC code where many R&D focused firms are located (SIC code 7310 includes R&D based firms), HIFs are widely distributed throughout the UK regions and there is little variation in the relative proportions of HIFs. This finding challenges prevailing orthodoxy. We do find that HIFs have a significantly greater share of employees who are science based graduates. This is an important distinction because employment of STEM graduates is repeatedly associated with higher performance in our analysis. HIFs also have a higher propensity to export than LIFs, and are more likely to target international and national markets. HIFs seem to be slightly different from other firms, in that they operate in different markets, are less locally focused and have more science intensive human capital endowments. HIFs are also much more likely to use intellectual property mechanisms to protect their investments. As might be expected, R&D spending (our input measure) has a greater positive effect on intermediate outcomes (e.g greater use of wider range of information to support innovation) and engenders more co-operation with HEIs and Government Agencies. While the later stage output measure becomes more significant the closer to the market the firms get, and is associated with increased levels of co-operation with clients and competitors. ## Performance: Growth Dynamics and Persistency We find strong evidence of persistent in HIF and LIF status. Roughly 55% of the HIFs captured in 2004 retained their status as HIF by 2010. We find that roughly 40% of HIFs move into LIF status two years later, but that the 60% that remain \<page_number>12\</page_number> are fairly constant through time. By contrast, only approximately 10% of LIFs move status over the period of the surveys. In relation to their growth dynamics of the full sample, the models measuring the persistence of growth are non-significant (i.e growth last period is not associated with growth this period). However, in our robustness tests, using random effects models we find a marginally significant negative autocorrelation (i.e firms that grew last period are slightly less likely to grow this period). Hence we do not find that success-breeds-success and that high growth firms in one period grow more than their peers in the next period. Comparison between HIFs and non-HIFs suggests HIFs have steadier and smoother employment growth, while their sales growth is more erratic. In line with previous research we find smaller and younger firms grow more in terms of both sales and employment, and that (lagged) employment of science graduates has a positive impact on both. Information Use In relation to information use we find that while all firms make extensive use of external sources of information, the use by HIFs is more intensive. We do not find remarkable difference between Input and Output measures of innovation in the use of information sources. The largest difference we find is that HIFs are more likely to source information from universities, government research organisations agencies such as Business Link and private research organisations. HIFs are also more likely to use internal sources of information and trade sources of information, which covers professional organisations, trade bodies and conferences. Nearly all HIFs use markets as sources of information, From our regression analysis we find that age was significantly associated with using external information. Manufacturing firms tended to have a much wider use of external information than construction and service sector firms. Larger firms tended to use more information, although this diminished for very large firms. Firms with a higher share of science graduates were associated with more use of all sources of external information. This suggests that having talented people increases a firm’s absorptive capacity and also their willingness and ability to network and bring in outside knowledge. Co-operation Our univariate analysis found that on average HIFs tended to establish more frequent cooperation with all partners, and there was little difference between Input and Output measures of innovation in the propensity to cooperate. HIFs were much more likely than LIFs to cooperate with HEI and public research organisation, and with their suppliers. This illustrates two different patterns of cooperation: on the one hand the “institutional model”, on the other one a “vertical chain model”, more related to upstream than downstream cooperation. The regression analysis has highlighted that age is not significantly associated with the propensity to cooperate for innovation. By contrast there is a strong sector-specific element to co-operation with service-firms less likely to cooperate with clients and manufacturing firms more likely to cooperate with HEI. Firms size is generally positively, significantly and persistently associated \<page_number>13\</page_number> to the likelihood to cooperate, regardless the type of partners. Firms with higher share of science graduates tend to cooperate more, ceteris paribus, and with any kind of partner. Lastly, innovation is positively associated with the tendency to cooperate with any partner. Barriers to Innovation Univariate analysis of barriers to innovation suggests that, overall, HIFs and LIFs tend to perceive obstacles to innovation in a similar way, with a slightly higher perception of obstacles for HIF. There is little difference between Input and Output measures of innovation in the perception of barriers. Across the different types of barriers we find that financial obstacles appear to be perceived as the most constraining obstacle, for all firms. The regression analysis has highlighted that firms’ age does not affect their perception of (any type of) barriers. This evidence holds over time. We also find that with the except for regulation barriers, the more science graduates the firms employ, the more they tend to perceive barriers to innovation as relevant. The strongest result is related to the HIFs, where being highly innovative – both in terms of input and output – is associated with a significantly higher probability of perceiving barriers as relevant. This is particularly strong for financial obstacles and is relatively persistent over time. \<page_number>14\</page_number> # 1 Introduction Over the last two decades there has been a growing realisation that the long run economic performance of nations, firms and industries is dependent on their ability to generate and exploit technological innovation (Cohen, 2010). Research has shown that high levels of R&D, high levels of innovation and high levels of productivity are all positively related (Cohen and Klepper, 1992; Andersson et al., 2012:5). Research showing that the public returns to innovation are higher than the private returns has increased interest in how government policy can support innovative firms generate and exploit new products and processes (Martin, 2012). The potential of innovation policy to generate economic benefits would appear to be substantial. Levels of actual investment in innovation appear to be significantly below socially optimal levels (NBER, 2000). Jones and Williams (1998) for example suggest that the socially optimal level of R&D investment is between two and four times the actual level. In addressing this underinvestment, policy makers need to take account of the highly skewed distribution of innovative performance (Scherer, 2000). A small percentage of innovative firms generate a disproportionately large amount of innovation, with a large proportion of firms reporting no innovative activity or investment. These fat-tailed skewed distributions seem to be a robust feature of the economy and are repeatedly found across a range of performance metrics, in different national settings (Range, 2010). The UK Community Innovation Survey, for example, suggests that the majority of UK firms are not particularly innovative with approximately 9% of firms being responsible for the majority of innovation. Similarly, in relation to growth, Stigler (1994, p.) showed that roughly 4% of firms create 50% of new jobs (see Henreksson and Johansson 2010 for a review of current findings) and Cowling, Taylor and Mitchell (2004) show that only one third of all firms create any jobs. Shane (2008:164) has highlighted how disproportionately large the impact of a tiny proportion of innovative firms has been on the US economy. He notes that the 2,180 public companies funded by Venture Capital between 1972 and 2000 were less than 0.05% of all the firms that were founded. However, they ended up generating 11% of sales, 13% of profits, 6% of employees, and created approximately one third of the market value of all public companies in the USA, a sum that exceeds $2.7 trillion (ibid). These sorts of figures have captured the attention of policy makers and suggest that policy might be more effective if it focuses on a small number of high performance firms, rather than on the large number of average performance firms. If we assume that the main driver of employment growth is firm growth, and the main driver of firm growth is superior firm-level capabilities, with better \<page_number>15\</page_number> firms growing faster, the obvious implication is that high-growth firms will be highly innovative, or high-tech, or in some way superior to their slow growth counterparts (Reid and Coad, 2011:10).<sup>2</sup> This focus on high performance firms is supported by research which has shown that in many, but not all, instances, high performance firms tend to retain their positions in skewed distributions over time (Andersson et al 2012). Differences in R&D intensity for example tend to be highly persistent. This persistence is surprising as traditional theory suggested that investments in innovation would only offer temporary advantages, as competitor firms would rapidly imitate and copy innovative goods and services. Hence it was previously thought that market competition would diffuse the advantages of high performance, while driving poor performance firms out of the market (Friedman, 1953). Traditional neo-classical (so-called Solow) growth theory, for example, assumes the level of output in the economy is determined by the amount of labour and fixed capital that interact within a framework of technology, that is available to all firms and generated 'outside the economic system'. Hence all firms (and nations by extension) can access technology and should quickly converge (or catch up) with one another. However, the evidence contradicts this and suggests that innovative capabilities are extremely difficult to imitate. Innovative capabilities allow firms to maintain their positions in the upper segments of the skewed performance distribution through constant innovation. This includes innovations that improve the processes firms use to innovate. As a result, we find economies characterised by a small percentage of high performance firms, and a long tail of weaker firms, with the typical firm in the economy being relatively marginal, often underused, and generally having poorer performance and lower productivity (Nightingale and Coad, 2013). The extent to which a small number of firms drive overall outcomes has shifted economists' attention from absolute numbers of firms to how high performing firms identify opportunities and allocate resources. It seems the processes by which resources are allocated to enhance productivity can be more important to economic growth than the absolute amounts that are allocated (i.e. the accumulation of inputs such as physical capital) (Jorgenson, 1995; Levine, 2005:7). How rather than how much seems to be the key issue. This raises the possibility that differences in economic performance can be explained by the extent to which different economies generate the high performance that enables firms to grow. As a result, support for high impact firms has attracted significant policy interest. ______________________________________________________________________ <sup>2</sup> An alternative view is that high growth firms do not need support and making lots of investments in raising the capability of the 'average' and less efficient firm would be a cheaper and, in aggregate, more beneficial mode of intervention. \<page_number>16\</page_number> In Europe, for example, there is widespread concern that the lack of high performance firms, compared to the USA, has constrained economic development. This is often explained in terms of a more entrepreneurial American culture, but there do not seem to be major differences between nations in entrepreneurial activity. More fundamentally, the perception of superior US economic performance is not always supported by the evidence. For example, UK and US Multi Factor Productivity growth between 1985 and 2011 are virtually identical, and growth in average real GDP per hour worked (labour productivity) was higher in the UK for 12 out of the last 22 years with an average growth of 2.05% per annum compared to 1.84% in the US. Indeed, one reason the US is richer is because American workers work longer hours and take fewer holidays than their European counterparts. Similarly, there does not seem to be much support for the notion that the typical US firm is more innovative than its European counterpart. Data from the 2008 Community Innovation Survey and from the equivalent American survey (US National Science Foundation InfoBrief 11-300) suggest the share of US firms reporting a new to the firm product or process innovation is lower than many European nations (i.e. Germany, Finland, Italy, France, Austria, Spain, Czech Republic, Sweden etc.) (Hall, 2010). This is also supported by data on productivity per hour worked, where a similar list of European nations outperform the US. Indeed, large European firms often outperform their US counterparts operating in the same sectors (Veugelers and Cincera, 2010, p5). US performance tends to be superior in two main areas. First US firms tend to move into new high-tech, high-growth sectors more effectively, which is why they have higher R&D intensities (Veugelers and Cincera, 2010, 3-5). This is important as high numbers of high growth firms can signal subsequent industry growth (Bos and Stam, 2011), suggesting they are associated with Schumpeterian ‘creative destruction’, the rejuvenation of declining industries and the rise of new ones. Secondly, in an important study Bartelsman et al (2005) find that American firms have higher post-entry growth in employment (60%) than European firms (5-35%). This can partly be explained by size differences: US start ups tend to be smaller, and US incumbent firms tend to be larger, than their European counterparts, even controlling for the sectoral composition of the economy. It may also reflect differences in demand and market structures in Europe dominated by incumbent firms. Where are the Googles? Together, this suggests a more experimental US approach, where smaller firms are able to grow faster if their initial experiments are successful. By contrast, European firms are less likely to experience the rapid, prolonged growth that \<page_number>17\</page_number> leads to young large firms (Bartelsman et al. 2005)³ or “Yollies” – Young Leading Innovators (Veugelers and Cincera, 2010). This is consistent with the observation that the UK (and EU more generally) have not generated as many young large firms, such as Google, Amgen, Cisco, Microsoft or Sun, as the US. There may be constraints on the development of high performance firms in the UK, or their initial starting positions may be weaker, or both. This is concerning as rapidly growing firms in emerging sectors are particularly vulnerable to problems with financing, access to skills and weak connections to customers, suppliers, regulators and publicly funded research organisations. As a result, there is increased policy interest in the barriers HIFs and High Growth Firms face and how they can be addressed. Before exploring these issues, it is worth highlighting a few concerns about the underpinning assumptions in this debate. First, within the existing policy literature there is often an implicit assumption that innovation and growth are closely linked because innovating firms continuously capture the benefits of their innovations. Secondly, start-ups or young firms are seen as the best vehicles for this process. These implicit assumptions are consistent with, and possibly reflect, the widespread adoption of a Schumpeterian model of entrepreneurial innovation. However, a number of key ‘stylised facts’ about innovation suggest these assumptions are questionable. Innovation Innovation is an inherently uncertain matching process that links a technological development with a market demand (Freeman, 1982). This inherent uncertainty means innovation processes rely on extensive empirical experimentation (Pavitt, 2001), that is guided by technology-specific knowledge, and firm specific organisational routines (Nelson and Winter, 1982). As organisations build up cumulative technological capabilities they can innovate in particular areas of the technological frontier better than other firms (Dosi, 1982). These capabilities are difficult to acquire (except through a costly, uncertain and time consuming process of experimental learning), which is why firms can maintain their positions in the skewed distributions of firm performance. The complexity of modern products and services mean that large numbers of people are typically involved in innovation, with increased cognitive complexity leading to increased organisational complexity (Pavitt, 1999). As this cognitive and organisational complexity has increased, innovation processes have become increasingly distributed and have expanded from entrepreneur-inventors, to R&D laboratories, to entire firms, to supply chains and links to customers, universities, and producers of capital-goods. This changing division of innovative labour has led to more complex organisational relationships between large and small firms and means that the firms that generate innovations are not necessarily the firms that exploit them. Hence, innovation ______________________________________________________________________ ³ High growth firms are defined by the OECD as firms that experience average annual growth in employment of 20 per cent or more over three consecutive years. \<page_number>18\</page_number> can drive growth in the economy, even if innovative firms do not necessarily grow themselves. The interactive, distributed nature of innovation, and the way in which it draws on knowledge and resources from a wide range of institutions has increased interest in ‘systems of innovation’ and how they influence patterns of innovation. Individual firms’ ability to innovate depends on both their own capabilities (such as management skills, know-how, ability to find and absorb external knowledge, and internal learning processes), and also on the capabilities and behaviour of other institutions they connect to. Hence, how they innovate and grow depends on the extent and quality of the links that do (or do not) exist to those institutions, and the framework conditions of regulations, rules and cultural norms, that enable the overall system to develop and adapt. These systemic effects make the connection between innovation and growth indirect and complex. This point is nicely captured in the discussion about high-tech manufacturing firms in the background report to the 2011 UK Innovation and Research Strategy for Growth: “High-tech manufacturing sectors are, in themselves, small. A policy focus on these sectors therefore excludes a large part of the economy. High-tech activities mainly produce inputs that are used elsewhere – so the success of high-tech industries, and their impact on productivity, depends on the extent to which they are adopted by other, lower-tech industries” (BIS, 2011) These features of innovation suggest that it is (a) a diffused process spread across a range of organisations that (b) requires persistent investments (to maintain the researchers and technologists that have the firm specific knowledge needed to innovate), is (c) inherently uncertain and experimental, which means it is characterised by (d) inevitable failures and setbacks, rather than persistent success. Moreover, (e) where successes do occur, it is not necessarily the case that the benefits accrue, in their entirety, to the firms responsible for the original innovation. As a result, it is not surprising that neither the level nor rate of growth of R&D at the firm level has a very strong statistical association with the introduction of new products and processes, or productivity, or employment growth. Given the relationship between innovation and performance is likely to be complex, it is not clear there should be a consistent link between HIFs, high-tech firms or High Growth Firms. Indeed if we look at growth, we do not find that either HIFs or R&D intensive firms grow abnormally fast. Most firm growth follows an erratic path and is extremely difficult to predict from simple indicators such as levels of innovation or spending or growth of investment in innovation. It is rare for a firm to come up with an innovation, on its’ own, and then capture all the benefits of it through a continuous, un-interrupted process of growth. There are firms in the economy that continuously grow, but their prevalence is not much higher than the prevalence we would find if growth were entirely random. This study analyses these relationships in detail. \<page_number>19\</page_number> Aims and objectives of this study The overall aim of the study is to assess the effects of being a highly innovative firm (HIF) on firms’ performance across a range of outcome measures, compared to less innovative firms (LIF). We also consider how HIFs differ in terms of (a) their core characteristics (age, size, sector), (b) their use of information, (c) the formation of linkages and co-operative ties with other external agents, and, (d) barriers to innovation. In particular, the study answers the following questions: - Do HIFs perform better than LIFs? Are they also High Growth Firms, in terms of the magnitude of their output, employment and productivity? - Do HIFs differ from LIFs in terms of their core characteristics? - Do HIFs use external sources of information to a greater (lesser) extent than LIFs? - Are HIFs more (less) likely to develop co-operative ties with external agents, such as scientific institutions, universities and publicly-supported research establishments? If they do, are there any sectoral or regional patterns to their collaborations, and how are they influenced by firm characteristics? - Do HIFs experience more barriers to innovation than LIFs, and if so, how important is this to performance? - Have HIFs been adversely influenced by the recent recession? Methodology In addressing these questions we build on previous research findings on firm growth, innovation and economic development. This research has highlighted significant methodological problems with the measurement and analysis of innovation. Innovation can be defined as the first successful commercial exploitation of a new invention. It is the results of a complex, uncertain, distributed, often intangible, temporal process that draws on a wide range of inputs and generates a wide range of direct and indirect outputs. Innovation processes come in very different forms, with some drawing on formal research and R&D, while others relying on informal learning-by-doing and engagement with customers and suppliers. Innovations can also be positioned on a continuum from incremental to radical, and can either generate new products, or new processes, or new services or new organisational structures. This complexity and heterogeneity makes innovation difficult to measure (Nesta, 2006) and means care must be taken not to generate spurious and fragmented findings. Since we cannot measure innovation perfectly, research ideally adopts a ‘plural and conditional’ approach that draws on a range of imperfect indicators (Hopkins and Siepel, 2013) to help address the inadequacies of individual metrics. \<page_number>20\</page_number> To address the questions highlighted above the research team used two measures of innovation to capture the subset of HIFs. First, an input measure that captured the top 20% of firms by spending on R&D. Otherwise firms are classified as Less Innovative Firms (LIF). Secondly, an output measure that captured the top 20% of firms with sales from new to market products and services, which was operationalized as those firms with more than 11% of sales from new-to-market products and services. Firms that do not are classified as Less Innovative Firms (LIF). For High Growth Firms we focused on the top 5% of firms, as this is similar to definitions used in previous policy research, and because the distributions are so skewed that moving to the top 10% is likely to begin to capture firms that have only added one employee. In adopting these two metrics we note two potential problems. First, R&D is an input measure, and as such does not actually measure innovation. Moreover, R&D is only an input to a subset of innovations and much innovation in the economy takes place outside formal R&D settings, for example, in design shops, in production or systems engineering departments etc. Secondly, the size of the subsample that we have explored is larger than in other studies. The choice of 20% and 5% rather than 4% or 6% or 0.05% reflects official UK definitions. Subsamples that are much smaller cannot be robustly analysed with the CIS dataset because the number of firms in the subsample would quickly be too small for robust statistical analysis. Adopting two measures allows us to explore both the differences between HIFs and LIFs and also the relative differences between firms (a) investing in R&D, which indicates a strong commitment to developing innovative products and services in the future, and (b) firms that have already developed and marketed innovative products and services. In general the two measures yielded similar results, but there were a few minor but important differences. As might be expected the upstream R&D measure was more closely associated with links to research, while the more downstream sales measure was more closely associated with links to customers and suppliers. Performance was measured using a wide range of traditional accounting metrics such as sales, employment, productivity, sales growth, employment growth, and innovative performance. Addressing the research questions in highly skewed environment represents significant statistical challenges, as data-sets and statistical methods have typically been developed to analyse the average impact of the average firm, rather than the highly skewed impacts of a small minority of firms. The research used four waves of Community Innovation Survey data for years 2004, 2006, 2008 and 2011. This cross-sectional data was linked to the longitudinal Business Structure Database (BSD) to create a panel dataset. The survey was analysed as yearly cross sections linked to panel performance data, as well as an integrated panel of all four waves. There are two core elements to this assessment: first cross-sectional analysis of the Community Innovation Survey waves, and then panel analysis of the combined Community Innovation Survey-BSD longitudinal data. Analytically, a mixed approach was adopted, involving both univariate statistics to capture differences between highly innovative and other firms, and then \<page_number>21\</page_number> multivariate regression analysis across the performance measures to unpick and quantify the individual variables’ impact on overall performance. Core responses are presented at a univariate level with cross-breaks where interesting differences were apparent across core business demographics. This univariate analysis was supplemented by econometric modelling to identify key relationships in the data. Various regression techniques were used as appropriate, including a range of robustness checks. The main ‘workhorse’ regression was a binary probit, which was complemented with other methods, such as VAR methods, as appropriate. Robustness checks are mainly done by exploring the sensitivity of the results across years, for different regions and industries, checking for nonlinear effects in some cases by using quadratic terms for graduate share, R&D, etc. Analysis was redone using both more comprehensive and lighter-touch sets of control variables, and using different econometric estimators (e.g. OLS vs median regression for the growth rate regressions etc). These multivariate econometric models allowed us to control for a range of confounding variables in the data that might influence the results. The analytical analysis involved a “big-data” approach, defined as methods where more than 500 regressions are run. This allows the analysis to explore how different definitions, methods and measures generate different outcomes, allowing a qualitative appreciation of quantitative outcomes. Such an approach has the advantage of allowing researchers to understand spurious and non-robust findings, and see patterns in the outputs that would be invisible to traditional methods. However, the large amount of data that the method generates makes presentation difficult. To reduce the size of the report, key regression results are presented in an appendix. Structure of the report In Chapter 2 we profile HIFs and identify what, if anything, is distinct about them compared to LIFs. Chapter 3 focuses explicitly upon business performance using a variety of metrics including employment and sales growth, geographical market reach, exporting and labour productivity. We also seek to identify the causal chain which might ultimately lead to higher sales growth, and discuss, in detail, the journey through the innovation process. Chapter 4 considers the use of external information. Chapter 5 considers external linkages and co-operation with third parties to support the innovation process. Chapter 6 identifies barriers to innovation. We conclude in Chapter 7. \<page_number>22\</page_number> # 2 Profile of Highly Innovative Firms (HIFs) ## Introduction In this chapter we present descriptive statistics for the dataset to characterise HIFs, drawing upon the waves of the CIS collected in 2004, 2006, 2008 and 2010. These measures, including sales, employment, labour productivity, age, sector and region, show that the there is little to clearly differentiate HIFs from LIFs using these metrics. Descriptive statistics are presented using both the input and output definitions of HIFs, to highlight the differences between the two measures. ### Size of Firm We begin by considering mean and median turnover for HIFs and LIFs in the sample. Fig 2.1, Fig 2.2, Fig. 2.3 and Fig 2.4 show the comparative differences in average sales and employment between HIFs and LIFs. The mean figures broadly show higher levels of turnover for LIFs than for HIFs, with a particularly high disparity between LIF and HIF for Input. However on closer examination of medians, we see that the mean figures reflect highly skewed distribution, with few differences between the HIF and LIF using median measures. If anything HIFs by Output generally have a higher median turnover than LIFs. Sales \<page_number>23\</page_number> Fig 2.1 Mean Turnover by HIF and LIF (£'000s) <img> A bar chart showing mean turnover (in thousands) by HIF and LIF input/output over four years (2004, 2006, 2008, 2010). The x-axis shows HIF Input, LIF Input, HIF Output, and LIF Output. The y-axis shows turnover (in thousands). </img> Fig 2.2 Median Turnover by HIF and LIF (£'000s) <img> A bar chart showing median turnover (in thousands) by HIF and LIF input/output over four years (2004, 2006, 2008, 2010). The x-axis shows HIF Input, LIF Input, HIF Output, and LIF Output. The y-axis shows turnover (in thousands). </img> Employment \<page_number>24\</page_number> Fig. 2.3 Mean Employment by HIF and LIF <img> A bar chart showing mean employment by HIF and LIF Input and Output over four years (2004, 2006, 2008, 2010). The y-axis represents employees on a scale from 0 to 400. The x-axis shows HIF Input, LIF Input, HIF Output, and LIF Output. </img> Fig 2.4 Median Employment by HIF and LIF <img> A bar chart showing median employment by HIF and LIF Input and Output over four years (2004, 2006, 2008, 2010). The y-axis represents employees on a scale from 0 to 70. The x-axis shows HIF Input, LIF Input, HIF Output, and LIF Output. </img> The figures for employment present a similar story. Mean employment is lower for HIFs by Input than for similar LIFS, but for Output measures there are relatively few differences. The median employment figures for HIFs are \<page_number>25\</page_number> generally higher than, or similar to, LIF measures. The scales of the measures also show the extent to which the results are skewed by large firms (mean employment for LIF by Input is 350, for example, while the median employment is 52). These results suggest that HIFs are not necessarily different from LIFs in terms of their size in any robust way. Labour productivity Fig 2.5 and Fig. 2.6 show the comparative differences in mean and median labour productivity between HIFs and LIFs. Fig 2.5 Mean Productivity by HIF and LIF (£'000s per employee) <img> A bar chart showing mean productivity by HIF and LIF over four years (2004, 2006, 2008, 2010) for both input and output categories. The y-axis represents turnover (000)/Employee. The x-axis shows HIF Input, LIF Input, HIF Output, and LIF Output. For HIF Input: - 2004: ~100 - 2006: ~130 - 2008: ~150 - 2010: ~170 For LIF Input: - 2004: ~150 - 2006: ~180 - 2008: ~210 - 2010: ~240 For HIF Output: - 2004: ~150 - 2006: ~175 - 2008: ~195 - 2010: ~215 For LIF Output: - 2004: ~195 - 2006: ~215 - 2008: ~235 - 2010: ~255 Legend: - Blue square: 2004 - Red square: 2006 - Green square: 2008 - Purple square: 2010 </img> \<page_number>26\</page_number> Fig 2.6 Median Productivity by HIF and LIF (£'000s per employee) The figures for productivity reflect a similar story. Mean productivity is lower for HIFs by input (which intuitively makes sense as these are investing in R&D). HIFs by output appear to be similarly more productive than LIFs. The median figures show again the skewed nature of some high performers, and suggest HIFs are generally more productive than LIFs. This would be consistent with these firms gaining a productivity benefit from investing in innovation. Multivariate regressions show that age (capturing size) is positively associated with improved productivity. Similarly employment of science graduates is positively associated with better productivity. We also find that HIF (by output) have higher productivity which is consistent with expectations. HIF (by input), on the other hand, are not significantly different. Firm Characteristics Age Figures 2.7 and 2.8 shows the comparative differences in mean and median firm age between HIFs and LIFs. These figures suggest that while HIFs are younger than LIFs, this is only by a small margin. The differences are robust between years except for 2010, which suggests that there may have been slightly different sampling procedures for this wave of the survey. Fig 2.7 Mean Age of HIFs and LIFs \<page_number>27\</page_number> Fig 2.8 Median Age of HIFs and LIFs \<page_number>28\</page_number> Industry Fig 2.9 shows the comparative differences in industry distributions between HIFs and LIFs. Fig 2.9 Distribution of HIF by sector in 2008 <img>A bar chart showing the distribution of HIFs and LIFs across different sectors (SIC codes). The x-axis represents SIC codes, ranging from SIC1 to SIC7. The y-axis represents the percentage of firms in each sample. The bars are color-coded: blue for INPUT HIF, red for OUTPUT HIF, green for INPUT LIF, and purple for OUTPUT LIF. For SIC1: INPUT HIF ~5%, OUTPUT HIF ~30%, INPUT LIF ~10%, OUTPUT LIF ~15%. For SIC2: INPUT HIF ~20%, OUTPUT HIF ~15%, INPUT LIF ~10%, OUTPUT LIF ~15%. For SIC3: INPUT HIF ~20%, OUTPUT HIF ~15%, INPUT LIF ~15%, OUTPUT LIF ~15%. For SIC4: INPUT HIF ~5%, OUTPUT HIF ~10%, INPUT LIF ~10%, OUTPUT LIF ~10%. For SIC5: INPUT HIF ~15%, OUTPUT HIF ~10%, INPUT LIF ~20%, OUTPUT LIF ~10%. For SIC6: INPUT HIF ~10%, OUTPUT HIF ~10%, INPUT LIF ~15%, OUTPUT LIF ~15%. For SIC7: INPUT HIF ~30%, OUTPUT HIF ~20%, INPUT LIF ~25%, OUTPUT LIF ~20%.</img> The breakdown by sector provides some interesting insights into the nature of HIFs. HIFs are more common than LIFs in SIC2 and SIC3 (relating to metals and non-metals manufacturing respectively), but were comparatively less common in SIC4 (other manufacturing), SIC5 (construction) and SIC6 (retail). Surprisingly, while SIC7 (services and knowledge-based activities) shows the highest number of HIFs, there are also differences between Input and Output measures, with Standard being HIFs and LIFs, even though this sector is where many R&D activities are located (SIC code 7310 includes R&D based firms and includes biotech and many similar types of firms). We also see some differences between Input and Output measures. HIFs conducting high levels of R&D are more prevalent in SIC2 and SIC3 than HIFs generating high levels of sales from new to market products. HIFs by Output are more common in SIC5 and SIC6, which make sense as construction and retail are more likely to be characterised by new products than R&D intensive categories. \<page_number>29\</page_number> Region Table 2.1 shows the comparative differences in geographical distributions between HIFs and LIFs as a percentage of firms in the survey. Table 2.1 Distribution of firms by Region in 2008 <table> <thead> <tr> <th></th> <th colspan="2">INPUT</th> <th colspan="2">OUTPUT</th> </tr> <tr> <th></th> <th>LIF (%)</th> <th>HIF (%)</th> <th>LIF (%)</th> <th>HIF (%)</th> </tr> </thead> <tbody> <tr> <td>North East</td> <td>6.89</td> <td>6.80</td> <td>7.02</td> <td>6.28</td> </tr> <tr> <td>North West</td> <td>8.80</td> <td>8.30</td> <td>8.81</td> <td>8.27</td> </tr> <tr> <td>Yorks & Humber</td> <td>8.28</td> <td>8.34</td> <td>8.35</td> <td>8.05</td> </tr> <tr> <td>East Midlands</td> <td>7.81</td> <td>9.11</td> <td>7.93</td> <td>8.66</td> </tr> <tr> <td>West Midlands</td> <td>8.84</td> <td>8.56</td> <td>8.62</td> <td>9.48</td> </tr> <tr> <td>East of England</td> <td>8.46</td> <td>8.77</td> <td>8.41</td> <td>9.00</td> </tr> <tr> <td>London</td> <td>9.39</td> <td>7.15</td> <td>9.00</td> <td>8.74</td> </tr> <tr> <td>South East</td> <td>9.37</td> <td>10.40</td> <td>9.61</td> <td>9.39</td> </tr> <tr> <td>South West</td> <td>8.03</td> <td>9.07</td> <td>8.12</td> <td>8.74</td> </tr> <tr> <td>Wales</td> <td>7.42</td> <td>7.45</td> <td>7.33</td> <td>7.84</td> </tr> <tr> <td>Scotland</td> <td>8.33</td> <td>8.77</td> <td>8.19</td> <td>9.35</td> </tr> <tr> <td>Northern Ireland</td> <td>8.37</td> <td>7.27</td> <td>8.63</td> <td>6.19</td> </tr> <tr> <td>Total</td> <td><strong style="text-decoration: underline;">100%</strong></td> <td><strong style="text-decoration: underline;">100%</strong></td> <td><strong style="text-decoration: underline;">100%</strong></td> <td><strong style="text-decoration: underline;">100%</strong></td> </tr> </tbody> <tfoot></tfoot></table> The regional figures show the variations between various regions by input and output measures. The figures here are for the 2008 wave, though other waves are similar. In several regions (North East, North West and Northern Ireland) LIFs are more prevalent than HIFs using our innovation input measure. Using our innovation output measure this still holds for the North West and Northern Ireland. Regions where HIFs have a relatively high prevalence rate using our innovation input measure include East Midlands, South East and South West. Using our innovation output measure, HIFs are relatively prevalent in East Midlands, West Midlands, East of England, South West and Scotland. This suggests that there are some regional differences in the prevalence of HIFs but these differences are relatively small. Market and Innovation Orientation Science Graduate Share of Total Employment Figs 2.10 and 2.11 show the comparative differences in the science graduate shares of total employment between HIFs and LIFs. \<page_number>30\</page_number> Fig 2.10 Mean Science Graduates by HIF and LIF <img> A bar chart showing the number of STEM graduates employed by HIF Input, LIF Input, HIF Output, and LIF Output over four years (2004, 2006, 2008, 2010). The y-axis ranges from 0 to 18. The x-axis shows the different categories. </img> Fig 2.11 Median Science Graduates by HIF and LIF <img> A bar chart showing the median number of STEM graduates employed by HIF Input, LIF Input, HIF Output, and LIF Output over four years (2004, 2006, 2008, 2010). The y-axis ranges from 0 to 6. The x-axis shows the different categories. </img> Note: The median science graduate employment is LIF is zero i.e the data is not missing. Figures 2.10 and 2.11 show the distribution of science graduates. Figure 2.10 shows that HIFs employ considerably more graduates than LIFs. More specifically, HIFs by Input have higher levels of employment of science \<page_number>31\</page_number> graduates than HIFs by Output. Given that the Input measure consists of R&D spending (which presumably requires science graduates), this finding makes intuitive sense. The median figures in 2.11 show the extent to which the distribution is skewed by very science graduate-heavy firms; in 2006 for HIFs by Input the mean was 15 science graduates, while the median was only five. Similarly, the low level of employment of science graduates among LIFs is striking – the mean employment of STEM graduates among LIFs was zero across survey waves. Geographic Market Reach Fig. 2.12 shows the comparative percentage of firms targeting different geographic markets between HIFs and LIFs. Fig. 2.12 Geographical Market Reach 2008 <img> A bar chart showing the percentage of firms targeting different geographic markets between HIFs and LIFs in 2008. The x-axis labels are "Local", "Regional", "National" and "International". The y-axis ranges from 0 to 50. There are four bars for each category: - INPUT LIF (blue) - INPUT HIF (red) - OUTPUT LIF (green) - OUTPUT HIF (purple) For Local: INPUT LIF: ~37% INPUT HIF: ~16% OUTPUT LIF: ~36% OUTPUT HIF: ~15% For Regional: INPUT LIF: ~35% INPUT HIF: ~26% OUTPUT LIF: ~30% OUTPUT HIF: ~15% For National: INPUT LIF: ~14% INPUT HIF: ~17% OUTPUT LIF: ~16% OUTPUT HIF: ~15% For International: INPUT LIF: ~47% INPUT HIF: ~39% OUTPUT LIF: ~18% OUTPUT HIF: ~38% </img> Fig 2.12 shows the geographic market reach of the firms in the sample for the 2008 wave; other waves had similar results. Here we see that HIFs by either measure are far more likely to target international markets. Whereas LIFs are relatively unlikely to compete beyond their own locality or region, HIFs aim more broadly. One interesting finding is that there is relatively little variation between HIFs and LIFs for firms competing nationally - in fact LIFs are more likely to be in international than national markets. This may reflect the relative geographic dispersion of the UK - for a Scottish firm, selling to the South East of England may be as much of a barrier as selling to the Netherlands. In multivariate regressions we find large and very significant coefficients that are consistent across waves. The coefficients are (2008) HIF (input) 0.614 and HIF \<page_number>32\</page_number> (output) is 0.427 suggesting they are much more likely to be internationally focused. The coefficient for Age and science graduate share are also both positive, though not as large. Exporting propensity Fig. 2.13 shows the comparative differences in the propensity to export between HIFs and LIFs. Export Activity Fig. 2.13 – Level of export activity <img>A bar chart showing the levels of export activity among HIFs and LIFs across different years. The y-axis represents the percentage of firms in sample (0% to 70%). The x-axis shows four categories: HIF Input, LIF Input, HIF Output, and LIF Output. For each category, there are four bars representing the years 2004, 2006, 2008, and 2010. The bars show varying percentages for each year and category. The legend indicates that the bars represent different years: 2004 (blue), 2006 (red), 2008 (green), and 2010 (purple). The title "Level of export activity" is at the bottom right corner of the chart.</img> This figure shows the levels of export activity among HIFs and LIFs across different years. They show that HIFs clearly outstrip LIFs in export activity. Interestingly the levels of export are higher for HIFs by input compared to HIFs by output, which is rather counterintuitive given the presumptive market orientation of HIFs as defined by output. There was no clear trend in the measures over time, and indeed levels appeared very consistent. Multivariate analysis suggests the propensity to export initially increases with the age of the firm, peaking around 30 years of age and then diminishing. This relationship disappears in 2010. We also find that firm size is generally associated with an increased probability of exporting, although this association is weaker than for firm age. Across all waves, higher shares of science graduates are associated with a higher propensity to export. Both innovation measures are associated with an increased propensity to export with the \<page_number>33\</page_number> notable exception of the innovation output measure in 2006 where it has a significant and negative association with the propensity to export. Summary We have presented basic descriptive information, which has identified a number of key differences between HIFs and LIFs. At the univariate level the key areas of distinction are as follows: - Firm age distribution, with HIFs being slightly younger. - Firm size (sales and employment) – The average size of HIFs is smaller than LIFs. However, this is true only when we consider the input measures of innovativeness. Output-identified HIFs are larger on average and median than their LIF counterparts. - Labour productivity – Here again the expected higher productivity of HIF emerges only for output-measured HIF. - Industry sector – HIF are concentrated in KIBS and other knowledge intensive sectors, and appear to be scarce in SIC4. Surprisingly, the sector of construction seems to display a high share of HIF compared to other manufacturing sectors. - Geographic region – There are regional differences in the prevalence of HIFs compared to LIFs. Regions where LIFs are relatively dominant include the North East, North West and Northern Ireland. Regions where HIFs are relatively dominant include East Midlands and South West, and, depending on the innovation measure, West Midlands, East of England, South East and Scotland. - Science graduate share of total employment – HIF, both measured in terms of input and output, show a remarkable higher share of (science) graduates than their LIF counterparts. This is the strongest evidence emerging from the analysis. - Exporting – HIF – both in terms of input and output measures – show a far higher propensity to export than their LIF counterparts. - Market reach – Consistently, HIF show a marked propensity to target international (and regional) markets compared to their LIF counterparts. This suggests that there are some clear differences between HIFs and LIFs in terms of the types of firms, the markets they operate in and their human capital endowments. \<page_number>34\</page_number> # 3 Performance: Growth Dynamics and Persistence ## Introduction This chapter focuses on the extent to which Highly Innovative and High Growth firms overlap with one another. It explores their performance in more detail and investigates growth dynamics and longitudinal analysis of changes in performance over time. ### High Growth Firms and Highly Innovative Firms: Are they the same? Interest in HGFs has often been based on the assumption that such firms are particularly innovative, but the relationship between growth and innovation remains unclear. In this section we consider three questions: Are HGFs and HIFs the same; are HGFs more likely to be HIFs; and are HIFs more likely to be HGFs? We define HGFs as the top 5% of firms by sales growth and employment growth over the four-year period prior to observation by the CIS.(^4) We use growth figures linked to the cross-sectional waves of CIS data. The initial starting place for this inquiry is to ask whether HGFs are also HIFs. To do this, we consider the pool of HGFs, HIFs, and see how much overlap there are between the groups. Figure 3.1 presents a breakdown of the distribution of HIFs and HGFs in the population, using the figures from the CIS 6 wave of data. The analysis here finds that regardless of the definition of HIF or HGF used, there is very little overlap between HIFs and HGFs. In a pool of approximately 12,689 firms, only 101 were both HIFs and HGFs, which is lower than the 127 one might expect (20% of firms are HIF and 5% are HGFs, so one might expect 1% or 127 to be both HGF and HIFs). Depending on the definition of HIF and HGF that is used, the proportion of firms out of the population that were both HIFs and HGFs ranged from 0.54% to 0.79%. As figure 3.1 highlights the proportion of firms in the total population that are both HIF and HGF is very small. (^4) Other measures, such as one-year and two-year growth periods were used as well, and produced results consistent with the four-year growth measure. This measure was chosen because it represents longer-term growth. Other results are available upon request. \<page_number>35\</page_number> Fig 3.1 HIFs by Input and HGFs by Employment in the Population of Firms, CIS 6 <img>A pie chart showing the distribution of HIFs and HGFs. The largest slice is "HIF, Non-HGF" (about 50%), followed by "HIF, HGF" (about 25%), "LIF, Non-HGF" (about 15%), and "LIF, HGF" (about 10%). The legend indicates these categories.</img> On the basis of this evidence, which is consistent across definitions and CIS waves, there can be little doubt that HGFs and HIFs are not the same firms. Are HGFs more likely to be HIFs? Whilst it may be established that HGFs and HIFs are not the same, this does not necessarily imply that there is no relationship between high growth and high levels of innovation. To explore this we need to understand whether high growth firms are more likely to be highly innovative. We explore this using descriptive, univariate and multivariate analysis techniques. If we consider the population of HGFs and the relative propensity of these firms to be HIFs, we find results that vary by the wave of survey and measures used: of the populations of HGFs, anywhere from 8-23% of these firms are also HIFs. However, across the various survey waves, these proportions are not statistically different from the population of firms that are non-HGFs. Only one measure (HIFs defined by input and HGFs defined by employment) shows persistent differences, and this indicates that HGFs are significantly less likely to be HIFs than non-HGFs. This might capture small biotech firms or other research intensive firms, for example, who invest heavily in R&D, but do not grow significantly. \<page_number>36\</page_number> Table 3.1 Percentage of HGFs that are HIFs (CIS 6) \| HIF INPUT \| HIF OUTPUT \| \|---\|---\| \| HGFS \| HGFS \| \| Emp't \| Sales \| Emp't \| Sales \| \| HGFs \| 10.7 \| 11.0 \| 12.9 \| 15.7 \| \| Nom: \| \| \| \| \| \| HGFS \| 17.6 \| 17.6 \| 16.6 \| 16.5 \| Bold results indicate statistical significance Multivariate regression techniques support these results (see Appendix), suggesting there is little evidence that HGFs are more likely to be HIFs. Are HIFs more likely to be HGFs? Conversely, even if HGFs are no more likely to be innovative, are innovative firms more likely to grow rapidly? Using similar techniques we find more nuanced results that are not necessarily surprising. Table 3.2 shows the results for CIS 4 (similarly results are found for other waves), which shows that HIFs defined by input are significantly less likely to become HGFs. However HIFs defined by output are more likely than non-HIFs to be HGFs. This suggests that firms that have already introduced new products to the market are more likely to capture value from their innovative activity than firms focusing on R&D, which is earlier in the innovation process. These results are found across waves but not consistently, as shown in Appendix 3. Table 3.2 Percentage of HIFs that are HGFs (CIS 4) Bold results indicate statistical significance \| HGF EMPLOYMENT \| HGF SALES \| \|---\|---\| \| HIF Input \| HIF Output \| HIF Input \| HIF Output \| \| HIFs \| 4.3 \| 5.4 \| 4.6 \| 6.0 \| \| LIFs \| 5.2 \| 4.9 \| 5.1 \| 4.8 \| The multivariate regressions in Appendix 3 further validate these findings, suggesting that HIFs by Input are less likely to be HGFs, whilst HIFs by Output are more likely to be HGFs. \<page_number>37\</page_number> Persistence in the status of HIFs across UK CIS waves Whilst our exploration of HIFs thus far has focused on individual waves, it is also possible to explore the persistence of high levels of innovation using the linked balanced panel of CIS firms. The results of this analysis are shown in Table 3.3. Table 3.3: Persistence of Highly Innovative Firms (Percentage) <table> <thead> <tr> <th></th> <th>2006</th> <th>2008</th> <th>2010</th> </tr> </thead> <tbody> <tr> <td></td> <td>Non-HIF</td> <td>HIF</td> <td>Non-HIF</td> <td>HIF</td> <td>Non-HIF</td> <td>HIF</td> </tr> <tr> <td><strong>2004</strong></td> <td><strong>Non-HIF</strong></td> <td>89.47</td> <td>10.53</td> <td>90.93</td> <td>9.07</td> <td>92.01</td> <td>7.99</td> </tr> <tr> <td></td> <td><strong>HIF</strong></td> <td>41.60</td> <td>58.40</td> <td>45.95</td> <td>54.05</td> <td>44.78</td> <td>55.22</td> </tr> <tr> <td><strong>2006</strong></td> <td><strong>Non-HIF</strong></td> <td></td> <td></td> <td>90.76</td> <td>9.24</td> <td>92.58</td> <td>7.42</td> </tr> <tr> <td></td> <td><strong>HIF</strong></td> <td></td> <td></td> <td>39.22</td> <td>60.78</td> <td>40.00</td> <td>60.00</td> </tr> <tr> <td><strong>2008</strong></td> <td><strong>Non-HIF</strong></td> <td></td> <td></td> <td></td> <td></td> <td>93.89</td> <td>6.11</td> </tr> <tr> <td></td> <td><strong>HIF</strong></td> <td></td> <td></td> <td></td> <td></td> <td>39.39</td> <td>60.61</td> </tr> </tbody> </table> The evidence presented in Table 3.3 suggests just over half of HIFs in the initial wave maintained their high levels of innovation. This did not seem to be affected by the recession. Conversely, only a small fraction of non-HIF firms switched to become highly innovative, and the proportion decreased over time. This suggests that firms’ lack of innovative activity is strongly path dependent. Growth Dynamics Autocorrelation models A deeper understanding of these growth dynamics can be obtained by looking at the co-evolution of sales growth and employment growth. This allows us to understand firstly, whether a firm that grows in one time period is more (or less) likely to grow in the next time period? We initially explore this separately for sales growth and employment growth (where one period occurs two years after the preceding period, given the biennial structure of the dataset). Secondly, we explore whether sales and employment growth move in parallel, whether one leads to the other, whether they are separate, or whether they move in opposing directions. \<page_number>38\</page_number> Does past growth affect current growth? The econometric method we use computes an autocorrelation coefficient which tells us whether: (a) there is any statistical relationship between the dynamics of previous sales and employment growth and current sales and employment growth, and, if so, (b) the direction of any relationship. Our baseline model shows that the autocorrelation coefficients of turnover growth and employment growth are largely non-significant (although robustness checks with random effects models find a marginally significant negative autocorrelation for employment growth). This suggests that for the full sample growth in the previous two years is not a strong predictor of current growth. This generally holds for both sales and employment. In other words, we do not find a clear ‘success-breeds-success’ pattern of growth. When we focus on the subsample of non-HIFs, we observe that turnover growth displays mild positive autocorrelation, while employment growth displays mild negative autocorrelation. Interestingly, these patterns are reversed for the sample of HIFs - we now observe negative autocorrelation for sales growth and positive autocorrelation for employment growth. This suggests that HIFs have different growth dynamics to non-HIFs - their employment growth is steadier and smoother, while their sales growth is more erratic. One tentative implication is that helping kick-start employment growth in these firms may have knock-on effects in terms of higher employment growth in subsequent years. Looking at the control variables for the regressions, taken as a whole, there is some evidence that younger and smaller firms enjoy faster growth of turnover and faster job creation rates, in line with previous empirical work. The (lagged) science graduate share is often positive, indicating that a higher share of science graduates helps both sales growth and employment growth. VAR models We can build on these autocorrelation regressions to investigate the dynamics of growth processes using VAR (vector autoregressive) models. These VAR techniques allow us to explore how sales growth affects subsequent employment growth, how employment growth affects growth of innovative inputs, how employment growth affects subsequent sales growth, and so on. In short we have four different elements of the chain that link innovation to performance. The econometric technique allows us to explore how each element fits into this chain, if at all, and their ordering. So rather than simply assuming that R&D leads to superior sales growth, or that superior sales growth leads to job creation, we can test the validity of all these potential relationships and capture the strength and direction of any relationships. Is there a causal relationship between sales growth, employment growth, R&D expenditure and new to market products? And if so, what is the causal chain? \<page_number>39\</page_number> Starting with results for the full sample, we find that lagged employment growth is positively associated with subsequent growth of both turnover and R&D. New hires therefore seem to contribute to higher future sales, and boosts innovation inputs. The innovation variables (growth of R&D, and growth of percentage of sales due to new products) display a negative autocorrelation, which suggests that growth in innovation inputs or outputs are erratic rather than smooth, with the growth of innovation activity being difficult to sustain over time. For HIFs, we observe that growth of employees contributes to growth of R&D, indicating that new hires play an important role in boosting innovative inputs. For HIFs we also observe negative autocorrelation in the growth of both innovative inputs and outputs, indicating that HIFs also face problems in maintaining their growth of innovative activities. For non-HIFs, we observe again that employment growth is associated with subsequent growth of sales, and (there is also evidence that growth of sales leads to subsequent employment growth. These variables are therefore closely intertwined, although overall it seems that the main direction of influence (looking at inter-temporal correlations) is from employment growth to subsequent sales growth. The (lagged) science graduate share of employment is included as a control variable, and generally has a positive effect on subsequent growth of sales and employment. Rather puzzling, however, we find a negative association between the share of science graduates in total employment and growth of the innovation variables in the case of non-HIFs. This may be because these firms have employed science graduates who are overqualified for their tasks, but the precise reason is unclear. From a more general VAR analysis we seek to identify the causal chain of events using four variables, namely: - Sales - Employment - New to Market Products and Services Share of Total Sales - R&D expenditure as a % of Total Sales (R&D intensity) The results are summarised in Table 3.4 below. Table 3.4. Summary of General VAR Model Results \<page_number>40\</page_number> <table> <thead> <tr> <td>Current Lagged</td> <td>Employment</td> <td>R&D</td> <td>New to Market Products / Services</td> <td>Sales</td> </tr> </thead> <tbody> <tr> <td>Employment</td> <td>-ve</td> <td>+ve</td> <td>0</td> <td>0</td> </tr> <tr> <td>R&D</td> <td>0</td> <td>-ve</td> <td>+ve</td> <td>0</td> </tr> <tr> <td>New to Market Products / Services</td> <td>0</td> <td>0</td> <td>-ve</td> <td>+ve</td> </tr> <tr> <td>Sales</td> <td>0</td> <td>0</td> <td>0</td> <td>-ve</td> </tr> </tbody> </table> From Table 3.4 we can establish the causal chain of events that ultimately leads to higher sales growth. <img>A flowchart showing the causal chain of events leading to higher sales growth.</img> - Employment Growth → R&D Intensity Growth → New to Market Products / Services Growth → Sales Growth HIF growth dynamics We also conducted additional analysis of the role of innovation on subsequent sales and employment growth amongst HIFs, by exploring if Highly Innovative Firms also experienced high levels of growth. To investigate this, we can look at the effect of innovation on sales and employment growth. Our results show that lagged R&D intensity and lagged new to market products share did not have a consistently significant effect on current sales growth. We did, however, find a significant effect on sales growth of science graduate share. The effect of science and engineering graduate share is non-linear, as evidenced by the negative sign of the quadratic term. This suggests that the returns to having \<page_number>41\</page_number> science grads is highest at the beginning but there are decreasing marginal returns afterwards. With regard to employment growth, however, we did detect a positive effect from lagged science-grad-share, R&D and new to market product shares. Thus employment growth seems to be related to innovative activity for HIFs. Summary In this chapter we set out to clarify the relationships between Highly Innovative Firms and High Growth Firms and answer two key questions. Firstly, whether past growth has any identifiable relationship to current growth? Secondly, we explored elements of the potential innovation-performance causal chain, and sought to establish the nature of any potential relationships between sales and employment growth, R&D intensity and new to market products. This allows us to explore how firms get from innovation to superior performance. On sales and employment growth, we found that there is little evidence that past growth materially affects current growth. In short, growth does not carry over from period to period. A firm that is growing today is no more (or less) likely than any other firm to be growing tomorrow. The analysis established that there is a causal chain and ordering of the process by which higher levels of innovation can lead to higher levels of performance. Firms begin the process by employing more staff (and particularly science graduates). This then supports (and rationalises) higher R&D spending as the returns to R&D spending are higher in firms with the talent to manage it. This then feeds through into new to market products and services, which form an increasingly higher share of total firm output. The final piece in this causal chain is superior sales growth. It is important to highlight that this value creation chain comes to a halt for individual firms. This is consistent with our evidence on lack of growth persistency. We do not find feedback loops, which lead to higher employment growth from higher sales growth. After going through this dynamic causal chain from employment growth, through R&D, the development of new to market products and services, and finally higher sales growth, firms do not renew this cycle. This explains why high growth firms can represent a fairly constant share of the total stock of firms in any time period, but the firms at the top are not persistent. When one set of firms are moving from new to market products and services to higher sales growth, another set of firms are moving from employment growth to higher R&D spend, and so on. At any given point in time different subsets of the population of firms will be at different point in this causal innovation-performance chain. \<page_number>42\</page_number> # 4 Information Use ## Introduction In this chapter we focus on the use of sources of information to support firm activities including: (1) external sources, (2) institutional sources, (3) internal sources, and (4) market sources. ## Use of Information ### External Sources Fig 4.1 Use of External Sources of Information among HIFs and LIFs by Input and Output <img> A bar chart showing the percentage of firms reporting use of information source by input and output for HIFs and LIFs over four years (2004, 2006, 2008, 2010). The x-axis shows different types of inputs and outputs (HIF Input, LIF Input, HIF Output, LIF Output), while the y-axis shows the percentage of firms reporting use of information source ranging from 0% to 100%. The bars are color-coded by year: blue for 2004, red for 2006, green for 2008, and purple for 2010. </img> Figure 4.1 shows the percentage of firms drawing from external sources of information to assist in the innovation process. The figure shows that very nearly all HIFs use external information in the innovation process. Furthermore, a majority of all firms, regardless of their HIF or LIF status, use external information. There is little discernible difference between the Input and Output measures, and relatively few obvious changes over time. Overall this suggests that while use of external information is important to most firms, it is a particularly important characteristic of HIFs. ### Institutional Sources \<page_number>43\</page_number> Fig 4.2 Use of Institutional Sources of Information among HIFs and LIFs by Input and Output <img> A bar chart showing the use of information sources by HIFs and LIFs over time. The x-axis shows four categories: HIF Input, LIF Input, HIF Output, and LIF Output. The y-axis shows the percentage of firms reporting use of information source, ranging from 0% to 100%. Legend: - 2004 - 2006 - 2008 - 2010 </img> Figure 4.2 charts use of institutions such as universities, government research organisations, agencies such as Business Link and private research organisations as sources of information. The evidence shows that more than half of HIFs had interactions with these institutions, while approximately one-quarter of LIFs used these as sources of information. There were few clear differences between the definitions of Input and Output. There appears to be a small increase in use of information by LIFs following the recession. \<page_number>44\</page_number> Internal Sources Figure 4.3 Use of Internal Sources of Information among HIFs and LIFs by Input and Output <img> A bar chart showing the percentage of firms reporting use of information source. The x-axis represents different types of information sources: HIF Input, HIF Output, LIF Input, LIF Output. The y-axis represents the percentage of firms reporting use of information source, ranging from 0% to 100%. For each type of information source, there are four bars representing different years: 2004, 2006, 2008, 2010. - For HIF Input: 2004 (red), 2006 (green), 2008 (blue), 2010 (purple). - For HIF Output: 2004 (red), 2006 (green), 2008 (blue), 2010 (purple). - For LIF Input: 2004 (red), 2006 (green), 2008 (blue), 2010 (purple). - For LIF Output: 2004 (red), 2006 (green), 2008 (blue), 2010 (purple). </img> Figure 4.3 measures the use of information internal to the firm (or group of firms) in the innovation process. The levels of information use seen here are very high, with nearly 90% for HIFs and approximately 50-60% for LIFs exploring this information source. Again there appears to be little difference between the use of information among Input and Output measures. There does appear to be a general increase in use of internal information among LIFs, but this is not necessarily consistent across years. \<page_number>45\</page_number> Marketing Sources Fig 4.4 Use of Marketing as Sources of Information among HIFs and LIFs by Input and Output <img> A bar chart showing the percentage of firms reporting use of information source over time (2004, 2006, 2008, 2010) for HIF Input, LIF Input, HIF Output, and LIF Output. The y-axis ranges from 0% to 100% in increments of 10%. The x-axis shows four categories: HIF Input, LIF Input, HIF Output, and LIF Output. For each category, there are four bars representing the years 2004, 2006, 2008, and 2010. The bars are color-coded: blue for 2004, red for 2006, green for 2008, and purple for 2010. </img> Figure 4.4 shows the use of markets as sources of information among HIFs and LIFs. We find a majority of firms use markets as sources of information for innovative activity. This finding is interesting because it suggests that even HIFs in terms of R&D spending use market information in their innovation processes. While this may have been more expected for HIFs by output, there is little clear difference between output and input for these firms. Again we find a broad trend of increasing use of sources of information over time by LIFs. \<page_number>46\</page_number> Trade Sources of Information Fig 4.5 Use of Trade Sources of Information among HIFs and LIFs by Input and Output <img> A bar chart showing the use of information sources by HIFs and LIFs over time (2004, 2006, 2008, 2010). The x-axis shows different types of information sources: "HIF Input", "HIF Output", "LIF Input", "LIF Output". The y-axis shows the percentage of firms reporting use of information source, ranging from 0% to 100%. Each bar represents a year and a type of information source. </img> Figure 4.5 captures the use of information from professional organisations, trade bodies, and conferences. This figure shows similar trends to the others in that HIFs tend to show higher use of these information sources than LIFs, though in this case the margin between the two is smaller. There are no clear differences between Input and Output measures. Similarly to the other sources there are upward trends in LIFs over time, albeit not consistently. Determinants of Use of Information In this section we estimate a series of probit models to explore the use of different information sources. For ease of interpretation we report and discuss the marginal effects. The core variables in each model are: - Firm age (and its squared term) - Industry sector - Science graduate share of total employment - Firm employment size (and its squared term) - Innovation input measure dummy - Innovation output measure dummy Separate models are estimated for each external information source for 2004, 2006, 2008 and 2010 and results are reported in the Appendix Tables 4.1 to 4.5. \<page_number>47\</page_number> External information sources Here we find that age of firm has a positive association with use external information, but only in the earliest year, 2004. The relationship was non-linear and increasing at a faster rate for older firms. Industry was an important factor between 2004 and 2008, but it did not appear to be associated with use of external information in 2010 (during the recession). In general other-manufacturing, construction and service sector firms use less external advice than utilities, metals manufacturing and non-metals manufacturing. Firm size tended to have a non-linear association with use of external advice acting in a positive way initially and then reducing for very large firms. The key findings were that firms with a higher share of science graduates and innovating firms were associated with higher use of external sources of advice. The magnitudes of these associations were quite substantial in both cases and the core associations held across years. Market information sources Here we find that firms’ age had no association with use of external market information. In general other manufacturing, construction and service sector firms were associated with a lower use of external marketing advice than utilities, metals manufacturing and non-metals manufacturing, although these differences diminished over time. Firm size tended to have a non-linear association with use of external marketing advice acting in a positive way initially and then reducing for very large firms. The key findings in this analysis were that firms with a higher share of science graduates and innovating firms were associated with higher use of external marketing related sources of advice. The magnitudes of these associations were again substantial in both cases and the core associations held across years. Internal information sources Firms’ age was found to have a positive association with the use of internal sources of information, but only up to 2006. This relationship was non-linear and increasing at a slower rate at older ages. Industry was an important factor between 2004 and 2008, but it did not appear to be associated with use of internal sources of information in 2010 (during the recession). The results suggest other-manufacturing, construction and service sector firms used internal sources of advice less than utilities, metals manufacturing and non-metals manufacturing. Lastly, we find that firm size had a non-linear association with the use of internal sources of advice acting in a positive way initially and then reducing for very large firms. Again we find that firms with a higher share of science graduates and innovating firms were different and were associated with higher use of internal sources of advice. The magnitudes of these associations were quite substantial and the core associations held across the waves of the survey. \<page_number>48\</page_number> Institutional information sources Firms’ age has a positive association with their use of institutional information, but only in the 2004 wave of the survey. This relationship was non-linear and increased at a faster rate at older ages. Industry was an important factor between 2004 and 2008, but it did not appear to be associated with use of external information in 2010 (during the recession). Other-manufacturing, construction and service sector firms used less institutional sources of external advice than utilities, metals manufacturing and non-metals manufacturing. Firm size tended to have a non-linear association with use of external advice acting in a positive way initially and then reducing for very large firms. Again we find that firms with a higher share of science graduates and innovating firms were different and were associated with higher use of external sources of advice. And again we find that the magnitudes of these associations were substantial and held across years. Summary In this chapter we have presented basic descriptive information, which identified a number of key differences between HIF’s and LIF’s in terms of the extent to which they access different sources of information. At the univariate level we can conclude that: - Overall, on average and across all types of information sources, HIF make a more intensive use of information sources - There is no remarkable difference between Input and Output measures of innovation in the use of information sources unlike in the case of some of the indicators illustrated in Chapter 2. - The most remarkable differences between HIF and LIF concern the use of institutional information sources. From our regression analysis we find the following; - In general firm age was not significantly associated with using external information. Where it was, this positive age-information use relationship tended to dissipate over time. This suggests that the youngest firms are just as likely to access external information to support their business activities as other firms. - Manufacturing firms tended to be associated with much wider use of external information use than construction and service sector firms. - Information use was positively associated with firm size, albeit this relationship diminished for very large firms. This suggests that small firms may be at a disadvantage in this respect, possibly because they lack the financial resources to develop and sustain external relationships. - Firms with a higher share of science graduates were associated with more use of all sources of external information. \<page_number>49\</page_number> - Innovating firms, regardless of whether we use our input or output measure of innovation, were associated with a significantly higher use of all sources of external information. In general these associations tended to increase over time. \<page_number>50\</page_number> # 5 Co-operation ## Introduction This chapter focuses on the patterns and determinants of cooperation that firms engage in with different partners: (1) internal (firms belonging to the same group); (2) market/private (clients, suppliers, competitors and consultants); (3) institutional/public (HEI and government). The next section reports the descriptive results on patterns of cooperation with each type of partner. The following section then discusses the results of the logit model estimations on the firms’ characteristics, which are most associated with the likelihood of cooperation with different partners. ## Patterns of cooperation ### Internal Fig 5.1 Cooperation with Internal Partners among HIFs and LIFs by Input and Output <img> A bar chart showing the percentage of firms reporting co-operation with internal partners over time (2004, 2006, 2008, 2010) for both input and output categories. - The x-axis represents the types of internal partners: HIF Input, LIF Input, HIF Output, LIF Output. - The y-axis represents the percentage of firms reporting co-operation, ranging from 0% to 100%. - For each category, there are four bars representing the years 2004, 2006, 2008, and 2010. - The legend indicates that blue squares represent 2004, red squares represent 2006, green squares represent 2008, and purple squares represent 2010. </img> Figure 5.1 shows that collaboration with internal partners is considerably more frequent for HIFs than LIFs, reaching approximately 40% for HIFs and just over 10% for LIFs. There appears to be a trend toward increasing levels of internal... \<page_number>51\</page_number> collaboration as time passes, and little difference between Input and Output measures. Market-related Cooperation with Clients Fig 5.2 Cooperation with Clients among HIFs and LIFs by Input and Output <img> A bar chart showing the frequency of reporting cooperation among HIFs and LIFs over four years (2004, 2006, 2008, 2010). The x-axis shows the types of firms (HIF Input, LIF Input, HIF Output, LIF Output) and the y-axis shows the percentage of firms reporting cooperation (from 0% to 100%). For HIF Input, the bars for 2004, 2006, 2008, and 2010 are approximately 30%, 35%, 45%, and 55% respectively. For LIF Input, the bars for 2004, 2006, 2008, and 2010 are approximately 10%, 15%, 20%, and 25% respectively. For HIF Output, the bars for 2004, 2006, 2008, and 2010 are approximately 35%, 45%, 65%, and 75% respectively. For LIF Output, the bars for 2004, 2006, 2008, and 2010 are approximately 15%, 25%, 35%, and 45% respectively. </img> Figure 5.2 shows firms' cooperative activities with their clients. The overall frequency of collaboration is fairly low, but is markedly higher for HIFs than for LIFs. There appears to be a general, if inconclusive, trend toward increasing levels of collaboration over the various time periods for HIFs, with a large increase for HIFs in 2008 and 2010. There are few major differences between Input and Output measures. These results suggest that collaboration with clients is relative infrequent but is important for HIFs in the later surveys. \<page_number>52\</page_number> Cooperation with Competitors Fig 5.3 Cooperation with Competitors among HIFs and LIFs by Input and Output <img> A bar chart showing the percentage of firms reporting co-operation over time (2004, 2006, 2008, 2010) for HIF Input, LIF Input, HIF Output, and LIF Output. The y-axis ranges from 0% to 100% in increments of 10%. The x-axis shows four categories: HIF Input, LIF Input, HIF Output, and LIF Output. For each category, there are bars representing different years: - For HIF Input: 2004 (blue), 2006 (red), 2008 (green), 2010 (purple). - For LIF Input: 2004 (blue), 2006 (red), 2008 (green), 2010 (purple). - For HIF Output: 2004 (blue), 2006 (red), 2008 (green), 2010 (purple). - For LIF Output: 2004 (blue), 2006 (red), 2008 (green), 2010 (purple). </img> Next we examine firms’ cooperation activities with competitors. Again we find that the overall frequency of collaboration is fairly low, but is higher for HIFs than for LIFs. There appears to be a general, if inconclusive, trend toward increased collaboration, and few major differences between Input and Output measures. \<page_number>53\</page_number> Cooperation with Consultants Fig 5.4 Cooperation with Consultants among HIFs and LIFs by Input and Output <img> A bar chart showing the percentage of firms reporting co-operation over time (2004, 2006, 2008, 2010) for HIF Input, LIF Input, HIF Output, and LIF Output. The y-axis ranges from 0% to 100% in increments of 10%. The x-axis shows four categories: HIF Input, LIF Input, HIF Output, and LIF Output. For each category, there are four bars representing different years (2004, 2006, 2008, 2010). The bars are color-coded: blue for 2004, red for 2006, green for 2008, and purple for 2010. Legend: Reporting Co-operation </img> We next consider firms' cooperation with consultants. The overall frequency of collaboration with consultants is higher than for collaborations with clients and competitors for HIFs, but the figures for cooperation with LIFs is similar to the other collaboration measures, suggesting broadly lower collaboration levels among LIFs. There appears to be a similar general toward increased collaboration over time for HIFs, and few major differences between Input and Output measures. \<page_number>54\</page_number> Institutional Cooperation with HEIs Fig 5.5 Cooperation with HEIs among HIFs and LIFs by Input and Output The data on collaboration with universities shows that it is relatively less common than some other measures, though HIFs are disproportionately more likely to cooperate with universities. Rates of collaboration with universities remained low over time for LIFs, but appeared to increase for HIFs. <img> A bar chart showing the percentage of firms reporting co-operation with HEIs (both input and output) across different years (2004, 2006, 2008, 2010). The x-axis represents different types of input/output (HIF Input, LIF Input, HIF Output, LIF Output), while the y-axis represents the percentage of firms reporting co-operation (from 0% to 100%). The bars are color-coded by year: - 2004: Blue - 2006: Red - 2008: Green - 2010: Purple </img> \<page_number>55\</page_number> Cooperation with Government Research Organisations Fig 5.6 Cooperation with Government Research Organisations among HIFs and LIFs by Input and Output <img> A bar chart showing the percentage of firms reporting co-operation over time (2004, 2006, 2008, 2010) for HIF Input, LIF Input, HIF Output, and LIF Output. The y-axis ranges from 0% to 100% in increments of 10%. The x-axis shows four categories: HIF Input, LIF Input, HIF Output, and LIF Output. For each category, there are four bars representing different years (2004, 2006, 2008, 2010). The bars are color-coded: blue for 2004, red for 2006, green for 2008, and purple for 2010. Legend: % Firms Reporting Co-operation </img> Cooperation with government research organisations is the next measure to be considered. The frequency of these interactions are fairly low, though as with the other measures HIFs collaborate more frequently than LIFs. Again there is relatively little difference between Input and Output measures; this is somewhat unexpected as HIFs determined by Input (i.e. high levels of R&D) might be expected to collaborate more with these research organisations than firms that are introducing new products onto the market. \<page_number>56\</page_number> Cooperation with Suppliers Fig 5.7 Cooperation with Suppliers among HIFs and LIFs by Input and Output Some of the highest levels of collaboration in this dataset are observed for collaboration with suppliers, suggesting that innovation throughout the supply chain is a key component of innovative behaviour among HIFs (although similarly to internal collaboration LIFs also show high levels of collaboration). There again seems to be a general trend toward increased collaboration, particularly for HIFs in 2008 and 2010, and few differences between Input and Output measures. Determinants of cooperation In this section we report the results of a series of logit models estimations for the cooperation patterns with different type of partners (internal, market/private and institutional). For ease of interpretation we report and discuss the marginal effects. As with the previous analysis, the core variables in each model are as follows: - Firm age (and its squared term) - Industry sector - Science graduate share of total employment - Firm employment size (and its squared term) \<page_number>57\</page_number> - Innovation input measure dummy - Innovation output measure dummy Separate models are estimated for each cooperation partner for 2004, 2006, 2008 and 2010. Internal cooperation (within group) The results of the logit model in the Appendix Table 5.1 show no significant association of age of firms with the likelihood to cooperate internally. This is persistent over time. Interestingly, firms with a higher share of science graduate employees tended to cooperate within their group more. This tendency was persistent over time, though not very strong. There is a positive, non-linear association between size and the likelihood to cooperate within groups. This is likely to be due to the cooperation ties established between large firms and their affiliates. We find a significant, positive and persistent association of firms’ innovation intensity, both in terms of input and output, with the probability to cooperate internally. There is no significant sectoral specificity in the probability to cooperate internally, with the exception of the service-sector. Overall, firms’ characteristics that are significantly – albeit weakly - associated with internal cooperation are the share of science graduate, innovation intensity and size. Market-related cooperation For market-related cooperation we find robust evidence on the role of size, innovation intensity and share of science graduates. All these characteristics are positively associated with the likelihood of cooperating with clients, suppliers, competitors and private consultants. The size effect is consistently not linear, which means that for very large firms this association vanishes. The regression coefficients suggest these associations are positive and significant, though not very strong. Over time the results tend to be consistent. The exception for all types of cooperation is the year 2006, when innovation intensity measured by output turns out to be negatively related to probability to cooperate – unlike the input variable. The most interesting result is the strong sectoral specificity of these relationships: while no significant sectoral specificities are detectable for cooperation with suppliers and competitors, the choice of consultants or clients as cooperation partners has a degree of sectoral specificity with service-sector firms less likely to cooperate. Institutional cooperation The same firms’ characteristics (size, innovation and share of science graduates) hold a persistently positive and significant relation with the probability to cooperate with institutional partners (government and HEI). The significant differences lie in the sectoral specificity. While cooperation with \<page_number>58\</page_number> government is not sector specific – due most likely to horizontal-like type of government intervention for which cooperation might be a spillover effect – cooperation with HEI is typically manufacturing-specific. These results hold over time – with the usual exception of 2006 for the innovation output indicator. Summary This chapter has presented basic descriptive information on the specificity of HIF versus LIF in terms of cooperation behaviour and choice of partners. At the univariate level the key areas of distinction are as follows: - Overall, on average and across all types of cooperation partners, HIF tend to establish more frequent cooperation - There is no remarkable difference between Input and Output measures of innovation in the propensity to cooperate. - The most remarkable differences between HIF and LIF are in the cooperation with HEI and public research organisation, and with suppliers, showing that two different patterns of cooperation emerge: on the one hand the ‘institutional’ model, on the other one a ‘vertical chain’ model, more related to upstream, than downstream, cooperation. The regression analysis has highlighted that: - In general firms’ age is not significantly associated to the propensity to cooperate for innovation. This evidence holds over time, indicating that there is no structural link between age and cooperation in the UK. - Cooperation partners and the establishment of cooperation agreement with external partners turns out to be sector-specific in some cases, namely for cooperation with clients, consultants and HEI. While services are less likely to cooperate with clients compared to primary sectors, manufacturing firms are more likely than their primary and tertiary counterparts to cooperate with HEI. - Firms’ size is generally positively, significantly and persistently associated to the likelihood to cooperate, regardless the type of partners. The relation is however not linear. This suggests that small firms may be at disadvantage in establishing cooperation agreements – assuming that this foster their innovation propensity and performance. - Firms with higher share of science graduates tend to cooperate more, ceteris paribus, and with any kind of partner. This holds over time. - Innovation is positively associated with the tendency to cooperate with any partner. This holds whether we look at input or output measure and over time, with the exception of year 2006 when the output indicator is negatively associated with cooperation. \<page_number>59\</page_number> # 6 Barriers to Innovation ## Introduction This chapter explores the extent and determinants of perceived barriers to innovation, distinguishing amongst (1) financial; (2) knowledge access-related; (3) demand and market-related and (4) regulation-related barriers. The next section introduces the descriptive evidence on the frequency of perception of barriers, while the following section reports the results of logit models estimations on the firms’ characteristics that are most associated with the probability of perceiving barriers as very relevant. ### Perception of barriers to innovation #### Financial obstacles Fig 6.1 Cost of Innovation as a Barrier to Innovation <img>A bar chart showing the percentage of firms reporting cost of innovation as a barrier to innovation over time (2004, 2006, 2008, 2010). The x-axis shows different types of input (HIF Input, LIF Input, HIF Output, LIF Output), and the y-axis shows the percentage of firms reporting this as a barrier to innovation. The bars are color-coded by year: blue for 2004, red for 2006, green for 2008, and purple for 2010.</img> Figure 6.1 shows the percentage of firms who reported cost of innovation and financial issues as barriers to innovation. This is by far the most frequently cited reason given why firms do not carry out innovative activity. The figures show that even HIFs cite cost as a reason for not innovating more, though nearly as many LIFs also cite financial obstacles. This suggests that cost of innovation is a major factor differentiating HIFs and LIFs. The figures also show increases in numbers of LIFs reporting cost as a barrier in 2010, during the recession. This result may be a consequence of the smaller sample size surveyed in 2010 and should be interpreted with care. \<page_number>60\</page_number> Knowledge-related obstacles Figure 6.2 Lack of Knowledge as a Barrier to Innovation <img> A bar chart showing the percentage of firms reporting barriers to innovation over time (2004, 2006, 2008, 2010). The x-axis shows four categories: HIF Input, LIF Input, HIF Output, and LIF Output. The y-axis shows percentages from 0% to 100%. For each category, there are four bars representing different years: - HIF Input: 2004 (around 30%), 2006 (around 25%), 2008 (around 25%), 2010 (around 25%) - LIF Input: 2004 (around 15%), 2006 (around 15%), 2008 (around 15%), 2010 (around 15%) - HIF Output: 2004 (around 35%), 2006 (around 35%), 2008 (around 35%), 2010 (around 35%) - LIF Output: 2004 (around 15%), 2006 (around 15%), 2008 (around 15%), 2010 (around 15%) </img> Lack of knowledge appears to be a relatively less daunting concern to firms compared to cost. Comparatively few firms reported this as being a problem, suggesting that firms may either have the knowledge they need, or lack the knowledge they need and are unaware of it. The difference between LIFs and HIFs is small, with HIFs reporting more barriers than LIFs. \<page_number>61\</page_number> Market-related obstacles Figure 6.3 Lack of Market Understanding as a Barrier to Innovation <img> A bar chart showing the percentage of firms reporting barriers to innovation over time (2004, 2006, 2008, 2010) for High Input Firms (HIFs) and Low Input Firms (LIFs) in terms of input and output. The y-axis ranges from 0% to 100%. The x-axis shows four categories: HIF Input, LIF Input, HIF Output, LIF Output. For each category, there are four bars representing different years: - For HIF Input: 2004 (around 25%), 2006 (around 25%), 2008 (around 25%), 2010 (around 25%) - For LIF Input: 2004 (around 15%), 2006 (around 15%), 2008 (around 15%), 2010 (around 15%) - For HIF Output: 2004 (around 25%), 2006 (around 25%), 2008 (around 25%), 2010 (around 25%) - For LIF Output: 2004 (around 15%), 2006 (around 15%), 2008 (around 15%), 2010 (around 15%) </img> Lack of demand and market understanding appears to be a relatively similar type of concern to lack of knowledge. For most of the sample approximately one-fifth of firms reported this as being a problem, suggesting that most firms perceive they have the knowledge and potential demand they need, suffer more from financial constraints. The difference between LIFs and HIFs is small, with HIFs reporting more barriers than LIFs but only barely. \<page_number>62\</page_number> Regulation obstacles Fig 6.4 Regulation as Barrier to Innovation <img> A bar chart showing the percentage of firms reporting barriers to innovation over time (2004, 2006, 2008, 2010). The x-axis shows different types of innovation input measures (HIF Input, LIF Input, HIF Output, LIF Output) and the y-axis shows the percentage of firms reporting barriers to innovation ranging from 0% to 100%. The bars for each year show the percentage of firms reporting barriers to innovation for each type of input measure. </img> This measure refers to other potential factors preventing innovation, such as regulation, standards, or lack of interest from customers. As before there are (small) increases in reported barriers to innovation after the recession for LIFs and a decrease for HIFs that are picked up in the 2010 survey. Determinants of perception of barriers to innovation In this section we report the results of a series of logit models estimations for the firms’ characteristics that are most associated to the perception of financial, knowledge, market and regulation barriers. For ease of interpretation we report and discuss the marginal effects. Again, the firms’ characteristics are proxied by the core variables included, as above, in each model: - Firm age (and its squared term) - Industry sector - Science graduate share of total employment - Firm employment size (and its squared term) - Innovation input measure dummy - Innovation output measure dummy \<page_number>63\</page_number> Separate models are estimated for each type of barriers for 2004, 2006, 2008 and 2010. Financial obstacles The Appendix 6.1 reports the logit estimations of firms’ characteristics affecting the probability of perceiving financial barriers as relevant. Age is not significantly associated to the perception of financial barriers (except for the 2008 CIS wave). The human capital endowment of science graduates is positively – albeit very weakly - related to the encountering of financial obstacles, and this result is persistent over time. HIFs, both in terms of input and output, are significantly and relatively strongly more likely to perceive financial barriers as relevant. This result is broadly persistent over time. The sign and significance of the sectoral dummies show that the perception of financial barriers is very sector-specific. In particular, non-service sectors are less likely to perceive financial constraints as a bottleneck to innovate. Knowledge barriers The data in Appendix 6.2 shows the results of the effects of firms’ characteristics on the perception of obstacles related to the access to knowledge and information on markets and technology. Here, surprisingly, there are not significant sectoral specificities. The only variables that turn out to be significantly and positively associated to the perception of knowledge barriers are the share of science graduates and the innovation variables. Here too HIFs – both in terms of input and output – tend to perceive knowledge barriers as relevant more frequently than their LIF counterparts. This relation is weaker than the one emerged for financial barriers. This relation is persistent over time – with one exception only in 2006. Market-related barriers While the age of firms does not affect the perception of demand and market related barriers, consistently with the previous results on other types of obstacles, obstacles related to the lack of interest by customers or the presence of incumbent firms in the market is indeed sector-specific. Non-service sectors are less likely to perceive these types of obstacles as substantially affecting their innovation activities. As for financial and knowledge-related obstacles, HIF firms are more likely to perceive demand and market structure as impeding factors, although the coefficients are lower than the case of financial obstacles. These are seen for 2004 and 2006 but not for 2008 and 2010 wave. Interestingly, the size of the firm does not affect the perception of market-related barriers. This is somewhat surprising as we would expect smaller firms to suffer more from market structure and the dominance of larger incumbents. Regulation barriers With regulation-related barriers, they seem to be affected only by the firms being an innovator, both in terms of input and output. All the other firms’ \<page_number>64\</page_number> characteristics, including sectoral affiliation, are not significant or weakly so. This suggests that the need to meet regulation barriers, both national and international, turns out to represent a bottleneck (or is perceived as such) by HIF. Summary This chapter has presented basic descriptive information on the specificity of HIF versus LIF in terms of perception of barriers to innovation. At the univariate level the key areas of distinction are as follows: - Overall, HIF and LIF tend to perceive obstacles to innovation in a similar way, with a slightly higher incidence of obstacles perception for HIF. - There is no remarkable difference between Input and Output measures of innovation in the perception of barriers. - The most remarkable differences across types of barriers are in the financial obstacles, which appear to be the most constraining obstacle, for both types of firms. The regression analysis has highlighted that: - Firms’ age does not affect the perception of (any type of) barriers. This evidence holds over time - The perception of market-related barriers – i.e. lack of demand or the presence of large incumbent firms – is, plausibly, sector-specific, along with financial obstacles (albeit more weakly). Knowledge and regulation barriers are perceived as relevant indistinctively across sectors. - Except for regulation barriers, the more firms are endowed with science graduates the more they tend to perceive barriers to innovation as relevant. This is structural across CIS waves. - The strongest result is related to the HIFs. Being highly innovative – both in terms of input and output – is associated with a significantly higher probability to perceive barriers as relevant. This is particularly strong for financial obstacles and is relatively persistent over time. - Size, in general, does not influence whether firms perceive barriers as relevant, except for knowledge barriers which seems to be marginally more relevant for smaller firms. \<page_number>65\</page_number> # 7Conclusion In this study we exploited four waves of the UK Community Innovation Survey and the Business Structure Dataset to explore the characteristics, behaviour and performance of a subsample of Highly Innovative Firms, compared to a control group of Less Innovative Firms. The analysis integrated two methodological approaches: cross-sectional analysis of individual waves of the UK Community Innovation Survey (CIS), and then, panel analysis of a dataset that combines Community Innovation Survey data with longitudinal data from the BSD dataset. Univariate and multivariate econometric models were run, together with a large number of robustness checks. Having rejected findings that were sensitive to the statistical methods or particular waves of the survey, we can be reasonably confident that the main findings reported in this study are robust.\\textsuperscript{5} As the previous chapters have shown the analysis generated a wide range of findings that illuminate our understanding of HIFs. In this concluding chapter we will review those findings and then consider what they imply for our understanding of innovation in the UK, before drawing policy conclusions. To do this we will contextualise the findings in the light of previous academic research on innovation to highlight important overlaps and differences. An important part of this will involve relating the findings to the various models of innovation that are used to inform policy. Main Findings 1. HIFs are similar to LIFs in most regards, but employ more STEM graduates and are more internationally focused. The first main finding is that, for the most part, we do not find that Highly Innovative Firms (HIFs) are readily distinguishable from Less Innovative Firms (LIFs) using traditional firm demographic measures. It is often assumed that there is a particular class of small, young entrepreneurial firms in specific high-technology, science-intensive, sectors concentrated in particular geographic settings, that consistently drive innovation and growth in the economy. We do not find evidence to support this. Instead we find that in general HIFs are no older or younger, no bigger or smaller, and are found in similar sectors and in all regions. While many HIFs are found in high-tech sectors, those sectors also contain many LIFs, and many HIFs are found in low tech sectors. \\textsuperscript{5} The results from the 2010 CIS wave are interpreted with more caution, due to a possible difference in the sampling procedure. \<page_number>66\</page_number> There are some small regional differences, but HIFs are found throughout the country. We do find that LIFs are relatively more dominant in less developed regions of the UK such as the North East, North West and Northern Ireland. HIFs, on the other hand, are relatively more dominant in the East Midlands and South West, and by single innovation measures in the West Midlands, East of England, South East and Scotland. This is an important positive message, as there is a widespread belief that HIFs are concentrated around particularly technology hubs. Our analysis does not show particular regions being disproportionately favoured. If anything, London, which is often considered to be a hub of HIFs, has slightly fewer than expected HIFs. We do, however, find that HIFs can be distinguished from LIFs using more specific metrics. A particularly strong finding is that they have a significantly higher share of employment accounted for by science (STEM) graduates. Importantly, we find that the employment of STEM graduates consistently has a large positive influence on a range of performance metrics. Firms with more science graduates in their total workforce are associated with more R&D, more new to market products, more external co-operation and greater use of external information. This is an important finding with implications for UK science and higher education policy. Conversely, the lack of science graduate employment in LIFs is particularly striking. We find very limited employment of STEM graduates in LIFs, suggesting they may lack internal technical capabilities and also the absorptive capacity to access technology from elsewhere in the economy. Our analysis shows that the median number of STEM graduates employed by LIFs is zero. The significantly greater employment of STEM graduates is likely to be an indicator of more sophisticated human resource investment rather than just investment in science graduates. While the skills needed for innovation will almost inevitably have a high technological component, they also require complementary 'soft skills' of an organisational, managerial and marketing nature. Hence employment of STEM graduates may also be picking up investments in these complementary non-STEM skills, rather than STEM alone. Recent research has shown that overall levels of skills needed across the economy are growing (BIS, 2011) and success is driven by complementary skill sets (Couderdoy et al., 2013). For example, Coad and Timmermans, (2012) find the most successful entrepreneurial ventures are founded by scientists who then team up with someone with a managerial background. HIFs also tend to be much more internationally oriented than LIFs and more focused on exporting to international markets. By contrast LIFs tend to sell into local and regional markets. This international focus tends to be driven by older, larger firms employing more STEM graduates. So while HIFs are not necessarily concentrated in high-tech, science-intensive sectors, we do find HIFs in all sectors with scientifically qualified workforces. Employing these STEM graduates seems to enable firms to network with other institutions, and \<page_number>67\</page_number> sell innovative products and services in international markets, more successfully. From a policy perspective this international export focus is encouraging. Exporting firms have higher levels of productivity and generate higher quality jobs. As Bernard et al., (2007, p. 105) highlight “Across a wide range of countries and industries, exporters have been shown to be larger, more productive, more skill- and capital-intensive, and to pay higher wages than non-exporting firms. Furthermore, these differences exist even before exporting begins.” Exporting firms also benefit local regions by generating local jobs in non-traded local services through a ‘local multiplier’ effect (Moretti and Thulin, 2012). 2. High levels of growth are not persistent. While a small percentage of firms in any particular period are responsible for a large proportion of overall growth, we do not find the same firms across consecutive periods. Nor do we find Highly Innovative Firm status to be associated with being a High Growth Firm. HIFs, especially when measured by output, grow faster than the average firm, but are not more likely than other firms to be in the top 5% of fast growing firms. These finding are consistent with previous research suggesting firm growth is approximately as persistent as our ability to predict a coin toss (Coad, 2009). This research suggests that where exceptional firm growth does deviate from a random walk, it tends to be associated with a very tiny subsample of atypical firms, for example, in the US the tiny number of firms backed by large technologically sophisticated, professional VC funds (Shane, 2008:164). For the firms in our sample, by contrast, in any period of time we will find a small percentage of high growth firms driving the majority of employment growth, but this performance is only weakly carried forward into the next period. With any population of people tossing coins we would similarly expect to find a small percentage of high performance people, and again we would not expect this ‘high performance’ to be carried over into the next period. In fact, we find a small negative autocorrelation between growth in sales and employment in some of our regressions, suggesting firms that grow in one period are slightly less likely to grow in the next. These results suggest it is misleading to assume that a specific small percentage of high performance firms consistently drive employment growth in the economy. While high growth firms may be high performance, by definition, and high performance firms may be highly innovative, by another definition, it does not follow that HIFs will be high growth, or that high growth firms will be highly innovative. This is not surprising as the association of HIFs with HGFs conflates levels and rates of change. In general levels, (such as size, productivity, profitability, height or weight) tend to be much more persistent than rates of change. Across the economy however, there is solid evidence that innovation does lead to macro-economic growth, even if the relationship at the firm level is much less clear. \<page_number>68\</page_number> 3. Highly Innovative and Less Innovative status is persistent The majority of firms in the sample maintain their Highly Innovative or Less Innovative status through the waves of the survey. Only a small percentage (approximately 10%) of LIFs in our sample become HIFs, while the majority of HIFs in 2002 that we can track through the survey’s waves remain HIFs in 2010. This does not mean that there is no movement between the subsamples, only that such movement is substantially less than we find with the growth analysis. This finding is consistent with previous work showing that differences in R&D intensity across firms are highly persistent. Because a large proportion of R&D spending goes on salaries, reducing R&D investments can be very costly for firms as it can cause them to lose their accumulated investments in human capital. Importantly we find that this persistent innovator status is strongly conserved from 2008 to 2010, suggesting few HIFs have been adversely affected by the recession drastically enough to curtail their Highly Innovative status. 4. The Growth Process The fourth main finding relates to the processes that drive growth. Using VAR techniques we have been able to unpick and explore the processes of growth. The analysis suggests that the growth process starts with increased employment, which then leads to future increases in R&D spending and New to Market Products, which in turn lead to future increases in Sales. These results are very similar to analysis we have carried out with a larger UK dataset and more sophisticated econometric techniques that allow us to analyse causality rather than correlations (Coad et al., 2013). This suggests the underlying causal chain is similar to the temporal chain we have identified. Interestingly we do not find in that analysis that profitability is associated with future improvements in performance, suggesting profits are taken as windfall gains rather than reinvested into the firm. Importantly, we do not find evidence for a feedback loop from increased sales to increased employment, which explains why the growth process is episodic rather than self-reinforcing and persistent. 5. HIFs perceive more barriers to innovation than LIFs. HIFs, on average, tend to perceive more barriers to innovation than other firms. These perceived barriers do not seem to affect their relative performance compared to LIFs who, surprisingly, perceive fewer barriers to innovation. Part of the literature has highlighted the presence of “revealed barriers”, which firms detect only when increasing their innovation effort (D’Este et al., 2012; Pellegrino and Savona, 2013). Understanding the relationship between perceived barriers and actual barriers remains difficult and is subject to \<page_number>69\</page_number> significant disagreement in the academic literature because of a lack of counterfactual data on the outcomes that would have happened to the firms had the perceived barriers not been in place. We also find significant differences in views about which barriers to innovation are perceived to be the most problematic. HIFs are particularly concerned about financial constraints and the cost of innovation, which increases in 2010. This contrasts with relatively limited concerns about the costs and impacts of regulation. These findings are consistent with previous research on HIFs that suggests their growth can be constrained by problems accessing managerial and technical skills, and accessing financing (Cowling, 2012; Siepel et al., 2012; Hutton and Nightingale, 2009; Coat et al., 2013). The inverted relationship between perceived barriers and actual innovative performance is also consistent with previous research on managerial cognition and entrepreneurial biases (Lee and Cowling, 2012; 2013). These biases in managerial perceptions suggest a degree of scepticism about the value of self-reported survey evidence of barriers to innovation. Managers and entrepreneurs may not necessarily have a good understanding of what is influencing their performance, and in particular may underestimate the influence of the external competitive environment on outcomes. On a less positive note, we find that the recession is associated with an increased perception that there are barriers to innovation but paradoxically for LIFs not HIFs, when we compare the 2010 survey to previous surveys. Moreover, we find that the positive impact that innovation has on performance across a range of performance metrics declines in this survey. Care must be taken in interpreting these results, but the findings are consistent with a weaker economy subject to financial constraints and decreased demand. These findings are concerning, but they do not reflect the catastrophic impact of the recession on investment in innovation and firms performance in the Eurozone (see Filippetti and Archibugi, 2011). Addressing the Research Questions These findings allow us to answer the research questions set out in the introduction: - Are HIFs better performing than LIFs? Are they also high growth firms, or high performance firms in terms of the magnitude of their output, employment and productivity? We find that there is very little overlap between HIFs and High Growth Firms. HIFs do grow more than LIFs, but are no more likely than other firms to be in the top 5% of high growth firms. By our input measure, Highly Innovative Firms are less likely to be High Growth Firms. - Do HIFs differ from LIFs in terms of their core characteristics? We do not find significant differences between HIFs and LIFs in terms of their core characteristics, with the exception that HIFs tend to employ more science graduates, be more export orientated and more networked and collaborative. \<page_number>70\</page_number> The employment of more science graduates is strongly associated with greater exploitation of external sources of information and the formation of co-operative arrangements with other organisations. - Do HIFs use external sources of information to support their activities to a greater (lesser) extent than LIFs? We find that HIFs are much more extensive in their external engagement. - Are HIFs more (less) likely to develop co-operative ties with external agents? Do they collaborate more closely with scientific institutions, such as universities and publicly-supported research establishments? If they do, are there any sectoral or regional patterns to their collaborations, and how are they influenced by firm characteristics? We find that HIFs collaborate much more strongly with scientific institutions, and that this is significantly enhanced by having STEM employees. In our regressions sectoral and regional control dummies tend to be insignificant, suggesting a lack of sectoral or regional patterns in collaborations. - Do HIFs experience more barriers to innovation than LIFs? We find that HIFs perceive more barriers to innovation than LIFs, despite their superior performance. They are particularly concerned about financial issues, and skill issues, and relatively unconcerned about the impact of regulation. Paradoxically, LIFs tend to perceive more barriers during recessions. Care must be taken in extrapolating from perceived to actual barriers, but these findings are consistent with other studies. It is important to note that firms, including HIFs, experiencing significant barriers to growth, are not necessarily inconsistent with a healthy economy. In a competitive market economy inefficient firms that seek external funding, for example, will be refused and some may exit the market as a consequence. This ‘culling’ process is an important source of productivity enhancement. However, in a recession where over-exposed banks are attempting to reduce their exposure to risk, constraints on lending can be much more problematic. - Have HIFs been adversely influenced by the recent recession? This question is difficult to answer. The 2010 survey contains a smaller data set and in some instances it is unclear if the differences in outcomes for the survey reflect differences in the survey methods or in the economy. However, we do find evidence of an economic shock. Firms are more likely to source external information. We do not find evidence that firms are failing to maintain their HIF status. HIF status is strongly conserved for firms between 2008 and 2010, which is important as it reflects continued investments in intangibles (i.e. R&D spending). These findings contrast with the evidence of significant contractions in innovative investments in some Eurozone countries during the recession (see Filippetti and Archibugi, 2011). Discussion \<page_number>71\</page_number> The core message of these findings is that while both growth and innovative performance are highly skewed they differ in fundamental ways: innovative activity is a long run process in which firms’ positions within skewed distributions are persistent through time, while high growth is a short run process, where firms’ positions within skewed distributions are highly erratic. It is therefore misleading to conflate the small subset of HIFs with the small subset of HGFs and assume a small subset of HIFs drives the majority of employment growth in the economy by growing themselves. In fact it is more useful to regard HGFs and HIFs as distinct. While HIFs grow more than LIFs, they do not overlap with HGFs any more than their proportion in the economy would suggest If one assumes that superior firm-level capabilities are the main driver of firm growth then it is natural to assume that high-growth firms will also be highly innovative, and their superior firm-level capabilities will persistently drive the majority of job creation. This is not the case.\\textsuperscript{6} A key policy message of this analysis is that policy makers should avoid directly conflating high growth firms with highly innovative firms, and recognise that periods of high firm growth are episodic and peter out. This makes it difficult to formulate policy metrics around individual firms, or groups of firms. Innovative performance, on the other hand, is persistent and drives aggregate growth, but does so in complex ways. Our results strongly suggest the High Growth Firm category is problematic for policy makers. It is absolutely clear that Highly Innovative Firms grow faster on average than Less Innovative Firms, but this superior growth may not necessarily be the spectacular growth associated with a tiny subset of High Growth Firms. Long run persistence versus short run volatility The persistence of innovative performance reflects how innovation depends on long term investments in building innovative capabilities. These innovative capabilities do not guarantee success: they only allow firms to start an uncertain development process. Persistent, long-term investment is needed for learning to take place; for customers to understand technical products and services; for relationships to develop within distributed systems of innovation; for technologies to be improved; and for the organisational changes that are often needed to exploit new technology to take place. As a result, the persistence of R&D investment, continuing over many years is often a better predictor of outcomes than the absolute level of R&D spending at a particular point in time (Cefis and Orsenigo, 2011; Lööf et al., 2011). Controlling for past labour productivity, Swedish firms persistently investing in R&D have, on average, 13% higher productivity than firms with no R&D \\textsuperscript{6} High-growth firms are not exclusively high tech or highly innovative. A key stylised fact about them is that they found in all sectors (and in some studies are under-represented in high tech sectors), nor are they necessarily young, or necessarily small (see also, Brown and Mason, 2010). \<page_number>72\</page_number> spending, and 9% higher productivity than firms that occasionally invest in R&D. More importantly they have a 2% higher growth rate in productivity than other firms (Loof et al., 2011, 185).<sup>7</sup> Growth, on the other hand, is also skewed, but is a more intermittent, sporadic activity. It is subject to random, unforeseen setbacks and influenced by factors outside managers' control (Coad, 2009). For example, competitors can launch better products, customers can change their requirements, or substantially expand or contract their orders, and firms' plans to expand into new markets can go awry. Growth is therefore more erratic than innovative performance, with periods of growth followed by periods of contraction and vice versa. The contribution of innovation to economic growth is a long run, gradual background process, driven by the superior, but not typically spectacular, growth of highly innovative firms. By contrast, the rapid firm level growth associated with High Growth Firms tends to be a short run series of largely unrelated episodes of growth and contraction. Hence, policy makers should focus on the aggregate contribution of many highly innovative firms that achieve above average growth rates. These firms make a more significant contribution to UK GDP, than the episodic contribution of a small subset of high growth, and largely less innovative firms. The Importance of Complementary Assets The reasons there is only this limited direct relationship between innovation and firm growth is because there is a difference between firms creating value and firms capturing value (Teece, 1982). As highlighted earlier, firms need assets to create value, such as persistent investments in innovative capabilities. However, they also need "complementary assets" to capture the value their innovations created. For example, assets like well known brands, sales forces, links to customers, managerial skill, financial resources, production facilities, channels to market, intellectual property protection, economies of scale and scope in production, etc (Teece, 1982). Firms that innovate but lack these complementary assets may not capture the benefits of innovation. Because innovation is an increasingly distributed process, and innovative firms won't necessarily have all the complementary assets in place they need, the firms that innovate (create value) are not necessarily the same firms that capture that value. Moreover, firms can have the complementary assets needed to capture the value created by other firms, further complicating the link between innovation and growth. ______________________________________________________________________ <sup>7</sup> Cefis and Ciccarelli (2005) analysis of persistent R&D spenders in the UK finds they are similar to the HIFs in our sample: they are larger, more export orientated, more skill intensive, have higher sales and value added per employee, and are more likely to belong to a multinational group (Loof et al., 2011, 185). Loof et al., (2011, 203) similarly find persistent R&D spenders in Sweden are larger, more human and physical capital intensive, more export orientated and more likely to be owned by a multinational firm. \<page_number>73\</page_number> The difference between value creation and value capture in our data is indicated by the differences in performance between the input and output based measures of innovation. R&D spending, our input measure, is an indicator of value creation that does not necessarily imply the firm has complementary assets to capture value. On the other hand, our output measure, sales from innovative products and services, indicates firms’ ability to capture at least some value from sales. This output measure of innovation is less persistent than our value creation related input measure. The differences in performance between the two measures indicate the impact of complementary assets. For example, we find that innovative firms measured by output (i.e. that have complementary assets) tend to perform better and are more likely to collaborate up and downstream than innovative firms measured by inputs (i.e. value creation). These findings suggest too many innovative UK firms have unbalanced business models that under-emphasise value capture. This distinction has a number of important implications: Firms may innovate, but the benefits of that innovation may spill over into the rest of the economy and accrue to their customers, suppliers, competitors or unrelated firms elsewhere in the international economy. This is why the indirect contribution of innovation to economic growth is typically more significant than the direct contributions generated by the growth of innovative firms. Secondly, the connections between innovation and economic growth, and innovation and firm growth are indirect and long term. Innovation does not generate growth in the economy only through innovative firms growing. Thirdly, the inability to capture all the value of innovation reduces the incentives to innovate, and can potentially cause innovative investment to fall below its economically optimal level. This is one reason why public returns to innovation are generally higher than private returns. Lastly, the mismatch between value creation and value capture increases the risk of ‘systems failures’ within a National System of Innovation where the trade off between incentivising innovation and encouraging its diffusion are misaligned. The core findings of this study – that innovative firms grow more but are no more likely to be HGFs; that HIFs employment of STEM graduates is associated with stronger performance; the nature of the growth process found in the VAR analysis; and the superior performance of HIFs measured by output compared to HIFs measured by input - are all consistent with the importance of the distinction between value capture and value creation. However, the distinction is rarely incorporated into the models of innovation that inform public policy. These tend to assume the ability to capture value is in place, and therefore miss its importance. Models of Innovation \<page_number>74\</page_number> UK innovation policy is developed through pragmatic learning, independent evaluations and through the use of models of innovation that allow empirical evidence to be contextualised and turned into policy implications. The findings of this report do not fit particularly well with existing models. The traditional Solow growth model, discussed in the introduction, for example, assumes technology is generated outside the economic system and assumes firms converge on a long run capital-labour ratio determined by the prevailing technology. The analysis instead shows the endogenous generation of innovation by firms in the economy. Rather than a harsh Darwinian selection environment, in which high quality firms displace poor quality firms, we instead find a lack of convergence and poor productivity firms remaining in the economy for extended periods. A second model of innovation, drawing on endogenous growth theory, assumes more realistically that private investment in R&D drives technical change, which leads to increasing returns to scale, and therefore firm growth and economic growth. It also assumes (correctly) that technology has a partly public-good nature, and the benefits of investments in innovation spill over to other firms in the economy. The problem with this theory is that R&D levels and R&D growth do not have a particularly strong connection to firm growth or productivity growth at the firm level, and no strong immediate relation to growth at the economy level. In some instances countries spending more on formal R&D can perform worse in comparisons (i.e. the USSR v Japan in the 1970s) (Freeman, 1995). Schumpeterian models of innovation-driven growth draw on Schumpeter’s theory that entrepreneurs have unique insights that allow them to recognise opportunities, create new innovations, and exploit them in new firms. These Schumpeterian firms then grow to displace existing incumbent firms, (who are themselves former innovators), and disrupt existing industries. This model has many benefits: it is simple, it avoids policy makers having to make discretionary choices, and has led to significant indirect benefits through increasing public investment in research. The distinction in neo-Schumpeterian models between R&D intensive ‘frontier innovation’ and less R&D intensive ‘imitation innovation’ helps explain why R&D and productivity growth at the firm level and R&D and growth at the economy level have a weak and in the second case sometimes negative relationship. Fast growing firms and nations are often catching up with the technological frontier, and therefore tend to adopt less R&D intensive forms of innovation. Moreover, the model highlights the need for broader economic conditions to be in place to allow innovation to generate growth, such as competition policy that encourages entry and exit, investments in higher education, and appropriate credit and labour markets (Aghion et al., 2005). There are, however, a number of problems with this model. The model typically assumes 1) entrepreneurs find fully formed innovations that are radical enough to disrupt existing industries; 2) innovations come from new knowledge, which has its ultimate source in university research; 3) value capture is unproblematic and innovations are best commercialised in new entrepreneurial firms that grow and displace existing firms; so that 4) higher growth is associated with a higher \<page_number>75\</page_number> rate of firm turnover and entrepreneurial market entry. As a result, it implies that innovation is an inventive event that generates new innovations in a fully formed state. Instead, innovation is better understood as a distributed, long-term process of experimental adaptation that turns primitive, early stage inventions into commercially viable innovations and often continues after the product is launched (Rosenberg, 1976). By assuming innovations emerge in a fully formed state, the Schumpeterian model over-emphasises new-to-the-world radical innovations, and misses the economic importance of incremental changes and the diffusion of established, new-to-the-firm technology. Hence it is really a theory of invention rather than innovation, or a theory of innovation with the innovation process left out. Moreover, by assuming firms capture all value of their innovations, the Schumpeterian model misses how much is available for other firms to exploit. The data on the persistence of R&D investment suggests that firms don’t just produce innovations and then stop, but have to keep investing to modify and incrementally improve their technology. The misleadingly sharp distinction between innovation and diffusion under-estimates the costs of this activity and therefore how easy it is for firms to improve their innovative performance (Rosenberg, 1976). The Schumpeterian model also over-estimates the importance of R&D, research and hence universities as sources of innovation. The data in the report shows that HIFs are not just found in sectors with high R&D intensities, and while universities are important sources of information and collaboration, they are less important than most other sources. Moreover, the model sees universities as sources of new innovations, rather than organisations that generated talented graduates and support firms solving problems that emerge during their own innovation processes. Lastly, by assuming innovations emerge in a commercially viable form, and value capture is unproblematic, the model also mistakenly assumes that new firms will have an absolute advantage, and be the best places to commercialise new technology. Our results suggest that younger and smaller firms do have some advantages related to their flexibility, but also disadvantages related to their lack of complementary assets. Younger firms tend to have higher sales growth and employment growth at more advanced HIFs and are more likely to translate their HIF status into HGF status. Older and larger firms, on the other hand, are more likely to have an extended market reach and be exporting. These relative strengths and weaknesses suggest different kinds of firms will therefore be more or less appropriate under different conditions. Policy Implication: Post-Schumpeterian Innovation Policy Addressing the weaknesses of the Schumpeterian policy model would involve complementing a focus on value creation with much greater emphasis on value capture and the importance of complementary assets. It would complement a focus on R&D and the production of radical, new-to-the world innovations with a greater attention to incremental adaptation and diffusion of existing innovations, \<page_number>76\</page_number> distributed along complex supply chains. And lastly, it would involve a greater appreciation of the incremental, experimental, uncertain nature of innovation, and hence the need for persistent investment in upstream capabilities and skills. We expand on these points below. 1. Balance the current focus on value creation with more focus on value capture. Currently UK innovation policy is aimed at creating value, typically in the form of new to the world innovations. The lack of attention to value capture can help explain some of the problems that have affected policies that focus on value creation alone. For example, support for university spin-outs often produces firms that lack the complementary assets they need to capture value, with the result that many fail to achieve their potential. Few of these firms grow, and many are acquired by larger foreign firms with more complementary assets who are better positioned to exploit the technologies the firms create. A greater emphasis on value capture may lead to these policies being rethought. Supporting firms to build complementary assets would also enhance their ability to exploit other firms’ innovations, which would help diffuse productivity enhancing technology and upgrade the long tail of weaker firms in the UK economy. However, an additional focus on value capture complicates policy making, as it needs to take account of the trade-off between providing incentives for firms to innovate (which leads to policies that support firms capturing benefits), and encouraging wider public benefits through the diffusion of technology (which encourages firms having more limited ability to capture benefits). 2. Enhance capabilities and skills. The second policy implication follows from the first and involves emphasising the value of enhanced capabilities and skills. The analysis suggests that many LIFS lack the basic capabilities to create and capture value, and are often seemingly unaware of constrains on their innovative potential. Policies that help them upgrade their capabilities, such as continuing support for the diffusion of STEM graduates and post graduates throughout the economy might be beneficial. The results highlight the value of investment in STEM graduates, which is likely to be an indicator of more sophisticated HR practices, and hence of high quality management. The chain of influence found in the VAR analysis also suggests policy should consider the upstream capabilities that need to be in place. For example, policies that attempt to increase sales directly may be ineffective if they do not take into account the need for prior investments in people and skills. Indirect policy interventions to increase sales by increasing employment might therefore be useful as complements to policies directly focused on growth. Without this upstream capability policy may not be effective, particularly if it incorrectly assumes feedback loops in the chain are in place. For example, tax breaks intended to free cash for reinvested may end up allowing entrepreneurs to achieve their target income earlier, and hence reduce, rather than increase, economic activity (Dosi, 2011; Cowling, 2009). \<page_number>77\</page_number> 3. STEM and Universities The third key policy message of the analysis is the importance of STEM graduates and skills more generally to the economy. The findings of the report highlight again that the value of public investment in research comes primarily through the production of trained graduates and post-graduates, who have the ability to solve complex technical problems and network more effectively, as well as from the production of technology or university spin out firms. It is the production of ‘talent not technology’ to borrow the title of a previous study (Salter et al., 2000). The findings on the value of STEM graduates in this report suggests policy makers would benefit from thinking of the UK science-base as a set of institutions that contributes as much to the demand for innovation than its supply. Outside the pharmaceutical industry, university research is a much less important source of innovation than firms’ internal activities and links to customers and suppliers. However, public investment in research generates talented graduates who work in industry, and use their problem-solving skills to reduce the costs and increase the economic benefits of innovation. This increases the demand for innovation and encourages its exploitation and diffusion. It would therefore be useful to change how we think about the typical innovative firm. The typical Highly Innovative Firm in the UK is often thought of as a university biotech spinout in Cambridge or London that directly draws on scientific research. Our analysis suggests it might be more useful to think of it as an engineering company which could: (i) be based anywhere in the UK; (ii) draw on the university system to source STEM graduates; and (iii) innovate in collaboration with its customers and suppliers, within complex, international supply chains and networks. Thinking of innovative firms in this way focuses attention on the role of universities in producing talent, rather than technology, and on the importance of balancing value creation and capture in the complex inter-firm networks that support innovation in the UK. While university research is a vital part of the UK innovation system, and is regularly exploited by a wide range of HIFs, engagement with other firms along supply chains is a more important contributor to innovative activity that is enhanced by the employment of STEM graduates. University research is important, but the less photogenic production of highly skilled, well-trained graduates should remain the key priority. This suggests that concentration of research funding in a smaller number of institutions to boost radical innovation may be economically counter-productive if the overall quality and quantity of STEM graduates being produced is reduced. 4. While firm growth is important for policy, High Growth Firms are not. The final policy recommendation emerging from this study is the suggestion that the emphasis on High Growth Firms is misplaced. The erratic nature of growth means that such firms do not provide a useful framework for developing policy. Thinking high growth firms lead to a high growth economy involves a \<page_number>78\</page_number> composition fallacy and conflates net and gross job creation. Firms both create and destroy jobs, with high levels of job creation often correlated with high levels of job destruction, reflecting unproductive churn in the economy, rather than economic growth. While encouraging firm growth is a useful policy objective, and much more useful than encouraging entrepreneurial market entry (Nightingale and Coad, 2013), the results of this study suggest it requires a nuanced approach that takes account of the causal chains involved. The lack of feedback loops that would make growth self-sustaining, and the importance of firms developing complementary assets to capture value, suggest the focus on HGFs, which do not persistently grow, is unhelpful. Conclusion In conclusion, the contribution of highly innovative firms to the economy is not simple. Innovation contributes to economic growth through a long run process, and is based on a persistent investment in innovative capabilities. Firm growth on the other hand is a short run phenomenon in which firms move in and out of growth in an erratic way. While it is useful to recognise that both innovation and growth are highly skewed, it is also important to recognise this difference, as the small percentage of firms that generate the majority of growth in any particular period will not be the same firms later on. Recognising these differences helps avoid a composition fallacy that conflates the growth of the economy with an economy with many high growth firms. The long lags between investment in innovation and its rewards and the difference between value creation and capture all complicate the connection between innovation and economic growth. As a result, the relationship is much like the relationship between the tide coming in (innovation-driven macro-economic growth) and boats bobbing up and down on waves (firm growth). That a small percentage of boats will be buoyed up higher than others is not a particularly informative metric, with the consequence that HGF status is not particularly useful for policy makers. To create and capture innovative value, firms need to persistently invest in capabilities and complementary assets. The research has shown these are strongly linked to employment of STEM graduates who enable firms to link to external institutions and develop new products and services for international markets. Employment growth more generally starts the processes that drive growth, with investments in new employees preceding increased investment in innovation, the generation of sales from new products and services, and finally increases in overall turnover. Importantly, we do not find evidence for a feedback loop that would start this process again, which explains why growth is episodic, rather than persistent in the UK. 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The Shaky Start of the UK Small Business Research Initiative (SBRI) in Comparison to the US Small Business Innovation Research Programme (SBIR). Available at SSRN 2205156. Verspagen, B (1997). Estimating international technology spillovers using technology flow matrices’, Weltwirtschaftliches, 133, (2): 226-248. Veugelers, R., & Cincera, M. (2010). Young leading innovators and EU’s R&D intensity gap. \<page_number>83\</page_number> Published in 2014 by BIS URN BIS/14/643 © Crown Copyright 2014 This document can be accessed online at: https://www.gov.uk/government/organisations/department-for-business-innovation-skills Postal enquiries should be addressed to: BIS 1 Victoria Street London SW1H 0ET Email enquiries should be addressed to: edward.woolley@bis.gsi.gov.uk The views expressed in this report are the authors' and do not necessarily reflect those of BIS or the Government. \<page_number>84\</page_number>	ENGLISH
3209-pdf	<img>DERBYSHIRE County Council logo</img> # ICT Guides ## PowerPoint – What’s New in 2013? Find what you need Click any tab on the ribbon to display its buttons and commands. Use contextual tabs Someribbons appear only when you need them. For example, when you insert or select a picture, the Picture Tools Format tab appears. Manage your presentations Click the File tab to open, save, print, and manage your presentations. Show the content you want Switch views or show or hide notes and comments. See more options Click this arrow to see more options in a dialog box. Get help Click here or press F1. Need more space? Click here or press CTRL+F1 to hide or show the ribbon. Use the Format pane Use this handy pane to apply formatting to pictures, video, SmartArt, shapes, and other objects. Zoom in and out Slide this bar to the left or right to zoom in or out on slide details. 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Theme variations When you choose a theme, PowerPoint offers you variations with different color palettes and font families. <table> <tr> <td style="vertical-align:top;"> <div style="width:50%; height:100%;"> <div style="position:absolute; top:0; left:0; width:100%; height:100%;"> <div style="position:absolute; top:0; left:0; width:100%; height:100%;"> <div style="position:absolute; top:0; left:0; width:100%; height:100%;"> <div style="position:absolute; top:0; left:0; width:100%; height:100%;"> <div style="position:absolute; top:0; left:0; width:100%; height:100%;"> <div style="position:absolute; top:0; left:0; width:100%; height:100%;"> <div style="position:absolute; top:0; left:0; width:100%; height:100%;"> <div style="position:absolute; top:0; left:0; width:100%; height:100%;"> <div style="position:absolute; top:0; left:0; width:100%; height:100%;"> <div style="position:absolute; top:0; left:0; width:100%; height:100%;"> <div style="position:absolute; top:0; left:0; width:100%; height:100%;"> <div style="position:absolute; top:0; left:0; width:100%; height:100%;"> <div style="position:absolute; top:5px; left:-5px; width:auto; height:auto;"> <img>PowerPoint window showing "Recent" presentations.</img> </div> <div style="position:absolute; top:-5px; left:-5px; width:auto; height:auto;"> <img>PowerPoint window showing "Other Presentations" button.</img> </div> </div> </div> </div> </div> </div> </div> </div> </div> </div> </div> </div> </div> </div> </td> <td style="vertical-align:top;"> <p>Sign in to Office<br/>Sign into your account and access the files you've saved to the cloud from anywhere.</p> </td> </tr> </table> <table> <tr> <td style="vertical-align:top;"> <p>Open a recent presentation<br/>It provides easy access to your most recently opened presentations.</p> </td> <td style="vertical-align:top;"> <p>Use a featured theme<br/>Choose a built-in theme to start your next presentation. These work well for both widescreen (16:9) and standard screen (4:3) presentations.</p> </td> </tr> </table> <table> <tr> <td style="vertical-align:top;"> <p>Find other files<br/>Browse to find presentations and other files stored on your computer or in the cloud.</p> </td> <td style="vertical-align:top;"> <p>Choose a template category<br/>Click the template categories below the search box to find some of the most popular PowerPoint templates.</p> </td> </tr> </table> <table> <tr> <td style="vertical-align:top;"> <p>Start from scratch<br/>To start a new presentation, click Blank Presentation.</p> </td> <td style="vertical-align:top;"> <p>Theme variations<br/>When you choose a theme, PowerPoint offers you variations with different color palettes and font families.</p> </td> </tr> </table> Controlled <img>DERBYSHIRE County Council logo</img> # How to get help with PowerPoint 2013 If you've been using earlier versions of PowerPoint, you'll probably have questions about where to find certain commands in PowerPoint 2013. There are many free resources available to help you learn PowerPoint 2013, including training courses, Getting Started help topics and videos, and basic tasks. To find these materials, click the PowerPoint Help button (the question mark) in the upper right corner of the PowerPoint window. # Create custom ribbon tabs and groups You can create custom tabs or groups on the ribbon and add buttons with the commands you want. Right-click any ribbon tab or group, and then click Customize the Ribbon. <watermark> WingTip Toys_Facet - PowerPoint VIEY Customize Quick Access Toolbar... Show Quick Access Toolbar Below the Ribbon Customize the Ribbon... Collapse the Ribbon </watermark> Next, add commands from the PowerPoint Options box. For example, you could create a tab called Frequent, and then add some of your most frequently-used commands to a custom group on this tab. If you make a mistake, you can use the Reset button to go back to the default (“factory”) settings. Some older PowerPoint commands don't appear on the ribbon, but they're still available. In the PowerPoint Options dialog box, click Customize Ribbon, and then, in the Choose commands from list, select Commands Not in the Ribbon. Now find the commands you want and add them to a custom ribbon tab or group. Controlled Things you might be looking for Use the list below to find some of the more common tools and commands in PowerPoint 2013. <table> <tr> <td>To...</td> <td>Click...</td> <td>And then look in the...</td> </tr> <tr> <td>Open, save, print, share, send, export, convert, or protect files</td> <td><strong>File</strong></td> <td>Backstage view (click the commands in the left pane).</td> </tr> <tr> <td>Add slides, apply a layout, change fonts, align text, or apply Quick Styles</td> <td><strong>Home</strong></td> <td><strong>Slides</strong>, <strong>Font</strong>, <strong>Paragraph</strong>, <strong>Drawing</strong>, and <strong>Editing</strong> groups.</td> </tr> <tr> <td>Insert tables, pictures, shapes, SmartArt, WordArt, charts, comments, Header and footer, video, or audio</td> <td><strong>Insert</strong></td> <td><strong>Tables</strong>, <strong>Images</strong>, <strong>Illustrations</strong>, <strong>Comments</strong>, <strong>Text</strong>, and <strong>Media</strong> groups.</td> </tr> <tr> <td>Apply a theme, change the color of a theme, change the slide size, change the background of a slide, or add a watermark</td> <td><strong>Design</strong></td> <td><strong>Themes</strong>, <strong>Variants</strong>, or <strong>Customize</strong> groups.</td> </tr> <tr> <td>Apply or adjust the timing of a transition</td> <td><strong>Transitions</strong></td> <td><strong>Transition</strong> and <strong>Timing</strong> groups.</td> </tr> <tr> <td>Apply or adjust the timing of an animation</td> <td><strong>Animations</strong></td> <td><strong>Animation</strong>, <strong>Advanced Animation</strong>, and <strong>Timing</strong> groups.</td> </tr> <tr> <td>Start a slide show, set up a slide show, specify monitors for use with Presenter view</td> <td><strong>Slide Show</strong></td> <td><strong>Start Slide Show</strong>, Set Up, and Monitors groups.</td> </tr> <tr> <td>Check spelling, enter and review comments, or compare presentations</td> <td><strong>Review</strong></td> <td><strong>Proofing</strong>, <strong>Comments</strong>, and <strong>Compare</strong> groups.</td> </tr> <tr> <td>Change views, edit a master view, show grids, guides, and rulers, zoom in, switch between PowerPoint windows, and use macros</td> <td><strong>View</strong></td> <td><strong>Presentation Views</strong>, Master Views, Show, Zoom, Window, and Macros groups.</td> </tr> </table> <img>DERBYSHIRE County Council logo</img> Controlled <img>DERBYSHIRE County Council logo</img> # Access frequently used Intuitive tools at your fingertips commands The Quick Access Toolbar, in the upper-left corner of the PowerPoint window, is a great place to add shortcut buttons to the commands you'll use most often. Click the drop-down arrow next to the Quick Access Toolbar to add or remove the commands listed on the shortcut menu. If the command you want to add isn't shown in the list, switch to the ribbon tab where the button resides, and then right-click it there. On the shortcut menu, click Add to Quick Access Toolbar. Controlled <img>DERBYSHIRE County Council logo</img> # Intuitive tools at your fingertips Note that some ribbon tabs appear and disappear, depending on what you're doing. For example, when you insert or select a video, the Video Tools: Playback and Format tabs automatically appear. They appear so you can apply formatting or set playback options for the video. These types of contextual tabs appear any time you insert or select a picture, chart, table, WordArt, or any other object. When you're working on a slide and you right-click the slide background, the right click menu appears, which is loaded with task options. Similarly, the mini toolbar automatically appears whenever you want to perform quick text-related tasks, such as indenting a bullet or applying bold to your text. <table> <tr> <td><img>A screenshot of the mini toolbar with various formatting options.</img></td> <td>Trebuchet</td> <td>28</td> <td>A</td> <td>A</td> <td>...</td> <td>...</td> </tr> <tr> <td><img>A screenshot of the mini toolbar with various formatting options.</img></td> <td>B</td> <td>I</td> <td>U</td> <td>...</td> <td>...</td> </tr> </table> Controlled <img>DERBYSHIRE County Council logo</img> # New default slide size Much of the world's TVs and video have gone to widescreen and HD formats, and so has PowerPoint. In previous versions, the slide ratio was 4:3. In PowerPoint 2013, 16:9 is the new default, but you can change this on the Design tab. If you work with slides in older versions of PowerPoint, or are presenting on older monitors or projectors, you'll want to change the slide ratio back to 4:3. To do so, click Design > Slide Size and then choose 4:3 — or you can set your own custom size. <table> <tr> <td><img>Standard (4:3) checkbox</img></td> <td><img>Widescreen (16:9) checkbox</img></td> <td><img>Custom Slide Size... button</img></td> </tr> </table> Controlled <img>DERBYSHIRE County Council logo</img> # Presenter View setup is automatic If you used Presenter View in previous versions of PowerPoint, you might have had difficulties setting it up. PowerPoint 2013 fixes that headache and makes it simpler to use. All you do is connect a projector and monitor and PowerPoint applies the right settings for you automatically. However, you can also take control manually (switching between the monitor and projector) if you need to. Note that Presenter View no longer requires multiple monitors. Now you can rehearse and use all the tools in Presenter View from a single monitor without hooking up anything else. # PowerPoint on touch devices You can now interact with PowerPoint 2013 on touch devices running Windows 8. Using typical touch gestures, you can swipe, tap, scroll, zoom, and pan your way through your presentations. <img>A hand interacting with PowerPoint 2013 on a touch device.</img> Controlled <img>DERBYSHIRE County Council logo</img> # How to work with people who don't have PowerPoint 2013 Here are some of the things to keep in mind when sharing or exchanging files with people who are using an older version of PowerPoint. <table> <tr> <td>In PowerPoint 2013...</td> <td>What happens?</td> <td>What should I do?</td> </tr> <tr> <td>You open a presentation that was created in PowerPoint 2007 or earlier.</td> <td>In PowerPoint 2013 you'll see the words [Compatibility Mode] on the title bar. This tells you that the presentation is currently saved in the older file format, which doesn't recognize newer features like embedded video, new transition effects, sections, and more.</td> <td>You can continue working in Compatibility Mode. However, if no one you share the presentation with is using PowerPoint 2007 or earlier, it's best to change the file to the newest format. To change the file, click File > Info > Convert.</td> </tr> <tr> <td>If you want to use all of the available PowerPoint 2013 features, you'll need to change the presentation to the newest file format.</td> <td></td> <td></td> </tr> <tr> <td>You save your presentation as a PowerPoint 2013.</td> <td>If a colleague opens your PowerPoint 2013 presentation in PowerPoint 2007 or earlier, a prompt appears with a link to download the free Compatibility Pack. They'll need the Compatibility Pack to open and work with presentations in the new format. If you've included new PowerPoint 2013 features or formatting in your presentation, your colleague (using PowerPoint 2007 or earlier) will see warnings about unsupported features.</td> <td>Before sharing your PowerPoint 2013 presentation with colleagues who use earlier versions of PowerPoint, run the Compatibility Checker tool. To check for compatibility, in PowerPoint 2013, click File > Info > Check for Issues > Check Compatibility. The tool tells you which new features in PowerPoint 2013 aren't supported in older versions. You can then decide whether to remove these features to avoid warnings in earlier versions of PowerPoint.</td> </tr> <tr> <td>You save your presentation as a PowerPoint 2007 or earlier file.</td> <td>If a colleague opens the presentation in PowerPoint 2007 or earlier, the file will open normally — no Compatibility Pack is required.</td> <td>You don't have to do anything, necessarily. When you save your file in the older PowerPoint file format, the Compatibility Checker will run automatically and warn you about any unsupported features, the formatting or feature may not appear in the file, or the objects may not be editable.</td> </tr> </table> Controlled	ENGLISH
3044-pdf	Humanitarian Emergency Response Review 28 March 2011 Chaired by Lord (Paddy) Ashdown [API_EMPTY_RESPONSE] Foreword to the Humanitarian Emergency Response Review "The water started to rise, and it did not stop...the water was already so high and strong that I could not hold on to one of my children and the water swept her away. Luckily someone was there to grab her." Gonaives, Ogé Leandre, Haiti 2008 The people of the United Kingdom know why we respond, individually and as a society, to humanitarian emergencies around the world. They understand that when we are confronted by the image of a child trapped in the rubble of an earthquake, or of a family clinging to the roof of a flooded home, we don't so much commit to help, as feel committed to do so, committed by our shared humanity. It is because the impulse to relieve suffering is rooted in morality that our interventions to relieve suffering at times of disaster must always be driven by need and need alone. Nevertheless, the fact that Britain is prepared to play a full part (and often a leading part) as a member of the international community in order to relieve suffering at times of crisis makes for, not only a more compassionate world, but a safer one too – and that benefits all of us. What is crucial is that when we decide to act, we do so effectively. The fact that, across the country, household budgets are under particular strain at the moment, only underlines the point. People want to know that every pound they give will be a pound spent saving lives and livelihoods. In looking at the way the UK government responds to humanitarian emergencies, this Review has identified much in which the British people can take pride. The Department for International Development, as a policy maker, a funder and a deliverer of aid, has been widely praised for its leading role within the international humanitarian community. But being good is not going to be good enough given the challenges ahead. The scale, frequency and severity of rapid onset humanitarian disasters will continue to grow in the coming years, and at an accelerating pace. Experts predict that climate related disasters could affect 375 million people every year by 2015, up from 263 million in 2010. The reasons for this are many. Rapid population growth, especially in disaster prone areas, is a key factor, especially when combined with continued mass urbanisation; much of it unplanned and unsafe. So too are the changes already underway in sea levels, and in global rainfall and storm patterns – changes that will contribute to significant additional pressure for food and water in the years ahead. We are caught in a race between the growing size of the humanitarian challenge, and our ability to cope; between humanity and catastrophe. And, at present, this is not a race we are winning. Some recently affected countries, like China and Chile have demonstrated remarkable resilience in the face of natural disasters. Even Japan, where the triple catastrophe has led to tremendous suffering, things might have been far worse without preparation. But others, like Haiti or Pakistan, have needed large scale outside help and will continue to do so. The ability of the international humanitarian community to provide this help is threatened by a number of problems; some new, some familiar. Humanitarian Emergency Response Review The first is the global economic crisis, which could make the already slower growing countries of the West less able or willing to provide resources for disaster relief. This gap could be filled by the faster growing ‘emerging’ world economies, but this is far from guaranteed. These countries currently contribute far less to disaster relief, and in any case are likely to remain preoccupied with the relatively high levels of poverty within their own borders. The second is the rising security threat faced by humanitarian workers on the ground, and the increasing difficulties they face in accessing affected populations. The task of providing humanitarian assistance impartially and on the basis of need is hugely complicated by insecurity. The need to work alone or with hostile – even proscribed – groups already presents humanitarian workers with a number of moral and practical problems. These too are likely to grow in number and complexity. Regrettably, the leadership, management and coordination of the international community’s efforts have not risen even to the challenges we currently face. Unless we radically improve the quality of the leadership of the international effort in humanitarian crises, we will not succeed in dealing with what is ahead. For all these reasons, we have concluded that merely improving upon what we have done in the past – enhancing the status quo – will not be sufficient. We must devise new ways to meet the new challenges. There are seven threads to this new approach. These form the structure of this document. First, we need to develop a more anticipatory approach, using science to help us both predict, and prepare for future disasters and conflict. Second, we need to place the creation of resilience at the heart of our approach both to longer-term development and to emergency response. This will require DfID to make humanitarian response a part of its core development work, engaging more closely with local people and institutions so as to strengthen local capacity. Third, we need substantially to improve the strategic, political and operational leadership of the international humanitarian system. Fourth, we need to innovate to become more efficient and effective. Fifth, we need to increase transparency and accountability towards both donor and host country populations. Far from being burdensome, this is in fact a precondition for the improvements we want to see in terms of value for money and impact. Sixth, we need to create new humanitarian partnerships to allow DfID better to influence and work within an increasingly complex humanitarian system. In future, the effectiveness of DfID will depend more on what it can do with others, than on what it can do alone. DfID will need to work more closely with the emerging world powers and with the private sector, as well as with the military. In addition, it will need to nurture its existing partnerships with the EU, the US, other donors, the Red Cross and the international NGOs. Finally, as emergencies become bigger and more complex, so we need to defend and strengthen the humanitarian space. This refers to the need for humanitarian workers to be granted access and protection as they seek to provide humanitarian assistance in conflict affected areas. This in turn will require us to reassert the core humanitarian principles of humanity, impartiality and neutrality; the promise to assist people on the basis of need, regardless of their gender, religion, ethnicity or political allegiance. As DfID seeks to meet these challenges, it will need, in everything it does, to become even more innovative, even more of a learning organisation that is always open and welcoming to new ideas. Foreword to the Humanitarian Emergency Response Review I have been privileged to chair this independent review and am grateful to Secretary of State Andrew Mitchell, not only for asking me to do this, but for enabling me to work with a Senior Advisory Board whose talent, experience and wisdom has contributed so much to this work, with a gifted and committed team of DfID officials who have supported us outstandingly; and with my friend of forty years, Ross Mountain, who, as the Review’s Director, has driven and steered us throughout the seven months of the review process. DfID enjoys a position of respect and leadership in the international community for the work that it has done in the past and still does today. It is our hope that this report will assist DfID to maintain that position of international leadership in the face of the challenges that lie ahead. <img>Paddy Ashdown's signature</img> Lord (Paddy) Ashdown, Chair Humanitarian Emergency Response Review Director: Ross Mountain Senior Advisory Board Members: Andy Bearpark; Barney Mayhew; Carolyn Miller; David Bryer; Elisabeth Rasmussen; Gilbert Greenall; Gordon Conway; Jo da Silva; Mark Bowden; Nici Dahendorf; Randolph Kent; Simon Maxwell; Steffen Stenberg; Sue Wardell; Yasemin Aysan. [API_EMPTY_RESPONSE] Executive Summary Executive Summary The review comes at a time when the humanitarian community faces a number of daunting challenges. Disasters are increasing, as are the numbers of people affected by them. These are set out starkly in the Chair’s forward and in the report itself. The UK is a major contributor in humanitarian crises, and is highly respected for its role. Some of the best known humanitarian organisations are UK based, and the British public gives generously in appeals. The UK government has been the second largest bilateral donor for humanitarian relief in recent years, after the US. This review has found that the UK Department for International Development (DFID), the main conduit through which the government responds, is also well respected and well regarded. It has excellent humanitarian staff, and has played a positive role in improving international response. Nevertheless, the review also concluded that in light of the potential need in years to come, there may have to be step change in the way DFID responds. The review makes a series of high level policy, and some down to earth practical, recommendations intended to bring this change about. Anticipation If we are to meet the challenges ahead, we have to be “ahead of the curve” rather than always behind; preparing for disasters, as well as reacting to them. It is in the nature of disasters and conflict that they cannot be precisely predicted. But we can be more anticipatory in our approach. Hurricane seasons are well known, as are earthquake fault lines. Droughts can be quickly identified. Climate science is improving all the time. Political instability and the conflict it can lead to are reported early. But these early warnings and predictable events are often not acted on in advance, or quickly enough. This means that disaster risk reduction is not being used as a function of the science for better decision making. Part of the answer is for decision makers to act on this information. Devolving decision making to those closest to events is another part, including equipping at risk governments and civil society with the means to act. Resilience The more resilient a nation, the less lasting damage disasters cause and the quicker they can recover. Resilience is about being prepared for disasters, and having good systems for responding to them. It is about investing in infrastructure, like building houses and hospitals that can withstand earthquakes, or schools that double up as cyclone shelters. But it is also about investing in human capacity; strengthening a government’s capacity to respond; creating disaster management structures and plans; giving people support before drought forces them to sell all their possessions. It is about economic planning that recognises disasters can happen and makes provision for them. Where governments are capable of building resilience, then the UK, through DFID should help them to do so. This should be a core part of DFID development work in countries that are at risk, which is the majority of the 27 in which DFID now works bilaterally. Investing in resilience will save lives and money in the future. Mozambique asked the international community for £2 million in 2006 to help prepare for the floods, an amount it could not secure. After the floods the international system spent £60 million responding. Humanitarian Emergency Response Review Leadership Where governments are not able to respond to disasters or in conflict situations they need a strong international system to help out. But too often the international system fails them. Case studies for this review in Haiti and Pakistan make this depressing clearly. The UN is the only legitimate authority that can lead but is often too weak and slow to do so. Change is needed at the strategic and the operational levels. The UN needs to invest in a leadership cadre and ensure its best people are deployed quickly to the biggest and most complex disasters. These leaders need the support of their headquarters and the agencies that do the majority of the work. The same is true of technical leadership – the ‘clusters’. These need dedicated leadership in the biggest emergencies and they need to be strategic, decision-making bodies with national and local groups fully integrated. Lines of authority need to be clearer, and where necessary, institutional changes should be made to make them so. Overall the level of professionalism in the humanitarian sector needs to be raised through better investment in skills and training. The UK has been a strong proponent of change in the international system to date, and can help push this new agenda. Already the heads of the major UN agencies, led by the UN Emergency Relief Coordinator (EREC), are pushing these ideas. DFID should encourage and support further reform, and work with others to deliver the change needed to face future challenges. Innovation When it comes to saving lives in an emergency we need to be as efficient and effective as we can. One of the ways this can be achieved is through greater use of new technologies and new practices, harnessing the best of new science, new processes and the new ideas from those affected. The humanitarian sector has been slow to change. New approaches such as giving people cash (instead of buying them blankets they may not need) have taken years to go to scale. In Pakistan, satellite imagery was available to strategic planners, but not to those responding on the ground. Intractable problems such as the timely provision of shelter have been solved by innovation. While there has been a few successes, such as in nutrition where new food products have proven revolutionary, these have been driven by committed individuals usually without support. DFID has a good track record in supporting innovation. It has provided start-up funding for many new initiatives, and continues to seek solutions to problems like shelter. It helped set up a new innovations fund, with other donors and NGOs. This work needs to be accelerated, and new innovations need to be taken to scale faster. Crucially, there is a need for more investment in research and evidence, as well as new ways of working. Accountability Humanitarian aid helps millions of people around the world each year. The Niger case study for this review alone makes clear that tens of thousands of children were saved from starvation through prompt action, with DFID funding playing a meaningful part. But there is an accountability deficit. The people who are on the receiving end of our assistance are rarely if ever consulted on what they need, or able to choose who helps them or how. This means that gender based issues and the needs of the vulnerable are too often overlooked. Whilst this has long been recognised as an issue, too little has been done about it. Executive Summary Understanding the impact of humanitarian assistance is another area where much work is needed. This is connected to the accountability issue; those who deliver humanitarian aid can only understand their impact if they understand what people need. DFID can help with measuring impact and making those who deliver humanitarian aid more accountable. Linking impact measurement and accountability better to the funds agencies receive is a key recommendation of this review. Humanitarian agencies should also be more accountable to donors, be they governments or the public. Donors have a right to know how – and how well – their money is spent. Partnership The UK is not a large direct provider of humanitarian assistance, preferring instead to work with and through partners. The review endorses this approach; partnership will become even more important as the world becomes more interconnected, as power shifts towards the newly emerging economies, and as greater challenges require more capacity. The UK should remain a committed multilateralist in its approach. Working with partners in other nations, with the United Nations and with civil society organisations makes sense. It combines scarce resources for the best effect. Many of the partners DFID works with in humanitarian response are world-class organisations. Nevertheless, the humanitarian sector in recent years has been seen by many as a ‘closed shop’ with a handful of agencies and donors dominating. Whilst this can be explained (partly by the need for organisations to be seen as neutral and impartial) the system does need to change. This review concludes that DFID needs to become more of a ‘network enabler’, working with existing partners but also developing new and dynamic partnerships with emerging nations, NGOs, the private sector, faith groups and the diaspora. Humanitarian space In conflict zones or failed states, DFID often cannot work directly through the authorities. In such cases there is a fragile ‘space’ into which humanitarian agencies are admitted to help those most in need. They are only ‘allowed’ in, however, when they are viewed as genuinely impartial. Where aid is linked to political or military goals, access can be denied or the quality of staff compromised, making it difficult to reach those most in need. Hence the importance of the key humanitarian principles of humanity, neutrality and impartiality. The review concludes that DFID humanitarian policy should be to support, defend and where possible enlarge this fragile space; to work with agencies that can access and help those in dire need, and not to politicise humanitarian aid. The review also recognises that in complex conflicts, and in situations where the authority of the state has broken down there will be times when military force, mandated by the UN, will be needed to protect civilians and humanitarian workers. In such cases, creating a secure environment both for the civilians and for the conduct of humanitarian work can often be a first priority. Delivering transformational change in DFID To deliver a step change in the way humanitarian assistance is conceived and delivered, DFID will have to make significant changes. The most radical change will involve seeing humanitarian concerns as a core part of DFID programming, rather than something that Humanitarian Emergency Response Review needs to be responded to when it happens. There should be a closer, more integrated relationship between DFID's core development work and the way DFID responds to meet rapid onset emergencies. Such work should also be of central concern to DFID's development partners, such as the World Bank and the UN. DFID should actively support the UN in its efforts to reform its humanitarian leadership. Funding for multilateral and NGO partners needs to become more predictable, so that they can invest in the skills and structures they need to be better prepared. There is a need for fast and flexible funding for the 'critical period' immediately after a humanitarian emergency has happened. Funding should also be available directly to governments for resilient and responsive work, where they are capable, willing and transparent. To introduce a new dynamism into the humanitarian sector DFID needs to reach out to new partners. It needs to work better with new donors and the private sector. It needs to promote innovation and bring new innovations and processes to scale faster. It needs to put the measurement of impact at the heart of its work, and demand accountability and transparency of itself and its partners. It needs to seek value for money, not crudely through comparing costs but through focusing on achieving the best outcomes for affected people and improving the quality of future decision making. It needs to drive radical change, for instance in the supply chain. It needs to improve the way it provides leadership and coordination across the UK government when responding to humanitarian emergencies. Finally, it must become better at communicating what it does, both to those who provide the money, and to those who are the beneficiaries of it. Table of Contents Table of Contents 1. Introduction - How the report is organised - How the review was conducted 1 2. The international humanitarian system - DFID: A leading actor in humanitarian response 3 5 3. Challenges - Increasing disaster risk: the major trends, threats, and probabilities - Responding to increased need 9 9 12 4. Findings 13 4.1 Anticipation 13 4.2 Resilience - Embedding resilience within development programmes - Regional, national and local capacities - Innovative funding models for risk transfer 16 18 18 4.3 Leadership - Strategic leadership - Operational leadership - Human resource capacities 19 20 20 21 4.4 Innovation - Cash based approaches - Shelter - Technology 23 24 25 25 4.5 Accountability - Impact - Addressing the needs of the most vulnerable - Gender 26 27 29 4.6 Partnership - Working with the United Nations and its agencies - Working with the European Union - Working with bi-lateral donors - Working with new donor partners - Working with NGOs - Working with the Red Cross and Red Crescent Movement - Working with the private sector - Working with the military 30 31 32 32 33 35 36 38 4.7 Humanitarian space - Protection of civilians - Security of humanitarian workers 40 40 41 Humanitarian Emergency Response Review 5. Delivering transformational change in DFID 42 5.1 Changing the policy 42 5.2 Delivering differently 43 Shaping the International System 43 Changing the funding model 44 Fast mobilisation funding and pre-crisis arrangements 45 Funding recovery from day one 46 Delivering smarter direct aid 46 Working strategically across the UK government 47 5.3 Changing the structure, shifting resources 49 Managing the response 50 Managing risk 50 5.4 Driving results and value for money 51 Outcomes and effectiveness 53 Outputs and efficiency 53 Inputs and economy 54 The global supply chain 54 5.5 Getting the message across 55 6. Recommendations 58 Introduction 1. Introduction This independent review into how the UK responds to humanitarian emergencies was commissioned by the Secretary of State for International Development and led by Lord Paddy Ashdown. It was asked to consider how the UK should best respond to humanitarian emergencies overseas, and the role the UK should play in the international humanitarian system. The UK is considered one of the leading nations in humanitarian response. In recent years it has been the second largest bilateral humanitarian donor globally, and is widely regarded internationally. The UK is a strong supporter of the multilateral system which provides significant funding and consistently provides experienced staff and relief items to support the response in major emergencies. The British public expects the UK to be a major humanitarian responder. The British public itself gives generously to emergency appeals. In January 2010, the Disasters Emergency Committee (DEC) Appeal for Haiti raised £101 million from the public. The response was especially notable at a time of global economic crisis. This review of how the UK carries out its humanitarian response work comes at a moment of reflection for the international system. As the horrendous events unfold in Japan and over a year after the Haiti earthquake and six months after devastating floods in Pakistan, many of those in charge of major aid agencies are wondering how to meet the challenges of the future. It also comes at a time of change for DFID, which has recently published the findings of its Bilateral and Multilateral Aid Reviews. The review is forward looking. It is not an evaluation of DFID’s work in emergencies to date. Rather, the review notes where past response has been most effective and looks for ways to enhance what has been done well. It aims to build on the UK’s strengths. The scope of the review does not cover long-term chronic humanitarian crises. It focuses on sudden onset disasters or ‘spikes’ in conflict situations, but many of the recommendations will also apply to chronic situations. Creating the best UK response will only go part of the way towards improving the whole system. The review looks at the way the UK can work with other international bodies and UN agencies in emergency situations to ensure that the global response to disasters improves. The UK must work to influence the global system if real improvements are to happen. The UK works through and with partners. Working in partnership is a big part of the review and the proposed future approach. The review sets out where DFID can deepen these partnerships and how. It also looks to new partnerships and how DFID can work best within the UK government. How the report is organised The report is laid out in six sections. This introduction is followed by section two, which briefly describes the international humanitarian system and DFID’s role in it. The third section looks at potential future humanitarian challenges and the capacities there are to cope with these. Section four sets out the findings of the review. The review’s conclusions on how DFID should position itself in order to meet the future challenges are outlined in section five. Section six lists the recommendations. \<page_number>1\</page_number> Humanitarian Emergency Response Review How the review was conducted The review was chaired by Lord Paddy Ashdown and was entirely independent in nature. A Senior Advisory Board (SAB) of 15 met on a monthly basis throughout the review period to steer the direction of the review, examine material and set out the main themes and recommendations. The advisory board served in a personal capacity, but represented through their experience the major institutions and traditions involved in humanitarian response. A small review team carried out consultations, literature review and prepared material for the board. An independent director was appointed to head the team. \<page_number>2\</page_number> The international humanitarian system 2. The international humanitarian system <img> A chart showing the breakdown of funding for the international humanitarian system. </img> Figure 1: The international humanitarian system. Data included from the Global Humanitarian Assistance Report 2010. (\Amounts unknown) The formal international humanitarian system is made up of providers (donor governments, foundations and individual givers) and the implementers (Red Cross and Red Crescent Movement, NGOs, UN Agencies and IOM and national and regional NGOs and civil society). A number of key actors also of importance are still seen to be outside the formal system, namely affected governments, the military, and businesses. Remittance flows are also not captured by the formal system. The chart above shows the main components of the system. The international humanitarian system responds to humanitarian emergencies where there is an appeal for international assistance, or in extreme cases where directed by the UN. The legal framework for an international humanitarian emergency response is set out in International Humanitarian Law, Human Rights Law, Refugee Law and UN Resolutions. \<page_number>3\</page_number> Humanitarian Emergency Response Review These legal norms establish that humanitarian aid should be guided by the principles of: i. Humanity – the centrality of saving lives and alleviating suffering wherever it is found. ii. Impartiality – humanitarian aid should be implemented solely on the basis of need, without discrimination between or within affected populations. iii. Neutrality – humanitarian action must not favour any side in an armed conflict or other dispute. iv. Independence – humanitarian objectives are autonomous from political, economic, military objectives or other interests related to the location where assistance is provided. The international humanitarian system has grown rapidly over recent years and there is often a lack of clarity as to what the term actually refers to and where its boundaries lie. The main delivery actors fall into three 'pillars': the UN and its specialised agencies; the Red Cross and Red Crescent Movement; and Non-Government Organisations (NGOs). Governments, national and local institutions in affected nations typically lead the response and provide much of the assistance, with the international system in support. In recent years, international military forces and large private corporations have increasingly become aid providers, as this report explores. The international system is financed by government donors (of which the UK is a significant one) and private contributions. Figures on total international humanitarian resources vary depending on the source. Although funding to the international humanitarian system has increased at a rate lower than the global rate of official development assistance (ODA) in recent years, the latest Global Humanitarian Assistance (GHA) report claims that humanitarian aid fell by 11% from 2008 ($16.9 billion) to 2009 ($15.1 billion). The range of activities undertaken by the international humanitarian system has also expanded. The core humanitarian activities remain: health services; water and sanitation; food security; nutrition and food aid and shelter. However, many humanitarian operations now include a wide range of other activities, including: protection; education; agriculture; mental health support; income generation; infrastructure rehabilitation; human rights advocacy and support to the re-establishment of the rule of law. The total number of staff working for the international humanitarian system is estimated at 210,800 (mostly nationals in their own country). It is made up of UN agencies and the IOM (49,500), the Red Cross/Crescent Movement (48,400) and NGOs (112,900). Aid worker population has increased by 6% year on year over the last 10 years'. In conflict situations there is typically a peace and security dimension to humanitarian emergencies. In such cases other multilateral mechanisms and institutions are also involved such as the UN Security Council, which determines when and where a UN Peacekeeping (DPKO) operation should be deployed. ______________________________________________________________________ 1 Stoddard (2008). 2 ALNAP. (2010). The State of the Humanitarian System. \<page_number>4\</page_number> The international humanitarian system DFID: A leading actor in humanitarian response* The UK, through its Department for International Development is the second largest bilateral global humanitarian donor. The 2002 International Development Act provides the legal basis for DFID’s response to humanitarian emergencies. It gives the Secretary of State for International Development powers to provide humanitarian assistance, with the sole purpose to “alleviate the effects of a natural or man-made disaster or other emergency” outside the UK. Latterly, the UK has also signed the EU consensus on humanitarian aid that enshrines the principles outlined above. As a donor, the UK has also signed up to the Principles and Practice of Good Humanitarian Donorship. DFID delivers humanitarian assistance in four distinct ways. 1. DFID shapes the humanitarian system As a significant UN member state and a large donor to the international system, the UK (through DFID) works with UN agencies to deliver effectively and improve performance. DFID contributes core funding to the UN, as well as additional funding in big emergencies. Institutional strategic partnerships have been formed around this core funding, allowing DFID and the UN to set long-term goals. In 2009/10 total DFID humanitarian spend was split as shown in the figure below. In several sudden onset emergencies researched as part of this review, the UN component was significantly smaller, closer to 40% with larger percentages going directly to NGOs and the Red Cross/Crescent Movement. Exceptionally, in the case of the Haiti earthquake, more than 50% went on direct expenditure. <img> A pie chart showing percentage of DFID's humanitarian spend by agency type 2009/10. - Government 0.6% - DFID Direct Contribution 1.9% - NGO 11.1% - Red Cross 13.5% - ECHO 18.9% - Humanitarian Consultancy 0.9% - UN 53.2% </img> Figure 2: Percentage of DFID’s humanitarian spend by agency type 2009/10. 3 Adapted from DFID, “DFID’s Expenditure on Humanitarian Assistance 2009/10”. According to the GHA Report 2010 14 donors spent over 60% of their humanitarian aid through multilateral agencies. \<page_number>5\</page_number> Humanitarian Emergency Response Review In 2005 DFID supported a 'humanitarian reform' process that sought more predictable response. The reforms called for major changes in funding, leadership and coordination of humanitarian emergencies. As a result, DFID has worked to enlarge the Central Emergency Response Fund (CERF) and create country pooled funds, which help UN agencies respond rapidly to emergencies. The UK has been the largest donor to the CERF - more than £420 million to date - and to country pooled funding mechanisms. As well as leading by example, DFID works to influence other member states to increase contributions to the CERF. In 2006 there were 52 country donors to the CERF. By 2010 that figure had risen to 82 countries. DFID also supported the establishment of the 'cluster' approach, a new coordination mechanism that made agencies responsible for particular areas like shelter or health. DFID funded global cluster appeals to set the system up and has continued to push agencies to deploy people to lead these. Through its funding, DFID continues to play an influencing role encouraging cluster lead agencies to view humanitarian leadership and co-ordination activities as part of their core work. 2. DFID funds humanitarian aid agencies and is the second largest bilateral donor after the US Government In 2009/10 DFID spent about £528 million on humanitarian assistance. About £100 million of this went through the European Community Humanitarian Office (ECHO), the EU's fund for emergencies. ECHO then spent this money through UN agencies, the Red Cross and NGOs. A large proportion of the funds spent through the UN were channelled to implementing NGOs. 11% went on rapid onset funding for humanitarian emergencies. The remainder on protracted crises such as DR Congo or Sudan. The one off amounts that DFID spends on rapid onset emergencies, however, change significantly depending on the context. In 2010/11 DFID spent £134 million on responding to the floods in Pakistan alone. Several million pounds each of core funding went to all of the big UN agencies involved in emergencies and the Red Cross/Red Crescent. The annual contribution to the CERF constituted about 10% of DFID's non-ECHO humanitarian spend. ECHO was the biggest recipient of UK aid at about £100 million in 2009/10, followed by the ICRC at £66 million, and then OCHA (including CERF), WFP, UNDP and UNICEF (see figure 3 on page 7). \<page_number>6\</page_number> 4 See www.humanitarianreform.org/humanitarianreform/Default.aspx?tabid=53 for a full list of clusters. 5 Adapted from DFID: "DFID's expenditure on humanitarian assistance 2009/10". The international humanitarian system <img> A bar chart showing UK contributions (in millions of pounds) to various humanitarian organizations in 2009/10. The x-axis lists organizations: ECHO, ICRC, OCHA, WFP, UNDP, UNICEF, UNDP/OCHA, UNHCR, WHO, Save the Children. The y-axis shows values from £0 to £100 in increments of £20. ECHO has the highest contribution at around £85 million. ICRC has a contribution of around £65 million. OCHA has a contribution of around £60 million. WFP has a contribution of around £55 million. UNDP has a contribution of around £45 million. UNICEF has a contribution of around £35 million. UNDP/OCHA has a contribution of around £30 million. UNHCR has a contribution of around £25 million. WHO has a contribution of around £15 million. Save the Children has a contribution of around £10 million. </img> Figure 3: UK contributions 2009/10. In absolute terms, the UK has been the second largest bilateral humanitarian donor after the US. As a percentage of national income (GNI) however, the UK comes after Saudi Arabia, Kuwait, Denmark, Ireland, Sweden, Luxembourg and some others. 3. DFID is also on a small scale a direct deliverer of aid, providing goods in kind, Search and Rescue (SAR) capabilities, and supporting secondments where appropriate Having a direct response capability allows DFID to strengthen and influence the international humanitarian system. In 2009/10 DFID’s in-kind goods or personnel support amounted to £7 million. DFID has a standby arrangement with the UK fire service to deploy search and rescue teams after major earthquakes. It also has its own standing ‘operations team’ (CHASE OT) that can deploy rapidly to emergencies and runs all direct delivery from London. The operations team is on standby 24/7 and is a contracted out facility, currently managed by Crown Agents. It has standby arrangements with airfreight contractors and can deploy rapidly niche capabilities like airport handling. It provides expert personnel to the United Nations on request and assembles teams specifically for DFID. In the case of the Haiti earthquake response over 50% of the expenditure was spent directly, as outlined by figure 4 on page 8. \<page_number>7\</page_number> Humanitarian Emergency Response Review <img>A pie chart showing the percentage allocations of DFID's direct spend on the Haiti earthquake response. The categories are: Search and Rescue (SAR) 30%, Air brokers 25%, UN secondees 10%, In kind 15%, MOD 10%, Stabilisation Unit (SU) 5%, Government advisor 5%, CHASE OT 5%, Security 5%.</img> Figure 4: Percentage allocations of DFID's direct spend on the Haiti earthquake response. 4. DFID leads the HMG response to humanitarian emergencies DFID works with other Whitehall departments, principally the FCO, MOD and Cabinet Office to coordinate the UK response to a humanitarian emergency. DFID leads on making the humanitarian case. Decisions on whether to deploy UK military capabilities are taken on a case-by-case basis. \<page_number>8\</page_number> Challenges 3. Challenges Increasing disaster risk: the major trends, threats, and probabilities All current trends suggest that more people – particularly in developing countries – will be affected by humanitarian emergencies in the coming decades. Not only will they become more frequent, they will also be increasingly unpredictable and complex. Last year, 263 million people were affected by disasters – 110 million more than in 2004, the year of the Tsunami. By 2015, climate-related disasters, such as floods, famines and droughts, are predicted to affect an average of over 375 million people every year. Other disasters (such as earthquakes), and man-made conflicts, will affect many more. In 2009 UNHCR reported its ‘total population of concern’ at 36.5 million, including refugees, stateless persons and those displaced within their own country. By definition these are people fleeing conflict or persecution. An estimated 27.1 million of these were displaced within their own countries as a result of armed conflict, generalised violence or human rights violations. This figure represents an increase of 1.8 million in the number of internally displaced people (IDPs) compared with the 2008 internally displaced in 2008 and also in 2007. Whilst the trend for refugees (fleeing their country) has gone down in recent years, those internally displaced has consistently risen. The 27.1 million reported in 2009 were displaced in 54 countries. The rising world population and growth in urban areas (demographic stress) will almost certainly increase the humanitarian caseload, particularly in less developed countries. Already an average of 1,052 people die in any given disaster in less developed countries, compared to 23 in developed countries⁶. The world’s population is predicted to reach 9.1 billion by 2050, with virtually all population growth occurring in low-income countries, including Pakistan, Nigeria, Bangladesh, Ethiopia and the Democratic Republic of the Congo. By 2030, over 61% of the world’s population (5 billion people) will live in urban areas, mostly in low and middle income nations⁷. The concentration of populations in urban areas will change the nature of many humanitarian disasters. More people will be living on marginal land, in overcrowded and poorly planned housing, lacking access to adequate water and sanitation, health care and education. Whilst availability of services and infrastructure should mean fewer fatalities, damage may have far reaching consequences for mobility/rebuilding costlier. The impact of disasters on urban centres will have economic consequences potentially greater than in the past, at local, national and regional level. 6 Oxfam, [2009] The Right to Survive 7 Internal Displacement [2010] Global Overview of Trends and Developments in 2009: IDMC/ NRC. 8 Oxfam, [2009] The Right to Survive 9 UNHABITAT. \<page_number>9\</page_number> Humanitarian Emergency Response Review <img>A map of Europe and parts of North America showing areas likely to be at risk of instability as a result of multiple environmental stress. Data from the Defence Concepts and Doctrine Centre (DCDC).</img> Figure 5: Areas likely to be at risk of instability as a result of multiple environmental stress. Data from the Defence Concepts and Doctrine Centre (DCDC). Strategic Trends review 2006-2036 and International Charter 'Space and Major Disasters'. Earthquakes Recent history of conflict Multiple stress zone Water stress Demographic stress Crop failure Phages risk Coastal risk \<page_number>10\</page_number> Challenges Growing food insecurity is likely to create new humanitarian emergencies, within countries and regions and also globally. The existence of nearly a billion chronically hungry people, primarily in Asia and Africa, already exacerbates the consequences of emergencies. There is potential for repeated food price spikes similar to those of recent years, which could especially affect developing countries, developing countries. Underlying these challenges, the world as a whole faces a major task of increasing food production by 70 to 100% by 2050 in order to cope with a growing population with a greater livestock based diet. There is a growing demand for bio-fuels and increasing constraints are posed by the price of fertilisers and fuels, the shortage of land and water and their increased degradation. Climate change will reduce yields, sometimes catastrophically, necessitating the production of stored surpluses in some regions to compensate for losses elsewhere. Globalisation and the increasingly interconnected world in which we live, means that disasters often have a global impact. Pandemics spread rapidly through air travel. Economic shocks in one region spread through commodity price increase and loss of remittance flows. Conflict does not respect borders, and spill over from conflict-affected areas contribute to regional destabilisation and refugee flows. Migration and changing employment patterns will contribute to vulnerability in unexpected ways, with the potential to create new security threats. Future crises could differ fundamentally from past experience and the prospect of synchronous failures is a growing concern, as with the nuclear threat in Japan caused by tsunami. New sources of displacement or conflict are also possible, for instance as water resources become scarce¹⁰. The Diaspora community is playing an increasingly significant role in humanitarian responses. Remittance flows are already the second largest source of foreign direct investment (FDI) for developing countries and increase significantly after an emergency. The Diaspora can therefore influence the size and type of donor response, depending on its size and vociferousness. As economies in China, India, Brazil and the Gulf States continue to grow, they are playing an increasingly important role globally. They are becoming more involved in humanitarian emergency responses, particularly in their neighbouring regions. China was an important actor in the response to the Pakistan floods at the end of 2010. The international humanitarian system needs to work more with these partners, particularly as it is possible that traditional DAC donors will be able to provide fewer resources for disaster relief in the coming years. The US Congress is considering whether to cut America's humanitarian assistance budget in 2011, reducing U.S. food aid programmes by 41% ($687 million) and Office of Foreign Disaster Assistance funding by 67% ($875 million). Timely and unimpeded access to affected populations is becoming more difficult due to the increasingly complex nature of emergencies. There has been an unprecedented growth in violent attacks on humanitarian workers (177% increase from 1997 to 2008¹¹) and there is a growing need for increased protection and security as part of the humanitarian response. Governments and non-state actors in conflict have become increasingly sophisticated in their attempts to manage international humanitarianism, making traditional ways of intervening more difficult. Media reporting of humanitarian responses has grown over the last years and will continue to have an impact on the political and public reaction to disasters. Donors will 10 Humanitarian Futures Programme. (2010) The Waters of the Third Pole: sources of threats; sources of survival. 11 John Borton. (2009). Future of the Humanitarian System: Impacts of Internal Changes. \<page_number>11\</page_number> Humanitarian Emergency Response Review have to make difficult decisions on how to respond to a disaster in the full glare of 24/7 media attention. Increased media coverage and new ways of communicating through social media tools, such as Twitter and Facebook, will allow closer contact between recipients of aid and those donating the money. Together they will demand greater accountability of the deliverers and the official donor agencies. Responding to increased need The increase in the international humanitarian caseload and challenges, have the potential to break an already stretched international humanitarian system, which is struggling to cope with current levels of need. There were two major humanitarian disasters in 2010, which required international humanitarian assistance – the earthquake in Haiti and floods in Pakistan. In both cases, the international humanitarian system showed itself to be less than the sum of its parts and the responses were characterised by weak leadership, poor coordination and a slow response. The international humanitarian system evolved over 150 years, it was not planned or designed. As a result, there are gaps, overlaps and numerous inefficiencies in the way it works. The future challenges outlined above will need a more sophisticated operation. New and innovative ways of working need to be widely introduced to improve the efficiency and speed of disaster response. Stronger links between humanitarian and development work, better leadership and coordination, access to new resources through growing partnerships with private sector actors, improved use of technology and innovations; and increased accountability, will all be vital parts of a high performing international humanitarian system, which is greater than the sum of its parts. For too long, the performance of the international humanitarian system has been inconsistent, failing those most in need. Numerous reports have been written by the UN, NGOs and other international actors, in response to such concerns. Serious issues have been identified, but not addressed. Now is the time for a step change in the approach to humanitarian reform. Merely improving upon what has been done in the past will not be enough to meet the challenges of the future. \<page_number>12\</page_number> Findings 4. Findings The first people to respond to disasters and conflict are the ones affected by them. Friends and neighbours search through the rubble for loved ones after earthquakes; local hospitals work through the night to care for the injured. In many countries governments routinely affected by disasters have become adept at response and prevention. Case studies for this review show dramatic gains in places such as Bangladesh and Indonesia¹². But all too often the international response arrives as though this was not the case, sweeping aside local responders and adding to the chaos rather than alleviating it. In conflict situations the international system often becomes the last hope for people living in the worst circumstances. Where it is slow, or gets things wrong, it is these people who suffer. If the world is going to get better at the challenges set out in the preceding chapter, then this has to change. Donor agencies like DFID have to work with governments, and with affected people, as well as with aid agencies. They have to support local institutions rather than weaken them, especially where there is conflict. Where national governments are capable, they invariably lead the response to disaster even when it is on an international scale. When governments are overwhelmed they either struggle to assert themselves, or find they are completely unable to coordinate. In some instances governments are actively belligerent, or hostile to international response (or to a particular group in their population being helped). This suggests four broad categories: - Strong and capable governments who take the lead (e.g. India). - Capable but under resourced governments who need help to lead (e.g. Mozambique). - Governments who are unable to lead, and need the international community to do this on their behalf for a time (e.g. Haiti). - Governments who are unable or unwilling to lead and are obstructive (e.g. Niger in 2009). In these four broad categories the international community has to respond differently, but the approach has not always reflected this reality. DFID too has tended to respond as if all disasters, and all governments, were the same. This review suggests a different approach is needed. Such an approach would require much more work on the analysis of risks and capacities in advance, incorporating disaster resilience into development processes. It also requires more work on bringing a disparate international response together so that it performs more reliably. Most of all, it requires being a partner, a builder of coalitions and a willing participant in them. This review has called this being a ‘network enabler’. 4.1 Anticipation Disasters are often viewed in the public imagination as ‘acts of God’. In reality many are predictable. A 2005 World Bank report ‘global hotspots’¹³ identifies countries exposed to multiple natural hazards (earthquakes, droughts and storms), and there are plenty of credible data available identifying countries most affected by disasters. ______________________________________________________________________ ¹² Tsunami Evaluation Coalition (2006). ALNAP. ¹³ Dilley, M et al. (2005). Natural Disaster Hotspots: A Global Risk Analysis. World Bank. \<page_number>13\</page_number> Humanitarian Emergency Response Review The UK Defence Concepts and Doctrine Centre (DCDC) goes further in its ‘horizon scanning’ report of 2007: “It identifies areas of ‘multiple stress’, factoring in demography, economy and conflict. Climate change is another obvious element of stress, or vulnerability, with a recent report [14] identifying sub-Saharan Africa as one of the most at risk areas.” What is clear is that prediction, although far from perfect, is possible for some high-risk nations. Hurricane seasons in the Caribbean and the Bay of Bengal are well known and monitored. El Ninos and La Nina ocean effects last for some years and change weather patterns in ways that are partly understood. Rainfall data for regions and countries in and zones suggests drought events can be identified early. What is also clear is that as climate related disasters increase, the better we will need to become at prediction if we are to have any hope of coping with these. But disaster managers do not make enough use of this science, and scientists do not routinely produce information that is useful to them. The rainfall that produced Pakistan’s terrible floods of 2010 happened a month before the flood water caused its greatest devastation. The effects were predicted but not acted on. This can also be the case with ‘food security’ crises (famines). There are proven early warning systems that monitor potential crises, notably the USAID supported FWSNSET. Despite this, and proof that prior intervention not only saves lives but is cheaper; these ‘slow onset’ disasters are regularly missed. The Niger case study for this review shows how clear evidence does not always trigger a response (the blockade in Niger was domestic politics), and how timely intervention can save tens of thousands of lives. Many agencies were able to act in Niger, despite the intrusion of government and the tardiness of the United Nations. Partly this was due to prompt action by the European Union humanitarian organisation ECHO; it was also because DFID has an innovative regional fund in West Africa for crisis response. This regional fund allows agencies to get money quickly for unexpected and unnoticed disasters – it allows for early action. Thousands of children were saved as a result of these early actions. Early action is at least as important as early warning, and is a matter of political will. The expansion of the Central Emergency Response Fund (CERF) was in part a way of making such decisions more technical and less political. Supporting resilience in at risk nations will further increase the likelihood that early action will be taken. But there will always be an element of risk, however good the science. Being able to tolerate failure – getting it wrong occasionally – is important. The cost benefit of nine timely interventions vastly outweighs one wrong judgement call. One area where prediction is improving, but still has a way to go, is with earthquakes and volcanoes. These geo-physical hazards are different to the hydro-meteorological ones touched on above (floods, droughts and storms). They tend to happen less frequently but cause severe damage. Although earthquakes cannot be predicted with any certainty in short time frames, the location of major fault lines is well known. The question of earthquakes in Kathmandu or Tehran is when rather than whether. There have been significant advances in understanding earthquakes, including their origin sector through understanding ground motion. Likewise, understanding the reasons for building damage and collapse so that codes and standards can be developed to ensure safe construction in the future. Science \<page_number>14\</page_number> 14 The DCDC Global Strategic Trends Programme 2007 – 2036. See: www.mod.uk/Defence/AboutDefence/Organisation/AfAeriesOrganisations/Organisations/DCDC/ DARA (2010), Climate Change: Impacts on Human Security through Increasing Ground Motion. 15 See for instance the 1 March Select Committee on Science and Technology findings that there is inadequate use of science for anticipating emergencies. <img>A red bar with white text "14" inside.</img> Findings in this area has proven to have very significantly reduced fatalities and damage in many countries and is critical, but research and investment is needed elsewhere to promote safe construction. Anticipating and predicting conflict is another area that has improved in recent years. Regular crises indices from the International Crisis Group or the Fund for Peace are being used by governments to inform decisions on early action. These are important, as in contrast to early warning for natural disasters, there has never been a shortage of warning about pending conflicts in a host of places. Whilst predicting single hazards is possible but often neglected, anticipating unexpected hazards, or combinations of hazards is a factor of magnitude more difficult. The possibility of a large-scale flood causing a nuclear spill for instance (as Japan has proved), or droughts in Russia and floods in Australia leading to food price riots in West Africa is difficult to see in advance. Nevertheless, in an inter-connected world these events are ever more likely and policy makers need new tools to help them anticipate. Recommendations DFID should: 1 Assemble and regularly update a global risk register for DFID using information gained from its country teams and international organisations. 2 Make better use of the DFID Chief Scientist to support UK science in anticipating crises. 3 Make this available as a contribution to pre-crisis arrangements across the system. 4.2 Resilience The impact of a disaster depends on how well prepared a country is to cope with it. Some are better able to bounce back than others. The Haiti earthquake at the beginning of 2010 killed 230,000 people. A much larger earthquake in Chile later in the year killed 3,000 people, almost one hundred times fewer. But this is not only about rich nations; a 1970 cyclone in East Pakistan (now Bangladesh) killed nearly half a million people whereas a similar strength cyclone in 2008 killed 3,000. The difference was that in the intervening thirty years Bangladesh had become better prepared. The earthquake in Haiti has set back the development of that nation many years. Banda Aceh in Indonesia was devastated by the 2005 tsunami, but managed to rebuild 100,000 houses in three years. Bringing the resources of the rest of Indonesia to bear enabled this rapid recovery. Being able to channel international resources effectively was another key factor. This was also true for the 1991 Khyber-Pakhtunkhwa province in Pakistan which was better prepared as a result of its response to the 2005 earthquake. Being prepared, and being able to recover is what makes nations resilient. Conversely, where nations are fragile they are much less able to cope. Being able to anticipate disasters, having shock resistant infrastructure, social protection mechanisms, financial and human resources are all part of being resilient, as is the ability to adapt. \<page_number>15\</page_number> Humanitarian Emergency Response Review Embedding resilience within development programmes Disasters can have significant impact on countries’ development. Between 2000 and 2009 Munich Re estimates economic losses from disasters were $670 billion¹⁷. Some small countries have sustained losses through disaster of several times their GDP, setting them back years. Vietnam loses over 1% of its GDP annually dealing with disasters. Floods and droughts can have knock-on effects in terms of food production and international trade. A seminal World Bank study in 2004 found that disasters slow economic growth in the long term as well as short term²⁰. This is especially true in countries that depend on agriculture for their livelihoods, which are more affected, as they have little ability to cope financially with the cost of disasters, and their economies are worse affected overall. Disasters also affect the economies of middle-income countries however, as they tend to have manufacturing sectors (for example) connected to agriculture. Droughts in southern Africa in the 1990s led to big swings in GDP growth across the region. These risks look set to increase with population growth, climate change and resource scarcity. In the fragile countries where DFID is increasingly working, achieving poverty reduction will get harder. Reducing maternal mortality and other millennium development goals will depend on nations being resilient. Ultimately development is the answer to being able to cope with disasters – the example at the beginning of this chapter illustrates that – but getting to development can depend on being able to bounce back from disasters. Bangladesh is more resilient to disasters economically because of structural changes in its agricultural sector (the deregulation of agricultural investment led to more disaster resistant irrigation). The early warning and action systems in Bangladesh have also prevented high death rates. This analysis has implications for development, and especially for the overall goal within DFID of reducing poverty. Disasters often hit the poorest hardest. Even when a country copes quite well overall with a disaster, the poorest and most vulnerable can be disproportionately affected. The World Bank recognises this in its guidelines for poverty reduction strategies (PRS). One of the four dimensions of poverty is, “exposure to risk and income shock”, at a household level, a community level and a national level. Despite this, little is routinely done about disasters in development strategies, nor are they mentioned in the Millennium Development Goals. Conventional thinking has been that scarce resources should be used to promote growth, and that this is ultimately the answer anyway. This approach is no longer defensible. The body of academic evidence that disasters and shocks must be taken seriously is growing, as is the evidence that investment in reducing disaster risk shows good returns. Flood defence and retrofitting buildings for earthquakes in the US found an average cost benefit of one to four³¹. The same is true in developing countries. Incorporating disaster costs into longer term economic planning is necessary if valuable development resources are not to be diverted to recovery. A new resilience approach will include working at regional, national, community and household level. At national level there needs to be more work on disaster management. Work on legal frameworks, work on planning, and work on bolstering the departments that respond after disasters, such as national disaster management agencies, civil society organisations that respond to disasters should be supported to play their role too. \<page_number>16\</page_number> ¹⁷ Quoted by Kunreuther in, ‘Encouraging investment in adaptation measures through multi-year contracts’, presented at the 2010 World Economic Forum Humanitarian Council. ²⁰ Berens and Clay (2004), The World Bank. ³¹ Some cost benefit analysis cite factors as high as 1:24. See Tearfund for instance at http://bit.ly/tearfundorg/webdocs/Tiliz/Research/investing%20in%20Communities%20web.pdf Findings At community and household level there needs to be work on mechanisms and institutions to respond (such as civil contingency committees), and on infrastructure that can withstand disasters, or play a dual role like schools that are used as cyclone shelters. Governments and civil society organisations also need help to provide social protection mechanisms. The Niger case study for this review demonstrates that targeted cash distributions at the right time can stop households slipping into starvation, selling assets and incurring debt along the way. Relatively small inputs at the right time can save years of misery and disease. Crucially, the combination of such measures can provide the basis for economic development. People living on the perilous edge of extreme poverty cannot afford to take the risks needed to escape this situation otherwise. This kind of work is taking place in different sectors. Disaster risk reduction (DRR) work seeks to build local response systems and small mitigation infrastructure. The Hyogo Framework for Action sets out principles for effective disaster risk reduction: governance, risk assessment, knowledge and education, risk management and vulnerability reduction, and disaster preparedness and response. But as the money is usually humanitarian it is only available after a disaster has struck. DFID had a standing pledge to spend 10% of its response budget on DRR, but these measures are needed before, not after the event. Climate change adaptation work is often about mitigation work too – from planting more mangroves to new seed varieties for warmer summers. Development in places like Ethiopia is focusing more on social safety nets and is exploring exciting new ideas such as micro insurance. All of this needs to be brought together for maximum effectiveness. In the aftermath of the 9/11 atrocities in the US, the UK put in place a national resilience plan, recognising that it did not have the wherewithal to deal with such a disaster. This plan sets out protocols for incident control, establishes the capacities needed for response and ensures training, equipping and regular practising. Many countries have national disaster protocols, but they are not resourced or planned in detail. This report was not mandated to look at protracted conflicts. It is clear though, that in fragile states, or states in conflict, the international humanitarian system is often the provider of last resort to the very poorest. The case study in DR Congo for this report highlights how this is happening now. In DR Congo, people are often killed when they are very fragile. A lack of institutions and capacities means that accidents lead to much higher loss of life. Small conflicts cannot be resolved and grow big ones and communities are not able to protect themselves. In DR Congo there are emergencies almost constantly; boat accidents that kill hundreds, petrol tanker explosions that do the same. A fishing conflict in 2009 that led to the exodus of thousands of people across the border when it turned violent. Mass rapes and robbery are committed in the east by roving groups of bandits. All of this is avoidable with working institutions. A licensing authority that does not allow ferries to run without checking them for safety; a fire service that can attend accidents before tankers explode; a judicial process that allows disputes to be resolved before they become violent; a police or security service that arrests bandits. In this vacuum, much of what is today called ‘humanitarian’ in DR Congo is simply substitution service delivery. Health care is not provided by the state and people are too poor to pay for it. So humanitarian agencies provide basic health care and respond when major killers like cholera or measles break out. Resilience is an important way to understand this work, and will be important as DFID works to build institutions, making states less fragile. Ensuring humanitarian and development work closely together will be vitally important. \<page_number>17\</page_number> Humanitarian Emergency Response Review Regional, national and local capacities DFID has not traditionally funded governments directly in humanitarian crises (less than 1% in the last two years), although it has funded multi-donor reconstruction funds through the UN and the World Bank. Similarly, whilst DFID has built up considerable expertise in rapid procurement, it usually donates it in kind assistance through aid agencies to national government. It has been funding for national disaster preparedness, typically through the UN Development Programme (UNDP). This is not routinely linked with subsequent response however. In Mozambique the government asked for £2 million to help them prepare ahead of anticipated flooding in 2006. This was not forthcoming, when there was flooding later that year the international response cost over £60 million. Neither does DFID routinely fund local NGOs or local organisations in rapid onset emergencies, although it funds them indirectly, as many grants to international partners are passed on to national and local organisations. In Bangladesh UNDP has a list of more than 30 pre-approved local NGOs that it gave DFID money to after the 2008 cyclone. Many of the international NGOs (and especially faith based organisations like Christian Aid and CAFOD), routinely work through local partners. The Red Cross and Red Crescent Movement always work through its national societies. Despite this, the funding of national and local NGOs by DFID remains hit and miss. It is not a conscious strategy, but more of a by-product. An approach tailored to government capacity would offer several advantages. Governments like the Philippines and Indonesia can already respond to quite large disasters without international help. Preserving international capacity for those disasters that are too large or alarming makes much more sense than having to deploy expensive international workers to floods simply because the local system was so under resourced. National Disaster Management Agencies exist in most countries that suffer regular disasters, but often lack equipment and training. With an established relationship, it would also be possible to give money and goods directly to the government after a disaster knowing how such resources would be used. Special funding channels could be set up in advance, making transparency and reporting easier. The same is true of civil society organisations: organisations such as the Red Cross and Red Crescent National Societies often have formal responsibilities in the national disaster plan. With proper resources they can prepare jointly with government and other private or voluntary agencies, leading to prompt response in the event of disaster. An increased focus on national and local capacities could also include regional bodies. The Association of South East Asian Nations (ASEAN) played a pivotal role in facilitating the response to cyclone Nargis in Burma in May, 2008. This regional cooperation around disaster response has continued, with joint protocols on deployment of military assets one of the latest developments. Increasingly governments at risk from disasters are sharing expertise through such regional forums, spreading good practice and developing joint early warning systems. Innovative funding models for risk transfer As the cost of damage caused by extreme weather conditions is soaring, more sustainable ways to tackle weather risk are needed. Public-private partnerships in risk financing have become more popular, in particular parameter insurance. Catastrophe bonds are also issued more commonly now, e.g. by Mexico to provide resources in the event of severe earthquake or hurricane damage. Insurance can play a role in guaranteeing predictable and reliable payouts, allowing for long-term planning, increasing governments’ self-determination and ownership, protecting livelihoods and diminishing negative effects of relief interventions on local \<page_number>18\</page_number> Findings markets<sup>20</sup>. The limitations are that premiums can be too high with high opportunity costs, and that it is not easy to tell if the insurance gives value for money. There is also the danger of moral hazard – governments not focussing enough on risk reduction and prevention because they feel insured. The Caribbean Catastrophe Risk Insurance Facility (CCRIF) is the most prominent example of a public private insurance mechanism that DFID has funded. The review welcomes this groundbreaking work. DFID is now also investing in the design of the Africa Risk Capacity, leading to the establishment of an African-owned risk pooling entity for weather risk. Recommendations DFID should: - 4 Ensure that building resilience is part of the core DFID programme in at risk countries, integrating the threat from climate change and other potential hazards into disaster risk reduction. Country offices should undertake contingency planning. - 5 Promote national response capacities of governments and civil society in at risk countries including: - The development of national resilience strategies. - The establishment of direct funding mechanisms. - Regional response mechanisms where they add value. - Through civil society organisations such as Red Cross and Crescent Societies. - National and local private sector companies, which are able at the country level to support entrepreneurial, and market solutions, which will increase in resilience and improve disaster response. 4.3 Leadership In situations where the government of an affected country is unable to lead humanitarian response, the UN remains the only legitimate authority that can do so. Over the years a complex system has been put in place to do this, with a dedicated global Emergency Relief Coordinator supported by the big specialised UN agencies. Although the UN has the mandate to lead, its performance has been very disappointing overall. In all but one of the case studies for this review UN leadership was poor. This was especially true in the larger disasters. It is true at a strategic level and at an operational level. It is true in the international system, and in individual crises. There is rarely a vision beyond fund raising, and rarely an organising narrative that draws together the disparate capacities. What is needed is a complete overhaul of strategic and operational leadership in the UN. This review finds that there is appetite for this within the system, and that it is in the interest of the UK to champion it. The issue is at the heart of ensuring affected people receive what they need and achieving value for money. On the strength of these findings the review concludes that there is a need for further humanitarian reforms. 20 Christian Aid, ‘Does Disaster Insurance Have a Role in Climate Change Adaptation’, Time for Climate Justice, June 2010. \<page_number>19\</page_number> Humanitarian Emergency Response Review Strategic leadership First and foremost, there is a need for vision. There is a need for the UN at the highest level to set out the challenges ahead and how it plans to deal with them. There is a need for this vision to be backed politically, and for this political backing to extend into responses when they occur. Leaders on the ground must be confident they have the backing of their seniors, and of the member states of the UN. Secondly there is a need for the right people. During the reviews consultations in New York the idea of a stand alone mechanism whereby the best humanitarian leaders could be deployed into mega crises was developed. This idea has subsequently been taken up in the HSC and the review strongly supports this process. The UN needs to develop a cadre of capable humanitarian response leaders. It needs the right approach to talent management and the right terms and conditions to underpin this. It needs to look outside its own narrow base to secure the best talent. Finally, there is a need for the right support systems and structure to enable leaders. Some of these structures are in place and work well; for instance financing which has improved as a result of the last round of reform. But planning and prioritisation remain weak and politicised. Leaders of the various UN humanitarian coordination mechanisms have no clear reporting line between clusters and coordinators are unclear. There are few standing support staff and deployment of the right team can take weeks. These have been seen as intractable issues, but will have to change if performance is to improve. For the UK as a strong UN supporter, and a large donor to the system it is important to work on these issues, as outlined above. The UK is also one of the best placed. It drove the last round of reforms and will receive much support for initiating a new round. To do so it will need to build coalitions of support and work cleverly with its partners. This is expanded in further sections of this report. Operational leadership One of the fundamental drawbacks to achieving a more reliable response from the UN is that it is more a loose collection of strong and separate agencies than a well-functioning system. While the world’s premier food agency, with logistics that rival many major international companies, UNICEF is the world’s largest children’s agency providing everything from clean water to temporary education. The refugee agency UNHCR can set up camps for hundreds of thousands of displaced people fleeing war or persecution. Each has separate mandates, boards, missions and histories and all are suspicious of too much central direction. All three need to fundraise in big emergencies, as do the World-Health Organisation (WHO) and the Food and Agricultural Organisation (FAO) who are also involved in humanitarian emergencies. This creates competition, making prioritisation especially difficult as it can have funding implications. The cluster approach was developed as the latest attempt to solve the coordination problem. It sought to fill gaps in humanitarian service delivery. Improved coordination of all players by a named lead agency was expected to eliminate gap areas and avoid overlaps. Key agencies were given responsibility for leadership and coordination for each sector; for example, WFP leads the logistics cluster, WHO leads the health cluster. The cluster lead is usually a UN agency although IRC leads the shelter cluster and Save the Children co-leads the education cluster with UNICEF. But performance of clusters has been disappointing. Cluster coordinators often lack experience and the training required to provide strong leadership. Too often cluster meetings are information sharing gatherings instead of the strategic decision making forums they should be. And this system has merely replicated agency divisions meaning prioritisation remains just as difficult. \<page_number>20\</page_number> Findings The cluster system needs to be revised to address these failings. The role of the international system is to support national government in times of disaster, not to take over. A greater emphasis therefore should be put on cluster leadership by national government where appropriate. NGOs should play a greater role in co-chairing clusters. Where this happens, the cluster often has a better understanding of the situation on the ground. In mega crises, there is a need for dedicated and experienced cluster leadership. Where this is not the case, experienced coordinators should be deployed, secured by predictable donor funding. In larger emergencies clusters should become two-tier, consisting of a strategic ‘core’ group and an ‘information sharing group’. This allows all partners to be included but also allows for a core group to set strategic direction. Some disasters have seen an over proliferation of clusters and sub-clusters. This can lead to less, rather than more effective coordination. In fact, not all clusters are needed in every emergency. The type of disaster and the effectiveness of existing coordination mechanisms should dictate how many and which clusters need to be activated. In natural disasters this should be a national government led decision in consultation with the UN Humanitarian Coordinator (HC). To be fully effective clusters need national NGOs and local groups. But these are the very partners that get excluded first due to security reasons, language barriers or size of cluster. This could be rectified if donors made local participation a prerequisite for cluster funding in each emergency. Clusters also need ‘non traditional actors’ such as the private sector if they are to be effective in coordinating the full response. UN agency autonomy means that cluster leads often report through their agency rather than through the HC and OCHA can be excluded altogether. Clear reporting lines should be established between HC, cluster lead, agency and OCHA. Human resource capacities The uneven quality of personnel is a major limiting factor in humanitarian response. This is particularly true at the leadership level, but also with cluster leadership, technical experts and mid-level managers. One major reason is that there is no straightforward professional pathway into humanitarian work. Aid agencies want to hire experienced people but how do people get experience unless they are offered a job? Getting started in humanitarian work becomes a chicken and egg conundrum. There is a need to grow the pool of competent professionals involved in humanitarian work. This requires investment, and a commitment from humanitarian agencies to create career paths for humanitarian professionals. Many aid agencies grew up without a culture of training, instead valuing rapid action and on-the-job learning. This approach has strengths: aid agencies remain nimble and keep their costs low. But it also means that, too often, managers and staff do not have all the skills they need. There has been progress on staff skills in the past decade, and a number of worthwhile initiatives. But in every major emergency there are still significant numbers of aid personnel who lack some of the skills essential to their jobs. The consequences are hard to measure but are bound to include lost lives and wasted funds. The gulf is starkest when one considers the investment the UK military make in their preparedness. Typically professional military forces spend 95% of their time training and 5% of their time in action. For humanitarians this figure is reversed; 95% of their time is spent in action and 5% of the time training would be a high figure. Training is not the only method of learning and should complement, not replace, learning on the job. It need not be expensive or lengthy. It should be based on an assessment of the skills needed for the job, taking account of skills that are already there. Ideally it should be combined with a range of career development measures, which, over time, result in strong individuals within well-managed teams. \<page_number>21\</page_number> Humanitarian Emergency Response Review In the private sector this lesson is well known even if not always followed. The most successful companies take care to invest in their staff, and fast track them when they prove capable. And indeed, some of the best aid agencies have been doing so for years. Some aid agencies may be reluctant to invest in training for fear of increasing the percentage of their funds spent on administration. They know the public are rightly sensitive about this. If they increased their administration budgets from, say, an average of 10p in the pound, to 12p in order to pay for training, they might worry that it would appear wasteful. But if the 2p spent on training increases the impact of the remaining 88p, everyone should be pleased. Aid workers should explain to donors and the public that their beneficiaries will benefit better second if there is a skilled and well-deployed workforce. Skilled staff will make better use of the funds they have been entrusted with. Professionalisation of the aid industry will come through better preparation and training of staff. DFID's commitment to this could be demonstrated by investing in agency skills development and by better training of its own staff working in humanitarian situations. DFID should investigate and support the development of professional standards that it can use itself and will be of use to others. Recommendations DFID should: 6 Build coalitions to drive forward humanitarian reform based on improving leadership, including: - Rapid deployment of experienced leadership teams in big crises. This should include a 'step aside' system to ensure the best leadership is in place at both the strategic and operational level. - Encourage the convening of a UN High Level Panel to look at ways of improving the international humanitarian system to face future challenges. - Work closely with UK missions to build coalitions for reform of the international system, including more coherent use of UN executive board positions. - Work with the UN to create a new cadre of humanitarian leaders and the talent management systems and terms and conditions to sustain this. - Work with other donors and the UN to resolve some of the deficiencies in management, recruitment, prioritisation and planning. This must include the right support staff available for rapid deployment. - Work with other donors and the UN to strengthen and provide better leadership of the cluster system. 7 DFID should make a sustained effort to improve skills in the humanitarian sector. This should include: - Work to create a set of standards for humanitarian leadership. - Training within DFID, aid agencies and governments and civil society in disaster prone countries. - Ensuring pre-qualified partners demonstrate adequate investment in skills development (see section 5.2). \<page_number>22\</page_number> Findings 4.4 Innovation The international humanitarian system is facing greater and more complex challenges. New social, demographic, environmental and political problems increasingly demand innovative products, organisational processes and ways of thinking. Synchronous failures such as those seen in Japan; simultaneous disasters taxing global capacity will need new approaches. It is now widely acknowledged that humanitarian actors cannot simply do more of what they have always done. But humanitarian practitioners and analysts bemoan the slow pace of change. Relatively straightforward ideas like cash transfers have taken a long time to become accepted. The barriers to innovation are often more to do with politics and institutional interests. Recent research21 has identified a number of successful humanitarian innovations. And major organisations are beginning to understand its importance. USAID has made innovation a central pillar of its ongoing strategic renewal in both policy and operations22. The World Food Programme is innovating the way it delivers food aid23. This context of growing interest and commitment presents clear opportunities. DFID has a reputation for being 'out ahead of the donor pack' in terms of flexibility and responsiveness. It has supported specific innovations processes both at policy level such as the Good Humanitarian Donor-ship initiative and in operational contexts such as community-based feeding therapy. This experience and reputation are assets that could be leveraged, establishing the UK as an innovative leader in global humanitarian efforts. Evidence shows24 that successful innovations have a number of common enabling factors, including effective support from donors, head offices, senior managers and like-minded peers in other implementing organisations. Also important are good partnerships with actors outside the traditional humanitarian sector. Any donor seeking to improve the system must work on the basis that it is not possible to single-handedly reform a complex system with multiple actors and factors. Coalition building is vital. Given the limited resources that will be available relative to other sectors (e.g. the private sector), it is essential for donors to take an open innovation approach from the outset. Collectively, DFID and its partners need to invest in robust innovation processes focusing on both longstanding unresolved problems and new emerging challenges. DFID needs to build on its strengths by drawing evidence and systematic analysis to decide where to invest and how. Resources for strengthening the innovators capacity of high value partners which will also be essential to create the time and space needed for reflection and generation of new ideas. A more innovative international response to disasters needs to be firmly grounded in humanitarian principles and values. They need to build on the principle of better learning from and with, and greater accountability, to affected communities. Many of the most important innovations of the past 30 years – from cash to community feeding therapy – have come from rethinking this central relationship. There is an urgent need to leverage appropriate forms of science, research, technology and private sector knowledge to support humanitarian innovation. While DFID has placed considerable importance on research for development, with significant investment in research capacity North and South, there has been relatively less attention paid to research for humanitarian action, and none of it has focused on ______________________________________________________________________ 21 www.alnap.org/pool/files/8thad31.pdf 22 www.usaid.gov/press/releases/2010/top10108.html 23 www.wfp.org/content/revolution-food-aid-food-assistance-innovations-overcoming-hunger 24 www.alnap.org/pool/files/8thad31.pdf \<page_number>23\</page_number> Humanitarian Emergency Response Review Southern capacities. As noted previously in relation to insurance and national resilience, there is scope for transformative developments in this last area. Innovation also presents a number of internal opportunities and challenges for DFID. One of the key findings of this review is that there are opportunities to benefit from fresh ideas throughout DFID’s humanitarian policy and operational work. More work is needed to systematically identify where the need for innovation is most pressing. DFID staff members are a vital asset for the organisation, with a wealth of experience and knowledge from a range of disaster settings. But staff are not encouraged to innovate, nor are they consistently rewarded for it. There is no time to devote to developing ideas, and there is often a hard battle to get new ways of working accepted. Any effort to enhance humanitarian innovation needs to build on and enhance the entrepreneurial and creative capabilities within the organisation. There is a need to provide appropriate training, secondments and reflection space for DFID staff. Effective innovation and development of new ideas should be built into appraisal systems and ultimately career development. Leaders need to foster an atmosphere of enquiry, feedback and challenge, where there is tolerance of risk. DFID also needs to work to join the dots between the successful innovations it funds and the proposals it subsequently approves. For instance, DFID provided some of the first funds to trial the ‘plumpynut’ idea in nutrition, since hailed as one of the most exciting innovations of the last decade. But it did not push this new way of working through its funding decisions. This urgently needs to change so that DFID’s research funds can support the development of successful innovation that are taken to scale through operational funding. Two approaches are highlighted here for their importance for an effective humanitarian response, and also for highlighting the range of ways DFID can support innovations. Cash based approaches One of the exciting advances in recent years has been the use of cash for relief and recovery. Traditionally, humanitarian agencies would supply goods, but a wealth of academic work has proven cash to be more flexible, more efficient and more effective in certain situations. Whilst the benefit of using cash is widely acknowledged, its adoption at scale has been frustratingly slow. The majority of relief operations still supply stricken populations with blankets, pots and pans, soap and so on. DFID, despite being a funder of research into cash, also supports partners who do not use a policy level. This does not routinely require its partners to work with cash. This has changed. In the Niger case study for this review, two aspects of the response stood out. ECHO insisted that its partners used cash, requiring them to argue against its use rather than for it. Concern Worldwide’s NGO demonstrated that cash distributions could prevent malnutrition. Concern did half of their cash distributions using mobile phones – they distributed the phones and then used a transfer system called ‘zap’ to allow recipients to buy goods in local shops. With an established infrastructure for transfer, costs can be marginal. It is possible to envisage a system whereby in lean years targeted cash distributions for several months would prevent malnutrition, and far costlier medical interventions. This review has concluded that DFID should follow the lead of ECHO and make cash based responses the usual relief and recovery position for its partners. Partners should be required to explain why they are not using cash, rather than the converse. Inevitably there will be times when cash is not appropriate. Where markets do not function efficiently, large volumes of cash might push prices up. Where there are \<page_number>24\</page_number> Findings extreme security concerns this might also be an issue. Two of the case studies from this review suggest that these circumstances may be less frequent than imagined however. In Niger the cash distributions by Concern, Save the Children and others took place in remote areas at a time of absolute food shortages. Despite this prices did not rise in the markets, as traders efficiently drew in surplus from neighbouring Nigeria. Similarly in DR Congo, mobile phone transfers have been used to bring goods to needy populations far faster and more efficiently than aid agencies. One fear that has consistently dogged the scaling of cash is that of corruption. The extensive literature on cash has found no increased risk of this compared to other relief goods however, and with systems such as mobile phone transfer and micro bank accounts it may in fact be less. Shelter Providing adequate shelter is one of the most intractable problems in international humanitarian response. Tents are too costly and do not last long enough. Plastic sheeting can be good but most often is low quality and falls apart immediately. Rebuilding houses takes years, even when land issues are not major obstacles. To solve this issue, agencies have increasingly used ‘transitional shelter’, a wide range of alternative solutions including cash, communal buildings and temporary shelters. Typically a compromise between a tent and a full house, transitional shelter can last for three years until proper reconstruction is achieved. At best it uses low cost local materials and is based on a simple design. Materials can be used afterwards too, when people move to their new home. Whilst this approach shows promise, there are also challenges. Transitional shelters cost more than a few bits of plastic sheeting, and in emergencies that are not well funded ‘transitional’ can quickly become ‘permanent’. Arguments between experts over design, quality and durability mean that the same type of shelter does not suit all the needs to a wide variance in what is provided. That can mean affected communities getting different levels of provision depending on the agency allocated to build their shelter. The issue of weak coordination was at the heart of the establishment of the cluster system. As section 4.3 of this review sets out, in some areas this has worked well. Logistics, food and water have all improved. Other areas have improved in parts. In shelter, the International Federation of the Red Cross (IFRC) was nominated as the cluster lead agency, and this has not worked well. Partly this is because shelter is difficult. Partly it is because there is an artificial split whereby IFRC is responsible in the immediate aftermath of a disaster, but not beyond the emergency phase of displacement. Dfid has been heavily engaged in shelter since the Indian Ocean tsunami in 2004. It has funded research and pushed quality standards and coordination. This review concludes that Dfid must continue and intensify its efforts to find better solutions to providing shelter after disaster. Shelter is critical to health, employment, family and safety. Without adequate shelter, in all but the most benign climates people are terribly vulnerable. Partly this may involve resolving the cluster issues touched on above. Partly it will involve more research. Partly it may involve bringing in new actors, such as the private sector consortium recently founded through the World Economic Forum. Continuing to fund and resource shelter during response will also be important. Technology Technology, although not a silver bullet to the problems of humanitarian aid, also needs more concerted support. Some existing technologies offer considerable potential. The Niger case study for this review highlighted the use of mobile phones for cash transfers (also successfully used in \<page_number>25\</page_number> Humanitarian Emergency Response Review Kenya). This rapidly developing technology could become the standard in a few years, revolutionising the banking and remittance sector along the way. Satellites are already widely used in tracking storms and in providing imagery for humanitarian operations. “Crowd sourcing”, such as that used in Kenya and Haiti may prove to be an important new way of doing needs assessment. Social media is driving new accountability touched on in this report. DFID has piloted several software applications for humanitarian operations including through its Google Earth map and its people finder software now being used in Japan. There are emerging technologies that also have considerable potential (and risks). Foremost among these is nanotechnology which is widely seen as having the potential to transform medicine, water safety and foodstuffs within the next 5-10 years. Another is agent based modelling, increasingly used in economics, which may have applications in understanding the spread of epidemics or even population movement. Recommendations DfID should: 8 Nurture innovation and its application in dealing with and preparing for humanitarian emergencies, including through partnership with operational agencies, private sector, technological innovators and science and research communities. 9 Appoint a Humanitarian Senior Research Fellow, reporting to the Chief Scientific Officer with a dedicated budget tasked with developing evidence and innovation. 10 Invest in three key technologies: mobile technologies, satellites and data management and display. 11 Support exploration of emerging and cutting-edge technologies such as nanotechnology, and new computer modelling approaches. 12 Work with partners to ensure cash based responses are given full consideration and where appropriate become much more widely adopted. 4.5 Accountability Accountability in sudden onset humanitarian emergencies has particular characteristics: the presence of acute needs, lack of choice, lack of voice and access to formal procedures, disconnect between donors and survivors, and the prevalence of life and death decisions. All of these make accountability more challenging but also more important. The paradigm is still viewing the affected population too much as what economist Julian Le Grand has called “pawns” (passive individuals) and the international community as “knights” (extreme altruists). This approach costs. Local capacities are not utilised, the beneficiary is not involved enough and the quality of delivery is lower than it should be. Since the late 1990s the humanitarian community has initiated a number of inter-agency initiatives to improve accountability, quality and performance. DfID has been funding the most widely known ones: the Active Learning Network for Accountability and Performance in Humanitarian Action (ALNAP), Humanitarian Accountability Partnership (HAP), People In Aid and the Sphere Project. \<page_number>26\</page_number> Findings These initiatives and others have improved standards, quality, learning and transparency in the sector but not enough progress has been made. It is time now to put these approaches at the heart of how the system works. The case studies for this review show that involvement of affected communities and provision of information about programmes to recipients of aid was patchy everywhere. In general, performance was worst during the relief phase, and improving during recovery and reconstruction. The very fact that the most innovative practices highlighted earlier are those which focus on recipient capacities and needs highlights how far the system has to go. The international humanitarian system needs to put accountability, learning and transparency into the centre of its response. With the technology and methods now available, there is no excuse not to. Assistance has to be in accordance with what affected people have made clear they need, rather than what the system is prepared to offer. And the normalised scale of work will help account for this – by learning how to deliver improved services. This can be done through better feedback loops with the affected population, through a range of mechanisms such as Listening Project-style assessments, HAP complaints mechanisms and perception surveys. DFID is being asked to be more accountable than ever before to UK taxpayers in a period of heightened government budgetary constraints. DFID has taken important steps on transparency as a step towards greater accountability and is at the forefront amongst donors on this. Under the UK Aid Transparency Guarantee DFID has started publishing detailed information about all new projects and programmes on the web since 1 January 2011. DFID recognises that transparency creates better feedback from beneficiaries to donors and taxpayers. It helps to better understand what works and what does not. It also helps reduce waste and the opportunities for fraud and corruption. DFID is also committed to push for full transparency across the international aid system by asking partners and other donors to adhere to similar standards of transparency. And to square the circle from transparency to accountability, DFID has committed to providing opportunities for those directly affected by DFID projects to provide feedback on their performance. This commitment needs to apply to all humanitarian emergency work as well. Even if putting them into practice will be more challenging than in other areas. Improving accountability is intimately tied up to the work on impact assessments – for credible impact assessments there is a need to put disaster-affected people at the centre of the analysis. This can be supported through innovative use of appropriate technology that improves communications to and from affected populations. Hi-tech was seen in Haiti with the Ushahidi ‘crowd sourcing’ platform, low-tech – men on bicycles with megaphones in Bangladesh and Burma for early warning. Mobile phones and radio are both important to reach people. Impact The emergency response sector does not routinely assess impact. What this means is that for some operations it is almost impossible to say how the assistance helped people, or even whether it helped them. There are good reasons for this sometimes. In emergencies, there is little time to measure in the early hours and days of a response, in what the review sees as “the Critical Period”. In conflict it can be dangerous. And saving lives is the priority. It is also more difficult to measure averting negative change (e.g. to prevent famine) than bringing about a positive change (as in development) because of the lack of decent \<page_number>27\</page_number> Humanitarian Emergency Response Review counterfactuals. Delivering in some of the most important sectors of humanitarian aid, such as protection and dignity, is difficult to assess. Aid is only one of a number of inputs into the lives of disaster-affected people. Any attempt to assess even at a system-wide level is plagued with attribution issues, never mind down to the level of individual donors' contributions to a particular project. Other reasons for not doing impact assessments cannot be so easily justified: it is convenient not to have to do it; the need for high visibility, action, shaped by donors and the media; the competition between agencies and the lack of serious consultation with the people in need; the failures in leadership. Perhaps most important, impact assessment has been seen as too expensive and time-consuming. Donors have been willing to support these efforts on the humanitarian side of the system. This is no longer acceptable. The sector must increase its efforts to demonstrate impact, and it must use evidence on what works and what does not and why to improve its performance. Lessons need to be learned and applied. Donors like DFID need to change the incentives in the financing system to ensure that impact is routinely measured, rather than fitfully if at all. Perfection is not possible for the valid reasons outlined above but a lot more can be done. This review found that tools exist or are being developed to overcome the methodological challenges. Case studies have been collated by ALNAP and others. A framework for monitoring and evaluating results and impact is being designed for DR Congo's Humanitarian Action Plan. This will provide further insight into what can and cannot be done. What is necessary is to move away from a system where many agencies still continue to measure success in volume of food, goods or vaccines delivered rather than the impact on the affected population. A particularly important and necessary area for impact assessments will be in innovation, testing the relative impact of one approach compared to another. To measure and demonstrate impact, action needs to be taken at various stages of an emergency response as well as in resilience building programmes. It cannot be done as an add-on alone. And throughout all stages, participatory approaches should be taken where possible. In theory, needs assessments should provide baselines against which impact can later be measured. Needs assessments should also be designed and carried out having the views of affected people centre stage. However, the reality looks different. Needs assessments routinely lack baseline data. They are more about gathering information for planning and funding than about identifying needs, assessing them against available resources and prioritisation. There is competition between organisations and sectors, the process is not transparent and sharing information is sometimes discouraged as it might pose a risk to an institution's role in the response. Needs assessments are quite often too late to inform funding decisions. The lack of baselines is not the only problem. Without a common strategy and agreed definitions of humanitarian outcomes, impact assessments are difficult to carry out. For that, leadership and strong partnerships are essential (see sections 4.3 and 4.6). Monitoring has also been found to be weak and suffers from patchy, inconsistent efforts. In complex emergencies where security and access are major constraints, monitoring is an even greater challenge. Remote programming is increasingly used, especially in countries like Somalia. Ex-post evaluations tend to evaluate activities rather than impact and do not often enough include a participatory element so that disaster survivors can hold agencies to account. Because of a lack of resources and narrow agendas, most evaluations focus on a particular project or programme; system-wide assessments are still rare. The quality of \<page_number>28\</page_number> Findings evaluations, as assessed by ALNAP from 2000 to 2008 has been consistently disappointing. Impact assessments, whether agency-specific, sector-wide or system-wide, are not usually carried out. Technological advances such as satellite imagery are still not used enough to collect data across the programming cycle, including for needs assessments, monitoring and impact assessments. Neither are national capacities used enough in monitoring and evaluative efforts – whether operational agencies or think tanks and academics. Addressing the needs of the most vulnerable The humanitarian system is poorly equipped to ensure an equitable response for the most vulnerable. Whilst issues specific to children, age, old people, women and those with disability are widely written about, there are few mechanisms to deal with them. There is no formal platform for collective engagement on specific issues, and there is little if any disaggregated data on needs and impact on vulnerable groups. A lot of the evidence base is anecdotal, picked up by someone who was aware of the needs of vulnerable groups while doing something else. Culturally insensitive practices such as delivering relief items in single lanes are still routinely practised. During the Pakistani earthquake this prevented widows without male company from accessing aid. A study by HelpAge25 shows that a disproportionately low amount of humanitarian assistance was dedicated to ensuring that the needs of a particular vulnerable group in disaster-affected populations – older people – are met. Children, defined by those under the age of 18, make up at least 50% of affected populations in most of the emergencies around the world. Humanitarian assistance that does not assess and address the needs of children may be ignoring the majority – and would therefore potentially be failing to have the greatest impact. Amnesty International reported that women and girls living in the makeshift camps in Haiti one year after the devastating 12 January 2010 earthquake faced an increasing risk of rape and sexual violence. The camps provided shelter and access to basic services in the immediate aftermath but no adequate protection for women and girls. Gender Accountability cannot improve without the humanitarian system becoming more gender aware. Poverty experienced by women and men is shaped by inequalities that discriminate against and marginalise certain social groups. The most pervasive one is gender inequality and this is magnified by the impacts of climate change and disasters.26 A study by the London School of Economics shows that natural disasters and their subsequent impact on average kill more women than men or kill women at an earlier age.27 An approach that does not recognise that women, men, girls and boys in an emergency situation have different needs and are exposed to different types of risk will in the best case be bad quality programming, in the worst case it can cause harm. Projects that are gender blind risk missing out on the most vulnerable individuals and may also provide an inappropriate response due to lack of analysis and limited understanding of what the gender specific needs are. At the same time, the role of women in prevention, relief, recovery and is not recognised enough. Previous evaluations show that women drive the move from immediate concerns – reuniting families, finding shelter and food – to identifying ways to generate 25 HelpAge (2010). A study of humanitarian financing for older people. London. 26 Gender, Disaster Risk Reduction and Climate Change: A Guidebook for Learning Companion, Oxford University Press Reducing Risks from Natural Disasters: Climate Adaptation Resources, 2010. 27 The Gendered Nature of Natural Disasters: the impact of catastrophic events on the gender gap in life expectancy 1981 – 2002. London School of Economics. \<page_number>29\</page_number> Humanitarian Emergency Response Review income. And women have repeatedly led initiatives to adapt to the impacts of climate change, and their knowledge and responsibilities related to natural resource management have proven critical to community survival. 28 Women and girls need to be consulted on their needs immediately, appropriately and comprehensively throughout all stages of assistance. Recommendations DFID should: 13 Promote and support mechanisms to give recipients of aid a greater voice. 14 Promote the development of improved needs and robust impact assessments. 15 Work with others to create an over-arching set of standards to assess beneficiary accountability. 16 Encourage the spread of best practice in this area. 17 Give greater emphasis to beneficiary accountability factors when making funding decisions. 4.6 Partnership The UK is not a large direct giver of humanitarian assistance, preferring instead to work with and through partners. This review endorses this approach; partnership will become even more important as our interconnected world gets more so and as power shifts towards the new emerging economies such as Brazil, China, India and the Gulf States. The UK can achieve more through and with partners, using its resources to bring together organisations with different skills to respond to acute need. In the modern world the most important part of what an organisation can do is what it can do with others. Many of the partners DFID works with in humanitarian response are world-class organisations. A multilateral aid review, commissioned at the same time as this review, found that 80% of humanitarian agencies were either good or very good. Nevertheless, the humanitarian sector in recent years has been seen by many as a closed shop with a handful of agencies and donors dominating. Whilst some of this has been for good reason – the need to be seen as neutral and impartial in conflict and being able to access populations mostly– some of this is simply not working. This review concludes that a sea change in thinking is required, so that DFID recognises that it is the quality of its partnerships that matters, as much if not more than its own stand alone capacity. Its role should be more ‘network enabler’ than individual doer. Working with the United Nations and its agencies The United Nations as a whole is the largest partner of the UK in humanitarian emergency response. As a permanent member of the Security Council, and a founder member of the UN, the UK has historically been active in supporting multilateralism. This review has concluded that this position should be maintained, with multilateral response the default position of the UK and DFID. UN agencies are amongst the largest deliverers of humanitarian aid. The World Food Programme (WFP) delivered 44 billion meals in 2010, most of it in response to emergencies or ongoing crises. UN agencies have the reach and the presence to deliver 28 A. Araujo et al (2008), Gender Equality and Adaptation, IUCN. \<page_number>30\</page_number> Findings aid at scale, and their international status often means they have a better relationship with government. The review documented some excellent examples of UN agency-led response: from WFP rapidly delivering food to 7 million people in flood hit Pakistan, to UNICEF supplying infant food nationally for starving children in Niger. There have also been failures, notably the inability to treat and contain cholera in Haiti. The sections on leadership, finance, accountability and impact in this review make the point that there is still much work to be done to improve the performance of the international system. Cluster leadership needs to be improved, the UN agencies need to better support OCHA and UNHCR, and they need to work more collegially. Agencies need to get better at reporting results rather than what they have purchased. DFID needs to support these efforts. As one of the major donors, it needs to provide greater predictability of funding so that the main UN agencies can invest in their humanitarian response capacities. It is important to keep staff, chart careers and invest in people if you want them to deliver; you will have many next year. Agencies need multi-year funding to make these investments. But DFID can also do more closely to results and performance. The multilateral aid review can be a good basis to start this rebalancing of funding. This review concludes that alongside more predictable core funding the CERF is a valuable mechanism and should continue to be supported and expanded. It also concludes that NGOs need similar support. Pooled funds like the one in DR Congo have generally worked well. As they apply mostly to protracted crises the review has not studied these in depth, except to generally endorse this approach. UN agencies are the backbone of many responses, and the UK is consistently one of the largest contributors. The default position of multilateralism means these agencies need supporting, as does the overall institution. But support cannot, and should not be uncritical. Agencies must collaborate with each other, with governments, with NGOs and with UN appointed leadership. The cluster approach is the correct vision – strategic networks bringing together the main actors involved in response. But its implementation has been too inflexible. Clusters need to be grouped around need rather than mandate, including all key actors, not just UN agencies and international NGOs. They need to be strategic, and often they need to work on several levels. They need to be creative, decision-making bodies, not unimpinging silos. Resources from DFID should follow success on these criteria, and not be routinely allocated. Working with the European Union The European Union collectively provides half of all official humanitarian aid. It also has its own humanitarian aid agency, ECHO, which is the second largest global donor in its own right. And although the UK provides a sixth of its funding, it does not engage with ECHO strategically. This needs to change. DFID’s policy level relationship with ECHO is weak. DFID and ECHO too often work in parallel, failing to communicate effectively. This results in duplication of work and costly overlaps. In disaster situations ECHO is routinely unaware of what DFID’s response will be. At policy level, DFID focuses priority attention on the major UN humanitarian partners (UNHCR, WFP), but fails to engage with ECHO when it is at a wasted opportunity. The UK holds a unique position amongst EU member states, with capacity to provide effective humanitarian aid when acting alone. This experience if better shared, could be beneficial to both agencies. At present DFID’s relationship with ECHO appears to be delegated to junior staff. What is needed is better engagement at policy level, and better alignment at delivery level. DFID needs to have a more consistent strategic dialogue with ECHO. It needs to be aware of ECHO’s strategic planning processes and engage with these. \<page_number>31\</page_number> Humanitarian Emergency Response Review Most importantly, DFID needs to get smarter at sharing resources with ECHO. Niger is a good example of how this can work. ECHO has strong technical advisory presence through its specialised offices and permanent representation through the EU delegation. DFID relied on ECHO to lead the response. But DFID also periodically sent humanitarian advisors to reinforce and complement ECHO leadership. In other situations ECHO might follow a DFID lead. Working with bilateral donors The US government is the world’s largest individual humanitarian donor. It is very influential, with the heads of WFP, UNICEF and the World Bank traditionally coming from the US. The US government is also the largest donor to UNHCR and the ICRC. This means the US has an opportunity to influence UN agencies at a high level. This is often not used coherently because of the fragmented nature of the US aid bureaucracy. But even so, DFID does not have a sustained policy dialogue with the humanitarian agencies of the US government, and is often perceived by the US as a loner. The US was considering a significant reduction in the amount of humanitarian aid it gives as this review went to press (40% of food aid and disaster response by 70%). Were this to happen, for DFID it would mean that conversations about burden share – similar to those with ECHO – would be even more vital. It will be important to understand where the US will focus its efforts, and to ensure that scarce humanitarian resources are spread most effectively. Where the US will obviously lead – Haiti was a good example – then DFID should be able to fit around this. The Good Humanitarian Donorship (GHD) group has played a role in achieving change in the humanitarian system. Donors such as the Netherlands, Sweden, Norway and Canada have been close allies for DFID. GHD has created a space for collective action that did not previously exist, and provided DFID with its most consistent allies. Lately, it has lost momentum. To reinvigorate this group, both globally and in countries like DR Congo where it plays a pivotal role. DFID shares the basic humanitarian principles of humanity, neutrality and impartiality as a starting point for partnership with other traditional humanitarian donors. The principles of Good Humanitarian Donorship (GHD) bind like-minded donors together around a further set of core donor principles. The GHD group is a starting ground for more effective donor action. But more needs to be done by DFID to demonstrate a collegial approach. Widening the group who adhere to GHD principles would be a positive way forward. DFID is one of the stronger group members with capacity to influence how to bring others in. The annual Montreux meeting might be the forum for this and could potentially be widened in scope and ambition. Working with new donor partners The world is changing. China is now the second largest global economy. Nations such as India, South Africa, Russia, Brazil, and Saudi Arabia are important regional powers. The global picture of who responds to humanitarian need is changing too. Increasing contributions to disaster response are being seen from donors outside the “traditional” OECD DAC group. All of the nations cited above significantly respond to disasters in their regions. China’s contribution to WFP doubled in 2005 and was one of the largest donors in Burma after Cyclone Nargis in 2008 (and in Pakistan during the floods in 2010). Brazil was a major responder in Haiti. Saudi Arabia was the single largest donor to Bangladesh following cyclone Sid (and was one of the top five global donors in 2009). India gave through multilateral channels to Pakistan flood relief. \<page_number>32\</page_number> Findings The emerging group of non-traditional partners is an opportunity for DFID to establish new relationships. To do so, DFID must look for areas of common ground that already exist. Similar viewpoints can be used as starting points. For example, Brazil’s view on humanitarian response is, like DFID to build ownership by working with local authorities. DFID can combine its expertise with that of nations that regularly experience large scale natural disasters, and work with them to share learning with others at risk nations. Russia’s Emergency Control Ministry, EMERCOM has vast capacity and experience. India has a cadre of experienced disaster managers in government, following disasters in Orissa, Gujarat and Tamil Nadu. A year’s hammering of the 2005 Indian earthquake response was exemplified by the 5-year plan (2006-2011) which includes disaster relief, highlighting the importance of multilateral coordination. China has enormous capacity to respond and deep experience in humanitarian emergencies within its own borders. Any disasters in the region of the Hindu Kush will likely see China responding in a significant way. To remain a humanitarian leader into the 21st century, DFID should reach out to seek to build new relationships with China along the lines of their recent White Paper. The Gulf States, such as Qatar, the UAE and Saudi Arabia are significant donors in the humanitarian assistance and are increasingly becoming involved in other ways. The Gulf Cooperation Council (GCC) has a new humanitarian mechanism. DFID is already working with the GCC and humanitarian assistance is a good area of common interest. In forging new humanitarian relationships, DFID should not risk ‘going it alone’. Alliances must be built with other traditional humanitarian donors to welcome new partners on board. Support must be corralled from within the DAC group to create a receptive forum for new donors to join. DFID will have to look wider across Whitehall to influence in this action. Close collaboration between DFID, FCO and other Whitehall departments will be vital to develop opportunities. The FCO’s capacity to build rapid consensus through cables in support of ASEAN’s role in response to Cyclone Nargis in 2008 has already been demonstrated. DFID should make more use of the diplomatic networks and other government departments in order to build wider coalitions it needs to drive through the international reform agenda. DFID’s commitment to humanitarian principles will become increasingly important as partnerships are developed. Demonstrating the value of these will be an important part of new rules for international humanitarian collaboration. Working with NGOs The UK has some of the most respected and important international non-government organisations in the world. Organisations like Oxfam and Save the Children are known worldwide. Their work has helped millions in disaster from Ethiopia, to Bangladesh to Haiti. Their pioneering technical work has often set the standard for other humanitarian agencies. They are highly regarded by the UK public and receive generous support when massive disasters strike. Non-government organisations (NGOs) also provide much of the implementation capacity in humanitarian emergency response. Indigenous and faith based NGOs are often the first to respond, and understand both culture and context. International NGOs are adept at deploying quickly, often setting up big relief operations weeks before the UN cranks into gear. In 2008 NGOs spent $5 billion on humanitarian assistance29. NGOs often have large programmes in affected countries before disaster strikes, have experience in resilience building especially in community based disaster risk reduction and marry work with national and local organisations. 29 GHA report 2010. Development Initiatives. \<page_number>33\</page_number> Humanitarian Emergency Response Review The term NGO covers a diversity of organisations. World Vision had a turnover of $2.1 billion in 2006[30], rivaling UNICEF at $2.7 billion in the same year. In 2006 Medecins Sans Frontières (MSF) spent $575 million on humanitarian aid. Only two governments – the UK and the US – spent more on official bilateral humanitarian assistance that year. The Catholic Church network Caritas’s volunteer spend was equivalent to the bilateral humanitarian spending of the UK and of the US in 2006. In 2008, a single member of an NGO family makes a more significant contribution than its host government. For example, MSF France spent an estimated $81 million of the French public’s money on responding to crises in 2006, compared with bilateral spending of only $48 million by the French government. NGOs are also rapidly growing in scale and geographic spread. India has a million indigenous organisations that describe themselves as NGOs. BRAC in Bangladesh claims to be the world’s largest NGO if number of employees is considered rather than financial turnover. Mercy Malaysia has become a well-known international NGO running programmes as far afield as Africa; Africa Humanitarian Action in Ethiopia runs programmes across the Horn. What NGOs represent at their best is citizens’ action. Organisations like MSF have very generous public support across Europe and the US, receiving 86% of their funds from private donations. Their global spread is testimony to their enduring appeal. For official donors and the international system this creates both an opportunity and a challenge. The increased capacity, especially of national and local NGOs provides untapped potential. The Haiti earthquake provides an example though of the headache that trying to coordinate the NGO sector can be, with more than 1,000 international NGOs flying in to Port au Prince ready to help. Some NGOs are an integral part of the system. Save the Children co-leads the education cluster with UNICEF; Oxfam provides people ready to go for the water and sanitation cluster. But other NGOs either do not know, or cannot use this system. Many turn up looking for guidance. Others try to push a political agenda. Faith groups are another example of a growing NGO sector with potential to improve responses through their strong links with and access to local communities. They raise considerable donations from faith and Diaspora communities outside the DEC appeals. The international NGO sector has gone a long way in trying to self-regulate. There is an industry wide Code of Conduct, technical standards for each sector of activity and lots of work on accountability. Unfortunately this has not been enough to stem the tide of first time donors who are attracted by the idea that they will get something for their money and the idea that their help might do more harm than good. Neither has it made any impact on the competition between international NGOs. As with UN agencies this competition means that assessment information is often treated as commercially sensitive, leading to multiple surveys and organisations jostling for funding for particular geographic areas or technical sectors. As a result of the humanitarian reform efforts with the UN, DFID has rather neglected the NGO sector in the last five years. Latterly this has been changing with the establishment of innovative consortia, both for improving rapid response and in-country for local NGOs: The Consortium of British Humanitarian Agencies (CBHA) and the West Africa Regional Humanitarian Fund (WARHF) offer two proven models at a global and regional level. These are effective and should be expanded. DFID should also consider, either through consortia or individually, investing in NGOs with specialist response capabilities to ensure these can be deployed robustly. This could 30 DI report for 2009 Montreux donors conference. \<page_number>34\</page_number> Findings be linked to cluster needs and responsibilities [for instance with CARE who support the shelter cluster, or Merlin who have co-chaired country health clusters]. In countries where DFID has a presence this type of approach can be extended to national and local NGOs and apply to international NGOs with substantial presence and experience. The civil society fund in DR Congo could serve as a model, whereby one NGO acts as the grant holder on behalf of the collective. USAID uses these types of umbrella grants' routinely. Another model is UNDP in Bangladesh; another is the recently formed CBHA. Whilst these types of approaches have the potential to improve the effectiveness of many of the bigger international NGOs, it will not solve the issue of ever increasing proliferation. One potential measure that has been debated within the NGO community for many years is for accreditation of some sort, allowing accredited NGOs easier access to donor meetings and so on. This idea has been resisted by grounds that it would be almost impossible to find a system that would primarily exclude NGOs with real capacity or insight to offer – especially national NGOs. However, the review finds that a system is needed to help short cut some of the chaos of coordination of NGOs, perhaps linked to pre-crisis arrangements and planning. This work can only be conducted by the NGO sector itself. But DFID should encourage, help and support this process. Whatever it looks like, it has to help affected governments and those charged with coordination to understand where a reputable organisation has proven capability and how it could best be deployed. Working with the Red Cross and Red Crescent Movement The International Red Cross/Crescent Movement is the world's largest humanitarian network. There are 186 National Societies with a Secretariat in Geneva as well as the International Committee of the Red Cross (ICRC), a private Swiss organisation dedicated to helping victims of conflict. The ICRC receives the largest amount of DFID humanitarian funding of any single agency, at £66 million in financial year 2009/2010. The relationship between DFID and the Red Cross/Red Crescent Movement has traditionally been mediated by the British Red Cross Society (BRCS). The BRCS is one of the stronger National Societies [NS] in the Movement, a large contributor to other NS in its own right, and a strategic voice in the IFCR Secretariat. For the past decade, DFID funds for both the IFRC and ICRC passed through the BRCS in what was called a 'tripartite' relationship. This recently changed for the ICRC – DFID funds now go direct to Geneva – but remains the same for the IFRC. The different arrangements reflect the strengths and character of the different organisations. The ICRC is widely admired for its professionalism and its adherence to mandate. It scores highly in internal DFID analysis, including the recent multilateral aid review, and with country offices. This makes the ICRC a partner of choice in conflict situations and this review endorses that view. DFID should continue to work with the CRC as it is a trusted and principled partner in conflict situations. The National Societies and the IFCR Secretariat are different. The network has tremendous potential, rooted as it is in its national base. National Societies are required to have volunteers trained in first aid, which is a requirement in many countries this is a significant role. The Chinese Red Cross has around 20 million volunteers and often responds alongside the People's Liberation Army in disasters. The Iranian Red Crescent Society is the official response arm of government, with huge relief stocks and logistics assets including helicopters. The American Red Cross is responsible for mass care in domestic disasters. But the network does not routinely achieve its potential. It is less than the sum of its parts, with many National Societies that are under-resourced and under-performing. \<page_number>35\</page_number> Humanitarian Emergency Response Review Particularly in sub-Saharan Africa, many of the National Societies are marginal to their national life and incapable of large-scale mobilisation. Partly this is a question of resources – when a high achieving office from the IFRC Secretariat became Secretary General of a weak performing National Society, and was remunerated at an international level, there was a step change in performance. It is also a question of management and governance. In the new direction recommended for DFID in this review, focusing on national resilience, there is a major role for Red Cross and Red Crescent National Societies. Working through and with National Societies can be a good way to engage with National Governments and Agencies, even within national disaster legislation. National Societies are often close to communities, through their volunteer networks and the Federation has pioneered work on community based disaster preparedness. The IFRC also remains a massive network for disaster response, often the very first to help through local volunteers and mobilising the network of National Societies at a regional or global level. Their performance in response has been mixed however. This critical role could be improved with greater clarity of focus on improving the global Red Cross/Red Crescent response system from the Federation, and strengthened better capacity at the NS level. But this can only work if some of the fundamental problems can be resolved. Working with and through the British Red Cross is a sensible half way house for the time being. The BCRS has auxiliary status to government in the UK, although in practice this has not often been invoked in recent years. DFID should work closely with BCRS and the IFRC Secretariat to involve the Federation in its resilience work. It should also continue to support the global readiness of the Federation. The BCRS can act as an interlocutor, given the otherwise time consuming nature of a potential engagement. The role of the BCRS as an auxiliary could be re-invigorated in other ways. The BCRS already provides a degree of legal advice on the laws of war to the MOD; this could be extended to DFID. BCRS also keeps a number of high quality emergency teams on permanent standby for the Federation. The national society has offered to extend this type of surge arrangement to DFID, something that should be explored. Working with the private sector The private sector represents a huge source of untapped capacity and expertise to reduce suffering and help rebuild communities in the aftermath of a disaster. It can also help to mitigate disaster risk through prevention and preparedness. This potential must be unlocked if future challenges are going to be met. The emphasis needs to shift from seeing the private sector as a donor to being a ‘doer’, and as a valued partner not a contracted entity. New modalities of engagement are required in order to enable the humanitarian sector to have access to skills and products as and when required. Examples of this include public-private partnerships that enable the sharing of risks, credit and investment (e.g. the Caribbean Catastrophe Risk Insurance Facility, the British Earthquake Consortium for Turkey). But there is still distrust from the humanitarian sector that characterises itself as ‘non-profit’ towards private sector organisations whose prime motivation is perceived as ‘profit’. This barrier to collaboration needs to be overcome, and DFID should be active in helping to achieve this. The private sector’s motivation for engagement is based on a wider business interest, including brand, new markets, corporate social responsibility, and stakeholder relations. Many private sector companies are often willing to enter into a reduced rate or ‘at cost’ basis, as for example with Digicell in Haiti. Some humanitarian organisations such as MapAction and RedR rely on trained personnel from the private sector being available when needed for critical short-term assignments in the immediate aftermath of a disaster, often on a volunteer or partial cost basis. \<page_number>36\</page_number> Findings Companies and governments have outsourced services for years, concentrating on their core advantage. The humanitarian sector also has a set of quasi-commercial relationships in its grant/recipient/sub-contracting model. Protectionist rhetoric needs to be replaced with a focus on who can do what, most effectively. Again, DFID should encourage and stimulate this process. The current models of private sector engagement in humanitarian action generally focus on large multinational companies and involve pro-bono contributions of their products, skills and expertise to response operations. This is mostly in the sectors of logistics, IT and communication, mapping, engineering and medical supplies. The best known example is the World Food Programme (WFP) which has been providing logistics and transportation services to WFP. There have also been proactive efforts by the private sector to better understand humanitarian action, and various initiatives, such as the World Economic Forum Disaster Risk Partnership to facilitate access to private sector expertise in engineering and construction. The private sector can bring professionalism, leadership and management best practice, tools for driving efficiency and managing risk, and the use of cutting edge technology and information. Such skills need to be contextualized to the challenges of post-disaster situations through working in partnership with humanitarian organisations and building long-term collaborative relationships that enable knowledge transfer. Recognition of the value of the international private sector needs to be matched with understanding of the importance of local businesses and companies in immediate response and in catalysing economic recovery. This importance is likely to change significantly when cash transfers become more prominent. The local private sector is usually the first that can respond with relief items and food. It can provide employment and contribute to normalisation. Hindustan Construction Company in India has been able to respond to floods in Orissa and floods/landslides in Laddakh where they had construction sites. Notably it is national companies like these who have the capacity to respond as well as the relationships with the local government and community. In Haiti, the rural hinterland was not much affected by the earthquake and markets resumed quickly. Large-scale food aid was nevertheless imported, with a potentially detrimental effect on the agricultural economy. The local private sector can also profiteer from disasters. There is evidence that Niger’s cereal market is strictly controlled by a restricted group of traders. These traders keep cereals out of circulation until the maximum price is reached. All these examples show that positive relationships with the private sector need to be established pre-disaster so that they can be best used when disaster strikes. In DFID’s resilience and preparedness work, the local and national private sector needs to be a key partner. Disasters are increasingly taking place in urban environments. Urban environments are characterised by a high concentration of private sector interests (markets, labour, the supply chain). Urban areas are also dependent on infrastructure for the delivery of essential services (water, solid waste management, sanitation, drainage, energy) Damaged infrastructure needs to be rapidly reinstated and issues like rubble removal are critical to making land available for camps, and integrated urban planning is needed in order to provide a basis for recovery and reconstruction. Reinstating these is outside the skill sets of NGOs or UN agencies, and funding and procurement barriers often prevent such skills being accessed in a timely fashion from the private sector. Local, national and international companies hold the knowledge and expertise to respond to urban disasters. They could be of great value to humanitarian organisations \<page_number>37\</page_number> Humanitarian Emergency Response Review operating out of their traditional areas of expertise. There are examples of municipal governments turning directly to the private sector, for instance the Dujangyan Municipal Government after the Chinese earthquake, and a public-private partnership (PRES) between Arauco, the ministry of housing and local municipality in Santiago, Chile. DFID has set up a new Private Sector Department in January 2011 to help raise the level, extent and effectiveness of DFID’s engagement with the private sector. This is an excellent initiative. Existing and new programmes could address many of the issues raised above. Facilities such as the Private Infrastructure Development Group or the Business Innovation Facility could have humanitarian windows. Knowledge generation and dissemination would also be relevant. Where appropriate, CHASE and the Private Sector Department could work together on galvanising private sector expertise around specific opportunities that need unlocking. An example would be fast infrastructure rehabilitation in urban areas. Another might be encouraging the private sector to help strengthen the human capacity of local governments and structures to manage emergencies. Working with the military The military has long been involved in disaster relief operations. Domestic military are often the first response of government. International military involvement in disaster relief has been more contentious, especially where there are obvious political or military objectives. But humanitarian workers need to be able to acknowledge areas of military comparative advantage and recognise where they can work together. It is vital to uphold humanitarian principles. It is equally vital to use the most effective resources at our disposal to meet the needs of those affected, especially if predictions of increased need materialise. The review takes the view that the British military does have a role to play in support of the UK response led by DFID. It is the national government’s responsibility to decide whether to call in military resources in support of a humanitarian response. This may be a decision to use the country’s own military or to accept the use of foreign military. In many countries, calling in their own military to respond to a large-scale domestic disaster is the most obvious thing to do. After the earthquake of 2005, the Pakistan army was the first responder, saving lives and providing critical medical care and by providing the first relief items. When big disasters hit, often a country’s military is only actor who can allocate resources to respond at speed and scale. DFID should recognise a country’s right to use its own military in disaster response and be supportive. A national government may request assistance from foreign military. Following the tsunami that hit Banda Aceh, Indonesia in 2004 military helicopters from international forces were needed to reach cut off populations and many nations provided military assets toward this operation. A subsequent review found it one of the most effective parts of the initial international response1. China provided military helicopters and medical teams after the Pakistan floods in 2010. These examples demonstrate the benefit of extra military support when disasters are so large that the combined resources of domestic military and those of the international humanitarian community are insufficient to meet the needs of the affected population. In armed conflict, or sensitive political situations, using military assets associated with parties to the conflict can compromise the perceived neutrality – and therefore safety – of humanitarian workers. There is an obvious need to be able to distinguish between these situations and make sensible policy decisions based on context. In disasters caused by natural hazard, at the request of government and with clear comparative advantage, 38 1 TEC coordination study: www.alnap.org/initiatives/tec/thematic/coordination.aspx Findings Military planning and assets can be hugely beneficial. In conflict, this is not usually the case, although UN mandated forces can help in securing humanitarian access. Two instruments currently exist to guide the appropriate use of military resources in humanitarian situations, the ‘Oslo’ guidelines for disasters, and the UN guidelines³² for conflict. The Oslo guidelines establish the principle of ‘last resort’. This is useful as it makes governments and policy makers think twice before deploying military forces. This review has concluded that the Oslo guidelines are still relevant. DFID should interpret and where possible define the principle of last resort as, only using military assets when nothing else will do’. This will open the door to the use of niche capacities, without opening up ‘new logjams’ to unwelcome deployment of military assets for every ‘big emergency’. Niche capabilities of the British military may include strategic planning and surge deployment. It may also include a greater use of military assets. There is an assumption that this kit is too expensive. The real issue is whether there are essential assets for saving lives that cannot be secured in time any other way. In conflict situations deployment of military assets should be in line with the UN guidelines. But there is a wider point about how humanitarianists engage with military forces, and the difference between them. When military forces control areas there is a need for a humanitarian dialogue to ensure populations in need can be accessed. Many UN forces are routinely given mandates to protect civilians, and in such situations humanitarian organisations need to work with them. Recommendations DFID should: 18 Reach out to create new partnerships with new donor partners (including China, India, Brazil and the Gulf States). 19 Maintain its default position that humanitarian response is multilateral³³. In particular it should: - Engage more effectively with ECHO on a policy level, and explore the possibility of co-financing. - Work with others to support the UN Emergency Relief Coordinator in the reform of OCHA and the system more widely. 20 Work with partners to promote donor coordination and revitalise the Good Humanitarian Donor-ship group. 21 Ensure that the new Private Sector Department gives full consideration to those areas where private sector expertise can improve humanitarian response effectiveness, including at the country level. 22 Use military assets in situations where are consistent with Oslo guidelines and offer capacity others cannot, or provide better value for money than commercial alternatives. 23 Work with NGOs to promote the concept of accreditation or certification. 32 Military and Civil Defence Assets (MCDA): http://www.coe-dhha.org/media/guidance/3mcdaguidelines.pdf 33 See section 5.2 for recommendation on funding. \<page_number>39\</page_number> Humanitarian Emergency Response Review 4.7 Humanitarian space When there is conflict, where states have failed, when governments are belligerent or venal DFID cannot work directly through the authorities. In such cases there is a fragile 'space' in which humanitarian agencies are accepted and work to help those most in need. DFID needs to do what it can to nurture and expand this space by observing the key principles of humanity, impartiality and neutrality, and by leading where it has influence to ensure others do. Humanitarian principles have evolved over time to help agencies access and protect populations most at risk. Where those agencies are seen as neutral, impartial and independent they can build trust with combatants, allowing them to deliver aid. Where aid is linked to political or military goals the security of staff can be compromised, making it difficult to reach those most in need. This review concludes that DFID humanitarian policy should be to protect and where possible enlarge this fragile space; to work with agencies that can access and help those in dire need and to continue to resist the politicisation of humanitarian aid. The review also recognises that in complex conflicts, and the break down of state authority that there will be times when military force, mandated by the UN, will be needed to protect civilians and humanitarian workers. Protection of civilians In conflict situations and after some disasters, particularly in urban areas civilians need protection from violence. Often the need for security comes before anything else. This review was not mandated to consider the full range of conflict situations, focusing only on natural disasters and spikes in conflict. In situations of conflict, it is clear that protection of civilians and humanitarian access is paramount. The UK can play a meaningful role in such situations, even where it is a party to the conflict. It must observe international humanitarian law. It can use its influence to remind others of their obligations under international humanitarian law and human rights law. It can work with legitimate humanitarian agencies to assist them in their role. And it can support the work of the United Nations in peacekeeping, by ensuring that peacekeeping mandates include the protection of civilians, and that peacekeeping forces are resourced for this. In the case study for DR Congo, it was clear that UN peacekeeping has made progress in its protection work. Whilst there continue to be horrific attacks against civilians (mass rapes by government affiliated forces to name one), the peacekeeping force understands it has a duty to try and prevent these and works with humanitarian actors to this end. This should be reinforced. It is hard for soldiers, trained in the tactics of fighting battles, to find ways of preventing attacks on civilians, especially when resources are scarce. Mobile operational bases of the type trialled in DR Congo have merit, especially when coupled with ways for communities to trigger them. DFID can work with agencies like the ICRC, the UNHCR and OHCHR to enable them to carry out their protection work (visiting prisoners, registering refugees and promoting rights). In particular DFID must ensure that in conflict humanitarian budgets fund neutral and impartial agencies, and substitution of basic services where appropriate. DFID can work with the UN, including in peacekeeping as set out above. This is technical work, and has merit. The bigger picture is that conflict is political. Humanitarian work cannot be the sticking plaster for a lack of political action. Case studies in DR Congo, Gaza and Burma demonstrate the limited influence the UK working on its own has in situations of conflict. The same case studies show, however, that there are things that can be achieved, especially working with others. In Burma \<page_number>40\</page_number> Findings following cyclone Nargis, working with the ASEAN group of nations it was possible to gain access for humanitarianists. In DR Congo, the patient, patchy build-up of international humanitarian, military and legal action tries to contain conflict and help those affected by it. In Gaza, DFID supported the UN in coordinating access advocacy through a Humanitarian Assistance Framework, praised by Ban Ki-Moon. A particular issue relating to counter-terrorism legislation has arisen in several complex emergencies recently (Somalia, Colombia, Sri Lanka and Gaza) and is likely to come up more often in the future. DFID, on occasion, had to stop funding the humanitarian work of international NGOs and other implementing partners because they could not 100% ensure that their staff would not be subject to prosecution under UK or European legally binding instruments on counter-terrorism and UK legislation stipulate that anybody directly or indirectly funding terrorist organisations will be prosecuted under criminal law. However, exemptions can be made by the European Council on humanitarian grounds. This review finds that in these circumstances, and in all cases of conflict, an essential priority is to negotiate humanitarian access on an unimpeded basis. All parties are required to grant such access under International Humanitarian Law. This should be negotiated at the highest necessary level, and not left to field workers to manage on their own. In the cases above, the legal problem should be overcome by applying for exemptions on humanitarian grounds. The humanitarian imperative should be a primary consideration. Security of humanitarian workers Humanitarian work is becoming more dangerous. Statistics quoted in the challenges section of this review outline how more and more humanitarian workers are being killed and wounded in the course of their work. Having UN in your title and flying a UN flag on your vehicle no longer provides the automatic protection it used to. Partly this is the result of a more complex and less certain world; in some places it is also a perception that humanitarian worker and even the UN is partisan. The issues affecting the safety of humanitarian workers are beyond the scope of this review. What is clear is that they are in more danger, and that protecting them is necessary if the work is going to get done. Traditionally humanitarian agencies have worked on the basis of being accepted by the local population. This has meant more investment in explaining what they are doing, and relying on their good works to speak for themselves. This largely remains the case. Deterrence, as employed by partisan military forces and foreign governments in conflicts, is largely counter-productive. DFID needs to ensure that those agencies with which it works take security seriously. With the UN, this means continuing to have a close relationship with its security department (UNDSS), funding when necessary. With NGOs, this means putting security into any auditing process connected to pre-qualification, and investing in inter-agency security initiatives when these have proven worth. <table> <tr> <td>Recommendations</td> </tr> <tr> <td>DFID should:</td> </tr> <tr> <td>24 Re-assert the premise that humanitarian action should be based on need,</td> </tr> <tr> <td>reaffirming the key principles of humanity, neutrality and impartiality in the new DFID humanitarian policy.</td> </tr> <tr> <td>25 Ensure funding is made available for security and risk management for humanitarian workers.</td> </tr> </table> \<page_number>41\</page_number> Humanitarian Emergency Response Review 5. Delivering transformational change in DFID To deliver the step change in the way humanitarian assistance is conceived and delivered outlined above, DFID will have to make significant changes. The most radical change will involve seeing humanitarian concerns as a core part of DFID programming, rather than something that needs to happen on its own. This means that anticipation on anticipation and resilience should be part of DFID’s every day work in countries where it has a permanent presence (see sections 4.1 and 4.2). Such work should also be of central concern to DFID’s development partners, such as the World Bank and the UN. The step change sought by this review will also have consequences for the way that DFID provides funding before and during humanitarian emergencies. Funding for multilateral and NGO partners needs to become more predictable, so that they can invest in the skills and structures they need. Funding should also be available directly to governments for resilience and response work, where they are capable, willing and transparent. As outlined in the introduction, DFID is a shaper, a funder and a ‘doer’. This section sets out how it should engage in these roles, and looks at the resourcing, structure and accountability mechanisms it needs in place, as well as some critical areas for investment such as research and innovation. 5.1 Changing the policy The International Development Act 2002 is the key piece of UK legislation that frames overseas assistance. In the act, humanitarian assistance is defined as, “assistance for the purpose of alleviating the effects of a natural or man-made disaster or other emergency on the population of one or more countries outside the United Kingdom”. In addition to its domestic legal obligations, the UK is signatory to EU and international law. The EU consensus on humanitarian aid in particular commits the UK to, ‘provide a needs-based emergency response aimed at preserving life, preventing and alleviating human suffering and maintaining human dignity wherever the need arises if governments and local actors are overwhelmed, unable or unwilling to act’. The consensus also subscribes to a number of other principles and codes. Notably it ‘firmly’ commits to the ‘fundamental humanitarian principles of humanity, neutrality, impartiality and independence’. DFID has also committed to these principles in its 2006 humanitarian policy. If the international development act and the key pieces of European and International law determine the overall framework for DFID humanitarian action, then the 2006 humanitarian policy is the key internal document. It had three policy goals: - improve the effectiveness of humanitarian responses. - Be a better donor. - Reduce risk and extreme vulnerability. This policy needs updating, not least because of this review. A new policy should be grouped around the major themes identified in this review of anticipation, resilience, leadership, accountability, innovation, partnership and humanitarian space. The policy should also set out why, where, when and how DFID responds. The consensus of this review is that the default position for this response should be multilateral, in that DFID will work with and through its partners. Where the scale of the need exceeds regular resources, then DFID should stand ready to make additional funds available into the multilateral system. Occasionally DFID will also respond directly, based on comparative advantage including presence. This suggests the formula should be: \<page_number>42\</page_number> Delivering transformational change in DFID - Why: because of international development act, EU consensus and British public support. - Where: on the basis of need. - When: through multilateral partners in the first instance. In mega disasters UK to routinely respond with additional funding and direct delivery. - How: through regular funds to multilateral and NGO partners. Where need exceeds this level of resources, additional funding to be considered (based on advice). DFID to respond directly only where there is comparative advantage or overwhelming UK public interest. But the implications of this review go further. There needs to be a policy change in DFID on the development side too. This needs to place the creation of resilience in at risk countries in the heart of development processes, seen not as a ‘humanitarian’ activity, but as a development necessity. Recommendations DFID should: 26 Incorporate resilience into its development policy and programmes. 27 Develop a new humanitarian policy setting out why the UK responds, where, when and how. The policy should build on the review themes of anticipation, resilience, leadership, innovation, accountability, partnership and humanitarian space. 5.2 Delivering differently Shaping the International System The UK is a major contributor to the international system, with the majority of its humanitarian resources channelled through partners, as outlined in previous sections. This means that DFID has a direct interest in making the international system work. An international system that works provides the best value for money, and helps the most people. This review highlights in several sections the influence the UK, through DFID, exerts within the international humanitarian system. But this has waned, DFID has become too short-sighted and constrained. International agencies have failed to realise this while humanitarian staff might be highly critical of an operation, political and senior organisational leaders will not expend political capital to fix it. The same is true across government, in the UN, on budgetary grounds the UK has driven terms of service changes that have made it harder to recruit humanitarians. At the same time, DFID berates the UN for not doing more to recruit humanitarians. DFID’s influence in bringing about much needed change and reforms will be increased if it spends more time building alliances, and less time acting alone. Since the humanitarian reforms of 2005, DFID has been one of the leading voices in pressing for reforms in financing, leadership and coordination. The review has concluded that this effort has been beneficial and should continue, giving special emphasis to the changes in leadership structures and capacity the review recommends, and which the IASC has recently endorsed. A new approach is needed if DFID wants to continue to shape the international system. DFID will have to learn to be more strategic. Humanitarian advisors need to be sure of top management and political support before engaging in negotiations with the UN system on reform. \<page_number>43\</page_number> Humanitarian Emergency Response Review The UK missions in New York and Geneva are valuable assets, and when used well can deliver impact. But DFID does not use either mission systematically for its humanitarian lobbying and alliance building. This needs to change. The New York mission has a sizeable DFID presence, which should be better used to plan advocacy. Geneva does not have a DFID presence. But UMSIS in Geneva can nevertheless also be used more effectively to help build diplomatic alliances in the pursuit of DFID’s reform agenda. DFID also needs to work better with its donor partners, as outlined in previous sections of this report. Where policy messages are common between the UK, ECHO and the US, they are far more powerful. The GHD group has been an engine for change – the UK needs to work with this group to see this happen again. Above all DFID need to be more strategic in its lobbying work. Many in the UN see DFID as the single most influential donor. The ability to leverage its position as the third largest donor to achieve its change goals is one unique opportunity. These need to be carefully managed, not squandered in frustration. Maintaining a position as a top donor will be essential if this influence is to be retained. But better use of positions on UN agency boards, within the various UN committees, and sharper advocacy by leaders within DFID is needed. Better alliances with established donor partners and the new emerging economies will be essential, as will new relationships with regional bodies. Changing the funding model The majority of what the UK government does in humanitarian assistance is funding others. DFID has long been seen as a fast and flexible humanitarian donor. This position should be maintained. But DFID also needs to use its funds to promote change – to ensure that agencies are equipped to respond fast and deliver what people really need. Donors shape the international response system by the way they fund. Some of this is intended, but most is not. DFID, as one of the most influential donors, has a powerful effect on the system – as laid out above. But the system is not serving the needs of affected people as well as it might. Funding is not proportionate to needs. It is not equitable, it is not coordinated or harmonised, it does not focus enough on prevention and it does not demand demonstrable performance of funded agencies. DFID can change the incentives in the way it funds, better shaping the international system. In development aid, DFID has been a strong advocate of greater aid effectiveness, through several international initiatives. For DFID to achieve better results and greater value for money, the same principles of aid effectiveness need to apply to the funding of humanitarian partners. A step change is needed on greater predictability (including multi-year commitments), coherence, transparency, accountability, focus on results and value for money. The main priority should be to equip DFID’s partners to build their capacity and manage humanitarian response. DFID currently funds the multilateral humanitarian system through a combination of core funding and additional non-core funding at the country level for emergencies. The split over the last few years has been strongly in favour of additional non-core funding in response to UN Flash Appeals for sudden onset disasters. The Bilateral and Multilateral Aid Reviews are changing this split. Through the MAR, the best performing agencies should receive more core funding and less non-core funding. The MAR outcomes this and recommends that DFID takes a further step towards multi-year core funding linked to performance so that the major agencies and the Red Cross Movement get predictability for financial planning and capacity building.\\textsuperscript{34} \\textsuperscript{34} Careful consideration will need to be given not to breach the rule on funding in advance of need. \<page_number>44\</page_number> Delivering transformational change in DFID For greater global equity in allocations and coherence, the HERR also recommends a higher contribution to the CERF linked to results, in line with the MAR finding on good performance. The CERF should be enabled to fund preparedness. Keeping with the same principles applied above to the multilaterals, the best performing NGOs should get more predictable long-term funding linked to performance through strengthened Programme Partnership Arrangements. And for greater equity in allocations and coherence, the CBHA and other regional, national and local consortia, as the CERF, should get increased funding on a multi-year basis. As a result of more core funding for major agencies, the Flash Appeals and Consolidated Appeals should become proportionally smaller over time apart from exceptional circumstances. DFID’s contribution to them will also go down. However, DFID needs to retain its commitment to funding humanitarian needs at the country level. Often, this is where DFID’s seat at the table provides great value by improving overall aid effectiveness, as demonstrated for example by its involvement in the DR Congo pooled fund. What is required is a step change in linking country-level funding to performance. This review recommends DFID links demonstrating results and impact closely to future country/emergency funding; in return for an agreed envelope of funding for an emergency, implementing partners have to be able to demonstrate results and report accordingly. As DFID’s contribution to ECHO is fixed, DFID should look for ways of co-financing ECHO responses where this would add value. Fast mobilisation funding and pre-crisis arrangements A particular challenge in funding sudden onset disasters is the first week after disaster strikes, in what we refer to in this report as the ‘critical period’. DFID’s ability and willingness to provide fast funding to get the wheels rolling and enabling the wider system to start providing relief is widely praised. It is one of DFID’s most important and valuable contributions to emergency responses. It does come at a cost however. Having to decide quickly what to fund and what not and dealing with many different funding streams carries high transaction costs for DFID. But more importantly the current approach does not provide the right incentives for agencies to deliver high quality work for the best value. Once funding is approved, partners have few pressures to provide information on how their project will achieve the desired impact, how it will be accountable to beneficiaries or how specific issues such as gender are addressed. Important areas of performance just get bus-tingled. Programme audits are rarely carried out. Generally, the way humanitarian funding is allocated acts as a ‘complex incentive system’, promoting both positive and negative behaviours. One of the perverse incentives it creates is for implementing agencies to propose the highest beneficiary numbers they can for their programme. Hence a box of water purification tablets serves thousands of families when in fact this is only true if each family receives a handful – something impractical in most distribution models. In many emergencies in fact these boxes usually rot in warehouses. Nevertheless, agencies do need substantial funding to mobilise – to hire people, transport, purchase goods, use equipment and so on. These mobilisation funds are connected to the ‘programmes’ and so highly speculative ‘proposals’ are made simply to allow agencies to mobilise. Once approved however, this locks agencies into a course of action that may on reflection (i.e. when they actually have time to make a proper assessment), not be the most judicious one. \<page_number>45\</page_number> Humanitarian Emergency Response Review Similarly, while DFID asks for greater coordination, it often funds implementing organisations individually, thereby creating a competitive dynamic which can erode collective action and compromises the outcomes for the affected populated. The number of project grants in emergencies has also become overwhelming, 52 in the aftermath of Cyclone Nargis or 27 after Operation Cast Lead in Gaza. Because in such complex emergencies objectives and contexts change frequently, DFID does need varied funding mechanisms and a flexible approach. But these numbers of funding streams result in high transaction costs of staff time and provide a strain on human resources to adequately monitor and follow up projects funded. To increase its flexibility, whilst solving some of the issues outlined above, DFID needs a funding modality that can provide fast mobilisation funding in the first week. This should be based on pre-qualification rather than speculative proposals. Funding recovery from day one International funding for emergencies is usually split into three levels. The immediate relief phase, recovery and reconstruction. The ‘critical period’ is when international actors and money pour into countries in the aftermath of an emergency trying to save lives. After the first month, recovery needs assessments are carried out and longer-term humanitarian programming begins, targeted at saving livelihoods. A donor pledging conference is held, typically with less money pledged than required. And then, the reconstruction phase starts some time during recovery with different funding coming on stream from the World Bank and IMF often to repair pre-existing infrastructure. What this split funding model has caused is a false dichotomy in separating relief from recovery and reconstruction. This review has found that what affected populations want and need most is an immediate start to livelihoods recovery. The donor split does not work for them. Evaluations show that women, for example, drive the move from immediate relief to recovery by selling their labour, finding short-term ways to generate income very quickly. Or the example from Cyclone Nargis in Burma of the private sector selling the pots and pans that enabled the preparation of cooked food and a return to normal long before the international pots and pans arrived. By then, beneficiaries had incurred debt undermining the recovery of their livelihoods. The value for money of the relief items delivered has become questionable. Cash-based approaches to accelerate recovery are one way out of this false dichotomy and ease the way into development programming, for example into cash based social protection schemes that can reduce vulnerability and build resilience for the next crisis. Evidence is building up on the effectiveness of cash responses. It is important that their impact is assessed in relation to these goals. Infrastructure rehabilitation is another example the review found does not get enough attention in the immediate aftermath of an emergency. The un-cleared rubble in Haiti highlights this. The resulting higher costs of recovering lost livelihoods will have to be picked up by development programmes. DFID needs to recognise livelihoods funding is legitimate from day one. Delivering smarter direct aid In the biggest emergencies, DFID can deliver aid rapidly through its standing emergency team. It can also deliver high quality people into the international system. Both of these capacities are highly appreciated and have been proven to make a real difference. In addition to the internal capacity, DFID has a call down arrangement with the UK fire service for Search and Rescue. This provides for one UN classified ‘heavy’ team (64 people, dogs and equipment) to be deployed within hours of being called. On occasion, \<page_number>46\</page_number> Delivering transformational change in DFID the UK also provides military assets such as ships, aircraft and helicopters. In Haiti, DFID helped deploy a team of highly qualified surgeons to work on complicated trauma wounds. All of the interventions cited above have value. The Search and Rescue teams are highly visible and demonstrate much valued solidarity. These are especially useful in the critical period, less so afterwards. From a UK perspective such deployments offer unique opportunities for teams to experience a real disaster – invaluable should there be something similar in the UK. But Search and Rescue under this model is costly with over £250,000 per life saved in Haiti. And as there are no major earthquake fault lines close to the UK, they can arrive too late. Medical teams cost about one tenth of the search and rescue costs. £25,000 per life saved in Haiti. In Niger agencies spent little over £100 per child saved in feeding programmes. What this means is that the UK needs to be smart about where and when it deploys these assets. It also needs to think about the future, as this review makes clear. The UK has other assets that could be harnessed for disaster response as ‘niche capabilities’. The same ‘resilience’ teams in the UK fire service have nuclear, chemical and biological capabilities – these could be rapidly deployed in circumstances where they could make a real difference, as could other science based assets. Where UK direct assistance consistently makes a difference is with the deployment of personnel. This is one of the most cost effective and influential actions DFID undertakes. DFID deployments are typically ‘enablers’ – aircraft handlers to make sure aid flows swiftly, information managers to set up systems quickly. This could easily be extended – on occasions where the UK has deployed cluster leads quickly this too has made a huge difference. DFID should work with the UN to ensure it has the most needed enabling staff on standby (and not simply take requests for cheap people through traditional agency standby schemes). It should work with others to better align this surge capacity (for instance NRC and the British Red Cross). DFID has also built a niche expertise in ‘enabling equipment’. This might be machines for unloading aircraft, or high quality shelter materials. This too is valuable, and in the work recommended around supply chain by this report, the direct delivery of DFID should be retained. Working strategically across the UK government The UK’s response to international disasters needs to be coordinated across government departments. The response is usually led by DFID, and DFID usually provides the majority of resources. Other government departments provide support in ways where they have distinct advantage. For example the FCO and Cabinet Office through their information networks can provide rapid situation updates to complement those of DFID’s own staff and agency contacts. The NHS provides surgeons for response in the critical period. However, evidence from the review suggests we can do better at integrating these separate inputs. There is for example, no formal mechanism for convening all government departments in response to an international emergency. Arrangements by DFID are ad hoc and departments are called in as and when DFID considers there is a need for wider support. The information network does not allow for senior officials to be summoned available at short notice to attend meetings. More junior staff may represent their department than is ideal. These people may not be of sufficient seniority to take decisions, and continuity of staff who attend meetings is not maintained. This can lead to a lack of effective communication between different departments and a failure to achieve results. For example the MOD chain of command requires someone of the right rank to approve the use of an aircraft for relief supplies. If the right person is not at the meeting when it is requested, the decision cannot be taken and time is lost. DFID may look elsewhere for transport. \<page_number>47\</page_number> Humanitarian Emergency Response Review The review understands that other government departments are keen to provide support in emergencies and consider they have more to contribute than DFID is aware of. This is particularly the case if other departments are given enough time to plan and prepare their response. In cases where more formal coordination arrangements have been made, cross-government action has been more effective. For example the response to Cyclone Nargis in 2008 involved the creation of a Whirlpool team for planning joint response options. The result was an effective body made up of people of the right seniority who were able to make decisions and act rapidly. The National Security Council is the new mechanism under which cross-government departments are convened under the authority of the Prime Minister. A similar body that could draw together government departments under the authority of the Prime Minister, chaired by DFID and constituted under strict humanitarian principles would provide the necessary coordination. A way should be found through the existing National Security Council mechanism to convene a standing committee on humanitarian emergency response to do this. Recommendations DFID should: 28 Change the funding model to achieve greater preparedness, pre-crisis arrangements, capacity, performance and coherence by: - Increasing predictable multi-year funding linked to performance to major UN agencies, the Red Cross Movement and NGOs. - Increasing long-term support to international (the CERF) and country level pooled funds and to global, regional and country level NGO consortia, such as the CBHA and WAHRF. 29 Design fast and flexible funding models for emergency responses: - Provide fast mobilisation funding in the Critical Period based on pre-qualification rather than speculative proposals. Use the process to reduce bureaucracy in this Critical Period. - Ensure recovery and livelihoods funding is considered during and immediately after the Critical Period, rather than later as has traditionally been the case. - Ensure there is flexibility of funding as fast moving situations change, perhaps by providing it in stages. 30 Use all new funding models to enforce standards and link funding to performance through clear impact assessments and reporting. Carry out independent periodic programme audits and after action reviews to inform future funding decisions. 31 Develop and deploy niche capabilities in a more focused way where they add value: - Only use search and rescue in situations where the UK can genuinely add value. - Incorporate surgical teams into first phase deployments especially after earthquakes. - Investigate new forms of niche capabilities that can respond to new types of threats such as nuclear, biological and chemical. 32 Continue and expand the surge of UK contracted personnel into the international system. 33 Convene and lead a standing cross-government emergency mechanism for mega emergencies, using the authority of the National Security Council. \<page_number>48\</page_number> Delivering transformational change in DFID 5.3 Changing the structure, shifting resources Humanitarian emergency response has historically been under supported within DFID. The humanitarian cadre was only recently formed and is the smallest of DFID’s technical networks by a margin. It currently stands at 12 people globally, despite humanitarian spending constituting 8% of overseas development aid (ODA) annually. The Conflict, Humanitarian and Security Team (CHASE) manages all humanitarian issues, including response. As the conflict portfolio of work increases, the managerial load has become increasingly untenable. Despite a large research budget, DFID does not support significant humanitarian research. The emergency (rapid) response capability has been outsourced on a three year rolling contractual basis. The contract currently provides for 27 staff shared with the Stabilisation Unit. There are six dedicated humanitarian staff on the contract. It also pays for a significant logistical standing capacity – cars, communications, specialist deployment equipment etc. This is shared between the Operational Team (OT) and is co-located with CHASE, with the staff integrated into the DFID main office. Whilst the international reputation of the OT is extremely high (and much envied), in recent years corporate work has been increasingly undertaken by the team as a result of lack of capacity within DFID. The lack of capacity within both CHASE and OT has meant clear strategic direction has been missing, as the work has been almost constant ‘fire-fighting’. The impact of successive large-scale emergencies has been to stretch resources still further. This lack of strategy is not confined to CHASE. Humanitarian action is spread across DFID in a largely unconnected and ad hoc fashion, and there is no senior champion. Until recently there was a separate Africa Conflict and Humanitarian Unit (ACHU) within Africa division. ACHU oversaw an Africa emergency reserve fund and had no formal connection with CHASE. Country offices can choose whether to have humanitarian advisors even in high-risk situations (Pakistan had a conflict advisor with responsibility for humanitarian but no experience in this area). The disparate and neglected structure does not only have an effect on overall strategy, it has led to a schism between the policy function and the response mechanisms. The small team of humanitarian policy advisors centrally hold long term funding relationships with big agencies like UNICEF and UNHCR, but it is the OT staff that see how these agencies perform in successive emergencies. This has led to mixed messages and lost opportunities. Partners remain highly positive about DFID and value both the quality of the personnel and its ability to react quickly and flexibly. There is demand for DFID to be present in large-scale emergencies as its ability to influence the overall strategy is much valued. There is also demand for a continued capacity to deploy both people and goods into the international system at short notice. In parallel to this review, DFID also undertook a bilateral aid review (BAR) that asked country offices to predict their expenditure for the next few years. In this exercise humanitarian spend was forecast to fall, or rather country offices did not make a bid for humanitarian resources to rise. This might reflect a natural optimism – that things will get better or that development gains will mean the impact of humanitarian emergencies will be diminished. However, it is out of step with most forecasts of need and may also reflect a desire ‘not to be involved’, an idea that DFID’s core business is development and that humanitarian emergencies are an unwelcome distraction. It may also reflect an assumption by country offices that CHASE will respond if there is an emergency and the resources will be made available centrally. To some extent this assumption is correct. This review concludes that for overwhelmingly large emergencies, ‘mega emergencies’, response should be led from \<page_number>49\</page_number> Humanitarian Emergency Response Review London. The intense interest from across government and from the public means that it is necessary for London to lead on strategy. Where there is a country office they should lead on delivery, although DFID should also operate a step aside policy similar to that being advocated with the UN, whereby it ensures that delivery is led with the requisite level of experience. For medium and small-scale disasters the country offices are well placed to lead, perhaps with some technical or logistical support from CHASE. It also means that DFID needs to make better sense of its internal structure and strategy – reflecting the importance of its humanitarian work in structure, capacity and resources as well as in rhetoric. Building resilience is to become a core part of DFID’s work as this review has shown. It is both something that DFID staff and their operations teams need to reflect this in the way they work and plan. If the performance of the international system is truly to be improved then DFID will need to make better use of (and increase) its humanitarian staff and its operations team, and will need to expand this capability. If DFID is going to promote innovation, build new partnerships and enable new networks of humanitarian policy and practice, then it will need to be better integrated itself, using its policy division to promote research and evidence, its country offices to work with governments and UK missions to work with other nations. Managing the response Humanitarian emergencies are chaotic and fast moving. They need experienced managers with clear authority to be in charge. DFID has a system of ‘response management’ but it is diluted. This is due to the separation of the contracted out Operations Team from the management of CHASE. Partly also it is because this skill has not been prioritised. The new system must have experienced response managers with delegated authority. An effective response requires clear lines of authority and responsibility, and a clear strategy. The production of a wide ranging strategy including funding, lobbying, cross-Whitehall work and any direct assistance should be a priority for the response management. The ownership of the response strategy should be at a sufficiently senior level. In a mega emergency this would be at Director or Director General level. A comparative advantage that DFID has long enjoyed is the quality of its advisory cadre. There is a need for DFID humanitarian advisors to be deployed to emergencies. They can help shape the response, and safeguard UK taxpayer investments. They can also provide valuable analysis and insight to London. This is not true just in mega-emergencies but also in emerging crises and conflict. Managing risk Humanitarian emergencies are high-risk environments. They are chaotic and uncertain and decision-making has to be rapid. There is more chance of getting things wrong. There must be a greater tolerance for risk in such situation. But there are often greater risks with doing nothing, or responding too slowly. Humanitarian emergencies are high risk because they involve life or death situations. Slow decision-making, or not reacting, can lead to loss of both lives and opportunities. Politically there is often a messy response, or an accusation of waste, than being accused of letting people die. The consequences of this are that procedures need to be streamlined for humanitarian emergencies, and decision-making needs to be delegated. Empowering those with the information to make a decision, and to implement it fast is essential. Historically this has been acknowledged within DFID and procedures have been modified. This tradition needs to continue. \<page_number>50\</page_number> Delivering transformational change in DFID This review sets out several measures for improving accountability in the international humanitarian system. Connected to this is the requirement for agencies to demonstrate results, and prove they are good value for money. But this cannot come at the expense of rapid response or if DFID humanitarian staff feel afraid to make decisions. Recommendations DFID should: 34 Ensure that the structure, funding and human resources for humanitarian work reflects its move to being a central part of DFID work, not least by having a Director General champion this work. Amongst others, this will require: - Rebalance resources within DFID to meet the challenges of rising humanitarian need. - Expand the humanitarian cadre, both in London and in the field. - Ensuring every response to rapid onset humanitarian need is led by an experienced response manager, with sufficient delegated authority to ensure swift action. - Lead large-scale responses from London, managed by CHASE. 35 Redefine the objectives for the contracted response service so that it is solely dedicated to supporting rapid response and pre-crisis arrangements. 5.4 Driving results and value for money The humanitarian sector has traditionally been reluctant to collect, systematise and share evidence on what works, what does not and why. There has been a lack of demand for this kind of information, and sometimes an inability to find answers. The reasons are laid out in the impact section above. Funding decisions are not routinely based on evidence. And when funding decisions are based on evidence of results, it is outputs rather than impact that are being considered. Without greater clarity on results (both on what is the evidence and what is the humanitarian objective), it is not easy to determine the value for money of humanitarian actions. And it has rarely been tried. Value for money is about the optimal use of resources to achieve the intended outcomes. It is about the optimum combination of costs and quality of the goods and services to meet the needs of beneficiaries. As in all other areas of HMG spending, it is not just about the lowest cost. In a humanitarian response, to get value for money, speed is of the essence. There is no value in a response that comes too late. Lives will be lost. The risks of late or non-intervention need to be considered. Therefore, timeliness or speed needs to be added into the equation on value for money. The figure below from the National Audit Office shows the results chain through its dark blue arrows. And the costs attached to the results through its light blue squares. Value for money analysis has to include this whole chain. \<page_number>51\</page_number> Humanitarian Emergency Response Review <img> A flowchart titled "Value for Money" with three main branches: Economy, Efficiency, and Value for money. - Economy has two sub-branches: Costs (£) and Inputs. - Efficiency has two sub-branches: Outputs and Outcomes. - Outputs have two sub-branches: Qualitative and Quantitative. - Outcomes have two sub-branches: Qualitative and Quantitative. </img> Figure 6: Value for Money: Costs and results, National Audit Office. During a response, the relative importance of the three key components, cost, quality and speed, has to change if the humanitarian imperative of saving lives is the principle. In the Critical Period, it is speed that should count the most, because in this phase speed saves lives. Cost and quality then increase in importance with time. Since January 2011, all proposals for DFID funding must be accompanied by a Business Case, which sets out the need, justification and affordability of an intervention.35 It has not been devised though for completing within hours of a disaster hitting when information is scarce and people are dying. As DFID's comparative advantage is fast response, partners look to DFID immediately for funding. While the review recommends more work on evidence of what works and what does not and cost-effectiveness in humanitarian action, this work is less relevant in the Critical Period. However, post-action reviews and evaluations can help greatly to inform future decision making about delivery partners and mechanisms even in the critical period through prequalification of partners (see Changing the funding model in section 5.2). Value for money in a response can best be achieved through a focus on achieving results with all resources. Be it from other donors, domestic resources or the private sector. DFID's resources in an effective system can achieve much greater value for money than in an ineffective system. DFID's important role in making the system more effective, as laid out throughout this report, is therefore likely to have the greatest impact on value for money. Innovation is another area where DFID investment could reap substantial gains in value for money in the future. DFID's investments in Community-Based Therapeutic care (CTC) is a good example where it has made the treatment of malnutrition in major emergencies more cost-effective than traditional therapies. With a relatively high fixed initial cost, CTC can treat several thousand malnourished people with little more than the extra costs of food and medicine. Other substantial costs to the community (such as travel costs and opportunity costs of being in full-time care) have also reduced significantly. It should not be forgotten that building resilience is often the best means of providing value for money. It is estimated that £1 in prevention saves £4 in response (see section 4.2). As the IFRC Annual report 2008 says: 'there is no economic sense in spending money on emergency response alone. Years of investment can disappear in minutes if 35 This Business Case model is based on HM Treasury guidance and ensures consistency across UK government departments. \<page_number>52\</page_number> Delivering transformational change in DFID risk reduction and prevention are ignored. 36 This is why DFID’s approach to humanitarian work needs to have prevention at its core. Outcomes and effectiveness The section on impact sets out the importance of being clearer about desired outcomes and impact and measuring them. But assessing the outcomes of DFID’s funding and influencing is far more complex than measuring outputs. And quantitative assessments are a step more difficult than qualitative ones. Judging from the qualitative assessments made in evaluations of DFID’s response efforts, DFID often gets it right. Funding is fast, flexible, goes to the sectors where the need is greatest and enables other parts of the system to become more effective. This should lead to better outcomes for the affected population. How exactly it does that, at what cost and what would happen without DFID’s support however is often not clear. Cost and benefits are rarely quantified. DFID is making efforts on various fronts to rectify this. Internally, DFID Pakistan, for example, has started piloting an approach to better outcome assessment and unit cost analysis. DFID Kenya and Somalia are building up a database of humanitarian indicators and costs. Externally, DFID has set up the Independent Commission for Aid Impact, a body that will evaluate DFID’s work, including in disaster response, with a focus in impact. The review welcomes this initiative. Outputs and efficiency Outputs are the first results in the chain. Any project or programme has to be able to show what the intended outputs are and later what the real outputs were. There are however, two problems with reporting output results. First, outputs can only be proxies for impact and can get it wrong. Second, outputs, as currently reported in project documents, cannot easily be compared or aggregated. Hence it is difficult to judge the efficiency of implementing partners and DFID’s funding. The following are examples of outputs from the humanitarian floods response: - Wheat and vegetable seeds, fertiliser, animal stock feed, and veterinary services to more than 115,000 rural families to avoid further loss of animals and dependency on food aid for the next year or more. - Toilets and sanitation for almost 500,000 people. The numbers sound impressive, but they do not say if the seeds and fertilisers came in time for the planting season. If the timing was wrong, the impact would not have been the desired one of recovery. They also do not show if the toilets were placed and lit in such a way as to be gender sensitive. Quality and speed – two key parameters of humanitarian effectiveness – cannot be assessed by output measurement. There is a danger by focusing on one area of the results chain of hitting the target but missing the point. Comparisons between costs of outputs and hence the cost efficiency of implementing partners are currently close to impossible. - Outputs are not standardised (even within sectors) with the result that comparing is often like apples with pears. - Some benefits are difficult to measure, e.g., in protection and different interventions have different benefits – they do not all address the same need, e.g., cash-for-work versus psychosocial support. 36 IFRC annual report 2008, p 14; Howard Kunreuther, November 2010; other studies estimate even higher cost benefit ratios. \<page_number>53\</page_number> Humanitarian Emergency Response Review - The information currently received from implementing partners can give a rough indication of what things cost. It cannot give much more though. - Any comparisons of costs would be misleading without knowing the exact circumstances of the actions, including targeting of different population groups, level of security risk, or timing. Only when outputs are the same, is it possible to carry out an analysis to see which intervention is the most cost-efficient. Inputs and economy inputs are easy to identify and quantify. All budgets of implementing partners show what inputs are used at what cost. Inputs range from materials and logistics, personnel and personnel support (including security for personnel) to indirect support costs (the overheads). Comparing unit costs of inputs between implementing partners or across emergencies is relatively easy. But the comparisons do not make sense if the context is not taken into account as explained in the output section. A project in a complex emergency with security implications will have greater security costs to personnel attached than another one in a natural disaster zone. A project targeting difficult to reach populations will have very justifiably greater logistics costs than a project in an urban easy-to-reach environment. Looking through budgets of DFID implementing partners, it is obvious that costs can differ significantly, not always for justifiable reasons. An agency in the Pakistan flood response for example wanted to charge DFID £1 million more for the same non-food items delivered to the same place but with a one month time delay than if DFID had procured the items itself. With this £1 million, shelter for an additional 10,000 families could have been purchased and delivered a month earlier. The global supply chain As logistics can account for as much as 80%37 of the effort of humanitarian organisations during a relief operation, the global supply chain warrants special consideration. If DFID wants to improve its ability to respond at the right time for the right price and with the appropriate quality, supply chain management needs to be recognised as an integral part of preparedness and response. End-to-end supply chain management in a humanitarian response includes procurement, stock pile management, quality and cost control, managing production capacity, international movement, coordination with other agencies and delivery to the beneficiaries. Many INGOs have lost their supply chain management capabilities through the change in their focus from direct delivery to advocacy over the last decade. This capability loss on the development side of operations has translated directly into a loss on the humanitarian response side. Evaluations of NGO responses have shown that mistakes are routinely made along the supply chain. UN agencies on the other hand have significant procurement and logistics departments but they are constrained by antiquated procurement rules, different donor requirements and UN bureaucracy. Key concerns that impact negatively on the affected population are: 37 Trunick (2005). \<page_number>54\</page_number> Delivering transformational change in DFID - Quality of non-food items being substandard. It is estimated that 70% of the million plus sheets provided to Haiti after the earthquake needed replacing after 9 months. At a cost (without freight) of around £10 a sheet that means £7 million was spent on commodities, which have at best lasted 9 months. - Relief items are not always what the beneficiaries most need or arrive too late. After Cyclone Nargis in Burma, women got into debt because they purchased relief items long before the international response reached them. Blankets provided in the aftermath of the Sanriku earthquake in Afghanistan were too thin for the climate. - Lack of preparedness can lead to multiples of transport costs necessary (especially air versus sea transport). - Because of limited supply side capacity in an emergency, prices go up and quality decreases. This can be overcome by building up the supplier base in advance and collaborating on quality standards and specifications. Whilst decreasing these inefficiencies should be seen as a priority now, DFID has to recognise that the global supply chain is likely to change sooner or later. If for example cash responses become a game-changer in humanitarian response, this will have important implications. International procurement and transport will decrease. A focus on more local procurement, as increasingly done by WFP, will also change the nature of the traditional supply chain. Recommendations DFID should: 36 Build up a library of results, costs of inputs, outputs and outcomes from different countries and regions and different types of disasters in order to be able to carry out effective unit cost analysis and enable fast evidence based decision-making. Share this where appropriate with other donors. 37 Encourage the Independent Commission for Aid Impact to examine a range of humanitarian cases and resilience building work. 38 Carry out an in-depth study on how DFID’s funding impacts on the humanitarian supply chain recognising that the supply chain is a major cost driver in sudden-onset responses. Based on the findings, work with other donors, the private sector and implementing partners to align supply chain practices. 5.5 Getting the message across There is strong public support for the UK response to disasters and emergencies in developing countries³. But historically DFID has not used these opportunities to talk about its work. With an aid budget under attack from some quarters and questions about failure in Haiti, DFID needs to get better at communicating the generally excellent work it does. The communications environment is changing. Communities in the UK are often independently linked to affected populations, through diasporas, faith based groups and partnerships. It is no longer possible, or desirable to adopt a broadcast approach to communications work. Domestic media coverage is increasingly hostile to the 38 93% of respondents strongly agreed or agreed with the statement ‘Wherever possible the UK government should respond directly to disasters and emergencies in developing countries’. HERR online public survey: Feb 2011. \<page_number>55\</page_number> Humanitarian Emergency Response Review government’s ring fenced aid budget, and there are greater expectations around the speed and availability of accurate information about DfID’s work. Humanitarian disasters naturally attract high levels of media attention in the UK, and the public are ready to be engaged. The relationship between the media and NGOs is a complex one. The media often relies on NGOs for access and information at the same time as seeing its role to hold them to account. If an NGO helps a journalist reach a community that is receiving support during a response, the journalist is likely to go further to find a community that has been overlooked to present the story of aid not getting to those who need it39. Using its relative independence from this relationship DfID can make general comments on the context and nature of the disaster and the planned response. It is able to refer neutrally to the work of others, to secure a unique position in communicating to the UK public. But this position can only be exploited if it can offer an authoritative voice on the ground from the outset of a response. There is also a need to employ a longer term strategic approach to help share a better understanding about how an emergency response works – and why it is important. This needs a strong and consistent narrative to enable the public to understand that different disasters and emergencies need a different response from the UK – including explanation of humanitarian policy, how the international community is responding and the range of responses to meet needs. In time this will help challenge the perception that aid, development and humanitarian response is one and the same. The UK Aid Transparency Guarantee will put all new spending on-line. This will make detailed information of each emergency response available. A proactive and strategic approach to public communications work (media and non-media) will be needed to put this information in context. For an emergency response, strategy, plans and expected results need to be readily available. Early statements on UK’s plans and objectives to response should be posted on-line as soon as possible. These can be developed as the response progresses and should complement media announcements on funding allocations. But where concerns about effectiveness and corruption are generally high the review public survey showed support for DfID’s response didn’t carry the same levels of concern about waste and corruption that have been reflected in other surveys40. It also showed that the public felt pleased when they hear about the UK government’s response to disasters. Of those who had heard about DfID’s response commissioned by Plan UK reported that 90% of respondents recalled recent disasters in Haiti or Pakistan, and 36% were prompted to donate41. This presents DfID with a clear opportunity to bring its work to the attention of an already engaged public – one of its best chances to reach a broad UK public is through communications around its response to rapid onset disasters. 39 Plan UK Unnatural disasters: compassion versus complexity in the media’s reporting of humanitarian emergencies. Media Symposium: Feb 2011. 40 60% of respondents disagreed or strongly disagreed with the statement ‘Emergency aid is wasted because people don’t get what they really need’. 78% agreed or strongly agreed that support doesn’t get to the people who really need it’. HERR on-line public survey: Feb 2011. 41 98% of respondents strongly agreed or agreed with the statement ‘I feel pleased when I hear that the UK government is helping play a part in an international response to a disaster of emergency’ HERR on-line public survey: Feb 2011. 42 94% of respondents strongly agreed or agreed with the statement ‘The UK government should do more to explain to the public how its work is helping to meet the needs of people affected by international disasters’. HERR on-line public survey: Feb 2011. 43 Plan UK Unnatural disasters: compassion versus complexity in the media’s reporting of humanitarian emergencies. ComRes: Feb 2011. \<page_number>56\</page_number> Delivering transformational change in DFID Government restrictions on spending means that alongside traditional broadcast and print media activity, communications through DFID’s own website and online presence is vital to the success of its communication strategy. This work has been developing well: e-bulletins, blogs, tweets, YouTube, Facebook and Flickr pages present DFID’s work to an engaged public. Communications activity during the UK’s response to meet humanitarian need in Gaza following Operation Cast Lead – and the on-going Flood Monitor showing clearly where and how UK Aid is helping people affected by the floods in Pakistan44 – has shown DFID’s communications work around an emergency response at its best. Those affected by disaster are increasingly able to provide information and contribute to assessment of need as well as calling donors and the international community directly to account via online channels means even greater need for continued building of its online process. <table> <tr> <td>Recommendations</td> <td></td> </tr> <tr> <td>DFID should:</td> <td></td> </tr> <tr> <td>39</td> <td>Prioritise communications as a key factor in the UK’s emergency response, and resource it accordingly.</td> </tr> <tr> <td></td> <td>• Embed communications at the policy and operations level from the beginning of a response.</td> </tr> <tr> <td></td> <td>• Make DFID’s humanitarian and emergency response work permanently more visible through DFID’s website – in addition to features on specific responses. Communications staff, and/or the team leader trained in communications should be supported to speak publicly on DFID’s behalf.</td> </tr> <tr> <td></td> <td>• Make better use of faith based and diaspora partners.</td> </tr> <tr> <td></td> <td>• Work more closely with funded partners on communications – to agree a consistent narrative and share channels. These relationships need to be developed in advance of an emergency response.</td> </tr> <tr> <td>40</td> <td>Request the International Development Select Committee to scrutinise progress on the implementation of these findings one year on from the launch of this report.</td> </tr> </table> 44 www.dfid.gov.uk/Where-we-work/Asia-South/Pakistan/Pakistan-Floods-Monitor/ \<page_number>57\</page_number> Humanitarian Emergency Response Review 6. Recommendations <table> <tr> <td><strong>Anticipation</strong></td> </tr> <tr> <td>1 Assemble and regularly update a global risk register for DFID using information gained from its country teams and international organisations.</td> </tr> <tr> <td>2 Make better use of the DFID Chief Scientist to support UK science in anticipating crises.</td> </tr> <tr> <td>3 Make this available as a contribution to pre-crisis arrangements across the system.</td> </tr> <tr> <td><strong>Resilience</strong></td> </tr> <tr> <td>4 Ensure that building resilience is part of the core DFID programme in at risk countries, integrating the threat from climate change and other potential hazards into disaster risk reduction. Country offices should undertake contingency planning.</td> </tr> <tr> <td>5 Promote national response capacities of both governments and civil society in at risk countries including:</td> </tr> <tr> <td>• The development of national resilience strategies.</td> </tr> <tr> <td>• The establishment of direct funding mechanisms.</td> </tr> <tr> <td>• Regional response mechanisms where they add value.</td> </tr> <tr> <td>• Through civil society organisations such as Red Cross and Crescent Societies.</td> </tr> <tr> <td>• National and local private sector companies, which are able at the country level to support entrepreneurial, and market solutions, which will increase in resilience and improve disaster response.</td> </tr> <tr> <td><strong>Leadership</strong></td> </tr> <tr> <td>6 Build coalitions to drive forward humanitarian reform based on improving leadership, including:</td> </tr> <tr> <td>• Rapid deployment of experienced leadership teams in big crises. This should include a ‘step aside’ system to ensure the best leadership is in place at both the strategic and operational levels.</td> </tr> <tr> <td>• Encourage the convening of a UN High Level Panel to look at ways of improving the international humanitarian system to face future challenges.</td> </tr> <tr> <td>• Work closely with UK missions to build coalitions for reform of the international system, including more coherent use of UN executive board positions.</td> </tr> <tr> <td>• Work with the UN to create a new cadre of humanitarian leaders and the talent management systems and terms and conditions to sustain this.</td> </tr> <tr> <td>• Work with other donors and the UN to resolve some of the deficiencies in management, prioritisation and planning. This must include the right support staff available for rapid deployment.</td> </tr> <tr> <td>• Work with other donors and the UN to strengthen and provide better leadership of the cluster system.</td> </tr> <tr> <td>7 DFID should make a sustained effort to improve skills in the humanitarian sector. This should include:</td> </tr> <tr> <td>• Work to create a set of standards for humanitarian leadership.</td> </tr> <tr> <td>• Training within DFID, aid agencies and governments and civil society in disaster prone countries.</td> </tr> <tr> <td>• Ensuring pre-qualified partners demonstrate adequate investment in skills development</td> </tr> </table> \<page_number>58\</page_number> Recommendations <table> <tr> <td style="vertical-align:top;"> <strong>Innovation</strong><br> <br> <strong>8</strong> Nurture innovation and its application in dealing with and preparing for humanitarian emergencies, including through partnership with operational agencies, private sector, technological innovators and science and research communities.<br> <br> <strong>9</strong> Appoint a Humanitarian Senior Research Fellow, reporting to the Chief Scientific Officer with a dedicated budget tasked with developing evidence and innovation.<br> <br> <strong>10</strong> Invest in three key technologies: mobile technologies, satellites and data management and display.<br> <br> <strong>11</strong> Support exploration of emerging and cutting-edge technologies such as nanotechnology, and new computer modelling approaches.<br> <br> <strong>12</strong> Work with partners to ensure cash based responses are given full consideration and where appropriate become much more widely adopted. </td> <td style="vertical-align:top;"> <strong>Accountability</strong><br> <br> <strong>13</strong> Promote and support mechanisms to give recipients of aid a greater voice.<br> <br> <strong>14</strong> Promote the development of robust impact assessments.<br> <br> <strong>15</strong> Work with others to create an over-arching set of standards to assess beneficiary accountability.<br> <br> <strong>16</strong> Encourage the spread of best practice in this area.<br> <br> <strong>17</strong> Give greater emphasis to beneficiary accountability factors when making funding decisions. </td> </tr> <tr> <td style="vertical-align:top;"> <strong>Partnership</strong><br> <br> <strong>18</strong> Reach out to create new partnerships with new donor partners (in particular China, India, Brazil and the Gulf States).<br> <br> <strong>19</strong> Maintain its default position that humanitarian response is multilateral. In particular it should:<br> • Engage more effectively with ECHO on a policy level, and explore the possibility of co-financing.<br> • Work with others to support the UN Emergency Relief Coordinator in the reform of OCHA and the system more widely.<br> <br> <strong>20</strong> Work with partners to promote donor coordination and revitalise the Good Humanitarian Donor-ship group.<br> <br> <strong>21</strong> Ensure that the new Private Sector Department gives full consideration to those areas where private sector expertise can improve humanitarian response effectiveness, including at the country level.<br> <br> <strong>22</strong> Use military assets in situations where they are consistent with Oslo guidelines and offer capacity others cannot, or provide better value for money than commercial alternatives.<br> <br> <strong>23</strong> Work with NGOs to promote the concept of accreditation or certification. </td> </tr> </table> \<page_number>59\</page_number> Humanitarian Emergency Response Review <table> <tr> <td style="background-color: #e07a6b;">Humanitarian space</td> </tr> <tr> <td style="background-color: #e07a6b;">24</td> <td>Re-assert the premise that humanitarian action should be based on need, reaffirming the key principles of humanity, neutrality and impartiality in the new DFID humanitarian policy.</td> </tr> <tr> <td style="background-color: #e07a6b;">25</td> <td>Ensure funding is made available for security and risk management for humanitarian workers.</td> </tr> <tr> <td style="background-color: #e07a6b;">Changing the policy</td> </tr> <tr> <td style="background-color: #e07a6b;">26</td> <td>Incorporate resilience into its development policy and programmes.</td> </tr> <tr> <td style="background-color: #e07a6b;">27</td> <td>Develop a new humanitarian policy setting out why the UK responds, where, when and how. The policy should build on the review themes of anticipation, resilience, leadership, innovation, accountability, partnership and humanitarian space.</td> </tr> <tr> <td style="background-color: #e07a6b;">Delivering differently</td> </tr> <tr> <td style="background-color: #e07a6b;">28</td> <td>Change the funding model to achieve greater preparedness, pre-crisis arrangements, capacity, performance and coherence by:</td> </tr> <tr> <td></td> <td>• Increasing predictable multi-year funding linked to performance to major UN agencies, the Red Cross Movement and NGOs.</td> </tr> <tr> <td></td> <td>• Increasing long-term support to international (the CERF) and country level pooled funds and to global, regional and country level NGO consortia, such as the CBHA and WAHRF.</td> </tr> <tr> <td style="background-color: #e07a6b;">29</td> <td>Design fast and flexible funding models for emergency responses:</td> </tr> <tr> <td></td> <td>• Provide fast mobilisation funding in the Critical Period based on pre-qualification rather than speculative proposals. Use the process to reduce bureaucracy in this Critical Period.</td> </tr> <tr> <td></td> <td>• Ensure recovery and livelihoods funding is considered during and immediately after the Critical Period, rather than later as has traditionally been the case.</td> </tr> <tr> <td></td> <td>• Ensure there is flexibility of funding as fast moving situations change, perhaps by providing it in stages.</td> </tr> <tr> <td style="background-color: #e07a6b;">30</td> <td>Use all new funding models to enforce standards and link funding to performance through clear impact assessments and reporting. Carry out independent periodic programme audits and after action reviews to inform future funding decisions.</td> </tr> <tr> <td style="background-color: #e07a6b;">31</td> <td>Develop and deploy niche capabilities in a more focused way concentrating on those areas where DFID or the UK are able to add value:</td> </tr> <tr> <td></td> <td>• Only use search and rescue in situations where the UK can genuinely add value.</td> </tr> <tr> <td></td> <td>• Incorporate surgical teams into first phase deployments especially after earthquakes.</td> </tr> <tr> <td></td> <td>• Investigate new forms of niche capabilities that can respond to new types of threats such as nuclear, biological and chemical.</td> </tr> <tr> <td style="background-color: #e07a6b;">32</td> <td>Continue and expand the surge of UK contracted personnel into the international system.</td> </tr> <tr> <td style="background-color: #e07a6b;">33</td> <td>Convene and lead a standing cross-government emergency mechanism for mega emergencies, using the authority of the National Security Council.</td> </tr> </table> \<page_number>60\</page_number> Recommendations Changing the structure, shifting resources 34 Ensure that the structure, funding and human resources for humanitarian work reflects its importance as a central part of DFID work, not least by having a Director General Champion this work. Amongst others, this will require - Rebalance resources within DFID to meet the challenges of rising humanitarian need. - Expand the humanitarian cadre, both in London and in the field. - Ensuring every response to rapid onset humanitarian need is led by an experienced response manager, with sufficient delegated authority to ensure swift action. - Lead large-scale responses from London, managed by CHASE. 35 Redefine the objectives for the contracted response team so that it is solely dedicated to supporting rapid response and pre-crisis arrangements. Driving results and value for money 36 Build up a library of results, costs of inputs, outputs and outcomes from different countries and regions and different types of disasters in order to be able to carry out effective unit cost analysis and enable fast evidence based decision-making. Share this where appropriate with other donors. 37 Encourage the Independent Commission for Aid Impact to examine a range of humanitarian cases and resilience building work. 38 Carry out an in-depth study on how DFID’s funding impacts on the humanitarian supply chain recognising that the supply chain is a major cost driver in sudden-onset responses. Work with other donors, the private sector and implementing partners to align supply chain practices. Getting the message out 39 Prioritise communications as a key factor in the UK’s emergency response, and resource it accordingly. - Embed communications at the policy and operations level from the beginning of a response. - Make DFID’s humanitarian and emergency response work permanently more visible through DFID’s website – in addition to features on specific responses. Communications staff, and/or the team leader trained in communications should be supported to speak publicly on DFID’s behalf. - Make better use of faith based and diaspora partners. - Work more closely with funded partners on communications – to agree a consistent narrative and share channels. These relationships need to be developed in advance of an emergency response. 40 Request the International Development Select Committee to scrutinise progress on the implementation of these findings one year on from the launch of this report. \<page_number>61\</page_number> [API_EMPTY_RESPONSE] Published by the Humanitarian Emergency Response Review March 2011 Chair: Lord (Paddy) Ashdown Director: Ross Mountain Senior Advisory Board Members: Andy Bearpark; Barney Mayhew; Carolyn Miller; David Bryer; Elisabeth Rasmussen; Gilbert Greenall; Gordon Conway; Jo da Silva; Mark Bowder; Nico Dährendorf; Randolph Kent; Simon Maxwell; Steffen Stenberg; Sue Wardell; Yasemin Aysan. Humanitarian Review Team Secretariat: Melinda Simmons; Lewis Sida; Rachel Kessler; Sophie Pongracz; Louisa Brewin; David Pratt; Malcolm Ridout, Ros Tendler. This report is available online: www.dfid.gov.uk/emergency-response-review [API_EMPTY_RESPONSE]	ENGLISH
2668-pdf	May 2019 Moray Housing Land Audit <img>Moray Council logo</img> <img>Houses on a street</img> <img>Construction site with houses in the background</img> <img>Houses on a street</img> Moray towns and Local Housing Market Areas (LHMA) <img>A map of Moray showing four Local Housing Market Areas (LHMA): Elgin LHMA, BUCKIE LHMA, FORRES LHMA, and SPEYSIDE LHMA. The areas are color-coded in yellow. Key towns within each area are marked with pink dots and labels.</img> For further information, please contact: Gary Templeton Tel: 01343 563470, e-mail gary.templeton@moray.gov.uk ELGIN LHMA BUCKIE LHMA FORRES LHMA SPEYSIDE LHMA Preface This schedule of housing land is produced by the Moray Council in consultation with local housebuilders and landowners. While every effort has been made to ensure that the information in the audit is accurate and complete, the attention of the user is drawn to the following points: - The introduction contains advice on the interpretation and analysis of the statistics and this should be carefully studied, to avoid possible misrepresentation. - The information on housing is presented comprehensively for sites of 4 or more houses, only aggregated annual totals of past completions are given for smaller sites and individual houses. - Development Plans, Capital Programmes and commitment levels are continually being updated and should be checked with the appropriate source to obtain the current position. Under the conditions of the Ordnance Survey Licence held by The Moray Council, no unauthorised photocopying is permitted from the maps contained in this booklet. These maps are based upon Ordnance Survey 1:10,000 maps with the permission of the Controller of Her Majesty's Stationery Office, Crown Copyright Reserved. Similarly, the schedules used in these booklets are the copyright of the Moray Council and may not be reproduced without the permission of the Moray Council. <img>A row of modern houses with solar panels on their roofs.</img> <img>A row of modern houses with white walls and grey roofs, set against a clear blue sky with some clouds. A grassy area in front of the houses, a tree, and a few parked cars are visible. The houses are part of a larger development, with more houses visible in the background.</img> Contents 1 Purpose of Audit 1 2 Preparation of Audit 1 3 Land Supply Definitions 2 4 Established Land Supply 3 5 Constrained Land Supply 4 6 Effective Land Supply 5 7 Rest of Moray 5 8 Windfall sites 6 9 Completions 6 10 Housing Requirement and Effective Housing Land Supply 7 11 Long term housing designations 9 Glossary 13 Development Schedules 15 1 Purpose of Audit 1.1 This audit provides details of Moray’s housing land supply as at January 2019. The audit explains the different classifications of land within the overall supply and compares supply with the housing land requirement identified through the Housing Need and Demand Assessment. 1.2 The audit also examines past and future predicted trends in housing land supply and identifies any action required to address issues arising. 1.3 The audit has been produced using the guidance set out in Scottish Planning Policy, Planning Advice Note 2/2010 and Homes for Scotland Advice Note on Housing Land Audits. 1.4 Scottish Planning Policy 2014 requires planning authorities to ensure: - Local development plans set out the housing supply target (separated into affordable and market sectors) and the housing land requirement for each housing market area up to year 10 from the expected year of adoption. - Allocate a range of sites which are effective or expected to become effective in the plan period to meet the housing land requirement in full. - Provide a minimum of 5 years effective land supply at all times. - Indicate the possible scale and location of the housing land requirement beyond year 10 and up to year 20. 2 Preparation of Audit 2.1 The audit has been prepared by The Moray Council using details of all relevant development sites within the Moray Local Development Plan 2015 and other (windfall) sites with planning consent for residential use. New sites identified in the emerging Proposed Plan will be included in the 2020 Audit. 2.2 Completions have been recorded through contact with housebuilders and analysis of building warrant completion certificates. Constraints have been identified through the local development plan process and though discussion with statutory consultees. 2.3 Details of sites with a capacity of 4 or more houses are recorded and an assessment made of potential future development rates, informed by landowners and developers. This takes account of planning status, infrastructure constraints, building capacity, market demand and financial plans. Moray Housing Land Audit 2019 \<page_number>1\</page_number> 3 Land Supply Definitions 3.1 There are three categories of land identified within the audit. 3.2 Established Housing Land Supply 3.2.1 This is the total housing land supply, calculated by adding the effective and constrained land together. This includes sites under construction, sites with planning consent and other sites agreed as having potential for development. 3.3 Effective Housing Land Supply 3.3.1 This is the housing land supply that is expected to be free from development constraints and available for construction of housing. Most sites with planning consent for residential development and/or identified within the Moray Local Development Plan 2015 fall into this category where the site is free of the following constraint: - Ownership - Physical - Contamination - Deficit funding - Marketability - Infrastructure - Land 3.4 Constrained Housing Land Supply 3.4.1 This consists of sites which at the time of the audit were not assessed as being effective. The principal reason for the site being constrained is identified in the schedules. The identified constraint is considered to be significant and may not be resolved within the “effective” land supply period. This also includes ‘LONG’ designations, which are constrained under the terms of Policy H2 of the Local Development Plan. \<page_number>2\</page_number> Moray Housing Land Audit 2019 4 Established Land Supply 4.1 The established land supply for the Moray Local Development Plan is shown in Table 1 below. <table> <thead> <tr> <td></td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> </tr> </thead> <tbody> <tr> <td>Moray</td> <td>6,421</td> <td>13,090</td> <td>13,112</td> <td>12,948</td> <td>12,387</td> </tr> </tbody> </table> Table 1: Established Land Supply 4.2 The established land supply in 2019 has a capacity of 12,387 units. This reflects the new Local Development Plan being adopted in July 2015 introducing a series of new sites which now form part of the established land supply. This includes extensive areas of LONG term land. <img>A panoramic view of a coastal town with houses and green fields.</img> Moray Housing Land Audit 2019 \<page_number>3\</page_number> 5 Constrained Land Supply 5.1 The constrained land supply is shown in Table 2. <table> <thead> <tr> <td></td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> </tr> </thead> <tbody> <tr> <td>Moray</td> <td>3,947</td> <td>10,384</td> <td>8,318</td> <td>9,210</td> <td>8,198</td> </tr> </tbody> </table> Table 2: Constrained Land Supply 5.2 A total of 8,198 units are constrained in 2019. Table 3 below summarises the constrained sites and the nature of the constraint. The table shows that the majority of these sites are constrained through programming either as “LONG” designations or programmed as unlikely to be built within the 5 year effective period. LONG sites can only be considered effective when the required triggers for release of LONG sites have been met and the site is free of the constraints listed in paragraph 3.3.1. 5.3 Sites with a capacity of 1,560 units are considered to be effective “5 year +”, which means that they will be built out beyond the 5 year period and are otherwise free of constraints. <table> <thead> <tr> <td>Constraint</td> <td>No. of units</td> <td>No. of sites</td> </tr> </thead> <tbody> <tr> <td>Deficit Funding</td> <td>24</td> <td>1</td> </tr> <tr> <td>Effective 5yr+</td> <td>1,560</td> <td>6</td> </tr> <tr> <td>Marketability</td> <td>1,109</td> <td>44</td> </tr> <tr> <td>Ownership</td> <td>122</td> <td>6</td> </tr> <tr> <td>Physical</td> <td>276</td> <td>13</td> </tr> <tr> <td>Programming</td> <td>362</td> <td>5</td> </tr> <tr> <td>LONG</td> <td>4,745</td> <td>11</td> </tr> <tr> <td>Total</td> <td><strong>8,198</strong></td> <td><strong>86</strong></td> </tr> </tbody> </table> Table 3: Analysis of Constraints \<page_number>4 Moray Housing Land Audit 2019\</page_number> 6 Effective Land Supply 6.1 The five year effective land supply for the Moray Local Development Plan area is shown in Table 4. <table> <thead> <tr> <td></td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> </tr> </thead> <tbody> <tr> <td>Moray</td> <td>2,474</td> <td>2,706</td> <td>4,094</td> <td>3,638</td> <td>4,189</td> </tr> </tbody> </table> Table 4: Effective Housing Land Supply 6.2 The effective housing land supply has a capacity of 4,189 units. A site at Elgin South for the proposed Moray Sports Centre, Linkwood Primary School and approximately 150 units was released through the 2016 audit and sites at Billohall have also come forward from the constrained supply to the effective supply. This figure is further supplemented by the effective 5yr+ figure of 1,560 units, which are constrained only by market conditions and the ability of developers to build sites out quicker. 7 Rest of Moray 7.1 In the Rest of Moray there are a number of consents granted for sites with a capacity of 4 units and over, which cumulatively make a significant contribution to the housing land supply. New consents and completions are monitored and added to the schedules as part of the audit. The contribution from small sites and the role of sites in rural communities was discussed and agreed with Homes for Scotland as part of the 2009 audit. However, the agreed figure of 50 units has been increased to 65 to reflect the scale of rural development in Moray. A figure of 65 units is included for completions in 2019 and future years. <img>A rural landscape with houses and fields.</img> Moray Housing Land Audit 2019 \<page_number>5\</page_number> 8 Windfall sites 8.1 A windfall site is a site not specifically allocated for development in the Local Development Plan but which becomes available for development or is granted planning permission during the lifetime of the Plan. 8.2 The contribution of windfall sites to the number of units completed and projected to be complete will be monitored. Windfall completions can make a significant contribution to the land supply. <table> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> </tr> <tr> <td>Windfall completions</td> <td>25</td> <td>13</td> <td>63</td> <td>42</td> <td>56</td> <td>38</td> </tr> </table> Table 5a: Windfall sites <table> <tr> <td></td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> </tr> <tr> <td>Projected windfalls</td> <td>39</td> <td>29</td> <td>0</td> <td>48</td> <td>0</td> </tr> </table> Table 5b: Projected windfall 9 Completions 9.1 Table 7 identifies previous completion rates, which all fall significantly below the 2011 Housing Need and Demand Assessment’s annual requirement of 538 units. <table> <tr> <td></td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> </tr> <tr> <td>Moray</td> <td>309</td> <td>337</td> <td>334</td> <td><strong>382</strong></td> <td><strong>312</strong></td> </tr> </table> \2017 note revised completion figure from figure published in 2018 Audit. Table 6: Completions 9.2 Table 7 identifies projected completion rates for the five year effective housing land period. These are largely based upon returns from housebuilders and landowners and were subject to further refinement during the consultation period on the draft housing land audit. <table> <tr> <td></td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> </tr> <tr> <td>Moray</td> <td><strong>304</strong></td> <td><strong>472</strong></td> <td><strong>577</strong></td> <td><strong>575</strong></td> <td><strong>400</strong></td> </tr> </table> Table 7: Projected Completion Rates \<page_number>6 Moray Housing Land Audit 2019\</page_number> 10 Housing Land Requirement & Effective Housing Land Supply 10.1 The Council’s Housing Need and Demand Assessment 2011 identifies a requirement for 538 units per annum for the period 2012-2024. This includes an element of flexibility and provided a baseline to which further generosity was added to derive the final housing land requirement for the Local Development Plan. This is significantly higher than the figure used for the Moray Structure Plan 2007 of 380 units per annum and significantly higher than recent completion rates in Moray. 10.2 Using the HNDA 2011 figure the five year requirement is therefore 538 x 5= 2690 units. These figures will be replaced in the 2020 Audit with the HNDA 2017 figures and housing supply targets set out in the emerging new Local Development Plan. <table> <thead> <tr> <td></td> <td>Housing Land Supply</td> <td>No. of years supply</td> </tr> </thead> <tbody> <tr> <td>Established</td> <td>12,387</td> <td>23.0</td> </tr> <tr> <td>Effective</td> <td>4,189</td> <td>7.8</td> </tr> <tr> <td>Constrained</td> <td>8,198</td> <td>15.2</td> </tr> </tbody> </table> Table 8: Land supply/ No. of years supply 10.3 This can be broken down further by Local Housing Market Area. <table> <thead> <tr> <td>LHMA</td> <td>5yr requirement</td> <td>Effective land supply</td> <td>Projected Completions 2018 - 22</td> </tr> </thead> <tbody> <tr> <td>Buckie</td> <td>410</td> <td>284</td> <td>227</td> </tr> <tr> <td>Elgin</td> <td>1,200</td> <td>2,875</td> <td>1,257</td> </tr> <tr> <td>Forres</td> <td>575</td> <td>694</td> <td>552</td> </tr> <tr> <td>Keith</td> <td>255</td> <td>159</td> <td>159</td> </tr> <tr> <td>Speyside</td> <td>240</td> <td>177</td> <td>133</td> </tr> <tr> <td>Total</td> <td>2,690</td> <td>4,189</td> <td>2,328</td> </tr> </tbody> </table> Moray Housing Land Audit 2019 \<page_number>7\</page_number> Table 9: Land supply by Local Housing Market Area 10.4 Table 9 highlights that the effective supply identified in the housing land audit meets the 5 yr requirement for Elgin and Forres LHMA’s. Shortfalls in Buckie, Keith and Speyside are being addressed through the new Local Development Plan and Delivery Programme. 10.5 The audit totals of effective, constrained and established housing land supply are set out in Table 10 below. <table> <thead> <tr> <td></td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> </tr> </thead> <tbody> <tr> <td>Effective</td> <td>2,474</td> <td>2,706</td> <td>4,794</td> <td>3,638</td> <td>4,189</td> </tr> <tr> <td>Constrained</td> <td>3,947</td> <td>10,384</td> <td>8,318</td> <td>9,210</td> <td>8,198</td> </tr> <tr> <td>Established</td> <td>6,421</td> <td>13,090</td> <td>13,112</td> <td>12,848</td> <td>12,387</td> </tr> </tbody> </table> <img>A modern house with stone walls and wooden cladding.</img> Table 10: Moray Housing Land Supply 2019 \<page_number>8 Moray Housing Land Audit 2019\</page_number> 11 Long term housing designations 11.1 Long term designations have been identified to set out the direction of growth and to assist in the forward planning of infrastructure and landscape enhancement/ mitigation. The Council will evaluate the need for early release of long term housing land through the annual housing land audit process and monitoring report. The release of LONG term designations is controlled through Policy H2 of the Local Development Plan and a Technical Note approved by the Council’s Planning and Regulatory Services Committee on 24th June 2015. The triggers are; - A shortfall in the 5 year effective land supply is identified in the annual Housing Land Audit which cannot be met by: 1. Windfall provision assuming previous trends 2. Constrained sites which are likely to become available for development to meet the shortfall in the relevant timeframe. In these circumstances an appropriate release of LONG term land may be recommended where: - This can be achieved without compromising delivery of a master-planned approach and where appropriate access, infrastructure and landscape setting can be secured. - The site is demonstrated to be effective within the next five years. - Where the release of LONG term land is required to deliver key objectives of the Council and its Community Planning partners. In operating the triggers for release of LONG term land when a shortfall in the 5 year effective land supply in the primary or secondary centres is identified in the annual Housing Land Audit, the Council will consider whether; a) the shortfall is considered to be significant b) whether the shortfall is likely to be met through windfall provision based on previous trends c) whether constrained sites are likely to become available for development to meet the shortfall and whether sites are constrained only through programming d) whether the shortfall compromises the ability to meet the housing land requirements set out in Policy H1 of the Local Plan. If the shortfall is significant and unlikely to be overcome in the short term then an appropriate release of LONG term land will be recommended to meet the shortfall. Moray Housing Land Audit 2019 \<page_number>9\</page_number> <table> <thead> <tr> <td>TOWN</td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024</td> </tr> <tr> <td>AERLOUR</td> <td>1</td> <td>55</td> <td>65</td> <td>41</td> <td>46</td> <td>31</td> <td>13</td> <td>51</td> <td>0</td> <td>0</td> <td>18</td> <td>20</td> <td>12</td> <td>160</td> </tr> <tr> <td>AUVES</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>ARCHESTOWN</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>BURCHHEAD</td> <td>55</td> <td>5</td> <td>4</td> <td>4</td> <td>4</td> <td>4</td> <td>0</td> <td>0</td> <td>0</td> <td>0</td> <td>18</td> 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<u>LAND <u>LAND <u>LAND <u>LAND <u>LAND <u>LAND <u>LAND <u>LAND <u>LAND <u>LAND <u>LAND <u>LAND <u>LAND <u>LAND <u>LAND <u>LAND <u>LAND <u>LAND <u>LAND <u>LAND <u<L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Land L<Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Ground Groun The amount of land to be released will be dependent upon an assessment of what other sites will become effective to ensure a continuous five year effective housing land supply. A shortfall of effective housing land in one of the five main towns should be met through a LONG term release in the same town. Where a decision is made to release LONG term land and there is more than one LONG term site in that settlement, an assessment will be made as to which site is considered the most suitable based on considerations such as infrastructure, landscaping, settlement pattern and effectiveness. Outwith the five main towns, LONG term sites will only be considered for early release where the residential land designations are clearly demonstrated to be constrained for the entire plan period and that constraint cannot be overcome. A summary assessment of the triggers against each LONG term site will be presented to the Council's Planning and Regulatory Services Committee with a recommendation as to whether there is any need to release LONG term land. This will be based upon further discussion with Homes for Scotland and other consultees during the consultation period after which the table below will be completed. <table> <thead> <tr> <th>Settlement</th> <th>Site</th> <th>Comment/ Triggers</th> <th>Recommendation</th> </tr> </thead> <tbody> <tr> <td>Aberlour</td> <td>Braes of Allachie</td> <td>Effective land supply of 106 units, projected 5 year completions 62 units.</td> <td>No need to release.</td> </tr> <tr> <td>Alves</td> <td>Alves North</td> <td>0 effective land supply.</td> <td>No need to release.</td> </tr> <tr> <td>Elgin</td> <td>North East</td> <td>Effective land supply of 2197 units, projected 5 year completions 882.</td> <td>No need to release.</td> </tr> <tr> <td>Elgin</td> <td>South</td> <td>Effective land supply of 2197 units, projected 5 year completions 882.</td> <td>150 units already released, phase 1 application under consideration. No need to release.</td> </tr> <tr> <td>Fochabers</td> <td>Ordiquish Road East</td> <td>Effective land supply of 72 units, projected 5 year completions 53 units.</td> <td>No need to release.</td> </tr> <tr> <td>Forres</td> <td>Lochyhill</td> <td>Effective land supply of 591 units, projected 5 year completions 418 units.</td> <td>No need to release.</td> </tr> <tr> <td>Forres</td> <td>Dallas Dhu</td> <td>Effective land supply of 591 units, projected 5 year completions 418 units.</td> <td>No need to release.</td> </tr> <tr> <td>Forres</td> <td>West Park Croft</td> <td>Effective land supply of 591 units, projected 5 year completions 418 units.</td> <td>No need to release.</td> </tr> <tr> <td>Hopeman</td> <td>Manse Road</td> <td>Effective land supply of 47 units, projected 5 year completions 47 units.</td> <td>No need to release.</td> </tr> </tbody> </table> Moray Housing Land Audit 2019 \<page_number>11\</page_number> <table> <thead> <tr> <td>Settlement</td> <td>Site</td> <td>Comment/ Triggers</td> <td>Recommendation</td> </tr> </thead> <tbody> <tr> <td>Keith</td> <td>Edindiach Road</td> <td>Effective land supply of 94 units, projected 5 year completions 94 units.</td> <td>No need to release.</td> </tr> <tr> <td>Urquhart</td> <td>Meft Road</td> <td>Effective land supply of 0 units.</td> <td>No current interest from developers.</td> </tr> <tr> <td>Urquhart</td> <td>Station Road</td> <td>Effective land supply of 0 units.</td> <td>No current interest from developers.</td> </tr> </tbody> </table> Table 11: LONG term sites <table> <thead> <tr> <td>Buckle</td> <td>M/BC/R/038<br>Former Jones Shipyard</td> <td>Deleted record- remove as a housing site</td> </tr> </thead> <tbody> <tr> <td>Burghhead</td> <td>M/BH/R/006 Granary North Quay</td> <td>All constrained, previously part constrained with 6 effective units.</td> </tr> <tr> <td>Burghhead</td> <td>M/BH/R/04 Clarkly Hill</td> <td>Pushed programming back, starting 2022.</td> </tr> <tr> <td>Elgin</td> <td>M/EL/R/15/12<br>Knockmasting wood</td> <td>Pushed programming back, starting 2022.</td> </tr> <tr> <td>Elgin</td> <td>M/EL/R/15/14 Lesmurdie Fields</td> <td>Changed to effective, starting 2021</td> </tr> <tr> <td>Elgin</td> <td>M/EL/R/07/05<br>Bilbohall South and CF2</td> <td>Changed programming, lowered completions within effective period.</td> </tr> <tr> <td>Elgin</td> <td>M/EL/R/07/06<br>South West of Elgin High</td> <td>Pushed programming back, starting 2023.</td> </tr> <tr> <td>Forres</td> <td>M/FR/R/07/04 Lochyhill</td> <td>Pushed programming back starting 2022.</td> </tr> <tr> <td>Forres</td> <td>M/FR/R/07/08 Mannachy</td> <td>Pushed programming back starting 2021.</td> </tr> <tr> <td>Keith</td> <td>M/KH/R/035<br>Caravan park, Dunnyduff Road</td> <td>Moved to Constrained 2024 onwards.</td> </tr><tr style="border-top: none;"> <td>Keith</td><th colspan="2">Moved from constrained to effective, starting completions in 2021, 2023 pause to reflect private/affordable programme.</th></tr><tr style="border-top: none;"> <td>Lhanbryde</th><th colspan="2">Moved from constrained to effective, starting completions in 2021, 2023 pause to reflect private/affordable programme.</th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan="3"></th></tr><tr style="border-top: none;"> <td>Lhanbryde<th colspan=""></table> \<page_number>12 Moray Housing Land Audit 2019\</page_number> The following definitions and classification in the schedules apply: Housing Sites - SITE DETAILS GLOSSARY \| Site Ref \| Area/Settlement or Parish/Residential/Sequential Reference Number. \| \|---\|---\| \| Location \| Address of Site. \| \| Owner \| Current owner of the site. \| \| Developer \| Agency responsible for the development and management of the site and not necessarily to the actual construction company. \| \| Tenure \| Five tenure types are specified:-<br>HA - Housing Association for rent<br>LA - Local Authority<br>PRIV - Private<br>MOD - Ministry of Defence<br>Other - Other tenure, i.e. housing association shared ownership or low cost home ownership and joint venture between a local authority and a private developer. \| \| Area \| Site areas are quoted in hectares and represent the gross area of the site. \| \| Units \| The capacity of sites is expressed as a number of house units. For sites where no detailed housing layout has yet been prepared and no density has been specified, then an estimate has been made. \| \| Serviced \| Indicates the number of housing units which are serviced. \| \| Not built \| Total number of house units on the site which have not yet been built at the date of the update. \| \| Effective \| Currently effective (EFF) or constrained (CON) \| \| LPR \| Local Plan Site Reference \| \| Land Use \| Categorises the main existing or former use of a site before it is re-zoned or developed. The land use categories used are:-<br>AGR 1-7 Agricultural Land by Class (1, 2 & 3. 1 = prime)<br>AG BLDG Agricultural Building<br>WOOD Woodlands (may also be grazed)<br>HORT Allotments and nurseries<br>PRIV/PUB OS Privately or publicly owned open space (e.g. Grounds of a large house or hospital)<br>RESID Residential<br>COMM Commercial<br>EDUC Educational<br>RAIL Railway<br>MOI Ministry of Defence<br>PUB BLD Public Building<br>UNUSED Outdoor, Vacant, Backland etc.<br>COMMITTY Community<br>IND Industry \| Greenfield/Brownfield Describes whether the site is within an urban area or previously developed (brownfield) or outwith the urban area and not previously developed (greenfield). Moray Housing Land Audit 2019 \<page_number>13\</page_number> APPLICATION DETAILS <table> <tr> <td>Applic Ref</td> <td>Reference number of planning applications relating to the development of the site. Note where applications are made for individual plots within a site, these have been grouped together under the Application Reference 'individs' with no decision date given.</td> </tr> <tr> <td>Units</td> <td>Number of units relating to each planning application.</td> </tr> <tr> <td>Type</td> <td>Describes the type of permission application:-<br>OUT Application for Outline Planning Permission<br>DET Application for Full Permission or Permission of Reserved Matters</td> </tr> <tr> <td>Decision</td> <td>Details of decision on the application. Apart from self explanatory terms – Approved, Refused, Withdrawn, Expired, Pending, it has been necessary to indicate the latest classified either as 'Superseded' or 'Duplicate.'</td> </tr> <tr> <td>Dec. Date</td> <td>Date of final decision on the application.</td> </tr> </table> COMPLETION DETAILS <table> <tr> <td>Built</td> <td>Take up rates (in house units) for the previous 5 years are listed on an annual basis and assessments of subsequent completions are also listed annually for the next 5 years.</td> </tr> </table> <img>A photo of a row of houses with a grassy area in front and trees in the background.</img> \<page_number>14\</page_number> Moray Housing Land Audit 2019 PROJECTED COMPLETIONS The Moray Council Housing Land Audit 2019 <table> <thead> <tr> <td>Reference</td> <td>Local Plan</td> <td>Location</td> <td>Owner</td> <td>Developer</td> <td>5 year Projected Completions</td> <td>Dispute</td> </tr> </thead> <tbody> <tr> <td>ABERLOUR</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>M/AB/RV/010</td> <td>15/R3</td> <td>TOMBAIN</td> <td>Simon Gibbs</td> <td></td> <td>6</td> <td>No</td> </tr> <tr> <td>M/AB/R1/15/04</td> <td>15/R4</td> <td>Spryview</td> <td>Mr Rinnies Brown</td> <td></td> <td>56</td> <td>No</td> </tr> <tr> <td></td> <td></td> <td></td> <td>Total Town Units</td> <td></td> <td>62</td> <td>Total Town Sites</td> <td>2</td> </tr> <tr style="background-color: #e6e6e6;"> <td colspan="8" style="text-align: center;">BUCKIE</td> </tr> <tr> <td>M/BC/R0/02</td> <td>15/R1</td> <td>Burnbank</td> <td>Packman</td> <td>Packman</td> <td>5</td> <td>No</td> </tr> <tr> <td>M/BC/R/003</td> <td>15/R4</td> <td>Steinbeck Road / Highfield Gardens</td> <td>Morlich Homes</td> <td>Private</td> <td>9</td> <td>No</td> </tr> <tr> <td>M/BC/R/035</td> <td>15/R2</td> <td>PARKLANDS</td> <td>Milne Property Developments</td> <td>Milne Property Developments</td> <td>5</td> <td>No</td> </tr> <tr> <td>M/BC/R/043</td> <td>15/OFF1</td> <td>Highland Yards, East Cathcart Street</td> <td>Springfield Properties</td> <td>Springfield Properties</td> <td>31</td> <td>No</td> </tr> <tr style="background-color: #e6e6e6;"> <td colspan="8" style="text-align: center;">BURGHEAD</td> </tr> <tr style="background-color: #e6e6e6;"> <td>M/BH/R/04</td> <td>15/R4</td> <td>Clarkly Hill</td> <td>Straffdee Properties</td> <td>Straffdee Properties</td><td>20<br>Total Town Units<br>Total Town Sites<br>No<br>Total Town Sites 1<br>Total Town Units 20<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>Total Town Units 3<br>Total Town Sites 1<br>CUMMINGSTON M/C/M/R/02 R2 Seaview Road Tulloch of Cummingston Tulloch of Cummingston No Total Town Units Total Town Sites No Total Town Units Total Town Sites No Total Town Units Total Town Sites No Total Town Units Total Town Sites No Total Town Units Total Town Sites No Total Town Units Total Town Sites No Total Town Units Total Town Sites No Total Town Units Total Town Sites No TotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoTotalTownUnitsTotalTownSitesNoCUMMINGSTON M/C/M/R/02 R2 Seaview Road Tulloch of Cummingston Tulloch of Cummingston No Total Toun Unites Total Toun Sides No Total Toun Unites Total Toun Sides No Total Toun Unites Total Toun Sides No Total Toun Unites Total Toun Sides No Total Toun Unites Total Toun Sides No Total Toun Unites Total Toun Sides No Total Toun Unites Total Toun Sides No Total Toun Unites Total Toun Sides No Total Toun Unites Total Toun Sides No Total Toun Unites Total Toun Sides No Total Toun Unites Total Toun Sides No Total Toun Unites Total Toun Sides No Total Toun Unites Total Toun Sides No Total Toun Unites Total Toun Sides No Total Toun Unites Total Toun Sides No Total Toun Unites Total Toun Sides No Total Toun Unites Total Toun Sides No Total Toun Unites Total Toun Sides No Total Toun Unites Total Toun Sides No PROJECTED COMPLETIONS The Moray Council Housing Land Audit 2019 <table> <thead> <tr> <td>Reference</td> <td>Local Plan</td> <td>Location</td> <td>Owner</td> <td>Developer</td> <td>5 year Projected Completions</td> <td>Dispute</td> </tr> </thead> <tbody> <tr> <td colspan="7" style="background-color: #e6e6ff;">DUFTTOWN</td> </tr> <tr> <td>M/Df/R/012</td> <td></td> <td>Old Mart Road</td> <td>Moray Council</td> <td>Moray Council</td> <td>6</td> <td>No</td> </tr> <tr> <td colspan="6" style="text-align: right;">Total Town Units 6</td> <td>Total Town Sites 1</td> </tr> <tr> <td colspan="7" style="background-color: #e6e6ff;">DYKE</td> </tr> <tr> <td>M/DY/R/07/01</td> <td>15/R1</td> <td>DARKCLASS ROAD</td> <td>Davidson</td> <td></td> <td>8</td> <td>No</td> </tr> <tr> <td colspan="6" style="text-align: right;">Total Town Units 8</td> <td>Total Town Sites 1</td> </tr> </tbody> </table> PROJECTED COMPLETIONS The Moray Council Housing Land Audit 2019 <table> <thead> <tr> <td>Reference</td> <td>Local Plan</td> <td>Location</td> <td>Owner</td> <td>Developer</td> <td>5 year Projected Completions</td> <td>Dispute</td> </tr> </thead> <tbody> <tr> <td>ELGIN</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>M/EL/R/07/05</td> <td>15/R3</td> <td>BILBOHALL SOUTH and CF2</td> <td></td> <td></td> <td>120</td> <td>No</td> </tr> <tr> <td>M/EL/R/07/06</td> <td>15/R4</td> <td>SOUTH WEST OF ELGIN HIGH</td> <td></td> <td>Scotia Homes</td> <td>15</td> <td>No</td> </tr> <tr> <td>M/EL/R/07/07</td> <td>15/R5</td> <td>SPYINE HOSPITAL NORTH</td> <td>Robertsons / Scotia</td> <td></td> <td>141</td> <td>No</td> </tr> <tr> <td>M/EL/R/07/10</td> <td>15/R11</td> <td>FINDRASSE</td> <td>Pitgavery Estate</td> <td></td> <td>165</td> <td>No</td> </tr> <tr> <td>M/EL/R/084</td> <td></td> <td>13 / 13A South Street</td> <td></td> <td></td> <td>8</td> <td>No</td> </tr> <tr> <td>M/EL/R/090</td> <td>R7</td> <td>Duncanshill (part of R7 in 2015 LDP)</td> <td>Springfield Properties</td> <td>Springfield Properties</td> <td>7</td> <td>No</td> </tr> <tr> <td>M/EL/R/093</td> <td>OPP7/15</td> <td>Bilbohall, the Firs</td> <td>Moray Council</td> <td>Moray Council</td> <td>10</td> <td>No</td> </tr> <tr> <td>M/EL/R/094</td> <td>OPP6</td> <td>Former Spynie Hospital, Duffus Road</td> <td>Moray Councili</td> <td>Moray Councili</td> <td>50</td> <td>No</td> </tr> <tr> <td>M/EL/R/095</td> <td></td> <td>Former Bishopmill House</td> <td>Cairn Housing Association</td> <td></td> <td>12</td> <td>No</td> </tr><tr><th colspan="7">Total Town Units 882 Total Town Sites 15 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units 6 Total Town Sites 2 Total Town Units PROJECTED COMPLETIONS The Moray Council Housing Land Audit 2019 <table> <thead> <tr> <td>Reference</td> <td>Local Plan</td> <td>Location</td> <td>Owner</td> <td>Developer</td> <td>5 year Projected Completions</td> <td>Dispute</td> </tr> </thead> <tbody> <tr> <td colspan="7" style="text-align:center">FOCHABERS</td> </tr> <tr> <td>M/FOR/R07/01</td> <td>15/R1</td> <td>Ordiquish Road</td> <td></td> <td>Bob Milton Properties</td> <td>30</td> <td>No</td> </tr> <tr> <td>M/FQR/R15/R3</td> <td>15/R3</td> <td>East of Duncan Avenue</td> <td></td> <td>Morlich Homes</td> <td>23</td> <td>No</td> </tr> <tr> <td colspan="6" style="text-align:right">Total Town Units 53</td> <td>Total Town Sites 2</td> </tr> <tr> <td colspan="7" style="text-align:center">FORRES</td> </tr> <tr> <td>M/FRR/R060</td> <td>OPP1</td> <td>Boglan Road</td> <td>Cairn Housing association</td> <td>Cairn housing association</td> <td>60</td> <td>No</td> </tr> <tr> <td>M/FRR/R061</td> <td></td> <td>Former Pedigree cars, Nairn Road</td> <td>Cairn Housing Association</td> <td></td> <td>36</td> <td>No</td> </tr> <tr> <td>M/FRR/R07/01</td> <td>15/R1</td> <td>Knockamie South</td> <td>Tulloch Homes</td> <td>Tulloch Homes</td> <td>85</td> <td>No</td> </tr> <tr> <td>M/FRR/R07/03</td> <td>15/R3</td> <td>FERRYLEA</td> <td>Springfield Properties</td> <td>Springfield Properties</td> <td>138</td> <td>No</td> </tr> <tr> <td>M/FRR/R07/04</td> <td>15/R4</td> <td>LOCHYHILL</td> <td>White</td> <td>Robertson Homes Ltd.</td> <td>40</td> <td>No</td> </tr> <tr> <td>M/FRR/R07/08</td> <td>15/R6</td> <td>MANNACHY</td> <td>Tullochs of Cummingston</td> <td></td> <td>24</td> <td>No</td> </tr> <tr> <td>M/FRR/R15/10</td> <td>15/R10ALG2</td> <td>Dallas Dhu</td> <td>Alyyre Estate</td> <td></td> <td>35</td> <td>No</td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="6" style="text-align:right">Total Town Units 418</td><td>Total Town Sites 7</td></tr> <tr style="border-top: 1px solid black;"> <td colspan="7" style="text-align:center">HOPEMAN<br><br></table> <table border="1"> <thead><tr><th>M/HPR/RO8<br><br></th><th>None<br><br></th><th>Forsyth Street<br><br></th><th></th><th>Springfield Properties<br><br></th><th>22<br><br></th><th>No<br><br></th></tr></thead><tbody><tr><th>M/HPR/R15/R1<br><br></th><th>15/R1<br><br></th><th>Marsie Road<br><br></th><th>White<br><br></th><th>Tulloch of Cummingston<br><br></th><th>25<br><br></th><th>No<br><br></th></tr></tbody></table> <tr style="border-top: 1px solid black;"> <th colspan="6" style="text-align:right">Total Town Units 47<br>Total Town Sites 2<br/></th></tr></table> <table border="1"> <thead><tr><th>M/HPR/RO8<br><br></th><th>None<br><br></th><th>Forsyth Street<br><br></th><th></th><th>Springfield Properties<br><br></th><th>22<br><br></th><th>No<br><br></th></tr></thead><tbody><tr><th>M/HPR/R15/R1<br><br></th><th>15/R1<br><br></th><th>Marsie Road<br><br></th><th>White<br><br></th><th>Tulloch of Cummingston<br><br></th><th>25<br><br></th><th>No<br><br></th></tr></tbody></table> <tr style="border-top: 1px solid black;"> <th colspan="6" style="text-align:right">Total Town Units 47<br>Total Town Sites 2<br/></table> <table border="1"> <thead><tr><th>M/HPR/RO8<br><br></th><th>None<br><br></th><th>Forsyth Street<br><br></th><th></th><th>Springfield Properties<br><br></th><th>22<br><br></th><th>No<br><br></th></tr></thead><tbody><tr><th>M/HPR/R15/R1<br><br></th><th>15/R1<br><br></th><th>Marsie Road<br><br></th><th>White<br><br></th><th>Tulloch of Cummingston<br><br></th><th>25<br><br></th><th>No<br><br></th></tr></tbody></table> <tr style="border-top: 1px solid black;"> <th colspan="6" style="text-align:right">Total Town Units 47<br>Total Town Sites 2<br/></table> <table border="1"> <thead><tr><<th>M/HPR/RO8<br/><br/></table> <table border="1"> <thead> <tr> <th>M/HPR/RO8 <th rowspan="2">None <th rowspan="2">Forsyth Street <th rowspan="2"></table> <table border="1"> <thead> <tr> <th>M/HPR/R15/R1 <th rowspan="2">15/R1 <th rowspan="2">Marsie Road <th rowspan="2">White <th rowspan="2">Tulloch of Cummingston <th rowspan="2">25 <th rowspan="2">No PROJECTED COMPLETIONS The Moray Council Housing Land Audit 2019 <table> <thead> <tr> <td>Reference</td> <td>Local Plan</td> <td>Location</td> <td>Owner</td> <td>Developer</td> <td>5 year Projected Completions</td> <td>Dispute</td> </tr> </thead> <tbody> <tr> <td><strong>KEITH</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>M/KH/R/005</td> <td>15/R1</td> <td>NELSON TERRACE</td> <td>Walker</td> <td>Walker</td> <td>4</td> <td>No</td> </tr> <tr> <td>M/KH/R/07/08</td> <td>15/P6</td> <td>Banff Road (North)</td> <td></td> <td></td> <td>90</td> <td>No</td> </tr> <tr> <td></td> <td></td> <td></td> <td>Total Town Units</td> <td></td> <td>94</td> <td>Total Town Sites</td> <td>2</td> </tr> <tr> <td><strong>KINLOSS</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>M/KN/R/003</td> <td>15/R1</td> <td>WOODLAND WEST OF SEAPARK HOUSE</td> <td>PRIVATE</td> <td>PRIVATE</td> <td>6</td> <td>No</td> </tr> <tr> <td>M/KN/R/008</td> <td>15/R2</td> <td>REAR OF WOODSIDE COTTAGE</td> <td>PRIVATE</td> <td>PRIVATE</td> <td>1</td> <td>No</td> </tr> <tr> <td>M/KN/R/07/04</td> <td>15/R4</td> <td>DAMHEAD</td> <td></td> <td></td> <td>9</td> <td>No</td> </tr> <tr> <td></td> <td></td> <td></td> <td>Total Town Units</td> <td></td> <td>16</td> <td>Total Town Sites</td> <td>3</td> </tr> <tr style="border-top: 1px solid black;"> <th><strong>LHANBRYDE</strong></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #e6e6e6;">Total Town Units 50 Total Town Sites 1<ths style="background-color: #f2f2f2;">TOTALS THRESHOLD REACHED - NO ADDITIONAL SITES CAN BE ADDED TO THIS LIST.</ths> <tr class='highlight'> <td colspan='2' align='right'><strong>TOTALS THRESHOLD REACHED - NO ADDITIONAL SITES CAN BE ADDED TO THIS LIST.</strong>                                               </table> <table border='1'> <thead border='1'> <tr border='1'> <thead border='none'> <tbody border='none'> <tr border='none'> <tbody border='none'> <tr border='none'> <tbody border='none'> <tr border='none'> <tbody border='none'> <tr border='none'> <tbody border='none'> <tr border='none'> <tbody border='none'> <tr border='none'> <tbody border='none'> <tr border='none'> <tbody border='none'> <tr border='none'> <tbody border='none'> <tr border='none'> <tbody border='none'> <tr border='none'> <tbody border='none'> <tr border='none'> <tbody border='none'> <tr border='none'> <tbody border='none'> <tr border='none'> <tbody border='none'> <tr border='none'> <tbody border='none'> <tr border='none'> <tbody border='none'> <tr border='none'> <tbody border='none'> <tr border='none'> <tbody border='none'> </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </tbody>} </thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead>}</thead}</table> <table cellspacing='0' cellpadding='3' width=88% height=88%> <tr cellspacing=3> ``` <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> <table cellspacing=3> } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } } ``` <span id="_t_"></span> <table cellspacing=3> ``` <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> <!-- Table Header --> ``` PROJECTED COMPLETIONS The Moray Council Housing Land Audit 2019 <table> <thead> <tr> <td>Reference</td> <td>Local Plan</td> <td>Location</td> <td>Owner</td> <td>Developer</td> <td>5 year Projected Completions</td> <td>Dispute</td> </tr> </thead> <tbody> <tr> <td>MOSSTODLOCH<br>M/M/S/R/002</td> <td>15/R1</td> <td>STYNE ROAD</td> <td>CROWN ESTATE</td> <td>PRIVATE</td> <td>59</td> <td>No</td> </tr> <tr> <td colspan="3"></td> <td></td> <td>Total Town Units</td> <td>59</td> <td>Total Town Sites</td> <td>1</td> </tr> <tr> <td colspan="8" style="background-color: #cccccc;">REMAINDER OF MORAY</td> </tr> <tr> <td>M/M/R/999B</td> <td colspan="2">SITES BELOW 5 HOUSES</td> <td>PRIVATE</td> <td>PRIVATE</td> <td>325</td> <td>No</td> <td></td> </tr> <tr> <td colspan="3"></td> <td></td> <td>Total Town Units</td> <td>325</td> <td>Total Town Sites</td> <td>1</td> </tr> <tr> <td colspan="7" style="text-align: right;">Total Projected Completions 2328 Total Sites 50</td> <td></td> </tr> </tbody> </table> CONSTRANED HOUSING LAND SUPPLY The Moray Council Housing Land Audit 2019 <table> <thead> <tr> <td>Reference</td> <td>Local Plan</td> <td>Location</td> <td>Owner</td> <td>Developer</td> <td>Undeveloped (Units)</td> <td>Constraint</td> <td>Details</td> </tr> </thead> <tbody> <tr> <td><strong>ABERLOUR</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>M/AB/R/010</td> <td>15/R3</td> <td>TOMBAN</td> <td>Simon Gibbs</td> <td></td> <td>6</td> <td>Part Constrained</td> <td>Marketability</td> </tr> <tr> <td>M/AB/R/07/01</td> <td>15/R1</td> <td>CHIVAS FIELD</td> <td>Chivas Brothers Ltd</td> <td></td> <td>20</td> <td>Constrained</td> <td>Physical</td> </tr> <tr> <td>M/AB/R/07/03</td> <td>15/R2</td> <td>BRAES OF ALLACHIE A</td> <td>Allachy Homes</td> <td>Ken Mathieson Architectural Design</td> <td>40</td> <td>Constrained</td> <td>Physical</td> </tr> <tr> <td>M/AB/R/07/05</td> <td>15/LONG</td> <td>BRAES OF ALLACHIE B</td> <td>Allachy Homes</td> <td>Ken Matheson Architectural Design</td> <td>50</td> <td>Constrained</td> <td>Programming</td> </tr> <tr> <th colspan="3"></th> <th>Total Town Units</th> <th></th> <th>Total Town Sites</th> <th></th> </tr> <tr style="background-color: #f2f2f2;"> <th><strong>ALVES</strong></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> </tr> <tr style="background-color: #f2f2f2;"> <td>M/AL/R/15/LON</td> <td>15/LONG</td> <th>Alves North</th> <th>The Moray Council </th><th></th><th>250</th><th>Constrained </th><th>Programming </th><tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #f2f2f2;"> </tr> <tr style="background-color: #e6e6e6"> <th><strong>AARCHIESTOWN</strong></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><tr style="background-color: #e6e6e6"> <tr style="background-color: #e6e6e6"> <td>M/AR/R/07/01</ td><tbody><table><thead><tr><th rowspan='1'></th><th rowspan='1'></th><th rowspan='1'></th><th rowspan='1'></th><th rowspan='1'></th><th rowspan='1'></th><th rowspan='1'></th><th rowspan='1'></th></thead><tbody><tr><<td>M/AR/R/15/01<br/>M/AR/R/15/03<br/>M/AR/R/15/04<br/></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table>/tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/><thead><tr><style>.header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; } .header { font-weight: bold; }</style><style>.cell-headers, th.cell-headers, td.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-headers, tbody.cell-headers, tr.cell-headers, table.cell-columns CONSTRANED HOUSING LAND SUPPLY The Moray Council Housing Land Audit 2019 \| Reference \| Local Plan \| Location \| Owner \| Developer \| Undeveloped (Units) \| Constraint \| Details \| \|---\|---\|---\|---\|---\|---\|---\|---\| \| BUCKIE \| \| \| \| \| \| \| \| \| M/BCR/015 \| 15/R5 \| RATHBURN (NDR7tr) \| Reidhaven Estate \| Glenhames (Aberdeen) LTD \| 60 \| Constrained \| Physical \| \| M/BCR/041 \| I6 \| Milbank Garage \| \| \| 20 \| Constrained \| Marketability \| \| M/BCR/042 \| 19 Commercial Road \| \| \| \| 10 \| Constrained \| Marketability \| \| M/BCR/07/07 \| 15/R6 \| RATHBURN (S) \| Reidhaven Estate \| \| 60 \| Constrained \| Programming \| \| M/BCR/07/09 \| 15/R3 \| ARCHBALD GROVE \| \| \| 5 \| Constrained \| Marketability \| \| M/BCR/07/10 \| 15/R9 \| High Street(E) \| J M Watt \| \| 170 \| Constrained \| Marketability \| \| M/BCR/15/10 \| 15/R10 \| HIGH STREET (W) Seafield Estate/ Reidhaven Estate \| \| \| 115 \| Constrained \| Marketability \| \| Total Town Units \| 440 \| Total Town Sites \| 7 \| BURGHEAD \| Reference \| Local Plan \| Location \| Owner \| Developer \| Undeveloped (Units) \| Constraint \| Details \| \|---\|---\|---\|---\|---\|---\|---\|---\| \| M/BH/R006 \| 15/R1 \| GRANARY NORTH QUAY (A) PRIVATE PRIVATE Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cummingston Tulltech of Cumnington \| \| M/BH/R012 \| 08/R4WEST FORESHORE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE PRIVATE Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private Private PrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivatePrivate \| \| Total Town Units \| 52 \| \| Total Town Sites \| \| CRAIGELLACHIE \| \| M/CRR/001 \| \| M/CRR/003 \| \| M/CRR/004 \| \| M/CRR/15/02 \| M/CRR/001 Edward Terrace BRICKFIELD Former Brewery, Spey Road Spey Road Strathdee Properties John Dewar & Sons Distillers Ltd Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Strathdee Properties Total Town Units Total Town Sites CONSTRAINED HOUSING LAND SUPPLY The Moray Council Housing Land Audit 2019 <table> <thead> <tr> <td>Reference</td> <td>Local Plan</td> <td>Location</td> <td>Owner</td> <td>Developer</td> <td>Undeveloped (Units)</td> <td>Constraint</td> <td>Details</td> </tr> </thead> <tbody> <tr> <td>CULLEN</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>M/CJR/07/01</td> <td>08/R1</td> <td>SEAFIELD PLACE</td> <td>Seafield Estate</td> <td></td> <td>30</td> <td>Constrained</td> <td>Marketability</td> </tr> <tr> <td>M/CJR/15/02</td> <td>15/R2</td> <td>SEAFIELD ROAD</td> <td>Seafield Estate</td> <td></td> <td>55</td> <td>Constrained</td> <td>Marketability</td> </tr> <tr> <td colspan="6">Total Town Units</td> <td><strong>85</strong></td> <td>Total Town Sites</td> <td><strong>2</strong></td> </tr> <tr style="background-color: #f0f0f0;"> <th>DALLAS</th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> </tr> <tr> <td>M/DAR/01/01</td> <td>15/R1</td> <td>DALLAS SCHOOL WEST</td> <td>Dallas Estate</td> <td>Private</td> <td>9</td> <td>Constrained</td> <td>Physical</td> </tr> <tr style="background-color: #f0f0f0;"> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> </tr> <tr style="background-color: #f0f0f0;"> <th>M/DAR/02/02</th> <th>15/R3</th> <th>Mormond Motors, Main Street, Dallas Thomson?</th> <td></td> <td></td> <td>5</td> <td>Constrained</td> <td>Marketability</td> </tr> <tr style="background-color: #f0f0f0;"> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th>Total Town Units</th> <th><strong>14</strong></th> <th>Total Town Sites</th> <th><strong>2</strong></th> </tr> <tr style="background-color: #f0f0f0;"> DUFFTOWN </tr> <tr style="background-color: #f0f0f0;"> M/DFR/005x </tr> <tr style="background-color: #f0f0f0;"> M/DFR/07/02 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/03 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f0f0f0;"> M/DFR/15/04 </tr> <tr style="background-color: #f3d7d7"> <table border="1"> <thead><tr><th>Dyke</th><th></th><th></th><th></th><th></th><th></th><th>Total Town Units</th><th>Total Town Sites</th><th></table> <table border="1"> <thead><tr><th>Dyke</th><th></th><th></th><th></th><th></th><th></th><thal>Total Town Units<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total Town Sites<th>Total TownSites<tfoot><tr><style>.tfoot td {text-align:right;}tfoot tr td {border-top:none;}tfoot tr td {border-bottom:none;}tfoot tr td {border-right:none;}tfoot tr td {border-left:none;}tfoot tr td {border-top:none;}tfoot tr td {border-bottom:none;}tfoot tr td {border-right:none;}tfoot tr td {border-left:none;}tfoot tr td {border-top:none;}tfoot tr td {border-bottom:none;}tfoot tr td {border-right:none;}tfoot tr td {border-left:none;}tfoot tr td {border-top:none;}tfoot tr td {border-bottom:none;}tfoot tr td {border-right:none;}tfoot tr td {border-left:none;}tfoot tr td {border-top:none;}tfoot tr td {border-bottom:none;}tfoot tr td {border-right:none;}tfoot tr td {border-left:none;}tfoot tr td {border-top:none;}tfoot tr td {border-bottom:none;}tfoot tr td {border-right:none;}tfoot tr td {border-left:none;}tfoot tr td {border-top:none;}tfoot tr td {border-bottom:none;}tfoot tr td {border-right:none;}tfoot tr td {border-left:none;}tfoot tr td {border-top:none;}tfoot tr td {border-bottom:none;}tfoot tr td {border-right:none;}tfoot tr td {border-left:none;}tfoot tr td {border-top:none;}tfoot tr td {border-bottom:none;}tfoot tr td {border-right:none;}tfoot tr td {border-left:none;}tfoot tr td {border-top:none;}tfoot tr td {border-bottom:none;}tfoot tr td {border-right:none;}tfoot tr td {border-left:none;}tfoot tr td {border-top:none;}tfoot tr td {border-bottom:none;}tfoot tr td {border-right:none;}tfoot tr td {border-left:none;}tfoot tr td {border-top:none;}tfoot tr td {border-bottom:none;}tfoot tr td {border-right:none;}tfoot tr td {border-left:none;}tfoot tr td {border-top:none;}tfoot tr td {border-bottom:none;}tfoot tr td {border-right:none;}tfoot tr td {border-left:none;}tfoot tr td {border-top:none;}tfoot tr td {border-bottom:none;}tfoot tr td {border-right:none;}tfoot tr td {border-left:none;}tfoot tr td {border-top:none;}tfoot tr td {border-bottom:none;}tfoot r CONSTRANED HOUSING LAND SUPPLY The Moray Council Housing Land Audit 2019 <table> <thead> <tr> <td>Reference</td> <td>Local Plan</td> <td>Location</td> <td>Owner</td> <td>Developer</td> <td>Undeveloped (Units)</td> <td>Constraint</td> <td>Details</td> </tr> </thead> <tbody> <tr> <td><strong>ELGIN</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>M/EL/R/048</td> <td>15/R1</td> <td>BILBOHALL NORTH</td> <td>Robertsons</td> <td>Robertsons</td> <td>20</td> <td>Constrained</td> <td>Physical</td> </tr> <tr> <td>M/EL/R/07/08</td> <td>15/R6</td> <td>HATTON HILL</td> <td>Hawco family</td> <td></td> <td>20</td> <td>Constrained</td> <td>Physical</td> </tr> <tr> <td>M/EL/R/07/10</td> <td>15/R11</td> <td>FINDRASSIE</td> <td>Pitgaveny Estate</td> <td></td> <td>1000</td> <td>Part Constrained</td> <td>Effective Syr+</td> </tr> <tr> <td>M/EL/R/073</td> <td>Win</td> <td>Pinefield Stores, Pinefield Crescent, Elgin,</td> <td></td> <td></td> <td>6</td> <td>Constrained</td> <td>Marketability</td> </tr> <tr> <td>M/EL/R/078</td> <td>Win</td> <td>164 High Street, Elgin</td> <td></td> <td></td> <td>5</td> <td>Constrained</td> <td>Marketability</td> </tr> <tr> <td>M/EL/R/079</td> <td></td> <td>Pinegrove</td> <td></td> <td></td> <td>6</td> <td>Constrained</td> <td>Marketability</td> </tr> <tr> <td>M/EL/R/081</td> <td>Win</td> <td>Newfield House, Lossiemouth Road</td> <td></td> <td></ td <td>12 </th <td>Constrained </th <td>Marketability </th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td></th <td><strong>Total Town Units </strong><strong>4720 </strong><strong>Total Town Sites </strong><strong>13 </strong><strong>Total Town Units </strong><strong>55 </strong><strong>Total Town Sites </strong><strong>2 </strong><strong>Total Town Units </strong><strong>150 </strong><strong>Total Town Sites </strong><strong>2 </strong><strong>Total Town Units </strong><strong>55 </strong><strong>Total Town Sites </strong><strong>2 </strong><strong>Total Town Units </strong><strong>150 </strong><strong>Total Town Sites </strong><strong>2 </strong><strong>Total Town Units </strong><strong>55 </strong><strong>Total Town Sites </strong><strong>2 </strong><strong>Total Town Units </strong><strong>150 </strong><strong>Total Town Sites </strong><strong>2 </strong><br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <img>FINDOCHTY.png</img>                                                                 <br/></table> <table border="1"> <thead style="background-color: #f0f0f0;"> <tr style="background-color: #f0f0f0;"> <th>FINDOCHTY &emsp;</thead>&emsp; <th>M/FNR/V/009 &emsp;</thead>&emsp; <th>M/FNR/V/07/02 &emsp;</thead>&emsp; <th>M/FNR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/07/02 &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</thead>&emsp; <th>M/FOR/V/15/LG &emsp;</tbody style="background-color: #f0f0f0;"> <tr style="background-color: #f0f0f0;"> M/NRV/R-07-02<sup style="color: red;"></sup>:<sup style="color: red;"></sup><sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<sup style="color: red;"></sup>:<br/></tr> <tr style="background-color: #f0f0f0;"> M/NRV/R-07-02<sub style="font-size:x-small;"><span id='linebreak' class='linebreak'></span>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07-02<sub style='font-size:x-small;'>-</sub>-M/NRV/R-07- CONSTRAINED HOUSING LAND SUPPLY The Moray Council Housing Land Audit 2019 <table> <thead> <tr> <td>Reference</td> <td>Local Plan</td> <td>Location</td> <td>Owner</td> <td>Developer</td> <td>Undeveloped (Units)</td> <td>Constraint</td> <td>Details</td> </tr> </thead> <tbody> <tr> <td colspan="8" style="background-color: #EFEFEF;">FORRES</td> </tr> <tr> <td>M/FR/R/057</td> <td>15/OPP7</td> <td>Tyler Street, Auction rooms</td> <td rowspan="3">White</td> <td rowspan="3">Robertson Homes Ltd</td> <td>24</td> <td>Constrained</td> <td>Deficit Funding</td> </tr> <tr> <td>M/FR/R/0704</td> <td>15/R4</td> <td>LOCHYHILL</td> <td>400</td> <td>Part Constrained</td> <td>Effective Syr+</td> </tr> <tr> <td>M/FR/R/0708</td> <td>15/R6</td> <td>MANNACHY</td> <td>16</td> <td>Part Constrained</td> <td>Effective Syr+</td> </tr> <tr> <td>M/FR/R/0711</td> <td>LONG</td> <td>LOCHYHILL</td> <td rowspan="2">White</td> <td rowspan="2">Robertson Homes</td> <td>640</td> <td>Constrained</td> <td>Programming</td> </tr> <tr> <td>M/FR/R/0714</td> <td></td> <td>Bank Lane</td> <td>6</td> <td>Constrained</td> <td>Marketability</td> </tr> <tr> <td>M/FR/R/1508</td> <td>15/R8</td> <td>Bahnageth</td> <td rowspan="3">Springfield Properties</td> <td rowspan="3"></td> <td>5</td> <td>Constrained</td> <td>Ownership</td> </tr> <tr> <td>M/FR/R/1509</td> <td>15/R9</td> <td>Plantation Cottage</td> <td>25</td> <td>Constrained</td> <td>Marketability</td> </tr> <tr> <td>M/FR/R/1511</td> <td>15/R11</td> <td>Plimuir Road West</td> <td>40</td> <td>Constrained</td> <td>Marketability</td> </tr> <tr style="border-top: double;"> <td></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Units<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Sites<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Units<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Sites<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Units<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Sites<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Units<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Sites<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Units<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Sites<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Units<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Sites<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Units<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Sites<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Units<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Sites<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Units<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Sites<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Units<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Sites<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Units<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Sites<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Units<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Sites<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Units<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;"> <td>Total Town Sites<br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #EFEFEF;"> <tr style="text-align:center;">< CONSTRANED HOUSING LAND SUPPLY The Moray Council Housing Land Audit 2019 <table> <thead> <tr> <th>Reference</th> <th>Local Plan</th> <th>Location</th> <th>Owner</th> <th>Developer</th> <th>Undeveloped (Units)</th> <th>Constraint</th> <th>Details</th> </tr> </thead> <tbody> <tr> <td><strong>KEITH</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>M/KH/R/015</td> <td>15/R3</td> <td>EDINDACH ROAD/BALLOCH ROAD (A)</td> <td>PRIVATE</td> <td>PRIvATE</td> <td>36</td> <td>Constrained</td> <td>Effective 5yr+</td> </tr> <tr> <td>M/KH/R/025</td> <td>15/R5</td> <td>SEAFIELD WALK</td> <td>Private</td> <td>Neil Murray Housebuilders</td> <td>11</td> <td>Constrained</td> <td>Physical</td> </tr> <tr> <td>M/KH/R/030</td> <td>15/R4</td> <td>BALLOCH ROAD</td> <td>Peter Scott</td> <td>Private</td> <td>6</td> <td>Constrained</td> <td>Marketability</td> </tr> <tr> <td>M/KH/R/035</td> <td></td> <td>Keith Caravan Park, Dunniduff Road</td> <td>private</td> <td>private</td> <td>12</td> <td>Constrained</td> <td>Marketability</td> </tr> <tr> <td>M/KH/R/07/09</td> <td>15/R8</td> <td>Edindach Road (east)</td> <td></td> <td>DEVERON HOMES</td> <td>43</td> <td>Constrained</td> <td>Effective 5yr+</td> </tr> <tr> <td>M/KH/R/07/10</td> <td>15/R9</td> <td>JESSIMANS BRAE</td> <td></td> <td></td> <td>6</td> <td>Constrained</td> <td>Marketability</td> </tr> <tr> <td>M/KH/R/07/14</td> <td>15/R7</td> <td>BANFF ROAD (SOUTHR)</td> <td></td> <td></td> <td>200</td> <td>Constrained</td> <td>Programming</td> </tr> <tr> <td>M/KH/R/07/15</td> <td>15/LONG</td> <td>Edindach Road LONG</td> <td></td> <td></td> <td>70</td> <td>Constrained</td> <td>Programming</td> </tr> <tr> <td>M/KH/R/15/036</td> <td>15/OPP3</td> <td>Newmill Road/Keith Builders Merchants </td><td></td><td>Keith Builders </td><td>12</td><td>Constrained</td><td>Marketability </td></tr> <tr style="border-top: 1px solid black;"> <th colspan="4"></th><th>Total Town Units </th><th style="text-align: right;">396 </th><th>Total Town Sites </th><th style="text-align: right;">9 </th></tr> <tr style="border-top: 1px solid black;"> <th><strong>KINLOSS </strong></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr> <tr style="border-top: 1px solid black;"> <td>M/NVR/004 </th><th>Rc </th><th></th><th></th><th></th><th></th><th></th><th></th></tr> <tr style="border-top: 1px solid black;"> <table border="0"> <tbody><tr><td>M/NVR/009 </table> ``` <table border="0"> <tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr><table border="0"><tbody><tr style=""><style>.style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: 1em; } .style_2 { font-size: ``` CONSTRANED HOUSING LAND SUPPLY The Moray Council Housing Land Audit 2019 <table> <thead> <tr> <th>Reference</th> <th>Local Plan</th> <th>Location</th> <th>Owner</th> <th>Developer</th> <th>Undeveloped (Units)</th> <th>Constraint</th> <th>Details</th> </tr> </thead> <tbody> <tr> <td><strong>MOSSTODLOCH</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>M/M/R/15/02</td> <td>15/R2</td> <td>Garmouth Road</td> <td></td> <td></td> <td>60</td> <td>Constrained</td> <td>Marketability</td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td>Total Town Units</td> <td>60</td> <td>Total Town Sites</td> <td>1</td> </tr> <tr> <td><strong>NEWMILL</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>M/NM/R/001</td> <td>15/R1</td> <td>ISLA ROAD</td> <td>Private</td> <td>Private</td> <td>10</td> <td>Constrained</td> <td>Marketability</td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td>Total Town Units</td> <td>10</td> <td>Total Town Sites</td> <td>1</td> </tr> <tr> <td><strong>PORTGORDON</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>M/P/G/R/15/02</td> <td>15/R2</td> <td>Crown Street</td> <td></td> <td></td> <td>55</td> <td>Constrained</td> <td>Marketability</td> </tr> <tr> <td></td> <td></td> <td></td> <td>Total Town Units</td> <td>55</td> <td>Total Town Sites</td> <td>1</td> </tr> <tr style="border-top: 1px solid black;"> <th><strong>PORTKNOCKIE</strong></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><br/> <table border="1"> <tbody><tr><th>M/P/K/R/004<br/>15/R1<br/>SEABRAES<br/>Seafield Estate<br/></th><th>Total Town Units<br/>50<br/></th><th>Total Town Sites<br/>1<br/></th><br/></tr><tr><th>RAFFORD<br/>M/R/F/R/07/01<br/>15/R1<br/>BROCHLOCH<br/>Dallas Estate<br/></th><th>Total Town Units<br/>10<br/></th><th>Total Town Sites<br/>1<br/></th><br/></tr><tr><th colspan="3"><strong>REMAINDER OF MORAY<br/>M/R/M/R/999B<br/>SITES BELOW 5 HOUSES<br/>PRIVATE<br/>PRIVATE<br/></strong></th><br/></tr><tr><th colspan="3"></th><br/></tr><tr><th colspan="3">Total Town Units<br/>65<br/></th><br/></tr><tr><th colspan="3">Total Town Sites<br/>1<br/></th><br/></tr><tr><th colspan="3">Part Constrained Effective 5yr +<br/></th><br/></tr></tbody></table> <tr style="border-top: 1px solid black;"> <th>The Moray Council Housing Land Audit 2019 </th><th style="text-align:right;"></th><th style="text-align:right;"></th><br/> <table border="1"> <tbody><tr><th>MOSSTODLOCH<br/>M/M/R/15/02<br/>15/R2<br/>Garmouth Road<br/></th><th style="text-align:right;">60<br/><br/></th><br/></tr><tr><th rowspan="2">NEWMILL<br/>M/NM/R/001<br/>15/R1<br/>ISLA ROAD<br/>Private<br/>Private<br/></th><br/></tr><tr><br/></tr><tr><th rowspan="2">PORTGORDON<br/>M/P/G/R/15/02<br/>15/R2<br/>Crown Street<br/></th><br/></tr><tr><br/></tr><tr><th rowspan="2">PORTKNOCKIE<br/>M/P/K/R/004<br/>15/R1<br/>SEABRAES<br/>Seafield Estate<br/></th><br/></tr><tr><br/></tr><tr><th rowspan="2">RAFFORD<br/>M/R/F/R/07/01<br/>15/R1<br/>BROCHLOCH<br/>Dallas Estate<br/></th><br/></tr><tr><br/></tr> ``` </tbody></table> <table border="1"> <tbody><tr><th>M/M/R/999B<br/>SITES BELOW 5 HOUSES<br/>PRIVATE<br/>PRIVATE<br/></th><br/></tr><tr><th rowspan="2">Total Town Units<br/>65<br/><br/></th><br/></tr><tr><br/></tr> </tbody></table> <table border="1"> <tbody><tr><th>M/M/R/999B<br/>SITES BELOW 5 HOUSES<br/>PRIVATE<br/>PRIVATE<br/></th><br/></tr> </tbody></table> <table border="1"> <tbody> <tfoot> <tr> <td colspan="3" style="text-align:center;"><strong>The Moray Council Housing Land Audit 2019 </strong>                                                              </table> ``` <table border="1"> <tbody> ``` <tfoot> <tr> <td colspan="3" style="text-align:center;"><strong>The Moray Council Housing Land Audit 2019 </strong>                         </table> ``` <table border="1"> <tbody> ``` <tfoot> <tr> <td colspan="3" style="text-align:center;"><strong>The Moray Council Housing Land Audit 2019 </strong> </table> ``` <table border="1"> <tbody> ``` <tfoot> <tr> <td colspan="3" style="text-align:center;"><strong>The Moray Council Housing Land Audit 2019 </strong>></table> ``` <table border="1"> <tbody> ``` <tfoot> <tr> <td colspan="3" style="text-align:center;"><strong>The Moray Council Housing Land Audit 2019 </strong>></table> ``` <table border="1"> <tbody> ``` <tfoot> <tr> <td colspan="3" style="text-align:center;"><strong>The Moray Council Housing Land Audit 2019 </strong>></table> ``` <table border="1"> <tbody> ``` <tfoot> <tr> <td colspan="3" style="text-align:center;"><strong>The Moray Council Housing Land Audit 2019 </strong>></table> ``` <table border="1"> <tbody> ``` <tfoot> <tr> <td colspan="3" style="text-align:center;"><strong>The Moray Council Housing Land Audit 2019 </strong>></table> ``` <table border="1"> <tbody> ``` <tfoot> <tr> <td colspan="3" style="text-align:center;"><strong>The Moray Council Housing Land Audit 2019 </strong>></table> ``` <table border="1"> <tbody> ``` <tfoot> <tr> <td colspan="3" style="text-align:center;"><strong>The Moray Council Housing Land Audit 2019 </strong>></table> ``` <table border="1"> <tbody> ``` <tfoot> <tr> <td colspan="3" style="text-align:center;"><strong>The Moray Council Housing Land Audit 2019 </strong>></table> ``` <table border="1"> <tbody> ``` <tfoot> <tr ``` CONSTRANED HOUSING LAND SUPPLY The Moray Council Housing Land Audit 2019 <table> <thead> <tr> <th>Reference</th> <th>Local Plan</th> <th>Location</th> <th>Owner</th> <th>Developer</th> <th>Undeveloped (Units)</th> <th>Constraint</th> <th>Details</th> </tr> </thead> <tbody> <tr> <td><strong>ROTHES</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>M/R5/RV07/01</td> <td>15/R1</td> <td>Spey Street</td> <td>Mr & Mrs Scott</td> <td></td> <td>30</td> <td>Constrained</td> <td>Physical</td> </tr> <tr> <td>M/R5/RV07/03</td> <td>15/OPP1</td> <td>Greens of Rothes</td> <td>Sir Edward Mountain</td> <td></td> <td>50</td> <td>Constrained</td> <td>Programming</td> </tr> <tr> <td>M/R5/RV15/02</td> <td>15/R2</td> <td>Green Street</td> <td>Mr Charles Meldrum</td> <td></td> <td>40</td> <td>Constrained</td> <td>Marketability</td> </tr> <tr> <td></td> <td></td> <td></td> <td>Total Town Units</td> <td></td> <td>120</td> <td>Total Town Sites</td> <td>3</td> </tr> <tr style="border-top: 1px solid black;"> <td><strong>ROTHEMAY</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr style="border-top: 1px solid black;"> <td>M/R7/RV001</td> <td>15/R1</td> <td>CASTLE TERRACE</td> <td>Private</td> <td>Private</td> <td>12</td> <td>Constrained</td> <td>Marketability</td> </tr> <tr style="border-top: 1px solid black;"> <td>M/R7/RV07/02</td> <td>15/R2</td> <td>ANDERSON DRIVE</td> <td></td> <td></td> <td>5</td> <td>Constrained</td> <td>Marketability</td> </tr> <tr style="border-top: 1px solid black;"> <td>M/R7/RV15/03</td> <td>15/R3</td> <td>Devenonside Road</td> <td></td> <td></td> <td>10</td> <td>Constrained</td> <td>Marketability</td> </tr> <tr style="border-top: 1px solid black;"> <td></td> <td></td> <td></td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br/><strong>URQUHART<br/></strong>M/U/R/V005<br/>M/U/R/V15/L2<br/>R1/LONG<br/>15/LONG2<br/>Meth Road<br/>Station Road<br/></table> <table style="width: 100%;"> <tbody style="text-align: right;"> <tr style="text-align: right;"> <th>Total Town Units 27 Total Town Sites 3 Total Constrained Housing Land Supply 8198 Total Sites 86" <div style="display: flex; justify-content: space-between; align-items: center; margin-top: -2px;"> <span style="font-size: large;">Total Town Units:</span>                                                               <span style="font-size: large;">8198 </span> <span style="font-size: large;">Total Sites:</span> <span style="font-size: large;">86 </span>  </div>  <div style="display: flex; justify-content: space-between; align-items: center; margin-top: -2px;"> <span style="font-size: large;">Total Town Units:</span> <span style="font-size: large;">27 </span> <span style="font-size: large;">Total Town Sites:</span> <span style="font-size: large;">3 </span>  </div>  <div style="display: flex; justify-content: space-between; align-items: center; margin-top: -2px;"> <span style="font-size: large;">Total Constrained Housing Land Supply:</span> <span style="font-size: large;">8198 </span> <span style="font-size: large;">Total Sites:</span> <span style="font-size: large;">86 </span>  </div>  <div style="display: flex; justify-content: space-between; align-items: center; margin-top: -2px;"> <span style="font-size: large;">Total Town Units:</span> <span style="font-size: large;">27 </span> <span style="font-size: large;">Total Town Sites:</span> <span style="font-size: large;">3 </span>  </div>  <div style="display: flex; justify-content: space-between; align-items: center; margin-top: -2px;"> <span style="font-size: large;">Total Town Units:</span> <span style="font-size: large;">25 </span> <span style="font-size: large;">Total Town Sites:</span> <span style="font-size: large;">2 </span>  </div>  <div style="display: flex; justify-content: space-between; align-items: center; margin-top: -2px;"> <span style="font-size: large;">Total Town Units:</span> <span style="font-size: large;">25 </span> <span style="font-size: large;">Total Town Sites:</span> <span style="font-size: large;">2 </span>&nb... </div>&nb... <div style="display: flex; justify-content: space-between; align-items: center; margin-top: -2px;"> <span style="font-size: large;">Total Town Units:</span>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... <div style="display:flex; justify-content:center; align-items:center; margin-left:-4px;"> <img src="/images/house.png" alt="" width=36 height=36 /> </div>&nb... EFFECTIVE HOUSING LAND SUPPLY The Moray Council Housing Land Audit 2019 <table> <thead> <tr> <td>Reference</td> <td>Local Plan</td> <td>Location</td> <td>Owner</td> <td>Developer</td> <td>Undeveloped (Units)</td> </tr> </thead> <tbody> <tr> <td colspan="6" style="background-color: #cccccc;">ABERLOUR</td> </tr> <tr> <td>M/AB/R/010</td> <td>15/R3</td> <td>TOMBAN</td> <td rowspan="2">Simon Gibbs<br>Mr Rines Brown</td> <td rowspan="2"></td> <td>6</td> </tr> <tr> <td>M/AB/R/15/04</td> <td>15/R4</td> <td>Spyview</td> <td>100</td> </tr> <tr> <td colspan="5" style="text-align: right;">Total Town Units</td> <td>106</td> <td>Total Town Sites</td> <td>2</td> </tr> <tr> <td colspan="8" style="background-color: #cccccc;">BUCKIE</td> </tr> <tr> <td>M/BC/R/032</td> <td>15/R1</td> <td>Burnbank</td> <td>Packman</td> <td>Packman</td> <td>15</td> <td></td> <td></td> </tr> <tr> <td>M/BC/R/033</td> <td>15/R4</td> <td>Steinbeck Road / Highfield Gardens</td> <td>Morlich Homes</td> <td>Private</td> <td>9</td> <td></td> <td></td> </tr> <tr> <td>M/BC/R/035</td> <td>15/R2</td> <td>PARKLANDS</td> <td>Mine Property Developments</td> <td>Mine Property Developments</td> <td>12</td> <td></td> <td></td> </tr> <tr> <td>M/BC/R/043</td> <td>15/OPP1</td> <td>Highland Yards, East Cathcart Street</td> <td>Springfield Properties</td> <td>Springfield Properties</td> <td>31</td> <td></td> <td></td> </tr> <tr> <td>M/BC/R/15/11</td> <td>15/R11</td> <td>Barthill Road (S)</td> <td>Moray Council/ Springfield</td> <td>Moray Council/ Springfield</td> <td>112</td> <td></td> <td></td> </tr> <tr style="border-top: none;"> <th colspan="5" style="text-align: right;">Total Town Units</th><th style="text-align: center;">179</th><th style="text-align: center;">Total Town Sites</th><th style="text-align: center;">5</th></tr> <tr style="border-top: none;"> <th colspan="8" style="background-color: #cccccc;">BURGHEAD</th></tr> <tr style="border-top: none;"> <th>M/BH/R/04</th><th>15/R4</th><th>Clarkly Hill </th><th>Straffdee Properties </th><th>Straffdee Properties </th><th style="text-align: center;">60 </th><th style="text-align: center;"></th><th style="text-align: center;"></th></tr> <tr style="border-top: none;"> <th colspan="5" style="text-align: right;">Total Town Units </th><th style="text-align: center;">60 </th><th style="text-align: center;">Total Town Sites </th><th style="text-align: center;">1 </th></tr> <tr style="border-top: none;"> <th colspan="8" style="background-color: #cccccc;">CUMMINGSTON </th></tr> <tr style="border-top: none;"> <th>M/CM/R/O2 </th><th>R2 </th><th>Seaview Road </th><th>Tulloch of Cummingston </th><th>Tulloch of Cummingston </th><th style="text-align: center;">3 </th><th style="text-align: center;"></th><th style="text-align: center;"></th></tr> <tr style="border-top: none;"> <th colspan="5" style="text-align: right;">Total Town Units </th><th style="text-align: center;">3 </th><th style="text-align: center;">Total Town Sites </th><th style="text-align: center;">1 </th></tr> <tr style="border-top: none;"> <th colspan="8" style="background-color: #cccccc;">DUFFTOWN </th></tr> <tr style="border-top: none;"> <th>M/Df/R-012 </th><th></th><th>Old Mart Road </th><th>Moray Council </th><th>Moray Council </th><th style="text-align: center;">6 </th><th style="text-align: center;"></th><th style="text-align: center;"></th></tr> <tr style="border-top: none;"> <th colspan="5" style="text-align: right;">Total Town Units </th><th style="text-align: center;">6 </th><th style="text-align: center;">Total Town Sites </th><th style="text-align: center;">1 </th></tr> <tr style="border-top: none;"> <table border='0' cellspacing='0' cellpadding='0'> <!-- Table for BUCKIE --> <!-- Table for BURGHEAD --> <!-- Table for CUMMINGSTON --> <!-- Table for DUFTOWN --> </table> ``` <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> ``` EFFECTIVE HOUSING LAND SUPPLY The Moray Council Housing Land Audit 2019 <table> <thead> <tr> <th>Reference</th> <th>Local Plan</th> <th>Location</th> <th>Owner</th> <th>Developer</th> <th>Undeveloped (Units)</th> <th>Total Town Units</th> <th>Total Town Sites</th> </tr> </thead> <tbody> <tr> <td>DYKE<br>M/EL/R/07/01</td> <td>15/R1</td> <td>DARKLASS ROAD</td> <td>Davidson</td> <td></td> <td>12</td> <td></td> <td></td> </tr> <tr> <td colspan="8" style="text-align:right;">Total Town Units 12 Total Town Sites 1</td> </tr> <tr> <td>ELGIN<br>M/EL/R/07/05</td> <td>15/R3</td> <td>BILBOHALL SOUTH and CF2</td> <td></td> <td></td> <td>188</td> <td></td> <td></td> </tr> <tr> <td>M/EL/R/07/06</td> <td>15/R4</td> <td>SOUTH WEST OF ELGIN HIGH</td> <td></td> <td>Scotia Homes</td> <td>107</td> <td></td> <td></td> </tr> <tr> <td>M/EL/R/07/07</td> <td>15/R5</td> <td>SPIYNE HOSPITAL NORTH</td> <td>Robertsons / Scotia</td> <td>Robertsons / Scotia</td> <td>141</td> <td></td> <td></td> </tr> <tr> <td>M/EL/R/07/10</td> <td>15/R11</td> <td>FINDRASSIE</td> <td>Pitgaveny Estate</td> <td></td> <td>500</td> <td></td> <td></td> </tr> <tr> <td>M/EL/R/084<br>M/EL/R/090<br>M/EL/R/093<br>M/EL/R/094<br>M/EL/R/095<br>M/EL/R/15/09<br>M/EL/R/15/10<br>M/EL/R/15/12<br>M/EL/R/15/13<br>M/EL/R/15/14<br>M/EL/R/15/LS</td> <td>R7<br>OPP7/15<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>OPP6<br>LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG LONG 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G G G GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG GG Springfield Properties Springfield Properties Springfield Properties Scotia Homes Moray Council Moray Council Moray Council Cairn Housing Association Springfield Properties Springfield Properties Springfield Properties Scotia Homes Morlich Homes Robertsons Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties Springfield Properties. <page_number>Total Town Units 2197 Total Town Sites 15</page_number> <img>A table showing effective housing land supply data for the Moray Council Housing Land Audit 2019.</img> \| Reference \| Local Plan \| Location \| Owner \| Developer \| Undeveloped (Units) \| \|---\|---\|---\|---\|---\|---\| \| DYKE \| M/DY/R/07/01 \| 15/R1 \| Davidson \| \| 12 \| \| ELGIN \| M/EL/R/07/05 \| 15/R3 \| BILBOHALL SOUTH and CF2 \| \| 188 \| \| M/EL/R/07/06 \| 15/R4 \| SOUTH WEST OF ELGIN HIGH \| Scotia Homes \| \| 107 \| \| M/EL/R/07/07 \| 15/R5 \| SPIYNE HOSPITAL NORTH \| Robertsons / Scotia \| Robertsons / Scotia \| 141 \| \| M/EL/R/07/10 \| 15/R11 \| FINDRASSIE \| Pitgaveny Estate \| \| 500 \| \| M/EL/R/084 \| 13 /73A South Street \| \| \| \| 8 \| \| M/EL/R/090 \| R7 \| Duncanshill (part of R7 in 2015 LDP) \| Springfield Properties \| Springfield Properties \| 7 \| \| M/EL/R/093 \| OPP7/15 \| Bibbahaill, the Firs \| Moray Council \| Moray Council \| 10 \| \| M/EL/R/094 \| OPp6 \| Former Spynie Hospital, Duffus Road \| Moray Council \| Moray Council \| 50 \| \| M/E LR /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R /I /R/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/ Driving Range site <br/> Linkwood Steading <br/> Knocknaasting Wood <br/> Hamilton Drive <br/> Lesmurdie Fields <br/> South Long EFFECTIVE HOUSING LAND SUPPLY The Moray Council Housing Land Audit 2019 <table> <thead> <tr> <td>Reference</td> <td>Local Plan</td> <td>Location</td> <td>Owner</td> <td>Developer</td> <td colspan="2">Undeveloped (Units)</td> </tr> </thead> <tbody> <tr> <td>FINDHORN</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>M/HR/R/008</td> <td>15/R2</td> <td>FINDHORN DUNELANDS (PHASE 1)</td> <td>Private</td> <td>Duneland Ltd.</td> <td>2</td> <td></td> </tr> <tr> <td>M/HR/R/009</td> <td>15/R1</td> <td>Heathneuk</td> <td>sold off for plots</td> <td></td> <td>4</td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td>Total Town Units</td> <td>6</td> <td>Total Town Sites</td> <td>2</td> </tr> <tr style="background-color: #f0f0f0;"> <td>FOCHABERS</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>M/FO/R/07/01</td> <td>15/R1</td> <td>Ordquish Road</td> <td></td> <td>Bob Milton Properties</td> <td>49</td> <td></td> </tr> <tr style="background-color: #f0f0f0;"> <td>M/FO/R/15/R3</td> <td>15/R3</td> <td>East of Duncan Avenue</td> <td></td> <td>Morlich Homes</td> <td>23</td> <td></td> </tr> <tr style="background-color: #f0f0f0;"> <table style="width:100%;"> <thead style="background-color: #f0f0f0;"> <tr style="background-color: #f0f0f0;"> <th colspan="7" style="text-align:center;">Total Town Units<br><span style="font-size: larger;">72</span><br><span style="font-size: larger;">Total Town Sites<br><span style="font-size: larger;">2</span></th> </tr> </thead> ``` <!-- Table body --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> ``` EFFECTIVE HOUSING LAND SUPPLY The Moray Council Housing Land Audit 2019 <table> <thead> <tr> <td>Reference</td> <td>Local Plan</td> <td>Location</td> <td>Owner</td> <td>Developer</td> <td>Undeveloped (Units)</td> </tr> </thead> <tbody> <tr> <td><strong>KEITH</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>M/KH/R/005</td> <td>15/R1</td> <td>NELSON TERRACE</td> <td rowspan="2">Walker</td> <td rowspan="2">Walker</td> <td rowspan="2">4<br>90</td> </tr> <tr> <td>M/KH/R/07/08</td> <td>15/R6</td> <td>Banff Road (North)</td> </tr> <tr> <td colspan="3"></td> <td>Total Town Units</td> <td>94</td> <td>Total Town Sites</td> <td>2</td> </tr> <tr> <td><strong>KINLOSS</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>M/KN/R/003</td> <td>15/R1</td> <td>WOODLAND WEST OF SEAPARK HOUSE</td> <td>PRIVATE</td> <td>PRIVATE</td> <td>6</td> </tr> <tr> <td>M/KN/R/008</td> <td>15/R2</td> <td>REAR OF WOODSIDE COTTAGE</td> <td>PRIVATE</td> <td>PRIVATE</td> <td>1</td> </tr> <tr> <td>M/KN/R/07/04</td> <td>15/R4</td> <td>DAMHEAD</td> <td></td> <td></td> <td>25</td> </tr> <tr> <td colspan="3"></td> <td>Total Town Units</td> <td>32</td> <td>Total Town Sites</td> <td>3</td> </tr> <tr> <td><strong>LHANBRYDE</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>M/LH/R/07/01</td> <td>15/R1</td> <td>WEST OF ST ANDREWS ROAD</td> <td></td> <td></td> <td>65</TD </tr><tr><th colspan="7"><hr/></th></tr><tr><th colspan="7"><strong>LOSSIEMOUTH</strong></th></tr><tr><th>M/LS/R/023</th><th>15/R3</th><th>Inchbroom Rd/Ave</th><th>Tulloch of Cummingston</th><th>Tulloch of Cummingston</th><th>25</th><th>Total Town Sites</th><th>1</th></tr><tr><th>M/LS/R/026</th><th>15/R2</th><th>Stotfield Road</th><th>PRIVATE</th><th>PRIVATE</th><th>2<br></th><th>Total Town Units</th><th>65<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br>Total Town Sites<br>1<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </abbr> <table cellspacing="0" cellpadding="0"> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOSSTODLOCH --> <!-- Table for MOISSSTO DROCKHOLE --> <table cellspacing="0" cellpadding="0"> <!-- TABLE FOR KINLOSS <table cellspacing="0" cellpadding="0"> <tr style="background-color: #cccccc;"> <td style="text-align: center;">KINLOSS <table cellspacing="0" cellpadding="0"> <tr style="background-color: #cccccc;"> <td style="text-align: center;">M/NV/R/003 <table cellspacing="0" cellpadding="0"> <tr style="background-color: #cccccc;"> <td style="text-align: center;">M/NV/R/008 <table cellspacing="0" cellpadding="0"> <tr style="background-color: #cccccc;"> <td style="text-align: center;">M/NV/R/07/04 <table cellspacing="0" cellpadding="0"> <tr style="background-color: #cccccc;"> <td style="text-align: center;">M/NV/R/07/04 <table cellspacing="0" cellpadding="0"> <tr style="background-color: #cccccc;"> <td style="text-align: center;">M/NV/R/07/04 <table cellspacing="0" cellpadding="0"> <tr style="background-color: #cccccc;"> <td style="text-align: center;">M/NV/R/07/04 <table cellspacing="0" cellpadding="0"> <tr style="background-color: #cccccc;"> <td style="text-align: center;">M/NV/R/07/04 <table cellspacing="0" cellpadding="0"> <tr style="background-color: #cccccc;"> <td style="text-align: center;">M/NV/R/07/04 <table cellspacing="0" cellpadding="0"> <tr style="background-color: #cccccc;"> <td style="text-align: center;">M/NV/R/07/04 <table cellspacing="0" cellpadding="0"> <tr style="background-color: #cccccc;"> <td style="text-align: center;">M/NV/R/07/04 <table cellspacing="0" cellpadding="0"> <tr style="background-color: #cccccc;"> <td style="text-align: center;">M/NV/R/07/04 <table cellspacing="0" cellpadding="0"> <tr style="background-color: #cccccc;"> <td style="text-align: center;">M/NV/R/07/04 <table cellspacing="0" cellpadding="0"> <tr style="background-color: #cccccc;"> <td style="text-align: center;">M/NV/R/07/04 <table cellspacing="0" cellpadding="0"> <tr style="background-color: #cccccc;"> <td style="text-align: center;">M/NV/R/07/04 <table cellspacing="0" cellpadding="0"> <tr style="background-color: #cccccc;"> <td style="text-align: center;">M/NV/R/07/04 <table cellspacing="0" cellpadding="0"> <tr style="background-color: #cccccc;"> <td style="text-align: center;">M/NV/R/07/04 <table cellspacing="0" cellpadding="0"> <tr style="background-color: #cccccc;"> <td style=""=""> EFFECTIVE HOUSING LAND SUPPLY The Moray Council Housing Land Audit 2019 <table> <thead> <tr> <td>Reference</td> <td>Local Plan</td> <td>Location</td> <td>Owner</td> <td>Developer</td> <td>Undeveloped (Units)</td> </tr> </thead> <tbody> <tr> <td><strong>PORTGORDON</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>M/PGR/07/04</td> <td>15/R1</td> <td>WEST OF REID TERRACE</td> <td></td> <td></td> <td>40</td> </tr> <tr> <td colspan="5" style="background-color: #ccccff;">REMAINDER OF MORAY</td> <td>Total Town Units</td> <td>40</td> <td>Total Town Sites</td> <td>1</td> </tr> <tr> <td>M/P/M-R/999B</td> <td>SITES BELOW 5 HOUSES</td> <td></td> <td>PRIVATE</td> <td>PRIVATE</td> <td>325</td> </tr> <tr> <td colspan="5"></td> <td>Total Town Units</td> <td>325</td> <td>Total Town Sites</td> <td>1</td> </tr> <tr> <td colspan="5" style="text-align:right;"><strong>Total Effective Housing Land Supply</strong></td> <td><strong>4189</strong></td> <td><strong>Total Sites</strong></td> <td><strong>51</strong></td> </tr> </tbody> </table> ABERLOUR The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td>0</td> <td>0</td> <td>0</td> <td>2</td> <td>2</td> <td>2</td> <td>6</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> LPR: 15/R3 SITE REF: M/AB/R/010 Supply Type: Part Constrained LOCATION: TOMBAIN Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> <td></td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>6</td> <td>19</td> <td></td> </tr> <tr> <td>Effective Land</td> <td>6</td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td><th colspan="3">Extra Information:</th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></than td rowspan_="" td=""></tr><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class=""><tr class="">Easting: 326134 Northing: 842321 Primary School: Aberlour Ward: Speyside Glenlivet Secondary School Speyside High Area (Ha): 2.18 Owner: Simon Gibbs Developer: Windfall: No Effective Land: 2003 Dispute: Agreed Established Land: 2003 Constraint Notes: Marketability Land Use Type: Agricultural Land Constraint Type: Green/Brown House Programme: Green Planning Consent: None Adopted Local Plan: ☑ Planning Consents: Tenure: Tenure Type Units Planning Applications: <table id='planning-applications'> <thead id='planning-applications-header'> <tr id='planning-applications-header-row'> <th id='planning-applications-header-application'>Application</th><span id='planning-applications-header-units' style='display:none;'>Units</span>  <span id='planning-applications-header-type' style='display:none;'>Type</span>  <span id='planning-applications-header-decision' style='display:none;'>Decision</span>  <span id='planning-applications-header-decision-date' style='display:none;'>Decision Date</span>  <span id='planning-applications-header-aff-type' style='display:none;'>Aff Type</span>  <span id='planning-applications-header-notes' style='display:none;'>Notes</span>   <th id='planning-applications-header-plot-number'></span>  <span id='planning-applications-header-plot-number' style='display:none;'>Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 Plot #12 <th id='planning-applications-header-planning-consent'><span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-planning-consent' style='display:none;'>Extend planning consent (07/065)</span>  <span id='planning-applications-header-plannin... <img>Aerial view of a rural area with a large rectangular plot of land highlighted in red. The plot is located near a road and some buildings. The surrounding area includes fields, trees, and a river. A map legend indicates the location of Speyside Glenlivet, Aberlour, and Waterford.</img> © Crown copyright 2019 OS 1998/444 The Moray Council \<page_number>© Crown copyright 2019 OS 1998/444 The Moray Council.\</page_number> \<page_number>© Crown copyright 2019 OS 1998/444 The Moray Council.\</page_number> \<page_number>© Crown copyright 2019 OS 1998/444 The Moray Council.\</page_number> \<page_number>© Crown copyright 2019 OS 1998/444 The Moray Council.\</page_number> \<page_number>© Crown copyright 2019 OS 1998/444 The Moray Council.\</page_number> \<page_number>© Crown copyright 2019 OS 1998/444 The Moray Council.\</page_number> \<page_number>© Crown copyright 2019 OS 1998/444 The Moray Council.\</page_number> \<page_number>© Crown copyright 2019 OS 1998/444 The Moray Council.\</page_number> \<page_number>© Crown copyright 2019 OS 1998/444 The Moray Council.\</page_number> \<page_number>© Crown copyright 2019 OS 1998/444 The Moray Council.\</page_number> \<page_number>© Crown copyright 2019 OS 1998/444 The Moray Council.\</page_number> \<page_number>© Crown copyright 2019 OS 1998/444 The Moray Council.\</page_number> \<page_number>© Crown copyright 2019 OS 1998/444 The Moray Council.\</page_number> \<page_number>© Crown copyright 20... ABERLOUR The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><strong>20</strong></td> </tr> </tbody> </table> LPR: 15/R1 SITE REF: M/AB/R/07/01 Supply Type: Constrained LOCATION: CHIVAS FIELD Capacity: <table> <thead> <tr> <th colspan="2">Projected 5yr Completion</th> <th>Total Units</th> <th rowspan="2">20</th> </tr> <tr> <th>Units Not Built</th> <th>Effective Land</th> <th>Constrained Land</th> </tr> </thead> <tbody> <tr> <td>20</td> <td>0</td> <td>20</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Physical Established Land: Dispute: Agreed Owner: Chivas Brothes Ltd Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Extra Information: Easting: 326486 Northing: 842591 Primary School: Aberlour Ward: Speyside Glenlivet Secondary School Speyside High Area (Ha): 1.63 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>Proposed Plan changes designation to employment.</td> </tr> </tbody> </table> <img>Aerial view of a rural area with a red outline marking the boundary of a proposed development site. The area includes agricultural land, some houses, and a road. The text "CHIVAS FIELD" is visible on the map.</img> <watermark>Burns Commission Report/2019 DS1085/DS1086 THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCIL HOUING LAND AUDIT THE MORAY COUNCILETS OF A DEVELOPMENT SITE IN CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS FIELD, CHIVAS Field,</img> ABERLOUR The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>40</td> </tr> </tbody> </table> LPR: 15/R2 SITE REF: M/AB/R/07/03 Supply Type: Constrained LOCATION: BRAES OF ALLACHIE A Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>40</td> <td>40</td> </tr> <tr> <td>Effective Land</td> <td>0</td> <td>Constrained Land</td> <td>40</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Physical Constraint Notes: Road access Established Land: Dispute: Agreed Owner: Allachy Homes Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Ken Mathieson Architectural Desi Extra Information: Easting: 327319 Northing: 842858 Primary School: Aberlour Ward: Speyside Glenlivet Secondary School Speyside High Area (Ha): 4.31 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application Date</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody> <tr> <td>10/08/41</td> <td>1</td> <td>Full<br/>Withdrawn</td> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> <img>A map showing the location of the land at Braes of Allachie.</img> © Crown copyright 2019. OS © Crown copyright 2019. All rights reserved. ABERLOUR The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td></td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>50</td> </tr> </tbody> </table> LPR: 15/LONG Supply Type: Constrained SITE REF: M/AB/R/07/05 LOCATION: BRAES OF ALLACHIE B Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>50</td> <td>50</td> </tr> <tr> <td>Effective Land</td> <td>0</td> <td>Constrained Land</td> <td>50</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Programming Established Land: LONG and road access Dispute: Agreed Owner: Allachy Homes Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Ken Matheson Architectural Desig Extra Information: Easting: 327016 Northing: 842605 Primary School: Aberlour Ward: Speyside Glenlivet Secondary School Speyside High Area (Ha): 5.23 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody><tr><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr></tbody> </table> <img>A map showing the location of the site at Braes of Allachie B, with a red outline around the area. The map includes a legend indicating the location of the site within the Braes of Allachie B area.</img> Copyright 2019 OS 5/7/23427 The Moray Council ABERLOUR The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">15/R4</td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/AB/R/15/04</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Effective</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">Speyview</td> </tr> <tr> <td>Capacity:</td> <td colspan="3">Projected 5yr Completion</td> <td colspan="3">Total Units</td> <td colspan="3">100</td> </tr> <tr> <td>Units Not Built</td> <td colspan="3">56 Effective Land</td> <td colspan="3">Constrained Land</td> <td colspan="3">100 0</td> </tr> <tr> <td></td> <td colspan="3">100 Effective Land</td> <td colspan="3"></td> <td colspan="3"></td> </tr> <tr><th colspan="13">Planning:</th></tr><tr><th colspan="13">Planning Consent:</th></tr><tr><th colspan="13">None Green/Brown: Green</th></tr><tr><th colspan="13">Adopted Local Plan:</th></tr><tr><th colspan="13">☑ House Programme:</th></tr><tr><th colspan="13">Constraint Type:</th></tr><tr><th colspan="13">Effective 5yr+ Agricultural Land</th></tr><tr><th colspan="13">Constraint Notes:</th></tr><tr><th colspan="13">Large site with potential employment use</th></tr><tr><th colspan="13">Established Land:</th></tr><tr><th colspan="13">2015 Effective Land: 2018 Windfall: No Developer:</th></tr><tr><th colspan="13">Dispute:</th></tr><tr><th colspan="13">Owner:</th></tr><tr><th colspan="13">Mr Rinnes Brown</th></tr></table> Extra Information: <table> <thead> <tr> <th>Easting:</th> <th>325787</th> <th>Northing:</th> <th>841856</th> </tr> <tr> <th>Primary School:</th> <th>Aberlour</th> <th>Ward:</th> <th>Speyside Glenlivet</th> </tr> <tr> <th>Secondary School:</th> <th>Speyside High</th> <th>Area (Ha):</th> <th>13.1</th> </tr> </thead> <tbody></tbody></table> Tenure: <table border="0"> <thead border="0"> <tr border="0"> <td>Tenure Type Units</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td><br/> <td>Tenure Type Units<br/></table> Planning Applications: <table border="0"> <thead border="0"> <tr border="0"> <td>Application Date</table> <table border="0"> <thead border="0"> <tr border="0"> <td>Units Type Decision Aff Type Notes <table border="0"> <thead border="0"> <tr border="0"> <td>Application Date Units Type Decision Aff Type Notes <table border="0"> <thead border="0"> <tr border="0"> <td>Units Type Decision Aff Type Notes <table border="0"> <thead border="0"> <tr border="0"> <td>Units Type Decision Aff Type Notes <table border="0"> <thead border="0"> <tr border="0"> <td>Units Type Decision Aff Type Notes <table border="0"> <thead border="0"> <tr border="0"> <td>Units Type Decision Aff Type Notes <table border="0"> <thead border="0"> <tr border="0"> <td>Units Type Decision Aff Type Notes <table border="0"> <thead border="0"> <tr border="0"> <td>Units Type Decision Aff Type Notes <table border="0"> <thead border="0"> <tr border="0"> <td>Units Type Decision Aff Type Notes <table border="0"> <thead border="0"> <tr border="0"> <td>Units Type Decision Aff Type Notes <table border="0"> <thead border="0"> <tr border="0"> <td>Units Type Decision Aff Type Notes <table border="0"> <thead border="0"> <tr border="0"> <td>Units Type Decision Aff Type Notes <table border="0"> <thead border="0"> <tr border="0"> <td>Units Type Decision Aff Type Notes <table border="0"> <thead border="0"> <tr border="0"> <td>Units Type Decision Aff Type Notes <table border="0"> <thead border="0"> <tr border="0"> <td>Units Type Decision Aff Type Notes <table border="0"> <thead border="0"> <tr border="0"> <td>Units Type Decision Aff Type Notes <table border="0"> <thead border="0"> <tr border="0"> <td>Units Type Decision Aff Type Notes <table border="0"> <thead border="0"> <tr border "border" cellspacing = "border" cellpadding = "border" style = "border: none; padding: none;"> <th style = "border: none; padding: none;">Projected Completions: <table cellspacing = "border" cellpadding = "border" style = "border: none; padding: none;"> <th style = "border: none; padding: none;">2013 <th style = "border: none; padding: none;">2014 <th style = "border: none; padding: none;">2015 <th style = "border: none; padding: none;">2016 <th style = "border: none; padding: none;">2017 <th style = "border: none; padding: none;">2018 <th style = "border: none; padding: none;">2019 <th style = "border: none; padding: none;">2020 <th style = "border: none; padding: none;">2021 <th style = "border: none; padding: none;">2022 <th style = "border: none; padding: none;">2023 <th style = "border: none; padding: none;">2024+ <th style = "border: none; padding: none;">Total Units <table cellspacing = "border" cellpadding = "border" style = "border: none; padding: none;"> <th style = "border: none; padding: none;">Capacity: <table cellspacing = "border" cellpadding = "border" style = "border: none; padding: none;"> <th style = "border: none; padding: none;">Projected 5yr Completion <th style = "border: none; padding: none;">Effective Land <th style = "border: none; padding: none;">Total Units <table cellspacing = "border" cellpadding = "border" style = "border: none; padding: none;"> <th style = "border: none; padding: none;">Capacity: <table cellspacing = "border" cellpadding = "border" style = "border: none; padding: none;"> <th style = "border: none; padding: none;">Projected 5yr Completion <th style = "border: none; padding: none;">Effective Land <th style = "border: none; padding: none;">Total Units <table cellspacing = "border" cellpadding = "border" style = "border: none; padding: none;"> <th style = "border: none; padding: none;">Capacity: <table cellspacing = "border" cellpadding = "border" style = "border: none; padding: none;"> <th style = "border: none; padding: none;">Projected 5yr Completion <th style = "border: none; padding: none;">Effective Land <th style = "border: none; padding: none;">Total Units <table cellspacing = "border" cellpadding = "border" style = "border: none; padding: none;"> <th style = "border: none; padding: null;border-bottom-style:none;padding-bottom:none;border-top-style:none;padding-top:none;border-left-style:none;padding-left:none;border-right-style:none;padding-right:none;border-collapse:border-collapse;padding-collapse:none;" cellspacing=none cellpadding=none rowspan=none align=center valign=middle height=auto width=auto class=none> <div id='map'></div> <div id='map' class='map'> <img src='https://www.moray.gov.uk/images/Maps/Map_Images/ABERLOUR_4.jpg' alt='Aberlour map'> <div id='overlay' class='overlay'> <div id='overlay_content' class='overlay_content'> <div id='overlay_content_text' class='overlay_content_text'> <div id='overlay_content_text_caption' class='overlay_content_text_caption'> <div id='overlay_content_text_caption_caption' class='overlay_content_text_caption_caption'> <div id='overlay_content_text_caption_caption_caption' class='overlay_content_text_caption_caption_caption'> <div id='overlay_content_text_caption_caption_caption_caption' class='overlay_content_text_caption_caption_caption_caption'> <div id='overlay_content_text_caption_caption_caption_caption_caption' class='overlay_content_text_caption_caption_caption_caption_caption'> <div id='overlay_content_text_caption_caption_caption_caption_caption_caption' class='overlay_content_text_caption_caption_caption_caption_caption_caption'> <div 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class='overlay_content_textCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptionCaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncaptioncapture caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption caption capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capture capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt capt cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap cap ca ALVES The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>250</td> </tr> </tbody> </table> LPR: 15/LONG Supply Type: Constrained SITE REF: M/AL/R/15/LON LOCATION: Alves North Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>250</td> <td>250</td> </tr> <tr> <td>Effective Land</td> <td>0</td> <td>Constrained Land</td> </tr> </tbody> </table> Planning: Planning Consent: Adopted Local Plan: ☐ Constraint Type: Programming Constraint Notes: LONG Established Land: 2015 Dispute: Owner: The Moray Council Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Extra Information: Easting: 313512 Northing: 862570 Primary School: Alves Ward: Heldon And Laich Secondary School Forres Academy Area (Ha): 23.11 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody></tbody> </table> <img>Aerial view of a rural area with fields and some buildings. A red outline highlights a specific area within the field.</img> © Crown copyright 2019. ARCHIESTOWN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>15</page_number></td> </tr> </tbody> </table> LPR: 15/R1 Supply Type: Constrained SITE REF: M/AR/R/07/01 LOCATION: EAST END Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>15</td> <td>15</td> </tr> <tr> <td>Effective Land</td> <td></td> <td></td> </tr> <tr> <td>Constrained Land</td> <td></td> <td>15</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Established Land: Dispute: Agreed Owner: Mr Edward Aldridge Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Extra Information: Easting: 323338 Northing: 844110 Primary School: Knockardo Ward: Speyside Glenlivet Secondary School Speyside High Area (Ha): 1.7 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>Early informal discussion with landowner and agent</td> </tr> </tbody> </table> <img>A map showing a parcel of land with a red outline, labeled ARCHIESTOWN. The map includes a legend indicating different land uses and a scale bar. The top left corner has a small logo with "Crown copyright 2019" and "OS 10963442". The bottom right corner has a small copyright symbol.</img> Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital 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ARCHIESTOWN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>4</td> </tr> </thead> <tbody> <tr><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr> </tbody> </table> LPR: 15/R2 SITE REF: M/AR/R/15/02 Supply Type: Constrained LOCATION: South Lane Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>4</td> <td>Effective Land</td> <td>0</td> <td>Constrained Land</td> <td>4</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Established Land: Dispute: Owner: McPherson Family & Mr Alan Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: Developer: Extra Information: Easting: 323201 Primary School: Knockardno Secondary School Speyside High Northing: 844079 Ward: Speyside Glenlivet Area (Ha): 0.58 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application Date</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody> <tr> <td>06/02/2005</td> <td>1</td> <td>Outline</td> <td>Refused</td> <td>18/12/2006</td> <td></td> <td></td> </tr> <tr> <td>05/01/2005</td> <td>1</td> <td>Full</td> <td>Refused</td> <td>18/11/2005</td> <td></td> <td></td> </tr> <tr> <td>05/01/2005</td> <td>1</td> <td>Outline</td> <td>Refused</td> <td>28/10/2005</td> <td></td> <td></td> </tr> <tr> <td>05/07/2005</td> <td>1</td> <td>Outline</td> <td>Refused</td> <td>21/07/2005</td> <td></td> <td></td> </tr> <tr><td colspan="7"><watermark>Moray Council copyright 2019 Ctg NO.339437 The Moray Council.</watermark></tr><tr><th colspan="7"><img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr>', <th rowspan='3'>Capacity:</table> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing a rural area with a red rectangle highlighting a plot of land. The text "Archiestown" is visible on the map.</img> <img>A map showing Archiestown, Robert Street, and surrounding areas, including green spaces and agricultural fields, highlighted in different colors such as brown, green, and yellow, and marked by various symbols like houses, roads, and fields. The image shows Archiestown, Robert Street, and surrounding areas, including green spaces and agricultural fields, highlighted in different colors such as brown, green, and yellow, and marked by various symbols like houses, roads, and fields. The image shows Archiestown, Robert Street, and surrounding areas, including green spaces and agricultural fields, highlighted in different colors such as brown, green, and yellow, and marked by various symbols like houses, roads, and fields. The image shows Archiestown, Robert Street, and surrounding areas, including green spaces and agricultural fields, highlighted in different colors such as brown, green, and yellow, and marked by various symbols like houses, roads, and fields. The image shows Archiestown, Robert Street, and surrounding areas, including green spaces and agricultural fields, highlighted in different colors such as brown, green, and yellow, and marked by various symbols like houses, roads, and fields. The image shows Archiestown, Robert Street, and surrounding areas, including green spaces and agricultural fields, highlighted in different colors such as brown, green, and yellow, and marked by various symbols like houses, roads, and fields. The image shows Archiestown, Robert Street, and surrounding areas, including green spaces and agricultural fields, highlighted in different colors such as brown, green, and yellow, and marked by various symbols like houses, roads, and fields. The image shows Archiestown, Robert Street, and surrounding areas, including green spaces and agricultural fields, highlighted in different colors such as brown, green, and yellow, and marked by various symbols like houses, roads, and fields. The image shows Archiestown, Robert Street, and surrounding areas, including green spaces and agricultural fields, highlighted in different colors such as brown, green, and yellow, and marked by various symbols like houses, roads, and fields. The image shows Archiestown, Robert Street, and surrounding areas, ARCHIESTOWN Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>0</td> <td></td> <td></td> <td></td> <td></td> <td>6</td> </tr> </tbody> </table> The Moray Council Housing Land Audit 2019 LPR: 15/R3 SITE REF: M/AR/R/15/03 Supply Type: Constrained LOCATION: West End Capacity: <table> <thead> <tr> <th></th> <th>Projected 5yr Completion</th> <th>Total Units</th> </tr> <tr> <th>Units Not Built</th> <th>Effective Land</th> <th>Constrained Land</th> </tr> </thead> <tbody> <tr> <td>6</td> <td>0</td> <td>6</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Established Land: 2015 Dispute: Owner: Mrs Anne Ogg Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: 2015 Windfall: No Developer: Extra Information: Easting: 322922 Northing: 843982 Primary School: Knockardno Ward: Speyside Glenlivet Secondary School Speyside High Area (Ha): 0.76 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody></tbody> </table> <img>Aerial view of a rural area with a large rectangular plot of land highlighted in red. The plot is surrounded by green fields and trees. A road runs parallel to the edge of the plot. The surrounding area includes other smaller plots of land and some buildings. The image is labeled "© Crown copyright and database rights, Ordnance Survey, Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey, Ordnance Survey data © Crown copyright and database rights, Ordnance Survey,</img> <watermark>Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochieston Road Rochies ARCHIESTOWN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><strong>10</strong></td> </tr> </tbody> </table> LPR: 15/R4 SITE REF: M/AR/R/15/04 Supply Type: Constrained LOCATION: South of Viewmount Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td><strong>10</strong></td> <td><strong>10</strong></td> </tr> <tr> <td>Effective Land</td> <td><strong>0</strong></td> <td><strong>Constrained Land</strong></td> <td><strong>10</strong></td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Established Land: 2015 Dispute: Owner: McPherson Family Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: 2015 Windfall: No Developer: Extra Information: Easting: 323022 Northing: 843927 Primary School: Knockardo Ward: Speyside Glenlivet Secondary School Speyside High Area (Ha): 1.32 Tenure: <table> <thead> <tr> <td>Tenure Type</td> <td>Units</td> </tr> </thead> <tbody></tbody> Planning Applications: <table border="1"> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody></tbody> </table> <img>A map showing a large rectangular area marked in red on the right side of the image. The area is surrounded by green fields and trees. To the left of the rectangle, there is a smaller, more detailed map showing a hotel, a road with signs indicating "Hotel" and "Aberfeldy", and some buildings. The text "Aberfeldy" is visible near the bottom of this map. The top of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The bottom of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The top of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The bottom of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The top of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The bottom of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The top of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The bottom of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The top of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The bottom of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The top of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The bottom of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The top of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The bottom of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The top of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The bottom of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The top of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The bottom of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The top of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The bottom of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The top of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The bottom of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfeldy Hotel". The top of the larger map shows a road with signs indicating "Aberfeldy" and "Aberfield BUCKIE The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>1</td> <td>0</td> <td>0</td> <td>1</td> <td>1</td> <td>1</td> <td>1</td> <td>1</td> <td>1</td> <td>1</td> <td>1</td> <td>10</td> </tr> </tbody> </table> LPR: 15/R1 SITE REF: M/BC/R/002 Supply Type: Effective LOCATION: Burnbank Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>5</td> <td>129</td> </tr> <tr> <td></td> <td>Effective Land</td> <td>Constrained Land</td> </tr> <tr> <td></td> <td>15</td> <td>0</td> </tr> </tbody> </table> Planning: Planning Consent: Detail Adopted Local Plan: ☑ Constraint Type: Effective 5yr+ Constraint Notes: Established Land: Dispute: Agreed Owner: Packman Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Packman Extra Information: Easting: 342741 Northing: 864960 Primary School: Cluny Ward: Buckie Secondary School Buckie High School Area (Ha): 3.05 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application Date</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>14/02/2019<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></td> <td>1<br/><span style="font-size: smaller;">00/000<br/>INDIV/DIS<br/></span></td> <td>Ful<br/>Full<br/>Full<br/></td> <td>Approved<br/>Approved<br/>Approved<br/></td> <td>10/12/2014<br/><span style="font-size: smaller;">Application for larger area<br/></span></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <img>Aerial view of Buckie showing a large green field with red outlines marking the boundaries of the proposed development.</img> <watermark>Buckie Greenfield Project - CSG Excavation for New Housing Development - 3rd Oct 2019 - <signature>Peter McLean, Planning Officer, Moray Council - Planning Department - Planning & Environment Division - Planning Service Centre, Inverurie, AB51 4JG - Tel. 01778 683333 - Fax. 01778 683334 - Email. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning - E-mail. planning@moray.gov.uk - Website. www.moray.gov.uk/planning BUCKIE The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td>8</td> <td>5</td> <td>10</td> <td>9</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> LPR: 15/R4 SITE REF: M/BC/R/003 Supply Type: Effective LOCATION: Steebeck Road / Highfield Gardens Capacity: <table> <thead> <tr> <th></th> <th>Projected 5yr Completion</th> <th>Total Units</th> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>9</td> <td>32</td> </tr> <tr> <th>Effective Land</th> <th>9</th> <th>Constrained Land</th> </tr> <tr> <th></th> <th>0</th> <th></th> </tr> </tbody> </table> Planning: Planning Consent: Adopted Local Plan: ☑ Constraint Type: ☐ Constraint Notes: Not to commence until only 10 left at R/002 Established Land: 2003 Dispute: Agreed Owner: Mortich Homes Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: 2003 Windfall: No Developer: Private Extra Information: Easting: 342623 Northing: 864723 Primary School: Cluny Ward: Buckie Secondary School Buckie High School Area (Ha): 1.47 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application Code</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>00/010</td> <td>30</td> <td>Outline</td> <td>Approved</td> <td></td> <td></td> <td></td> </tr> <tr> <td>IND/DS</td> <td>3</td> <td>Full</td> <td>Approved</td> <td></td> <td></td> <td></td> </tr> </tbody> </table> <img>Mains of Buckie, Mill of Buckie, Steebeck Road, Highfield Gardens.</img> © Crown copyright 2019. All rights reserved. BUCKIE The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>60</td> </tr> </tbody> </table> LPR: 15/R5 Supply Type: Constrained SITE REF: M/BC/R/015 LOCATION: RATHBURN (NORTH) Capacity: <table> <thead> <tr> <th></th> <th>Projected 5yr Completion</th> <th>Total Units</th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th><th>Constrained Land</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</th><th>60</than< td=""><br/></tr><tr class="header_bottom_margin"> <td colspan="19"></td><td colspan="19"></td><td colspan="19"></td><td colspan="19"></td><td colspan="19"></td><td colspan="19"></td><td colspan="19"></td><td colspan="19"></td><td colspan="19"></td><td colspan="19"></td><td colspan="19"></td><td colspan="19"></td><td colspan="19"></td><td colspan="19"></td><td colspan="19"></td><td colspan="19"></td><td colspan="19"></td><td colspan="19"></td><td colspan="19"></td><td colspan="19"></td><td colspan="19"></ td=""><br/></tr><tr class="header_bottom_margin"> <td colspan="3">Planning:</td><td colspan="3">Planning Consent:</td><td colspan="3">None</td><td colspan="3">Green/Brown:</td><td colspan="3">Green</td><td colspan="3">House Programme:</td><td colspan="3">☐</td><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/></tr> <table border="1"> <tr id='local-plan'> <td style='text-align:left;padding-right:5px;padding-left:5px;'>Adopted Local Plan:</span>:</span>  <input type='checkbox' checked>  </span>                                               </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span>&e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e;e; <tr id='constraint-type'> <td style='text-align:left;padding-right:5px;padding-left:5px;'>Constraint Type:</strong>:</strong>&emsp;<input type='radio' name='constraint-type' value='Physical' checked>'Physical'</input>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'>&emsp;<strong style='font-weight:normal;'... </tr> ``` <tr id='established-land'> <td style='text-align:left;padding-right:5px;padding-left:5px;' align=center valign=top>No established land.</tr> <tr id='dispute'> <table border=1 cellspacing=0 cellpadding=3 width=35% height=3% align=center valign=top valign=top valign=top valign=top valign=top valign=top valign=top valign=top valign=top valign=top valign=top valign=top valign=top valign=top valign=top valign=top valign=top valign=top valign=top valign=top valign=top valign=top valign=top valign_top valign_top valign_top valign_top valign_top valign_top valign_top valign_topval... </tr> <tr id='owner'> <table border=1 cellspacing=0 cellpadding=3 width=35% height=3% align=center valign=top valign_topval... </tr> <tr id='effective-land'> <table border=1 cellspacing=0 cellpadding=3 width=35% height=3% align=center valign_topval... </tr> <tr id='windfall'> <table border=1 cellspacing=0 cellpadding=3 width=35% height=3% align=center valign_topval... </tr> <tr id='developer'> <table border=1 cellspacing=0 cellpadding=3 width=35% height=3% align=center valign_topval... </tr> <tr id='land-use-type'> <table border=1 cellspacing=0 cellpadding=3 width=35% height=3% align=center valign_topval... </tr> <tr id='constraint-notes'> <table border=1 cellspacing=0 cellpadding=3 width=35% height=3% align=center valign_topval... </tr> <tr id='road-access'> <table border=1 cellspacing=0 cellpadding=3 width=35% height=3% align=center valign_topval... </tr> <tr id='agreed'> <table border=1 cellspacing=0 cellpadding=3 width=35% height=3% align=center valign_topval... </tr> <tr id='reidhaven-estate'> <table border=1 cellspacing=0 cellpadding=3 width=35% height=3% align=center valign_topval... </tr> <tr id='green-brown'> <table border=1 cellspacing=0 cellpadding=3 width=35% height=3% align=center valign_topval... </tr> <tr id='house-programme'> <table border=1 cellspacing=0 cellpadding=3 width=35% height=3% align=center valign_topval... </tr> <tr id='agricultural-land'> <table border=1 cellspacing=0 cellpadding=3 width=35% height=3% align=center valign_topval... </tr> <tr id='constrained-land'> <table border=1 cellspacing=0 cellpadding=3 width=35% height=3% align=center valign_topval... </tr> <tr id='constrained-land'> <table border=1 cellspacing=0 cellpadding=3 width=35% height=3% align=center valign_topval... </tr> <tr id='constrained-land'> <table border=1 cellspacing=0 cellpadding=3 width=35% height=3% align=center valign_topval... </tr> <tr id='constrained-land'> <table border=1 cellspacing=0 cellpadding=3 width=35% height=3% align=center valign_topval... </tr> <tr id='constrained-land'> <table border=1 cellspacing=0 cellpadding=3 width=35% height=3% align=center valign_topval... </tr> <tr id='constrained-land'> <table border=1 cellspacing... ``` BUCKIE The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>12</td> <td>8</td> <td>1</td> <td>1</td> <td>1</td> <td>1</td> <td>1</td> <td>1</td> <td>1</td> <td>1</td> <td>1</td> <td>1</td> <td>7</td> </tr> </tbody> </table> LPR: 15/R2 SITE REF: M/BC/R/035 LOCATION: PARKLANDS Supply Type: Effective Capacity: <table> <thead> <tr> <th></th> <th>Projected 5yr Completion</th> <th>Total Units</th> <th></th> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>54</td> <td></td> <th></th> </tr> <tr> <td></td> <th>Effective Land</th> <th></th> <th></th> <th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th></thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis<th>Parklands (ha)</thesis <tr> <td colspan="3">Green/Brown:</td> <td colspan="3">Green</td> </tr> <tr> <td colspan="3">House Programme:</td> <td colspan="3">☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ ☐ ☑ <td colspan="3">Agricultural Land</td> <td colspan="3"></table> Planning: Planning Consent: None Adopted Local Plan: ✔ Constraint Type: Effective 5yr+ Constraint Notes: Established Land: 2003 Dispute: Agreed Owner: Milne Property Developments Effective Land: 2003 Windfall: No Developer: Milne Property Developments Extra Information: Easting: 342631 Northing: 864623 Primary School: Cluny Ward: Buckie Secondary School Buckie High School Area (Ha): 3.21 Tenure: Tenure Type Units Planning Applications: <table id="planning-applications"> <thead id="planning-applications-header"> <tr id="planning-applications-header-row"> <td id="planning-applications-application-date-column" class="table-column">Application Date</td> <td id="planning-applications-units-column" class="table-column">Units</td> <td id="planning-applications-type-column" class="table-column">Type</td> <td id="planning-applications-decision-column" class="table-column">Decision</td> <td id="planning-applications-decision-date-column" class="table-column">Decision Date</td> <td id="planning-applications-aff-type-column" class="table-column">Aff Type</td> <td id="planning-applications-notes-column" class="table-column">Notes</td> </tr> </thead> <tbody id="planning-applications-body"> <tr id="planning-applications-body-row-1"> <td>11/18/18<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/>08/09/51<br/><br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/> <td colspan="6"><strong>4 or 5 completed</strong> </table> © Crown copyright 2019 - DS: DSC_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447_7447\_<watermark>Moray Council Housing Land Audit 2.3.2.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.</watermark> BUCKIE The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>20</page_number></td> </tr> <tr> <td>SITE REF:</td> <td>M/BC/R/041</td> </tr> <tr> <td>Supply Type:</td> <td>Constrained</td> </tr> <tr> <td>LOCATION:</td> <td>Milbank Garage</td> </tr> </tbody> </table> Planning: Planning Consent: Detail Adopted Local Plan: ☐ Constraint Type: Marketability Constraint Notes: Established Land: 2010 Dispute: Agreed Owner: Green/Brown: Brown House Programme: ☐ Land Use Type: Commercial Effective Land: Windfall: Yes Developer: Glenhomes (Aberdeen) LTD Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> <tr> <td>Units Not Built</td> <td>Effective Land</td> <td>Constrained Land</td> </tr> </thead> <tbody> <tr> <td>20</td> <td>0</td> <td>20</td> </tr> </tbody> </table> Extra Information: Easting: 342572 Northing: 865455 Primary School: Cluny Ward: Buckie Secondary School Buckie High School Area (Ha): 0.18 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application Date</td> <td>Units</td> <td>Type</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody> <tr> <td>08/01/2019</td> <td>20</td> <td>Full Approved</td> <td>22/01/2009</td> <td></td> <td></td> </tr> </tbody> </table> <img>Aerial view of BUCKIE showing the proposed development site.</img> © Crown Copyright 2019. All rights reserved. The Moray Council. BUCKIE The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>I6</td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/BC/R/042</td> </tr> <tr> <td>SUPPLY TYPE:</td> <td colspan="11">Constrained</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">19 Commercial Road</td> </tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13" style="text-align:center;">Capacity:</td></tr> <tr><td colspan="7" style="text-align:left;">Projected 5yr Completion</td><td colspan="5" style="text-align:right;">Total Units</td></tr> <tr><td colspan="7" style="text-align:left;">Units Not Built</td><td colspan="5" style="text-align:right;">Effective Land</td></tr> <tr><td colspan="7" style="text-align:left;">Constrained Land</td><td colspan="5" style="text-align:right;">Constrained Land</td></tr> Planning: Planning Consent: Detail Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Established Land: 2011 Dispute: Agreed Owner: Green/Brown: Brown House Programme: ☐ Land Use Type: Commercial Effective Land: 2011 Windfall: Yes Developer: <img>Aerial view of Buckie showing the proposed development site.</img> Gordon'sburg LB Sta The Nook Mus Tenure: Tenure Type Units Planning Applications: <table id='table_0'> <thead id='table_0__header'> <tr id='table_0__header_row'> <th>Application Date</th><th>Units</th><th>Type</th><th>Decision</th><th>Decision Date</th><th>Aff Type</th><th>Notes</th> </tr> </thead> <tbody id='table_0__body_row'> <tr class='header_bottom_margin'> <td colspan='7'></td> </tr> <tr id='table_0__row_1' class='annotation_item'> <td>09/02/2032</td><td>10</td><td>Full</td><td>Approved</td><td>05/10/2010</td><td></td><td></td> </tr> </tbody> </table> <watermark>C:\\MorayCouncil\\LandAudit\\2019\\BUCKIE\\BUCKIE.pdf - Page 3 of 3 - The Moray Council - 26/10/2019 14:48:36 - 36884 BUCKIE The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">15/OPP1</td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/BC/R/043</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Effective</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">Highland Yards, East Cathcart Street</td> </tr> <tr> <td>Capacity:</td> <td colspan="3"></td> <td colspan="3"></td> <td colspan="3"></td> <td colspan="3"></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <th colspan="3">Units Not Built</th><th colspan="3">Projected Syr Completion</th><th colspan="3">Effective Land</th><th colspan="3">Total Units</th><th colspan="3">Constrained Land</th><th colspan="3">Total Units</th><th colspan="3">Constrained Land</th><th colspan="3">Total Units</th><th colspan="3">Constrained Land</th><th colspan="3">Total Units</th><th colspan="3">Constrained Land</th><th colspan="3">Total Units</th><th colspan="3">Constrained Land</th><th colspan="3">Total Units</th><th colspan="3">Constrained Land</th><th colspan="3">Total Units</th><th colspan="3">Constrained Land</th><th colspan="3">Total Units</th><th colspan="3">Constrained Land</th><th colspan="3">Total Units</th><th colspan="3">Constrained Land</th><th colspan="3">Total Units</th><th colspan="3">Constrained Land</th><th colspan="3">Total Units</th><th colspan="3">Constrained Land</th><th colspan="3">Total Units</th><th colspan="3">Constrained Land</th><th colspan="3">Total Units</th><th colspan="3">Constrained Land</th><th colspan="3">Total Units</th><th colspan="3">Constrained Land</th><th colspan="3">Total Units</th><th colspan="3">Constrained Land</th><th colspan="3">Total Units</than <th rowspan="4" style="border-bottom: double;"><img>Aerial view of the site showing the proposed development area.</img></img></table> Planning: Planning Consent: Detail Adopted Local Plan: ☑ Constraint Type: Constraint Notes: Established Land: Dispute: Agreed Owner: Springfield Properties Green/Brown: Brown House Programme: ☐ Land Use Type: Commercial Effective Land: Windfall: Yes Developer: Springfield Properties Extra Information: Easting: 342806 Primary School: Millbank Secondary School Buckie High School Ward: Buckie Northing: 865348 Area (Ha): 1.11 Tenure: Tenure Type Units Planning Applications: <table id='planning-applications'> <thead id='planning-applications-header'> <tr id='planning-applications-header'> <th>Application Date</th> <th>Units Not Built (as of this audit)</th> <th>Type of Application (Full/Partial)</th> <th>Decision Date (YYYY-MM-DD)</th> <th>Decision (Approved/Denied)</th> <th>Affirmative Type (Aff Type)</th> <th>Notes (optional)</th> <th>Total Affirmed Units (as of this audit)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applications-table-header'> <th>Application Date (YYYY-MM-DD)</strong></table> <table id='planning-applications-table'> <thead id='planning-applications-table-header'> <tr id='planning-applicat... BUCKIE The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>60</td> </tr> </tbody> </table> LPR: 15/R6 SITE REF: M/BC/R/07/07 Supply Type: Constrained LOCATION: RATHBURN (S) Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>60</td> <td>60</td> </tr> <tr> <td>Effective Land</td> <td>0</td> <td>Constrained Land</td> <td>60</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Programming Constraint Notes: Develop when R5(N) is substantially complete Established Land: Dispute: Agreed Owner: Reidhaven Estate Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Extra Information: Easting: 344006 Northing: 866046 Primary School: Portessie Ward: Buckie Secondary School Buckie High School Area (Ha): 5.38 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody><tr><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr></tbody> <tfoot><tr><td colspan="7"></td></tr></tfoot> </table> © Crown copyright 2019. All rights reserved. BUCKIE The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td></td> </tr> </thead> <tbody> <tr> <td></td> <td>0</td> <td>0</td> <td>0</td> <td>0</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><strong>5</strong></td> </tr> </tbody> </table> LPR: 15/R3 SITE REF: M/BC/R/07/09 Supply Type: Constrained LOCATION: ARCHIBALD GROVE Capacity: <table> <thead> <tr> <th></th> <th>Projected 5yr Completion</th> <th>Total Units</th> </tr> </thead> <tbody> <tr> <th>Units Not Built</th> <th><strong>5</strong></th> <th><strong>5</strong></th> </tr> <tr> <th>Effective Land</th> <th><strong>0</strong></th> <th><strong>5</strong></th> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Established Land: Dispute: Agreed Owner: Effective Land: Windfall: No Developer: Green/Brown: Green House Programme: ☐ Land Use Type: Extra Information: Easting: 343360 Northing: 864877 Primary School: Millbank Ward: Buckie Secondary School Buckie High School Area (Ha): 0.75 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>15/00852</td> <td>14</td> <td>Full</td> <td>Refused</td> <td>02/07/2015</td> <td></td> <td></td> </tr> </tbody> </table> <img>Aerial view of a residential area with a red outline highlighting a plot of land. The map shows streets, houses, and green spaces. The red outline is around a large plot of land that appears to be vacant or under development.</img> <watermark>The Moray Council Housing Land Audit - BUCKIE - The Moray Council - July, August, September, October, November, December, January, February, March, April, May, June, July, August, September, October, November, December, January, February, March, April, May, June, July, August, September, October, November, December, January, February, March, April, May, June, July, August, September, October, November, December, January, February, March, April, May, June, July, August, September, October, November, December, January, February, March, April, May, June, July, August, September, October, November, December,</watermark> BUCKIE The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>170</td> </tr> </tbody> </table> LPR: 15/R9 Supply Type: Constrained SITE REF: M/BC/R/07/10 LOCATION: High Street(E) Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>170</td> <td>Constrained Land</td> </tr> <tr> <td>Effective Land</td> <td>0</td> <td>170</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☐ Constraint Type: Marketability Established Land: Dispute: Agreed Owner: J M Watt Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Extra Information: Easting: 343235 Northing: 864455 Primary School: Millbank Ward: Buckie Secondary School Buckie High School Area (Ha): 8.28 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application Date</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody> <tr> <td>08/00753</td> <td>162</td> <td></td> <td>Withdrawn</td> <td></td> <td></td> <td></td> </tr> </tbody> </table> <img>A map showing a large area of land with a red outline, labeled "BUCKIE". The map includes various roads and buildings, with a grid pattern indicating the layout of the area. A smaller inset shows a close-up view of the land, highlighting a specific area within the larger plot.</img> Copyright copyright 2019 OS 100023422 The Moray Council BUCKIE The Moray Council Housing Land Audit 2019 Projected Completions: 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024+ \<page_number>115\</page_number> LPR: 15/R10 Supply Type: Constrained SITE REF: M/BC/R/15/10 LOCATION: HIGH STREET (W) Capacity: Projected 5yr Completion Units Not Built: 115 Effective Land: 0 Total Units: 115 Constrained Land: 115 Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Established Land: 2015 Dispute: Agreed Owner: Seafield Estate/ Reidhaven Esta Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Extra Information: Easting: 343083 Northing: 864193 Primary School: Cluny Ward: Buckie Secondary School Buckie High School Area (Ha): 6.37 Tenure: - Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> <img>Aerial view of a large green area with a red outline, showing the location of the Buckie Estate. The area is surrounded by roads and other buildings.</img> © Crown copyright 2019 OS:100033427 The Moray Council BUCKIE The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Planning:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>0</td> <td>24</td> <td>24</td> <td>24</td> <td>24</td> <td>16</td> </tr> <tr> <td>Planning Consent:</td> <td colspan="3">None</td> <th rowspan="3">Green/Brown:</th><th rowspan="3">Green<br>House Programme:</th><th rowspan="3">☐</th><th rowspan="3">Land Use Type:</th><th rowspan="3">Agricultural Land</th><th colspan="3"></th><th colspan="3"></th><th rowspan="3">LPR: 15/R11<br>SITE REF: M/BC/R/15/11<br>Supply Type: Effective<br>LOCATION: Barhill Road (S)</th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></th><th rowspan="3"></than <th rowspan="3" style=""></table> Capacity: <table> <thead> <tr> <td></td> <td>Units Not Built</td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Extra Information:</table> <table border=""> <tbody> <tr style='text-align:center'> <span style='font-weight:bold;'>Tenure:</span>                                                             <br> </span>   <span style='font-weight:bold;'>Tenure Type</span> <span style='font-weight:bold;'>Units</span> <br> </span>   <span style='font-weight:bold;'>Planning Applications:</span> <br> </span>   <span style='font-weight:bold;'>Application Date</span> <span style='font-weight:bold;'>Units</span> <span style='font-weight:bold;'>Type</span> <span style='font-weight:bold;'>Decision Date</span> <span style='font-weight:bold;'>Aff Type</span> <span style='font-weight:bold;'>Notes</span> <br>&nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb &nb </tbody> ``` <!-- Application Data --> <!-- Decision Date --> <!-- Aff Type --> <!-- Notes --> <!-- Application Data --> <!-- Decision Date --> <!-- Aff Type --> <!-- Notes --> <!-- Application Data --> <!-- Decision Date --> <!-- Aff Type --> <!-- Notes --> <!-- Application Data --> <!-- Decision Date --> <!-- Aff Type --> <!-- Notes --> <!-- Application Data --> <!-- Decision Date --> <!-- Aff Type --> <!-- Notes --> <!-- Application Data --> <!-- Decision Date --> <!-- Aff Type --> <!-- Notes --> <!-- Application Data --> <!-- Decision Date --> <!-- Aff Type --> <!-- Notes --> <!-- Application Data --> <!-- Decision Date --> <!-- Aff Type --> <!-- Notes --> <!-- Application Data --> <!-- Decision Date --> <!-- Aff Type --> <!-- Notes --> <!-- Application Data --> <!-- Decision Date --> <!-- Aff Type --> <!-- Notes --> <!-- Application Data --> <!-- Decision Date --> <!-- Aff Type --> <!-- Notes --> <!-- Application Data --> <!-- Decision Date --> <!-- Aff Type --> <!-- Notes --> <!-- Application Data --> <!-- Decision Date --> <!-- Aff Type --> <!-- Notes --> <!-- Application Data --> <!-- Decision Date --> <!-- Aff Type --> <!-- Notes --> <!-- Application Data --> <!-- Decision Date --> <!-- Aff Type --> <!-- Notes --> <!-- Application Data --> <!-- Decision Date --> <!-- Aff Type --> <!-- Notes --> <!-- Application Data --> <!-- Decision Date --> <!-- Aff Type --> <!-- Notes --> <!-- Application Data --> <!-- Decision Date --> <!-- Aff Type --> <!-- Notes --> <!-- Application Data --> <!-- Decision Date --> <!-- Aff Type --> <!-- Notes --> </table> ``` <picture class="image"> A map showing the location of BUCKIE on the Moray Council Housing Land Audit map. The map shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows the location of BUCKIE within the Moray Council Housing Land Audit area. The map also shows BURGHEAD The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td></td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">15/R1</td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/BH/R/006</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Constrained</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">GRANARY NORTH QUAY (A)</td> </tr> <tr> <td>Capacity:</td> <td colspan="3">Projected 5yr Completion</td> <td colspan="3">Total Units</td> <td colspan="3">18</td> </tr> <tr> <td>Units Not Built</td> <td colspan="3">12 Effective Land</td> <td colspan="3">Constrained Land</td> <td colspan="3">12</td> </tr> <tr> <td>Planning:</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br/> Planning Consent: None<br/> Adopted Local Plan: ☑<br/> Constraint Type: Ownership<br/> Constraint Notes:<br/> Established Land:<br/> Dispute: Agreed<br/> Owner: PRIVATE<br/> Green/Brown: Brown<br/> House Programme: ☐<br/> Land Use Type: Derelict, vacant, backland etc.<br/> Effective Land:<br/> Windfall: No<br/> Developer: PRIVATE </tr> Extra Information: Easting: 310870 Northing: 869062 Primary School: Burghhead Ward: Heldon And Laich Secondary School Lossiemouth High School Area (Ha): 0.08 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>15/00221</td> <td>6</td> <td>Full</td> <td>Approved</td> <td>21/04/2015</td> <td></td> <td></td> </tr> <tr> <td>11/00065</td> <td>6</td> <td>Full</td> <td>Approved</td> <td>29/03/2012</td> <td></td> <td>5x 2 bed and 1x 1 bed</td> </tr> <tr> <td>04/2099</td> <td>4</td> <td>Full</td> <td>Approved</td> <td>01/03/2005</td> <td></td> <td></td> </tr> <tr> <td>04/953</td> <td>4</td> <td>Full</td> <td>Withdrawn</td> <td>05/08/2004</td> <td></td> <td></ td <tr style="border-top: 1px solid black;"> <td>01/281</th>                                                                </table> <img>Skerries Harbour map showing location of Burghhead.</img> <watermark>The Moray Council Housing Land Audit 2019 - Confidential - For Moray Council use only - Not for distribution outside Moray Council.</watermark> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area.</img> <img>Aerial view of Burghhead showing the harbour and surrounding area. BURGHEAD The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">08/R4</td> <td>SITE REF:</td> <td>M/BH/R/012</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Constrained</td> <td>LOCATION:</td> <td>WEST FORESHORE</td> </tr> <tr> <td>Capacity:</td> <td colspan="3">Projected 5yr Completion</td> <td colspan="3">Total Units</td> <td colspan="3">40</td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br/> <td>Units Not Built</table> <table> <thead> <tr> <th>Planning:</th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> <th rowspan="5"></th> </tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <table border='1'> <tr style='text-align:center;'> <th colspan='3'>Planning:</th> <br/> <table border='1'> <tr style='text-align:center;'> <th style='width:33%;'>Planning Consent:</th> <span style='color:red;'>None</span> <br/> <table border='1'> <tr style='text-align:center;'> <th style='width:33%;'>Adopted Local Plan:</th> <span style='color:green;'>☑</span> <br/> <table border='1'> <tr style='text-align:center;'> <th style='width:33%;'>Constraint Type:</th> Ownership<br/> <table border='1'> <tr style='text-align:center;'> <th style='width:33%;'>Established Land:</th> Dispute<br/> <table border='1'> <tr style='text-align:center;'> <th style='width:33%;'>Owner:</th> Agreed<br/> </table> </tr> </table> </tr> </table> </tr> </table> </tr> </table> </table> <table border='1'> <tr style='text-align:center;'> <th style='width:33%;'>Green/Brown:</th> Brown<br/> <table border='1'> <tr style='text-align:center;'> <th style='width:33%;'>House Programme:</th> ☐<br/> <table border='1'> <tr style='text-align:center;'> <th style='width:33%;'>Land Use Type:</th> Industry<br/> <table border='1'> <tr style='text-align:center;'> <th style='width:33%;'>Effective Land:</th> No<br/> <table border='1'> <tr style='text-align:center;'> <th style='width:33%;'>Developer:</th> Tulloch of Cummington<br/> </table> </tr> </table> </tr> </table> </tr> </table> </tr> </table> </table> </tr> <tr style='text-align:center;'> <table border='1' width=100% cellspacing=0 cellpadding=0 align=center valign=top style='border-collapse: collapse;'> <tbody id=tbody_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_0_6666666666666666666666666666666666666666666666666666666666666666666666666666666 <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- ``` --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> --> ``` BURGHEAD The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td></td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">15/R4</td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/BH/R/04</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Effective</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">Clarkly Hill</td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>10</td> <td>10</td> <td>40</td> </tr> </tbody> </table> Capacity: <table> <thead> <tr> <th></th> <th>Projected 5yr Completion</th> <th>Total Units</th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th><th>Total Units</th><th></th><th>Total Units</th><th></th><th>Total Units</th><th></th><th>Total Units</th><th></th><th>Total Units</th><th></th><th>Total Units</th><th></th><th>Total Units</th><th></th><th>Total Units</th><th></th><th>Total Units</th><th></th><th>Total Units</th><th></th><th>Total Units</th><br/> <th>Units Not Built<br/>Effective Land<br/>Constrained Land<br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/> <tr style="border-top: 1px solid black;"> <td>Planning:</td><td colspan="3"></td><td colspan="3"></td><td colspan="3"></td><td colspan="3"></td><td colspan="3"></td><td colspan="3"></td><td colspan="3"></td><td colspan="3"></td><td colspan="3"></td><td colspan="3"></td><td colspan="3"></td><td colspan="3"></td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td><td colspan="3"></ td)<table style='width: 100%; border-collapse: collapse;'> <tbody style='text-align: left;'> <tr style='border-bottom: 1px solid black;'> <td style='padding-right: 5px;'>Planning Consent:</span>: None<br/><span style='font-weight: bold;'>Adopted Local Plan:</span>: <input type='checkbox' checked>    </input>    <span style='font-weight: bold;'>Constraint Type:</span>: Effective 5yr+<span style='font-weight: bold;'>Established Land:</span>: 2015<br/><span style='font-weight: bold;'>Constraint Notes:</span>: <span style='font-weight: bold;'>Dispute:</span>: <span style='font-weight: bold;'>Owner:</span>: Strathdee Properties<br/><span style='font-weight: bold;'>Windfall:</span>: No<br/><span style='font-weight: bold;'>Developer:</span>: Strathdee Properties<br/><span style='font-weight: bold;'>Green/Brown:</span>: Green<br/><span style='font-weight: bold;'>House Programme:</span>:     <input type='checkbox'>    </input>    <span style='font-weight: bold;'>Land Use Type:</span>: Agricultural Land<br/><span style='font-weight: bold;'>Effective Land:</span>: 2015<br/><span style='font-weight: bold;'>Effective Land:</span>:     <input type='checkbox'>    </input>    <span style='font-weight: bold;'>Developers:</span>: Strathdee Properties<br/><span style='font-weight: bold;'>Secondary School:</span>: Lossiemouth High School<br/><span style='font-weight: bold;'>Area (Ha): </span>: 3.8 </tr> <table style='width: 100%; border-collapse: collapse;'> <tbody style='text-align: left;'> <tr style='border-bottom: 1px solid black;'> <td style='padding-right: 5px;' align='right'>Tenure:</span>:</table> <table style='width: 100%; border-collapse: collapse;'> <tbody style='text-align: left;'> <tr style='border-bottom: 1px solid black;'> <td style='padding-right: 5px;' align='right'>Tenure Type: </table> <table style='width: 100%; border-collapse: collapse;'> <tbody style='text-align: left;'> <tr style='border-bottom: 1px solid black;'> <td style='padding-right: 5px;' align='right'>Units: </table> <table style='width: 100%; border-collapse: collapse;'> <tbody style='text-align: left;'> <tr style='border-bottom: 1px solid black;'> <td style='padding-right: 5px;' align='right'>Planning Applications:</table> <table style='width: 100%; border-collapse: collapse;'> <thead style='text-align:center;'> <tr style='background-color:#f0f0f0;border-top-width: 2px;border-top-style:solid;border-top-color:black;border-bottom-width:none;border-bottom-style:none;border-bottom-color:none;padding-top:none;padding-bottom:none;padding-left:none;padding-right:none;height:auto;'> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</table> <table style='width: 100%; border-collapse: collapse;'> <thead style='text-align:center;'> <tr style='background-color:#f0f0f0;border-top-width: 2px;border-top-style:solid;border-top-color:black;border-bottom-width:none;border-bottom-style:none;border-bottom-color:none;padding-top:none;padding-bottom:none;padding-left:none;padding-right:none;height:auto;'> <th>LPR Number (e.g. M/BH/R/XX)</table> <table style='width: 100%; border-collapse: collapse;'> <thead style='text-align:center;'> <tr style='background-color:#f0f0f0;border-top-width: 2px;border-top-style:solid;border-top-color:black;border-bottom-width:none;border-bottom-style:none;border-bottom-color:none;padding-top:none;padding-bottom:none;padding-left:none;padding-right:none;height:auto;'> <th>Site Ref.</table> <table style='width: 100%; border-collapse: collapse;'> <thead style='text-align:center;'> <tr style='background-color:#f0f0f0;border-top-width: 2px;border-top-style:solid;border-top-color:black;border-bottom-width:none;border-bottom-style:none;border-bottom-color:none;padding-top:none;padding-bottom:none;padding-left:none;padding-right:none;height:auto;'> <th>Site Ref.</table> <table style='width: 100%; border-collapse: collapse;'> <thead style='text-align:center;'> <tr style='background-color:#f0f0f0;border-top-width: 2px;border-top-style:solid;border-top-color:black;border-bottom-width:none;border-bottom-style:none;border-bottom-color:none;padding-top:none;padding-bottom:none;padding-left:none;padding-right:none;height:auto;'> <th>Site Ref.</table> <table style='width: 100%; border-collapse: collapse;'> <thead style='text-align:center;'> <tr style='background-color:#f0f0f0;border-top-width: 2px;border-top-style:solid;border-top-color:black;border-bottom-width:none;border-bottom-style:none;border-bottom-color:none;padding-top:none;padding-bottom:none;padding-left:none;padding-right:none;height:auto;'> <th>Site Ref.</table> <table style='width: 100%; border-collapse: collapse;'> <thead style='text-align:center;'> <tr style='background-color:#f0f0f0;border-top-width: 2px;border-top-style:solid;border-top-color:black;border-bottom-width:none;border-bottom-style:none;border-bottom-color:none;padding-top:none;padding-bottom:none;padding-left:none;padding-right:none;height:auto;'> <th>Site Ref.</table> <table style='width: 100%; border-collapse: collapse;'> <thead style='text-align:center;'> <tr style='background-color:#f0f0f0;border-top-width: 2px;border-top-style:solid;border-top-color:black;border-bottom-width:none;border-bottom-style:none;border-bottom-color:none;padding-top:none;padding-bottom:none;padding-left:none;padding-right:none;height:auto;'> <th>Site Ref.</table> <table style='width: 100%; border-collapse: collapse;'> <thead style='text-align:center;'> <tr style='background-color:#f0f0f0;border-top-width: 2px;border-top-style:solid;border-top-color:black;border-bottom-width:none;border-bottom-style:none;border-bottom-color:none;padding-top:none;padding-bottom:none;padding-left:none;padding-right:none;height:auto;'> <th>Site Ref.</table> <table style='width: 100%; border-collapse: collapse;'> <thead style='text-align:center;'> <tr style='background-color:#f0f0f0;border-top-width: 2px;border-top-style:solid;border-top-color:black;border-bottom-width:none:border-bottom-style:solid:border-bottom-color:black;height:auto;padding-top:<table cellspacing= CRAIGELLACHIE The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>5</page_number></td> </tr> </tbody> </table> LPR: 15/R1 Supply Type: Constrained SITE REF: M/C/R/R/001 LOCATION: Edward Terrace Capacity: <table> <thead> <tr> <th></th> <th>Projected 5yr Completion</th> <th>Total Units</th> </tr> </thead> <tbody> <tr> <th>Units Not Built</th> <th>5</th> <th>5</th> </tr> <tr> <th>Effective Land</th> <th>0</th> <th>Constrained Land</th> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Established Land: Dispute: Agreed Owner: Developer: Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Extra Information: Easting: 329039 Northing: 844746 Primary School: Craigellachie Ward: Speyside Glenlivet Secondary School Speyside High Area (Ha): 0.55 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> </tbody> </table> © Crown copyright 2019 DS/1098/2342 The Moray Council CRAIGELLACHIE The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>12</page_number></td> </tr> </tbody> </table> LPR: 15/R4 SITE REF: M/C/R/R/003 Supply Type: Constrained LOCATION: BRICKFIELD Capacity: <table> <thead> <tr> <th>Units Not Built</th> <th>Projected 5yr Completion</th> <th>Total Units</th> </tr> </thead> <tbody> <tr> <td>12</td> <td>Effective Land</td> <td>12</td> </tr> <tr> <td colspan="3">Constrained Land</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Established Land: Dispute: Agreed Owner: Strathtee Properties Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Strathtee Properties Extra Information: Easting: 329232 Northing: 844452 Primary School: Craigellachie Ward: Speyside Glenlivet Secondary School Speyside High Area (Ha): 1 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application Date</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>16/01558</td> <td>3</td> <td>Full</td> <td>Approved</td> <td>02/03/2017</td> <td></td> <td></td> </tr> <tr> <td>16/01559</td> <td>4</td> <td>Full</td> <td>Approved</td> <td>02/03/2017</td> <td></td> <td></td> </tr> <tr> <td>08/1974</td> <td>8</td> <td>Full</td> <td>Approved</td> <td>16/01/2010</td> <td></td> <td></td> </tr> <tr> <td>08/1973</td> <td>4</td> <td>Full</td> <td>Approved</td> <td>16/01/2010</td> <table border="1"> </table> <img>Craigellachie map showing the location of the housing development.</img> © Crown copyright 2019 OS:103823472 The Moray Council CRAIGELLACHIE The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>5</page_number></td> </tr> </tbody> </table> LPR: 15/R3 SITE REF: M/C/R/R/004 Supply Type: Constrained LOCATION: Former Brewery, Spey Road Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>5</td> <td>Effective Land</td> <td>5</td> </tr> <tr> <td>Constrained Land</td> <td></td> <td></td> <td>5</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Established Land: Dispute: Agreed Owner: John Dewar & Sons Distillers L Green/Brown: Brown House Programme: ☐ Land Use Type: Industry Effective Land: Windfall: No Extra Information: Easting: 329172 Northing: 844818 Primary School: Craigellachie Ward: Speyside Glenlivet Secondary School Speyside High Area (Ha): 0.63 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody> <table cellspacing="0" style="width: 100%; border-collapse: collapse;"> <tr style="background-color: #f0f0f0;"> <th colspan="7">CRAIGELLACHIE - The Moray Council Housing Land Audit 2019</th> </tr> <tr style="background-color: #f0f0f0;"> <th colspan="7"> <div style="text-align:center; font-size: larger;">CRAIGELLACHIE - The Moray Council Housing Land Audit 2019</div><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: 1em;"><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: 1em;"><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: 1em;"><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: 1em;"><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: 1em;"><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: 1em;"><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: 1em;"><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: 1em;"><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: 1em;"><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: 1em;"><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: 1em;"><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: 1em;"><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: 1em;"><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: 1em;"><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: 1em;"><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: 1em;"><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: 1em;"><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: 1em;"><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: 1em;"><hr style="border-top: 1px solid black; margin-top: 1em; margin-bottom: CRAIGELLACHIE The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td></td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">15/R2</td> <td>SITE REF:</td> <td>M/C/R/15/02</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Constrained</td> <td>LOCATION:</td> <td>Spey Road</td> </tr> <tr> <td colspan="13"></td> </tr> <tr> <td colspan="13">Capacity:</td> </tr> <tr> <td colspan="3">Planned Completion:</td> <td colspan="9">Projected 5yr Completion</td> </tr> <tr> <td colspan="3">Units Not Built</td> <td colspan="9">Effective Land</td> </tr> <tr> <td colspan="3">Total Units</td> <td colspan="9">20</td> </tr> <tr> <td colspan="3">Constrained Land</td> <td colspan="9">20</td> </tr> <tr><td colspan="13" style="text-align:center;">Planning:</td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr><tr><td colspan="13" style="text-align:left;"></td></tr> <table> <tbody> <tr> <th>Planning Consent:</th> <th>None</th> <th>Green/Brown:</th> <th>Green</th> <th>House Programme:</th> <th>☐</th> <th>Land Use Type:</th> <th></th> <th>Extra Information:</th> <th>Easting:</th> <th>329231</th> <th>Northing:</th> <th>844869</th> </tr> <tr> <th>Adopted Local Plan:</th> <th>☑️</th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th>Primary School:</th> <th>Craigellachie</th> <th>Ward:</th> <th>Speyside Glenlivet</th> </tr> <tr> <th>Constraint Type:</th> <th>Marketability</th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th>Secondary School:</th> <th>Speyside High</th> <th>Area (Ha):</th> <th>1.5</th> </tr> <tr> <th>Constraint Notes:</th> <th>Woodland</th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> </tr> <tr> <th>Established Land:</th> <th>2015</th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> </tr> <tr> <th>Dispute:</th> <th>No Windfall:</th> <th>No Developer:</th><br/>Strathdee Properties <watermark>Crown copyright 2016 © Crown copyright 2016. All rights reserved. No reproduction without permission.</watermark> © Crown copyright 2016 © Crown copyright 2016. All rights reserved. No reproduction without permission.</watermark> <img>Aerial view of a residential area with green spaces, roads, and buildings. A large red outline highlights a specific area on the map. The map includes various symbols and labels indicating streets, parks, and other features. The top left corner of the image has a small logo or watermark that reads "Crown copyright 2016 © Crown copyright 2016. All rights reserved. No reproduction without permission." The bottom right corner of the image also has a similar watermark.</img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img> </img>\> < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < \< <table border='0' cellspacing='0' cellpadding='0'> <tr align='left' valign='top'> <td width='5%' rowspan='4' valign='top' align='right'><strong>Tenure:</strong></td> <td width='95%' rowspan='4' valign='top' align='left'></table border='0' cellspacing='0' cellpadding='0'> <table border='0' cellspacing='0' cellpadding='0'> <tr align='left' valign='top'> <td width='5%' rowspan='4' valign='top' align='right'><strong>Tenure Type:</strong></table border='0' cellspacing='0' cellpadding='0'> <table border='0' cellspacing='0' cellpadding='0'> <tr align='left' valign='top'> <td width='95%' rowspan='4' valign='top' align='left'></table border='0' cellspacing='0' cellpadding='0'> <table border='0' cellspacing='0' cellpadding='0'> <tr align='left' valign='top'> <td width='5%' rowspan='4' valign='top' align='right'><strong>Tenure Applications:</strong></table border='0' cellspacing='0' cellpadding='0'> <table border='0' cellspacing='0' cellpadding='0'> <tr align='left' valign='top'> <td width='5%' rowspan='4' valign='top' align='right'><strong>Tenure Applications:</strong></table border='0' cellspacing='0' cellpadding='0'> <table border='0' cellspacing='0' cellpadding='0'> <tr align='left' valign='top'> <td width='5%' rowspan='4' valign='top' align='right'><strong>Tenure Applications:</strong></table border='0' cellspacing='0' cellpadding='0'> <table border='0' cellspacing='0' cellpadding='0'> <tr align='left' valign='top'> <td width='5%' rowspan='4' valign='top' align='right'><strong>Tenure Applications:</strong></table border='0' cellspacing='0' cellpadding='0'> <table border='0' cellspacing='0' cellpadding='0'> <tr align='left' valign='top'> <td width='5%' rowspan='4' valign='top' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align='<page_number>' valign='<page_number>' align '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign '< page number="">valign < CULLEN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>30</td> </tr> </tbody> </table> LPR: 08/R1 SITE REF: M/CL/R/07/01 Supply Type: Constrained LOCATION: SEAFIELD PLACE Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>30</td> <td>30</td> </tr> <tr> <td>Effective Land</td> <td>0</td> <td>Constrained Land</td> <td>30</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Established Land: Dispute: Agreed Owner: Seafield Estate Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Extra Information: Easting: 351682 Northing: 867119 Primary School: Cullen Ward: Keith And Cullen Secondary School Buckie High School Area (Ha): 3.2 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody></tbody> </table> <img>Cullen Site Plan.jpg - A site plan showing the location of Cullen. The site is surrounded by green fields and trees. The site is marked with a red outline.</img> <watermark>Digital Drafting Office - 19th May 2019 - Cullen Site Plan - For Internal Use Only - Not for Publication - © Crown Copyright 2019 - All Rights Reserved - No Reproduction Without Permission - For Further Information Contact Digital Drafting Office on 01738 444444 or email digital_drafting@moray.gov.uk - This Document Is Confidential and Subject to Copyright Protection - Any Unauthorised Copying or Distribution Is Prohibited - Printed on Recycled Paper - Contains 5% Recycled Fibres - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contains 5% Post Consumer Waste - Contains 5% Post Industrial Waste - Contents CULLEN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><span style="color: #555;">55</span></td> </tr> </tbody> </table> LPR: 15/R2 Supply Type: Constrained SITE REF: M/CL/R/15/02 LOCATION: SEAFIELD ROAD Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>55</td> <td>55</td> </tr> <tr> <td>Effective Land</td> <td>0</td> <td>Constrained Land</td> <td>55</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Established Land: Dispute: Agreed Owner: Seafield Estate Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Extra Information: Easting: 351598 Northing: 866706 Primary School: Cullen Ward: Keith And Cullen Secondary School Buckie High School Area (Ha): 2.94 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody></tbody> </table> <img>CULLEN map showing location of land.</img> <watermark>SEAFIELD ROAD CULLEN 1999-2019 CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLEN CULLLEN CUMMINGSTON The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td>R2</td> <td>SITE REF:</td> <td>M/CM/R/02</td> </tr> <tr> <td>Supply Type:</td> <td>Effective</td> <td>LOCATION:</td> <td>Seaview Road</td> </tr> <tr> <td colspan="13">Capacity:</td> </tr> <tr> <td colspan="3">Projected 5yr Completion</td> <td colspan="3">Total Units</td> <td colspan="3">4</td> </tr> <tr> <td colspan="3">Units Not Built</td> <td colspan="3">Effective Land</td> <td colspan="3">Constrained Land</td> </tr> <tr> <td colspan="3">3</td> <td colspan="3">3</td> <td colspan="3">0</td> </tr> <tr> <td colspan="13">Extra Information:</td> </tr> <tr> <td>Easting:</td> <td colspan="4">313549</td> <td>Northing:</td> <td colspan="3">869102</td> </tr> <tr> <td>Primary School:</td> <td>Hopeman</td> <td>Ward:</td> <td colspan="3">Heldon And Laich</td> </tr> <tr> <td>Secondary School:</td> <td>Llossiemouth High School</td> <td>Area (Ha):</td> <td colspan="3">0.77</td> </tr> <tr><td colspan="13"></td></tr> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Established Land: 2009 Dispute: Agreed Owner: Tulloch of Cummington Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: 2009 Windfall: Developer: Tulloch of Cummington <img>Cummingston map with red bounding box highlighting the area.</img> Tenure: Tenure Type Units Planning Applications: <table><thead><tr><th>Application Date</th><th>Units</th><th>Type</th><th>Decision Date</th><th>Aff Type</th><th>Notes</th></tr></thead><tbody><tr><td>10/06/23</td><td>3</td><td>Full Approved 16/07/2013</td><td></td><td></td><td></td></tr><tr><td>10/02/277</td><td>1</td><td>Full Approved 17/03/2011</td><td></td><td></td><td></td></tr></tbody></table> <watermark>The Moray Council Housing Land Audit 2019 - Planning Applications - CUMMINGSTON - Projected Completions - Planning Consent - Adopted Local Plan - Constraint Type - Established Land - Dispute - Owner - Green/Brown - House Programme - Land Use Type - Effective Land - Windfall - Developer - Easting - Northing - Primary School - Ward - Secondary School - Area (Ha) - Tenure Type - Units - Planning Applications - Application Date - Units - Type - Decision Date - Aff Type - Notes - M/CM/R/02 - Seaview Road - 869102 - Heldon And Laich - 0.77 DALLAS The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><strong>9</strong></td> </tr> </tbody> </table> LPR: 15/R1 Supply Type: Constrained SITE REF: M/DA/R/001 LOCATION: DALLAS SCHOOL WEST Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td><strong>9</strong></td> <td><strong>9</strong></td> </tr> <tr> <td>Effective Land</td> <td><strong>0</strong></td> <td><strong>0</strong></td> </tr> <tr> <td>Constrained Land</td> <td><strong>9</strong></td> <td><strong>9</strong></td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Physical Established Land: 2003 Dispute: Agreed Owner: Dallas Estate Green/Brown: Green House Programme: ☐ Land Use Type: Derelict, vacant, backland etc. Constraint Notes: Waste water Effective Land: Windfall: No Developer: Private Extra Information: Easting: 312117 Northing: 852138 Primary School: Dallas Ward: Speyside Glenlivet Secondary School Forres Academy Area (Ha): 1.06 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody></tbody> </table> <img>Dallas Estate map with red outline showing the area to be developed.</img> Bridge Cross DALLAS The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">15/R3</td> <td>SITE REF:</td> <td>M/DAR/002</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Constrained</td> <td>LOCATION:</td> <td>Mormond Motors, Main Street, Dallas</td> </tr> <tr> <td>Capacity:</td> <td colspan="11">Projected 5yr Completion</td> <td>Total Units</td> <td>5</td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Units Not Built</td> <td colspan="11">5</td> <td>Effective Land</td> <td>0</td> </tr> <tr> <th colspan="13">Extra Information:</th> </tr> <tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr><tr><th>Easting:</th><th colspan="3"></th><th colspan="3">312216</th><th colspan="3">Northing:</th><th colspan="3">852274</th></tr><tr><th>Primary School:</th><th colspan="3">Dallas</th><th colspan="3"></th><th colspan="3">Ward:</th><th colspan="3">Speyside Glenlivet</th></tr><tr><th>Secondary School:</th><th colspan="3">Forres Academy</th><th colspan="3"></th><th colspan="3">Area (Ha):</th><th colspan="3">0.25</th></tr> Planning: Planning Consent: Detail Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Former garage site Established Land: Dispute: Agreed Owner: Thomson? Green/Brown: Brown House Programme: ☐ Land Use Type: Commercial Effective Land: Windfall: No Developer: <img>Dallas P Bridge of Tighnabruaich map showing the location of the site.</img> Tenure: Tenure Type Units Planning Applications: <table id='table_1'> <thead id='table_1_headers'> <tr id='table_1_header_row'> <th rowspan='1' colspan='7'>Application Details</th> <th rowspan='1' colspan='2'>Notes</th> </tr> <tr id='table_1_header_row'> <th rowspan='1' colspan='1'>Application ID</th> <th rowspan='1' colspan='1'>Units</th> <th rowspan='1' colspan='1'>Type</th> <th rowspan='1' colspan='1'>Decision Date</th> <th rowspan='1' colspan='1'>Aff Type</th> <th rowspan='1' colspan='1'>Decision Type</th> <th rowspan='1' colspan='1'>Notes</th> </tr> </thead> <tbody id='table_1_data'> <tr id='table_1_row_0' class='header_bottom_margin'> <td>10/00323<br/>05/00354</td> <td>4<br/>5</td> <td>Full<br/>Outline</td> <td>Approved<br/>Approved</td> <td></td> <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td>Tenure Type Units Planning Applications: Application Details Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units Type Decision Date Aff Type Notes Application ID Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units.TypeDecision.Date.Aff.TypeNotes.Application.ID.Units. The Moray Council Housing Land Audit 2019 DUFFTOWN Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td></td> </tr> </thead> <tbody> <tr> <td></td> <td>0</td> <td>0</td> <td>1</td> <td>1</td> <td>0</td> <td>0</td> <td>0</td> <td>0</td> <td></td> <td></td> <td></td> <td></td> <td>6</td> </tr> </tbody> </table> LPR: 15/R1 SITE REF: M/Df/R/005x Supply Type: Constrained LOCATION: Corsemaul Drive Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> <td></td> </tr> <tr> <td></td> <td>Units Not Built</td> <td>Effective Land</td> <td>Total Constrained Land</td> </tr> </thead> <tbody> <tr> <td></td> <td>6</td> <td>0</td> <td>6</td> </tr> </tbody> </table> Planning Consent: Detail Adopted Local Plan: ☑ Constraint Type: Physical Constraint Notes: Established Land: 2003 Dispute: Agreed Owner: WRFU Limited Green/Brown: Green House Programme: ☐ Land Use Type: Industry Effective Land: 2003 Windfall: No Developer: Black & Williams Build Ltd Extra Information: Easling: 332896 Primary School: Mortlach Secondary School: Speyside High Northing: 839955 Ward: Speyside Glenlivet Area (Ha): 2.25 Tenure: <table> <thead> <tr> <td>Tenure Type</td> <td>Units</td> </tr> </thead> Planning Applications: <table id="planning-applications"> <thead id="planning-applications-header"> <tr id="planning-applications-header-row"> <th rowspan="1">Application Date</th><th rowspan="1">Units</th><th rowspan="1">Type</th><th rowspan="1">Decision Date</th><th rowspan="1">Aff Type</th><th rowspan="1">Notes</th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></th><th rowspan="1"></than></tr> <tr id="__annotation__rowinterval_0" class=""><td colspan='3'></td><td colspan='3'></td><td colspan='3'></td><td colspan='3'></td><td colspan='3'></td><td colspan='3'></td><td colspan='3'></td><td colspan='3'></td><td colspan='3'></td><td colspan='3'></td><td colspan='3'></td><td colspan='3'></td><td colspan='3'></ td></tr> <tr id="__annotation__rowinterval_1" class=""><td colspan='3'></td><td colspan='3'></td><td colspan='3'></td><td colspan='3'></ td></tr> <tr id="__annotation__rowinterval_2" class=""><td colspan='3'></ td></tr> <tr id="__annotation__rowinterval_3" class="">< td></tr> <tr id="__annotation__rowinterval_4" class="">< td></tr> <tr id="__annotation__rowinterval_5" class="">< td></tr> <tr id="__annotation__rowinterval_6" class="">< td></tr> <tr id="__annotation__rowinterval_7" class="">< td></tr> <tr id="__annotation__rowinterval_8" class="">< td></tr> <tr id="__annotation__rowinterval_9" class="">< td></tr> <tr id="__annotation__rowinterval_10" class="">< td></tr> <tr id="__annotation__rowinterval_11" class="">< td></tr> <tr id="__annotation__rowinterval_12" class="">< td></tr> <tr id="__annotation__rowinterval_13" class="">< td></tr> <tr id="__annotation__rowinterval_14" class="">< td></tr> <tr id="__annotation__rowinterval_15" class="">< td></tr> <tr id="__annotation__rowinterval_16" class="">< td></tr> <tr id="__annotation__rowinterval_17" class="">< td></tr> <tr id="__annotation__rowinterval_18" class="">< td></tr> <tr id="__annotation__rowinterval_19" class="">< td></tr> <tr id="__annotation__rowinterval_20" class="">< td></tr> <tr id="__annotation__rowinterval_21" class="">< td></tr> <tr id="__annotation__rowinterval_22" class="">< td></tr> <tr id="__annotation__rowinterval_23" class="">< td></tr> <tr id="__annotation__rowinterval_24" class="">< td></tr> <tr id="__annotation__rowinterval_25" class="">< td></tr> <tr id="__annotation__rowinterval_26" class="">< td></tr> <tr id="__annotation__rowinterval_27" class="">< td></tr> <tr id="__annotation__rowinterval_28" class="">< td></tr> <tr id="__annotation__rowinterval_29" class="">< td></tr> <tr id="__annotation__rowinterval_30" class="">< td></tr> <tr id="__annotation__rowinterval_31" class="">< td></tr> <tr id="__annotation__rowinterval_32" class="">< td></tr> <tr id="__annotation__rowinterval_33" class="">< td></tr> <tr id="__annotation__rowinterval_34" class="">< td></tr> <tr id="__annotation__rowinterval_35" class="">< td></tr> <tr id="__annotation__rowinterval_36" class="">< td></tr> <tr id="__annotation__rowinterval_37" class="">< td></tr> <tr id="__annotation__rowinterval_38" class="">< td></tr> <tr id="__annotation__rowinterval_39" class="">< td></tr> <tr id="__annotation__rowinterval_40" class="">< td></tr> <tr id="__annotation__rowinterval_41" class="">< td></tr> <tr id="__annotation__rowinterval_42" class="">< td></tr> <tr id="__annotation__rowinterval_43" class="">< td></tr> <tr id="__annotation__rowinterval_44" class="">< td></tr> <tr id="__annotation__rowinterval_45" class="">< td></tr> <tr id "__ annotation __ row interval 46 "class=""">< td ></ tr > < tr > < th > Application Date </ th > < th > Units </ th > < th > Type </ th > < th > Decision Date </ th > < th > Aff Type </ th > < th > Notes </ th > < th > Amendment No. </ th > < th > Plot No. </ th > < / tr > < tr > < td > 13/01581 </ td > < td > 1 </ td > < td > Full </ td > < td > Approved </ td > < td > 18/12/2013 </ td > < td > Amend 9/0/09/29 (Plot 7) </ th > < / tr > < tr > < th > Application Date </ th > < th > Units </ th > < th > Type </ th > < th > Decision Date </ th > < th > Aff Type </ th > < th > Notes </ th > < th > Amendment No. </ th > < th > Plot No. </ th > < / tr > < tr > < td > 11/00444 </ td > < td > 1 </ td > < td > Full </ td > < td > Approved </ td > < td > 04/08/2011 </ td > < td > Plot 3 </ th > < / tr > < tr > < th > Application Date </ th > < th > Units </ th > < th > Type </ th > < th > Decision Date </ th > < th > Aff Type </ th > < th > Notes </ th > < th > Amendment No. </ th > < th > Plot No. </ th > < / tr > < tr > < td > 11/00445 </ td > < td > 1 </ td > < td > Full </ td > < td > Approved </ td > < td > 03/08/2011 </ td > < td > Plot 4 </ th > < / tr > < tr > <th> Application Date <br/> Units <br/> Type <br/> Decision Date <br/> Aff Type <br/> Notes <br/> Amendment No. <br/> Plot No. <br/></strong> DUFFTOWN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>6</td> </tr> <tr> <td>SITE REF:</td> <td>M/DF/R/012</td> </tr> <tr> <td>SUPPLY TYPE:</td> <td>Effective</td> </tr> <tr> <td>LOCATION:</td> <td>Old Mart Road</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☐ Constraint Type: Constraint Notes: Established Land: 2019 Dispute: Agreed Owner: Moray Council Green/Brown: Brown House Programme: ☐ Land Use Type: Commercial Effective Land: 2019 Windfall: Developer: Moray Council Capacity: Projected 5yr Completion 6 Units Not Built 6 Effective Land 6 Constrained Land 6 Extra Information: Easting: 332192 Northing: 840370 Primary School: Mortlach Ward: Speyside Glenlivet Secondary School Speyside High Area (Ha): 0.24 Tenure: Tenure Type Units Affordable Units 6 Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody></tbody> </table> <img>Dufftown Castle.jpg</img> © Crown copyright 2009 The Moray Council DUFFTOWN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">15/R2</td> <td></td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/D/R/07/02</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Constrained</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">South of Conval Street</td> </tr> <tr> <td>Capacity:</td> <td colspan="3">Projected 5yr Completion</td> <td colspan="3">Total Units</td> <td colspan="3">30</td> </tr> <tr> <td></td> <td>Units Not Built</td> <td colspan="3">30</td> <td>Effective Land</td> <td colspan="3">0</td> <td>Constrained Land</td> <td colspan="3">30</td> </tr> <tr> <td>Extra Information:</td> <td colspan="11"></td> </tr> <tr> <td>Easting:</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td>332194</td><td>Northing:</td><td colspan="3">839802</td> </tr> <tr> <td>Primary School:</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td>Mortlach</td><td>Ward:</td><td colspan="3">Speyside Glenlivet</td> </tr> <tr> <td>Secondary School:</td><td></td><td></td><td></td><td></ td>< td></ td>< td></ td>< td></ td>< td></ td>< td></ td>< td></ td>< td>Speyside High</ td < td>Area (Ha): </ td < td colspan="3" > 2.91 </ td > </tr> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Physical Land Use Type: Agricultural Land Established Land: Dispute: Agreed Owner: Mr John Gauld Constraint Notes: Road access issues Green/Brown: Green House Programme: ☐ Effective Land: Windfall: No Developer: Tenure: Tenure Type Units Planning Applications: <table border="1"> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <img>Aerial view of a large rectangular plot of land with red borders, situated near Kirkton of Mortlach. The land is surrounded by green fields and trees. A road runs along the perimeter of the land.</img> © Crown copyright 2019. OS 1998/23422 The Moray Council. \<page_number>© Crown copyright 2019. OS 1998/23422 The Moray Council.\</page_number> <table border="1"> <thead> <tr> <th style="text-align:left;">Planning Applications:</th> <th style="text-align:right;">Units</th> <th style="text-align:left;">Type</th> <th style="text-align:left;">Decision</th> <th style="text-align:left;">Decision Date</th> <th style="text-align:left;">Aff Type</th> <th style="text-align:left;">Notes</th> </tr> </thead> <tbody> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <table border="1"> <thead style="background-color: #cccccc;"> <tr style="background-color: #cccccc;"> <th style="text-align:center;">LPR:</th> <th style="text-align:center;">Supply Type:</th> <th style="text-align:center;">Location:</th> </tr> <tr style="background-color: #cccccc;"> <th style="text-align:center;">Capacity:</th> <th style="text-align:center;">Projected 5yr Completion<br>(Units Not Built)</th> <th style="text-align:center;">Effective Land<br>(Total Units)</th> <th style="text-align:center;">Constrained Land<br>(Total Units)</th> </tr> <tr style="background-color: #cccccc;"> <th style="text-align:center;">Capacity:</th> <th style="text-align:center;">Projected 5yr Completion<br>(Units Not Built)</th> <th style="text-align:center;">Effective Land<br>(Total Units)</th>, <th style="text-align:center;">Constrained Land<br>(Total Units)</th>, <th style="text-align:center;">Total Units<br>(Units Not Built)</th>, <th style="text-align:center;">Effective Land<br>(Total Units)</th>, <th style="text-align:center;">Constrained Land<br>(Total Units)</th>, <th style="text-align:center;">Total Units<br>(Units Not Built)</th>, <th style="text-align:center;">Effective Land<br>(Total Units)</th>, <th style="text-align:center;">Constrained Land<br>(Total Units)</th>, <th style="text-align:center;">Total Units<br>(Units Not Built)</th>, <th style="text-align:center;">Effective Land<br>(Total Units)</th>, <th style="text-align:center;">Constrained Land<br>(Total Units)</th>, <th style="text-align:center;">Total Units<br>(Units Not Built)</th>, <th style="text-align:center;">Effective Land<br>(Total Units)</th>, <th style="text-align:center;">Constrained Land<br>(Total Units)</th>, <th style="text-align:center;">Total Units<br>(Units Not Built)</th>, <th style="text-align:center;">Effective Land<br>(Total Units)</th>, <th style="text-align:center;">Constrained Land<br>(Total Units)</th>, <table border='1'> <thead style='background-color: #cccccc;'> <tr style='background-color: #cccccc;'> <th scope='col'>Capacity:</th> <!-- Column header --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> <!-- Column headers --> DUFFTOWN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><strong>100</strong></td> </tr> </tbody> </table> LPR: 15/R3 Supply Type: Constrained SITE REF: M/DR/R/15/03 LOCATION: Hillside Farm Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> <td></td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>100</td> <td>Effective Land</td> <td>100</td> </tr> <tr> <td></td> <td></td> <td>Constrained Land</td> <td>100</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Established Land: 2015 Dispute: Owner: Mr James Wiseman Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: CM Design Extra Information: Easting: 331836 Northing: 840087 Primary School: Mortlach Ward: Speyside Glenlivet Secondary School Speyside High Area (Ha): 4.3 Tenure: <table> <thead> <tr> <td>Tenure Type</td> <td>Units</td> </tr> </thead> <tbody></tbody> Planning Applications: <table border="1"> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody></tbody> </table> <img>Dufftown aerial view with red outline showing the proposed development area.</img> © Crown copyright 2019 OS 103823427 The Moray Council DUFFTOWN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>5</page_number></td> </tr> </tbody> </table> LPR: 15/R4 SITE REF: M/DR/R/15/04 Supply Type: Constrained LOCATION: Tomnaminadh Capacity: <table> <thead> <tr> <th></th> <th>Projected 5yr Completion</th> <th>Total Units</th> </tr> </thead> <tbody> <tr> <th>Units Not Built</th> <th>Effective Land</th> <th>Constrained Land</th> </tr> <tr> <td>5</td> <td>0</td> <td>5</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Established Land: 2015 Dispute: Owner: Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: 2015 Windfall: Developer: Extra Information: Easting: 332605 Northing: 840233 Primary School: Mortlach Ward: Speyside Glenlivet Secondary School Speyside High Area (Ha): 0.5 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody></tbody> </table> <img>Dufftown map showing a large green area highlighted in red.</img> <watermark>Courtesy of Moray Council, © Crown copyright and database rights reserved. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means without prior written permission. Moray Council, Moray House, Inverness, IV1 1NW Tel: +44 (0)1463 796999 Fax: +44 (0)1463 796998 Email: info@moray.gov.uk Website: www.moray.gov.uk @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @MorayCouncil @Moray Council, Moray House, Inverness, IV1 1NW Tel: +44 (0)1463 796999 Fax: +44 (0)1463 796998 Email: info@moray.gov.uk Website: www.moray.gov.uk DYKE The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td>0</td> <td>0</td> <td>2</td> <td>2</td> <td>2</td> <td>2</td> <td>4</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> LPR: 15/R1 Supply Type: Effective SITE REF: M/DY/R/07/01 LOCATION: DARKCLASS ROAD Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td></td> <td>Units Not Built 12</td> <td>Effective Land 12 Constrained Land 0</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Effective 5yr+ Established Land: Dispute: Agreed Owner: Davidson Green/Brown: Green House Programme: ☐ Land Use Type: Dereict, vacant, backland etc. Effective Land: Windfall: No Developer: Extra Information: Easting: 298772 Northing: 858429 Primary School: Dyke Ward: Forres Secondary School Forres Academy Area (Ha): 1.29 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision Date Aff Type Notes</td> </tr> </thead> <tbody> <tr> <td>17/01233</td> <td>12</td> <td>Full Approved 02/09/2016 Site being marketed for £350k</td> </tr> <tr> <td>15/1909</td> <td>12</td> <td>Outline Pending</td> <td></td> </tr> </tbody> </table> <img>Aerial view of a large rectangular plot of land with a red outline, located near Darklass and Duke. The land is surrounded by roads and buildings. A map to the left shows the location within the Darklass area.</img> <watermark>Copyright © 2014, NRS. All rights reserved. This document is confidential and may not be reproduced without prior written permission from NRS.</watermark> DYKE The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>5</page_number></td> </tr> </tbody> </table> LPR: 15/R2 Supply Type: Constrained SITE REF: M/DY/R/15/02 LOCATION: South Darklass Road Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>5</td> <td>Effective Land</td> <td>5</td> </tr> <tr> <td></td> <td></td> <td>Constrained Land</td> <td>5</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Ownership Constraint Notes: Established Land: 2015 Dispute: Owner: Davidson? Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: 2015 Windfall: No Developer: Extra Information: Easting: 298708 Northing: 858312 Primary School: Dyke Ward: Forres Secondary School Forres Academy Area (Ha): 0.44 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody></tbody> </table> <img>Dyke, Darklass, Longleat, Forres, Moray.</img> <watermark>Moray's Longleat, Dyke, Darklass, Forres, Moray Councils.</watermark> ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>20</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="13">15/R1</td> </tr> <tr> <td>SITE REF:</td> <td colspan="13">M/ELR/048</td> </tr> <tr> <td>Supply Type:</td> <td colspan="13">Constrained</td> </tr> <tr> <td>LOCATION:</td> <td colspan="13">BILBOHALL NORTH</td> </tr> <tr> <td>Capacity:</td> <td colspan="6">Projected 5yr Completion</td> <td colspan="6">Total Units</td> <td>60</td> </tr> <tr> <td></td> <td colspan="6">Units Not Built</td> <td colspan="6">Effective Land</td> <td>0</td> </tr> <tr> <td></td> <td colspan="6">20</td> <td colspan="6">Constrained Land</td> <td>20</td> </tr> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Physical Constraint Notes: WLR Established Land: 2003 Dispute: Agreed Owner: Robertsons Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Robertsons Extra Information: Easting: 320839 Northing: 862025 Primary School: Greenwards Ward: Elgin City South Secondary School Elgin High School Area (Ha): 4.03 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>06/00232</td> <td></td> <td>Full</td> <td>Refused</td> <td>10/08/2006</td> <td></td> <td>Appeal dismissed</td> </tr> <tr> <td>04/00476</td> <td>40</td> <td>Full</td> <td>Approved</td> <td>22/09/2005</td> <td></td> <td></td> </tr> <tr> <td>08/01476</td> <td>44</td> <td>Full</td> <td>Withdrawn</td> <td></td> <td></td> <td>Amd condition to increase number</td> </tr> </tbody> </table> <img>Aerial view of a rural area with a red outline marking a plot of land. The land is surrounded by green fields and trees. A small building is visible on the land.</img> <watermark>COPYRIGHT THE MORAY COUNCIL LAND AUDIT ©2019 LTHC/MORAY COUNCIL LAND AUDIT.</watermark> \<page_number>\<page_number>\</page_number> ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td></td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>15/R3</td> </tr> <tr> <td>SITE REF:</td> <td colspan="13">M/E/L/R/07/05</td> </tr> <tr> <td>Supply Type:</td> <td colspan="13">Effective</td> </tr> <tr> <td>LOCATION:</td> <td colspan="13">BILBOHALL SOUTH and CF2</td> </tr> <tr> <td>Capacity:</td> <td colspan="6">Projected 5yr Completion</td> <td colspan="3">Total Units</td> <td colspan="3">188</td> </tr> <tr> <td>Units Not Built</td> <td colspan="6">188 Effective Land</td> <td colspan="3">Constrained Land</td><td colspan="3">0</td> </tr> <tr> <td>Extra Information:</td><td colspan="13"></td> </tr> <tr><td>Easting:</td><td colspan="6">320800 Northing:</td><td colspan="3">861784</td></tr><tr><td>Primary School:</td><td colspan="6">Greenwards Ward:</td><td colspan="3">Elgin City South</td></tr><tr><td>Secondary School</td><td colspan="6">Elgin High School Area (Ha):</td><td colspan="3">10.25</td></tr><tr><td>Tenure:</td><td colspan="13"></td></tr><tr><th>Tenure Type</th><th colspan="12">Units</th></tr> Planning: Planning Consent: None Green/Brown: Green Adopted Local Plan: ☑ House Programme: ☐ Constraint Type: Effective 5yr+ Land Use Type: Constraint Notes: WLR Established Land: Dispute: Agreed Effective Land: Windfall: No Developer: <img>Aerial view of a rural area with a large red polygonal outline marking a potential development site. The image includes a map inset showing the location within the broader area.</img> © Crown copyright 2019. All rights reserved. The Moray Council. Planning Applications: <table id=planning-applications-table><thead><tr><th>Application</th><th>Units</th><th>Type</th><th>Decision</th><th>Decision Date</th><th>Aff Type</th><th>Notes</th></tr></thead><tbody></tbody></table> <watermark>The Moray Council Housing Land Audit 2019</watermark> ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>92</td> </tr> <tr> <td>LPR:</td> <td colspan="11">15/R4</td> </tr> <tr> <td>SUPPLY TYPE:</td> <td colspan="11">Effective</td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/ELR/07/06</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">SOUTH WEST OF ELGIN HIGH</td> </tr> <tr><th colspan="13">Capacity:</th></tr><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th>Projected 5yr Completion</th><th></th><th>Total Units</th><th></th><th></th><th></th></tr><tr><th></th><th></th><th></th><th></th><th></th><th></th><th>Units Not Built</th><th>107</th><th>Effective Land</th><th>107</th><th>Total Units</th><th>107</th><th></th></tr><tr><th></th><th></th><th></th><th></th><th></th><th></th><th>Constrained Land</th><th>0</th><th></th><th>0</th><th></th><th></th><th></th></tr> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Effective 5yr+ Established Land: WLR Dispute: Agreed Owner: Green/Brown: Green House Programme: ☐ Land Use Type: Effective Land: Windfall: No Developer: Scotia Homes <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> Extra Information: Easting: 320915 Northing: 861310 Primary School: Greenwards Ward: Elgin City South Secondary School: Elgin High School Area (Ha): 14.17 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>Moray Council Housing Land Audit E/ELR/2/4/2023 Masterplan</td> <td colspan="6"></td> </tr> <tr> <td>Moray Council Housing Land Audit E/ELR/2/4/2023 Masterplan</td> <td colspan="6"></td> </tr> <tr> <td>Moray Council Housing Land Audit E/ELR/2/4/2023 Masterplan</td> <td colspan="6"></td> </tr> <tr> <td>Moray Council Housing Land Audit E/ELR/2/4/2023 Masterplan</td> <td colspan="6"></td> </tr> <tr> <td>Moray Council Housing Land Audit E/ELR/2/4/2023 Masterplan</td> <td colspan="6"></td> </tr> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west of the town.</img> <img>Aerial view of Elgin with a red outline highlighting a large area of land to the west ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>18</td> <td>0</td> <td>23</td> <td>52</td> <td>55</td> <td>61</td> <td>30</td> <td>30</td> <td>30</td> <td>30</td> <td>30</td> <td>21</td> <td></td> </tr> </tbody> </table> LPR: 15/R5 SITE REF: M/ELR/07/07 Supply Type: Effective LOCATION: SPYNE HOSPITAL NORTH Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> <tr> <td>Units Not Built</td> <td>Effective Land</td> <td>Total Units 435 Constrained Land 0</td> </tr> <tr> <td>141</td> <td>141</td> <td></td> </tr> </thead> <tbody></tbody> </table> Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Established Land: Dispute: Agreed Owner: Robertsons / Scotia Green/Brown: Green House Programme: ☐ Land Use Type: Constraint Notes: Effective Land: Windfall: No Developer: Robertsons / Scotia Extra Information: Easting: 320732 Northing: 864237 Primary School: Bishopmill Ward: Heldon And Laich Secondary School Elgin Academy Area (Ha): 21.63 Tenure: <table> <thead> <tr> <td>Tenure Type</td> <td>Units</td> </tr> </thead> <tbody></tbody> </table> Planning Applications: <table> <thead> <tr> <th>Application Date</th> <th>Units</th> <th>Type</th> <th>Decision Date</th> <th>Aff Type Notes</th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_esis ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>20</page_number></td> </tr> </tbody> </table> LPR: 15/R6 Supply Type: Constrained SITE REF: M/ELR/07/08 LOCATION: HATTON HILL Capacity: <table> <thead> <tr> <td colspan="2">Projected 5yr Completion</td> <td>Total Units</td> </tr> <tr> <td>Units Not Built</td> <td>Effective Land</td> <td>Constrained Land</td> </tr> </thead> <tbody> <tr> <td>20</td> <td>0</td> <td>20</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Physical Established Land: WLR Dispute: Agreed Owner: Hawco family Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Extra Information: Easting: 320260 Northing: 862564 Primary School: Elgin West End Ward: Elgin City South Secondary School Elgin Academy Area (Ha): 4.79 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody></tbody> </table> <img>Aerial view of a residential area with a large green space highlighted in red. The map shows streets, houses, and a park-like area. The top left corner has a small inset map showing the location within the larger map.</img> Illery ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td></td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="13">15/R11</td> </tr> <tr> <td>SITE REF:</td> <td colspan="13">M/E/L/R/07/10</td> </tr> <tr> <td>Supply Type:</td> <td colspan="13">Part Constrained</td> </tr> <tr> <td>LOCATION:</td> <td colspan="13">FINDRASSIE</td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <th>Planning:</th> <th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th> </tr> <tr> <th>Planning Consent:</th><th>Noone</th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th> </tr> <tr> <th>Adopted Local Plan:</th><span style="border: solid black; padding: 2px;">☑</span><br/> Constraint Type:<br/> Constraint Notes:<br/> Established Land:<br/> Dispute:<br/> Owner:<br/> </tr> <table border="1"> <tbody> <tr id="capacity-table-header"> <td colspan="3">Capacity:</td><td colspan="3">Projected 5yr Completion</td><td>Total Units</td><td colspan="3">1500</td> </tr> <tr id="units-not-built-row"> <td colspan="3">Units Not Built:</table> <table border="1"> <tbody> <tr id="effective-land-row"> <td colspan="3">Effective Land:</table> <table border="1"> <tbody> <tr id="windfall-row"> <td colspan="3">Windfall:</table> <table border="1"> <tbody> <tr id="developer-row"> <td colspan="3">Developer:</table> <table border="1"> <tbody> <tr id="green-brown-row"> <td colspan="3">Green/Brown:</table> <table border="1"> <tbody> <tr id="house-programme-row"> <td colspan="3">House Programme:</table> <table border="1"> <tbody> <tr id="land-use-type-row"> <td colspan="3">Land Use Type:</table> <table border="1"> <tbody> <tr id="extra-information-row"> <td colspan="3">Extra Information:</table> <table border="1"> <tbody> <tr id="eastling-row"> <td colspan="3">Eastling:</table> <table border="1"> <tbody> <tr id="northing-row"> <td colspan="3">Northing:</table> <table border="1"> <tbody> <tr id="ward-row"> <td colspan="3">Ward:</table> <table border="1"> <tbody> <tr id="heldon-and-laich-row"> <td colspan="3">Heldon And Laich</table> <table border="1"> <tbody> <tr id="secondary-school-row"> <td colspan="3">Secondary School:</table> <table border="1"> <tbody> <tr id="elgin-academy-row"> <td colspan="3">Elgin Academy</table> <table border="1"> <tbody> <tr id="area-ha-row"> <td colspan="3">Area (Ha):</table> <table border="1"> <tbody> <tr id="98-72-row"> <td colspan="3">98.72</table> <table border="1" style='width: auto;'> <thead style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure:</th><th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> <th>Tenure Type<br/>Units<br/></th><tbody style='text-align: center;'> <tr style='background-color: #cccccc;'> ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>6</td> </tr> </tbody> </table> LPR: Win Supply Type: Constrained SITE REF: M/EL/R/073 LOCATION: Pinefield Stores, Pinefield Crescent, Elgin Capacity: <table> <thead> <tr> <td>Units Not Built</td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>6</td> <td>Effective Land</td> <td>Constrained Land</td> </tr> <tr> <td></td> <td></td> <td>6</td> </tr> </tbody> </table> Planning: Planning Consent: Detail Adopted Local Plan: ☐ Constraint Type: Marketability Constraint Notes: Established Land: Dispute: Agreed Owner: Green/Brown: Brown House Programme: ☐ Land Use Type: Effective Land: Windfall: Yes Developer: Extra Information: Easting: 323210 Northing: 862278 Primary School: Elgin East End Ward: Elgin City North Secondary School Elgin Academy Area (Ha): 0.04 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application Date</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody> <tr> <td>05/01/348</td> <td>6</td> <td>Full</td> <td>Approved</td> <td></td> <td></td> <td>Consent expired</td> </tr> <tr> <td>07/01/26</td> <td></td> <td>Full</td> <td>Withdrawn</td> <td></td> <td></td><br>C/u from retail to office with first floor flats </tr> </tbody> </table> <img>Pinefield Stores, Elgin, Moray, Scotland - Google Maps satellite view.</img> \<page_number>Page 2 of 3 - 19/05/2019 14:58:47 GMT+00:00 (Europe/London)\</page_number> ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>5</page_number></td> </tr> </tbody> </table> LPR: Win Supply Type: Constrained SITE REF: M/EL/R/078 LOCATION: 164 High Street, Elgin Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>5</td> <td>Effective Land</td> <td>0</td> </tr> <tr> <td></td> <td></td> <td>Constrained Land</td> <td>5</td> </tr> </tbody> </table> Planning: Planning Consent: Adopted Local Plan: ☐ Constraint Type: Marketability Established Land: Dispute: Agreed Owner: Green/Brown: Brown House Programme: ☐ Land Use Type: Effective Land: Windfall: Yes Developer: Extra Information: Easting: 321431 Northing: 862792 Primary School: Elgin West End Ward: Elgin City South Secondary School Elgin Academy Area (Ha): 0.03 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application Date</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody> <tr> <td>07/08/2017</td> <td>6</td> <td>Full</td> <td>Refused</td> <td>30/10/2007</td> <td></td> <td></td> </tr> <tr> <td>06/02/2018</td> <td>5</td> <td>Full</td> <td>Approved</td> <td>01/02/2007</td> <td></td> <td>Consent expired</td> </tr> </tbody> </table> <img>Cadasterial map showing the area around 164 High Street, Elgin.</img> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.</watermark> <watermark>cadasterial map showing the area around 164 High Street, Elgin.\</水 ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>6</page_number></td> </tr> </tbody> </table> LPR: \_\_\_\_\_\_\_\_\_\_\_\_ Supply Type: Constrained SITE REF: M/EL/R/079 LOCATION: Pinegrove Capacity: <table> <thead> <tr> <th></th> <th>Projected 5yr Completion</th> <th>Total Units</th> </tr> </thead> <tbody> <tr> <th>Units Not Built</th> <th>6</th> <th>6</th> </tr> <tr> <th>Effective Land</th> <th>0</th> <th>Constrained Land</th> </tr> </tbody> </table> Planning: Planning Consent: Detail Adopted Local Plan: ☐ Constraint Type: Marketability Established Land: Dispute: Agreed Owner: Green/Brown: House Programme: ☐ Land Use Type: Constraint Notes: Effective Land: Windfall: Yes Developer: Extra Information: Easting: 323440 Northing: 862458 Primary School: Elgin East End Ward: Elgin City North Secondary School Elgin Academy Area (Ha): 0.12 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application Date</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>07/02/2017</td> <td>6</td> <td>Full</td> <td>Approved</td> <td>02/06/2008</td> <td></td> <td>Site cleared</td> </tr> </tbody> </table> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motel and Maycroft Motel area map showing the location of the Elgin Academy site.</img> <img>Pinegrove Motelo ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>12</page_number></td> </tr> </tbody> </table> LPR: Win Supply Type: Constrained SITE REF: M/EL/R/081 LOCATION: Newfield House, Lossiemouth Road Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>12</td> <td>Effective Land</td> <td>0</td> </tr> <tr> <td></td> <td></td> <td>Constrained Land</td> <td>12</td> </tr> </tbody> </table> Planning: Planning Consent: Detail Adopted Local Plan: ☐ Constraint Type: Marketability Constraint Notes: Established Land: 2011 Dispute: Agreed Owner: Green/Brown: Brown House Programme: ☐ Land Use Type: Commercial Effective Land: 2011 Windfall: Yes Developer: Extra Information: Easting: 321852 Northing: 864506 Primary School: Seafield Ward: Elgin City North Secondary School Elgin Academy Area (Ha): 0.22 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application Date</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody> <tr> <td>11/02/23</td> <td>4</td> <td>Full</td> <td>Approved</td> <td>26/08/2011</td> <td></td> <td></td> </tr> <tr> <td>09/02/161</td> <td>8</td> <td>Full</td> <td>Approved</td> <td>11/08/2010</td> <td></td> <td></td> </tr> </tbody> </table> <watermark>Council Property - No Copy - For Moray Council Use Only - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB33 7LN - 373 Elgin Council House, Lossiemouth, AB ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">Win</td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/EL/R/082</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Constrained</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">Palmers Cross</td> </tr> <tr> <td>Total Units:</td> <td colspan="11">17</td> </tr> <tr> <td>Units Not Built:</td> <td colspan="11">17</td> </tr> <tr> <td>Effective Land:</td> <td colspan="11">0</td> </tr> <tr> <td>Constrained Land:</td> <td colspan="11">17</td> </tr> <tr><td colspan="12" style="text-align:center;">Capacity:</td></tr> <tr><td colspan="3">Planning:</td><td colspan="3"></td><td colspan="3">Projected 5yr Completion</td><td colspan="3"></td></tr> <tr><td colspan="3">Planning Consent:</td><td>Outline</td><td></td><td></td><td colspan="3"></td><td colspan="3"></td></tr> <tr><td colspan="3">Adopted Local Plan:</td><td>☐</td><td></td><td></td><td colspan="3"></td><td colspan="3"></td></tr> <tr><td colspan="3">Constraint Type:</td><td>Marketability</td><td></td><td></td><td colspan="3"></td><td colspan="3"></td></tr> <tr><td colspan="3">Established Land:</td><td>2013</td><td></td><td></td><td colspan="3"></td><td colspan="3"></td></tr> <tr><th colspan="3">Dispute:</th><th></th><th></th><th></th><th colspan="3"></th><th colspan="3"></th></tr> <tr><th colspan="3">Owner:</th><th></th><th></th><th></th><th colspan="3"></th><th colspan="3"></th></tr> <tr><th colspan="3">Green/Brown:</th><th>Brown</th><th></th><th></th><th colspan="3"></th><th colspan="3"></th></tr> <tr><th colspan="3">House Programme:</th><th>☐</th><th></th><th></th><th colspan="3"></th><th colspan="3"></th></tr> <tr><th colspan="3">Land Use Type:</th><th>Residential</th><th></th><th></th><th colspan="3"></th><th colspan="3"></th></tr> Extra Information: <table border="1"> <tbody> <tr style="height: 5px;"> <th>Easting:</th> <th>320265</th> <th>Northing:</th> <th>862010</th> </tr> <tr style="height: 5px;"> <th>Primary School:</th> <th>Elgin West End</th> <th>Ward:</th> <th>Elgin City South</th> </tr> <tr style="height: 5px;"> <th>Secondary School:</th> <th>Elgin Academy</th> <th>Area (Ha):</th> <th>2.52</th> </tr> </tbody> </table> Tenure: <table border="1"> <tbody> <tr style="height: 5px;"> <th>Tenure Type:</th> <th style="text-align: right;">Units:</th> </tbody> <tbody> <tr style="height: 5px;"> <th>Tenure Type:</th> <th style="text-align: right;">Units:</th> </tr> <tr style="height: 5px;"> <th>Tenure Type:</th> <th style="text-align: right;">Units:</th> </tr> <tr style="height: 5px;"> <th>Tenure Type:</th> <th style="text-align: right;">Units:</th> </tr> <tr style="height: 5px;"> <th>Tenure Type:</th> <th style="text-align: right;">Units:</th> </tr> <tr style="height: 5px;"> <th>Tenure Type:</th> <th style="text-align: right;">Units:</th> </tr> <tr style="height: 5px;"> <th>Tenure Type:</th> <th style="text-align: right;">Units:</th> </tr> <tr style="height: 5px;"> <th>Tenure Type:</th> <th style="text-align: right;">Units:</th> </tr> <tr style="height: 5px;"> <th>Tenure Type:</th> <th style="text-align: right;">Units:</th> </tr> <tr style="height: 5px;"> <th>Tenure Type:</th> <th style="text-align: right;">Units:</th> </tr> <tr style="height: 5px;"> <th>Tenure Type:</th> <th style="text-align: right;">Units:</th> </tr> <tr style="height: 5px;"> <th>Tenure Type:</th> <th style="text-align: right;">Units:</th> </tr> <tr style="height: 5px;"> <th>Tenure Type:</th> <th style="text-align: right;">Units:</th> </tr> <tr style="height: 5px;"> <th>Tenure Type:</th> <th style="text-align: right;">Units:</th> </tr> <tr style="height: 5px;"> <th>Tenure Type:</th> <th style="text-align: right;">Units:</th> </tr> <tr style="height: 5px;"> <th>Tenure Type:</th> <th style="text-align: right;">Units:</th> </tr> <tr style="height: 5px;"> <th>Tenure Type:</th> <th style="text-align: right;">Units:</th> </tr> <tr style="height: 5px;"> <th>Tenure Type:</th> <th style="text-align: right;">Units:</th> </tr> <tr style="height: 5px;"> <th>Tenure Type:</th> <th style="text-align: right;">Units:</li ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024+ LPR: \_\_\_\_\_\_\_\_\_\_\_\_ Supply Type: Constrained SITE REF: M/EL/R/083 LOCATION: Former Corn Mill, Wards Road Capacity: Projected 5yr Completion Units Not Built: 20 Effective Land Total Units: 20 Constrained Land: 20 Planning: Planning Consent: Detail Adopted Local Plan: ☐ Green/Brown: Brown House Programme: ☐ Land Use Type: Constraint Type: Marketability Constraint Notes: Established Land: 2014 Dispute: Owner: Effective Land: 2014 Windfall: Yes Developer: Extra Information: Easting: 321408 Northing: 862198 Primary School: Elgin West End Ward: Elgin City South Secondary School Elgin Academy Area (Ha): 0.18 Tenure: Tenure Type Units <img>Aerial view of Elgin showing the proposed development area highlighted in red.</img> Elgin New Town Elgin Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>10/00343</td> <td>20</td> <td>Full</td> <td>Approved</td> <td>28/02/2013</td> <td></td> <td>15 new flats, 4 in conversion and one maisonette<br>Site cleared</td> </tr> </tbody> </table> <watermark>The Moray Council Housing Land Audit 2019 © The Moray Council</watermark> ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/EL/R/084</td> </tr> <tr> <td>Supply Type:</td> <td colspan="3">Effective</td> <td colspan="8"></td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">13 /13A South Street</td> </tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><th>Planning:</th><th rowspan="5">Detail<br>Afected Local Plan:<br>Constraint Type:<br>Established Land:<br>Dispute:<br>Owner:</th><th rowspan="5">Green/Brown:<br>House Programme:<br>Land Use Type:<br>Effective Land:<br>Windfall:<br>Developer:</th><th rowspan="5">Brown<br>☐<br>☐<br>☐<br>2014<br>Yes<br>☐</th><th rowspan="5">Capacity:</th><th rowspan="5">Projected 5yr Completion<br>Units Not Built<br>Effective Land<br>Secondary School</th><th rowspan="5">Total Units<br>8<br>8<br>Constrained Land<br>8<br>8<br>0<br>0.05</th><th rowspan="5">Northing: 862786<br>Ward: Elgin City South<br>Area (Ha): 0.05</th><th rowspan="5">Northing: 321679<br>Easting: Elgin West End<br>Easting: Elgin Academy</th><th rowspan="5">Ward: Elgin City South<br>Easting: Elgin Academy</th><th rowspan="5">Area (Ha): 0.05</th></tr> <table border='1'> <thead> <tr id='__annotation__rowinterval_0'> <th>Tenure:</th><th>Tenure Type</th><th>Units</th> </tr> </thead> <tbody id='__annotation__tablebody_0'> <tr id='__annotation__rowinterval_1'> <td>Tenure Applications:</table> <table border='1'> <thead id='__annotation__tableheader_2'> <tr id='__annotation__rowinterval_2'> <th>Tenure Applications:</th><th>Tenure Type</th><th>Units</th><th>Type</th><th>Decision Date</th><th>Aff Type</th><th>Notes</th> </tr> <tbody id='__annotation__tablebody_2'> <tr id='__annotation__rowinterval_3'> <td>Tenure Applications:</table> <table border='1'> <thead id='__annotation__tableheader_4'> <tr id='__annotation__rowinterval_4'> <th>Tenure Applications:</th><th>Tenure Type</th><th>Units</th><th>Type</th><th>Decision Date</th><th>Aff Type</th><th>Notes</th> <tbody id='__annotation__tablebody_4'> <tr id='__annotation__rowinterval_5'> <td>Tenure Applications:</table> <table border='1'> <thead id='__annotation__tableheader_6'> <tr id='__annotation__rowinterval_6'> <th>Tenure Applications:</th><th>Tenure Type</th><th>Units</th><th>Type</th><th>Decision Date</th><th>Aff Type</th><th>Notes</table> <table border='1'> <thead id='__annotation__tableheader_7'> <tr id='__annotation__rowinterval_7'> <th>Tenure Applications:</table> <table border='1'> <thead id='__annotation__tableheader_8'> <tr id='__annotation__rowinterval_8'> <th>Tenure Applications:</table> <table border='1'> <thead id='__annotation__tableheader_9'> <tr id='__annotation__rowinterval_9'> <th>Tenure Applications:</table> <table border='1'> <thead id='__annotation__tableheader_10'> <tr id='__annotation__rowinterval_10'> <th>Tenure Applications:</table> <table border='1'> <thead id='__annotation__tableheader_11'> <tr id='__annotation__rowinterval_11'> <th>Tenure Applications:</table> <table border='1'> <thead id='__annotation__tableheader_12'> <tr id='__annotation__rowinterval_12'> <th>Tenure Applications:</table> <table border='1'> <thead id='__annotation__tableheader_13'> <tr id='__annotation__rowinterval_13'> <th>Tenure Applications:</table> <table border='1'> <thead id='__annotation__tableheader_14'> <tr id='__annotation__rowinterval_14'> <th>Tenure Applications:</table> <table border='1'> <thead id='__annotation__tableheader_15'> <tr id='__annotation__rowinterval_15'> <th>Tenure Applications:</table> <table border='1'> <thead id='__annotation__tableheader_16'> <tr id='__annotation__rowinterval_16'> <th>Tenure Applications:</table> <table border='1'> <thead id='__annotation__tableheader_17'> <tr id='__annotation__rowinterval_17'> <th>Tenure Applications:</table> <table border='1'> <thead id='__annotation__tableheader_18'> <tr id='__annotation__rowinterval_18'> <th>Tenure Applications:</table> <table border='1'> <thead id='__annotation__tableheader_19'> <tr id='__annotation__rowinterval_19'> <th>Tenure Applications:</table> <table border='1'> <thead id='__annotation__tableheader_20'> <tr id='__annotation__rowinterval_20'> <th>Tenure Applications:</table> <table border='1'> <thead id='__annotation__tableheader_21'> <tr id='__annotation__rowinterval_21'> <th>Tenure Applications:</table> <table border='1'> <thead id='__annotation__tableheader_22'> <tr id='__annotation__rowinterval_22'> <th>Tenure Applications:</table> <table border='1'> <thead id='__annotation__ <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications:</table> <table border=' <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications:</table> <table border= <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>Tenure Applications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>TenureApplications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>TenureApplications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>TenureApplications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>TenureApplications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>TenureApplications: <img>Aerial view of Elgin showing the location of the proposed development.</img>C <th>TenureApplications: <img>Aerial view ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>170</td> </tr> <tr> <td>SITE REF:</td> <td>M/EL/R/088</td> </tr> <tr> <td>Supply Type:</td> <td>Constrained</td> </tr> <tr> <td>LOCATION:</td> <td>Barmuckity</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☐ Constraint Type: Programming Constraint Notes: Established Land: 2017 Dispute: Owner: Robertson Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: 2017 Windfall: Yes Developer: Springfield Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion Units Not Built</td> <td>Total Units 170 Effective Land</td> <td>Constrained Land 170</td> </tr> </thead> <tbody> <tr> <td></td> <td>170</td> <td>0</td> <td></td> </tr> <tr><td colspan="4">Extra Information:</td></tr><tr><td>Easting:</td><td>324048</td><td>Northing:</td><td>861924</td></tr><tr><td>Primary School:</td><td>Linkwood</td><td>Ward:</td><td>Fochabers Lhanbryde</td></tr><tr><td>Secondary School:</td><td>Split</td><td>Area (Ha):</td><td>13.18</td></tr></tbody></table> Tenure: <table> <thead> <tr> <td>Tenure Type</td> <td>Units</td> </tr> </thead> Planning Applications: <table border="1"> <thead> <tr style="background-color: #cccccc;"> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <table border="1"> <thead style="background-color: #cccccc;"> <tr style="background-color: #cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/>Project Name: ELGIN<br/>Location: Barmuckity, Moray<br/>Client: Robertson<br/>Developer: Robertson<br/>Purpose of Application: To provide housing for the local community<br/>Type of Development: Residential<br/>Number of Units: 170<br/>Estimated Completion Date: 2019<br/>Site Description: Site is located on agricultural land adjacent to existing residential development. The site is approximately 3.5 hectares in size and is bounded by the A95 road to the north, the River Lossie to the south and the existing residential development to the east.</th> <table border="1"> <thead style="background-color: #cccccc;"> <tr style="background-color: #cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/>Project Name: ELGIN<br/>Location: Barmuckity, Moray<br/>Client: Robertson<br/>Developer: Robertson<br/>Purpose of Application: To provide housing for the local community<br/>Type of Development: Residential<br/>Number of Units: 170<br/>Estimated Completion Date: 2019<br/>Site Description: Site is located on agricultural land adjacent to existing residential development. The site is approximately 3.5 hectares in size and is bounded by the A95 road to the north, the River Lossie to the south and the existing residential development to the east.</th> <table border="1"> <thead style="background-color: #cccccc;"> <tr style="background-color: #cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/>Project Name: ELGIN<br/>Location: Barmuckity, Moray<br/>Client: Robertson<br/>Developer: Robertson<br/>Purpose of Application: To provide housing for the local community<br/>Type of Development: Residential<br/>Number of Units: 170<br/>Estimated Completion Date: 2019<br/>Site Description: Site is located on agricultural land adjacent to existing residential development. The site is approximately 3.5 hectares in size and is bounded by the A95 road to the north, the River Lossie to the south and the existing residential development to the east.</th> <table border="1"> <thead style="background-color: #cccccc;"> <tr style="background-color: #cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/>Project Name: ELGIN<br/>Location: Barmuckity, Moray<br/>Client: Robertson<br/>Developer: Robertson<br/>Purpose of Application: To provide housing for the local community<br/>Type of Development: Residential<br/>Number of Units: 170<br/>Estimated Completion Date: 2019<br/>Site Description: Site is located on agricultural land adjacent to existing residential development. The site is approximately 3.5 hectares in size and is bounded by the A95 road to the north, the River Lossie to the south and the existing residential development to the east.</th> <table border="1"> <thead style="background-color: #cccccc;"> <tr style="background-color: #cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/>Project Name: ELGIN<br/>Location: Barmuckity, Moray<br/>Client: Robertson<br/>Developer: Robertson<br/>Purpose of Application: To provide housing for the local community<br/>Type of Development: Residential<br/>Number of Units: 170<br/>Estimated Completion Date: 2019<br/>Site Description: Site is located on agricultural land adjacent to existing residential development. The site is approximately 3.5 hectares in size and is bounded by the A95 road to the north, the River Lossie to the south and the existing residential development to the east.</th> <table border="1"> <thead style="background-color: #cccccc;"> <tr style="background-color: #cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/>Project Name: ELGIN<br/>Location: Barmuckity, Moray<br/>Client: Robertson<br/>Developer: Robertson<br/>Purpose of Application: To provide housing for the local community<br/>Type of Development: Residential<br/>Number of Units: 170<br/>Estimated Completion Date: 2019<br/>Site Description: Site is located on agricultural land adjacent to existing residential development. The site is approximately 3.5 hectares in size and is bounded by the A95 road to the north, the River Lossie to the south and the existing residential development to the east.</th> <table border="1"> <thead style="background-color: #cccccc;"> <tr style="background-color: #cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/>Project Name: ELGIN<br/>Location: Barmuckity, Moray<br/>Client: Robertson<br/>Developer: Robertson<br/>Purpose of Application: To provide housing for the local community<br/>Type of Development: Residential<br/>Number of Units: 170<br/>Estimated Completion Date: 2019<br/>Site Description: Site is located on agricultural land adjacent to existing residential development. The site is approximately 3.5 hectares in size and is bounded by the A95 road to the north, the River Lossie to the south and the existing residential development to the east.</th> <table border="1"> <thead style="background-color:#cccccc;"> <tr style="background-color:#cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/><br/></th> <table border="1"> <thead style="background-color:#cccccc;"> <tr style="background-color:#cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/><br/></th> <table border="1"> <thead style="background-color:#cccccc;"> <tr style="background-color:#cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/><br/></th> <table border="1"> <thead style="background-color:#cccccc;"> <tr style="background-color:#cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/><br/></th> <table border="1"> <thead style="background-color:#cccccc;"> <tr style="background-color:#cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/><br/></th> <table border="1"> <thead style="background-color:#cccccc;"> <tr style="background-color:#cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/><br/></th> <table border="1"> <thead style="background-color:#cccccc;"> <tr style="background-color:#cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/><br/></th> <table border="1"> <thead style="background-color:#cccccc;"> <tr style="background-color:#cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/><br/></th> <table border="1"> <thead style="background-color:#cccccc;"> <tr style="background-color:#cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/><br/></th> <table border="1"> <thead style="background-color:#cccccc;"> <tr style="background-color:#cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/><br/></th> <table border="1"> <thead style="background-color:#cccccc;"> <tr style="background-color:#cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/><br/></th> <table border="1"> <thead style="background-color:#cccccc;"> <tr style="background-color:#cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/><br/></th> <table border="1"> <thead style="background-color:#cccccc;"> <tr style="background-color:#cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/><br/></th> <table border="1"> <thead style="background-color:#cccccc;"> <tr style="background-color:#cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/><br/></th> <table border="1"> <thead style="background-color:#cccccc;"> <tr style="background-color:#cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/><br/></th> <table border="1"> <thead style="background-color:#cccccc;"> <tr style="background-color:#cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/><br/></th> <table border="1"> <thead style="background-color:#cccccc;"> <tr style="background-color:#cccccc;"> <th>Description of Application Details (e.g., Project Name, Location, etc.)<br/><br/></th> <table border="1"> <thead style="background-color:#cccccc;"> <tr style="background-color:#cccccc;"> ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Planning:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Planning Consent:</td> <td>Detail</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Adopted Local Plan:</td> <td>☐</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Constraint Type:</td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br>Land Use Type:</table> <table style="width: 100%; border-collapse: collapse;"> <tr style="background-color: #cccccc;"> <th>LPR:</th> <th>R7</th> </tr> <tr style="background-color: #cccccc;"> <th>SITE REF:</th> <th>M/EL/R/090</th> </tr> <tr style="background-color: #cccccc;"> <th>SUPPLY TYPE:</th> <th>Effective</th> ``` <th>LOCATION:</th> <th>Duncanshill (part of R7 in 2015 LDP)</th> ``` </tr> <tr style="background-color: #cccccc;"> <th>CAPACITY:</th> ``` <table style="width: 100%; border-collapse: collapse;"> <tr style="background-color: #cccccc;"> <th>PROJECTED 5YR COMPLETION</th> <th>TOTAL UNITS</th> <th>Total Units</th> <th>17</th> </tr> <tr style="background-color: #cccccc;"> <th>UNITS NOT BUILT</th> <th>EFFECTIVE LAND</th> <th>EFFECTIVE LAND</th> <th>7</th> </tr> <tr style="background-color: #cccccc;"> <th>EFFECTIVE LAND</th> <th>EFFECTIVE LAND</th> <th>EFFECTIVE LAND</th> <th>7</th> </tr> <tr style="background-color: #cccccc;"> <th>CONSTRAINED LAND</th> <table style="width: 100%; border-collapse: collapse;"> <tr style="background-color: #cccccc;"> <th>NORTHING:</th> <th>NORTHING:</th> <th>NORTHING:</th> <th>860886</th> </tr> <tr style="background-color: #cccccc;"> <th>PASTORAL SCHOOL:</th> <table style="width: 100%; border-collapse: collapse;"> <tr style="background-color: #cccccc;"> <th>PASTORAL SCHOOL:</th> <table style="width: 100%; border-collapse: collapse;"> <tr style="background-color: #cccccc;"> <th>PASTORAL SCHOOL:</th> <table style="width: 100%; border-collapse: collapse;"> <tr style="background-color: #cccccc;"> <th>PASTORAL SCHOOL:</th> <table style="width: 100%; border-collapse: collapse;"> <tr style="background-color: #cccccc;"> <th>PASTORAL SCHOOL:</th> <table style="width: 100%; border-collapse: collapse;"> <tr style="background-color: #cccccc;"> <th>PASTORAL SCHOOL:</th> table style="width: 100%; border-collapse: collapse;"> <tr style="background-color: #cccccc;"> <th>PASTORAL SCHOOL:</th> table style="width: 100%; border-collapse: collapse;"> <tr style="background-color: #cccccc;"> <th>PASTORAL SCHOOL:</th> table style="width: 100%; border-collapse: collapse;"> <tr style="background-color: #cccccc;"> <th>PASTORAL SCHOOL:</th> table style="width: 100%; border-collapse: collapse;"> <tr style="background-color: #cccccc;"> <th>PASTORAL SCHOOL:</th> table style="width: 100%; border-collapse: collapse;"> <tr style="background-color: #cccccc;"> <th>PASTORAL SCHOOL:</th> table style="width: 100%; border-collapse: collapse;"> <tr style="background-color: #cccccc;"> <th>PASTORAL SCHOOL:</th> table style="width: 100%; border-collapse: collapse;"> <tr style="background-color: #cccccc;"> <th>PASTORAL SCHOOL:</th> table style="width: 100%; border-collapse: collapse;"> </tr> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table> </table?> .<watermark>GCH GLADES CHURCHES GLENHEAD COUNCIL AREA PLOT OF LAND FOR SALE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFERS AFTER THIS DATE. NO OFFER ``` ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>14</page_number></td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/EL/R/092</td> </tr> <tr> <td>SUPPLY TYPE:</td> <td colspan="11">Constrained</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">Former Jailhouse</td> </tr> <tr> <td>CAPACITY:</td> <td colspan="3"></td> <td colspan="3">PROJECTED SYR COMPLETION</td> <td colspan="3">TOTAL UNITS</td> <td colspan="3"><page_number>14</page_number></td> </tr> <tr> <td>UNITS NOT BUILT</td> <td colspan="3"></td> <td colspan="3">EFFECTIVE LAND</td> <td colspan="3">CONSTRAINED LAND</td> <td colspan="3"><page_number>14</page_number></td> </tr> <tr> <td></td> <td colspan="3"></td> <td colspan="3">14</td> <td colspan="3">0</td> <td colspan="3"></td> </tr> Planning: Planning Consent: Detail Adopted Local Plan: ☐ Constraint Type: Physical Constraint Notes: Established Land: 2018 Dispute: Agreed Owner: Green/Brown: Brown House Programme: ☐ Land Use Type: Commercial Effective Land: 2018 Windfall: Yes Developer: Extra Information: Easting: 321534 Northing: 862779 Primary School: Elgin West End Ward: Elgin City South Secondary School Elgin Academy Area (Ha): 0.06 Tenure: Tenure Type Units Planning Applications: <table border="1"> <thead> <tr> <td>APPLICATION</th><th>UNITS</th><th>Type<th>DECISION<th>DECISION DATE<th>Aff Type<th>NOTES </tr></thead><tbody><tr><th>APPLICATION<th>UNITS<th>Type<th>DECISION<th>DECISION DATE<th>Aff Type<th>NOTES <tr><th>17/00963<th>14<th>Full<th>Approved<th>01/03/2018<th></th>cru nightclub to 14 serviced apartments, ski hotel and six bed<br/> </tr></tbody></table> <img>A satellite image showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> <img>A map showing a residential area with red outlines highlighting specific areas.</img> /img ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><strong>10</strong></td> </tr> </tbody> </table> LPR: OPP7/15 Supply Type: Effective SITE REF: M/ELR/093 LOCATION: Bibbolhall, the Firs Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td><strong>10</strong></td> <td><strong>10</strong></td> </tr> <tr> <td>Effective Land</td> <td><strong>10</strong></td> <td><strong>0</strong></td> </tr> <tr> <td>Constrained Land</td> <td></td> <td></td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☐ House Programme: ☐ Land Use Type: Commercial Constraint Notes: Established Land: 2019 Dispute: Agreed Windfall: No Owner: Moray Council Green/Brown: Brown Effective Land: 2019 Developer: Moray Council Extra Information: Easting: 320690 Northing: 862022 Primary School: Greenwards Ward: Elgin City South Secondary School Elgin High School Area (Ha): 0.41 Tenure: Tenure Type Units Affordable Units 10 Planning Applications: <table border="1"> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> </tbody> </table> <img>Aerial view of a residential area with a red outline highlighting a specific plot of land.</img> © Greenworks 2019. All rights reserved. Moray Council. ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>OPP6</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>SUPPLY TYPE:</th><th>Effective<th>SITE REF:</th><th>M/EL/R/094<th>LOCATION:</th><th>Former Spynie Hospital, Duffus Road<th>Total Units<th>50<th>Total Units<th>50<th>Constrained Land<th>0 </tr> Planning: Planning Consent: None Adopted Local Plan: ☐ Constraint Type: Established Land: 2019 Dispute: Agreed Owner: Moray Council Green/Brown: Brown House Programme: ☐ Land Use Type: Commercial Constraint Notes: Effective Land: 2019 Windfall: No Developer: Moray Council Capacity: Units Not Built: 50 Projected 5yr Completion: 50 Effective Land: 50 Extra Information: Easting: 3206B8 Northing: 863935 Primary School: Bishopmill Ward: Elgin City North Secondary School Elgin Academy Area (Ha): 3.79 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr><th>Application<th>Units<th>Type<th>Decision<th>Decision Date<th>Aff Type<th>Notes<th>Description<th>Date<th>Status<th>Note </tr> </thead> <tbody> <img>Aerial view of a residential area with a large red outline marking a plot of land. The plot is surrounded by greenery and other buildings. A hospital building is visible in the background.</img> \<page_number>55\</page_number> <watermark>HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITAL HOSPITA ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>12</page_number></td> </tr> </tbody> </table> LPR: \_\_\_\_\_\_\_\_\_\_\_\_ Supply Type: Effective SITE REF: M/EL/R/095 LOCATION: Former Bishopmill House Capacity: <table> <thead> <tr> <th></th> <th>Projected 5yr Completion</th> <th>Total Units</th> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>12</td> <td>12</td> </tr> <tr> <td>Effective Land</td> <td>12</td> <td>Constrained Land</td> </tr> <tr> <td></td> <td></td> <td>0</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☐ Constraint Type: ☐ Constraint Notes: ☐ Established Land: 2019 Dispute: Agreed Owner: Cairn Housing Association Green/Brown: Brown House Programme: ☐ Land Use Type: Community Effective Land: 2019 Windfall: Yes Developer: Extra Information: Easting: 321402 Northing: 863939 Primary School: Bishopmill Ward: Elgin City North Secondary School Elgin Academy Area (Ha): 0.44 Tenure: Tenure Type Units Affordable Units 12 Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody></tbody> </table> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> <img>Bishopmill area map with red outline highlighting the site.</img> ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">15/R9</td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/ELR/15/09</td> </tr> <tr> <td>SUPPLY TYPE:</td> <td colspan="11">Effective</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">Driving Range site</td> </tr> <tr> <td>CAPACITY:</td> <td colspan="3">PROJECTED 5YR COMPLETION</td> <td colspan="3">TOTAL UNITS</td> <td colspan="3">132</td> </tr> <tr> <td>UNITS NOT BUILT</td> <td colspan="3">122</td> <td colspan="3">EFFECTIVE LAND</td> <td colspan="3">122</td> </tr> <tr> <td></td> <td colspan="3"></td> <td colspan="3">CONSTRAINED LAND</td> <td colspan="3">0</td> </tr> <tr><th>PLANNING:</th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr><tr><th>PLANNING CONSENT:</th><th>NONE</th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr><tr><th>ADOPTED LOCAL PLAN:</th><th>☑️</th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr><tr><th>CONSTRAINT TYPE:</th><table border="0"><tbody><tr class='header_bottom_margin'><td colspan='7'></td></tr><tr class='annotation_item'><td style='display:none;'>Constraint Type:</td><td style='display:none;'>☐ Green/Brown: Green House Programme: ☐ Land Use Type: Privately or publicly owned open</table></tr><tr><table border="0"><tbody><tr class='annotation_field_description'><td style='display:none;'>Established Land:</table></tr><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><table border="0"><tbody><tr class='annotation_field_description'><div style='position:absolute;top:5px;left:5px;width:5px;height:5px;border:1px solid red;'></div>                                                        </div> <div style='position:absolute;top:5px;left:5px;width:5px;height:5px;border:1px solid red;'></div> <div style='position:absolute;top:5px;left:5px;width:5px;height:5px;border:1px solid red;'></div> <div style='position:absolute;top:5px;left:5px;width:5px;height:5px;border:1px solid red;'></div> <div style='position:absolute;top:5px;left:5px;width:5px;height:5px;border:1px solid red;'></div> <div style='position:absolute;top:5px;left:5px;width:5px;height:5px;border:1px solid red;'></div> <div style='position:absolute;top:5px;left:5px;width:5px;height:5px;border:1px solid red;'></div> <div style='position:absolute;top:5px;left:5px;width:5px;height:5px;border:1px solid red;'></div> <div style='position:absolute;top:5px;left:5px;width:5px;height:5px;border:1px solid red;'></div> <div style='position:absolute;top:5px;left:5px;width:5px;height:5px;border:1px solid red;'></div> <div style='position:absolute;top:5px;left:5px;width:5px;height:5px;border:1px solid red;'></div> <div style='position:absolute;top:5px;left:5px;width:5px;height:5px;border:1px solid red;'></div> <div style='position:absolute;top:5px;left:5px;width:5px;height:5px;border:1px solid red;'></div> <div style='position:absolute;top:5px;left:5px;width:5px;height:5px;border:1px solid red;'></div> <div style='position:absolute;top:5px;left:5px;width:5px;height:5 px;border:red;solid;red; width=width;height=height;'>41a<br/>STAGE<br/>GREEN<br/></div><br><br/></p> <div style='position:absolute;top:-48%;left:-48%;width:auto;height:auto;display:block;padding-top:.7em;padding-bottom:.7em;padding-left:.7em;padding-right:.7em;text-align:center;font-size:.8em;line-height:.8em;margin-top:-.7em;margin-bottom:-.7em;margin-left:-.7em;margin-right:-.7em;'>© Copyright Moray Council (Moray Council) (C) Moray Council (Moray Council) (C)</p> <p id=planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-planning-land-use-plannin... ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">15/R10</td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/E/L/R/15/10</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Effective</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">Linkwood Steading</td> </tr> <tr> <td>Capacity:</td> <td colspan="3">Projected 5yr Completion</td> <td colspan="3">Total Units</td> <td colspan="3">113</td> </tr> <tr> <td>Units Not Built:</td> <td colspan="3">7 Effective Land</td> <td colspan="3">Constrained Land</td> <td colspan="3">0</td> </tr> <tr> <td>Extra Information:</td> <td colspan="3"></td> <td colspan="3"></td> <td colspan="3"></td> </tr> <tr> <td>Easting:</td><td></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><td colspan="3" style="text-align:center;">Northing: </td><td colspan="3" style="text-align:center;">861566</td> </tr> <tr> <td>Primary School:</td><td colspan="3">Linkwood</td><td colspan="3"></td><td colspan="3"></<td><td colspan="3"></<td><td colspan="3"></<td colspan="3"></td><td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></<td colspan="3"></tbody> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Constraint Notes: Established Land: 2015 Dispute: Owner: Springfield Properties Green/Brown: Brown House Programme: ☐ Land Use Type: Agricultural Building Effective Land: 2015 Windfall: No Developer: Springfield Properties Tenure: Tenure Type Units Planning Applications: <table id='planning-applications'> <thead id='planning-applications-header'> <tr id='planning-applications-header-row'> <th rowspan='2'>Application<br>(e.g. AP/16/01815)</th> <th rowspan='2'>Units</th> <th rowspan='2'>Type<br>(e.g. Full)</th> <th rowspan='2'>Decision<br>(e.g. Approved)</th> <th rowspan='2'>Decision Date<br>(e.g. 06/06/2017)</th> <th rowspan='2'>Aff Type<br>(e.g. 5)</th> <th rowspan='2'>Notes<br>(e.g. redex existing for 7 new dwellings)</th> </tr> <tbody id='planning-applications-body'> <tr id='planning-applications-body-row-1' class='odd'> <td>16/01815/AP<br>15/02032</td> <td>7<br>106</td> <td>Full<br>Full</td> <td>Approved<br>Approved</td> <td>06/06/2017<br>09/11/2018</td> <td>5<br>5</td> <td>redex existing for 7 new dwellings<br>Jan/17 groundwork, buildings removed.</td> </tr> <tr id='planning-applications-body-row-2' class='even'> <td style='padding-left:4em;'>emv<br>Dundee Distillery<br>Linkwood Steading<br>Dundee Distillery</br></br style='color:red;'>emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distillery emv Linkwood Steading Distery emv Linkwood Steading Distillery emv Linkwood Steading Distery emv Linkwood Steading Distillery emv Linkwood Steading Distery emv Linkwood Steading Distery emv Linkwood Steading Distery emv Linkwood Steading Distery emv Linkwood Steading Distery emv Linkwood Steading Distery emv Linkwood Steading Distery emv Linkwood Steading Distery emv Linkwood Steading Distery emv Linkwood Steading Distery emv Linkwood Steading Distery emv Linkwood Steading Distery emv Linkwood Steading Distery emv Linkwood Steading Distery emv Linkwood Steading Distery emv Linkword ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td></td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">15/R12</td> <td>SITE REF:</td> <td>M/EL/R/15/12</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Effective</td> <td>LOCATION:</td> <td>Knockmastling Wood</td> </tr> <tr> <td colspan="13"></td> <td></td> <td></td> </tr> <tr> <td colspan="13">Capacity:</td> <td>Total Units</td> <td>85</td> </tr> <tr> <td colspan="13">Units Not Built</td> <td>Effective Land</td> <td>85</td> <td>Constrained Land</td> <td>0</td> </tr> <tr> <td colspan="13">Projected 5yr Completion</td> <td></td> <td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/></tr> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Effective 5yr+ Constraint Notes: WLR Established Land: 2015 Dispute: Owner: Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: 2015 Windfall: No Developer: Scotia Homes Extra Information: Easting: 320540 Northing: 861886 Primary School: Greenwards Ward: Elgin City South Secondary School Elgin High School Area (Ha): 5.39 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>15/01330</td> <td>1</td> <td>Full</td> <td>Refused</td> <td>29/09/2015</td> <td></td> <td>Refuse on review by LRB in January 2016</td> </tr> <tr> <td>05/00758</td> <td>80</td> <td>Full</td> <td>Withdrawn</td> <td></td> <td></td> <td>Masterplan in preparation</td> </tr> </tbody> </table> <img>Aerial view of a rural area with a large red outlined area indicating a proposed development site. The surrounding area includes fields, houses, and roads.</img> © Crown copyright © 2019 1056/23472 The Moray Council ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">15/R13</td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/EL/R/15/13</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Effective</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">Hamilton Drive</td> </tr> <tr> <td>Capacity:</td> <td colspan="3">Projected 5yr Completion</td> <td colspan="3">Total Units</td> <td colspan="3">20</td> </tr> <tr> <td></td> <td>Units Not Built</td> <td>20</td> <td>Effective Land</td> <td>20</td> <td></td> <td></td> <td></td> <td></td> <td></td><br/> <table border="1"> <thead> <tr><th colspan="3">Extra Information:</th><th colspan="3"></th></tr> </thead> <tbody> <tr><th>Easting:</th><th>320812</th><th>Northing:</th><th colspan="3">863708</th></tr><tr><th>Primary School:</th><th>Bishopmill</th><th>Ward:</th><th colspan="3">Elgin City North</th></tr><tr><th>Secondary School:</th><th>Elgin Academy</th><th></th><th colspan="3"></th></tr><tr><th>Area (Ha):</th><th colspan="3">1.18</th></tr></tbody></table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Constraint Notes: Established Land: 2015 Dispute: Owner: The Moray Council Green/Brown: Brown House Programme: ☐ Land Use Type: Public building Effective Land: 2015 Windfall: No Developer: Morlich Homes Tenure: Tenure Type Units Planning Applications: <table border="1"> <thead> <tr><th>Application</th><th>Units</th><th>Type</th><th>Decision</th><th>Decision Date</th><th>Aff Type</th><th>Notes</th></tr> </thead> <tbody> <tr><td>Pending</td><td></td><td></td><td>Pending</td><td></td><td></td><td></td></tr> <tr><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr> <tr><td></td><td></td><td></td><td></td><td></ td<td></ td>< td></ td></tr> <tr>< td></ td>< td></ td>< td></ td>< td></ td>< td></ td>< td></ td>< td></ td></tr> <img>A map showing a residential area with a red outline around a plot of land. The map includes streets, houses, and green spaces. The red outline highlights a specific area on the map.</img> \<page_number>58 Hotel Acad Weir Road Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South Elgin City North Elgin City South El gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin city north el gin city south el gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el Gin城北el Gin城南el G ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td></td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="13">15/R14</td> </tr> <tr> <td>SITE REF:</td> <td colspan="13">M/EL/R/15/14</td> </tr> <tr> <td>Supply Type:</td> <td colspan="13">Effective</td> </tr> <tr> <td>LOCATION:</td> <td colspan="13">Lesmurdie Fields</td> </tr> <tr> <td>Capacity:</td> <td colspan="6">Projected 5yr Completion</td> <td colspan="6">Total Units</td> </tr> <tr> <td></td> <td colspan="6">Units Not Built</td> <td colspan="6">70</td> </tr> <tr> <td></td> <td colspan="6">Effective Land</td> <td colspan="6">70</td> </tr> <tr> <td></td> <td colspan="6">Constrained Land</td> <td colspan="6"></td> </tr> <tr><th>Planning:</th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr><tr><th>Planning Consent:</th><th>None</th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr><tr><th>Adopted Local Plan:</th><th>☑</th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr><tr><th>Constraint Type:</th><table id='table_0'><thead><tr><thead scope='colgroup'><col style='text-align:center;'></col><col style='text-align:center;'></col></thead><tbody id='table_0_body'><tr class='header_bottom_margin'><thead scope='row'><col style='text-align:center;'></col><col style='text-align:center;'></col></thead><tbody id='table_0_body_row'><tr class='annotation_item'><td style='text-align:center;'>Effective 5yr+</td><td style='text-align:center;'></td></tr></tbody></table> </tr><tr><table id='table_0'><thead id='__annotation__rowinterval_0'><tr class='annotation_header'><thead scope='colgroup'><col style='text-align:left;'></col></thead><tbody id='__annotation__rowinterval_0_body' class='annotation_data'><tr class='annotation_item'><td style='text-align:left;'>Constraint Notes:</td><td style='text-align:left;'></td></tr></tbody></table> </tr><tr><table id='table_0'><thead id='__annotation__rowinterval_1'><tr class='annotation_header'><thead scope='colgroup'><col style='text-align:left;'></col></thead><tbody id='__annotation__rowinterval_1_body' class='annotation_data'><tr class='annotation_item'><td style='text-align:left;'>Established Land:</td><td style='text-align:left;'>2015</td></tr></tbody></table> </tr><tr><table id='table_0'><thead id='__annotation__rowinterval_2'><tr class='annotation_header'><thead scope='colgroup'><col style='text-align:left;'></col></thead><tbody id='__annotation__rowinterval_2_body' class='annotation_data'><tr class='annotation_item'><td style='text-align:left;'>Dispute:</td><td style='text-align:left;'>No</td></tr></tbody></table> </tr><tr><table id='table_0'><thead id='__annotation__rowinterval_3'><tr class='annotation_header'><thead scope='colgroup'><col style='text-align:left;'></col></thead><tbody id='__annotation__rowinterval_3_body' class='annotation_data'><tr class='annotation_item'><td style='text-align:left;'>Owner:</td><td style='text-align:left;'>Robertsons</td></tr></tbody></table> </tr>', 'Green/Brown: Green<br>' 'House Programme: ☐<br>' 'Land Use Type: Agricultural Land<br>' 'Effective Land: 2015<br>' 'Windfall: No<br>' 'Developer: Robertsons', 'Capacity: Projected 5yr Completion<br>' 'Units Not Built: 70<br>' 'Effective Land: 70<br>' 'Constrained Land: ', 'Extra Information:<br>' 'Easting: 322746<br>' 'Northing: 863777<br>' 'Primary School: Seafield<br>' 'Ward: Fochabers Lhanbryde<br>' 'Secondary School Elgin Academy<br>' 'Area (Ha): 5.9', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '' ) Tenure: Tenure Type Units Planning Applications: <table id="planning_applications"> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>20,24,29,33 build out<br/></TD> <td>Robertsons indicate<br>...</br/> ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>1800</td> </tr> </tbody> </table> LPR: 15/LONG NE Supply Type: Constrained SITE REF: M/EL/R/15/LNE LOCATION: LONG NE Capacity: <table> <thead> <tr> <th colspan="2">Projected 5yr Completion</th> <th>Total Units</th> </tr> <tr> <th>Units Not Built</th> <th>Effective Land</th> <th>Constrained Land</th> </tr> </thead> <tbody> <tr> <td>1800</td> <td>0</td> <td>1800</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Programming Constraint Notes: Programming, ownership, LONG Established Land: 2015 Dispute: Owner: Pitgavenny Estate Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Extra Information: Easting: 322639 Northing: 864449 Primary School: Seafield Ward: Fochabers Lhanbryde Secondary School Elgin Academy Area (Ha): 110 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody><tr><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr></tbody> <tfoot><tr><td colspan="7"></tr></tfoot> </table> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "ELGIN" written on it.</img> <img>Aerial view of Elgin with a red outline highlighting the area labeled "ELGIN". The outline includes a small red square with "ELGIN" written on it.</img> <img>A map showing the location of Elgin within Moray. The map highlights the area labeled "ELGIN" and includes a small red square with "El gin' ELGIN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>25</td> <td>25</td> <td>25</td> <td>25</td> <td>25</td> <td>2375</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="16">15/LONG</td> </tr> <tr> <td>SITE REF:</td> <td colspan="16">M/EL/R/15/LS</td> </tr> <tr> <td>Supply Type:</td> <td colspan="16">Part Constrained</td> </tr> <tr> <td>LOCATION:</td> <td colspan="16">South LONG</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Programming Constraint Notes: LONG Established Land: 2015 Dispute: Owner: Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Springfield Properties Capacity: Units Not Built: 2500 Projected 5yr Completion: 125 Effective Land: 870 Constrained Land: 1630 Extra Information: Easting: 323050 Northing: 860700 Primary School: Split Ward: Fochabers Lhanbryde Secondary School Split Area (Ha): 178.61 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application Date</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody> <tr> <td>16/01/244</td> <td>870</td> <td>Full</td> <td>Approved</td> <td>10/05/2018</td> <td></td> <td></td> </tr> </tbody> </table> <img>Aerial view of land with red outlines marking areas. Text on image includes "reich", "Brimle", "Distillery", "House of Bermudity". A map legend shows "A" for Aberlour distillery, "B" for Broomhill, "C" for Caledonian, "D" for Dufftown, "E" for Elgin, "F" for Fochabers, "G" for Glenlivet, "H" for Huntly, "I" for Inverurie, "J" for Jedburgh, "K" for Keith, "L" for Lossiemouth, "M" for Monymusk, "N" for Nairn, "O" for Oldmeldrum, "P" for Peterculter, "Q" for Queensferry, "R" for Rosemarkie, "S" for Strathdon, "T" for Turriff, "U" for Uddingston.</img> Copyright 2019. OS data © Crown copyright and database rights. All rights reserved. The Moray Council Housing Land Audit 2019 FINDHORN* Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>Planning:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Planning Consent:</td> <td>Outline</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Adopted Local Plan:</th><th style="text-align: center;">☑</th><th style="text-align: center;"></th><th style="text-align: center;"></th><th style="text-align: center;"></th><th style="text-align: center;"></th><th style="text-align: center;"></th><th style="text-align: center;"></th><th style="text-align: center;"></th><th style="text-align: center;"></th><th style="text-align: center;"></th><th style="text-align: center;"></th><th style="text-align: center;"></th><th style="text-align: center;"></th> </tr> <tr> <td>Constraint Type:</th><th style="text-align: left;">Green/Brown:</th><th style="text-align: left;">House Programme:</th><th style="text-align: left;">Land Use Type:</th><th style="text-align: left;">Dereict, vacant, backland etc.</th><th style="text-align: left;"></th><th style="text-align: left;"></th><th style="text-align: left;"></th><th style="text-align: left;"></th><th style="text-align: left;"></th><th style="text-align: left;"></th><th style="text-align: left;"></th><th style="text-align: left;"></th><th style="text-align: left;"></th> </tr> <tr> <td>Established Land:</th><th style="text-align: right;">2003</th><th style="text-align: right;"></th><th style="text-align: right;"></th><th style="text-align: right;"></th><th style="text-align: right;"></th><th style="text-align: right;"></th><th style="text-align: right;"></th><th style="text-align: right;"></th><th style="text-align: right;"></th><th style="text-align: right;"></th><th style="text-align: right;"></th><th style="text-align: right;"></th><th style="text-align: right;"></th> </tr> <tr> <td>Dispute:</th><th style="text-align: left;">Agreed</th><th style="text-align: left;"></th><th style="text-align: left;"></th><th style="text-align: left;"></th><th style="text-align: left;"></th><th style="text-align: left;"></th><th style="text-align: left;"></th><th style="text-align: left;"></th><th style="text-align: left;"></th><th style="text-align: left;"></th><th style="text-align: left;"></th><<th colspan='3'></table> <table id='table_0'> <tr id='table_0_row_0'> <span id='table_0_cell_0' class='table_column_other'>LPR:</span>               <span id='table_0_cell_1' class='table_column_other'>15/R2</span>               <span id='table_0_cell_2' class='table_column_other'></span>               <span id='table_0_cell_3' class='table_column_other'>SITE REF:</span>   <span id='table_0_cell_4' class='table_column_other'>M/FH/R/008</span>   </tr> <tr id='table_0_row_1'> <span id='table_0_cell_5' class='table_column_other'>Supply Type:</span>   <span id='table_0_cell_6' class='table_column_other'>Effective</span>   <span id='table_0_cell_7' class='table_column_other'></span>   <span id='table_0_cell_8' class='table_column_other'>LOCATION:</span>  <span id='table_0_cell_9' class='table_column_other'>FINDHORN DUNELANDS (PHASE 1)</span>  </tr> <tr id='table_0_row_2'> <span id='table_0_cell_10' class='table_column_other'>Capacity:</span>  <span id='table_0_cell_11' class='table_column_other'></span>  <span id='table_0_cell_12' class='table_column_other'></span>  <span id='table_0_cell_13' class='table_column_other'></span>  <span id='table_0_cell_14' class='table_column_other'></span>  <span id='table_0_cell_15' class='table_column_other'></span>  <span id='table_0_cell_16' class='table_column_other'></span>  <span id='table_0_cell_17' class='table_column_other'></span>  <span id='table_0_cell_18' class='table_column_other'></span>  </tr> <tr id='table_0_row_3'> <span id='table_0_cell_19' class='table_column_other'>Units Not Built:</span> <span id='table_0_cell_20' class='table_column_other'>2</span> <span id='table_0_cell_21' class='table_column_other'></span>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br> &&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& </tr> <tr id='table_0_row_4'> & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & </tr> ``` <!-- Extra Information --> <!-- Planning Applications --> <!-- Tenure --> <!-- Notes --> <!-- Aff Type --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> <!-- Decision Date --> ``` <table border=1 cellspacing=0 cellpadding=3> <tr align=center> <td colspan=7 rowspan=3 align=center> <table border=1 cellspacing=0 cellpadding=3> <tr align=center> <td colspan=7 rowspan=3 align=center> <table border=1 cellspacing=0 cellpadding=3> <tr align=center> <td colspan=7 rowspan=3 align=center> <table border=1 cellspacing=0 cellpadding=3> <tr align=center> <td colspan=7 rowspan=3 align=center> <table border=1 cellspacing=0 cellpadding=3> <tr align=center> <td colspan=7 rowspan=3 align=center> <table 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<th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope=rowalign <th scope)rowAlign() <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign()) <th scol(rowAlign())) <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <table border= <!-- End of table --> <div id=image_div alt="">Findhorn Dunelands.jpg</div> FINDHORN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">15/R1</td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/FH/R/009</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Effective</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">Heathneuk</td> </tr> <tr> <td>Capacity:</td> <td colspan="3">Projected 5yr Completion</td> <td colspan="3">Total Units</td> <td colspan="3">6</td> </tr> <tr> <td></td> <td>Units Not Built</td> <td colspan="3">Effective Land</td> <td colspan="3">Constrained Land</td> <td colspan="3">0</td> </tr> <tr> <td></td> <td>4</td> <td colspan="3">4</td> <td colspan="3"></td> <td colspan="3"></td> </tr> <tr><th colspan="13">Planning:</th></tr><tr><th colspan="13">Planning Consent: None</th></tr><tr><th colspan="13">Adopted Local Plan: ☑</th></tr><tr><th colspan="13">Constraint Type:</th></tr><tr><th colspan="13">Constraint Notes:</th></tr><tr><th colspan="13">Established Land: 2015</th></tr><tr><th colspan="13">Dispute: Agreed</th></tr><tr><th colspan="13">Owner:</th></tr><tr><th colspan="13">Green/Brown: Green</th></tr><tr><th colspan="13">House Programme: ☐</th></tr><tr><th colspan="13">Land Use Type:</th></tr><tr><th colspan="13">Effective Land: 2015</th></tr><tr><th colspan="13">Windfall: No</th></tr><tr><th colspan="13">Developer: sold off for plots</th></tr> <table style="width:50%; margin-left: auto; margin-right: auto;"> <thead> <tr style="background-color: #f0f0f0;"> <th>Extra Information:</th> <th></th> <th></th> </tr> </thead> <tbody style="background-color: #e0e0e0;"> <tr style="background-color: #f0f0f0;"> <td>Easting:</td> <td>304579</td> <td>Northing: </td> <td>863949</td> </tr> <tr style="background-color: #f0f0f0;"> <td>Primary School:</td> <td>Kinloss</td> <td>Ward:</td> <td>Forres</td> </tr> <tr style="background-color: #f0f0f0;"> <td>Secondary School:</td> <td>Forres Academy</td> <td></td> <td></td> </tr> <tr style="background-color: #f0f0f0;"> <td>Area (Ha): </td> <td></table style="text-align:right;">0.9 </tr> </tbody> </table> Tenure: <table style="width:50%; margin-left: auto; margin-right: auto;"> <thead style="background-color: #f0f0f0;"> <tr style="background-color: #e0e0e0;"> <th>Tenure Type</th> <th></th> <th></th> </tr> </thead> <tbody style="background-color: #e0e0e0;"> <tr style="background-color: #f0f0f0;"> <th>Tenure Type</th> <table style="width:50%; margin-left: auto; margin-right: auto;"> <thead style="background-color: #e0e0e0;"> <tr style="background-color: #dfeff7;"> <th></th> <th></th> <!-- Add headers for units --> </tr> </thead> <!-- Add rows for units --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> <!-- Example row --> <!-- Add more rows as needed --> FINDOCHTY The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><span style="font-size: large;">35</span></td> </tr> </tbody> </table> LPR: 15/R1 SITE REF: M/F/N/R/009 Supply Type: Constrained LOCATION: MORVEN CRESCENT SOUTH Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> <tr> <td>Units Not Built</td> <td>Effective Land</td> <td>Constrained Land</td> </tr> </thead> <tbody> <tr> <td>35</td> <td>0</td> <td>35</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Established Land: 2003 Dispute: Agreed Owner: Seafield Estate Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: 2003 Windfall: No Developer: Private Extra Information: Easting: 346362 Northing: 867676 Primary School: Findochty Ward: Buckie Secondary School Buckie High School Area (Ha): 2.82 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application ID</td> <td>Units</td> <td>Type</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody> <tr> <td>10/00419/SCN</td> <td></td> <td></td> <td>19/03/2010</td> <td></td> <td></td> </tr> </tbody> </table> <img>Findochty site plan showing the proposed development area.</img> © Crown copyright 2019. CTS 1005923472 The Moray Council. FINDOCHTY The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>20</page_number></td> </tr> </tbody> </table> LPR: 15/R2 SITE REF: M/F/N/R/07/02 Supply Type: Constrained LOCATION: WEST OF PRIMARY SCHOOL Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>20</td> <td>Effective Land</td> <td>0</td> </tr> <tr> <td></td> <td></td> <td>Constrained Land</td> <td>20</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: 75% of 009 to be complete Established Land: Dispute: Agreed Owner: Seafield Estate Green/Brown: Green House Programme: ☐ Land Use Type: Effective Land: Windfall: No Extra Information: Easting: 345847 Northing: 867474 Primary School: Findochty Ward: Buckie Secondary School Buckie High School Area (Ha): 2 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody></tbody> </table> <img>Findochty map showing the location of the site.</img> © Crown copyright 2019 OS © Crown copyright 2019 The Moray Council FOCHABERS The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td>15/R1</td> <td>SITE REF:</td> <td>M/FQ/R/07/01</td> </tr> <tr> <td>Supply Type:</td> <td>Effective</td> <td>LOCATION:</td> <td>Ordiguish Road</td> </tr> <tr> <td colspan="13">Capacity:</td> </tr> <tr> <td colspan="3">Planned Completion:</td> <td colspan="3">Projected 5yr Completion</td> <td colspan="3">Total Units</td> <td colspan="3">49</td> </tr> <tr> <td colspan="3">Units Not Built</td> <td colspan="3">Effective Land</td> <td colspan="3">Constrained Land</td> <td colspan="3">0</td> </tr> <tr> <td colspan="3">49</td> <td colspan="3">49</td><td colspan="3"></td><td colspan="3"></td> </tr> <tr> <td colspan="13">Extra Information:</td> </tr> <tr> <td>Easting:</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br/> <td>334366<br/> Primary School:</br/> Mine's<br/> Secondary School<br/> Milnes High School<br/> Area (Ha):<br/> 588015<br/> Ward:<br/> Fochabers Lhanbryde<br/> Area (Ha):<br/> 2.62<br/></br/> Windfall:</br/> No<br/> Developer:<br/> Bob Milton Properties<br/></br/> Established Land:</br/> Agreed<br/></br/> Dispute:</br/> None<br/></br/> Owner:</br/> Green/Brown: Green<br/></br/> House Programme:</br/> Land Use Type:</br/> Constraint Notes:</br/> Effective 5yr+<br/></br/> Planning Consent:</br/> None<br/></br/> Adopted Local Plan:</br/> ☑<br/></br/> Constraint Type:</br/> Effective<br/></br/> Planning Applications: <table border="1"> <thead> <tr> <th>Application Date</th> <th>Units</th> <th>Type</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>15/00244<br/>12/01577</TD><TD>49<br/>50</TD><TD>Full<br/>Outline</TD><TD>Approved<br/>Approved</TD><TD>Site cleared and early groundworks<br/>10/02/2014</TD><TD></TD> </tr> </tbody> </table> <img>Aerial view of a rural area with a large rectangular plot of land marked in red. The surrounding area includes houses, roads, and green spaces.</img> © Crown Copyright & 2019. OS. 10/02/2427. The Moray Council. <img>Aerial view of a rural area with a large rectangular plot of land marked in red. The surrounding area includes houses, roads, and green spaces.</img> Tenure: <table border="1"> <thead> <tr> <th>Tenure Type</th><th>Units</th> </tr> </thead> <table border="1"> <thead> <tr> <th>Tenure Type</th><th>Units</th> </tr> </thead> <table border="1"> <thead> <tr> <th>Tenure Type</th> <th>Units</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applicable)</th> <th>Tenure Type Description (if applicable)</th> <th>Units (if applica FOCHABERS The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><strong>50</strong></td> </tr> </tbody> </table> LPR: 15/R2 SITE REF: M/FQ/R/07/02 Supply Type: Constrained LOCATION: Ordiquish Road West Capacity: <table> <thead> <tr> <th></th> <th>Projected 5yr Completion</th> <th>Total Units</th> </tr> </thead> <tbody> <tr> <th>Units Not Built</th> <th><strong>50</strong></th> <th><strong>50</strong></th> </tr> <tr> <th>Effective Land</th> <th><strong>0</strong></th> <th><strong>Constrained Land</strong></th> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Ownership Constraint Notes: Established Land: 2008 Dispute: Agreed Owner: Developer: Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: 2015 Windfall: No Extra Information: Easting: 334241 Northing: 858099 Primary School: Milne's Ward: Fochabers Lhanbryde Secondary School Milnes High School Area (Ha): 2.2 Tenure: - Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody></tbody> </table> <img>Aerial view of a rural area with a red outline highlighting a rectangular field. The field is surrounded by green fields and trees. A small building is visible within the red outline.</img> Copyrights copyright ©2019 Moray Council - The Moray Council FOCHABERS The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><strong>100</strong></td> </tr> </tbody> </table> LPR: 15/LONG Supply Type: Constrained SITE REF: M/FOR/15/LG LOCATION: Ordiquish Road East Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> <td></td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>100</td> <td>Effective Land</td> <td>0</td> <td>Constrained Land</td> <td>100</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Programming Constraint Notes: LONG Established Land: 2015 Dispute: Owner: Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Extra Information: Easting: 334547 Northing: 857900 Primary School: Milne's Ward: Fochabers Lhanbryde Secondary School Milnes High School Area (Ha): 4.3 Tenure: <table> <thead> <tr> <td>Tenure Type</td> <td>Units</td> </tr> </thead> <tbody></tbody> </table> Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody></tbody> </table> <img>Fochabers site plan showing a large green area marked with red lines.</img> <watermark>Sch. 1 Sch. 2 Sch. 3 Sch. 4 Sch. 5 Sch. 6 Sch. 7 Sch. 8 Sch. 9 Sch. 10 Sch. 11 Sch. 12 Sch. 13 Sch. 14 Sch. 15 Sch. 16 Sch. 17 Sch. 18 Sch. 19 Sch. 20 Sch. 21 Sch. 22 Sch. 23 Sch. 24 Sch. 25 Sch. 26 Sch. 27 Sch. 28 Sch. 29 Sch. 30 Sch. 31 Sch. 32 Sch. 33 Sch. 34 Sch. 35 Sch. 36 Sch. 37 Sch. 38 Sch. 39 Sch. 40 Sch. 41 Sch. 42 Sch. 43 Sch. 44 Sch. 45 Sch. 46 Sch. 47 Sch. 48 Sch. 49 Sch. 50 Sch. 51 Sch. 52 Sch. 53 Sch. 54 Sch. 55 Sch. 56 Sch. 57 Sch. 58 Sch. 59 Sch. 60 Sch. 61 Sch. 62 Sch. 63 Sch. 64 Sch. 65 Sch. 66 Sch. 67 Sch. 68 Sch. 69 Sch. 70 Sch. 71 Sch. 72 Sch. 73 Sch. 74 Sch. 75 Sch. 76 Sch. 77 Sch. 78 Sch. 79 Sch. 80 Sch. 81 Sch. 82 Sch. 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Sch. <watermark>Moray Council Housing Land Audit - Fochabers - Site Plan - <signature>Peter Macdonald - Planning Officer - Moray Council - October, Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year - Date - Month - Year.</signature></watermark> <watermark>Moray Council Housing Land Audit Fochabers Site Plan October, <signature>Date, Month, Year, Date, Month, Year, Date, Month, Year, Date, Month, Year, Date, Month, Year, Date, Month, Year, Date, Month, Year, Date, Month, Year, Date, Month, Year, Date, Month, Year, Date, Month, Year, Date, Month, Year, Date, Month, Year, Date, Month, Year.</signature></watermark> <watermark>Moray Council Housing Land Audit Fochabers Site Plan October <signature>Date, Month, Year.</signature></watermark> <watermark>Moray Council Housing Land Audit Fochabers Site Plan October <signature>Date, Month, Year.</signature></watermark> <watermark>Moray Council Housing Land Audit Fochabers Site Plan October <signature>Date, Month, Year.</signature></watermark> <watermark>Moray Council Housing Land Audit Fochabers Site Plan October <signature>Date, Month, Year.</signature></watermark> <watermark>Moray Council Housing Land Audit Fochabers Site Plan October <signature>Date, Month, Year.</signature></watermark> <watermark>Moray Council Housing Land Audit Fochabers Site Plan October <signature>Date, Month, Year.</signature></watermark> <watermark>Moray Council Housing Land Audit Fochabers Site Plan October <signature>Date, Month, Year.</signature></watermark> <watermark>Moray Council Housing Land Audit Fochabers Site Plan October <signature>Date, Month, Year.</signature></watermark> <watermark>Moray Council Housing Land Audit Fochabers Site Plan October <signature>Date, Month, Year.</signature></watermark> <watermark>Moray Council Housing Land Audit Fochabers Site Plan October <signature>Date, Month, Year.</signature></watermark> <watermark>Moray Council Housing Land Audit Fochabers Site Plan October <signature>Date, Month, Year.</signature></watermark> <watermark>Moray Council Housing Land Audit Fochabers Site Plan October <signature>Date, Month, Year.</signature></watermark> <watermark>Moray Council Housing Land Audit Fochabers Site Plan October <signature>Date, Month, Year.</signature></watermark> <watermark>Moray Council Housing Land Audit Fochabers Site Plan October <signature>Date, Month, Year.</signature></watermark> <watermark>Moray Council Housing Land Audit Fochabers Site Plan October <signature>Date, Month, Year.</signature></watermark> <watermark>Moray Council Housing Land Audit Fochabers Site Plan October <signature>Date, Month, Year,</signature> FOCHABERS The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">15/R3</td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/FQ/R/15/R3</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Effective</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">East of Duncan Avenue</td> </tr> <tr> <td>Capacity:</td> <td colspan="3">Projected 5yr Completion</td> <td colspan="3">Total Units</td> <td colspan="3">42</td> </tr> <tr> <td>Units Not Built:</td> <td colspan="3">Effective Land</td> <td colspan="3">Constrained Land</td> <td colspan="3">0</td> </tr> <tr> <td></td> <td colspan="3">23</td> <td colspan="3">23</td> <td colspan="3"></td> </tr> <tr> <th>Planning:</th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><br/> <th>Planning Consent:</th><td>None</td><br/> <th>Adoleted Local Plan:</strong>: ☑<br/> <th>Constraint Type:</strong>:<br/> <th>Constraint Notes:</strong>:<br/> <th>Eastling:</strong>:<br/> <th>Land Use Type:</strong>: Agricultural Land<br/> <th>Established Land:</strong>: 2015<br/> <th>Dispute:</strong>:<br/> <th>Windfall:</strong>: No<br/> <th>Developer:</strong>: Morlich Homes<br/> <th>Green/Brown:</strong>: Green<br/> <th>House Programme:</strong>: ☐<br/> <th>Effective Land:</strong>: 2015<br/> <th>Owner:</strong>: Morlich Homes </tr> <table border="1"> <thead> <tr> <td>Tenure:</td> <td rowspan="2" style="text-align:center;">Units</td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></td> <td rowspan="2" style="text-align:center;"></ td </tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <table border='1'> <thead type='summary'> <tr type='summary'> <thead type='summary'> <tr type='summary'> <thead type='summary'> <tr type='summary'> <thead type='summary'> <tr type='summary'> <thead type='summary'> <tr type='summary'> <thead type='summary'> <tr type='summary'> <thead type='summary'> <tr type='summary'> <thead type='summary'> <tr type='summary'> <thead type='summary'> <tr type='summary'> <thead type='summary'> <tr type='summary'> <thead type='summary'> <tr type='summary'> <thead type='summary'> <tr type='summary'> <thead type='summary'> <tr type='summary'> <thead type='summary'> <tr type='summary'> <thead type='summary'> <tr type='summary'> </thead> FORRES The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>24</page_number></td> </tr> </tbody> </table> LPR: 15/OPP7 Supply Type: Constrained SITE REF: M/F/R/R/057 LOCATION: Tytler Street, Auction rooms Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> <tr> <td>Units Not Built</td> <td>Effective Land</td> <td>Constrained Land</td> </tr> </thead> <tbody> <tr> <td>24</td> <td>0</td> <td>24</td> </tr> </tbody> </table> Planning: Planning Consent: Detail Adopted Local Plan: ☑ Constraint Type: Deficit Funding Established Land: 2011 Dispute: Agreed Owner: Developer: Green/Brown: Brown House Programme: ☐ Land Use Type: Commercial Effective Land: yes Windfall: Yes Extra Information: Easting: 303070 Northing: 858829 Primary School: Pilmuir Ward: Forres Secondary School Forres Academy Area (Ha): 0.2 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>13/00347</td> <td></td> <td>Full</td> <td>Approved</td> <td>25/09/2013</td> <td></td> <td>Appeal to extend planning consent</td> </tr> <tr> <td>08/01/954</td> <td>24</td> <td>Full</td> <td>Approved</td> <td>21/05/2010</td> <td></td> <td></td> </tr> <tr> <td>15/0037/LBC</td> <td></td> <td>Full</td> <td></td> <td></td> <td></td> <td>Appeal to extend LBC Only facade remaining</td> </tr> </tbody> </table> <img>Aerial view of a residential area with a red box highlighting a specific plot of land.</img> © Crown copyright 2019 DCS/1000366/DCS/16 FORRES The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>OPP1</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Site REF:</td> <td>M/F/R/R/060</td> </tr> <tr> <td>Supply Type:</td> <td>Effective</td> </tr> <tr> <td>LOCATION:</td> <td>Bogton Road</td> </tr> <tr><td colspan="13">Capacity:</thoright><th colspan="3">Total Units</th><th colspan="3">60</th></tr><tr><th colspan="3">Units Not Built</th><th colspan="3">Projected 5yr Completion</th><th colspan="3">Effective Land</th><th colspan="3">Constrained Land</th></tr><tr><th colspan="3">60</th><th colspan="3">60</th><th colspan="3">0</th></tr> Planning: Planning Consent: None Adopted Local Plan: ☐ Constraint Type: Constraint Notes: Established Land: 2019 Dispute: Agreed Owner: Cairn housing association Green/Brown: Brown House Programme: ☐ Land Use Type: Commercial Effective Land: 2019 Windfall: No Developer: Cairn housing association Extra Information: Easting: 303503 Northing: 859112 Primary School: Andersons Ward: Forres Secondary School Forres Academy Area (Ha): 1.51 Tenure: Tenure Type Units Planning Applications: <table id='table_0'> <thead id='thead_0'> <tr id='row_0'> <th>Application</th><th>Units</th><th>Type</th><th>Decision</th><th>Decision Date</th><th>Aff Type</th><th>Notes</th> </tr> </thead><tbody id='tbody_0'> <tr class='header_bottom_margin'> <td colspan='7'></td> </tr><tr id='row_1' class='annotation_item'> <td></td><td></td><td></td><td></td><td></td><td></td><td></td> </tr><tr id='row_2' class='annotation_item'> <td></td><td></td><td></td><td></td><td></td><td></td><td></td> </tr><tr id='row_3' class='annotation_item'> <td></td><td></td><td></td><td></td><td></td><td></td><td></td> </tr><tr id='row_4' class='annotation_item'> <td></td><td></td><td></td><td></td><td></td><td></td><td></td> </tr><tr id='row_5' class='annotation_item'> <td></td><td></td><td></td><td></td><td></ td td colspan='3'></table> <img>Aerial view of a residential area with a red outline marking a specific plot of land. The image is overlaid with various symbols and labels indicating different features such as roads, buildings, and possibly utility lines. The top left corner has a small map showing the location within the larger area.</img> Moray Council Housing Land Audit 2019 - The Moray Council FORRES The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><strong>36</strong></td> </tr> </tbody> </table> LPR: \_\_\_\_\_\_\_\_\_\_\_\_ Supply Type: Effective SITE REF: M/F/R/R/061 LOCATION: Former Pedigree cars, Naim Road Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td><strong>36</strong></td> <td><strong>36</strong></td> </tr> <tr> <td>Effective Land</td> <td><strong>36</strong></td> <td><strong>36</strong></td> </tr> <tr> <td>Constrained Land</td> <td><strong>0</strong></td> <td><strong>0</strong></td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☐ Constraint Type: ☐ Constraint Notes: ☐ Established Land: 2019 Dispute: Agreed Owner: Cairn Housing Association Green/Brown: Brown House Programme: ☐ Land Use Type: Commercial Effective Land: 2019 Windfall: Yes Developer: Extra Information: Easting: 303262 Northing: 858711 Primary School: Pilmuir Ward: Forres Secondary School Forres Academy Area (Ha): 0.35 Tenure: Tenure Type Units Affordable Units 36 Planning Applications: <table border="1"> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <table border="1"> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <table border="1"> <thead style="background-color: #cccccc;"> <tr style="text-align:center;"> <th colspan="7">FORRES - The Moray Council Housing Land Audit 2019 - Planning Applications - Projected Completions:</th><th style="text-align:right;">Total Units 36 Total Units 36 Constrained Land 0 Total Units 36 Total Units 36 Constrained Land 0 Total Units 36 Total Units 36 Constrained Land 0 Total Units 36 Total Units 36 Constrained Land 0 Total Units 36 Total Units 36 Constrained Land 0 Total Units 36 Total Units 36 Constrained Land 0 Total Units 36 Total Units 36 Constrained Land 0 Total Units 36 Total Units 36 Constrained Land 0 Total Units 36 Total Units 36 Constrained Land 0 Total Units 36 Total Units 36 Constrained Land 0 Total Units 36 Total Units 36 Constrained Land 0 Total Units 36 Total Units 36 Constrained Land 0 Total Units 36 Total Units 36 Constrained Land 0 Total Units 36 Total Units 36 Constrained Land 0 Total Units 36 Total Units 36 Constrained Land 0 Total Units 36 Total Units 36 Constrained Land 0 Total Units 36 Total Units 36 Constrained Land 0 Total Units 36 Total Units 36 Constrained Land FORRES The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">15/R1</td> </tr> <tr> <td>SUPPLY TYPE:</td> <td colspan="11">Effective</td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/F/R/07/01</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">Knockomie South</td> </tr> <tr> <td>CAPACITY:</td> <td colspan="3"></td> <td colspan="3"></td> <td colspan="3"></td> <td colspan="3"></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <th colspan="3">PROJECTED SYR COMPLETION</th><th colspan="3">EFFECTIVE LAND</th><th colspan="3">TOTAL UNITS</th><th colspan="3">CONSTRAINED LAND</th> </tr> <tr> <th>UNITS NOT BUILT</th><th colspan="3">85</th><th colspan="3">85</th><th colspan="3">85</th><th colspan="3"></th> </tr> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Constraint Notes: Established Land: Dispute: Agreed Owner: Tulloch Homes Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: 2014 Windfall: No Developer: Tulloch Homes Extra Information: Easting: 302607 Northing: 857150 Primary School: Pilmuir Ward: Forres Secondary School Forres Academy Area (Ha): 6.58 Tenure: Tenure Type Units Planning Applications: <table id='planning_applications'> <thead id='planning_applications__table_header'> <tr id='planning_applications__table_header_row'> <th>APPLICATION DATE</th><th>UNITS BILLED</th><th>Type</th><th>DECISION DATE</th><th>Aff Type</th><th>NOTES</th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_thesis_esis thesis thesis thesis thesis thesis thesis 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Thesis Thesis Thesis Thesis Thesis Thesis Thesis Thesis Thesis Thesis Thesis Thesis Thesis Thesis Thesis Thesis <th>Application Date<th>Units<th>Type<th>Decision<th>Decision Date<th>Aff Type<th>Notes<th>Appeal dismissed<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site sold<th>Early design discussions, site solved <tr id='planning_applications__table_header_row'> <td colspan='16'></tr> <tr id='planning_applications__table_header_row'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan='16'></tr> <tr id='planning_applications__row' class='header_bottom_margin'> <td colspan '16'>© Crown copyright © GB 2009/2472 The Moray Council FORRES The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>72</td> </tr> </thead> <tbody> <tr> <td>Planning:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Planning Consent:</td> <td>None</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Adopted Local Plan:</td> <td>☑</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Constraint Type:</td> <td>Effective 5yr+</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Established Land:</td> <td>Agreed</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> LPR: 15/R3 SITE REF: M/F/R/07/03 Supply Type: Effective LOCATION: FERRYLEA Capacity: <table border="1"> <thead><tr><th colspan="3">Units Not Built</th><th colspan="2">Total Units</th><th colspan="2">380</th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></than td=""><table border="1"><tbody><tr id='__annotation__rowinterval_0'><colgroup id='__annotation__colgroup_0'><col style='width: 1px;' /><col style='width: 1px;' /><col style='width: 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/tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > < /tfoot$ > </tbody $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/table $/tab FORRES The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>20</td> <td>20</td> <td>400</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="14">15/R4</td> </tr> <tr> <td>SITE REF:</td> <td colspan="14">M/FR/R/07/04</td> </tr> <tr> <td>SUPPLY TYPE:</td> <td colspan="14">Part Constrained</td> </tr> <tr> <td>LOCATION:</td> <td colspan="14">LOCHYHILL</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Effective 5yr+ Constraint Notes: Established Land: Dispute: Agreed Owner: White Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Robertson Homes Ltd Capacity: <table> <thead> <tr> <th></th> <th>Units Not Built</th> <th>Projected 5yr Completion</th> <th>Total Units</th> <th></th> </tr> <tr> <th></th> <th></th> <th></th> <th></th> <th></th> </tr> <tr> <th></th> <th>440</th> <th>Effective Land</th> <th>40</th> <th>Total Constrained Land</th> <th>400</th> </tr> </thead> <tbody> <table> <tr><td colspan="6" style="text-align:center;">Extra Information:</td></tr> <tr><td>Easting:</td><td style="text-align:right;">305444</td><td>Northing:</td><td style="text-align:right;">859531</td></tr> <tr><td>Primary School:</td><td style="text-align:left;">Andersons</td><td>Ward:</td><td style="text-align:right;">Forres</td></tr> <tr><td>Secondary School:</td><td style="text-align:left;">Forres Academy</td><td>Area (Ha):</td><td style="text-align:right;">12.04</td></tr> <tr><td colspan="6" style="text-align:center;"></td></tr> <tr><td colspan="6" style="text-align:center;">Tenure:</td></tr> <tr><td>TENURE TYPE:</td><td colspan="5">Units</td></tr> <tr><td colspan="6" style="text-align:center;"></td></tr> <tr><td colspan="6" style="text-align:center;">PLANNING APPLICATIONS:</td></tr> <tr><td>APPLICATION:</td><td style="text-align:right;">09/02/264</td><td>UNITS:</td><td style="text-align:right;">229</td><td>Type:</td><td style="text-align:left;">Full</td><td>DECISION:</td><td style="text-align:left;">Approved</td><td>DECISION DATE:</td><td style="text-align:left;">02/07/2015</td><td>Aff Type:</td><td style="text-align:left;"></table> Notes: consent lapsed <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within the Moray Council area.</img> <img>Aerial view of Forres with a red outline highlighting the area of interest.</img> <img>A map showing the location of Forres within FORRES The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td>15/R6</td> <td>SITE REF:</td> <td>M/F/R/07/08</td> </tr> <tr> <td>Supply Type:</td> <td>Part Constrained</td> <td>LOCATION:</td> <td>MANNACHY</td> </tr> <tr> <td colspan="13">8 8 8 16</td> </tr> <tr> <td colspan="13"> Capacity: <table> <thead> <tr> <td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td </tr> <tr> <td>Units Not Built</th colspan="3">Projected 5yr Completion<th colspan="3">Effective Land<th colspan="3">Constrained Land<th colspan="3">Total Units<th colspan="3">40<th colspan="3">16<th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th colspan="3"></th </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Effective 5yr+ Constraint Notes: Established Land: Dispute: Agreed Owner: Tullochs of Cummingston Green/Brown: Green House Programme: ☐ Land Use Type: Vacant Effective Land: Windfall: No Developer: Extra Information: Easting: 303519 Northing: 857461 Primary School: Applegrove Ward: Forres Secondary School Forres Academy Area (Ha): 3.4 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</th><span style='text-align:right;'>Units</span> <span style='text-align:right;'>Type</span> <span style='text-align:right;'>Decision</span> <span style='text-align:right;'>Decision Date</span> <span style='text-align:right;'>Aff Type</span> <span style='text-align:right;'>Notes</span> </tr> </thead> <tbody> </tbody> </table> <img>A map showing the location of Forres.</img> <watermark>MORAY COUNCIL 2019 SLA 10075 NORTHERN MORAY COUNCIL</watermark> FORRES The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>640</td> </tr> </tbody> </table> LPR: LONG Supply Type: Constrained SITE REF: M/F/R/07/11 LOCATION: LOCHYHILL Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>640</td> <td>640</td> </tr> <tr> <td>Effective Land</td> <td>0</td> <td>Constrained Land</td> <td>640</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Programming Constraint Notes: LONG Established Land: Dispute: Agreed Owner: White Green/Brown: Green House Programme: ☐ Land Use Type: Effective Land: Windfall: No Developer: Robertson Homes Extra Information: Easting: 305873 Northing: 859077 Primary School: Andersons Ward: Forres Secondary School Forres Academy Area (Ha): 31.66 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application Date</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody> <tr> <td>09/02/2015</td> <td>229</td> <td>Full</td> <td>Approved</td> <td>02/07/2015</td> <td></td> <td></td> </tr> </tbody> </table> <img>Aerial view of a rural area with a large red outlined plot of land in the center. The surrounding area includes fields, some houses, and roads. A smaller green outline shows the location of the main red plot.</img> Aerial view of a rural area with a large red outlined plot of land in the center. The surrounding area includes fields, some houses, and roads. A smaller green outline shows the location of the main red plot. FORRES The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>6</page_number></td> </tr> </tbody> </table> LPR: \_\_\_\_\_\_\_\_\_\_\_\_ Supply Type: Constrained SITE REF: M/F/R/07/14 LOCATION: Bank Lane Capacity: <table> <thead> <tr> <th>Units Not Built</th> <th>Projected 5yr Completion</th> <th>Total Units</th> </tr> </thead> <tbody> <tr> <td>6</td> <td>Effective Land</td> <td>6</td> </tr> </tbody> </table> Planning: Planning Consent: Detail Adopted Local Plan: ☐ Constraint Type: Marketability Constraint Notes: Established Land: 2014 Dispute: Owner: Green/Brown: House Programme: ☐ Land Use Type: Effective Land: 2014 Windfall: Yes Developer: Extra Information: Easting: 303753 Northing: 858748 Primary School: Applegrove Ward: Forres Secondary School Forres Academy Area (Ha): 0.06 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application Date</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>07/02/281</td> <td>6</td> <td>Full</td> <td>Approved</td> <td>25/11/2008</td> <td></td> <td>Lapsed</td> </tr> </tbody> </table> <img>Aerial view of FORRES area with red outline highlighting the development site.</img> © Crown copyright 2019 - Ordnance Survey on behalf of the Scottish Government. All rights reserved. FORRES The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>5</td> </tr> </tbody> </table> LPR: 15/R8 Supply Type: Constrained SITE REF: M/F/R/R/15/08 LOCATION: Balnageith Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> <td></td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>5</td> <td>Effective Land</td> <td>5</td> </tr> <tr> <td></td> <td></td> <td>Constrained Land</td> <td>5</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Ownership Constraint Notes: Established Land: 2015 Dispute: Owner: Green/Brown: Brown House Programme: ☐ Land Use Type: Agricultural Land Effective Land: 2015 Windfall: No Developer: Extra Information: Easting: 302147 Northing: 857332 Primary School: Pilmuir Ward: Forres Secondary School Forres Academy Area (Ha): 1.15 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody></tbody> </table> <img>Balnageith Whitehouse Knockanoe area map with red outline showing the proposed development site.</img> <watermark>H. Green copyright 2019 DS 10/6/24/27 The Moray Council Ltd.</watermark> FORRES The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>25</td> </tr> </tbody> </table> LPR: 15/R9 Supply Type: Constrained SITE REF: M/F/R/R/15/09 LOCATION: Plantation Cottage Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>25</td> <td>25</td> </tr> <tr> <td>Effective Land</td> <td>0</td> <td>Constrained Land</td> <td>25</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Established Land: 2015 Dispute: Owner: Green/Brown: Green House Programme: ☐ Land Use Type: Woodlands Effective Land: 2015 Windfall: No Developer: Extra Information: Easting: 302369 Northing: 857421 Primary School: Pilmuir Ward: Forres Secondary School Forres Academy Area (Ha): 3 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody> <tr> <td>MIR proposes to delete site.</td><td></td><td></td><td></td><td></td><td></td><td></td> </tr> <tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><th colspan="7">© Crown Copyright 2019 OS 10082342 The Moray Council.</th></thm> <img>Balnagiehill Whiterow Knockomie Balnagiehill Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow Balnagiehill Whiterow Knockomie Balnagiehill Whiterow Knockomie Whiterow BalnagiehillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite row Knockomi eBal nage hillWhite rowKnock omi eBlan gai hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alnage hillyWhit erowKnoc k o mi eeB alngehily Whi ter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa lna ge hi llyW hiter owK noc omi eeBa FORRES The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>5</td> <td>10</td> <td>10</td> <td>10</td> <td>10</td> <td>101</td> </tr> </tbody> </table> LPR: 15/R10&LG2 SITE REF: M/F/R/R/15/10 Supply Type: Effective LOCATION: Dallas Dhu Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td></td> <td>Units Not Built</td> <td>35</td> <td>136</td> </tr> <tr> <td></td> <td>Effective Land</td> <td>136</td> <td>Constrained Land</td> <td>0</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Effective 5yr+ Established Land: 2015 Dispute: Owner: Altyre Estate Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Constraint Notes: Effective Land: 2015 Windfall: No Developer: Extra Information: Easting: 303498 Northing: 857097 Primary School: Applegrove Ward: Forres Secondary School Forres Academy Area (Ha): 8.4 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>Mastplan shows site capacity 120</td> </tr> <tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><th colspan="7">Forres Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Altyre Community Centre Site - The Alitye FORRES The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><strong>40</strong></td> </tr> </tbody> </table> LPR: 15/R11 Supply Type: Constrained SITE REF: M/F/R/R/15/11 LOCATION: Pilmuir Road West Capacity: <table> <thead> <tr> <th></th> <th>Projected 5yr Completion</th> <th>Total Units</th> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td><strong>40</strong></td> <td><strong>40</strong></td> </tr> <tr> <td>Effective Land</td> <td><strong>0</strong></td> <td><strong>0</strong></td> </tr> <tr> <td>Constrained Land</td> <td><strong>40</strong></td> <td><strong>40</strong></td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Established Land: 2015 Dispute: Owner: Green/Brown: Brown House Programme: ☐ Land Use Type: Derelict, vacant, backland etc. Effective Land: 2015 Windfall: No Developer: Extra Information: Easting: 302493 Northing: 857809 Primary School: Pilmuir Ward: Forres Secondary School Forres Academy Area (Ha): 2.5 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <img>A map showing the location of the Forres site. The site is marked with a red polygon. The surrounding area includes residential properties, fields, and roads. The map also shows the town of Inverurie and the village of Balnagairt.</img> © Crown copyright © S.1999/3437 The Moray Council. Forres Town Council. Balnagairt. Pilmuir Road West. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. Balnagairt. FORRES The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>0</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">15/LONG3</td> <td>SITE REF:</td> <td>M/F/R/R/15/LON</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Constrained</td> <td>LOCATION:</td> <td>West Park Croft</td> </tr> </tbody> </table> Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> <td></td> </tr> <tr> <td></td> <td>Units Not Built</td> <td>Effective Land</td> <td>Constrained Land</td> </tr> </thead> <tbody> <tr> <td></td> <td>0</td> <td>0</td> <td>0</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Programming Constraint Notes: LONG Established Land: 2015 Dispute: Owner: Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Springfield Properties Extra Information: Easting: 303181 Northing: 857044 Primary School: Applegrove Ward: Forres Secondary School Forres Academy Area (Ha): 5.35 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>Capacity to be determined through discussion with NSE and placemaking.</td> </tr> </tbody> </table> <img>Aerial view of a large agricultural field with a red outline marking the area of interest. The field is surrounded by trees and other vegetation. A small building is visible in the center of the field. The surrounding area includes roads, fields, and some buildings. The image is labeled "Knockanure" and "Distill". The top left corner has a map showing the same area with a red box highlighting the field.</img> GARMOUTH/KINGSTON The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><span style="color: purple;">10</span></td> </tr> </tbody> </table> LPR: 15/R1 Supply Type: Constrained SITE REF: M/GM/R/15/01 LOCATION: South of Innes Road Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td><span style="color: purple;">10</span></td> <td><span style="color: purple;">10</span></td> </tr> <tr> <td>Effective Land</td> <td><span style="color: purple;">0</span></td> <td><span style="color: purple;">0</span></td> </tr> <tr> <td>Constrained Land</td> <td><span style="color: purple;">10</span></td> <td><span style="color: purple;">10</span></td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Physical Land Use Type: Agricultural Land Constraint Notes: Infrastructure issues Established Land: 2015 Dispute: Owner: Green/Brown: Green House Programme: ☐ Effective Land: Windfall: No Developer: Extra Information: Easting: 333689 Northing: 863934 Primary School: Mosstodloch Ward: Fochabers Lhanbryde Secondary School Milnes High School Area (Ha): 0.65 Tenure: Tenure Type Units Planning Applications: <table border="1"> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <table cellspacing="0" cellpadding="0" border="0"> <tr><td colspan="7"><img>Garmouth map showing location of proposed development.</img></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><th scope='col' class='header_bottom_margin'>Application<br>Units<br>Type<br>Decision<br>Decision Date<br>Aff Type<br>Notes</th></th> HOPEMAN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">None</td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/HP/R/008</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Effective</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">Forsyth Street</td> </tr> <tr> <td>Capacity:</td> <td colspan="3">Projected 5yr Completion</td> <td colspan="3">Total Units</td> <td colspan="3">Units Not Built</td> <td colspan="3">Constrained Land</td> </tr> <tr> <td></td> <td colspan="3">Effective Land</td> <td colspan="3">22</td> <td colspan="3">22</td> <td colspan="3">0</td> </tr> Planning: Planning Consent: Detail Adopted Local Plan: ☐ Constraint Type: Constraint Notes: Established Land: 2018 Dispute: Owner: Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: 2018 Windfall: Yes Developer: Springfield Properties Extra Information: Easting: 314477 Northing: 869191 Primary School: Hopeman Ward: Heldon And Laich Secondary School Lossiemouth High School Area (Ha): 0.86 Tenure: Tenure Type Units Affordable Units 22 Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>16/01663</td> <td>22</td> <td>Full</td> <td>Approved</td> <td>11/10/2017</td> <td></td> <td>Approved on appeal</td> </tr> </tbody> </table> <img>Aerial view of a large rectangular plot of land with a red outline, surrounded by roads and houses. The plot is located near a road labeled "Backlands" and a river labeled "gston". A red circle highlights the center of the plot.</img> © Crown copyright 2019. CJS T90633422 The Moray Council HOPEMAN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>50</td> </tr> </tbody> </table> LPR: 15/LONG Supply Type: Constrained SITE REF: M/HP/R/15/LON LOCATION: LONG Manse Road south Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> <tr> <td>Units Not Built</td> <td>Effective Land</td> <td>Constrained Land</td> </tr> </thead> <tbody> <tr> <td>50</td> <td>0</td> <td>50</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Programming Land Use Type: Agricultural Land Constraint Notes: LONG Established Land: 2015 Dispute: Owner: Douglas White Green/Brown: Green House Programme: ☐ Programming Effective Land: Windfall: No Developer: Tulloch of Cummington Extra Information: Easting: 314150 Northing: 869442 Primary School: Hopeman Ward: Heldon And Laich Secondary School Lossiemouth High School Area (Ha): 2.1 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody></tbody> </table> <img>Aerial view of a residential area with a large green field marked in red. The field is surrounded by houses and roads. The text "Harbour" and "Backlands" is visible on the map.</img> Copyright 2019 CIL 1998/74/72 The Moray Council HOPEMAN The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td>15/R1</td> <td>SITE REF:</td> <td>M/HP/R/15/R1</td> </tr> <tr> <td>Supply Type:</td> <td>Effective</td> <td>LOCATION:</td> <td>Mansie Road</td> </tr> <tr> <td colspan="13">5 10 10</td> </tr> <tr> <td colspan="13"> Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> <tr> <td></td> <td>Units Not Built</td> <td>Effective Land</td> <td>Total Units</td> </tr> <tr> <td></td> <td>Constrained Land</td> <td></td><td></td> </tr> </thead> <tbody> <tr> <td></td><td>25</td><td>25</td><td>25</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br/> <tr style="border-top: 1px solid black;"> <td colspan="16" style="text-align: center;">Extra Information:</th colspan="16"><br/> <table border="1"> <tbody> <tr style="background-color: #e6e6e6;"> <th>Easting:</th><th>314231<br/>Northing:</th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><br/> <tr style="background-color: #e6e6e6;"> <th>Primary School:</th><th>Hopeman<br/>Ward:</th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><br/> <tr style="background-color: #e6e6e6;"> <th>Secondary School:</th><th>Llossiemouth High School<br/>Area (Ha):<br/></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><br/> <tr style="background-color: #e6e6e6;"> <th>Tenure:</th><table border="1"> <tbody> <tr style="background-color: #e6e6e6;"> <th>Tenure Type</th><table border="1"> <tbody> <tr style="background-color: #e6e6e6;"> <th>Units</th></tr> <tr style="background-color: #e6e6e6;"><tbody style=""><tr style=""><table border=""><tbody style=""><tr style=""><table border=""><tbody style=""><tr style=""><table border=""><tbody style=""><tr style=""><table border=""><tbody style=""><tr style=""><table border=""><tbody style=""><tr style=""><table border=""><tbody style=""><tr style=""><table border=""><tbody style=""><tr style=""><table border=""><tbody style=""><tr style=""><table border=""><tbody style=""><tr style=""><table border=""><tbody style=""><tr style=""> KEITH The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>Planning Consent:</td> <td>0</td> <td>0</td> <td>0</td> <td>0</td> <td>1</td> <td>0</td> <td>1</td> <td>1</td> <td>1</td> <td>1</td> <td>1</td> <td>1</td> </tr> <tr> <td>Affected Local Plan:</td> <td><input type="checkbox" value=""></input></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Constraint Type:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Established Land:</td> <td>2003</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Dispute:</td> <td>Agreed</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Owner:</td> <td>Walker</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> LPR: 15/R1 Supply Type: Effective SITE REF: M/KH/R/005 LOCATION: NELSON TERRACE Capacity: <table border="1"> <thead><tr><th colspan="3">Units Not Built</th><th>Total Units</th><th colspan="2">Capacity</th><th colspan="3">Projected 5yr Completion</th><th colspan="3">Effective Land</th><th colspan="3">Constrained Land</th><th colspan="3">Total Units (Ha)</th><th colspan="3">Total Capacity (Ha)</th><th colspan="3">Total Units (Ha)</th><th colspan="3">Total Capacity (Ha)</th><th colspan="3">Total Units (Ha)</th><th colspan="3">Total Capacity (Ha)</th><th colspan="3">Total Units (Ha)</th><th colspan="3">Total Capacity (Ha)</th><th colspan="3">Total Units (Ha)</th><th colspan="3">Total Capacity (Ha)</th><th colspan="3">Total Units (Ha)</th><th colspan="3">Total Capacity (Ha)</th><th colspan="3">Total Units (Ha)</th><th colspan="3">Total Capacity (Ha)</th><th colspan="3">Total Units (Ha)</th><th colspan="3">Total Capacity (Ha)</th><th colspan="3">Total Units (Ha)</th><th colspan="3">Total Capacity (Ha)</th><th colspan="3">Total Units (Ha)</th><th colspan="3">Total Capacity (Ha)</th><th colspan="3">Total Units (Ha)</th><th colspan="3">Total Capacity (Ha)</th><th colspan="3">Total Units (Ha)</th><th colspan="3">Total Capacity (Ha)</th><th colspan="3">Total Units (Ha)</th><th colspan="3">Total Capacity (Ha)</th><th colspan="3">Total Units (Ha)</th><th colspan="3">Total Capacity (Ha)</th><tr><th style="text-align:center;">Units Not Built</th><th style="text-align:center;">4</th><th style="text-align:center;">4</text-align:center/></table> Extra Information: <table border="1"> <tbody><tr><td style="vertical-align:top;"> Easting: 342443<br/> Primary School: Keith<br/> Secondary School Keith Grammar School<br/> Windfall: No<br/> Developer: Walker </table> Northing: 850471 Ward: Keith And Cullen Area (Ha): 0.51 Tenure: Tenure Type Units Planning Applications: <table border="1"> <thead><tr><th style="text-align:left;">Application Date</th><th style="text-align:right;">Units Not Built</th><th style="text-align:left;">Type Not Built</th><th style="text-align:left;">Decision Not Built</th><table border="1"><tbody><tr><td style="text-align:left;">Decision Date Not Built</table><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr><table border="1"><tbody><tr style=""><style>.cell-border-top-right {border-right: 1px solid black;border-bottom: 1px solid black;border-top: none;border-left: none;} .cell-border-top-right {border-right: 1px solid black;border-bottom: 1px solid black;border-top: none;border-left: none;} .cell-border-top-right {border-right: 1px solid black;border-bottom: 1px solid black;border-top: none;border-left: none;} .cell-border-top-right {border-right: 1px solid black;border-bottom: 1px solid black;border-top: none;border-left: none;} .cell-border-top-right {border-right: 1px solid black;border-bottom: 1px solid black;border-top: none;border-left: none;} .cell-border-top-right {border-right: 1px solid black;border-bottom: 1px solid black;border-top: none;border-left: none;} .cell-border-top-right {border-right: 1px solid black;border-bottom: 1px solid black;border-top: none;border-left: none;} .cell-border-top-right {border-right: 1px solid black;border-bottom: 1px solid black;border-top: none;border-left: none;} .cell-border-top-right {border-right: 1px solid black;border-bottom: 1px solid black;border-top: none;border-left: none;} .cell-border-top-right {border-right: 1px solid black;border-bottom: 1px solid black;border-top: none;border-left: none;} .cell-border-top-right {border-right: 1px solid black;border-bottom: 1px solid black;border-top: none;border-left: none;} .cell-border-top-right {border-right: 1px solid black;border-bottom: 1px solid black;border-top: none;border-left: none;} .cell-border-top-right {border-right: 1px solid black;border-bottom: 1px solid black;border-top: none;border-left: none;} .cell-border-top-right {border-right: 1px solid black;border-bottom: 1px solid black;border-top: none;border-left:none;}</style> <tr style=""><style>.cell-border-top-right {border-right: 1px solid black;border-bottom: 1px solid black;border-top:none;}</style> <tr style=""><style>.cell-border-top-right {border-right: 1px solid black;border-bottom:none;}</style> <tr style=""><style>.cell-border-top-right {border-right:none;}</style> <tr style=""><style>.cell-border-top-right {border-bottom:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</style> <tr style=""><style>.cell-border-top-right {border:none;}</sty KEITH The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td></td> <td>3</td> <td>0</td> <td>0</td> <td>0</td> <td>0</td> <td>0</td> <td>36</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>36</td> </tr> </tbody> </table> LPR: 15/R3 Supply Type: Constrained SITE REF: M/KH/R/015 LOCATION: EDIN/DACH ROAD/BALLOCH ROAD (A) Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td>40</td> </tr> <tr> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> </tr> <tr> <td></td><th colspan="3">Units Not Built 36 Effective Land 0 Constrained Land 36</th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></th><th colspan="3"></than td=""><table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> <!-- TABLE --> KEITH The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>11</page_number></td> </tr> </tbody> </table> LPR: 15/R5 SITE REF: M/KH/R/025 Supply Type: Constrained LOCATION: SEAFIELD WALK Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>11</td> <td>Effective Land</td> <td>0</td> </tr> <tr> <td></td> <td></td> <td>Constrained Land</td> <td>11</td> </tr> </tbody> </table> Planning: Planning Consent: Outline Adopted Local Plan: ☑ Constraint Type: Physical Constraint Notes: Established Land: 2003 Dispute: Agreed Owner: Private Green/Brown: Green House Programme: ☐ Land Use Type: Effective Land: 2003 Windfall: No Developer: Neil Murray Housebuilders Extra Information: Easting: 342895 Northing: 850036 Primary School: Keith Ward: Keith And Cullen Secondary School: Keith Grammar School Area (Ha): 0.78 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application Date</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody> <tr> <td>11/06/2090</td> <td>11</td> <td>Full</td> <td>Refused</td> <td>07/11/2012</td> <td></td> <td></td> </tr> <tr> <td>04/01/7427</td> <td>12</td> <td>Outline</td> <td>Refused</td> <td></td> <td></td> <td>Appeal upheld</td> </tr> </tbody> </table> © Crown copyright 2019. OS 1306/23427 The Moray Council KEITH The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>6</page_number></td> </tr> </tbody> </table> LPR: 15/R4 Supply Type: Constrained SITE REF: M/KH/R/030 LOCATION: BALLOCH ROAD Capacity: <table> <thead> <tr> <th colspan="2">Projected 5yr Completion</th> <th>Total Units</th> </tr> <tr> <th>Units Not Built</th> <th>Effective Land</th> <th>Constrained Land</th> </tr> </thead> <tbody> <tr> <td>6</td> <td>0</td> <td>6</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Established Land: Dispute: Agreed Owner: Peter Stott Green/Brown: Brown House Programme: ☐ Land Use Type: Residential Effective Land: Windfall: No Developer: Private Extra Information: Easting: 343374 Northing: 850030 Primary School: Keith Ward: Keith And Cullen Secondary School Keith Grammar School Area (Ha): 0.26 Tenure: <table> <thead> <tr> <th>Tenure Type</th> <th>Units</th> </tr> </thead> <tbody></tbody> </table> Planning Applications: <table> <thead> <tr> <th>Application Date</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>04/2978</td> <td>7</td> <td>Full Withdrawn</td> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> <img>Aerial view of KEITH showing a red outlined area on the map.</img> © Crown copyright and/or other rights held by The Moray Council. The Moray Council Housing Land Audit 2019 KEITH Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>12</page_number></td> </tr> <tr> <td>SUPPLY TYPE:</td> <td colspan="11">Constrained</td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/KH/R/035</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">Keith Caravan Park, Dunnyduff Road</td> </tr> </tbody> </table> Planning: Planning Consent: Outline Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Established Land: 2015 Dispute: Agreed Owner: private Green/Brown: Brown House Programme: ☐ Land Use Type: Commercial Effective Land: 2015 Windfall: Yes Developer: private Capacity: <table> <thead> <tr> <th>Units Not Built</th> <th>Projected 5yr Completion</th> <th>Total Units</th> <th>Effective Land</th> <th>Constrained Land</th> </tr> </thead> <tbody> <tr> <td>12</td> <td></td> <td>12</td> <td>0</td> <td>12</td> </tr> </tbody> </table> Extra Information: Easting: 343425 Northing: 849920 Primary School: Keith Ward: Keith And Cullen Secondary School: Keith Grammar School Area (Ha): 0.67 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application Date</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>13/01/769</td> <td>12</td> <td>Outline</td> <td>Approved</td> <td>28/02/2014</td> <td></td> <td>capacity figure inserted by officer, no figures on site layout</td> </tr> </tbody> </table> <img>Aerial view of Keith Caravan Park, showing the area highlighted in red.</img> © Copyright Moray Council 2019. DG 1089/2942/7 The Moray Council 2019 KEITH The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/KH/R/07/08</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Effective</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">Banff Road (North)</td> </tr> <tr> <td>Capacity:</td> <td colspan="3"></td><td colspan="3"></td><td colspan="3"></td><td colspan="3"></td><td colspan="3"></td><table> <thead> <tr> <th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th>Total Units</th><table> <thead> <tr> <th>Units Not Built</table> <table> <thead> <tr> <th>Extra Information:</table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <td colspan="3" style="text-align:center;">Planning:</table> KEITH The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td>15/R8</td> <td>SITE REF:</td> <td>M/KH/R/07/09</td> </tr> <tr> <td>Supply Type:</td> <td>Constrained</td> <td>LOCATION:</td> <td>Edinburgh Road (east))</td> </tr> <tr> <td colspan="13">Capacity:</td> </tr> <tr> <td colspan="3">Units Not Built</td> <td colspan="3">Projected 5yr Completion</td> <td colspan="3">Total Units</td> <td colspan="3">85</td> </tr> <tr> <td colspan="3">43</td> <td colspan="3">Effective Land</td> <td colspan="3">Constrained Land</td> <td colspan="3">43</td> </tr> <tr> <td colspan="13">Extra Information:</td> </tr> <tr> <td>Easting:</td><td></td><td></td><td colspan="3">Northing:</td><td colspan="3">849927</td> </tr> <tr> <td>Primary School:</td><td></td><td></td><td colspan="3">Ward:</td><td colspan="3">Keith And Cullen</td> </tr> <tr> <td>Secondary School:</td><td></td><td></td><td colspan="3">Area (Ha):</td><td colspan="3">5.38</td> </tr> <tr> <td>Keith Grammar School</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td> </tr> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Effective 5yr+ Established Land: Dispute: Agreed Owner: Green/Brown: House Programme: ☐ Land Use Type: Programming Effective Land: Windfall: No Developer: DEVERON HOMES <img>Aerial view of Keith area showing land for development.</img> Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application Date</th> <th>Units</th> <th>Type</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>14/01/14</td> <td>55</td> <td>Full</td> <td>16/09/2014</td> <td>Approved</td> <td>Amend 13/01/25</td> </tr> <tr> <td>13/01/735</td> <td>55</td> <td>Full</td> <td>13/12/2013</td> <td>Approved</td> <td>Extend consent 07/01/419</td> </tr> <tr> <td>07/01/419</td> <td>55</td> <td>Full</td> <td>13/03/2009</td> <td>Approved</td><br/> <watermark>2018 Deveron Homes placed into administration<br/></watermark> © Crown Copyright 2019. This document is provided by Moray Council. KEITH The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>6</page_number></td> </tr> </tbody> </table> LPR: 15/R9 Supply Type: Constrained SITE REF: M/KH/R/07/10 LOCATION: JESSIMANS BRAE Capacity: <table> <thead> <tr> <th></th> <th>Projected 5yr Completion<br>Units Not Built</th> <th>Total Units<br>Effective Land</th> <th>Total Units<br>Constrained Land</th> </tr> </thead> <tbody> <tr> <td></td> <td>6</td> <td>0</td> <td>6</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Market Established Land: Dispute: Agreed Owner: Developer: Green/Brown: Green House Programme: ☐ Land Use Type: Effective Land: Windfall: No Extra Information: Easting: 342874 Northing: 851032 Primary School: Keith Ward: Keith And Cullen Secondary School Keith Grammar School Area (Ha): 0.4 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> </tbody> </table> <img>Aerial view of a residential area with a large green field marked by a red outline. The field is surrounded by houses and trees. A road runs parallel to the field on the left side.</img> <watermark>Districts of Moray - Planning & Development - Planning Applications - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith - Greenfield Sites - Greenfield Sites - Keith KEITH The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="13">15/R7</td> </tr> <tr> <td>SITE REF:</td> <td colspan="13">M/KH/R/07/14</td> </tr> <tr> <td>SUPPLY TYPE:</td> <td colspan="13">Constrained</td> </tr> <tr> <td>LOCATION:</td> <td colspan="13">BANFF ROAD (SOUTH)</td> </tr> <tr> <td>Capacity:</td> <td colspan="6">Projected 5yr Completion</td> <td colspan="6">Total Units</td> </tr> <tr> <td></td> <td>Units Not Built</td> <td colspan="5">Effective Land</td> <td colspan="6">Constrained Land</td> </tr> <tr> <td></td> <td>200</td> <td colspan="5">0</td><td colspan="6">200</td> </tr> <tr><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Programming Established Land: LONG Dispute: Agreed Owner: Green/Brown: Green House Programme: ☐ Land Use Type: Effective Land: Windfall: No Developer: <img>Aerial view of land in Keith, showing a large green field with a red outline. The area is surrounded by roads and buildings. The text "KEITH" is visible on the image.</img> Extra Information: Easting: 343860 Northing: 850947 Primary School: Keith Ward: Keith And Cullen Secondary School: Keith Grammar School Area (Ha): 16.66 Tenure: Tenure Type Units Planning Applications: <table border="1"> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr> <tr><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr> <tr><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr> <tr><td></td><td></td><td></td><td></td><td></ td>< td></ td>< td></ td ></tr> <tr>< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td ></tr> <tr>< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td ></tr> <tr>< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td ></tr> <tr>< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td ></tr> <tr>< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td ></tr> <tr>< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td ></tr> <tr>< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td >< td > </ td ></tr> <tr>< TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < /TD >> < TD > < page_number>Page 1 of 1<page_number> The Moray Council Housing Land Audit 2019 KEITH Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>70</td> </tr> </tbody> </table> LPR: 15/LONG Supply Type: Constrained SITE REF: M/KH/R/07/15 LOCATION: Edinidach Road LONG Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>70</td> <td>70</td> </tr> <tr> <td>Effective Land</td> <td>0</td> <td>Constrained Land</td> <td>70</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Programming Constraint Notes: Established Land: Dispute: Agreed Owner: Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Extra Information: Easting: 343940 Northing: 849867 Primary School: Keith Ward: Keith And Cullen Secondary School Keith Grammar School Area (Ha): 5.13 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody></tbody> </table> <img>Aerial view of land with red outline, showing a large green field. The area is surrounded by trees and other vegetation. A road runs through the center of the field. The surrounding area includes a mix of residential buildings and open spaces.</img> <watermark>The Moray Council Housing Land Audit 2019 The Moray Council 04/12/2019 14:43:23 70432 The Moray Council.</watermark> KEITH The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>12</page_number></td> </tr> </tbody> </table> LPR: 15/OPP3 Supply Type: Constrained SITE REF: M/KHR/15/036 LOCATION: Newmill Road/Keith Builders Merchant Capacity: <table> <thead> <tr> <td>Units Not Built</td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>12</td> <td>Effective Land</td> <td>0</td> </tr> <tr> <td></td> <td>Constrained Land</td> <td>12</td> </tr> </tbody> </table> Planning: Planning Consent: Outline Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Established Land: 2016 Dispute: Owner: Keith Builders Green/Brown: Brown House Programme: ☐ Land Use Type: Commercial Effective Land: Windfall: Developer: Extra Information: Easting: 343047 Northing: 851430 Primary School: Keith Ward: Keith And Cullen Secondary School Keith Grammar School Area (Ha): 0.85 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>15/00998</td> <td>12</td> <td>Outline</td> <td>Approved</td> <td>31/07/2015</td> <td></td> <td></td> </tr> </tbody> </table> <img>Aerial view of a residential area with a red outline highlighting a specific plot of land.</img> <watermark>Newmill Road Distances Map 1998-2019 Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillery Estate Keith Distillary Estates Ltd.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.Keith & Co.</watermark> KINLOSS The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">15/R1</td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/KN/R/003</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Effective</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">WOODLAND WEST OF SEAPARK HOUSE</td> </tr> <tr> <td>Capacity:</td> <td colspan="3">Projected 5yr Completion</td> <td colspan="3">Total Units</td> <td colspan="3">Units Not Built</td> <td colspan="3">Constrained Land</td> </tr> <tr> <td></td> <td colspan="3">6</td> <td colspan="3">6</td> <td colspan="3">6</td> <td colspan="3">0</td> </tr> <tr> <td>Units Not Built</td> <td colspan="3">6</td> <td colspan="3">Effective Land</td> <td colspan="3">6</td> <table><thead><tr><th></th><th></th><th></th></tr></thead><tbody><tr><th>Extra Information:</th><th></th><th></th></tr><tr><td>Easting:</td><td>306068</td><td>Northing:</td><td>861556</td></tr><tr><td>Primary School:</td><td>Kinloss</td><td>Ward:</td><td>Forres Academy</td></tr><tr><td>Secondary School:</td><td>Forres Academy</td><td>Area (Ha):</td><td>1.51</td></tr></tbody></table></tr> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Constraint Notes: Established Land: Dispute: Agreed Owner: PRIVATE Green/Brown: Green House Programme: ☐ Land Use Type: Woodlands Effective Land: Windfall: No Developer: PRIVATE Tenure: Tenure Type Units Planning Applications: <table id='planning_applications'> <thead id='planning_applications_header'> <tr id='planning_applications_header_row'> <th rowspan='1' colspan='7'>Application Details</th> <th rowspan='1' colspan='2'>Notes</th> <th rowspan='1' colspan='2'>Aff Type</th> <th rowspan='1' colspan='2'>Decision Date</th> <th rowspan='1' colspan='2'>Decision Type</th> <th rowspan='1' colspan='2'>Units Type Aff Type Decision Date Aff Type Notes</th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan='1' colspan='2'></th> <th rowspan '4'><img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></img></img>Aerial view of Kinloss, showing the proposed development area highlighted in red.</img></impl/></table> <watermark>C Copyright © Crown copyright and database rights held by Ordnance Survey. Licence number: SC008957. All rights reserved. No part of this publication may be reproduced or transmitted by any means without prior permission. KINLOSS The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>12</page_number></td> </tr> </tbody> </table> LPR: RC Supply Type: Constrained SITE REF: M/KN/R/004 LOCATION: SEAPARK RESIDENTIAL CARAVAN PARK Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>12</td> <td>Effective Land</td> <td>0</td> </tr> <tr> <td></td> <td></td> <td>Constrained Land</td> <td>12</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Programming Established Land: Dispute: Agreed Owner: Private Green/Brown: Brown House Programme: ☐ Land Use Type: Commercial Effective Land: Windfall: No Developer: Private Extra Information: Easting: 306224 Northing: 861644 Primary School: Kinloss Ward: Forres Secondary School Forres Academy Area (Ha): 0.64 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody></tbody> </table> <img>Aerial view of Kinloss area showing the proposed development site.</img> <watermark>The Moray Council 2019 The Moray Council. All rights reserved. No reproduction without permission. KINLOSS The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>0</td> <td>0</td> <td>0</td> <td>0</td> <td>0</td> <td>0</td> <td>1</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> LPR: 15/R2 SITE REF: M/KN/R/008 Supply Type: Effective LOCATION: REAR OF WOODSIDE COTTAGE Capacity: <table> <thead> <tr> <th></th> <th>Projected 5yr Completion</th> <th>Total Units</th> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>1</td> <td>8</td> </tr> <tr> <td>Effective Land</td> <td>1</td> <td>Constrained Land</td> <td>0</td> </tr> </tbody> </table> Planning: Planning Consent: Detail Adopted Local Plan: ☑ Constraint Type: Constraint Notes: Established Land: 2003 Dispute: Agreed Owner: PRIVATE Green/Brown: Green House Programme: ☐ Land Use Type: Woodlands Effective Land: 2003 Windfall: No Developer: PRIVATE Extra Information: Easting: 308050 Northing: 862636 Primary School: Kinloss Ward: Forres Secondary School Forres Academy Area (Ha): 1.4 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application Date</th> <th>Units</th> <th>Type</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>06/02/263</td> <td>8</td> <td>Full</td> <td>18/01/2007</td> <td></td> <td>REVISION OF 05/02/248</td> </tr> <tr> <td>05/02/248</td> <td>6</td> <td>Full</td> <td>03/03/2006</td> <td></td> <td></td> </tr> <tr> <td>02/01/423</td> <td>6</td> <img>Kinloss copyright (C) Moray Council. All rights reserved. Any copy, use or distribution without prior written permission is prohibited.</img><br/> Outline<br/> Approved<br/> 26/11/2002 </tr> </tbody> </table> <img>Aerial view of Kinloss, showing the site of the proposed development. The site is surrounded by roads and other buildings. The site is marked with a red outline.</img> <img>A close-up aerial view of the Kinloss site, highlighting the proposed development area. The site is marked with a red outline.</img> <img>Aerial view of Kinloss, showing the site of the proposed development. The site is surrounded by roads and other buildings. The site is marked with a red outline.</img> <img>A close-up aerial view of the Kinloss site, highlighting the proposed development area. The site is marked with a red outline.</img> <img>Aerial view of Kinloss, showing the site of the proposed development. The site is surrounded by roads and other buildings. The site is marked with a red outline.</img> <img>A close-up aerial view of the Kinloss site, highlighting the proposed development area. The site is marked with a red outline.</img> <img>Aerial view of Kinloss, showing the site of the proposed development. The site is surrounded by roads and other buildings. The site is marked with a red outline.</img> <img>A close-up aerial view of the Kinloss site, highlighting the proposed development area. The site is marked with a red outline.</img> <img>Aerial view of Kinloss, showing the site of the proposed development. The site is surrounded by roads and other buildings. The site is marked with a red outline.</img> <img>A close-up aerial view of the Kinloss site, highlighting the proposed development area. The site is marked with a red outline.</img> <img>Aerial view of Kinloss, showing the site of the proposed development. The site is surrounded by roads and other buildings. The site is marked with a red outline.</img> <img>A close-up aerial view of the Kinloss site, highlighting the proposed development area. The site is marked with a red outline.</img> <img>Aerial view of Kinloss, showing the site of the proposed development. The site is surrounded by roads and other buildings. The site is marked with a red outline.</img> <img>A close-up aerial view of the Kinloss site, highlighting the proposed development area. The site is marked with a red outline.</img> <img>Aerial view of Kinloss, showing the site of the proposed development. The site is surrounded by roads and other buildings. The site is marked with a red outline.</img> <img>A close-up aerial view of the Kinloss site, highlighting the proposed development area. The site is marked with a red outline.</img> <img>Aerial view of Kinloss, showing the site of the proposed development. The site is surrounded by roads and other buildings. The site is marked with a red outline.</img> <img>A close-up aerial view of the Kinloss site, highlighting the proposed development area. The site is marked with a red outline.</img> <img>Aerial view of Kinloss, showing the site of the proposed development. The site is surrounded by roads and other buildings. The site is marked with a red outline.</img> <img>A close-up aerial view of the Kinloss site, highlighting the proposed development area. The site is marked with a red outline.</img> <img>Aerial view of Kinloss, showing the site of the proposed development. The site is surrounded by roads and other buildings. The site is marked with a red outline.</img> <img>A close-up aerial view of the Kinloss site, highlighting the proposed development area. The site is marked with a red outline.</img> <img>Aerial view of Kinloss, showing the site of the proposed development. The site is surrounded by roads and other buildings. The site is marked with a red outline.</img> <img>A close-up aerial view of the Kinloss site, highlighting the proposed development area. The site is marked with a red outline.</img> <img>Aerial view of Kinloss, showing the site of the proposed development. The site is surrounded by roads and other buildings. The site is marked with a red outline.</img> <img>A close-up aerial view of the Kinloss site, highlighting the proposed development area. The site is marked with a red outline.</img> <img>Aerial view of Kinloss, showing the site of the proposed development. The site is surrounded by roads and other buildings. The site is marked with a red outline.</img> <img>A close-up aerial view of the Kinloss site, highlighting the proposed development area. The site is marked with a red outline.</img> <img>Aerial view of Kinloss, showing the site of the proposed development. The site is surrounded by roads and other buildings. The site is marked with a red outline.</img> <img>A close-up aerial view of the Kinloss site, highlighting the proposed development area. The site is marked with a red outline.</img> <img>Aerial view of Kinloss, showing the site of the proposed development. The site is surrounded by roads and other buildings. The site is marked with a red outline.</img> <img>A close-up aerial view of the Kinloss site, highlighting the proposed development area. The site is marked with a red outline.</img> <img>Aerial view of Kinloss, showing thesiteoftheproposeddevelopment.The sitesurroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> <img>A close-up aerial view oftheKinlosssite,highlightingtheproposeddevelopmentarea.The sitesmarkedwitha redoutline.</img> <img>AerialviewofKinloss,showingthesiteoftheproposeddevelopment.The sitesurroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> <img>A close-up aerial viewoftheKinlosssite,highlightingtheproposeddevelopmentarea.The sitesmarkedwitha redoutline.</img> <img>AerialviewofKinloss,showingthesiteoftheproposeddevelopment.The sitesurroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> <img>A close-up aerialviewoftheKinlosssite,highlightingtheproposeddevelopmentarea.The sitesmarkedwitha redoutline.</img> <img>AerialviewofKinloss,showingthesiteoftheproposeddevelopment.The sitesurroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> <img>A close-up aerialviewoftheKinlosssite,highlightingtheproposeddevelopmentarea.The sitesmarkedwitha redoutline.</img> <img>AerialviewofKinloss,showingthesiteoftheproposeddevelopment.The sitesurroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> <img>A close-up aerialviewoftheKinlosssite,highlightingtheproposeddevelopmentarea.The sitesmarkedwitha redoutline.</img> <img>AerialviewofKinloss,showingthesiteoftheproposeddevelopment.The sitesurroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> <img>A close-up aerialviewoftheKinlosssite,highlightingtheproposeddevelopmentarea.The sitesmarkedwitha redoutline.</img> <img>AerialviewofKinloss,showingthesiteoftheproposeddevelopment.The sitesurroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> <img>A close-up aerialviewoftheKinlosssite,highlightingtheproposeddevelopmentarea.The sitesmarkedwitha redoutline.</img> <img>AerialviewofKinloss,showingthesiteoftheproposeddevelopment.The sitesurroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> <img>A close-up aerialviewoftheKinlosssite,highlightingtheproposeddevelopmentarea.The sitesmarkedwitha redoutline.</img> <img>AerialviewofKinloss,showingthesiteoftheproposeddevelopment.The sitesurroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> <img>A close-up aerialviewoftheKinlosssite,highlightingtheproposeddevelopmentarea.The sitesmarkedwitha redoutline.</img> <img>AerialviewofKinloss,showingthesiteoftheproposeddevelopment.The sitesurroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> <img>A close-up aerialviewoftheKinlosssite,highlightingtheproposeddevelopmentarea.The sitesmarkedwitha redoutline.</img> <img>AerialviewofKinloss,showingthesiteoftheproposeddevelopment.The sitesurroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> <img>A close-up aerialviewoftheKinlosssite,highlightingtheproposeddevelopmentarea.The sitesmarkedwitha redoutline.</img> <img>AerialviewofKinloss,showingthesiteoftheproposeddevelopment.The sitesurroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> <img>A close-up aerialviewoftheKinlosssite,highlightingtheproposeddevelopmentarea.The sitesmarkedwitha redoutline.</img> <img>AerialviewofKinloss,showingthesiteoftheproposeddevelopment.The sitesurroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> <img>A close-up aerialviewoftheKinlosssite,highlightingtheproposeddevelopmentarea.The sitesmarkedwitha redoutline.</img> <img>AerialviewofKinloss,showingthesiteoftheproposeddevelopment.The sitesurroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> <img>A close-up aerialviewoftheKinlosssite,highlightingtheproposeddevelopmentarea.The sitesmarkedwitha redoutline.</img> <img>AerialviewofKinloss,showingthesiteoftheproposeddevelopment.The sitesurroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> <img>A close-up aerialviewoftheKinlosssite,highlightingtheproposeddevelopmentarea.The sitesmarkedwitha redoutline.</img> <img>AerialviewofKinloss,showingthesiteoftheproposeddevelopment.The sitesurroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> <img>A close-up aerialviewoftheKinlosssite,highlightingtheproposeddevelopmentarea.The sitesmarkedwitha redoutline.</img> <img>AerialviewofKinloss,showingthesiteoftheproposeddevelopment.The sitesurroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> <img>A close-up aerialviewoftheKinlosssite,highlightingtheproposeddevelopmentarea.The sitesmarkedwitha redoutline.</img> <img>AerialviewofKinloss,showingthesiteoftheproposeddevelopment.The sitesurroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> <img>A close-up aerialviewoftheKinlosssite,highlightingtheproposeddevelopmentarea.The sitesmarkedwitha redoutline.</img> <img>AerialviewofKinloss,showingthesiteoftheproposeddevelopment.The sitesuroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> <img>A close-up aerialviewoftheKinlosssite,highlightingtheproposeddevelopmentarea.The sitesmarkedwitha redoutline.</img> <img>AerialviewofKinloss,showingthesiteoftheproposeddevelopment.The sitesuroundedbyroadsandotherbuildings.The sitesmarkedwitha redoutline.</img> /img/AirAeoloufKilnoss showihsitesofofheproposeddevlopmentThe sitedsurrounddbyroadsandotherbuidlingsThe sitedmarkdwiha reedoutlne. <watermark>KinlossoyCopyright (C) Moray Council.All rights reserved.Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy or use or distribution without prior written permissionis prohibited. Any copy,copy o KINLOSS The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td><page_number>6</page_number></td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="11">15/R3</td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/KN/R/009</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Constrained</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">Findhorn Road, Kinloss</td> </tr> </tbody> </table> Planning: Planning Consent: Detail Adopted Local Plan: ☑ Constraint Type: Physical Established Land: Dispute: Agreed Owner: Green/Brown: Green House Programme: ☐ Land Use Type: Effective Land: Windfall: No Developer: Capacity: Projected 5yr Completion Units Not Built: 6 Effective Land: 0 Constrained Land: 6 Extra Information: Easting: 306149 Northing: 861831 Primary School: Kinloss Ward: Forres Secondary School Forres Academy Area (Ha): 0.6 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody> <tr> <td>10/01588</td> <td>6</td> <td>Full</td> <td>Approved</td> <td>01/03/2013</td> <td></td> <td></td> </tr> <tr> <td>07/02082</td> <td></td> <td>Full</td> <td>Refused</td> <td></td> <td></td> <td></td> </tr> <tr> <td>16/00286</td> <td>6</td> <td>Full</td> <td>Withdrawn</td> <td></td> <td></td> <td></td> </tr> <tr> <td>17/01906</td> <td>6</td> <td>Full</td> <td>Pending</td> <td></td> <td></td> <td></td> </tr> </tbody> </table> © Crown copyright 2019 OS 109923427 TEL 0370 444 7577 KINLOSS The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td>0</td> <td>0</td> <td>0</td> <td>0</td> <td>3</td> <td>3</td> <td>3</td> <td>3</td> <td>16</td> <td></td> <td></td> <td></td> </tr> </tbody> </table> LPR: 15/R4 SITE REF: M/KN/R/07/04 Supply Type: Effective LOCATION: DAMHEAD Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> <td></td> </tr> </thead> <tbody> <tr> <td></td> <td>Units Not Built 25</td> <td>Effective Land 25</td> <td>Total 25 Constrained Land 0</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Effective 5yr+ Constraint Notes: Established Land: Dispute: Agreed Owner: Green/Brown: Green House Programme: ☐ Land Use Type: Effective Land: Windfall: No Developer: Extra Information: Easting: 308097 Northing: 862481 Primary School: Kinloss Ward: Forres Secondary School Forres Academy Area (Ha): 3.38 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody> <tr> <td>18/00346</td> <td>19</td> <td>Outline</td> <td>Pending</td> <td></td> <td></td> <td></td> </tr> </tbody> </table> <img>Muirhead Damhead Kintna By Muirhead Damhead Kintna By 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 8 56885 99999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999977777777777777777777777777777777777777777777777777777777777777777777777777777777777777777774444444444444444444444444444444444444444444444444444444444444444444444444444444444444444443333333333333333333333333333333333333333333333333333333333333333333333333333 LHANBRYDE The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td></td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td colspan="13">15/R1</td> </tr> <tr> <td>SITE REF:</td> <td colspan="13">M/LH/R/07/01</td> </tr> <tr> <td>Supply Type:</td> <td colspan="13">Effective</td> </tr> <tr> <td>LOCATION:</td> <td colspan="13">WEST OF ST ANDREWS ROAD</td> </tr> <tr> <td>Capacity:</td> <td colspan="6">Projected 5yr Completion</td> <td colspan="3">Total Units</td> <td colspan="3">65</td> </tr> <tr> <td></td> <td colspan="6">Units Not Built</td> <td colspan="3">Effective Land</td> <td colspan="3">Constrained Land</td> </tr> <tr> <td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td>65</td><td>65</td><td>0</td> </tr> <tr> <td>Extra Information:</td><td colspan="13"></td> </tr> <tr> <td>Easting:</td><td colspan="6">326793</td><td colspan="3">Northing:</td><td colspan="3">861219</td> </tr> <tr> <td>Primary School:</td><td colspan="6">Lhanbryde</td><td colspan="3">Ward:</td><td colspan="3">Fochabers Lhanbryde</td> </tr> <tr> <td>Secondary School:</td><td colspan="6">Miles High School</td><td colspan="3">Area (Ha):</td><td colspan="3">6.92</td> </tr> <tr> <td>Tenure:</td><td colspan="13"></table> Tenure: <table border="1"> <thead> <tr> <th>Tenure Type</th><th>Units</th> </tr> </thead> <tbody> Planning Applications: <table border="1"> <thead> <tr> <th>Application</th><th>Units</th><th>Type</th><th>Decision Date Aff Type Notes</th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></table> Pre app discussions based on 84 units <img>A map showing a large red outlined area in the centre of the image, with a smaller green outlined area to the left. The larger red area is labeled "Woodside" and the smaller green area is labeled "Easter Coxton". The map also shows a road labeled "St Andrews Road" running horizontally across the bottom of the image.</img> <img>Aerial view of a rural area with a large red outline indicating a proposed development site. The surrounding landscape includes fields, trees, and some buildings. The red outline is surrounded by a green outline that appears to be a boundary or exclusion zone. The text "Woodside" is visible within the red outline, and "Easter Coxton" is visible within the green outline. A road runs horizontally across the bottom of the image.</img> <img>Aerial view of a rural area with a large red outline indicating a proposed development site. The surrounding landscape includes fields, trees, and some buildings. The red outline is surrounded by a green outline that appears to be a boundary or exclusion zone. The text "Woodside" is visible within the red outline, and "Easter Coxton" is visible within the green outline. A road runs horizontally across the bottom of the image.</img> <img>Aerial view of a rural area with a large red outline indicating a proposed development site. The surrounding landscape includes fields, trees, and some buildings. The red outline is surrounded by a green outline that appears to be a boundary or exclusion zone. The text "Woodside" is visible within the red outline, and "Easter Coxton" is visible within the green outline. A road runs horizontally across the bottom of the image.</img> <img>Aerial view of a rural area with a large red outline indicating a proposed development site. The surrounding landscape includes fields, trees, and some buildings. The red outline is surrounded by a green outline that appears to be a boundary or exclusion zone. The text "Woodside" is visible within the red outline, and "Easter Coxton" is visible within the green outline. A road runs horizontally across the bottom of the image.</img> <img>Aerial view of a rural area with a large red outline indicating a proposed development site. The surrounding landscape includes fields, trees, and some buildings. The red outline is surrounded by a green outline that appears to be a boundary or exclusion zone. The text "Woodside" is visible within the red outline, and "Easter Coxton" is visible within the green outline. A road runs horizontally across the bottom of the image.</img> <img>Aerial view of a rural area with a large red outline indicating a proposed development site. The surrounding landscape includes fields, trees, and some buildings. The red outline is surrounded by a green outline that appears to be a boundary or exclusion zone. The text "Woodside" is visible within the red outline, and "Easter Coxton" is visible within the green outline. A road runs horizontally across the bottom of the image.</img> <img>Aerial view of a rural area with a large red outline indicating a proposed development site. The surrounding landscape includes fields, trees, and some buildings. The red outline is surrounded by a green outline that appears to be a boundary or exclusion zone. The text "Woodside" is visible within the red outline, and "Easter Coxton" is visible within the green outline. A road runs horizontally across the bottom of the image.</img> <img>Aerial view of a rural area with a large red outline indicating a proposed development site. The surrounding landscape includes fields, trees, and some buildings. The red outline is surrounded by a green outline that appears to be a boundary or exclusion zone. The text "Woodside" is visible within the red outline, and "Easter Coxton" is visible within the green outline. A road runs horizontally across the bottom of the image.</img> <img>Aerial view of a rural area with a large red outline indicating a proposed development site. The surrounding landscape includes fields, trees, and some buildings. The red outline is surrounded by a green outline that appears to be a boundary or exclusion zone. The text "Woodside" is visible within the red outline, and "Easter Coxton" is visible within the green outline. A road runs horizontally across the bottom of the image.</img> <img>Aerial view of a rural area with a large red outline indicating a proposed development site. The surrounding landscape includes fields, trees, and some buildings. The red outline is surrounded by a green outline that appears to be a boundary or exclusion zone. The text "Woodside" is visible within the red outline, and "Easter Coxton" is visible within the green outline. A road runs horizontally across the bottom of the image.</img> <img>Aerial view of a rural area with a large red outline indicating a proposed development site. The surrounding landscape includes fields, trees, and some buildings. The red outline is surrounded by a green outline that appears to be a boundary or exclusion zone. The text "Woodside" is visible within the red outline, and "Easter Coxton" is visible within the green outline. A road runs horizontally across the bottom of the image.</img> <img>Aerial view of a rural area with a large red outline indicating a proposed development site. The surrounding landscape includes fields, trees, and some buildings. The red outline is surrounded by a green outline that appears to be a boundary or exclusion zone. The text "Woodside" is visible within the red outline, and "Easter Coxton" is visible within the green outline. A road runs horizontally across the bottom of the image.</img> <img>Aerial view of a rural area with a large red outline indicating a proposed development site. The surrounding landscape includes fields, trees, and some buildings. The red outline is surrounded by a green outline that appears to be a boundary or exclusion zone. The text "Woodside" is visible within the red outline, and "Easter Coxton" is visible within the green outline. A road runs horizontally across the bottom of the image.</img> <img>Aerial view of a rural area with a large red outline indicating a proposed development site. The surrounding landscape includes fields, trees, and some buildings. The red outline is surrounded by a green outline that appears to be a boundary or exclusion zone. The text "Woodside" is visible within the red outline, and "Easter Coxton" is visible within the green outline. A road runs horizontally across the bottom of the image.</img> <img>Aerial view of a rural area with a large red outline indicating a proposed development site. The surrounding landscape includes fields, trees, and some buildings. The red Outline LOSSIEMOUTH The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>10</td> <td>5</td> <td>6</td> <td>2</td> <td>6</td> <td>6</td> <td>6</td> <td>6</td> <td>6</td> <td>6</td> <td>7</td> <td></td> </tr> </tbody> </table> LPR: 15/R3 SITE REF: M/LS/R/023 Supply Type: Effective LOCATION: INCHBROOM RD/AVE Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> <td></td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>25</td> <td>67</td> <td></td> </tr> <tr> <td></td> <td>Effective Land</td> <td>25</td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td><td colspan="3">Constrained Land 0</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br/> <table border="1"> <thead> <tr><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></than td=""></tr> <tr class='header_bottom_margin'> <th style='text-align:left;'>Planning:</the <th style='text-align:left;'>Planning Consent:</the <th style='text-align:left;'>Detail <th style='text-align:left;'>Adopted Local Plan:</the <th style='text-align:left;'>☑ <th style='text-align:left;'>Constraint Type:</the <th style='text-align:left;'>Constraint Notes: <th style='text-align:left;'>Established Land:</the <th style='text-align:left;'>2003 <th style='text-align:left;'>Dispute:</the <th style='text-align:left;'>Agreed <th style='text-align:left;'>Owner:</the <th style='text-align:left;'>Tulloch of Cummington <th style='text-align:left;'>Green/Brown:</the <th style='text-align:left;'>Green <th style='text-align:left;'>House Programme:</the <th style='text-align:left;'>☐ <th style='text-align:left;'>Land Use Type:</the <th style='text-align:left;'>Woodlands <th style='text-align:left;'>Effective Land:</the <th style='text-align:left;'>2003 <th style='text-align:left;'>Windfall:</the <th style='text-align:left;'>No <th style='text-align:left;'>Developer:</the <th style='text-align:left;'>Tulloch of Cummington Extra Information: <table border="1"> <thead> <tr class='header_bottom_margin'> <th style='text-align:left;'></the <th style='text-align:left;'><strong>Easting:</strong>                                                    323496<br/><strong>Nothinging:</strong>  <strong>869622<br/></strong> </the <th style='text-align:left;'><strong>Primary School:</strong> <strong>St Geradine<br/></strong> </the <th style='text-align:left;'><strong>Ward:</strong> <strong>Heldon And Laich<br/></strong> </the <th style='text-align:left;'><strong>Secondary School:</strong> <strong>Lossiemouth High School<br/></strong> </the <th style='text-align:left;'><strong>Area (Ha):<br/></strong> <strong>7.31<br/></strong> </the> Tenure: <table border="1"> <thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th style='text-align:left;'><strong>Tenure Type:</strong> </the <th style='text-align:left;'><strong>Units:</strong> </the </thead> <tbody class='header_bottom_margin'> <tr class='header_bottom_margin'> <td style='padding-left: 1em;'>€</table> Planning Applications: <table border="1" id=table_0 cellspacing=1 cellpadding=1 align=center width=100% class=table_border_right_left_top_margin 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rowssa rowssa rowssa rowssa rowssa rowssa rowssa rowssa rowssa rowssa rowssa rowssa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.Rowsaa.RowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaRowsaaaaRoi <img>Aerial view of a large green area surrounded by red lines, with a road and some buildings visible in the background.</img> © Crown Copyright 2019 \| Application \| Units \| Type \| Decision \| Decision Date \| Aff Type \| Notes \| \|---\|---\|---\|---\|---\|---\|---\| \| 11/01/215 \| 10 \| Full \| Approved \| 28/02/2012 \| 6 flats and 4 semi \| \| 08/01/685 \| 57 \| Full \| Approved \| 10/02/2010 \| \| \| 08/01/692 \| 3 \| Full \| Approved \| 11/02/2009 \| \| \| 05/01/755 \| 79 \| Full \| Refused \| 09/11/2007 \| \| \<page_number>10/wc Jan 2019\</page_number> LOSSIEMOUTH The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td>Planning:</td> <td>Detail</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Adopted Local Plan:</td> <td>☑</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Constraint Type:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Constraint Notes:</td> <td colspan="11"></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br/> </tr> <table border="1"> <thead> <tr style="background-color: #cccccc;"> <th>LPR:</th> <th>15/R2</th> <th>SITE REF:</th> <th>M/LS/R/026</th> </tr> </thead> <tbody> <tr style="background-color: #cccccc;"> <th>Supply Type:</th> <th style="text-align: left;">Effective</th> <th style="text-align: left;">LOCATION:</th> <th style="text-align: left;">STOTFIELD ROAD</th> </tr> <tr style="background-color: #cccccc;"> <th>Capacity:</th> <th style="text-align: right;">Projected 5yr Completion<br/>Units Not Built<br/>Effective Land<br/>Constrained Land</th> <th style="text-align: left;">Total Units<br/>5<br/>2<br/>2<br/>0</th> </tr> <tr style="background-color: #cccccc;"> <th>Extra Information:</th> <th style="text-align: left;"></th> <th style="text-align: left;"></th> <th style="text-align: left;"></th> </tr> <tr style="background-color: #cccccc;"> <th>Easting:</th> <th style="text-align: right;">322340</th> <th style="text-align: left;">Northing:</th> <th style="text-align: left;">870339</th> </tr> <tr style="background-color: #cccccc;"> <th>Primary School:</th> <th style="text-align: left;">Hythehill</th> <th style="text-align: left;">Ward:</th> <th style="text-align: left;">Heldon And Laich</th> </tr> <tr style="background-color: #cccccc;"> <th>Secondary School:</th> <th style="text-align: left;">Lossiemouth High School</th> <th style="text-align: left;">Area (Ha):</th> <th style="text-align: left;">0.47</th> </tr> <tr style="background-color: #cccccc;"> <th>Tenure:</th> <th style="text-align: left;"></th> <th style="text-align: left;"></th> <th style="text-align: left;"></th> </tr> <tr style="background-color: #cccccc;"> <th>Tenure Type</th> <th style="text-align: left;"></th> <th style="text-align: left;"></th> <th style="text-align: left;"></th> </tr> <tr style="background-color: #cccccc;"> <th>Units</th> <th style="text-align: left;"></th> <th style="text-align: left;"></th> <th style="text-align: left;"></th> </tr> <tr style="background-color: #cccccc;"> <th>Planning Applications:</th> <th style="text-align: left;"></th> <th style="text-align: left;"></th> <th style="text-align: left;"></th> </tr> <table border="1"> <thead> <tr style="background-color: #cccccc;"> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr style="background-color: #cccccc;"> <td>12/01501<br/>10/00256<br/>08/00285</TD> <td>1<br/>1<br/>1<br/></TD><TD>FULL<br/>FULL<br/>FULL<br/></TD><TD>APPROVED<br/>APPROVED<br/>APPROVED<br/></TD><TD>16/11/2012<br/>13/09/2010<br/>12/08/2008<br/></TD><TD>AFF TYPE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></TD><TD>NONE<br/><br/></ TD <img>Aerial view of a residential area with a red outline highlighting a specific plot of land.</img> LOSSIEMOUTH The Moray Council Housing Land Audit 2019 Projected Completions: 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024+ 30 LPR: Win Supply Type: Constrained SITE REF: M/LS/R/039 LOCATION: SOUTH OUAY, WEST BASIN, LOSSIEMOUTH HARBOUR. Capacity: Projected 5yr Completion Units Not Built 30 Effective Land Total Units 30 Constrained Land 30 Planning: Planning Consent: Outline Adopted Local Plan: ☐ Constraint Type: Marketability Constraint Notes: Established Land: Dispute: Agreed Owner: Effective Land: Windfall: Yes Developer: Green/Brown: Brown House Programme: ☐ Land Use Type: Extra Information: Easting: 323711 Northing: 871205 Primary School: St Geradine Ward: Heldon And Laich Secondary School Lossiemouth High School Area (Ha): 0.35 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>13/01/640</td> <td>30</td> <td>Full</td> <td>Approved</td> <td>05/08/2014</td> <td></td> <td></td> </tr> <tr> <td>07/02/22</td> <td>21</td> <td>Full</td> <td>Approved</td> <td>28/07/2008</td> <td></td> <td></td> </tr> <tr> <td>04/09/74</td> <td>20</td> <td>Outline</td> <td>Approved</td> <td>24/10/2005</td> <td></td> <td></td> </tr> </tbody> </table> <img>Aerial view of a coastal town with a large red rectangular area highlighted on the map. The map shows streets and buildings, with a large red rectangle highlighting a specific area. The text "LO" is visible in the bottom right corner of the aerial view.</img> <watermark>Branderburgh Mus.</watermark> <watermark>L O</watermark> LOSSIEMOUTH The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>LPR:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>11</td> </tr> <tr> <td>SITE REF:</td> <td colspan="11">M/LS/R/043</td> </tr> <tr> <td>Supply Type:</td> <td colspan="11">Constrained</td> </tr> <tr> <td>LOCATION:</td> <td colspan="11">High Street</td> </tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><td colspan="13"></td></tr> <tr><th colspan="14">Capacity:</th></tr> <tr><th colspan="7">Projected 5yr Completion</th><th>Total Units</th><th>11</th></tr> <tr><th>Units Not Built</th><th>Effective Land</th><th>Constrained Land</th><th>0</th><th>Constrained Land</th><th>11</th></tr> Planning: Planning Consent: Detail Adopted Local Plan: ☐ Constraint Type: Marketability Constraint Notes: Established Land: 2010 Dispute: Agreed Owner: Green/Brown: Brown House Programme: ☐ Land Use Type: Commercial Effective Land: Windfall: Yes Developer: Extra Information: Easting: 323803 Northing: 871126 Primary School: St Geradine Ward: Heldon And Laich Secondary School Lossiemouth High School Area (Ha): 0.07 Tenure: Tenure Type Units Planning Applications: <table id='table_0'> <thead id='header_0'> <tr id='row_0'> <th rowspan='1' colspan='7'>Application Details</th> <th rowspan='1' colspan='2'>Notes</th> </tr> </thead> <tbody id='tbody_0'> <tr id='row_1' class='header_bottom_margin'> <th>Application No.</th> <th>Units</th> <th>Type</th> <th>Decision Date</th> <th>Aff Type</th> <th>Decision</th> <th>Description of Application (if any)</th> <th>Date of Decision (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <th>Date of Affiliation (if any)</th> <th>Note(s) (if any)</th> <table id='table_0'> <thead id='header_0'> <tr id='row_0'> <td rowspan='7'></table> LOSSIEMOUTH The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td></td> </tr> </thead> <tbody> <tr> <td>Planning:</td> <td>0</td> <td>0</td> <td>0</td> <td>0</td> <td>10</td> <td>10</td> <td>20</td> <td>20</td> <td>20</td> <td>20</td> <td>178</td> <td></td> <td></td> </tr> <tr> <td>Planning Consent:</td> <td colspan="13">None Green/Brown: Green House Programme: ☐ Land Use Type: ☐</td> </tr> <tr> <td>Adopted Local Plan:</td> <td colspan="13">☑ Effective 5yr+ Constraint Type: Effective Land Programme: ☐ Constraint Notes:</td> </tr> <tr> <td>Established Land:</td> <td colspan="13">Agreed Effective Land: No Windfall: No Developer: Tuloch of Cummington Owner:</td> </tr> </tbody> </table> LPR: 15/R1 Supply Type: Effective SITE REF: M/LS/R/07/01 LOCATION: SUNBANK/KINNEDAR Capacity: <table> <thead> <tr> <th></th> <th>Projected 5yr Completion</th> <th>Total Units</th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></thesis_1_3_4_5_6_7_8_9_10_11_12_13_14_15_16_17_18_19_20_21_22_23_24_25_26_27_28_29_30_31_32_33_34_35_36_37_38_39_40_41_42_43_44_45_46_47_48_49_50_51_52_53_54_55_56_57_58_59_60_61_62_63_64_65_66_67_68_69_70_71_72_73_74_75_76_77_78_79_80_81_82_83_84_85_86_87_88_89_90_91_92_93_94_95 _96 _97 _98 _99 _100 _101 _102 _103 _104 _105 _106 _107 _108 _109 _110 _111 _112 _113 _114 _115 _116 _117 _118 _119 _120 _121 _122 _123 _124 _125 _126 _127 _128 _129 _130 _131 _132 _133 _134 _135 _136 _137 _138 _139 _140 _141 _142 _143 _144 _145 _146 _147 _148 _ </thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/></thesis/> <th colspan="3">Capacity:</thaldr <th colspan="3">Units Not Built:</thaldr <th colspan="3">Effective Land:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Projected 5yr Completion:</thaldr <th colspan="3">Effective Land:</thaldr <th colspan="3">Northing:</thaldr <th colspan="3">Ward:</thaldr <th colspan="3">Area (Ha):</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</thaldr <th colspan="3">Total Units:</thaldr <th colspan="3">Constrained Land:</dalr <table cellspacing='none'> <tr style='background-color:#EFEFEF;'> <td style='text-align:left;padding-right: 5px;padding-left: 5px;padding-top: 5px;padding-bottom: 5px;'>Extra Information:<br>Easting: 32265<br>Primary School: Hythehill<br>Secondary School: Lossiemouth High School<br>Area (Ha): 86944<br>Northing: Haldon And Laich<br>Ward: 7.89<br>Tenure Type: <br>Tenure Type<br>Units<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure Type<br>Tenure 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Planning Applications: <table cellspacing='none'> <tr style='background-color:#EFEFEF;'> Application: 4/0/20/ 4/0/2/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ 4/0/ Units: 278 Full Approved Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Decision Date: Aff type: Notes: Application Date: Pre-application carried out 20 / MOSSTODLOCH The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td>0</td> <td>0</td> <td>0</td> <td></td> <td></td> <td></td> <td>30</td> <td></td> <td></td> <td>29</td> <td></td> <td></td> </tr> </tbody> </table> LPR: 15/R1 SITE REF: M/M/S/R/002 Supply Type: Effective LOCATION: STYNE ROAD Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> <td></td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>59</td> <td>59</td> <td></td> </tr> <tr> <td>Effective Land</td> <td>59</td> <td>Constrained Land</td> <td>0</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Constraint Notes: Established Land: 2003 Dispute: Agreed Owner: CROWN ESTATE Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: 2003 Windfall: No Developer: PRIVATE Extra Information: Easting: 333403 Northing: 860314 Primary School: Mosstodloch Ward: Fochabers Lhanbryde Secondary School Milnes High School Area (Ha): 3.14 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>16/00083</td> <td></td> <td>Full</td> <td>12/03/2018</td> <td></td> <td>Vary conditions 5, 6, 11 and 15 at 16/01/267</td> </tr> <tr> <td>10/01/267</td> <td>59</td> <td>Full</td> <td>Approved</td> <td></td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br/><img>Aerial view of a rural area with a large rectangular field marked in red. The field is surrounded by green fields and some buildings. The aerial view shows a road running through the middle of the field. The surrounding area includes more fields, some houses, and a few trees. The field is labeled "Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map.</img></img>Mosstodloch" on the map. © Crown copyright 2019. This document is provided for information only. It does not constitute an offer or commitment by Crown. It may not be used for any other purpose without prior written consent of Crown. \<page_number>Page 4 of 48\</page_number> MOSSTODLOCH The Moray Council Housing Land Audit 2019 Projected Completions: 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024+ 60 LPR: 15/R2 Supply Type: Constrained SITE REF: M/MS/R/15/02 LOCATION: Garmouth Road Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> <td></td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>60</td> <td>Effective Land</td> <td>60</td> <td>Constrained Land</td> <td>60</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Established Land: 2015 Dispute: Owner: Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Extra Information: Easting: 332766 Northing: 860237 Primary School: Mosstodloch Ward: Fochabers Lhanbryde Secondary School Milnes High School Area (Ha): 3.2 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> <img>Mosstodloch site plan showing the location of the proposed development.</img> <watermark>Copyright © The Moray Council 2019. All rights reserved. The Moray Council.</watermark> NEWMILL The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><strong>10</strong></td> </tr> </tbody> </table> LPR: 15/R1 Supply Type: Constrained SITE REF: M/NM/R/001 LOCATION: ISLA ROAD Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td><strong>10</strong></td> <td><strong>10</strong></td> </tr> <tr> <td>Effective Land</td> <td><strong>0</strong></td> <td><strong>0</strong></td> </tr> <tr> <td>Constrained Land</td> <td><strong>10</strong></td> <td><strong>10</strong></td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Established Land: 2003 Dispute: Agreed Owner: Private Green/Brown: Green House Programme: ☐ Land Use Type: Effective Land: Windfall: No Developer: Private Extra Information: Easting: 343411 Northing: 852366 Primary School: Newmill Ward: Keith And Cullen Secondary School Keith Grammar School Area (Ha): 0.36 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> </tbody> </table> <img>Newmill map with red outline around area.</img> <watermark>The Moray Council Housing Land Audit 2019 The Moray Council 1399/33427 The Moray Council.</watermark> PORTGORDON The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>40</td> </tr> </tbody> </table> LPR: 15/R1 Supply Type: Effective SITE REF: M/P/G/R/07/04 LOCATION: WEST OF REID TERRACE Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>40</td> <td>40</td> </tr> <tr> <td>Effective Land</td> <td>40</td> <td>Constrained Land</td> <td>0</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Effective 5yr+ Established Land: Dispute: Agreed Owner: Developer: Green/Brown: Green House Programme: ☐ Land Use Type: Extra Information: Easting: 339152 Northing: 863989 Primary School: Portgordon Ward: Fochabers Lhanbryde Secondary School Buckie High School Area (Ha): 2.43 Tenure: - Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody></tbody> </table> © Crown copyright 2019 DS/198934427 The Moray Council <img>Aerial view of Portgordon area showing the proposed development site highlighted in red.</img> Harbour 39 Mainis of Tannachy PORTGORDON The Moray Council Housing Land Audit 2019 Projected Completions: 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024+ 55 LPR: 15/R2 Supply Type: Constrained SITE REF: M/P/G/R/15/02 LOCATION: Crown Street Capacity: Projected 5yr Completion Units Not Built 55 Effective Land 0 Total Units 55 Constrained Land 55 Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Established Land: 2015 Dispute: Owner: Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Extra Information: Easting: 339494 Northing: 863776 Primary School: Portgordon Ward: Fochabers Lhanbryde Secondary School Buckie High School Area (Ha): 3.47 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> © Crown copyright 2019 OS 100023422 The Moray Council. <img>Map showing Portgordon area with a red highlighted plot of land.</img> PORTKNOCKIE The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>50</td> </tr> </tbody> </table> LPR: 15/R1 SITE REF: M/PK/R/004 Supply Type: Constrained LOCATION: SEABRAES Capacity: <table> <thead> <tr> <th></th> <th>Projected 5yr Completion</th> <th>Total Units</th> <th></th> <th></th> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>50</td> <td>Effective Land</td> <td>0</td> <td>Constrained Land</td> <td>50</td> </tr> </tbody> </table> Planning: Planning Consent: Adopted Local Plan: ☑ Constraint Type: Marketability Established Land: 2003 Dispute: Query Owner: Seafield Estate Green/Brown: Green House Programme: ☐ Land Use Type: Constraint Notes: Effective Land: 2003 Windfall: No Developer: Extra Information: Easting: 349342 Northing: 868486 Primary School: Parknockie Ward: Keith And Cullen Secondary School Buckie High School Area (Ha): 3.01 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application Date</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>01/06/2019</td> <td>1</td> <td>Full</td> <td>Approved</td> <td>13/06/2000</td> <td></td> <td></td> </tr> <tr> <td>04/07/1999</td> <td></td> <td>Outline</td> <td>Refused</td> <td></td> <td></td> <td></td> </tr> <tr><td colspan="7">Screening opinion</td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7">© Copyright 2019 - SEABRAES - The Moray Council.</td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></td></tr><tr><td colspan="7"></ td/></table> <img>Aerial view of Portknockie showing a large green area with red outlines indicating the location of the proposed development. The area is surrounded by residential housing and green spaces. A map to the left shows the same area with different land use types marked.</img> Rock RAFFORD The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>10</page_number></td> </tr> </tbody> </table> LPR: 15/R1 Supply Type: Constrained SITE REF: M/Rf/R/07/01 LOCATION: BROGHLOCH Capacity: <table> <thead> <tr> <th></th> <th>Projected 5yr Completion</th> <th>Total Units</th> </tr> </thead> <tbody> <tr> <th>Units Not Built</th> <th>Effective Land</th> <th>Constrained Land</th> </tr> <tr> <td>10</td> <td>0</td> <td>10</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Ownership Established Land: No indication of owner progressing site Dispute: Agreed Owner: Dallas Estate Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: 2011 Windfall: No Developer: Extra Information: Easting: 306752 Northing: 855597 Primary School: Andersons Ward: Forres Secondary School Forres Academy Area (Ha): 1.69 Tenure: <table> <thead> <tr> <th>Tenure Type</th> <th>Units</th> </tr> </thead> <tbody></tbody> </table> Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody></tbody> </table> <img>Aerial view of a rural area with a red outline marking a large plot of land. The land is surrounded by fields and trees. A road runs through the center of the land, and there are some buildings visible in the background.</img> Granary Road Moorlands Road Grants Farm ROTHES The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>30</td> </tr> </tbody> </table> LPR: 15/R1 SITE REF: M/R/S/R/07/01 Supply Type: Constrained LOCATION: Spey Street Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>30</td> <td>30</td> </tr> <tr> <td>Effective Land</td> <td>0</td> <td>Constrained Land</td> <td>30</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Physical Established Land: Dispute: Agreed Owner: Mr & Mrs Scott Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Extra Information: Easting: 328005 Northing: 849124 Primary School: Rothes Ward: Speyside Glenlivet Secondary School Speyside High Area (Ha): 2.12 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody></tbody> </table> <img>Aerial view of a rural area with a red box highlighting a specific plot of land. The image shows a mix of green fields, some buildings, and roads. A map overlay indicates the location of the highlighted area.</img> <watermark>The Moray Council Housing Land Audit 2019 The Moray Council</watermark> ROTHES The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>50</td> </tr> </tbody> </table> LPR: 15/OPP1 Supply Type: Constrained SITE REF: M/R/S/R/07/03 LOCATION: Greens of Rother Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>50</td> <td>50</td> </tr> <tr> <td>Effective Land</td> <td>0</td> <td>Constrained Land</td> <td>50</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Programming Constraint Notes: OPP1 Established Land: Dispute: Agreed Owner: Sir Edward Mountain Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Extra Information: Easting: 327998 Northing: 850073 Primary School: Rothes Ward: Speyside Glenlivet Secondary School Speyside High Area (Ha): 3.78 Tenure: - Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody></tbody> </table> <img>Aerial view of a large agricultural field with a red outline marking the area. The field is surrounded by roads and buildings. A red box highlights the area within the red outline.</img> <watermark>The Moray Council Housing Land Audit 2019 © The Moray Council.</watermark> ROTHES The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>40</td> </tr> </tbody> </table> LPR: 15/R2 SITE REF: M/R/S/R/15/02 Supply Type: Constrained LOCATION: Green Street Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>40</td> <td>40</td> </tr> <tr> <td>Effective Land</td> <td>0</td> <td>Constrained Land</td> <td>40</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Established Land: 2015 Dispute: Owner: Mr Charles Meldrum Green/Brown: Brown House Programme: ☐ Land Use Type: Agricultural Building Effective Land: Windfall: No Developer: Extra Information: Easting: 328284 Northing: 849451 Primary School: Rothes Ward: Speyside Glenlivet Secondary School Speyside High Area (Ha): 1.8 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody></tbody> </table> <img>Rothes area map showing the site.</img> <watermark>Copyright 2019 The Moray Council. All rights reserved. This document is confidential and may not be reproduced, distributed or copied without prior written permission of The Moray Council.</watermark> \<page_number>Page 3 of 3\</page_number> ROTHIEMAY The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>12</page_number></td> </tr> </tbody> </table> LPR: 15/R1 SITE REF: M/RT/R/001 Supply Type: Constrained LOCATION: CASTLE TERRACE Capacity: <table> <thead> <tr> <th></th> <th>Projected 5yr Completion</th> <th>Total Units</th> </tr> </thead> <tbody> <tr> <th>Units Not Built</th> <th>Effective Land</th> <th>Constrained Land</th> </tr> <tr> <td>12</td> <td>0</td> <td>12</td> </tr> </tbody> </table> Planning: Planning Consent: Detail Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Established Land: 2003 Dispute: Agreed Owner: Private Green/Brown: Green House Programme: ☐ Land Use Type: Effective Land: 2003 Windfall: No Developer: Private Extra Information: Easting: 354852 Northing: 848410 Primary School: Rothiemay Ward: Keith And Cullen Secondary School Keith Grammar School Area (Ha): 1.11 Tenure: Tenure Type Units Auchinloch Lochan Stone Cir Weir Park Town of Rothiemay <img>Aerial view of the Rothiemay area showing the proposed development site.</img> Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>15/01013</td> <td>1</td> <td>Full</td> <td>Approved</td> <td>29/07/2015</td> <td></td> <td></td> </tr> <tr> <td>11/00991</td> <td>12</td> <td>Full</td> <td>Approved</td> <td>19/08/2011</td> <td></td> <td></td> </tr> <tr> <td>07/02477</td> <td></td> <td>Outline</td> <td>Approved</td> <td>17/07/2008</td> <td></td> <td></td> </tr> <tr> <td>14/00626</td> <td></td> <td>Full</td> <td>Withdrawn</td> <td></td> <td></td> <td></td> </tr> </tbody> </table> <watermark>This document contains confidential information and may not be reproduced without prior written permission from The Moray Council.</watermark> ROTHIEMAY The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>5</page_number></td> </tr> </tbody> </table> LPR: 15/R2 SITE REF: M/RT/R/07/02 Supply Type: Constrained LOCATION: ANDERSON DRIVE Capacity: <table> <thead> <tr> <th></th> <th>Projected 5yr Completion</th> <th>Total Units</th> </tr> </thead> <tbody> <tr> <th>Units Not Built</th> <th>5</th> <th>5</th> </tr> <tr> <th>Effective Land</th> <th>0</th> <th>Constrained Land</th> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Established Land: Dispute: Agreed Owner: Developer: Green/Brown: Green House Programme: ☐ Land Use Type: Effective Land: Windfall: No Extra Information: Easting: 354630 Northing: 848689 Primary School: Rothiemay Ward: Keith And Cullen Secondary School Keith Grammar School Area (Ha): 0.61 Tenure: <table> <thead> <tr> <th>Tenure Type</th> <th>Units</th> </tr> </thead> <tbody></tbody> </table> Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody></tbody> </table> <img>Aerial view of a residential area with a large red outline marking a potential development site. The map in the background shows roads and nearby locations such as Auchinleck, Lossie, Milltown, and Rothiemay.</img> © Crown copyright 2019. TSG:100023422 The Moray Council ROTHIEMAY The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><strong>10</strong></td> </tr> </tbody> </table> LPR: 15/R3 Supply Type: Constrained SITE REF: M/RT/R/15/03 LOCATION: Deveronside Road Capacity: <table> <thead> <tr> <th colspan="2">Projected 5yr Completion</th> <th>Total Units</th> </tr> <tr> <th>Units Not Built</th> <th>Effective Land</th> <th>Constrained Land</th> </tr> </thead> <tbody> <tr> <td>10</td> <td>0</td> <td>10</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Marketability Constraint Notes: Established Land: 2015 Dispute: Owner: Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: 2015 Windfall: No Developer: Extra Information: Easting: 354666 Northing: 848375 Primary School: Rothiemay Ward: Keith And Cullen Secondary School Keith Grammar School Area (Ha): 1 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr> <tr><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr> <tr><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr> <tr><td></td><td></td><td></td><td></td><td></ td<td></ td>< td></ td></tr> <tr>< td colspan="7" style="text-align:center;"></tr> <img>Rothiemay location map showing the area to be developed.</img> <img>Aerial view of the Rothiemay site with a red outline marking the area to be developed.</img> <watermark>PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT PLOT. URQUHART The Moray Council Housing Land Audit 2019 Projected Completions: 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024+ LPR: R1/LONG Supply Type: Constrained LOCATION: Meff Road SITE REF: M/UR/R/005 Capacity: Projected 5yr Completion Units Not Built 20 Effective Land 0 Constrained Land 20 Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Programming Constraint Notes: LONG Established Land: Dispute: Agreed Owner: Developer: Green/Brown: Green House Programme: ☐ Land Use Type: Effective Land: Windfall: No Extra Information: Easting: 328463 Northing: 862741 Primary School: Lhanbryde Ward: Fochabers Lhanbryde Secondary School Milnes High School Area (Ha): 1.64 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <th>Application</th> <th>Units</th> <th>Type</th> <th>Decision</th> <th>Decision Date</th> <th>Aff Type</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> <img>Map showing Urquhart and surrounding area with a red bounding box highlighting a large rectangular area.</img> <watermark>d rlv</watermark> URQUHART The Moray Council Housing Land Audit 2019 Projected Completions: <table> <thead> <tr> <td></td> <td>2013</td> <td>2014</td> <td>2015</td> <td>2016</td> <td>2017</td> <td>2018</td> <td>2019</td> <td>2020</td> <td>2021</td> <td>2022</td> <td>2023</td> <td>2024+</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td><page_number>5</page_number></td> </tr> </tbody> </table> LPR: 15/LONG2 Supply Type: Constrained LOCATION: Station Road SITE REF: M/UR/R/15/L2 Capacity: <table> <thead> <tr> <td></td> <td>Projected 5yr Completion</td> <td>Total Units</td> <td></td> </tr> </thead> <tbody> <tr> <td>Units Not Built</td> <td>5</td> <td>Effective Land</td> <td>5</td> </tr> <tr> <td></td> <td></td> <td>Constrained Land</td> <td>5</td> </tr> </tbody> </table> Planning: Planning Consent: None Adopted Local Plan: ☑ Constraint Type: Programming Constraint Notes: LONG Established Land: 2015 Dispute: Owner: Green/Brown: Green House Programme: ☐ Land Use Type: Agricultural Land Effective Land: Windfall: No Developer: Extra Information: Easting: 328904 Primary School: Lhanbryde Secondary School Milnes High School Northing: 862804 Ward: Fochabers Lhanbryde Area (Ha): 0.5 Tenure: Tenure Type Units Planning Applications: <table> <thead> <tr> <td>Application</td> <td>Units</td> <td>Type</td> <td>Decision</td> <td>Decision Date</td> <td>Aff Type</td> <td>Notes</td> </tr> </thead> <tbody></tbody> </table> <img>Aerial view of a residential area with a large red outline marking a plot of land. The map shows streets, houses, and green spaces. The area labeled "Urquhart" is highlighted.</img> <watermark>Carmy Urquhart C Lemy Urquhart</watermark>	ENGLISH
2441-pdf	Geophysical Research Abstracts Vol. 18, EGU2016-16969, 2016 EGU General Assembly 2016 © (Authors) 2016. CC Attribution 3.0 License. <img>EGU logo</img> # First step to understand the importance of new deep aquifer pumping regime in groundwater system in a developing country, Kwale, Kenya. Nuria Ferrer (1,2), Albert Folch (1,2), Mike Lane (3), Mike Thomas (3), Willie Sasaka (3), Calvince Wara (3), Said Banje (3), Dan Olago (4), Jacob Kativa (5), Patrick Thomson (5), and Rob Hope (5) (1) Department of Civil and Environmental Engineering, Universitat Politècnica de Catalunya (UPC), Jordi Girona 1-3, 08034 Barcelona, Spain, (2) Associated Unit: Hydrogeology Group (UPC-CSIC), (3) Rural Focus Ltd., Kenya, (4) Department of Geology, University of Nairobi, Kenya, (5) Smith School of Enterprise and the Environment, Oxford University, UK The population growth in the world carries on the one hand, an increased demand of fresh water and on the other hand, a decrease of quality and quantity of this resource. To avoid this deterioration it is essential doing a good management of surface water and groundwater, specially the second one, which has become the major source of water supply for domestic, industrial and agricultural sectors of many countries (UNEP 1999). This groundwater management starts with an accurate hydrogeological characterization of aquifer systems, mainly in that aquifer systems in which is changing the abstraction regime. In this context of population growth and new abstraction regimes on aquifer system is where the project “Giro for Good: Groundwater Risk for Growth and Development” is founded by UPGro. This interdisciplinary project has the main objective to develop tools and methodologies to improve and get by new governance transformations the balance between economic growth, groundwater sustainability (in terms of quality and quantity) and human development (http://upgro.org/consortium/gro-for-good/). The study area is located on the south eastern coast of Kenya, in Kwale County. The Kwale coastal groundwater system formed by a shallow and deep aquifer systems has long served urban water demands and an established tourism industry but now faces unprecedented ground and surface water resource demands especially from KISCOLS (5,500 hectares of irrigated sugarcane) and the country’s largest mining operation (Base Titanium Ltd.). Despite borehole drilling activity in recent years, only a few wells have been drilled into the deep aquifer. In contrast to deep aquifer, no major pumping activity has started yet, allowing baseline evaluation. Scattered around the study area are 440 handpumps providing drinking water to over 90,000 people. The relationship between the shallow and deep aquifers remains uncertain and so, the future influence on groundwater level and its quality either. So, in order to define the system and start to understand the different complex interactions, we present the initial results of the first complete water sampling field campaign (September 2015). Water isotope data and major ions were analyzed from 78 shallow and deep wells and surface water spread around study area. This field survey has been useful to understand the recharge-discharge areas and groundwater quality of deep aquifer system and which will have an important role for sustainable water management in the of Kwale area. Acknowledgements The research is primarily supported under the NERC/JESRC/DfID Unlocking the Potential of Groundwater for the Poor (UPGro) as a Catalyst Grant (NE/L001958/1) with work extending until 2019 as a Consortium Grant (NE/M008894/1), see http://www.upgro.org. Data for the paper will be publicly posted on the National Geoscience Data Centre and the UK Data Archive under the terms of the UPGro data management agreement.	ENGLISH
0164-pdf	<img>Bowler Energy logo with green wind turbine icon.</img> BOWLER ENERGY Badger Farm, Willowpit Lane Hilton, Derby DE65 5FN 01283 736615 01283 733040 e: info@bowlerenergy.co.uk w: www.bowlerenergy.co.uk Applicants Phillip Holmes and John Holmes T/a J. T Holmes & Son Church Bank Cottage Fenny Bentley Ashbourne Derbyshire DE6 1LB Site Address Caskinlow Farm Newhaven Buxton Derbyshire SK17 0BA Drawing Reference 20/3/13/ Location Plan/ TL. Project Construction of 1 x 11kW Wind Turbine Scale \<page_number>1:5000\</page_number> <img>Small black and white icon of a house.</img>	ENGLISH
2411-pdf	<img>JACOBS™</img> National Archives Ecological Walkover Survey Report February 2011 <img>The National Archives building entrance with a person walking towards it.</img> Final version <img>JACOBS logo</img> # Document control sheet BPP 04 F8 Client: National Archives Project: National Archives Biodiversity Action Plan Document Title: Ecological Walkover Survey Report Ref: J24106CL / DJ1 Job No: J24106CL <table> <thead> <tr> <th>Original</th> <th>Checked by</th> <th>Reviewed by</th> <th>Approved by</th> </tr> </thead> <tbody> <tr> <td>Dave Jones</td> <td>Alex Hollands</td> <td>Wendy Bateman</td> <td>Wendy Bateman</td> </tr> <tr> <td>DATE<br>February 2011</td> <td><signature>Dave Jones</signature><br><signature>Alex Hollands</signature></td> <td><signature>Wendy Bateman</signature><br><signature>W. Bat</signature></td> <td><signature>W. Bat</signature><br><signature>W. Bat</signature></td> </tr> </tbody> </table> Document Status: Final version <table> <thead> <tr> <th>Revision</th> <th>Name</th> <th>Name</th> <th>Name</th> <th>Name</th> </tr> </thead> <tbody> <tr> <td>DATE<br>REVISION<br>Document Status</td> <td><signature></signature></td> <td><signature></signature></td> <td><signature></signature></td> <td><signature></signature></td> </tr> <tr> <td>DATE<br>REVISION<br>Document Status</td> <td><signature></signature></td> <td><signature></signature></td> <td><signature></signature></td> <td><signature></signature></td> </tr> <tr> <td>DATE<br>REVISION<br>Document Status</td> <td><signature></signature></td> <td><signature></signature></td> <td><signature></signature></td> <td><signature></signature></td> </tr> <tr> <td>DATE<br>REVISION<br>Document Status</td> <td><signature></signature></td> <td><signature></signature></td> <td><signature></signature></td> <td><signature></signature></td> </tr> <tr> <td>DATE<br>REVISION<br>Document Status</td> <td><signature></signature></td> <td><signature></signature></td> <td><signature></signature></td> <td><signature></signature></td> </tr> <tr> <td>DATE<br>REVISION<br>Document Status</td> <td><signature></signature></td> <td><signature></signature></td> <td><signature></signature></td> <td><signature></signature></td> </tr> <tr> <td>DATE<br>REVISION<br>Document Status</td> <td><signature></signature></td> <td><signature></signature></td> <td><signature></signature></td> <td><signature></signature></td> </tr> <tr> <td>DATE<br>REVISION<br>Document Status</td> <td><signature></signature></td> <td><signature></signature></td> <td><signature></signature></td> <td><signature></signature></td> </tr> <tr> <td>DATE<br>REVISION<br>Document Status</td> <td><signature></signature></td> <td>< signature > </ td > <td>< signature > </ td > <td>< signature > </ td > </tr> Jacobs Engineering U.K. Limited This document has been prepared by a division, subsidiary or affiliate of Jacobs Engineering U.K. Limited ("Client") in its professional capacity as consultant to the Client in accordance with terms and conditions of Jacobs' contract with the commissioning party (the "Client"). Regard should be had to these terms and conditions when considering and/or placing any reliance on this document. No part of this document may be copied or reproduced without prior written permission from Jacobs. If you have received this document in error please destroy all copies in your possession or control and notify Jacobs. Any advice, opinions, or recommendations within this document (a) should be read and relied upon only in the context of the document as a whole; (b) is not, in any way, purport to include any manner of legal advice or opinion; (c) is based upon the information made available to Jacobs by the Client and other third parties; (d) does not constitute a recommendation to enter into any transaction; (e) should not be relied upon as fact but should be noted and it is expressly stated that no independent verification of any of the documents or information supplied to Jacobs has been made; (f) does not constitute a guarantee of future events; (g) does not constitute a warranty of any kind; (h) is subject to change at any time and should be reviewed periodically; (i) is provided for the purpose for which it was originally intended and provided. Following final delivery of this document to the Client, Jacobs will have no further obligation to advise the Client on any matters including development affecting the information or advice provided in this document. This document has been prepared for the exclusive use of the Client and unless otherwise agreed in writing by Jacobs, no other party may use, make available, copy, distribute, reproduce, modify, adapt, translate, publish, display or otherwise exploit this document to a third party. Jacobs may, at its discretion, agree to such release provided that (a) Jacobs' written agreement is obtained prior to such release; and (b) by release of the document to the third party, Jacobs does not become liable for any loss or damage arising out of such release; (c) Jacobs does not assume any liability or responsibility for any loss or damage incurred by the Client or for any conflict of Jacobs' interests arising out of the Client's release of this document to the third party. <img>JACOBS logo</img> # Contents \| \| \| \|---\|---\| \| 1 \| Introduction \| 1 \| \| 1.1 \| Background \| 1 \| \| 1.2 \| Site description \| 1 \| \| 2 \| Methodology \| 2 \| \| 2.1 \| Field survey \| 2 \| \| 2.2 \| Bat inspection \| 2 \| \| 2.3 \| Constraints \| 3 \| \| 3 \| Results \| 4 \| \| 3.1 \| Extended Phase 1 Habitat Survey \| 4 \| \| 3.2 \| Bat inspection \| 6 \| \| 3.3 \| Other species \| 8 \| \| 4 \| Discussion and recommendations \| 9 \| \| 4.1 \| Habitats \| 9 \| \| 4.2 \| Legally protected and notable species \| 11 \| \| 4.3 \| Biodiversity Action Plan \| 13 \| \| 5 \| Conclusion \| 14 \| \| 6 \| References \| 15 \| Appendix A Phase 1 Habitat Survey map and target notes \<page_number>16\</page_number> Appendix B Site photographs \<page_number>17\</page_number> <img>JACOBS logo</img> 1 Introduction 1.1 Background Jacobs Engineering UK Ltd. has been commissioned to undertake an Extended Phase 1 Habitat Survey of the National Archives site in Kew, London Borough of Richmond upon Thames. The survey is required to map the habitats found on the site as well as to assess the potential presence of legally protected species and any other notable habitats and species. The results of this survey will be used to inform the production of a site Biodiversity Action Plan (BAP) which will be produced separately to this report. 1.2 Site description The National Archives site is located in Kew, London Borough of Richmond upon Thames, at Ordnance Survey grid reference TQ195772. The site is bounded by the River Thames to the north and east, a railway line to the west and residential housing to the south. The site is well maintained and supports two large buildings, areas of hardstanding, ornamental shrubs, short grassland and ponds; the majority of the site is fully accessible to the public and National Archives staff. National Archives – Ecological Walkover Survey Report \<page_number>1\</page_number> <img>JACOBS logo</img> \<page_number>2\</page_number> # Methodology ## 2.1 Field survey An Extended Phase 1 Habitat survey was undertaken by a suitably qualified and experienced ecologist on the 18th August 2010 in accordance with the guidelines provided in the Handbook for Phase 1 Habitat Survey – a technique for environmental audit (JNCC, 2003). All habitats within the National Archives site were mapped and the dominant plant species present in each habitat recorded. Target note descriptions were also recorded for features of nature conservation importance. The survey also included an assessment of the habitats and features found within the site boundary for their potential to support legally protected and/or notable species and habitats. ## 2.2 Bat inspection An internal and external inspection of the two main buildings (Q1 and Q2) on the site was undertaken to identify the potential for and/or presence or likely absence of bats. The external inspection involved a visual assessment of each building from the roof and ground level (using close-focussing binoculars) to identify the presence of features that could be utilised by bats, including: - cracks and gaps in damaged brickwork; - gaps below hanging tiles, roof slates, weatherboarding or soffit boxes; - air vents, drainage pipes and other cavities. Each inspection also aimed to identify evidence that indicates bat presence in the buildings, notably: - droppings; - feeding remains; - urine or fur staining; - live bats; and, National Archives – Ecological Walkover Survey Report \<page_number>2\</page_number> <img>JACOBS logo</img> - bat carcasses. The general suitability of all potential roost features and adjacent habitats for bats was also assessed and recorded during the survey. 2.3 Constraints The survey was undertaken during calm, dry weather conditions with scattered cloud and a maximum temperature of 22°Celsius. Late August is a sub-optimal period for undertaking a Phase 1 Habitat Survey as many species of flora have finished flowering and may not be evident at this time of the year. However, due to the types of habitat found on the site, the timing of the survey is not considered to be a significant constraint and is not thought to have influenced the validity of the survey results. Full access to each of the buildings was available and a thorough bat inspection was possible from the roof (building Q2 only), ground level and inside the buildings. National Archives – Ecological Walkover Survey Report \<page_number>3\</page_number> <img>JACOBS logo</img> 3 Results 3.1 Extended Phase 1 Habitat Survey A habitat map and target notes describing the habitats recorded on site are provided in Appendix A. Eight habitat types were recorded during the survey; parkland, species poor semi-improved grassland, amenity grassland, standing water, introduced shrubs, hedgerows, buildings and bare ground. A description of each habitat is provided below. Parkland The site supports a variety of scattered trees that are both semi-natural and plantation in origin. The majority of trees present are semi-mature and have been planted in association with ornamental shrub borders, boundary hedgerows and areas of amenity grassland. Of the species present, cherry (Prunus sp.), whitebeam (Sorbus aria), ash (Fraxinus excelsior) and sycamore (Acer pseudoplatanus) are abundant. Semi-mature horse chestnut (Aesculus hippocastanum), English oak (Quercus robur) and Acacia trees are also occasional. The margins of Pond 2 (see below) support semi-mature tree species comprising alder (Alnus glutinosa), silver birch (Betula pendula), goat willow (Salix caprea) and grey willow (Salix cinerea). Two cedar (Cedrus sp.) trees located near to the site entrance close to the southern boundary are the only fully mature trees on the site and are of local landscape value. Images 9 and 10 in Appendix B show these trees. Species poor semi-improved grassland All areas of grassland on the site were shortly mown at the time of survey. Although the grassland was generally managed as amenity space, the presence of herbs (although restricted in abundance and diversity) indicates that the majority of grassland can be classified as species poor semi-improved, as opposed to the less valuable ‘amenity’ grassland classification. National Archives – Ecological Walkover Survey Report \<page_number>4\</page_number> <img>JACOBS logo</img> The dominant grass species in these areas is perennial rye grass (Lolium perenne) although the herbs yarrow (Achillea millefolium), ribwort plantain (Plantago lanceolata), daisy (Bellis perennis) and dandelion (Taraxacum officinale ag.) are abundant. The species mugwort (Artemisia vulgaris), bird's-foot trefoil (Lotus corniculatus), red clover (Trifolium pratense), black medic (Medicago lupulina), nettle (Urtica dioica) and charlock (Sinapis arvensis) are all occasional. Images 2, 3 and 7 in Appendix B show some of the areas of grassland found on the site. Amenity grassland An area of short mown amenity grassland is located to the west of Pond 2. The area is set aside for use as a picnic site and also supports a number of young plantation trees. Standing water Two artificial ponds connected by a weir are present within the site. The source of water for the ponds was not confirmed during the survey although site staff indicated that the water levels were periodically topped up with mains water. Both ponds have concrete sides and are immediately adjacent to areas of hardstanding. No macrophyte vegetation (submerged, floating or emergent) was present in either pond although Pond 2 (refer to Figure 1) supports a small island with dense shrubs and a weeping willow (Salix x sepulcralis) tree. The banks of Pond 2 also support mature trees including alder, silver birch, goat willow and grey willow. A large algal bloom was present in Pond 1 at the time of survey. During the survey, a single grey heron (Ardea cinerea) was observed on Pond 1 with coot (Fulica atra), moorhen (Gallinula chloropus) and mallard (Anas platyrhynchos) recorded on Pond 2. Several coot or moorhen chicks were also present. Photographs of the ponds and adjacent habitats are provided in Appendix B. National Archives – Ecological Walkover Survey Report \<page_number>5\</page_number> <img>JACOBS logo</img> Introduced shrubs The site supports extensive areas of ornamental shrubbery, notably alongside the main buildings, carparks and access roads. Species present include cotoneaster (Cotoneaster sp), bamboo, yew (Taxus baccata), dogwood (Cornus sp), hebe (Hebe sp), firethorn (Pyracantha sp) and privet (Ligustrum sp). Hedgerows Much of the site boundary consists of well established hedgerows supporting a mixture of native species, including hawthorn (Crataegus monogyna), ash, dogwood (Cornus sanguinea), beech (Fagus sylvatica), hazel (Corylus avellana), rose (Rosa sp), English elm (Ulmus procera) and sycamore. Buildings and bare ground The site is dominated by two large buildings (Q1 and Q2) with several carparks, access roads, paving and footpaths making up the remaining ‘hard’ areas. A detailed description of the buildings is provided in section 3.2 below. 3.2 Bat inspection 3.2.1 Building description The site supports two main buildings (Q1 and Q2), both located within 200m of the River Thames. Building Q1 is a large, square, four storey, concrete building constructed in the 1970s, with a flat aluminium sheet roof (which was installed during the 1990s) and a large roof space. The building is in good structural condition. Building Q2 is a modern glass and concrete building supporting a variety of roofs including pitched, hipped and mono-pitch styles. The roof material comprises a mixture of corrugated aluminium sheets, glass and tightly fitting slate tiles. No roof space is present, although the top floor (accessible via external walkways) is used as a plant room. The building is in good structural condition. Images 7, 11 and 12 in Appendix B show both buildings. National Archives – Ecological Walkover Survey Report \<page_number>6\</page_number> <img>JACOBS logo</img> 3.2.2 External inspection No evidence of bat presence (such as droppings or urine/fur staining) was observed during the external inspections. Both buildings were found to be in good structural condition and neither supported extensive features that were considered suitable for roosting bats, such as weatherboarding, hanging tiles, or damaged and slipped roof tiles. Where potential roost features where observed, such as soffit boxes, barge boards, lead flashing and roof tiles, these were found to be tightly fitting and well sealed with limited access points that could be used by bats. However, gaps between the concrete facing of building Q1 could potentially be utilised by crevice dwelling bats if deep enough. A series of louvre air vents above the fourth floor windows of building Q1 have the potential to be used by bats to access the roof space. Potential bat access points into the plant rooms of Building Q2 also exist via gaps between the external door ventilation grilles. Photographs of these features are shown in Images 13 and 14 of Appendix B. Given the design and structural integrity of both buildings, the likelihood of bats roosting under/behind external features of either building is considered to be low. 3.2.3 Internal inspection The roof space of building Q1 consists of a single large void with wooden sarking supported by timber beams, steel girders and concrete posts. The beams and sarking were generally tight fitting with few gaps and crevices, although some gaps between overlapping beams were observed. The roof space was well maintained and uncluttered and no evidence of bat presence (such as droppings, feeding remains, bats or staining) was observed in the areas surveyed. The plant rooms of building Q2 consist of large rooms with concrete walls, aluminium panel ceilings with steel root supports and beams. Each room houses machinery and pipework and is subject to moderate levels of noise disturbance. Potential roost spaces occur in gaps between steel girders and the ceiling, as well as between aluminium panelling and the walls. No evidence of bat presence (such National Archives – Ecological Walkover Survey Report \<page_number>7\</page_number> <img>JACOBS logo</img> as droppings, feeding remains, bats or staining) was observed in the areas surveyed. Images 15 and 16 show the internal features of both roof spaces. 3.3 Other species No evidence of other protected species was observed during the survey, although all areas of scrub, hedgerows and trees have the potential for use by nesting birds. Both ponds on the site are considered to be sub-optimal to support great crested newts (Triturus cristatus) due to the absence of macrophytes, the quality of terrestrial habitat and the apparent isolation of the site from other suitable waterbodies. However, the ponds could be utilised by breeding common frog (Rana temporaria) or common toad (Bufo bufo). The site is also considered to offer negligible potential to support other protected species such as dormice (Muscardinus avellanarius), reptiles, water voles (Arvicola terrestris) and otters (Lutra lutra) due to sub-optimal on-site habitats. However, the site does support suitable foraging habitat for badgers (Meles meles), especially given its proximity to a nearby railway line – a habitat feature often associated with this species. Anecdotal records from National Archives staff also suggest that badgers may be active within the vicinity. The areas of ornamental planting and boundary scrub and hedgerows are likely to provide a feeding resource for invertebrates. The hedgerows and areas of grassland could also potentially be used by sheltering and foraging hedgehogs (Erinaceus europaeus), a UK Biodiversity Action Plan species. National Archives – Ecological Walkover Survey Report \<page_number>8\</page_number> <img>JACOBS logo</img> 4 Discussion and recommendations 4.1 Habitats The National Archives site is a small area of land located in a predominantly urban setting. Whilst the site is dominated by two buildings and areas of hardstanding, there are a variety of landscaped and ornamental habitats within the remaining available land, including grassland, trees, hedgerows, ponds and scrub. Additionally, although the site is located within an urban area, its proximity to the linear habitats of the River Thames and adjacent railway line, as well as open green space associated with the nearby Kew Gardens and residential properties, means that the site has the potential to contribute towards the biodiversity resource of the local area. Of the habitats found on site, grassland areas are amongst the most abundant. At the time of survey, all areas of grassland were closely mown and supported a low diversity of herb and grass species. As such, the areas of grassland in their current condition are considered to be of low ecological value. However, the biodiversity value of these areas can easily be enhanced by sowing an appropriate wildflower seed mix and/or adopting a more sympathetic mowing regime that allows areas of grassland to grow ‘wild’ throughout much of the year. Outline recommendation 1: Grassland enhancements - Allocate areas of grassland that will be managed for biodiversity. - Cut these areas of grassland twice a year, once before April and once after August. Light strimming can be used to control excess growth; in this instance try to create a variety of sward heights. - Aim to leave some areas of grassland uncut throughout the entire year, especially in corners of the site or in close proximity to hedges and scrub. - Consider sowing a native meadow grassland seed mixture (MG5 Centaurea nigra-Cynosurus cristatus grassland mixture would be suitable). Target species: invertebrates (including butterflies, grasshoppers and crickets), small mammals, amphibians, ground foraging birds. National Archives – Ecological Walkover Survey Report \<page_number>9\</page_number> <img>JACOBS logo</img> The two ponds recorded during the survey represent large areas of habitat within the site. However, whilst aquatic habitats have great potential to be of high biodiversity value, the on-site ponds provide limited opportunities for wildlife owing to the complete absence of vegetation and the 'hard' habitats immediately adjacent to them. Pond 1 also supported an algal bloom which indicates low levels of oxygenation, perhaps due to the absence of aquatic vegetation. As such, the ponds in their current condition are considered to be of low ecological value. Outline recommendation 2: Pond enhancements - Encourage or introduce native and non-aggressive aquatic plant growth. Aim to create a mosaic of vegetation and habitat types including submerged, emergent, floating and rooting plants. - Remove the dense scrub on the island and replace with flowering tall ruderal species. Consider creating a log pile here. - Create a shallow sloping area, to allow easy access and egress for waterfowl and amphibians. - Create a 'wild' area alongside Pond 2 for the benefit of amphibians. Consider creating a log pile here. - Maintain a clean water supply and avoid topping up with tapped water (due to presence of chlorine). - Use bales of barley straw to control algae growth. Target species: invertebrates (notably aquatic invertebrates, dragonflies and damselflies), amphibians, waterfowl. Many of the habitats recorded during the survey are young or newly established (such as the many trees and areas of ornamental shrubbery) and so at present do not achieve their full biodiversity potential; however, this potential and their value to biodiversity will increase as these habitats mature and establish themselves; this is particularly applicable to the on-site trees. To compensate for the limited nesting features in the young trees (such as natural holes, woodpecker holes, splits and cracks etc), National Archives staff have erected a number of bird boxes. A log pile has also been created for the benefit of dead wood dependent invertebrates and sheltering small mammals. The continuation of these simple habitat enhancement measures should be encouraged. National Archives – Ecological Walkover Survey Report \<page_number>10\</page_number> <img>JACOBS logo</img> Of the habitats recorded on site, it is the boundary hedgerows and areas of scrub that offer the most value for biodiversity in their current condition. The entire site boundary consists of a well established hedgerow or belts of scrub comprising a mixture of native woody species. This habitat is likely to be of value for nesting and foraging birds, small mammals and invertebrates. If the hedgerows are currently managed as part of a grounds maintenance regime, cutting should preferably take place every third year on a rotational cycle so that all hedgerows are not cut in the same year; this will ensure flowers and fruit will remain available to birds, small mammals and invertebrates. If cutting must be undertaken annually, consideration should be given to cutting the hedge at a higher level than the previous year so that the hedge can grow taller. Hedgerow maintenance should ideally be scheduled to take place during January and February after most of the berries have been eaten but before the bird nesting season. Much of the site is dominated by two large buildings that offer limited potential for biodiversity due to their age, design and structural integrity. As the buildings occupy such a large footprint within the site, their potential for biodiversity should be maximised. Outline recommendation 3: Building enhancements - Erect bird boxes, swift bricks and bat boxes, bricks and tubes onto suitable external walls. Each box, brick or tube should be erected at the appropriate elevation and aspect for the target species. - Grow native climbing plants, such as ivy (Hedera helix), traveller’s-joy (Clematis vitala), bittersweet (Solanum dulcamara) and white bryony (Bryonia dioica) up bare external walls. Target species: nesting and foraging birds, invertebrates. 4.2 Legally protected and notable species Bats No evidence of bat presence was observed during the survey and given the design and structural integrity of both buildings, the potential for bats to roost under/behind external features of either structure is considered to be low. National Archives – Ecological Walkover Survey Report \<page_number>11\</page_number> <img>JACOBS logo</img> However, the presence of bat roosts and bat activity has a strong correlation with the proximity to waterbodies and riparian habitat. As the National Archives site is located immediately adjacent to the River Thames, and as potential access points are present in each building that could allow bats access into the roof space and/or plant rooms, there is potential for bats to use internal parts of the buildings for roosting. Although the site does not support any trees that are considered suitable for roosting bats, the boundary hedgerows have the potential to be used by commuting and/or foraging bats and National Archives staff have provided anecdotal records of pipistrelle bats foraging close to the building. To enhance the site for bats, consideration should be given to erecting bat boxes onto buildings and mature trees. Additional measures that would enhance the value of the site for bats include the creation of areas of rough grassland and the improvement of the pond habitats; both of these enhancements would encourage invertebrates which are the prey items for bats. The dimming or removal of permanent bright external lighting, especially in close proximity to trees and boundary hedgerows, may also encourage bats onto the site. Other protected and notable species At the time of survey, the habitats recorded on site were considered to offer limited value for other legally protected species, although a single grey heron – a species listed on the London Borough of Richmond Biodiversity Action Plan (BAP) – was recorded on Pond 1. The site does (or could easily) support suitable habitat for Biodiversity Action Plan Species¹ including common frog, common toad, hedgehog, song thrush (Turdus philomelos), stag beetle (Lucanus cervus), bumble bee (Bombus spp) and dragonflies (Anisoptera spp). The enhancement of the on-site habitats for these target species should be encouraged and should form a central part of a future National Archives Biodiversity Action Plan. ¹ Taken from species listed on the London BAP and LB Richmond upon Thames BAP. National Archives – Ecological Walkover Survey Report \<page_number>12\</page_number> <img>JACOBS logo</img> However, in the interim, implementation of the outline recommendations described above, in combination with the current habitat enhancements (including creation of log piles, hedgehog houses, nest boxes etc) being initiated by National Archives staff, will help provide habitats suitable for a range of biodiversity and potentially those listed on the London BAP and London Borough of Richmond upon Thames BAP. 4.3 Biodiversity Action Plan The results of this survey and site assessment will inform the production of a National Archives Biodiversity Action Plan for the site at Kew. The BAP will seek to enhance the biodiversity value of the site for target species and habitats, notably those listed on other local, regional and national BAPs. The proposed BAP will form the basis of any detailed biodiversity management recommendations for this site. National Archives – Ecological Walkover Survey Report \<page_number>13\</page_number> <img>JACOBS logo</img> 5 Conclusion An Extended Phase 1 Habitat survey and internal and external bat inspection was undertaken by a suitably qualified and experienced ecologist on the 18th August 2010. Eight habitat types were recorded during the survey, these comprised of parkland, species poor semi-improved grassland, amenity grassland, standing water, introduced shrubs, hedgerows, buildings and bare ground. The majority of the site is accessible to the public and is subject to regular maintenance. No evidence of bat presence in buildings Q1 or Q2 was identified during the survey and the potential for bats to roost under/behind external features of either building is considered to be low. However, potential access points that would allow bats access into the roof space of building Q1 and the plant rooms of building Q2 were observed. The site is considered to offer low potential to support other legally protected species and the majority of habitats found on site are of limited ecological value (in their current condition). Outline recommendations have been provided that will enhance the biodiversity value of the on-site habitats, notably for species listed on the London BAP and London Borough of Richmond upon Thames BAP. The results of this survey will be used to inform the production of a National Archives BAP for this site. The proposed BAP will form the basis of any detailed biodiversity management recommendations for this site. National Archives – Ecological Walkover Survey Report \<page_number>14\</page_number> <img>JACOBS logo</img> 6 References - Bat Conservation Trust (2007). Bat Surveys – Good Practice Guidelines. Bat Conservation Trust, London. - Farming and Wildlife Advisory Group [online]. Technical Information: Hedgerow Management. http://forum.fwag.org/data/document/3390.pdf. Accessed November 2010. - Joint Nature Conservation Committee (1993). Handbook for Phase 1 Habitat Survey – a technique for environmental audit. JNCC, Peterborough. - London Biodiversity Partnership [online]. http://www.lbp.org.uk/index.htm. Accessed October 2010. - Mitchell-Jones, A.J. (2004). Bat Mitigation Guidelines. English Nature, Peterborough. - Richmond Biodiversity Group [online]. Biodiversity Action Plan Richmond upon Thames. http://www.richmond.gov.uk/richmond_biodiversity_action_plan2-2.pdf. Accessed October 2010. National Archives – Ecological Walkover Survey Report \<page_number>15\</page_number> <img>JACOBS logo</img> Appendix A Phase 1 Habitat Survey map and target notes <table> <thead> <tr> <th>Target note</th> <th>Description</th> </tr> </thead> <tbody> <tr> <td>1</td> <td>Pond 1 with link via weir to Pond 2. Algal bloom throughout most of pond. No emergent or aquatic vegetation. Surrounded by hardstanding. Could be significantly improved with better control of algae. Grey heron.</td> </tr> <tr> <td>2</td> <td>Young whitebeam trees. Bare ground below trees. Could be improved with grassland seeding. Nest box and insect box erected on nearby external wall.</td> </tr> <tr> <td>3</td> <td>Grassland and trees to north of Pond 2. Grass could be enhanced, especially given existing pond nest boxes on nearby trees. Alder, silver birch, goat willow along bank.</td> </tr> <tr> <td>4</td> <td>Pond 2. Concrete sides with some overhanging trees. Island densely planted with ornamental shrubs and weeping willow. No aquatic vegetation. Sweetener flow via weir connection with Pond 1. Could be greatly enhanced. Cool, moorhen, mallard. Chicks.</td> </tr> <tr> <td>5</td> <td>Amenity grassland picnic area. Newly planted trees.</td> </tr> <tr> <td>6</td> <td>Mature citrus tree (Cedrus deodara) in small area of amenity grassland. Low bat potential.</td> </tr> <tr> <td>7</td> <td>Mature cedar tree. Low bat potential.</td> </tr> <tr> <td>8</td> <td>Log pile.</td> </tr> <tr> <td>9</td> <td>Ventilation grilles. Potential access points into roof space for bats.</td> </tr> </tbody> </table> National Archives – Ecological Walkover Survey Report \<page_number>16\</page_number> Legend <watermark>JACOBS</watermark> Study area boundary Target notes Tree Species rich intact hedge Wall Broad-leaved plantation Dense/continuous scrub SI Poor semi-improved grassland Standing water Hard standing A Amenity grassland Introduced shrub Buildings <img>A map showing a study area with various features labeled. The map includes labels such as "Q1", "Q2", "Pond 1", "Pond 2", "A", "SI" (for SI), and "N" indicating north. There are also symbols representing different types of vegetation and land use.</img> N Grid Reference: TQ195 772 <table> <tr> <td>0</td> <td>Nov 10</td> <td>Revision One</td> <td>LB NC WB</td> </tr> <tr> <td>File Date</td> <td>Time</td> <td>Description of work</td> <td>Client</td> </tr> <tr> <td>2023-06-15</td> <td>10:00</td> <td>The National Archives Ecological Walker Survey</td> <td>Client</td> </tr> </table> The National Archives Project The National Archives Ecological Walker Survey Drawing title Figure 1 Phase 1 Habitat Map Drawing info Scale 1:1,000 @ A3 DOC NOT SCALE Jacobs No. J24106CL Client No. J24106CL Drawing no. J24106CL TheNationalArchivesEcology/001 Page number \<page_number>0\</page_number> This drawing is not to be used in whole or part other than for the purpose for which it was drawn. For internal use only. This drawing is the property of Jacobs and may not be reproduced without prior written permission. Refer to the contract for full terms and conditions. <img>JACOBS logo</img> Appendix B Site photographs <table> <tr> <td><img>Image 1. Southern corner of building Q2 and ornamental planting.</img></td> <td><img>Image 2. Short grassland and trees in north western car park.</img></td> </tr> <tr> <td><img>Image 3. Typical area of short grassland and trees.</img></td> <td><img>Image 4. Pond 1.</img></td> </tr> <tr> <td><img>Image 5. Pond 2.</img></td> <td><img>Image 6. Island on Pond 2.</img></td> </tr> <tr> <td><img>Image 7. Building Q2 and amenity grassland viewed from the south west.</img></td> <td><img>Image 8. Log pile in shrubbery along western boundary.</img></td> </tr> </table> National Archives – Ecological Walkover Survey Report \<page_number>17\</page_number> JACOBS <table> <tr> <td><img>Image 9. Cedar tree in car park to east of site entrance.</img></td> <td><img>Image 10. Cedar tree to north of site entrance.</img></td> </tr> <tr> <td><img>Image 11. Building Q1.</img></td> <td><img>Image 12. Building Q2.</img></td> </tr> <tr> <td><img>Image 13. Louvre air vents around the top of building Q1.</img></td> <td><img>Image 14. Louvre ventilation panels on plant room doors of building Q2.</img></td> </tr> <tr> <td><img>Image 15. Internal view of plant rooms.</img></td> <td><img>Image 16. Internal view of Q1 roof space.</img></td> </tr> </table> National Archives – Ecological Walkover Survey Report \<page_number>18\</page_number>	ENGLISH
2008-pdf	Criminal Records Bureau Information Management Assessment Programme Action Plan <table> <thead> <tr> <th>#</th> <th>Recommendation</th> <th>Actions</th> <th>Priority High/Low/Medium</th> <th>Timescale</th> <th>Owner</th> <th>Observations</th> <th>Delivered? Yes/No</th> </tr> </thead> <tbody> <tr> <td>R1</td> <td>1.Evalute the risk, benefit and cost of disposing of personal information that is no longer required in the Customer Relationship Management system, with a view to deleting this prior to the anticipated merger with ISA.</td> <td><strong>Action 1.1 Work is currently underway to address the issue of CRM data retention with business units so that this can be filtered to the Contract Re-let requirements. A policy has been drafted and has been formally approved by ET August 2012.</strong></td> <td>High</td> <td>August 2012</td> <td>Business Integrity Unit</td> <td>The Records management team have been in communications with the business in establishing what the requirements are for this data.</td> <td>Completed</td> </tr> <tr> <td></td> <td></td> <td><strong>Action 1.2 The second Stage of work is also underway with regards to the transfer of the data at the end of the current Capita contract. Two options are to be considered: transfer the data directly or to purge the data in line with the agreed Retention Policy before transfer.</strong></td> <td>High</td> <td>Update action November 2012</td> <td>Business Integrity Unit</td> <td>This will also form part of discussions with the selected supplier as part of their data migration plans.</td> <td>Ongoing</td> </tr> <tr> <td></td> <td></td> <td><strong>Action 1.3 A CRB specific Corporate File Plan retention policy has been drafted in conjunction with all CRB Records Advisors.</strong></td> <td>High</td> <td>August 2012</td> <td>Business Integrity Unit</td> <td>This was presented to CRB ET August 2012 with the CRM policy as per 1.1 for formal approval and agreement has now been given to implement actions are being taken forward with Records Advisors.</td> <td>Ongoing</td> </tr> </tbody> </table> Signed: \_\_\_\_\_\_\_\_\_\_\_\_ Department \_\_\_\_\_\_\_\_\_\_\_\_ IMA Team \_\_\_\_\_\_\_\_\_\_\_\_ Information Management Consultant <table> <thead> <tr> <td>R2</td> <td>2. Develop a CRB specific information Management plan.</td> <td>Action 2.1: CRB currently report against the HQ IM strategy every quarter. CRB will develop a plan to underpin the key principles including where we currently are and where we need to be.</td> <td>Medium</td> <td>Update action November 2012</td> <td>Business Integrity Unit</td> <td>The current Home Office Information Management Strategy plan will feed into this. DPO will draft a level policy which will draw together the main principles of the HQ strategy and also the recommendations of this report. Consideration will also be given to the implications of the merger on Data Migration. Discussion is ongoing with the Home Office with regards to what the current CFP will look like on day one of DBS.</td> <td>Ongoing</td> </tr> <tr> <td>R3</td> <td>3. Expand the scope of the Information Asset Register (IAR) to create a tool to support information management.</td> <td>Action 3.1: The CRB IAR has recently been updated to capture a number of key pieces of information including criticality, purpose and retention. This recommendation will form part of a transition arrangement and will form part of transition arrangements.</td> <td>Medium</td> <td>Update Nov 2012</td> <td>Business Integrity Unit</td> <td>As per action 2.1 the arrangements for the CFP structure is yet to be agreed. The continuity of applicant data (CRM) is also part of the transition arrangements.</td> <td>Ongoing</td> </tr> <tr> <td></td> <td></td> <td>Action 3.2: Amendments to the register to be made when agreement has been reached.</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>R4</td> <td>4. Develop key Action 4.1: The Data Protection Officer has raised the monitoring of</td> <td>Medium See Notes date TBC by</td> <td>Business Integrity Unit</td> <td>HO are currently piloting a number of</td> <td>Ongoing</td> </tr> <tr> <td colspan="5">Signed:</td> <td>Department</td> <td>IMA Team</td> <td>Information Management Consultant</td> </tr> </table> <table> <tr> <td rowspan="3">performance indicators<br>(KPIs) to monitor use of<br>Corporate File Plan<br>(CFP) and monitor these<br>at board level.</td> <td>the CFP with the HO as reporting<br>information relating to the CFP can<br>only be provided via the Home<br>Office IMS team. The reporting<br>mechanism is currently under<br>review and a KPI has been<br>included as part of the ARO work.</td> <td></td> <td>HO</td> <td>Unit/IMS</td> <td>reports with Fujitsu<br>which include<br>-Levels of folders by filepath<br>-Numbers of folders by filepath<br>-Number of files by filepath<br>-CFP filepaths where documents and records are not the lowest level<br>-CFP documents folders that do not have the specific permission applied to prevent illegal folders.<br>-Date last accessed/modified by filepath</td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td>These will all start to show how much the CFP is being used and where it is being used incorrectly.</td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td>On success of the pilot this will b a service rolled out to CRB.</td> </tr> <tr> <td colspan="2">Action 4.2: The Data Protection Officer is currently undertaking an exercise with staff across the Agency to reduce G drive space highlighting that business related information must be stored in the CFP. Updates regarding this exercise are reported in the monthly Business Integrity Unit</td> <td>High</td> <td>Ongoing</td> <td>Business Integrity Unit</td> <td>DPO currently monitors G drive size on a quarterly basis to ensure staff are storing corporate information accordingly in the CFP. There are only a small number of staff who the DPO is working with to</td> </tr> <tr> <td>Signed:</td> <td></td> <td></td> <td></td> <td></td> <td>Ongoing to be completed ahead of DBS being set-up 30/11/12</td> </tr> </table> Department IMA Team Information Management Consultant <table> <thead> <tr> <td rowspan="2">R5</td> <td rowspan="2">(BIU) report which the Director of Change & Business Integrity reports to the Executive Team.</td> <td></td> <td></td> <td></td> <td>complete this for the latest quarter.</td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> </thead> <tbody> <tr> <td>5.Evaluate and assess how best to utilise Records Advisors to promote and monitor information management good practice.</td> <td>Action 5.1: The Records Advisor (RA) network has been strengthened in line with the Information Asset Owner Network. The Head of BIU now chairs a quarterly meeting whilst the Data Protection Officer holds a monthly meeting whilst the retention and EDRM projects are ongoing. Records Advisors are key representatives in all business areas and are seen as the main local contact for CFP related issues. This is also reflected as an objective in their PDRs.</td> <td>Medium</td> <td>Immediate</td> <td>Business Integrity Unit</td> <td>Internal Comms have been issued via team brief articles. Records Advisor network has been expanded. RA training was delivered in July for all new and existing RAs. Monthly meetings take place with RAs. Head of BIU currently chairs a quarterly meeting. Home Office have delivered RA training on site 12th June 2012. DPO will also assess the suitability of supplemental RA training with the elements of that delivered to IAOs.</td> <td>Complete</td> </tr> </tbody> </table> Signed: \_\_\_\_\_\_\_\_\_\_\_\_ Department \_\_\_\_\_\_\_\_\_\_\_\_ IMA Team \_\_\_\_\_\_\_\_\_\_\_\_ Information Management Consultant <table> <thead> <tr> <th></th> <th>Action 5.2: The mandatory staff training now includes a section relating to the role of the RA, this was further highlighted in a team brief article May/June 2012</th> <th>Medium</th> <th>Immediate</th> <th>Business Integrity Unit</th> <th>Team brief articles will be refreshed on a quarterly basis. Mandatory Annual Staff Information Management Training has now been delivered May/June 2012 with a new section incorporating all the points detailed in the report.</th> <th>Complete</th> </tr> <tr> <th></th> <th>Action 5.3: The Head of BIU acts as the Agency Records Officer (ARO), nominated by the CEO, and as such sits on the Home Office ARO Forum. The Forum has developed a number of KPIs for areas such as retention, G drive usage, number of registered paper files.</th> <th>Medium</th> <th>Immediate</th> <th>Business Integrity Unit</th> <th>The CFP reports as highlighted in recommendation 4 will also monitor this.</th> <th>Complete</th> </tr> <tr> <td>R6</td> <td>6.Implement a coherent programme of training and a review of guidance available to raise the information management capabilities of staff.</td> <td>Action 6.1: The mandatory annual refresher training has been amended to reflect feedback from within the report ie: CFP definitions. Section 46 Code of Practice. This will also reinforce the message to reflect the issue of CFP usage and G Drive storage.</td> <td>Medium</td> <td>Immediate</td> <td>Business Integrity Unit</td> <td>As above the additional training will also be delivered as part of the Home Office EDM system implemented.</td> <td>Complete</td> </tr> <tr> <td></td> <td>Action 6.2: Records Management /Data Protection communications are now included in the Security Annex Circular Policy/Procedure reviews to ensure messages are cascaded on a regular basis.</td> <td>Medium</td> <td>July 2012</td> <td>Business Integrity Unit</td> <td></td> <td>Complete</td> </tr> <tr> <td>R7</td> <td>7.Evaluate the possibility of Action 7.1: As part of the G drive Medium Immediate Business The Home Office Complete</td> <td>Signed:</td> <td>Department IMA Team Information Management Consultant</td> <td></td> <td></td> <td></td> </tr> </table> <table> <tr> <td rowspan="3">of mandating against the use of pst files for storage of emails.</td> <td>exercise staff were asked to move information they are holding in PST folders into the CFP and delete the PST folder. The majority of staff have now completed this exercise and this will now be monitored each quarter.</td> <td></td> <td>Integrity Unit</td> <td>Extend and Blend project is currently migrating all information that is stored in PST folders into inboxes due to the phase out of PST folders. The next part of the process is to then apply date based retention to emails in inboxes. These initiatives are to encourage staff to store corporate information appropriately. A Date for the introduction of date based retention is yet to be agreed by the Home office.</td> </tr> <tr> <td colspan="2"></td> <td></td> <td></td> </tr> <tr> <td>8.Ensure that information is managed appropriately over the merger.</td> <td>8.1 Discussions are ongoing with the Home Office with regards to the Corporate File structure for day one DBS.</td> <td>High</td> <td>Nov 2012</td> <td>Business Integrity Unit</td> <td>Ongoing</td> </tr> <tr> <td></td> <td>8.2 Transition discussions regarding data migration with ISA are ongoing and a joint migration policy will be agreed for when we become DBS</td> <td></td> <td>High</td> <td>Ongoing</td> <td>Business Integrity Unit</td> </tr> </table> Signed: \_\_\_\_\_\_\_\_\_\_\_\_ Department \_\_\_\_\_\_\_\_\_\_\_\_ IMA Team \_\_\_\_\_\_\_\_\_\_\_\_ Information Management Consultant	ENGLISH
2587-pdf	<img>HM Government logo</img> Education & Training National Success Rates Tables for the Academic Year 2011/12 Frequently Asked Questions 1. What is new in the 2011/12 Tables? The changes to the Education & Training National Success Rate Tables from 2010/11 are: a) Data Changes - Success rates data for 2011/12 have been added to the tables, and data for 2008/09 has been removed. b) Presentational Changes i) The names of the provider groups have been changed to use the wording used in the Statistical First Release. The column name has been changed to 'Institution Type' ii) Except on the Institution worksheets the first three columns on all worksheets have been changed to be Institution Type, Year and Age iii) In the 'NSRT Overall' spreadsheet the 'Headline Age Level - Short' worksheets, showing the breakdown of short qualifications, have been removed, and the short qualification breakdown has been included in the 'Age Length Level' worksheets c) Removal of Columns A number of columns have been removed from the tables as the data in them is either shown elsewhere or is little used. i) 'Headline Age Level SR' worksheet in the 'NSRT Overall' spreadsheet Columns 'A Level', 'A2 Level', 'AS Level', 'BTEC/OCR', IB, GCSE, NVQ and OTHER have been removed. The values in these columns are present on the Qualification Type SR worksheet ii) A, AS Levels, GCSEs, IBs', BTEC OCR and 'NVQ' worksheets in the 'NSRT A AS NVQ BTEC IB GCSE' spreadsheet Columns 'Starts Including Transfers', 'No. of Transfers Out', 'No. of Continuing', 'No. of Completers', 'No. of Retained (inc Continuing)', 'No. of Achievers', 'Known Outcome', 'No. of Exams Taken Awaiting Result', 'No. of completed aims where exam result is not yet known' have been removed Education & Training NSRT 2011/12 Frequently Asked Questions \<page_number>Page 1 of 4\</page_number> <img>the data service Better information for further education</img> iii) All worksheets in the 'NSRT Other Qualifications' spreadsheet Columns 'Starts Including Transfers', 'No. of Transfers Out', 'No. of Continuing', 'No. of Completers', 'No. of Retained (inc Continuing)', 'No. of Achievers', 'Known Outcome', 'No. of Exams Taken Awaiting Result', 'No. of completed aims where exam result is not yet known' have been removed d) Display of Gender, Ethnicity and Learning Difficulty / Disability in the 'NSRT Overall' spreadsheet The information for Gender, Ethnicity and Learning Difficulty / Disability has been split into individual worksheets, to match the method of presentation on the Institutions worksheets e) Removal of Duration and Replacement by Length Where worksheets contained both Duration and Length the Duration column has been removed and additional aggregations have been added to the Length field. Where worksheets only contained Duration this has been replaced by Length f) Suppression Rules The data suppression rules have been changed. - Cohorts with fewer than 5 leavers are not output - Cohorts where the number of leavers is 5 or more but less than 30 have the number of leavers replaced with a dash (-) On the percentiles worksheets: - If there are 20 or more providers the $10^{th}$, $25^{th}$, median ($50^{th}$), $75^{th}$ and $90^{th}$ percentiles are output. - If there are between 11 and 19 providers only the median ($50^{th}$) percentile is output - If there are 10 or fewer providers no percentiles are output 2. Some of the provision that is unique to my institution doesn't appear on your tables. Why has this been omitted? The success rates tables are built from identifiable cohorts of learners undertaking learning aims expected to end in a particular year. Where a cohort is made up of fewer than 5 learners, or is made up of learners at a single institution, these small cohorts have been excluded from display in order to prevent individual's achievements being identified. However, these cohorts are still included in higher level aggregates of the data. 3. How can I find out which qualifications have been excluded from the reports because they are only offered by 1 provider or have fewer than 5 learners nationally? The 'Excluded Qualifications' report shows summary details of every aim that has been excluded from the main reports. The report also indicates the reason(s) for exclusion. Education & Training NSRT 2011/12 Frequently Asked Questions \<page_number>Page 2 of 4\</page_number> <img>the data service Better information for further education</img> 4. The number of leavers for the sub-cohorts don’t add up to number for the total cohort. Why is this? There are two possible reasons for this: (i) the number of leavers is rounded to the nearest 10 at all levels (ii) extremely small cohorts of achievers (fewer than 5 learners) are suppressed from the published tables in order to prevent the risk of possible identification of individuals’ successes. However, these extremely small cohorts’ figures are still included in the higher level cohort totals. 5. How is the success rate calculated? In simple terms the success rate is the number of aims achieved divided by the number started expressed as a percentage. 6. How is the achievement rate calculated? In simple terms the achievement rate is the number of aims achieved divided by the number actually completed expressed as a percentage. 7. How is the retention rate calculated? In simple terms the retention rate is the number of aims actually completed divided by the number started expressed as a percentage. 8. Why are there achievement rates of over 100%? In a very small number of cases Achievement Rates greater than 100% are recorded. These include valid cases within the agreed methodology where transfers that achieve their aims have been correctly recorded as achievements. 9. What qualifications are not included? The main exclusions from the tables are Key Skills, Functional Skills and OLASS provision. Other exclusions are documented in the Classroom Based Learning QSR Business Rules. 10. What is a ‘start’? A ‘start’ is a learning aim that is planned to end in the year and the learner: - - has not transferred within the provider - is funded by the Skills Funding Agency or the Education Funding Agency - is not under 16 at start of learning - did not withdraw in the first six weeks Education & Training NSRT 2011/12 Frequently Asked Questions \<page_number>Page 3 of 4\</page_number> <img>the data service Better information for further education</img> 11. My institution delivers the International Baccalaureate. Where can I find National Success Rates figures for this qualification? International Baccalaureate qualifications data can be found in the ‘A, A2, AS, GCSE and IB’ worksheet of the ‘A, A2, AS, NVQ, BTEC, IB & GCSEs’ tables. 12. My institution delivers 14-19 Diplomas. Where can I find National Success Rates figures for this qualification? 14-19 Diplomas qualifications data are included in the ‘Other Qualifications’ tables. 13. Why are there no percentile worksheets for Local Authorities by Learner Home Postcode and Delivery Location Postcode? Local Authorities by Postcode percentile worksheets would have many occurrences of small cohorts. The equal weighting of each cohort may have a significant bearing on the variability of the measures presented. As a consequence they are not included in the Education and Training National Success Rates Tables. 14. Why can I not open the zip file? Users who encounter this problem should ensure that they have an appropriate zip tool installed for them to be able to open the file. The Data Service can provide a link to free software: http://www.winzip.com/trialpay.htm 15. How do I find out more? If you would like any more information about the Education & Training National Success Rates Tables please contact our Service Desk on 0870 267 0001 or email servicedesk@thedataservice.org.uk. Please be aware that the Data Service is responsible for producing National Success Rate Tables in accordance with the Classroom Based Provision Qualifications Success Rates business rules approved by the Skills Funding Agency. The business rules and technical specification are available at the Success Rate pages of the Data Service website. Providers will find answers to most of their queries regarding the Education & Training National Success Rates Tables in the guidance document or in these frequently asked questions. It is strongly recommended that providers refer to these sources before contacting the Data Service. If providers need further help, the Data Service will be pleased to receive queries regarding the Education & Training National Success Rates tables. However, when logging a query with the Data Service please provide a detailed explanation of the query being raised. Published by: The Data Service Version: 1 Date: 25 April 2013 Education & Training NSRT 2011/12 Frequently Asked Questions \<page_number>Page 4 of 4\</page_number>	ENGLISH
1770-pdf	<img>HM Revenue & Customs logo</img> # Individual's repayment claim If these details are incorrect, please amend them here. Your reference \_\_\_\_\_\_\_\_\_\_\_\_ Please use this reference if you write or phone. It will help to avoid delay. Issued by \_\_\_\_\_\_\_\_\_\_\_\_ Phone \_\_\_\_\_\_\_\_\_\_\_\_ ## Claim for repayment of subcontractor deductions in the tax year to 5 April 2015 Use this form to claim repayment of deductions made during the tax year to 5 April 2015. When not to use this form - Use your tax return instead of this form if you are making your claim after 5 April 2015, the end of the tax year. - If you are in a partnership, rather than in business on your own, ask us for claim form CIS41(2014) 'Partner's repayment claim'. To make your claim: - complete each part of this form in turn, unless you are directed otherwise - keep a record of the details from the payment and deduction statements for the tax year ready to complete your tax return after 5 April 2015 - send the original payment and deduction statements to us at the above address, together with this fully completed form We will work out any repayment you are due. ## How to decide when to claim repayment Complete this part first to help decide if you should claim repayment now. My business accounts which end in the year to 5 April 2015 have been prepared and the business profits are now known or the business has ceased and final accounts have been prepared. Put X in one box. Yes ☐ No ☐ I hold the original payment and deduction statements for the tax year, fully completed by the contractor, showing the deductions made. Put X in one box. Yes ☐ No ☐ I have paid all tax and Class 4 National Insurance contributions due. Put X in one box. Yes ☐ No ☐ My tax affairs are up to date. [This includes sending in tax returns and Employer and Contractor payments.] Put X in one box. Yes ☐ No ☐ If you have put an X in all the Yes boxes in this part, go to 'Personal details' on page 2. If you are unable to answer yes to one or more of the statements you should not make a claim now. Please contact any HM Revenue & Customs office if you need help. CIS40(2014) \<page_number>Page 1\</page_number> HMRC 03/14 Personal details Complete for all claims. <table> <tr> <td>1 Your date of birth DD MM YYYY</td> <td>3 Your National Insurance number</td> </tr> <tr> <td>☐☐☐☐☐☐☐☐☐</td> <td>☐☐☐☐☐☐☐</td> </tr> <tr> <td>2 Are you married or in a civil partnership? Put X in one box.</td> <td>4 Your daytime phone number (It is often easier to clear up any queries on your claim over the phone.)</td> </tr> <tr> <td>Yes ☐ No ☐ If No, go to question 3</td> <td>☐☐☐☐☐☐☐☐☐</td> </tr> <tr> <td>If Yes, enter your husband's or wife's or civil partner's date of birth DD MM YYYY</td> <td></td> </tr> <tr> <td>☐☐☐☐☐☐☐☐☐</td> <td></td> </tr> </table> Details of the claim We may ask for evidence to support the details you enter here. <table> <tr> <td>5 Has the business ceased? Put X in one box.</td> <td>8 Enter the total deductions from the payment and deduction statements for the period since 6 April 2014</td> </tr> <tr> <td>Yes ☐ No ☐</td> <td>E ☐☐☐☐☐☐☐· ☐</td> </tr> <tr> <td>6 Enter the date between 6 April 2014 and now, on which either your business ceased or your business accounting period ended DD MM YYYY</td> <td>9 Enter the total of any other income you have received since 6 April 2014 which has not had Income Tax deducted, treated as deducted or treated as paid</td> </tr> <tr> <td>☐☐☐☐☐☐☐☐☐</td> <td>E ☐☐☐☐☐· ☐</td> </tr> <tr> <td>7 For the accounting period ending on the date you have shown above in question 6, please enter:</td> <td>We will normally send any repayment by cheque to you at the address shown on page 1. If you want to receive repayment in this way, please continue by completing the 'Declaration' on page 3.</td> </tr> <tr> <td>the gross business income, excluding VAT</td> <td>If you want the repayment sent to a bank or building society account, or to someone else (a nominee), complete 'Sending the repayment elsewhere' on page 3 followed by the 'Declaration'.</td> </tr> <tr> <td>E ☐☐☐☐· ☐</td> <td></td> </tr> <tr> <td>the total allowable business expenses and capital allowances</td> <td></td> </tr> <tr> <td>E ☐☐· ☐</td> <td></td> </tr> <tr> <td>the net business profit (box 1 minus box 2)</td> <td></td> </tr> <tr> <td>E ☐· ☐</td> <td></td> </tr> </table> \<page_number>Page 2\</page_number> Sending the repayment elsewhere A nomination here relates to this claim only. Would you prefer a repayment to go to your bank or building society or to a nominee? Fill in either (a) or (b) below, then complete the 'Declaration'. (a) Send the repayment direct to the bank or building society account, as detailed below. Name of bank or building society \_\_\_\_\_\_\_\_\_\_\_\_ Branch sort code \_\_\_\_\_\_\_\_\_\_\_\_ - \_\_\_\_\_\_\_\_\_\_\_\_ - \_\_\_\_\_\_\_\_\_\_\_\_ Bank or building society account number \_\_\_\_\_\_\_\_\_\_\_\_ Building society reference (if applicable) \_\_\_\_\_\_\_\_\_\_\_\_ Name of the account holder \_\_\_\_\_\_\_\_\_\_\_\_ (b) Send the repayment by cheque to my nominee, shown below. Full name and address of the nominee (use capital letters) Name \_\_\_\_\_\_\_\_\_\_\_\_ Address \_\_\_\_\_\_\_\_\_\_\_\_ Postcode \_\_\_\_\_\_\_\_\_\_\_\_ Agent's reference (if your agent is the nominee) \_\_\_\_\_\_\_\_\_\_\_\_ Declaration Complete for all claims. False statements can result in prosecution. I: - enclose all the original payment and deduction statements - have kept copies of the payment and deduction statements - authorise any repayment to be made to the person shown at (a) or (b) above, if applicable - confirm that the information I have given here is correct and complete to the best of my knowledge and belief Signature \_\_\_\_\_\_\_\_\_\_\_\_ Date DD MM YYYY ☐ ☐ ☐ 20 ☐ \<page_number>Page 3\</page_number>	ENGLISH
3123-pdf	<img>Home Office logo</img> Home Office Statistical Bulletin Statistical Bulletins are prepared by staff in Home Office Statistics under the National Statistics Code of Practice and can be downloaded from both the UK Statistics Authority website and the Home Office website: http://www.statistics.gov.uk http://www.homeoffice.gov.uk/science-research © Crown Copyright 2012 You may re-use this information (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence. To view this licence, visit http://www.nationalarchives.gov.uk/doc/open-government-licence/ or write to the Information Policy Team, The National Archives, Kew, London, TW9 4DU or e-mail: psi@nationalarchives.gsi.gov.uk ISSN 1759-7005 ISBN 978 1 84987 728 2 March 2012 06/12 Hate crime, cyber security and the experience of crime among children: Findings from the 2010/11 British Crime Survey: Supplementary Volume 3 to Crime in England and Wales 2010/11 Kevin Smith (Ed.), Deborah Lader, Jacqueline Hoare and Ivy Lau <img>National Statistics logo</img> \<page_number>2\</page_number> Hate crime, cyber security and the experience of crime among children: Findings from the 2010/11 British Crime Survey Supplementary Volume 3 to Crime in England and Wales 2010/11 Kevin Smith (Ed.), Deborah Lader, Jacqueline Hoare and Ivy Lau ISSN 1759-7005 ISBN 978 1 84987 728-2 March 2012 \<page_number>3\</page_number> # Acknowledgements This publication and the accompanying web tables have been prepared by staff in the Crime Statistics Programme, which is part of the Home Office Statistics Unit of Home Office Science. The editor and authors are grateful for the support received from: Maya Bhadia, Andrew Britton, Richard Cheeseman, John Flatley, Jennifer Parmenter-Hopkins, Phil Hall, Jenny Innes, Rachel Murphy, Sarah Osborne and Tim Pateman. Special thanks are due to Irene Ogunbor who coordinated the production of the volume. The editor also thanks David Blunt, the Home Office Chief Statistician and Head of Profession for Statistics for his support and guidance during the preparation of this report. Thanks also to colleagues who commented on a draft report during quality assurance of this bulletin and to colleagues in the Communications Development Section who assisted in preparing the report. We would also like to thank staff involved in the work on the British Crime Survey (BCS) at TNS-BMRB, the interviewers working on the BCS and members of the public who kindly agreed to take part in the survey. ## Further information This publication should be read in conjunction with the User Guide to Home Office Crime Statistics, a useful reference guide with explanatory notes regarding the issues and classifications which are key to the production and presentation of the crime statistics. http://www.homeoffice.gov.uk/science-research/statistics/research-statistics/crime-research/user-guide-crime-statistics/ Copies of other Home Office publications are available from the Home Office Science Internet pages: http://www.homeoffice.gov.uk/science-research/research-statistics/ The dates of forthcoming publications are pre-announced and can be found via the UK National Statistics Publication Hub: http://www.statistics.gov.uk/hub/index.html For further information about the British Crime Survey and police recorded crime statistics, please email crimestats@homeoffice.gsi.gov.uk or write to: Home Office Statistics, 5th Floor, Peel Building, 2 Marsham Street, London, SW1P 4DF Home Office Responsible Statistician David Blunt, Chief Statistician and Head of Profession for Statistics Contact via crimestats@homeoffice.gsi.gov.uk The United Kingdom Statistics Authority has designated these statistics as National Statistics, in accordance with the Statistics and Registration Service Act 2007 and signifying compliance with the Code of Practice for Official Statistics. Designation can be broadly interpreted to mean that the statistics: meet identified user needs; are well explained and readily accessible; are produced according to sound methods; and are managed impartially and objectively in the public interest. Once statistics have been designated as National Statistics it is a statutory requirement that the Code of Practice shall continue to be observed. This statistical bulletin is produced to the highest professional standards and is free from political interference. It has been produced by statisticians working in the Home Office Statistics Unit in accordance with the Home Office’s Statement of Compliance with the Code of Practice for Official Statistics, which covers our policy on respect for other nations. The Home Office Statistics Unit works under the general supervision of the Home Office Chief Statistician. We report to the National Statistician with respect to all professional statistical matters. From April 2012 publication of Crime Statistics bulletins will transfer to the Office for National Statistics. \<page_number>4\</page_number> # Contents \| Page \| \|---\| \| Introduction \| 7 \| \| Conventions used in figures and tables \| 8 \| \| List of figures \| 9 \| \| List of tables \| 10 \| ## Chapter 1 The extent of and perceptions towards hate crime ### Deborah Lader #### 1.1 Summary \| 13 \| #### 1.2 Introduction \| 14 \| #### 1.3 Extent of hate crime \| 17 \| #### 1.4 Repeat victimisation \| 19 \| #### 1.5 Reporting hate crime \| 20 \| #### 1.6 Victim satisfaction with the police \| 20 \| #### 1.7 Effects of hate crime \| 22 \| #### 1.8 Worry about hate crime and perceptions of the likelihood of victimisation \| 23 \| #### 1.9 Age and gender-motivated hate crime \| 25 \| #### 1.10 Other sources of hate crime data \| 25 \| ## Chapter 2 Use of the internet and cyber security ### Jacqueline Hoare #### 2.1 Summary \| 41 \| #### 2.2 Introduction \| 42 \| #### 2.3 Levels of internet use \| 42 \| #### 2.4 What the internet is used for \| 43 \| #### 2.5 Worry about security of personal details \| 45 \| \<page_number>5\</page_number> Supplementary Volume 3 to Crime England and Wales 2010/2011 2.6 Protecting personal details .................................................................................................................. 46 2.7 Perceived barriers to internet use ........................................................................................................ 48 2.8 Negative experiences while using the internet .................................................................................... 50 Chapter 3 Experimental statistics on the experience of crime among children aged 10 to 15 ................................................................. 65 Ivy Lau and Jacqueline Hoare 3.1 Summary ..................................................................................................................................................... 65 3.2 Introduction .............................................................................................................................................. 66 3.3 The nature of violence ............................................................................................................................... 67 3.4 The nature of theft ................................................................................................................................. 70 3.5 Variation in victimisation rates among children .................................................................................. 72 Bibliography ............................................................................................................................................... 83 \<page_number>6\</page_number> # Introduction This bulletin is the third and final in a series of supplementary volumes that accompany the main annual Home Office Statistical Bulletin, Crime in England and Wales 2010/11 (Chaplin et al., 2011). These supplementary volumes report on additional analysis not included in the main annual publication. This bulletin covers three topic areas. These are: The extent of and perceptions towards hate crime This chapter contains analysis of figures from the 2009/10 and 2010/11 British Crime Surveys, including extent and reporting of hate crime, its effects on victims and victim satisfaction with the police. It also looks at a range of public perception measures relating to hate crime. Questions were asked of adults aged 16 or over in England and Wales. Use of the internet and cyber security This chapter contains information from the 2010/11 British Crime Survey on levels of internet use, concerns people may have about using the internet, and any measures taken to protect personal details when using the internet. Variations by age and sex are highlighted throughout the chapter. Questions were asked of adults aged 16 or over in England and Wales. Experimental statistics on the experience of crime among children aged 10 to 15 This chapter is based on data collected from 10 to 15 year olds who took part in the 2010/11 British Crime Survey. Questions were asked of children in England and Wales who had experienced a crime about the circumstances of the incident, any details on the offender(s) and their views of the incident. Experimental statistics is a designation for statistics still in a development phase. \<page_number>7\</page_number> Conventions used in figures and tables Table abbreviations - '0' indicates no response in that particular category or less than 0.5% (this does not apply when percentages are presented to one decimal point). - 'n/a' indicates that the BCS question was not applicable or not asked in that particular year. - '.' indicates that the BCS data are not reported because the unweighted base is less than 50. - \\\* indicates for BCS that the change is statistically significant at the five per cent level. Where an apparent change over time is not statistically significant this is noted in the text. Unweighted base All BCS percentages and rates presented in the tables are based on data weighted to compensate for differential non response. Tables show the unweighted base which represents the number of people/households interviewed in the specified group. Percentages Row or column percentages may not add to 100% due to rounding. Most BCS tables present cell percentages where the figures refer to the percentage of people/households who have the attribute being discussed and the complementary percentage, to add to 100%, is not shown. A percentage may be quoted in the text for a single category that is identifiable in the tables only by summing two or more component percentages. In order to avoid rounding errors, the percentage has been rounded up for the single category and therefore may differ by one percentage point from the sum of the percentages derived from the tables. Year-labels on BCS figures and tables Year-labels on BCS figures and tables identify the BCS year of interview. Respondents’ experience of crime relates to the 12 full months prior to interview (i.e. a moving reference period). ‘No answers’ (missing values) All BCS analysis excludes don’t know/refusals unless otherwise specified. Numbers of BCS incidents Estimates are rounded to the nearest 10,000. \<page_number>8\</page_number> # List of figures \| Chapter 1 \| The extent of and perceptions towards hate crime \| 13 \| \| Figure 1.1 \| Victim satisfaction with the police, 2009/10 and 2010/11 BCS \| 21 \| \| Figure 1.2 \| Emotional impact of hate crime incident, 2009/10 and 2010/11 BCS \| 22 \| \| Figure 1.3 \| Perceptions of crime by ethnic group, 2009/10 and 2010/11 BCS \| 24 \| Chapter 2 \| Use of the internet and cyber security \| 41 \| \| Figure 2.1 \| Types of activities that the internet is used for among internet users aged 16 and over, 2010/11 BCS \| 44 \| \| Figure 2.2 \| Variation by age in use of activities among internet users aged 16 and over, 2010/11 BCS \| 44 \| \| Figure 2.3 \| Proportion of internet users aged 16 and over taking measures to protect personal details online, 2010/11 BCS \| 47 \| \| Figure 2.4 \| Proportion of internet users aged 16 and over who experienced a computer virus in the last 12 months by age, sex and internet usage, 2010/11 BCS \| 51 \| Chapter 3 \| Experimental statistics on the experience of crime among children aged 10 to 15 \| 65 \| \| Figure 3.1 \| Proportion of violent incidents experienced by children and adults by timing of incident, 2010/11 BCS \| 68 \| \| Figure 3.2 \| Proportion of violent incidents experienced by children and adults by relationship to the offender, 2010/11 BCS \| 69 \| \| Figure 3.3 \| Variation in violence victimisation rate among children aged 10 to 15 by household income, 2010/11 BCS \| 74 \| \<page_number>9\</page_number> # List of tables \| Chapter 1 \| The extent of and perceptions towards hate crime \| 13 \| \|---\|---\|---\| \| Table 1a \| Percentage of incidents that were identified as hate crime by type of incident \| 18 \| \| Table 1.01 \| Number of incidents of hate crime and all BCS crime, by monitored strand \| 27 \| \| Table 1.02 \| Incidence rate of hate crime and all BCS crime, by monitored strand \| 27 \| \| Table 1.03 \| Proportion of adults and households who were victims of hate crime and all BCS crime, by monitored strand \| 28 \| \| Table 1.04 \| Proportion of adults who were victims of hate crime and all BCS crime, by personal characteristics \| 29 \| \| Table 1.05 \| Proportion of adults and households who were victims of hate crime and all BCS crime, by household and area characteristics \| 30 \| \| Table 1.06 \| Proportion of adults who were victims of racially-motivated hate crime, by ethnic group \| 31 \| \| Table 1.07 \| Proportion of adults who were victims of religion-motivated hate crime, by ethnic group and religion \| 32 \| \| Table 1.08 \| Proportion of adults who were victims of sexual-orientation-motivated hate crime, by age and sex \| 32 \| \| Table 1.09 \| Proportion of adults who were victims of disability-motivated hate crime, by employment status and presence of long-standing illness or disability \| 33 \| \| Table 1.10 \| Number of times victims were victimised in previous year \| 33 \| \| Table 1.11 \| Proportion of BCS crime incidents reported to the police \| 34 \| \| Table 1.12 \| Reasons for not reporting crime incident to the police \| 34 \| \| Table 1.13 \| Satisfaction with police handling of crime incidents \| 35 \| \| Table 1.14 \| Emotional impact of crime incident \| 35 \| \| Table 1.15 \| Perceptions of racially-motivated hate crime, by ethnic group \| 36 \| \| Table 1.16 \| Age- and gender-motivated hate crime \| 37 \| \| Table 1.17 \| Proportion of adults who were victims of age-motivated hate crime, by age and sex \| 38 \| \| Table 1.18 \| Proportion of adults who were victims of gender-motivated hate crime, by age and sex \| 39 \| \<page_number>10\</page_number> List of tables Chapter 2 Use of the internet and cyber security .................................................. 41 Table 2a Negative experiences in the last year among internet users aged 16 and over ........ 51 Table 2.01 Proportion of adults using the internet in the last year, by age and sex ................ 54 Table 2.02 Frequency of internet use among adults who used the internet in the last year, by age and sex ........................................................................................................................... 55 Table 2.03 Internet activities among adults who used the internet in the last year, by age, sex and internet usage ......................................................................................................................... 56 Table 2.04 Proportion of adults who had used the internet in the last year for each activity who were worried about the security of personal details entered online for that activity ... 57 Table 2.05 Proportion of adults who had used the internet in the last year for each activity who were worried about the security of personal details entered online for that activity, by age, sex and internet usage .............................................................................. 58 Table 2.06 Measures taken by adults who used the internet in the last year to protect personal details online, by age, sex and internet usage .................................................. 59 Table 2.07a Reasons for not using the internet for buying goods or services among adults who used the internet in the last year, by age, sex and internet usage .................... 60 Table 2.07b Reasons for not using the internet for online banking or managing finances among adults who used the internet in the last year, by age, sex and internet usage ......... 61 Table 2.07c Reasons for not using the internet for online government services among adults who used the internet in the last year, by age, sex and internet usage ........................................... 62 Table 2.08 Negative experiences in the last year among internet users, by age, sex and internet usage ............................................................................................................................... 63 Chapter 3 Experimental statistics on the experience of crime among children aged 10 to 15 .......................................................................................................................... 65 Table 3.01 Experimental statistics: Where incidents experienced by children aged 10 to 15 took place .................................................................................................................. 76 Table 3.02 Experimental statistics: Timing of when incidents experienced by children aged 10 to 15 took place ........................................................................................................... 76 Table 3.03 Experimental statistics: Offender characteristics in incidents experienced by children aged 10 to 15 ........................................................................................................... 77 Table 3.04 Experimental statistics: What injuries were sustained in violent incidents experienced by children aged 10 to 15 ........................................................................................................... 78 Table 3.05 Experimental statistics: What weapons were used in violent incidents experienced by children aged 10 to 15 ........................................................................................................... 78 \<page_number>11\</page_number> Supplementary Volume 3 to Crime in England and Wales 2010/2011 \| Table \| Title \| Page \| \|-------\|------------------------------------------------------------------------\|------\| \| 3.06 \| Experimental statistics: Perceptions of incidents experienced by children aged 10 to 15. \| 79 \| \| 3.07 \| Experimental statistics: Who incidents experienced by children aged 10 to 15 were reported to. \| 79 \| \| 3.08 \| Experimental statistics: What items were stolen in thefts experienced by children aged 10 to 15. \| 80 \| \| 3.09 \| Experimental statistics: Proportion of children aged 10 to 15 who experienced victimisation in the last year, by personal characteristics. \| 81 \| \| 3.10 \| Experimental statistics: Proportion of children aged 10 to 15 who experienced victimisation in the last year, by household and area characteristics. \| 82 \| \<page_number>12\</page_number> # 1 The extent of and perceptions towards hate crime ## Deborah Lader ### 1.1 SUMMARY This chapter presents findings from the 2009/10 and 2010/11 British Crime Survey (BCS). Data from the two survey years have been combined to provide more robust estimates of hate crime. Hate crime is any crime which is perceived as having been motivated (entirely or partially) by a hostility or prejudice to a personal characteristic or perceived personal characteristic, such as ethnicity or religion. - The 2009/10 and 2010/11 BCS showed that 0.5 per cent of adults were victims of hate crime¹ in the 12 months prior to interview. A similar percentage were victims of personal hate crime and household hate crime (0.2%). In comparison, 22 per cent of adults were victims of at least one BCS crime overall. - The monitored strand most commonly perceived by the victim as an offender’s motivation for committing a crime was the victim’s race (accounting for an estimated 136,000 incidents on average per year). - Hate crime was more likely to be repeatedly experienced for household crime offences than for personal crime offences: 37 per cent of victims of household hate crime had been victimised more than once, compared with 19 per cent of victims of personal hate crime. This difference is larger than that found in the BCS overall (29% of victims of BCS household crime were repeat victims, compared with 21% of victims of BCS personal crime). - The police were more likely to come to know about hate crime than BCS crime overall: 49 per cent of incidents of hate crime came to the attention of the police compared with 39 per cent of incidents of BCS crime overall. - Fifty-three per cent of hate crime victims were satisfied with the police handling of the hate crime incident (33% were very satisfied and 21% were fairly satisfied) and 45 per cent were not satisfied. Victims of hate crime were less satisfied with this police contact than victims of BCS crime overall: 53 per cent and 69 per cent respectively were satisfied (very or fairly). - In only 45 per cent of incidents of hate crime, victims thought the police took the matter as seriously as they should, compared with 65 per cent of incidents of BCS crime overall. - Victims of hate crime were less likely to think the police had treated them fairly or with respect, compared with victims of BCS crime overall. For example, in 63 per cent of hate crime incidents victims thought the police treated them fairly, compared with 79 per cent of incidents of BCS crime overall. Similarly, in 76 per cent of incidents of hate crime, victims thought the police treated them with respect, compared with 89 per cent of incidents of BCS crime overall. - Victims of hate crime were more likely than victims of BCS crime overall to say they were emotionally affected by the incident (92% and 88% respectively). ______________________________________________________________________ ¹ Mentioned hate crime covers five ‘strands’: disability; race; religion/faith; sexual orientation; and gender-identity. The BCS asks about the first four of these. Questions on gender identity were added to the BCS in 2011/12. See Section 1.2 for further discussion of hate strands. \<page_number>13\</page_number> Supplementary Volume 3 to Crime in England and Wales 2010/11 1.2 INTRODUCTION This is the first Home Office Statistics publication to produce information on hate crime, although breakdowns of overall crime and individual crime types have been shown by different characteristics (age, sex, ethnicity, etc.) in previous publications (Chaplin et al., 2011, Botherby et al., 2011\). Challenge it. Report it. Stop it.* The Government’s Plan to Tackle Hate Crime¹ sets out the challenges faced in tackling hate crime. It brings together activity by a wide range of Government Departments – working with local agencies and voluntary sector organisations, as well as with its Independent Advisory Group on Hate Crime – to meet three key objectives to: prevent hate crime happening in the first place; increase reporting and victims’ access to support; and improve the operational response to hate crimes. In 2007, the police, Crown Prosecution Service (CPS), Prison Service (now the National Offender Management Service) and other agencies that make up the criminal justice system agreed a common definition of ‘hate crime’ and five ‘strands’ that would be monitored centrally: ‘Hate crime is defined as any criminal offence which is perceived, by the victim or any other person, to be motivated by a hostility or prejudice towards someone based on a personal characteristic.’ The five monitored strands are: - disability; - gender-identity; - race; - religion/faith; and - sexual orientation.² These characteristics are referred to as equality strands. Primarily, this was to ensure a consistent working definition to allow accurate recording and monitoring. Crimes based on hostility to age, gender, or appearance, for example, can also be hate crimes; although they are not centrally monitored. Hate crime can take many forms including: - physical attacks such as assault, grievous bodily harm and murder, damage to property, offensive graffiti and arson; - threat of attack including offensive letters, abusive or obscene telephone calls, groups hanging around to intimidate, and unfounded, malicious complaints; and - verbal abuse, insults or harassment – taunting, offensive leaflets and posters, abusive gestures, dumping of rubbish outside homes or through letterboxes, and bullying at school or in the workplace. ______________________________________________________________________ ² Botherby, et al. (2011) conducted an analysis of a combined 2007/08, 2008/09 and 2009/10 BCS dataset to look at hate crime incidents in England and Wales for the Equality and Human Rights Commission. The research paper looked at different equality groups’ expectations about being insulted and their experience of intimidation, threats, violence and crime. ³ Also analysed the experience and reporting of hate crime. 4 http://www.equalityhumanrights.com/en/hate-crime-action-plan/ 5 http://www.cps.gov.uk/news/fact_sheets/hate_crime-index.html \<page_number>14\</page_number> The extent of and perceptions towards hate crime Whether a crime or incident is hate-related has a subjective element as it relies on an individual’s perceptions and reporting of the incident and so what is included or excluded may vary between individuals. The police have been recording reported hate crimes since 1 April 2008 for the five monitored strands listed above. Figures (covering England, Wales and Northern Ireland for 2009) were first published by The Association of Chief Police Officers (ACPO) in 2010, and figures for 2010 were published in September 2011.5 Further details can be found in Section 1.10. Measuring hate crime on the British Crime Survey The British Crime Survey (BCS) is a face-to-face victimisation survey in which people resident in households in England and Wales are asked about their experiences of crime in the 12 months prior to interview.6 Due to the low volume of hate crime offences the figures are too unreliable to report for a single year of the BCS. Data from two survey years (2009/10 and 2010/11) have therefore been combined to give more robust estimates by increasing the number of incidents available for analysis. Hence for the combined 2009/10 and 2010/11 BCS, the analysis includes incidents experienced by respondents in both survey years.7 The BCS data used here are based on the most recent survey year in this chapter are 12-month averages of the estimates from the two survey years and so are comparable with 12-month BCS estimates presented elsewhere in this and other Home Office Statistics bulletins. Given this longer reference period, there are limitations to how findings can be generalised to the population as a whole, so the findings should be used as a guide to the level of hate crime. The BCS question on whether an incident was motivated by race was first introduced in 1988, and has been kept as a separate question since then. BCS information on racially-motivated hate crime has been previously published in the Ministry of Justice’s publication on Race and the Criminal Justice System.8 Religiously-motivated hate crime used to be asked about as a separate question (in the 2005/06 and 2006/07 BCS) but was merged into the main BCS question when further hate crime questions referring to sexual orientation, age and disability were introduced in 2007/08. In 2009/10, gender was added as a motivation, and transgender or gender identity was added as a motivation to the 2011/12 survey; hence results are not yet available. Details of the questions are in Box 1.1 overleaf. Police recorded crime provides good coverage of well-reported crimes committed against the public and enable police force level analysis of hate crime. The BCS crime estimates are higher than the number of crimes recorded by the police as the survey captures offences that are not reported to or recorded by the police. Together the BCS and police recorded crime provide a more comprehensive picture than could be obtained from either series alone. 5 http://www.acpo.presscentre.com/Press-Releases/ACPO-publishes-hate-crime-data-for-2010-11.aspx 6 See Section 2.4 of the User Guide for details of reference periods. 7 Statistics on Hate Crime under the Criminal Justice System available at: http://www.justice.gov.uk/downloads/publications/statistics-and-data/mojstats/stats-race-cis-2010.pdf \<page_number>15\</page_number> Supplementary Volume 3 to Crime in England and Wales 2010/11 Box 1.1 2009/10 and 2010/11 BCS questions (Victimisation module) The following question was asked of all respondents who mentioned an incident in the screening module: - Do you think the incident was RACIALLY motivated? - Yes - No - Don't Know Asked of all respondents who responded 'Don't know' above: - Was there anything about the incident that made you think it might have been RACIALLY motivated? - Yes - No The following question was asked of all respondents who mentioned an incident in the screening module: - Looking at the things on this card do you think the incident was motivated by the offender's attitude towards any of these factors? (Respondents were asked to choose all options from a card they were shown): - Your religion or religious beliefs - Your sexuality or sexual orientation - Your age - Your gender - Any disability you have - Don't Know - None of these Asked of all respondents who responded 'Don't know' above: - Was there anything about the incident that made you think it MIGHT have been motivated by any of these factors? (Respondents were asked to choose all options from a card they were shown): - Your religion or religious beliefs - Your sexuality or sexual orientation - Your age - Your gender - Any disability you have - None of these Limitations of the BCS questions The BCS does not ask about hate crime directly as the concept is not well understood by the public and is likely to lead to under-reporting. Instead, victims are asked about their perception of the offender's motivation for the incident which is an indirect measure as it represents the victim's perception rather than what actually happened. This may mean that some crimes considered here as hate crimes may actually be more a result of the victim's vulnerability to crime, for example, distraction burglary, or an assumption on the victim's behalf that the crime was motivated by the offender's attitude. Conversely, a victim might be unaware that they were targeted due to a personal characteristic covered by the hate crime strands. The BCS may over- or under-represent people who are more susceptible to hate crime. For example, people with a disability might find it more difficult to take part in the survey if their disability impacts on \<page_number>16\</page_number> The extent of and perceptions towards hate crime their ability to communicate in particular. Conversely, response rates to the survey might be higher among victims than non-victims as the topic seems more relevant to them. Moreover, there may also be other characteristics underlying those covered by the equality strands which mean that the victim is more at risk of particular crime types. For example, findings from the BCS have consistently shown that young people aged 16 to 24 are more likely to be victims of crime and it is known that particular Black and Minority Ethnic groups have a lower age profile than that for the general population in England and Wales. It should also be noted that although the BCS asks whether or not the victim perceived the incident to be motivated by an equality strand (for example, his or her disability status), it is possible in the cases of household crimes that it was someone else in the household that has the characteristic. 1.3 EXTENT OF HATE CRIME According to the 2009/10 and 2010/11 BCS, there were around 260,000 incidents of hate crime a year, compared with around 9,561,000 incidents of crime overall in the BCS\* (Table 1.01). Of the monitored strands asked about in the 2009/10 and 2010/11 BCS (race, religion, sexual orientation and disability), the strand most commonly perceived as an offender’s motivation for committing a crime was the offender’s attitude to the victim’s race (around 136,000 incidents on average a year). The equality strand least commonly perceived as an offender’s motivation for committing a crime was the victim’s religion (Table 1.01). Incidents relating to the offender’s attitude towards the victim’s age and gender, which are not monitored strands, are shown in Section 1.9. The BCS provides estimates of the levels of personal and household crimes experienced by adults in England and Wales. Personal crimes relate to all crimes against the individual and only relate to the respondent’s own personal experience (not that of other people in the household). Household crimes are considered to be all property-related crimes and respondents are asked whether anyone currently residing in the household has experienced any incidents within the reference period.\\textsuperscript{8} The 2009/10 and 2010/11 combined BCS shows there were around 151,000 incidents of personal hate crime and 109,000 incidents of household hate crime a year, compared with around 3,700,000 incidents of personal crime and 5,861,000 incidents of household crime a year overall in the BCS (Table 1.01).\\textsuperscript{9} Three per cent of crime incidents overall in the BCS (4% of BCS incidents of personal crime and 2% of BCS incidents of household crime) were perceived to be hate crime incidents. The proportion of incidents that were perceived to be hate crime varied by crime type from one per cent or fewer of household theft incidents to ten per cent of robbery incidents (Table 1a).\\textsuperscript{8}\\textsuperscript{9} \\textsuperscript{8} The 9,561,000 incidents of crime overall in the BCS is the average of the 9,503,000 and 9,618,000 incidents reported in the 2009/10 and 2010/11 BCS. \\textsuperscript{9} See Section 2.5 of the User Guide for a discussion of measures of BCS crime. \<page_number>17\</page_number> Supplementary Volume 3 to Crime in England and Wales 2010/11 Table 1a Percentage of incidents that were identified as hate crime, by type of incident \| Percentages \| England and Wales, adults aged 16 and over, 2009/10 and 2010/11 BCS \| \|---\|---\| \| Type of Incident \| Unweighted base¹ \| \| \| % of incidents that were perceived as hate crime \| \| PERSONAL CRIME \| \| \| Assault with minor injury or no injury \| 6 \| 1,603 \| \| Wounding \| 6 \| 608 \| \| Robbery \| 10 \| 350 \| \| Theft from person \| 1 \| .876 \| \| Other theft of personal property \| 1 \| 1,579 \| \| ALL PERSONAL CRIME \| 4 \| 5,016 \| \| HOUSEHOLD CRIME \| \| \| Vandalism \| 3 \| 6,145 \| \| Burglary \| 3 \| 2,002 \| \| Vehicle-related theft \| 0 \| 3,651 \| \| Bicycle theft \| 1 \| 1,538 \| \| Other household theft \| 1 \| 3,722 \| \| ALL HOUSEHOLD CRIME \| 2 \| 17,058 \| \| ALL BCS CRIME \| 3 \| 22,074 \| ¹ Base is all BCS crime incidents. According to the 2009/10 and 2010/11 BCS there were an estimated: - thirty-four incidents per 10,000 adults of personal hate crime (compared with 827 incidents per 10,000 adults of BCS personal crime overall); and - forty-seven household hate crime incidents per 10,000 households (compared with 2,510 incidents per 10,000 households of BCS household crime overall; Table 1.02). The combined 2009/10 and 2010/11 BCS estimates that 0.5 per cent of adults were victims of hate crime in the 12 months prior to interview. A similar percentage were victims of personal hate crime (0.2%) and household hate crime (0.2%). Overall, 21.5 per cent of adults were victims of BCS crime (Table 1.03). Analysis of victimisation by personal and household characteristics showed that for personal hate crime (as with BCS crime overall, Chaplin et al., 2011), the risk of being a victim varied by socio-demographic characteristics. The risk of being a victim of personal hate crime was highest, for example, among (Table 1.04): - people aged 16 to 24 (0.6% experienced personal hate crime compared with, for example, fewer than 0.05% of those aged 75 and over); - people in ethnic groups other than White (0.8% compared with 0.2% of White adults); - those whose marital status was single (0.6% compared with 0.1% of married adults); \<page_number>18\</page_number> The extent of and perceptions towards hate crime - the unemployed (0.8% compared with 0.2% of adults in employment); - those with a long-standing illness or disability that limits their daily activities (0.4% compared with 0.2% of those with no long-standing illness or disability); or - those who visit nightclubs at least once a week (1.0% compared with 0.2% of those who did not visit nightclubs at all in the last month). It should be noted that differences in victimisation rates between ethnic groups may be at least partly attributable to factors other than ethnicity. Previous research [Jansson, 2006; Salisbury and Upson, 2004] has shown that people with a Mixed ethnic background are most at risk of crime. However, multivariate analyses identified that, for the key crime types, ethnicity was not independently associated with the risk of victimisation [Jansson et al., 2007]. The proportion of young people in the Mixed ethnic group was, for example, found to be large in comparison to other ethnic groups; and young people are at a higher risk of victimisation [Flayet al., 2010]. There are also inter-relationships between other personal characteristics. The risk of being a victim of household hate crime was highest among, for example, people who (Table 1.05): - lived in flats or maisonettes (0.4% experienced household hate crime compared with, for example, 0.1% of those living in a detached house); - lived in a household with a total income of less than £10,000 (0.5% compared with 0.1% among those who lived in households with a total income of £50,000 or more); - lived in a 'multicultural' area (0.6% compared with 0.1% of those who lived in a 'countryside' area); or - lived in an 'urban' area (0.3% compared with 0.1% of those who lived in 'rural' areas). Tables 1.06 to 1.09 show the prevalence of hate crime for the separate equality strands by key personal characteristics. For example, the prevalence of racially-motivated crime is shown by ethnic group and the prevalence of disability-motivated hate crime is shown by long-term illness or disability. It can be seen that respondents with the personal characteristic they report as being a factor that they perceived motivated the incident were more likely to be at risk of being a victim of hate crime. For example, respondents who reported having a long-standing illness or disability that limited their daily activities said they were victims of disability motivated hate crime compared with fewer than 0.05 per cent of respondents who had no long-standing illness or disability. 1.4 REPEAT VICTIMISATION Repeat victimisation[10] is defined here as being a victim of the same type of crime more than once in the last year.[11] Levels of repeat victimisation account for differences between BCS estimates of incidence rates (see Table 1.02) and victimisation rates (see Table 1.03). For instance, high levels of repeat victimisation will be demonstrated by lower victimisation rates when compared with corresponding incidence rates as is found with domestic violence and vandalism (see for example, Chaplin et al., 2011). ______________________________________________________________________ \<page_number>19\</page_number> ______________________________________________________________________ 10 See Section 2.5 of the User Guide for a discussion of repeat victimisation. 11 Where incidents of a similar nature that are probably carried out by the same perpetrator(s) have occurred, BCS estimates only include the first five incidents in this 'series' of victimisations, see Section 2.5 of the User Guide. Supplementary Volume 3 to Crime in England and Wales 2010/11 Nearly one-third (31%) of the victims of hate crime were victimised more than once in the previous year and 18 per cent were victimised three or more times. This is similar to the extent of repeat victimisation for BCS crime overall (33% had been victimised more than once). BCS figures have consistently shown that levels of repeat victimisation vary by offence type (Chaplin et al., 2011). One reason for this may be that victims are able to take more preventative measures against repeat victimisation for some crime types, such as theft from the person. It also reflects the different nature of offences. It can be seen that hate crime was more likely to be repeatedly experienced for household crime offences than for personal crime offences: 37 per cent of victims of household hate crime had been victimised more than once in the previous year, compared with 19 per cent of victims of personal hate crime. This difference is larger than that found in the BCS overall (29% of victims of BCS household crime were repeat victims, compared with 21% of victims of BCS personal crime; Table 1.10). 1.5 REPORTING HATE CRIME The BCS asks people who experienced crimes in the past year whether the police came to know about the incident, that is, whether they reported it or the police came to know about it in another way (for example, they arrived at the scene). A ‘reporting rate’ is calculated by dividing the number of BCS incidents that victims state the police came to know about by the total number of BCS incidents. Based on the 2009/10 and 2010/11 BCS, the police were more likely to come to know about hate crime than BCS crime overall: 49 per cent of incidents of hate crime came to the attention of the police compared with 39 per cent of incidents of BCS crime overall (Table 1.11). Although there was little difference in the likelihood of victims of personal hate crime reporting such offences to the police compared with all BCS personal crime (42% and 39% respectively), hate crime victims were more likely to report household crimes (53% compared with 45% of all BCS household crime). The most common reason for this was that the seriousness of offence recorded as hate household crime. The 2010/11 BCS (Chaplin et al., 2011) showed that thefts of vehicles were most likely to be reported and incidents of burglary were also well reported. Victims of crime who did not report incidents to the police were asked why they did not do so. The most frequently mentioned reason for not reporting hate crime incidents was that victims perceived them to be too trivial. There was no loss, or they believed that the police would or could not do much about them (55% of hate crime incidents that were not reported). The second most frequently mentioned reason was that it was a private matter or the victims chose to deal with it themselves (19% of unreported hate crimes). Victims of hate crime were less likely than victims of BCS crime overall to say that the incident was too trivial to report to the police (55% compared with 73%). Conversely, they were more likely to give an answer from one of the less common categories grouped as ‘other’, for example something that happened as part of their job or someone else reported it (Table 1.12). 1.6 VICTIM SATISFACTION WITH THE POLICE BCS respondents who were victims of crime and had contact with the police in the last 12 months were asked how satisfied they were with the way the police handled the matter. Based on the combined 2009/10 and 2010/11 surveys, in 53 per cent of incidents hate crime victims were satisfied with the way that the police handled the matter – in 33 per cent of incidents hate crime victims were very satisfied and in 21 per cent they were fairly satisfied with the way that the police handled the matter – and 45 per cent were not satisfied with the handling. Victims of hate crime were less satisfied with the way that they handled matters than victims of BCS crime overall: in 33 per cent and 69 per cent of incidents respectively victims were satisfied (very or fairly) with the way the police handled the matter (Figure 1.1 and Table 1.13). The extent of and perceptions towards hate crime Figure 1.1 Victim satisfaction with the police, 2009/10 and 2010/11 BCS <img> A bar chart showing victim satisfaction with police handling of incidents. The y-axis ranges from 0 to 100. The x-axis shows two categories: All hate crime and All BCS crime. For All hate crime: - A purple bar labeled "Too early to say" at the top. - A dark purple bar labeled "Very dissatisfied" in the middle. - A light purple bar labeled "A bit dissatisfied" below the middle. - A dark green bar labeled "Fairly satisfied" below the light purple bar. - A light green bar labeled "Very satisfied" at the bottom. For All BCS crime: - A purple bar labeled "Too early to say" at the top. - A dark purple bar labeled "Very dissatisfied" in the middle. - A light purple bar labeled "A bit dissatisfied" below the middle. - A dark green bar labeled "Fairly satisfied" below the light purple bar. - A light green bar labeled "Very satisfied" at the bottom. Legend: - Too early to say - Very dissatisfied - A bit dissatisfied - Fairly satisfied - Very satisfied </img> In only 45 per cent of incidents of hate crime, victims thought the police took the matter as seriously as they should, compared with 65 per cent of incidents of BCS crime overall. Victims of hate crime were less likely to think the police had treated them fairly or with respect, compared with victims of BCS crime overall. For example, in 63 per cent of hate crime incidents victims thought the police treated them fairly, compared with 79 per cent of incidents of BCS crime overall. Similarly, in 76 per cent of incidents of hate crime, victims thought the police treated them with respect, compared with 89 per cent of incidents of BCS crime overall (Table 1.13). \<page_number>21\</page_number> Supplementary Volume 3 to Crime in England and Wales 2010/11 1.7 EFFECTS OF HATE CRIME As part of the follow-up questions on their crime experience, victims were asked if they had an emotional reaction after the incident and, if so, how much they were affected and in which ways. There is evidence that perceiving that you have been targeted because of who you are has a greater impact on one’s wellbeing than being the victim of a non-hate crime (Iganski, 2001 and 2008). Table 1.14 shows that victims of hate crime were more likely than victims of BCS crime overall to say they were emotionally affected by the incident (92% and 86% respectively) and more likely to be ‘very much’ affected (38% and 17% respectively). Of those who said they were emotionally affected, victims of hate crimes gave the same types of emotions experienced by victims of BCS crime overall but (with the exception of annoyance) were more likely to mention each of them. In particular, 39 per cent of hate crime victims mentioned fear and 23 per cent mentioned anxiety, compared with 14 per cent and six per cent respectively of victims of BCS crime overall (Table 1.14). <img> A bar chart showing the percentage experiencing various emotional responses following a hate crime incident. The y-axis represents the percentage experiencing, ranging from 0 to 80. The x-axis lists the emotional responses: Anger, Annoyance, Shock, Loss of confidence/feeling vulnerable, Fear, Anxiety/panic attacks, Crying/tears, Difficulty sleeping, Depression, Other. For Anger: All hate crime = 67%, All BCS crime = 60% For Annoyance: All hate crime = 50%, All BCS crime = 60% For Shock: All hate crime = 40%, All BCS crime = 28% For Loss of confidence/feeling vulnerable: All hate crime = 35%, All BCS crime = 15% For Fear: All hate crime = 39%, All BCS crime = 14% For Anxiety/panic attacks: All hate crime = 23%, All BCS crime = 6% For Crying/tears: All hate crime = 13%, All BCS crime = 9% For Difficulty sleeping: All hate crime = 17%, All BCS crime = 8% For Depression: All hate crime = 20%, All BCS crime = 6% For Other: All hate crime = 3%, All BCS crime = 3% Legend: - ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☻ ☺ </img> Figure 1.2 Emotional impact of hate crime incident, 2009/10 and 2010/11 BCS \<page_number>22\</page_number> The extent of and perceptions towards hate crime 1.8 WORRY ABOUT HATE CRIME AND PERCEPTIONS OF THE LIKELIHOOD OF VICTIMISATION The BCS provides estimates on a range of public perception measures relating to crime. The questions are shown in Box 1.2.12 Box 1.2 2009/10 and 2010/11 BCS questions (Perceptions of crime module) The following question was asked of all respondents: (How much of a problem is …) people being attacked or harassed because of their skin colour, ethnic origin or religion? • A very big problem • A big problem • Not a very big problem • Not a problem at all The following questions were asked of a randomly selected one-quarter of respondents: (How worried are you about) …being subject to a physical attack because of your skin colour, ethnic origin or religion? • Very worried • Fairly worried • Not very worried • Not at all worried And now, thinking about all types of crime, in general how worried are you about being a victim of crime? • Very worried • Fairly worried • Not very worried • Not at all worried Do you think you are likely to be physically attacked or assaulted in the next year because of your skin colour, ethnic origin or religion? • Yes • No Do you think you are likely to be harassed or intimidated in the next year because of your skin colour, ethnic origin or religion? • Yes • No The BCS asks respondents about their perceived likelihood of being a victim of crime in the next 12 months. Overall, three per cent of adults thought they were ‘very’ or ‘fairly’ likely to be harassed because of their skin colour, ethnic origin or religion and two per cent said they were ‘very’ or ‘fairly’ likely to be attacked for these reasons. Adults from ethnic groups other than White were more likely than White adults to say they were ‘very’ or ‘fairly’ likely to be harassed (15% compared with 1% of White respondents) or attacked (10% compared with 1% of Black respondents; Table 1.15). There is a disparity between perceived likelihood and actual prevalence of crime. For example, ten per cent of respondents from Black and Minority Ethnic groups¹³ thought that they were ‘very’ or ‘fairly’ likely to be attacked because of their skin colour, ethnic origin or religion in the next 12 months. ______________________________________________________________________ 12 See Section 6.2 of the User Guide for details of measures of likelihood of victimisation. 13 In the tables Black and Minority Ethnic groups are referred to as ‘Non-White’. Supplementary Volume 3 to Crime in England and Wales 2010/11 compared with 0.7 per cent who reported having been a victim of racially motivated personal hate crime in the year before interview (Tables 1.15 and 1.06). This disparity is also found for other crime types, for example, burglary (14% of respondents thought that they were 'very' or 'fairly' likely to be a victim of burglary in the next 12 months, compared with 2% who reported having been a victim of burglary in the year before interview; Table 1.15, prevalence of burglary data not shown). The BCS asks respondents how worried they are about being a victim of different types of crime. Overall, five per cent of adults were 'very' worried about being subject to a physical attack because of their skin colour, ethnic origin or religion, and, unsurprisingly, as with the other perception questions, this was much higher among adults from Black and Minority Ethnic backgrounds than among White adults (16% and 3% respectively; Table 1.15). Six per cent of adults thought there was a 'very' or 'fairly' big problem in their area with people being attacked or harassed because of their skin colour, ethnic origin or religion. Adults from ethnic groups other than White were three times more likely to say there was a 'very' or 'fairly' big problem in their area than White adults (16% compared with 5% of White adults). Figure 1.3 Perceptions of crime by ethnic group, 2009/10 and 2010/11 BCS <img> A bar chart showing perceptions of crime by ethnic group. Legend: - Purple: Ethnic group other than White - Grey: White </img> \| Perception \| Ethnic group other than White (%) \| White (%) \| \|---\|---\|---\| \| 'Fairly big' or 'very big' problem in their area with racially motivated hate crime \| 16 \| 5 \| \| 'Very' worried about being a victim of any crime \| 18 \| 6 \| \| 'Very' worried about being attacked because of skin colour/ethnic origin/ religion \| 16 \| 3 \| \| 'Very' or 'fairly' likely to be harassed because of skin colour/ethnic origin/ religion \| 15 \| 1 \| \| 'Very' or 'fairly' likely to be attacked because of skin colour/ethnic origin/ religion \| 10 \| 1 \| \<page_number>24\</page_number> The extent of and perceptions towards hate crime 1.9 AGE AND GENDER-MOTIVATED HATE CRIME The BCS also collects information on incidents that respondents perceive to be motivated by the offender’s attitude towards the victim’s age or gender. Estimates of age-motivated hate crime in particular should be treated with caution, as it is possible, for example, that older victims who may be targeted for their age-related vulnerability, are answering that the incident was motivated by the offender’s attitude towards their age rather than this vulnerability. Table 1.16 outlines the number of incidents for which victims said that they thought the offender was motivated by attitude to their age or gender for the combined survey years 2009/10 and 2010/11. The number of incidents is the average per year over the two survey years. In total, there were around 143,000 incidents of age-motivated hate crime a year, and around 0.3 per cent of people perceived they were victims of an age-motivated hate crime (Table 1.16) There were around 120,000 incidents of gender-motivated hate crime a year, and around 0.2 per cent of adults were victims of a gender-motivated hate crime. Table 1.17 shows the prevalence of age-motivated hate crime by age and sex. The youngest and oldest age groups were more likely to say they thought they had been a victim of age-motivated hate crime than other age groups (0.7% of those aged 16–24 and 0.6% of those aged 75 and over were victims of age-motivated hate crimes compared with 0.3% of those aged 85–74). This suggests that some people may have misunderstood or misheard the question and mistakenly be reporting an incident as age-motivated. Women were more likely than men to say they were victims of gender-motivated hate crime (0.3% and 0.1% respectively; Table 1.18). 1.10 OTHER SOURCES OF HATE CRIME DATA ACPO/Police data The police have been recording reported hate crimes since 1 April 2008 for the five monitored strands of hate crime. Figures (covering England, Wales and Northern Ireland for 2009) were first published by the Association of Chief Police Officers (ACPO) in 2010, and figures for 2010 were published in September 2011\. In 2011/12 the hate crime data collection was made part of the Home Office Annual Data Requirement\\. Between January and December 2010\\, the police recorded 48,127 crimes in England, Wales and Northern Ireland where the victim, or any other person, perceived the criminal offence to be motivated by hostility based on a person’s race, religious belief, sexual orientation, disability or where the victim was perceived to be transgender. Of these: - 39,311 were racist crimes;* - 2,007 were religious (faith) hate crimes; - 4,883 were based on sexual orientation; ______________________________________________________________________ - http://www.acpo.presscentre.com/Press-Releases/ACPO-publishes-hate-crime-date-for-2010-111.aspx - The Annual Data Requirement (ADR) is a list of all requests made to all police forces in England and Wales under the Home Secretary’s statutory powers. - Data published per calendar year. \<page_number>25\</page_number> Supplementary Volume 3 to Crime in England and Wales 2010/11 - 357 targeted transgender people; and - 1,569 targeted people with disabilities. As expected, BCS hate crime estimates are higher than the number of hate crimes recorded by the police as the survey captures offences that are not reported to or recorded by the police. Crown Prosecution Service data In 2008, the CPS began publishing an annual report on Hate Crime in England and Wales. The most recent publication 'Hate crime and crimes against older people report 2010–2011' presents information on CPS performance in prosecuting racist and religious hate crime, transphobic and homophobic crime, and disability hate crime.¹⁷ The Life Opportunities Survey In December 2011, the Office for Disability Issues published the Life Opportunities Survey Wave One results 2009/11¹⁸ based on a total of 31,161 interviews with adults aged 16 and over, across 19,951 households. The survey found that two per cent of all adults interviewed had been a victim of hate crime in the past 12 months. This is higher than the BCS estimate of 0.5 per cent, partly because it includes age and gender-motivated hate crime but partly due to the different question wording. Those who reported being a victim of hate crime were asked to select all motivations for the crime that applied to them from the following: age, sex, a health condition, illness or impairment, a disability, ethnicity, religion, sexual orientation, or nationality. The most common motivation reported for all adults was ethnicity (37%) followed by sex/gender (11%). It is important to note, however, that 34 per cent of adults with a mental or physical impairment and 30 per cent of adults without a mental or physical impairment gave the answer ‘none of these reasons’ to the question on motivation of hate crime and, thus, felt they were the victim of a hate crime motivated by factors not covered by the questionnaire. ______________________________________________________________________ ¹⁷ http://www.cps.gov.uk/publications/docs/cps_hate_crime_report_2011.pdf ¹⁸ Office for Disability Issues (2011) Life Opportunities Survey: Wave One results, 2009/11. Available at: http://statistics.dwp.gov.uk/asd/asd1/factlos_wave_one_200911.pdf \<page_number>26\</page_number> Table 1.01 Number of incidents of hate crime and all BCS crime, by monitored strand Numbers (000s)¹ England and Wales, adults aged 16 and over, 2009/10 and 2010/11 BCS \| Personal crime \| Household crime \| All crime \| \|---\|---\|---\| \| Monitored strand of hate crime \| \| \| \| Race \| 84 \| 52 \| 136 \| \| Religion \| 21 \| 19 \| 39 \| \| Sexual orientation \| 31 \| 18 \| 50 \| \| Disability \| 29 \| 35 \| 65 \| \| Total hate crime² \| 151 \| 109 \| 260 \| \| Total BCS crime \| 3,700 \| 5,861 \| 9,561 \| Unweighted base 91,313 91,338 91,313 1. The numbers are derived by multiplying incidence rates by the population estimates for England and Wales, and are averaged over the two survey years. For more information see Section 2 of the User Guide. 2. Totals for hate crime might not be equal to the sum of incidents in the related equality strands as the victim may have said the crime was motivated by more than one strand. Excludes gender identity as questions on this strand were not included until 2011/12. ______________________________________________________________________ Table 1.02 Incidence rate of hate crime and all BCS crime, by monitored strand Rates³ per 10,000 adults/households England and Wales, adults aged 16 and over, 2009/10 and 2010/11 BCS \| Personal crime \| Household crime \| \|---\|---\| \| Monitored strand of hate crime \| Rates per 10,000 adults/households: \| \| Race \| 19 \| 22 \| \| Religion \| 5 \| 8 \| \| Sexual orientation \| 7 \| 8 \| \| Disability \| 7 \| 15 \| \| Total hate crime² \| 34 \| 47 \| \| Total BCS crime \| 827 \| 2,510 \| Unweighted base 91,313 91,338 1. Rates for personal crime are quoted per 10,000 adults. Rates for household crime are quoted per 10,000 households.The numbers are averaged over the two survey years. 2. Totals for hate crime might not be equal to the sum of incidents in the related equality strands as the victim may have said the crime was motivated by more than one strand. Excludes gender identity as questions on this strand were not included until 2011/12. \<page_number>27\</page_number> Table 1.03 Proportion of adults and households who were victims of hate crime and all BCS crime, by monitored strand \| Percentages¹ \| England and Wales, adults aged 16 and over, 2009/10 and 2010/11 BCS \| \|---\|---\| \| \| Personal crime \| Household crime \| All crime² \| \| Monitored strand of hate crime \| \| \| \| \| Race \| 0.2 \| 0.1 \| 0.3 \| \| Religion \| 0.0 \| 0.0 \| 0.1 \| \| Sexual orientation \| 0.0 \| 0.0 \| 0.1 \| \| Disability \| 0.0 \| 0.1 \| 0.1 \| \| Total hate crime² \| 0.2 \| 0.2 \| 0.5 \| \| Total BCS crime \| 5.8 \| 16.3 \| 21.5 \| Unweighted base 91,313 91,338 91,313 ¹. Percentages for personal crime are based on adults. Percentages for household crime are based on households. ². Totals for hate crime might not be equal to the sum of incidents in the related equality strands as the victim may have said the crime was motivated by more than one strand. Excludes gender identity as questions on this strand were not included until 2011/12. ³. This percentage is calculated treating a household crime as a personal crime. It is the estimated percentage of adults who have been a victim of at least one personal crime or have been resident in a household that was a victim of at least one household crime. \<page_number>28\</page_number> Table 1.04 Proportion of adults who were victims of hate crime and all BCS crimes, by personal characteristics \| Percentages \| England and Wales, adults aged 16 and older, 2009-10 and 2010-11 BCS \| \|---\|---\| \| Personal identity \| Hate crime \| All BCS crimes \| \| White \| 8.5 \| 3.6 \| 21.5 \| 37.37 \| \| Black or black British \| 0.6 \| 0.9 \| 13.0 \| 21.8 \| \| Asian or Asian British \| 0.3 \| 0.7 \| 7.7 \| 27.5 \| \| Mixed race \| 0.3 \| 0.7 \| 7.7 \| 27.5 \| \| Other ethnic group \| 0.2 \| 0.9 \| 16.6 \| 37.9 \| \| Men \| 0.3 \| 0.6 \| 8.5 \| 23.7 \| \| Women \| 0.3 \| 1.0 \| 16.5 \| 37.9 \| \| White \| 8.5 \| 3.6 \| 21.5 \| 37.37 \| \| Black or black British \| 0.4 \| 0.5 \| 8.0 \| 28.5 \| \| Asian or Asian British \| 0.3 \| 0.7 \| 7.7 \| 27.5 \| \| Mixed race \| 0.1 \| 0.9 \| 16.6 \| 37.9 \| \| Other ethnic group \| 0.1 \| 0.2 \| 1.6 \| 11.7 \| \| Men \| 0.3 \| 0.6 \| 8.5 \| 23.7 \| \| Women \| 0.2 \| 0.3 \| 11.2 \| 28.8 \| \| White \| 8.5 \| 3.6 \| 21.5 \| 37.37 \| \| Black or black British \| 0.2 \| 0.4 \| 4.9 \| 23.5 \| \| Asian or Asian British \| 0.1 \| 0.9 \| 16.6 \| 37.9 \| \| Mixed race \| 0.1 \| 0.4 \| 29.9 \| 55.7 \| \| Other ethnic group \| - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) (blank) \| Ethnic group \| \| White British & Irish & Asian & Other ethnic group \| \| Men & Women \| \| White & Black British & Mixed race & Other ethnic group \| Marital status Married Single Divorced Widowed Other Respondent's employment status Unemployed Employed full-time Employed part-time Self-employed Never worked and currently unemployed Never worked but have worked in the past Never classified Respondent's occupation Managerial and professional occupations Intermediate occupations Skilled manual occupations Unskilled manual occupations Never worked and currently unemployed Never worked but have worked in the past Never classified Highest qualification Degree or equivalent Apprenticeship or A-level level No formal qualifications Other Very low Long-standing illness or disability Long-standing illness or disability Long-standing mental health problem Long-standing learning difficulty Long-standing physical disability Hours of work per week on average weekly Less than one hour One to three hours Four to six hours Seven to nine hours Ten or more hours Number of working days at last in last month None Less than five days Five days Six days Number of visits to a hospital in last month None Less than five visits a week Six visits a week or more Number of visits to a hospital in last month None Less than five visits a week Six visits a week or more Table 1.06 Proportion of adults and households who were victims of hate crime and all BCS crime, by household and area characteristics <table> <thead> <tr> <th colspan="3">Percentages</th> <th colspan="5">England and Wales, adults aged 16 and over, 2009/10 and 2011/12 BCS</th> </tr> <tr> <th>Personal hate crime</th> <th>Household hate crime</th> <th>All hate crime</th> <th>All BCS personal crime</th> <th>All BCS household crime</th> <th>Unweighted raw</th> </tr> </thead> <tbody> <tr> <td colspan="7">Percentage of households/households victims once or more:</td> </tr> <tr> <td><strong>ALL HOUSEHOLDS</strong></td> <td><strong>0.2</strong></td> <td><strong>0.2</strong></td> <td><strong>0.5</strong></td> <td><strong>5.8</strong></td> <td><strong>16.3</strong></td> <td><strong>21.5</strong></td> <td><strong>91.313</strong></td> </tr> <tr> <td><strong>Structure of household</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Single adult << (single)</td> <td>0.2</td> <td>0.3</td> <td>0.6</td> <td>9.0</td> <td>24.3</td> <td>30.1</td> <td>4.710</td> </tr> <tr> <td>Auburn << (single)</td> <td>0.3</td> <td>0.5</td> <td>0.5</td> <td>5.7</td> <td>17.6</td> <td>21.8</td> <td>18.937</td> </tr> <tr> <td>Auburn >> no children</td> <td>0.2</td> <td>0.2</td> <td>0.5</td> <td>5.6</td> <td>14.3</td> <td>19.5</td> <td>67.008</td> </tr> <tr> <td><strong>Total household income</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td><£5,000</td> <td>0.5</td> <td>0.5</td> <td>1.0</td> <td>6.3</td> <td>14.5</td> <td>19.6</td> <td>12.777</td> </tr> <tr> <td><£10,000 to £5,000, inclusive of benefits (including housing benefit)</td> <td>0.3</td> <table border="1"> <!-- Table data --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> Table 1.06 Proportion of adults who were victims of racially-motivated hate crime, by ethnic group \| Percentages \| England and Wales, adults aged 16 and over, 2009/10 and 2010/11 BCS \| \|---\|---\| \| \| Personal racially-All racially-motivated Unweighted base \| \| \| motivated hate crime % victims once or more: \| \| ALL ADULTS \| 0.2 \| 0.3 \| 91,313 \| \| Ethnic group \| \| \| \| \| White \| 0.1 \| 0.1 \| 84,217 \| \| Non-White \| 0.7 \| 1.4 \| 6,942 \| \| Mixed \| 0.7 \| 1.1 \| 666 \| \| Asian or Asian British \| 0.9 \| 1.8 \| 3,158 \| \| Black or Black British \| 0.4 \| 0.9 \| 1,863 \| \| Chinese or other \| 0.4 \| 1.1 \| 1,235 \| I. This percentage is calculated treating a household crime as a personal crime. It is the estimated percentage of adults who have been a victim of at least one personal crime or have been resident in a household that was a victim of at least one household crime. \<page_number>31\</page_number> Table 1.07 Proportion of adults who were victims of religion-motivated hate crime, by ethnic group and religion \| Percentages \| England and Wales, adults aged 16 and over, 2009/10 and 2010/11 BCS \| \|---\|---\| \| \| Personal religion- motivated-hate crime¹ \| All religion-motivated-hate crime¹ \| Unweighted base \| \| % victims once or more \| \| \| \| \| ALL ADULTS \| 0.0 \| 0.1 \| 91,313 \| \| Ethnic group \| \| \| \| \| White \| 0.0 \| 0.0 \| 84,217 \| \| Non-White \| 0.2 \| 0.5 \| 6,942 \| \| Mixed \| 0.1 \| 0.1 \| 666 \| \| Asian or Asian British \| 0.4 \| 0.8 \| 3,158 \| \| Black or Black British \| 0.0 \| 0.2 \| 1,883 \| \| Chinese or other \| 0.0 \| 0.1 \| 1,235 \| \| Religion \| \| \| \| \| Christian \| 0.0 \| 0.0 \| 69,854 \| \| Buddhist \| 0.0 \| 0.0 \| 408 \| \| Hindu \| 0.0 \| 0.5 \| 897 \| \| Muslim \| 0.5 \| 0.8 \| 2,167 \| \| Other \| 0.1 \| 0.7 \| 1,142 \| \| No religion \| 0.0 \| 0.0 \| 16,596 \| ¹ This percentage is calculated treating a household crime as a personal crime. It is the estimated percentage of adults who have been a victim of at least one personal crime or have been resident in a household that was a victim of at least one household crime. Table 1.08 Proportion of adults who were victims of sexual-orientation-motivated hate crime, by age and sex \| Percentages \| England and Wales, adults aged 16 and over, 2009/10 and 2010/11 BCS \| \|---\|---\| \| \| Personal sexual- orientation-motivated hate crime¹ \| All sexual orientation- motivated-hate crime¹ \| Unweighted base \| \| % victims once or more \| \| \| \| \| ALL ADULTS \| 0.0 \| 0.1 \| 91,313 \| \| 16-24 \| 0.1 \| 0.2 \| 7,551 \| \| 25-34 \| 0.0 \| 0.0 \| 12,462 \| \| 35-44 \| 0.1 \| 0.1 \| 15,983 \| \| 45-54 \| 0.0 \| 0.1 \| 15,117 \| \| 55-64 \| 0.0 \| 0.1 \| 15,766 \| \| 65-74 \| 0.0 \| 0.0 \| 12,898 \| \| 75+ \| 0.0 \| 0.0 \| 11,538 \| \| Men & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Women & Woman Table 1.09 Proportion of adults who were victims of disability-motivated hate crime, by employment status and presence of long-standing illness or disability <table> <thead> <tr> <th colspan="4">Percentages</th> </tr> <tr> <th colspan="4">England and Wales, adults aged 16 and over, 2009/10 and 2010/11 BCS</th> </tr> <tr> <th colspan="2">Personal disability<sup>1</sup> All disability-motivated hate crime<sup>2</sup></th> <th colspan="2">Hate crime<sup>3</sup></th> </tr> <tr> <th colspan="2">% with once or more</th> <th>Unweighted base</th> <th>Base<sup>4</sup></th> </tr> </thead> <tbody> <tr> <td><strong>ALL ADULTS</strong></td> <td><strong>0.0</strong></td> <td><strong>0.1</strong></td> <td><strong>91,313</strong></td> <td></td> </tr> <tr> <td><strong>Respondent's employment status</strong></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>In employment</td> <td>0.0</td> <td>0.0</td> <td>49,530</td> <td></td> </tr> <tr> <td>Unemployed</td> <td>0.1</td> <td>0.1</td> <td>2,837</td> <td></td> </tr> <tr> <td>Economically inactive</td> <td>0.1</td> <td>0.2</td> <td>38,717</td> <td></td> </tr> <tr> <td>Student</td> <td>0.1</td> <td>0.1</td> <td>2,230</td> <td></td> </tr> <tr> <td>Looking after family/home</td> <td>0.0</td> <td>0.1</td> <td>4,724</td> <td></td> </tr> <tr> <td>Long-term/temporarily sick/well</td> <td>0.5</td> <td>1.3</td> <td>4,619</td> <td></td> </tr> <tr> <td>Retired</td> <td>0.0</td> <td>0.1</td> <td>26,385</td> <td></td> </tr> <tr> <td>Other inactive</td> <td>0.2</td> <td>0.3</td> <td>1,909</td> <td></td> </tr> <tr> <td><strong>Long-standing illness or disability</strong></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Long-standing illness or disability<sup>5</sup></td> <td>0.1</td> <td>0.4</td> <td>26,508</td> <td></td> </tr> <tr> <td>Limits activities<sup>6,7,8,9,10,11,12,13,14,15,16,17,18,19,20,21,22,23,24,25,26,27,28,29,30,31,32,33,34,35,36,37,38,39,40,</sup></td><td>0.2</td><td>0.5</td><td>18,931</td><td></td> </tr> <tr> <td>Does not limit activities<sup>6,7,8,9,10,</sup></td><td>0.0</td><td>0.1</td><td>7566</td><td></td> </tr> <tr> <td>No long-standing illness or disability<sup>6,</sup><sup>7,</sup><sup>8,</sup><sup>9,</sup><sup>10,</sup><sup>11,</sup><sup>12,</sup><sup>13,</sup><sup>14,</sup><sup>15,</sup><sup>16,</sup><sup>17,</sup><sup>18,</sup><sup>19,</sup><sup>20,</sup><sup>21,</sup><sup>22,</sup><sup>23,</sup><sup>24,</sup><sup>25,</sup><sup>26,</sup><sup>27,</sup><sup>, 28,</sup><sup>, 29,</sup><sup>, 30,</sup><sup>, 31,</sup><sup>, 32,</sup><sup>, 33,</sup><sup>, 34,</sup><sup>, 35,</sup><sup>, 36,</sup><sup>, 37,</sup><sup>, 38,</sup><sup>, 39,</sup><sup>, 40,<br/></strong></table> \\begin{tabular}{l l l l l} \\multicolumn{5}{c}{Percentages} \\ \\multicolumn{5}{c}{England and Wales, adults aged 16 and over, 2009/10 and 2010/11 BCS} \\ \\multicolumn{5}{c}{Once Twice Three or more Unweighted base$^{\\text{a}}$} \\ \\end{tabular} \\begin{tabular}{l l l l l} \\multicolumn{5}{c}{Personal hate crime$^{\\text{b}}$} \\ \\multicolumn{5}{c}{Once Twice Three or more Unweighted base$^{\\text{a}}$} \\ \\end{tabular} \\begin{tabular}{l l l l l} \\multicolumn{5}{c}{All BCS personal crime} \\ \\multicolumn{5}{c}{Once Twice Three or more Unweighted base$^{\\text{a}}$} \\ \\end{tabular} \\begin{tabular}{l l l l l} \\multicolumn{5}{c}{Household hate crime$^{\\text{b}}$} \\ \\multicolumn{5}{c}{Once Twice Three or more Unweighted base$^{\\text{a}}$} \\ \\end{tabular} \\begin{tabular}{l l l l l} \\multicolumn{5}{c}{All BCS household crime} \\ \\multicolumn{5}{c}{Once Twice Three or more Unweighted base$^{\\text{a}}$} \\ \\end{tabular} \\begin{tabular}{l l l l l} \\multicolumn{5}{c}{All hate crime$^{\\text{b}}$} \\ \\multicolumn{5}{c}{Once Twice Three or more Unweighted base$^{\\text{a}}$} \\ \\end{tabular} \\begin{tabular}{l l l l l} \\multicolumn{5}{c}{All BCS crime} \\ \\multicolumn{5}{c}{Once Twice Three or more Unweighted base$^{\\text{a}}$} \\ \\end{tabular} \\begin{tabular}{l r r r r} 8 & 8 & 8 & 8 & 8\\ 79 & 79 & 79 & 79 & 79\\ 63 & 63 & 63 & 63 & 63\\ 71 & 71 & 71 & 71 & 71\\ 69 & 69 & 69 & 69 & 69\\ 67 & 67 & 67 & 67 & 67\\ & & & & $^\\text{a}$ Base is victims of specified offences. & & & & $^\\text{b}$ Excludes gender identity as questions on this strand were not included until 2011/12. & & & & $^\\text{}$ & & & & $^\\text{}$ & & & & $^\\text{}$ & & & & $^\\text{}$ & & & & $^\\text{}$ & & & & $^\\text{}$ & & & & $^\\text{}$ & & & & $^\\text{}$ & & & & $^\\text{}$ & & & & $^\\text{}$ & & & & $^\\text{}$ & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & \<page_number>33\</page_number>& Table 1.11 Proportion of BCS crime incidents reported to the police¹ <table> <thead> <tr> <th>Percentages</th> <th colspan="2">England and Wales, adults aged 16 and over, 2009/10 and 2010/11 BCS</th> </tr> <tr> <th></th> <th>Incident reported to police</th> <th>Unweighted base²</th> </tr> </thead> <tbody> <tr> <td>Personal hate crime³</td> <td>42</td> <td>195</td> </tr> <tr> <td>All BCS personal crime</td> <td>39</td> <td>5,138</td> </tr> <tr> <td>Household hate crime³</td> <td>59</td> <td>237</td> </tr> <tr> <td>All BCS household crime</td> <td>40</td> <td>17,784</td> </tr> <tr> <td>All hate crime³</td> <td>49</td> <td>432</td> </tr> <tr> <td>All BCS crime</td> <td>39</td> <td>22,922</td> </tr> </tbody> </table> 1. Incidents that were reported to the police also includes those incidents that the police came to know about in another way, e.g., they arrived at the scene. 2. Base is crime incidents. 3. Excludes gender identity as questions on this strand were not included until 2011/12. Table 1.12 Reasons for not reporting crime incident to the police <table> <thead> <tr> <th>Percentages</th> <th colspan="2">England and Wales, adults aged 16 and over, 2009/10 and 2010/11 BCS</th> </tr> <tr> <th></th> <th>All hate crime¹</th> <th>All BCS crime</th> </tr> </thead> <tbody> <tr> <td>Trivial/no loss/police would not/could not do anything²</td> <td>55</td> <td>73</td> </tr> <tr> <td>Private/dealt with ourselves</td> <td>19</td> <td>15</td> </tr> <tr> <td>Inconvenient to report</td> <td>6</td> <td>6</td> </tr> <tr> <td>Reported to other authorities</td> <td>4</td> <td>5</td> </tr> <tr> <td>Common occurrence</td> <td>9</td> <td>3</td> </tr> <tr> <td>Fear of reprisal</td> <td>5</td> <td>2</td> </tr> <tr> <td>Dislike or fear of the police/previous bad experience with the police or courts³</td> <td>7</td> <td>2</td> </tr> <tr> <td>Other⁴</td> <td>21</td> <td>6</td> </tr> </tbody> <tfoot><tr><th colspan="3">Unweighted base⁴</th></tr></tfoot> </table> 1. Excludes gender identity as questions on this strand were not included until 2011/12. 2. The answer categories 'Too trivial/not worth reporting', 'No loss/damage', 'Police would not have been soothed/intimidated', 'Police could not do anything' and 'Attempt at offence was unsuccessful' are coded due to the similar nature of these codes. For example, 'No loss/damage' may code as 'too trivial' and 'Police would not have been soothed/intimidated' may code as 'no loss'. These two codes may be understood as meaning the same. 3. This category includes: something that happens as part of job; partly my friend's relative's fault; offender not responsible for actions; thought someone else had reported incident/similar incidents; tried to report but was not able to contact the police/policne not interested; other. 4. Base is crime incidents not reported to police. 5. Figures may add to more than 100 as more than one reason could be given. \<page_number>34\</page_number> Table 1.13 Satisfaction with police handling of crime incidents \| Percentages \| England and Wales, adults aged 16 and over, 2009/10 and 2010/11 BCS \| \|---\|---\| \| \| All hate crime \| All BCS crime \| \| Victim satisfaction \| \| \| \| Very satisfied \| 33 \| 37 \| \| Fairly satisfied \| 21 \| 32 \| \| A bit dissatisfied \| 22 \| 16 \| \| Very dissatisfied \| 23 \| 14 \| \| Too early to say \| 2 \| 1 \| \| % saying police took matter as seriously as they should \| 45 \| 65 \| \| Police treated victim fairly \| \| \| \| Yes \| 63 \| 79 \| \| Not entirely \| 21 \| 13 \| \| Not at all \| 15 \| 8 \| \| Police treated victim with respect \| \| \| \| Yes \| 76 \| 89 \| \| Not entirely \| 14 \| 7 \| \| Not at all \| 10 \| 4 \| \| Unweighted base<sup>2</sup> \| 223 \| 8,863 \| 1. Excludes gender identity as questions on this strand were not included until 2011/12. 2. Base is crime incidents that were reported to police. ______________________________________________________________________ Table 1.14 Emotional impact of crime incident \| Percentages \| England and Wales, adults aged 16 and over, 2009/10 and 2010/11 BCS \| \|---\|---\| \| \| All hate crime<sup>1</sup> \| All BCS crime \| \| Respondent was emotionally affected \| \| \| \| Very much \| 92 \| 86 \| \| Quite a lot \| 38 \| 17 \| \| Just a bit \| 31 \| 26 \| \| Respondent was not emotionally affected \| 23 \| 43 \| \| Respondent was not emotionally affected \| 8 \| 14 \| \| Unweighted base<sup>2</sup> \| 420 \| 22,065 \| ______________________________________________________________________ Type of emotional response experienced<sup>2</sup> \| Anger \| Annoyance \| Shock \| Lois of confidence or feeling vulnerable \| \|---\|---\|---\|---\| \| Fear \| Anxiety or panic attacks \| Crying/tears \| Difficulty sleeping \| \| Depression \| Other \| \| Unweighted base<sup>1</sup> \| 383 \| 19,028 \| 1. Excludes gender identity as questions on this strand were not included until 2011/12. 2. Figures add to more than 100 as more than one response possible. \<page_number>35\</page_number> Table 1.15 Perceptions of racially-motivated hate crime, by ethnic group <table> <thead> <tr> <th rowspan="2">Percentages</th> <th colspan="7">England and Wales, adults aged 16 and over, 2009:10 and 2010:11</th> </tr> <tr> <th>White</th> <th>All Non-White</th> <th>Mixed</th> <th>Asian or Asian British</th> <th>Black or Black British</th> <th>Chinese or other</th> <th>All adults</th> </tr> </thead> <tbody> <tr> <td><strong>Perceived likelihood of being victim of racially-motivated crime</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>'Very' or 'fairly' likely to be attacked because of skin colour/ethnic origin/religion</td> <td>1</td> <td>10</td> <td>4</td> <td>12</td> <td>9</td> <td>9</td> <td>2</td> </tr> <tr> <td>'Very' or 'fairly' likely to be harassed because of skin colour/ethnic origin/religion</td> <td>1</td> <td>15</td> <td>13</td> <td>17</td> <td>12</td> <td>11</td> <td>3</td> </tr> <tr> <td>'Very' or 'fairly' likely to be burgled</td> <td>13</td> <td>25</td> <td>19</td> <td>29</td> <td>20</td> <td>20</td> <td>14</td> </tr> <tr> <td><strong>Worry about being victim of crime</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>'Very' worried about being attacked because of skin colour/ethnic origin/religion</td> <td>3</td> <td>16</td> <td>14</td> <td>16</td> <td>16</td> <td>13</td> <td>5</td> </tr> <tr> <td>'Very' worried about being a victim of any crime</td> <td>6</td> <td>18</td> <td>21</td> <td>18</td> <td>18</td> <td>16</td> <td>7</td> </tr> <tr style="border-top: 1px solid black;"> <th><strong>Unweighted base ¹⁾<br>(n = 20,745)</strong></th> <th><strong>1,638<br>(n = 1,638)</strong></th> <th><strong>743<br>(n = 743)</strong></th> <th><strong>777<br>(n = 777)</strong></th> <th><strong>436<br>(n = 436)</strong></th> <th><strong>282<br>(n = 282)</strong></th> <th><strong>22,402<br>(n = 22,402)</strong></th> </tr> ``` <!-- Problem of racially-motivated crime --> <!-- Unweighted base --> <!-- n = 82,870 --> <!-- n = 6,840 --> <!-- n = 655 --> <!-- n = 3,133 --> <!-- n = 1,842 --> <!-- n = 1,210 --> <!-- n = 89,851 --> <!-- Problem of racially-motivated crime --> <!-- Unweighted base --> <!-- n = 82,870 --> <!-- n = 6,840 --> <!-- n = 655 --> <!-- n = 3,133 --> <!-- n = 1,842 --> <!-- n = 1,210 --> <!-- n = 89,851 --> <!-- Problem of racially-motivated crime --> <!-- Unweighted base --> <!-- n = 82,870 --> <!-- n = 6,840 --> <!-- n = 655 --> <!-- n = 3,133 --> <!-- n = 1,842 --> <!-- n = 1,210 --> <!-- n = 89,851 --> <!-- Problem of racially-motivated crime --> <!-- Unweighted base --> <!-- n = 82,870 --> <!-- n = 6,840 --> <!-- n = 655 --> <!-- n = 3,133 --> <!-- n = 1,842 --> <!-- n = 1,210 --> <!-- n = 89,851 --> <!-- Problem of racially-motivated crime --> <!-- Unweighted base --> <!-- n = 82,870 --> <!-- n = 6,840 --> <!-- n = 655 --> <!-- n = 3,133 --> <!-- n = 1,842 --> <!-- n = 1,210 --> <!-- n = 89,851 --> <!-- Problem of racially-motivated crime --> <!-- Unweighted base --> <!-- n = 82,870 --> <!-- n = 6,840 --> <!-- n = 655 --> <!-- n = 3,133 --> <!-- n = 1,842 --> <!-- n = 1,210 --> <!-- n = 89,851 --> <!-- Problem of racially-motivated crime --> <!-- Unweighted base --> <!-- n = 82,870 --> <!-- n = 6,840 --> <!-- n = 655 --> <!-- n = 3,133 --> <!-- n = 1,842 --> <!-- n = 1,210 --> <!-- n = 89,851 --> <!-- Problem of racially-motivated crime --> <!-- Unweighted base --> <!-- n = 82,870 --> <!-- n = 6,840 --> <!-- n = 655 --> <!-- n = 3,133 --> <!-- n = 1,842 --> <!-- n = 1,210 --> <!-- n = 89,851 --> ``` <!-- Problem of racially-motivated crime Unweighted base n=82,870 n=6,840 n=655 n=3,133 n=1,842 n=1,210 n=89,851 --> <!-- Problem of racially-motivated crime Unweighted base n=82,870 n=6,840 n=655 n=3,133 n=1,842 n=1,210 n=89,851 --> <!-- Problem of racially-motivated crime Unweighted base n=82,870 n=6,840 n=655 n=3,133 n=1,842 n=1,210 n=89,851 --> <!-- Problem of racially-motivated crime Unweighted base n=82,870 n=6,840 n=655 n=3,133 n=1,842 n=1,210 n=89,851 --> <!-- Problem of racially-motivated crime Unweighted base n=82,870 n=6,840 n=655 n=3,133 n=1,842 n=1,210 n=89,851 --> <!-- Problem of racially-motivated crime Unweighted base n=82,870 n=6,840 n=655 n=3,133 n=1,842 n=1, <page_number>36</page_number>> Table 1.16 Age- and gender-motivated hate crime England and Wales, adults aged 16 and over, 2009/10 and 2010/11 BCS \| \| Personal crime \| Household crime \| All crime \| \|---\|---\|---\|---\| \| Age-motivated hate crime \| \| \| \| \| Incidents of hate crime (numbers, 000s)<sup>1</sup> \| 95 \| 48 \| 143 \| \| Incidence rates per 10,000 adults/households<sup>2</sup> \| 21 \| 21 \| * \| \| Percentage victims once or more<sup>3</sup> \| 0.2 \| 0.1 \| 0.3 \| \| Gender-motivated hate crime \| \| \| \| \| Incidents of hate crime (numbers, 000s)<sup>1</sup> \| 90 \| 30 \| 120 \| \| Incidence rates per 10,000 adults/households<sup>2</sup> \| 20 \| 13 \| * \| \| Percentage victims once or more<sup>3</sup> \| 0.2 \| 0.1 \| 0.2 \| Unweighted base 91,313 91,338 91,313 1. The numbers are derived by multiplying incidence rates by the population estimates for England and Wales, and are averaged over the two survey years. 2. Rates for personal crime are quoted per 10,000 adults. Rates for household crime are quoted per 10,000 households. 3. Percentages for personal crime are based on adults. Percentages for household crime are based on households. It is not possible to construct a rate for all BCS crime because rates for household offences are based on rates per household, and those for personal offences on rates per adult, and the two cannot be combined. <page_number>37</page_number> Table 1.17 Proportion of adults who were victims of age-motivated hate crime, by age and sex \| Percentages \| England and Wales, adults aged 16 and over, 2009/10 and 2010/11 BCS \| \|---\|---\| \| \| Personal age- \| All age-motivated hate crime \| Unweighted base \| \| \| motivated hate crime \| \| % victims once or more: \| \| ALL ADULTS \| \| 0.2 \| 0.3 \| 91,313 \| \| 16-24 \| \| 0.6 \| 0.7 \| 7,551 \| \| 25-34 \| \| 0.1 \| 0.2 \| 12,462 \| \| 35-44 \| \| 0.1 \| 0.1 \| 15,983 \| \| 45-54 \| \| 0.0 \| 0.1 \| 15,117 \| \| 55-64 \| \| 0.1 \| 0.2 \| 15,768 \| \| 65-74 \| \| 0.2 \| 0.3 \| 12,898 \| \| 75+ \| \| 0.3 \| 0.6 \| 11,536 \| Men \| Age group (years) \| Personal age- motivated hate crime (%) \| All age-motivated hate crime (%) \| \|---\|---\|---\| \| 16-24 \| 0.2 \| 0.3 \| \| 25-34 \| 0.9 \| 1.0 \| \| 35-44 \| 0.1 \| 2.4 \| \| 45-54 \| 0.0 \| 0.1 \| \| 55-64 \| 0.1 \| 0.2 \| \| 65-74 \| 0.1 \| 0.3 \| \| >75+ \| 0.2 \| 0.4 \| Women \| Age group (years) \| Personal age- motivated hate crime (%) \| All age-motivated hate crime (%) \| \|---\|---\|---\| \| 16-24 \| 0.2 \| 0.3 \| \| 25-34 \| 0.4 \| 0.5 \| \| 35-44 \| 0.0 \| 0.1 \| \| 45-54 \| 0.1 \| 0.1 \| \| 55-64 \| 0.1 \| 0.2 \| \| >75+ \| 0.2 \| 0.3 \| <page_number>38</page_number> --- 1. This percentage is calculated treating a household crime as a personal crime. It is the estimated percentage of adults who have been a victim of at least one personal crime or have been resident in a household that was a victim of at least one household crime. <img>A table showing the proportion of adults who were victims of age-motivated hate crime, by age and sex.</img> Table 1.18 Proportion of adults who were victims of gender-motivated hate crime by age and sex \| Percentages \| England and Wales, adults aged 16 and over, 2009/10 and 2010/11 BCS \| \|---\|---\| \| \| Personal gender- All gender-motivated hate crime¹ \| \| \| Unweighted base \| \| % victims once or more: \| \| \| \| \| ALL ADULTS \| 0.2 \| 0.2 \| 91,313 \| \| 16-24 \| 0.3 \| 0.4 \| 7,551 \| \| 25-34 \| 0.3 \| 0.4 \| 12,462 \| \| 35-44 \| 0.2 \| 0.2 \| 15,983 \| \| 45-54 \| 0.0 \| 0.1 \| 15,117 \| \| 55-64 \| 0.0 \| 0.1 \| 15,766 \| \| 65-74 \| 0.0 \| 0.0 \| 12,898 \| \| 75+ \| 0.0 \| 0.0 \| 11,538 \| Men \| Age group \| % victims once or more: \| \|---\|---\| \| 16-24 \| 0.1 \| \| 25-34 \| 0.1 \| \| 35-44 \| 0.2 \| \| 45-54 \| 0.1 \| \| 55-64 \| 0.1 \| \| 65-74 \| 0.0 \| \| >75+ \| 0.0 \| Women \| Age group \| % victims once or more: \| \|---\|---\| \| 16-24 \| 0.2 \| \| 25-34 \| 0.6 \| \| 35-44 \| 0.5 \| \| 45-54 \| 0.2 \| \| 55-64 \| 0.1 \| \| >75+ \| 0.1 \| <page_number>39</page_number> ¹ This percentage is calculated treating a household crime as a personal crime. It is the estimated percentage of adults who have been a victim of at least one personal crime or have been resident in a household that was a victim of at least one household crime. <table> <thead> <tr> <td></td> <td>Personal gender - All gender-motivated hate crime</td> <td>Unweighted base</td> </tr> </thead> <tbody> <tr> <td>ALL ADULTS</td> <td>0.2</td> <td>91,313</td> </tr> <tr> <td>16-24</td> <td>0.3</td> <td>7,551</td> </tr> <tr> <td>25-34</td> <td>0.3</td> <td>12,462</td> </tr> <tr> <td>35-44</td> <td>0.2</td> <td>15,983</td> </tr> <tr> <td>45-54</td> <td>0.0</td> <td>15,117</td> </tr> <tr> <td>55-64</td> <td>0.0</td> <td>15,766</td> </tr> <tr> <td>65-74</td> <td>0.0</td> <td>12,898</td> </tr> <tr> <td>75+</td> <td>0.0</td> <td>11,538</td> </tr> <tr><td>MEN</td><td></td><td></td></tr> <tr><td>16-24</td><td>0.1</td><td>41,155</td></tr> <tr><td>25-34</td><td>0.1</td><td>3,513</td></tr> <tr><td>35-44</td><td>0.2</td><td>5,407</td></tr> <tr><td>45-54</td><td>0.1</td><td>7,138</td></tr> <tr><td>55-64</td><td>0.0</td><td>7,097</td></tr> <tr><td>65-74</td><td>0.0</td><td>7,436</td></tr> <tr><td>>75+</td><td>0.0</td><td>4,602</td></tr> <tr><td>WOMEN</td><td></td><td></td></tr> <tr><td>16-24</td><td>0.2</td><td>50,158</td></tr> <tr><td>25-34</td><td>0.6</td><td>4,038</td></tr> <tr><td>35-44</td><td>0.5</td><td>7,055</td></tr> <tr><td>45-54</td><td>0.2</td><td>8,845</td></tr> <tr><td>55-64</td><td>0.1</td><td>8,020</td></tr> <tr><td>>75+</td><td>0.1</td><td>8,938</td></tr> <tr><th colspan="3">Total:</th></tr> <tr><th>% victims once or more:</th><th style="text-align:right;">% (N)</th><th style="text-align:right;">N (est.)%</th></tr> <tr><th style="text-align:left;">All adults</th><th style="text-align:right;">99 (99)</th><th style="text-align:right;">99 (99)</th></tr> <tr><th style="text-align:left;">Men</th><th style="text-align:right;">99 (99)</th><th style="text-align:right;">99 (99)</th></tr> <tr><th style="text-align:left;">Women</th><th style="text-align:right;">99 (99)</th><th style="text-align:right;">99 (99)</th></tr> <tr id="total_row"><th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>Total:</strong></th></tr> <tr id="total_row"><th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% victims once or more:</strong></th></tr> <tr id="total_row"><th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th></tr> <tr id="total_row"><th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>N (est.)%</strong>:</th></tr> <tr id="total_row"><th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th></tr> <tr id="total_row"><th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th></tr> <tr id="total_row"><th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th></tr> <tr id="total_row"><th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th></tr> <tr id="total_row"><th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th></tr> <tr id="total_row"><th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th></tr> <tr id="total_row"><th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th></tr> <tr id="total_row"><th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th></tr> <tr id="total_row"><th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th></tr> <tr id="total_row"><th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th></tr> <tr id="total_row"><th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th></tr>, <th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th>, <th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th>, <th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th>, <th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th>, <th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th>, <th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th>, <th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th>, <th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th>, <th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th>, <th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th>, <th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th>, <th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th>, <th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th>, <th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th>, <th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th>, <th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th>, <th colspan="3" style="border-top: solid black; border-bottom: solid black;"><strong>% (N): </strong></th>, <th colspan " <page_number>40</page_number> 2 Use of the internet and cyber security Jacqueline Hoare 2.1 SUMMARY This chapter contains information from the 2010/11 British Crime Survey (BCS) on levels of internet use, concerns people may have about using the internet, and any measures taken to protect personal details when using the internet. Questions were asked of adults aged 16 or over in England and Wales. Related findings are summarised below and interesting variations by age and sex are highlighted throughout the chapter. Internet usage* According to the 2010/11 BCS, 78 per cent of adults had used the internet in the last year; men were more likely than women to have done so (81% and 75% respectively). Levels of usage decreased with increasing age, from 98 per cent of 16 to 24 year olds to 19 per cent of those aged 75 or older. Among adults who had used the internet in the last year, the most commonly reported use was for emailing, instant messaging or visiting chat rooms (83% of internet users). Around three-quarters (77%) said they used the internet for buying goods or services online and 73 per cent to browse for news or homework. Half (50%) of adults said they used the internet for online government services. Protection of personal details Among adults who said they had used the internet for any of the three online activities of interest (buying goods or services, online banking or managing finances and online government services), level of worry about the security of the personal details entered online varied as follows: * Of adults who said they used the internet for buying goods or services, 44 per cent said they were worried and just over a third of adults (37%) who reported using the internet for banking or managing finances were worried. * Around a quarter of adults (26%) who said they had used the internet for government services were worried about their personal details being secure online, the lowest among users of each of these internet services. The most commonly mentioned actions taken by adults to protect their personal details online were: having up-to-date security software installed on home computer (67%), using only well-known, popular or trusted sites (67%), and using secure sites (such as indicated by a closed padlock, 61%). Perceived barriers to use The main reason given by adults who said they had not used the internet for each of the three online activities of interest (buying goods or services, online banking or managing finances and online government services) was that there was no need to (36%), 33% and 53% respectively). Concern about personal details being insecure was given as a reason that had stopped people using the internet most commonly for online banking or managing finances (34%), then for buying goods or services (26%) and then for accessing online government services (10%). Concern about losing money or having money stolen was given as a reason by 16 per cent of adults in relation to stopping them accessing online banking or managing finances, then for buying goods or services (12%) and less commonly for online government services (9%). <page_number>41</page_number> Supplementary Volume 3 to Crime in England and Wales 2010/11 2.2 INTRODUCTION In November 2011 the Government published the UK Cyber Security Strategy which focuses on all risks relating to internet use. By 2015, the Government’s aspiration is that the measures outlined in the strategy will mean the UK is in a position where law enforcement is tackling cyber criminals, citizens know what to do to protect themselves, effective cyber security is seen as a positive for UK business, a thriving cyber security sector has been established, public services online are secure and resilient, and the threats to national infrastructure and national security have been confronted. Since 2008/09, the British Crime Survey (BCS) has asked adults about their internet use and from 2010/11 it has also asked about perceived barriers to using the internet for a range of online activities (such as shopping, banking, social networking, managing finances, and online government services) and worry about the security of personal details when using the internet. Questions were also asked about any negative online experiences (such as a computer virus or loss of money) and measures taken to protect personal details when using the internet, relating to the ‘citizens know what to do to protect themselves’ element of the UK Cyber Security Strategy. Details of the questions asked in 2010/11 are shown in Boxes 2.1 to 2.5 of this chapter. Further question development has taken place for the 2012/13 survey to add an additional focus on different ways of accessing the internet and on understanding why people take the measures they do to keep safe online (see Box 2.6; these data will be available from summer 2013). The figures published here are based on the questions relating to internet use that were first asked in the 2010/11 BCS. As data from only one year are presented, it is not possible to make comparisons with earlier survey years. 2.3 LEVELS OF INTERNET USE According to the 2010/11 BCS, 79 per cent of adults had used the internet (at home or elsewhere) in the 12 months prior to interview. Men were more likely than women to have done so (81% and 75% respectively; Table 2.01). As would be expected, levels of internet use decreased with increasing age, from 98 per cent of 16 to 24 year olds to 19 per cent of those aged 75 or older. Levels of use were similar for men and women in each age group between the ages of 16 to 64 (for example, 95% of men aged 25 to 34 and 94% of women aged 25 to 34), in the older age groups, however, men were significantly more likely to have used the internet in the last year than women: * Just over half (53%) of men aged 65 to 74 had used the internet in the last year, higher than the two in five women in the 65 to 74 age group (39%). * Men aged 75 or older were twice as likely as women in the same age range to have used the internet in the last year (27% and 13% respectively). It is these differences in levels of internet use among those aged 65 or over that explain the overall difference that can be seen in internet usage between men (81%) and women (75%). --- <page_number>42</page_number> --- <watermark> http://www.cabinetoffice.gov.uk/handouts/library/cyber-security-strategy This figure corresponds closely with the 79 per cent of the UK population who had used the internet in the three months prior to a 2013 new access survey by the National Statistics Omnibus survey (http://www.ons.gov.uk/ons/reldat/d/internet-access- –households-and-individuals/2013/index.html) </watermark> Use of the internet and cyber security Frequency of internet use Of the 78 per cent of adults who accessed the internet in the last year, nine in ten had used the internet more than once a week (91%) with around eight in ten (78%) having used it every day or almost every day (Table 0.2). This equates to around 71 per cent of all adults aged 16 or over having used the internet more than once a week in the last year and around 61 per cent having used it every day or almost every day (data not shown). Among internet users, men (79%) were more likely than women (76%) to have used the internet on a daily or almost daily basis. As shown previously for usage overall, this difference can be largely explained by the disparity in frequency of usage among the older age groups, for example: * Sixty-two per cent of men aged 75 or over who used the internet in the last year used it every day or almost every day, significantly higher than the 43 per cent of women in the same age group. 2.4 WHAT THE INTERNET IS USED FOR Adults who had used the internet in the last year were asked what types of activities they had used the internet for, from a limited choice shown to them on a card (see Box 2.1). Only two per cent of adults said they did not use the internet for any of these activities. Box 2.1 2010/11 BCS question (internet use module) Respondents who said they had used the internet in the year prior to interview were asked: Which, if any, of the following things do you use the internet for? (Respondents were asked to choose all options that applied from a card they were shown): * Online banking or managing finances (e.g. paying credit cards) * Buying goods or services (internet shopping, inc music/film downloads) * Online government services (e.g. tax returns, DVLA, benefits) * Social networking (e.g. Facebook, Twitter, Bebo, MySpace) or blogging * Email, instant messaging, chat rooms * Browsing for news or homework (e.g. BBC, CNN, Wikipedia) * None of these The most commonly reported use was for emailing, instant messaging or visiting chat rooms (83% of internet users). Around three-quarters (77%) said they used the internet for buying goods or services online (this includes internet shopping and music/film downloads) and 73 per cent to browse for news or homework. Half (50%) of adults said they used the internet for online government services (such as tax returns, activities relating to the DVLA, or benefits; Figure 2.1 and Table 2.03). Among those that only used the internet for one activity (9%) it was most likely to be browsing for news or homework (31%) and least likely to be using online government services (1%; data not shown). For most types of internet use (buying goods or services, browsing for news or homework, online banking or managing finances, online government services) the peak in levels of use (generally for 25 to 34 year olds) was followed by decreases with increasing age. For example (Figure 2.2): * Seventy-two per cent of 25 to 34 year olds who used the internet in the last year had done so for online banking, falling to 38 per cent of those aged 75 or over. <page_number>43</page_number> Supplementary Volume 3 to Crime in England and Wales 2010/11 Figure 2.1 Types of activities that the internet is used for¹ among internet users aged 16 and over, 2010/11 BCS <img>A bar chart showing the percentage of internet users aged 16 and over who use the internet for different activities. The y-axis ranges from 0 to 100. The x-axis shows the following activities: Online government services, Social networking, Online banking or managing finances, Browsing for news or homework, Buying goods or services, Email, instant messaging, chatrooms. The bars are as follows: - Online government services: 50% - Social networking: 57% - Online banking or managing finances: 58% - Browsing for news or homework: 73% - Buying goods or services: 77% - Email, instant messaging, chatrooms: 83%.</img> ¹ Not all internet activities are shown here as adults were given a choice of responses from a card (see Box 2.1). Figure 2.2 Variation by age in use of activities among internet users aged 16 and over, 2010/11 BCS <img>A bar chart showing the percentage of internet users aged 16 and over who use the internet for different activities by age group. The y-axis ranges from 0 to 100. The x-axis shows the following age groups: 16-24, 25-34, 35-44, 45-54, 55-64, 65-74, 75+. The bars are as follows: - For each age group, there are three bars representing different activities: - Email, instant messaging, chatrooms - Online banking or managing finances - Social networking For example: - For the age group 16-24: - Email, instant messaging, chatrooms: ~80% - Online banking or managing finances: ~70% - Social networking: ~50% - For the age group 25-34: - Email, instant messaging, chatrooms: ~90% - Online banking or managing finances: ~80% - Social networking: ~70% - For the age group 35-44: - Email, instant messaging, chatrooms: ~85% - Online banking or managing finances: ~75% - Social networking: ~65% - For the age group 45-54: - Email, instant messaging, chatrooms: ~80% - Online banking or managing finances: ~65% - Social networking: ~50% - For the age group 55-64: - Email, instant messaging, chatrooms: ~85% - Online banking or managing finances: ~70% - Social networking: ~60% - For the age group 65-74: - Email, instant messaging, chatrooms: ~80% - Online banking or managing finances: ~60% - Social networking: ~45% - For the age group 75+: - Email, instant messaging, chatrooms: ~80% - Online banking or managing finances: ~60% - Social networking: ~35%</img> <page_number>44</page_number> Use of the internet and cyber security However, among adults who used the internet for emailing, instant messaging or visiting chat rooms (83% of internet users) the decline for older adults was less evident. There was a peak in levels of use for those aged 25 to 34 (87%), falling only to 81 per cent of those aged 75 or over. Again, the pattern of use by age was different for adults using the internet for social networking (57% of internet users). This type of internet activity was most common for adults aged 16 to 24 (89%) compared with all other types of activity (e.g. 78% for emailing or instant messaging) and compared with all older age groups: * There was a sharp decline in the proportion of adults who used the internet for social networking from those aged 16 to 24 (89%) to those aged 75 or over (12%). The analysis that follows focuses on the three key activities which are now part of the UK Cyber Security Strategy: buying goods or services, online banking or managing finances and online government services. Buying goods or services online was the most common (77%) of the three online activities of interest. Similar proportions of men and women used the internet for buying goods or services (78% and 76% respectively) and this activity was most likely to be done by internet-using adults aged 25 to 44 (25 to 34: 83%; 35 to 44: 82%). Online banking or managing finances was an activity reported by 58 per cent of internet users. However, there was some variation by age and sex. Men (61%) were more likely to use the internet for banking or managing finances than women (50%). As previously described, adults aged 25 to 34 (72%) were the most likely to use online banking or financial management compared with all other age groups, falling with increasing age to 38 per cent of those aged 75 or over. This finding by age holds true for each sex: * There were statistically significantly higher proportions of men aged 25 to 34 and women aged 25 to 34 (74% and 69% respectively) who had used the internet for online banking compared with all other age groups within sex. Half of internet-using adults (50%) accessed government services online (such as for tax returns); men were more likely to do so than women (55% compared with 45%). The youngest (16 to 24 year olds; 29%) and oldest (75 or over; 36%) age groups were least likely to use online government services with levels of use being generally similar among adults aged between 25 and 64 years old. 2.5 WORRY ABOUT SECURITY OF PERSONAL DETAILS Adults who said they had used the internet for any of the three online activities of interest (buying goods or services, online banking or managing finances and online government services) were asked a follow-up question after each to gauge their level of worry about the security of personal details entered online (see Box 2.2 and Table 2.04). * Of adults who said they used the internet for buying goods or services, 44 per cent said they were worried about the security of the personal details they had entered online (7% were ‘very’ worried and the remaining 37% were ‘fairly’ worried). * Just over a third of adults (37%) who reported using the internet for banking or managing finances were worried about the security of their personal details when doing so; only seven per cent were ‘very’ worried. * Around a quarter of adults (26%) who said they had used the internet for government services were worried about their personal details being secure online, the lowest among users of each of these internet services. <page_number>45</page_number> Supplementary Volume 3 to Crime in England and Wales 2010/11 Box 2.2 2010/11 BCS question (internet use module) For respondents who said they had used the internet for online banking or managing finances, for buying goods or services or for online government services: When you use the internet for [this activity] how worried are you about the security of the personal details you have entered online? By personal details I mean details such as your name, bank account or credit card number, username or password. (Respondents were asked to choose all options that applied from a card they were shown): * Very worried * Fairly worried * Not very worried * Not at all worried While not directly comparable, levels of worry about the security of personal details entered online appeared higher than for estimates of worry about other crime types from the BCS, for example, ten per cent of adults were worried about being a victim of burglary (Chapin et al., 2011). However, levels of worry were lower than worry about being a victim of plastic card fraud (53% of plastic card owners, Moon et al., 2010). However, it is worth noting that overall between a half and three-quarters of internet users were not worried about the security of their personal details entered online when using the internet for the specified activities, that is, 96 per cent of adults who had used the internet for buying goods or services, 83 per cent who used online banking and 74 per cent who had used online government services. There were some variations in levels of worry when considering personal characteristics, although fewer differences than found elsewhere in this chapter. Among those who had used the internet for buying goods or services, women were more likely than men to be worried about the security of their personal details online (46% and 42% respectively; Table 2.05). It was clear that among adults who had used the internet to buy goods or services, those aged 16 to 24 were the least likely to be worried about the security of their personal details entered online (32%, compared with 61% of 45 to 54 year olds for example). While 16 to 24 year olds were not the highest online consumers of goods or services, seven in ten (71%) internet users said they did use the internet to buy goods or services. Of those that did, two-thirds (68%) were not worried about the security of personal details online. 2.6 PROTECTING PERSONAL DETAILS Adults who had used the internet in the last year were asked whether or not they had taken certain measures to protect personal details online (see Box 2.3). Nearly everyone who used the internet reported that they had adopted at least one of the measures asked about. Only three per cent said they did nothing to protect their personal details as they were not worried about security. <page_number>46</page_number> Use of the internet and cyber security Of the actions asked about, the most commonly mentioned were (Figure 2.3 and Table 2.06): * Two-thirds of adults who had used the internet in the last year (67%) reported that they had up-to-date security software installed on a home computer. * Two-thirds (67%) said they only used well-known or popular or trusted sites. * Three in five (61%) said they looked for secure sites (such as a closed padlock system). <img>Figure 2.3 Proportion of internet users aged 16 and over taking measures to protect personal details online, 2010/11 BCS</img> There were no statistically significant differences between men and women in the proportion who took the three most common actions, although there were some differences by age. * Adults aged 75 or over were less likely to report having up-to-date security software installed than all younger age groups (53% compared with 67% of those aged 65 to 74 for example). * People in the oldest age group were also least likely to have said they only used well-known or popular or trusted sites (52% compared with, for example, 66% of those aged 16 to 24). * Adults aged 75 or over (45%) were generally less likely to look for secure sites than most younger age groups (for example, 65% of 45 to 54 year olds); however, the youngest adults aged 16 to 24 (54%) were generally less likely than older groups to look for secure sites (for example, 64% of 25 to 34 year olds). 3 Respondents were not asked specifically whether they had a home computer hence some of the 3% per cent who did not say they had security software installed may be accounted for by those that did not have a home computer and therefore could not have security software installed. <page_number>47</page_number> Supplementary Volume 3 to Crime in England and Wales 2010/11 Box 2.3 2010/11 BCS question (internet use module) Respondents who said they had used the internet in the year prior to interview were asked: Which of these things do you do to protect your personal details when using the internet? (Respondents were asked to choose all options that applied from a card they were shown): * Only use well-known/popular/trusted sites * Look for a secure site (closed padlock system/encrypted transaction/message that tells me site is secure) * Always keep copy of web page/completed order form/email correspondence * Only use credit cards (not debit or charge cards) * Only order from companies which appear to be based in the UK * Only buy from new sites which are recommended by other established companies * Only use sites which look like they have been professionally designed * Installed up-to-date security on home computer * Do not put personal details online * Other * Nothing – not worried about security Adults who used the internet most frequently were more likely to carry out the three most common actions. * Compared with adults who had used the internet once a week or less, adults who had used the internet more than once a week were twice as likely to have installed up-to-date security software on a home computer (35% and 70% respectively) and to have looked for secure sites (32% and 64% respectively). * Adults who had used the internet more than once a week were also more likely to have said they only used well-known or popular or trusted sites (69%) compared with those using the internet less frequently (41%). Around a quarter (27%) of adults who had used the internet in the last year said they did not put personal details online as a precautionary measure; those aged 55 or over were most likely to do this (for example, 42% of those aged 75 or over). 2.7 PERCEIVED BARRIERS TO INTERNET USE Adults who said they had not used the internet for each of the three online activities of interest (buying goods or services, online banking or managing finances and online government services) were asked a follow-up question to see if there was anything that had stopped them doing so (see Box 2.4). The main reason given by adults for not using the internet for these activities was that there was no need to (Tables 2.07a to 2.07c): * Around a third of internet-using adults said there was no need to use the internet for buying goods or services (36%) or for online banking or financial management (33%). --- 4 Frequency of Internet use was shown to be associated with experience of a computer virus in the last year (see Section 2.7); hence figures presented here show that frequent users were more likely to both have security software installed and also to have experienced a computer virus. However, it is not possible to say anything about the quality of the software installed or whether the software was installed before or after the computer virus was experienced. <page_number>48</page_number> Just over half of adults (53%) reported that there was no need to use online government services. This reason was generally given as a response irrespective of age and sex; however, young people aged 16 to 24 were more likely than any other age group to say there was no need to use the internet for online banking or managing finances (52%, compared with 34% of 25 to 34 year olds, for example) or for online government services (54%, compared with 54% of those aged 25 to 34, for example). Box 2.4 2010/11 BCS question (internet use module) The following question was asked of respondents who said they had not used the internet for online banking or managing finances, for buying goods or services or for online government services: In the last 12 months is there anything that has stopped you using the Internet for [this activity]? (Respondents were asked to respond without any prompts from the interviewer): * Lack of interest* * No need* * Lack of confidence/skills* * No computer or access* * Cannot afford it* * Feel too old* * Concern about my personal details being insecure* * Concern about losing money/having money stolen* Concern about personal details being insecure was given as a reason that had stopped people using the internet most commonly for online banking or managing finances (34%), then for buying goods or services (26%) and then for accessing online government services (10%). Concern about losing money or having money stolen was a reason given by 16 per cent of adults in relation to stopping them accessing online banking or managing finances (the third most common reason for this activity), then for buying goods or services (12%) and less commonly for online government services (3%). The proportion of internet users who were concerned about losing money or having money stolen was lower in relation to each of the three activities than concern about personal details being insecure; this is interesting because the loss of personal details is often associated with subsequent loss of money. Also, it may reflect that the financial loss tends to be borne by the financial institution (rather than victims) when money is taken from a bank account or credit card. For each of the three activities it was clear that those in the youngest age group were least likely to give the reasons of being concerned about personal details being insecure/losing/having money stolen as barriers to internet usage compared with most of the older age groups. For example: * Concern about personal details being insecure was given as a reason for not using the internet for buying goods or services by 11 per cent of 16 to 24 year olds, significantly lower than all older age groups (for example, 36% of those aged 75 or over). * Internet users aged 75 or over were five times as likely (25%) as those aged 16 to 24 (5%) to report that concern about losing money or having money stolen was a reason for not using online banking or managing finances. <page_number>49</page_number> Supplementary Volume 3 to Crime in England and Wales 2010/11 * Three per cent of those aged 16 to 24 who had used the internet in the last year but not for online government services reported that concern about personal details being insecure was a reason for not doing so, lower than the 20 per cent of adults aged 75 or over who gave the same reason. Part of the UK Cyber Security Strategy includes ‘The need for everyone to have the ability – in terms of skills, technology, confidence and opportunity – to access cyberspace’. Figures from the 2010/11 BCS showed that (Tables 2.07a to 2.07c): * Lack of confidence or skills was reported as a reason stopping them using the internet for buying goods or services by five per cent of internet-using adults who did not use the internet for this activity. The equivalent figures for online banking or managing finances and online government services were seven and four per cent respectively. * Among internet users who did not use the internet for each of the three activities, only very low proportions gave no computer or access to a computer as a reason stopping them from accessing goods or services, banking or financial management or government services online (2%, 1% and 1% respectively). Although still a low proportion, women were more likely than men to say that lack of confidence or skills was a reason stopping them from using online banking or managing finances (8% and 6% respectively) or online government services (5% and 3% respectively). Adults aged 16 to 34 who had not used the internet for buying goods or services were least likely to say that lack of confidence or skills was a reason stopping them using the internet for this activity (16 to 24 year olds: 1%; 25 to 34 year olds: 2%; compared with 15% of adults aged 65 to 74 for example). Although there were some patterns in the data that suggested variation on barriers to internet use by age, these were not all statistically significant. This may in part be due to the small numbers of people responding to these questions when broken down by age group; small numbers will affect the tests of significance hence any real differences may not be detected. 2.8 NEGATIVE EXPERIENCES WHILE USING THE INTERNET Adults who had used the internet in the last year were asked whether or not they had experienced certain types of negative behaviours or actions as a result of using the internet (see Box 2.5). This question is an indicator but not a measure of cyber-enabled crimes as the experiences asked about may or may not have been criminal. Box 2.5 2010/11 BCS question (internet use module) Respondents who said they had used the internet in the year prior to interview were asked: In the last 12 months, have you personally experienced any of the things mentioned on this card while using the internet? (Respondents were asked to choose all options that applied from a list they were shown): * Computer viruses * Loss of money * Unauthorised access to use of personal data (e.g. email account, bank account) * Upsetting images/illegal images * Abusive/threatening behaviour * None of these <page_number>50</page_number> Use of the internet and cyber security Three in five adults (61%) said that they had not experienced any of these negative behaviours or actions; of those asked about, the most commonly cited was a computer virus which had been experienced by a third of internet-using adults (33%) in the last year. Six per cent of adults reported that someone had unauthorised access to or had used their personal data (for example, their email or bank account) and three per cent said they had lost money while using the internet (Tables 2a and 2.b). Table 2a Negative experiences in the last year among internet users aged 16 and over \| Percentages \| England and Wales, internet users aged 16 and over, 2010/11 BCS \| \|---\|---\| \| A computer virus \| Unauthorised access to/illegal use of personal data \| Upsetting/illegal images \| Loss of money \| Abusive/threatening behaviour \| None of these \| Unspecified \| \| All internet users \| 33 \| 6 \| 4 \| 3 \| 2 \| 61 \| 8,383 \| 1. Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year. Focusing on the most common experience, there were clear differences in likelihood of experiencing a computer virus in the last year: this had been experienced by more men (38%) than women (29%) and by those in the youngest age group more than all other age groups (43% of 16 to 24 year olds compared with, for example, 34% of 25 to 34 year olds, Figure 2.4). In particular, young men aged 16 to 24 were the most likely to have experienced a computer virus in the last year (48%, higher than all other ages of men and also women). Figure 2.4 Proportion of internet users aged 16 and over who experienced a computer virus in the last 12 months by age, sex and internet usage, 2010/11 BCS <img>A bar chart showing the proportion of internet users aged 16 and over who experienced a computer virus in the last 12 months by age, sex and internet usage, 2010/11 BCS. The x-axis shows age groups: All adults, Men, Women, Internet users once a week. The y-axis shows percentages from 0 to 60%. For All adults: Men - 33%, Women - 38%. For Internet users once a week: Men - 17%, Women - 43%, Internet users once a week - 34%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%, Internet users once a week - 45.5%. The legend indicates that "All adults" refers to all internet users aged between 16 and over, "Men" refers to men aged between 16 and over, "Women" refers to women aged between 16 and over, "Internet users once a week" refers to internet users who use the internet at least weekly.</img> <page_number>Page number</page_number> Supplementary Volume 3 to Crime in England and Wales 2010/11 Unsurprisingly, frequency of internet use was associated with experience of a computer virus in the last year. Adults who used the internet more than once a week were twice as likely to have had a computer virus as those using the internet once a week or less (35% and 17% respectively).<sup>5</sup> <sup>5</sup> Further analysis of these data suggests that the relationship between frequency of use and experience of a computer virus holds true irrespective of age. <page_number>52</page_number> Use of the internet and cyber security Box 2.6 2012/13 BCS questions about internet use The module of questions reported on in this chapter continues to be asked in the 2011/12 BCS. Amendments have been made for the 2012/13 survey to include the following questions: Respondents who said they had used the internet in the year prior to interview will be asked: Which of these have you used in the last 12 months to access the internet? (Respondents will be asked to choose all options that apply from a card they are shown): * Desktop computer (at home or work) * Laptop (at home or work) * Laptop (away from home or work) * Mobile phone or smartphone * Handheld computer (e.g. iPad, tablet, palmtop) * Games console * Digital TV * Other The following question is an amended version of a question reported on in this chapter. It asks respondents more generally about keeping safe online (rather than focusing solely on protecting personal details): Which of these things do you do to keep yourself safe online, including protecting your personal details on the internet? (Respondents will be asked to choose all options that apply from a card they are shown): * Only use well-known/popular/trusted sites * Look for a secure site (closed padlock system/https://website address) * Do not use public wi-fi/insecure wi-fi * Password protect own internet network (broadband, wi-fi) * Password protect device used to access the internet (laptop, computer, phone) * Have up-to-date security software on home computer * Only use credit cards (not debit or charge cards) * Do not put personal details online * Other * Nothing – not worried about security The following question will be asked of respondents who said they took any precautions at the previous question: What are the main reasons, if any, that you take this/these precautions to keep yourself safe online? (Respondents will be asked to choose all options that apply from a card they are shown): * Advice from family/friend/someone else * Advertising by/advice from government * Advice from police/crime prevention officer * Media reports in newspaper/TV/in other media * Have had computer virus in the past * Have lost money online in the past * Have had personal details accessed without permission in the past * Have received upsetting/illegal images in the past * Have experienced abusive/threatening behaviour via the internet in the past * Generally aware about risks of using the internet * Other reason * No particular reason <page_number>53</page_number> Table 2.01 Proportion of adults using the internet in the last year, by age and sex <table> <thead> <tr> <th>Percentages</th> <th colspan="2">England and Wales, adults aged 16 and over, 2010/11 BCS</th> </tr> <tr> <td></td> <td>Unweighted base<sup>1</sup></td> <td></td> </tr> </thead> <tbody> <tr> <td><strong>ALL ADULTS</strong></td> <td><strong>78</strong></td> <td><strong>11,666</strong></td> </tr> <tr> <td>16-24</td> <td>98</td> <td>983</td> </tr> <tr> <td>25-34</td> <td>95</td> <td>1,580</td> </tr> <tr> <td>35-44</td> <td>92</td> <td>2,034</td> </tr> <tr> <td>45-54</td> <td>85</td> <td>1,975</td> </tr> <tr> <td>55-64</td> <td>72</td> <td>2,000</td> </tr> <tr> <td>65-74</td> <td>46</td> <td>1,366</td> </tr> <tr> <td>75+</td> <td>19</td> <td>1,428</td> </tr> <tr style="border-top: 1px solid black;"> <td><strong>Men</strong></td> <td><strong>81</strong></td> <td><strong>5,217</strong></td> </tr> <tr> <td>16-24</td> <td>98</td> <td>433</td> </tr> <tr> <td>25-34</td> <td>95</td> <td>696</td> </tr> <tr> <td>35-44</td> <td>93</td> <td>932</td> </tr> <tr> <td>45-54</td> <td>86</td> <td>916</td> </tr> <tr> <td>55-64</td> <td>74</td> <td>920</td> </tr> <tr> <td>65-74</td> <td>53</td> <td>758</td> </tr> <tr style="border-top: 1px solid black;"> <td><strong>75+</strong></td> <td><strong>27</strong></td> <td><strong>562</strong></td> </tr> <!-- Women --> ``` <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> ``` </tbody> <!-- Table data --> <!-- Men --> <!-- Women --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> Table 2.02 Frequency of internet use among adults who used the internet in the last year, by age and sex <table> <thead> <tr> <th rowspan="3">Percentages</th> <th colspan="6">England and Wales, internet users aged 16 and over, 2010/11 BCS</th> </tr> <tr> <th>More than once a week</th> <th>Every day/almost every day</th> <th>Two or three times a week</th> <th>Once a week or less often</th> <th>Less than once a week</th> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td>Unweighted base¹</td> </tr> </thead> <tbody> <tr> <td><strong>ALL INTERNET USERS</strong></td> <td><strong>91</strong></td> <td><strong>78</strong></td> <td><strong>14</strong></td> <td><strong>9</strong></td> <td><strong>5</strong></td> <td><strong>4</strong></td> <td><strong>8,382</strong></td> </tr> <tr> <td>16-24</td> <td>94</td> <td>84</td> <td>11</td> <td>6</td> <td>3</td> <td>2</td> <td>953</td> </tr> <tr> <td>25-34</td> <td>94</td> <td>84</td> <td>9</td> <td>6</td> <td>3</td> <td>3</td> <td>1,498</td> </tr> <tr> <td>35-44</td> <td>93</td> <td>80</td> <td>13</td> <td>7</td> <td>4</td> <td>3</td> <td>1,889</td> </tr> <tr> <td>45-54</td> <td>90</td> <td>75</td> <td>14</td> <td>10</td> <td>6</td> <td>5</td> <td>1,659</td> </tr> <tr> <td>55-64</td> <td>86</td> <td>68</td> <td>18</td> <td>14</td> <td>6</td> <td>8</td> <td>1,393</td> </tr> <tr> <td>65-74</td> <td>84</td> <td>63</td> <td>21</td> <td>16</td> <td>7</td> <td>9</td> <td>735</td> </tr> <tr> <td>75+</td> <td>80</td> <td>54</td> <td>26</td> <td>20</td> <table border="1"> <tbody><tr><th style="text-align:center;">Men<br/>16-24<br/>25-34<br/>35-44<br/>45-54<br/>55-64<br/>65-74<br/>75+</th><th style="text-align:center;">92<br/>94<br/>95<br/>94<br/>91<br/>87<br/>82<br/>88<br/>82<br/>82<br/>87<br/>80<br/>78<br/>76<br/>70<br/>70<br/>70<br/>70<br/>70<br/>70<br/>70<br/>70<br/>70<br/>70<br/>70<br/>70<br/>70<br/>70<br/>70<br/>70<br/>70<br/></th><th style="text-align:center;">79<br/>83<br/>86<br/>82<br/>77<br/>70<br/>68<br/>62<br/>62<br/>62<br/>65<br/>65<br/>65<br/>62<br/></th><th style="text-align:center;">13<br/>11<br/>9<br/>12<br/>14<br/>17<br/>22<br/>20<br/></th><th style="text-align:center;">8<br/>6<br/>5<br/>6<br/>9<br/>13<br/>12<br/></th><th style="text-align:center;">4<br/>4<br/>2<br/>4<br/>5<br/>6<sup></sup><br/><sup></sup><br/><sup></sup><br/><sup></sup><br/><sup></sup><br/><sup></sup><br/><sup></sup><br/><sup></sup><br/><sup></sup><br/><sup></sup><br/><sup></sup><br/><sup></sup><br/><sup></sup><br/><sup></sup><br/><sup></sup><br/><sup></sup><br/></th><th style="text-align:center;">3,891<br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/></th></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table> <table border="1"> <!-- Men's data --> <!-- Women's data --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Unweighted base --> <!-- Percentages --> <!-- More than once a week --> <!-- Every day/almost every day --> <!-- Two or three times a week --> <!-- Once a week or less often --> <!-- Less than once a week --> <!-- Unweighted base --> <!-- Percentages --> <!-- More than once a week --> <!-- Every day/almost every day --> <!-- Two or three times a week --> <!-- Once a week or less often --> <!-- Less than once a week --> <!-- Unweighted base --> <!-- Percentages --> <!-- More than once a week --> <!-- Every day/almost every day --> <!-- Two or three times a week --> <!-- Once a week or less often --> <!-- Less than once a week --> <!-- Unweighted base --> <!-- Percentages --> <!-- More than once a week --> <!-- Every day/almost every day --> <!-- Two or three times a week --> <!-- Once a week or less often --> <!-- Less than once a week --> <!-- Unweighted base --> <!-- Percentages --> <!-- More than once a week --> <!-- Every day/almost every day --> <!-- Two or three times a week --> <!-- Once a week or less often --> <!-- Less than once a week --> <!-- Unweighted base --> <!-- Percentages --> <!-- More than once a week --> <!-- Every day/almost every day --> <!-- Two or three times a week --> <!-- Once a week or less often --> <!-- Less than once a week --> <!-- Unweighted base --> <!-- Percentages --> <!-- More than once a week --> <!-- Every day/almost every day --> <!-- Two or three times a week --> <!-- Once a week or less often --> <!-- Less than once a week --> Table 2.03 Internet activities among adults who used the internet in the last year, by age, sex and internet usage <table> <thead> <tr> <th colspan="8">Percentages</th> <th colspan="5">England and Wales, internet users aged 16 and over, 2010/11 BCS</th> </tr> <tr> <td>Email, instant messaging, chat rooms</td> <td>Buying goods or services</td> <td>Browsing for news or homework</td> <td>Online banking or managing finances</td> <td>Social networking</td> <td>Online government services</td> <td>None of these</td> <td>Unweighted base¹</td> </tr> </thead> <tbody> <tr> <td><strong>ALL INTERNET USERS</strong></td> <td><strong>83</strong></td> <td><strong>77</strong></td> <td><strong>73</strong></td> <td><strong>58</strong></td> <td><strong>57</strong></td> <td><strong>50</strong></td> <td><strong>2</strong></td> <td><strong>8,383</strong></td> </tr> <tr> <td>16-24</td> <td>78</td> <td>71</td> <td>70</td> <td>48</td> <td>89</td> <td>29</td> <td>1</td> <td>953</td> </tr> <tr> <td>25-34</td> <td>87</td> <td>83</td> <td>77</td> <td>72</td> <td>76</td> <td>56</td> <td>1</td> <td>1,499</td> </tr> <tr> <td>35-44</td> <td>84</td> <td>82</td> <td>79</td> <td>64</td> <td>62</td> <td>58</td> <td>1</td> <td>1,893</td> </tr> <tr> <td>45-54</td> <td>82</td> <td>78</td> <td>76</td> <td>57</td> <td>41</td> <td>56</td> <td>2</td> <td>1,659</td> </tr> <tr> <td>55-64</td> <td>81</td> <td>72</td> <td>68</td> <td>50</td> <td>25</td> <td>53</td> <td>3</td> <std_1_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3_3 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 2 _ 4,490 </std_ </tr> ``` <!-- Men --> <!-- Women --> <!-- Internet usage --> <!-- Base: Base is the quarter-sample of the the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section of the User Guide for definitions of personal characteristics. --> <!-- See Section ``` Table 2.04 Proportion of adults who had used the internet in the last year for each activity who were worried about the security of personal details entered online for that activity <table> <thead> <tr> <td></td> <td colspan="3">Percentages</td> </tr> <tr> <td></td> <td>England and Wales, internet users aged 16 and over, 2010/11 BCS</td> <td>Buying goods or services</td> <td>Online banking or managing finances</td> <td>Online government services</td> </tr> </thead> <tbody> <tr> <td><strong>Worried</strong></td> <td></td> <td>44</td> <td>37</td> <td>26</td> </tr> <tr> <td>Very worried</td> <td></td> <td>7</td> <td>7</td> <td>5</td> </tr> <tr> <td>Fairly worried</td> <td></td> <td>37</td> <td>30</td> <td>21</td> </tr> <tr> <td><strong>Not worried</strong></td> <td></td> <td><strong>56</strong></td> <td><strong>63</strong></td> <td><strong>74</strong></td> </tr> <tr> <td>Not very worried</td> <td></td> <td>44</td> <td>46</td> <td>52</td> </tr> <tr> <td>Not at all worried</td> <td></td> <td>12</td> <td>17</td> <td>23</td> </tr> </tbody> <tfoot> <tr> <td><em>Unweighted base,</em><sup>1</sup></th><th></th><th>6,414</th><th>4,807</th><th>4,308</th></tr> </tfoot> </table> <sup>1.</sup> Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year and for each of these activities. \<page_number>57\</page_number> Table 2.06 Proportion of adults who had used the internet in the last year for each activity who were worried about the security of personal details entered online for that activity, by age, sex and internet usage <table> <thead> <tr> <th colspan="5">Percentages</th> </tr> <tr> <th></th> <th>Buying goods or services</th> <th>Unweighted base</th> <th>Online banking or finances</th> <th>Unweighted base</th> <th>Online government services</th> <th>Unweighted base</th> </tr> </thead> <tbody> <tr> <td colspan="7" style="text-align:center;">Percentage saying they were 'very' or 'fairly' worried</td> </tr> <tr> <td><strong>ALL INTERNET USERS</strong></td> <td><strong>44</strong></td> <td><strong>6,414</strong></td> <td><strong>37</strong></td> <td><strong>4,807</strong></td> <td><strong>26</strong></td> <td><strong>4,308</strong></td> </tr> <tr> <td>16-24</td> <td>32</td> <td>671</td> <td>31</td> <td>459</td> <td>22</td> <td>268</td> </tr> <tr> <td>25-34</td> <td>43</td> <td>1,244</td> <td>35</td> <td>1,055</td> <td>21</td> <td>852</td> </tr> <tr> <td>35-44</td> <td>44</td> <td>1,548</td> <td>35</td> <td>1,209</td> <td>26</td> <td>1,103</td> </tr> <tr> <td>45-54</td> <td>51</td> <td>1,392</td> <td>45</td> <td>949</td> <td>31</td> <td>920</td> </tr> <tr> <td>55-64</td> <td>50</td> <td>1,020</td> <td>45</td> <td>694</td> <td>31</td> <td>736</td> </tr> <tr> <td>65-74</td> <td>48</td> <td>496</td> <td>40</td> <td>347</td> <td>26</td> <td>341</td> </tr> <tr> <td>75+</td> <td>47</td> <td>143</td> <td>28</td> <td>94</td> <td>20</td> <td>86</td> </tr> ``` <!-- Men --> <!-- Women --> <!-- Internet usage --> ``` </tbody> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!-- End of table --> <!--Endoftable--> Table 2.06 Measures taken by adults who used the internet in the last year to protect personal details online, by age, sex and internet usage <table> <thead> <tr> <th colspan="13">Percentages</th> </tr> <tr> <td></td> <td>Installed up-to-date security software on home computer</td> <td>Only use well-known/popular/trusted sites</td> <td>Look for secure sites</td> <td>Always keep copy of web page/order form/deliverances</td> <td>Only order from companies that are based in UK</td> <td>Do not put personal details online</td> <td>Only use credit cards (not debit/charge cards)</td> <td>Only use sites that are professionally designed</td> <td>Only use new sites recommended by other secure companies</td> <td>England and Wales, internet users aged 16 and over, 2010/11 BCS</td> <td>Nothing - not enough security</td> <td>Unweighted base</td> </tr> </thead> <tbody> <tr> <td><strong>ALL INTERNET USERS</strong></td> <td><strong>67</strong></td> <td><strong>67</strong></td> <td><strong>61</strong></td> <td><strong>39</strong></td> <td><strong>30</strong></td> <td><strong>27</strong></td> <td><strong>25</strong></td> <td><strong>15</strong></td> <td><strong>12</strong></td> <td><strong>1</strong></td> <td><strong>3</strong></td> <td><strong>8,382</strong></td> </tr> <tr> <td>16-24</td> <td>81</td> <td>85</td> <td>94</td> <td>24</td> <td>26</td> <td>25</td> <td>6</td> <td>15</td> <td>14</td> <td>1</td> <td>5</td> <td>933</td> </tr> <tr> <td>25-34</td> <td>66</td> <td>66</td> <td>64</td> <td>40</td> <td>28</td> <td>23</td> <td>21</td> <td>18</td> <td>13</td> <td>2</td> <td>3</td> <td>1,497</td> </tr> <tr> <td>35-44</td> <td>69</td> <td>71</td> <td>67</td> <td>45</td> <td>32</td> <td>24</td> <td>29</td> <td>15</td> <td>13</td> <td>1</td> <td>3</td> <td>1,690</td> </tr> <tr> <td>45-54</td> <td>69</ td<td><span style="color: #FF0000;">69<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></span><span style="color: #FF0000;">68<br/></span></sans <td colspan="3" rowspan="3"><u>Schools offer security measures to recommended companies.</u></th><th colspan="3" rowspan="3"><u>Nothing - not enough security.</u></th><th colspan="3" rowspan="3"><u>Demand for more security.</u></th><th colspan="3" rowspan="3"><u>Nothing - not enough security.</u></th><th colspan="3" rowspan="3"><u>Demand for more security.</u></th><th colspan="3" rowspan="3"><u>Nothing - not enough security.</u></th><th colspan="3" rowspan="3"><u>Demand for more security.</u></th><th colspan="3" rowspan="3"><u>Nothing - not enough security.</u></th><th colspan="3" rowspan="3"><u>Demand for more security.</u></th><th colspan="3" rowspan="3"><u>Nothing - not enough security.</u></th><th colspan="3" rowspan="3"><u>Demand for more security.</u></th><th colspan="3" rowspan="3"><u>Nothing - not enough security.</u></th><th colspan="3" rowspan="3"><u>Demand for more security.</u></th><th colspan="3" rowspan="3"><u>Nothing - not enough security.</u></th><th colspan="3" rowspan="3"><u>Demand for more security.</u></th><th colspan="3" rowspan="3"><u>Nothing - not enough security.</u></th><th colspan="3" rowspan="3"><u>Demand for more security.</u></th><th colspan="3" rowspan="3"><u>Nothing - not enough security.</u></th><th colspan="3" rowspan="3"><u>Demand for more security.</u></th><th colspan="3" rowspan="3"><u>Nothing - not enough security.</u></th><th colspan="3" rowspan="3"><u>Demand for more security.</u></th><th colspan="3" rowspan="3"><u>Nothing - not enough security.</u></th><th colspan="3" rowspan="3"><u>Demand for more security.</u></th><th colspan="3" rowspan="3"><u>Nothing - not enough security.</u></th><th colspan="3" rowspan="3"><u>Demand for more security.</u></th><th colspan="3" rowspan="3"><u>Nothing - not enough security.</u></th><th colspan="3" rowspan="3"><u>Demand for more security.</u></th><th colspan="3" rowspan="3"><u>Nothing - not enough security.</u></th><th colspan="3" rowspan="3"><u>Demand for more security.</u></th><th colspan="3" rowspan="3"><u>Nothing - not enough security.</u></th><th colspan="3" rowspan="3"><u>Demand for more security.</u></th><th colspan="3" rowspan="3"><u>Nothing - not enough security.</u></th><th colspan="3" rowspan="3"><u>Demand for more security.</u></th><th colspan "5"></table> <table cellspacing='none'> <tr id='__annotation__row_1' class='annotation_row'> <td id='__annotation__col_1' class='annotation_field'>Men:</table> <table cellspacing='none'> <tr id='__annotation__row_2' class='annotation_row'> <td id='__annotation__col_1' class='annotation_field'>All Internet users:</table> <table cellspacing='none'> <tr id='__annotation__row_4' class='annotation_row'> <td id='__annotation__col_1' class='annotation_field'>Women:</table> <table cellspacing='none'> <tr id='__annotation__row_5' class='annotation_row'> <td id='__annotation__col_1' class='annotation_field'>Internet usage:</table> <table cellspacing='none'> <tr id='__annotation__row_7' class='annotation_row'> <td id='__annotation__col_1' class='annotation_field'>More than once a week:</table> <table cellspacing='none'> <tr id='__annotation__row_9' class='annotation_row'> <td id='__annotation__col_1' class='annotation_field'>Once a week or less often:</table> <table cellspacing='none'> <tr id='__annotation__row_11' class='annotation_row'> <td id='__annotation__col_1' class='annotation_field'>Base is the quarter sample of the 2/2/11 BCS who were asked questions about internet use who said they had used the internet in the last year. 2. See Section 7.5 of the user guide for definitions of personal characteristics. \<page_number>59 \<page_number>A table showing percentages of different groups of internet users who have taken measures to protect their personal details online. The table shows that 7% of all internet users have installed up-to-date security software on their home computers, 7% only use well-known/popular/trusted sites, 7% look for secure sites, 7% always keep a copy of web pages/order forms/deliverances, 7% order from companies that are based in the UK, 7% do not put personal details online, 7% only use credit cards (not debit/charge cards), 7% only use sites that are professionally designed, 7% only use new sites recommended by other secure companies, and 7% demand for more security. The table also shows that 7% of all internet users have nothing - not enough security, and 7% demand for more security. The table also shows that 7% of all internet users have nothing - not enough security, and 7% demand for more security. The table also shows that 7% of all internet users have nothing - not enough security, and 7% demand for more security. The table also shows that 7% of all internet users have nothing - not enough security, and 7% demand for more security. The table also shows that 7% of all internet users have nothing - not enough security, and 7% demand for more security. The table also shows that 7% of all internet users have nothing - not enough security, and 7% demand for more security. The table also shows that 7% of all internet users have nothing - not enough security, and 7% demand for more security. The table also shows that 7% of all internet users have nothing - not enough security, and 7% demand for more security. The table also shows that 7% of all internet users have nothing - not enough security, and 7% demand for more security. The table also shows that 7% of all internet users have nothing - not enough security, and 7% demand for more security. The table also shows that 7% of all internet users have nothing - not enough security, and 7% demand for more security. The table also shows that 7% of all internet users have nothing - not enough security, and 7% demand for more security. The table also shows that 7% of all internet users have nothing - not enough security, and 7% demand for more security. The table also shows that 7% of all internet users have nothing - not enough security, and 7% demand for more security. The table also shows that 7% of all internet users have nothing - not enough security, and 7% demand for more security. The table also shows that 7% of all internet users have nothing - not enoughsecurity Table 2.07a Reasons for not using the internet for buying goods or services among adults who used the internet in the last year, by age, sex and internet usage <table> <thead> <tr> <th colspan="13">Percentages</th> </tr> <tr> <td></td> <td>No need</td> <td>Concern about personal details being insecure</td> <td>Lack of interest</td> <td>Concern about losing money/stolen money stolen</td> <td>Lack of confidence/skills</td> <td>No computer or access to computer</td> <td>Cannot afford it</td> <td>Feel too old</td> <td>None of these</td> <td>Unweighted base<sup>1</sup></td> </tr> </thead> <tbody> <tr> <td>ALL INTERNET USERS</td> <td>36</td> <td>26</td> <td>14</td> <td>12</td> <td>5</td> <td>2</td> <td>1</td> <td>1</td> <td>20</td> <td><strong>1,966</strong></td> </tr> <tr> <td>16-24</td> <td>45</td> <td>11</td> <td>13</td> <td>7</td> <td>1</td> <td>1</td> <td>2</td> <td>0</td> <td>29</td> <td><strong>262</strong></td> </tr> <tr> <td>25-34</td> <td>45</td> <td>23</td> <td>14</td> <td>9</td> <td>2</td> <td>1</td> <td>1</td> <td>0</td> <td>20</td> <td><strong>252</strong></td> </tr> <tr> <td>35-44</td> <td>35</td> <td>29</td> <td>12</td> <td>8</td> <td>4</td> <td>2</td> <td>2</td> <td>0</td> <td>19</td> <td><strong>342</strong></td> </tr> <tr> <td>45-54</td> <td>31</td> <td>29</td> <td>16</td> <td>14</td> <em style="color: red;">7<br>(highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em><br><em style="color: red;">7 (highlighted)</em></tr> <tr> <th colspan="13"><strong>H<span>e<span>n<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br>s<br<s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.s.<s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s<sup>S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S<sup>S<sup>S<sup>S<sup>S<sup>S<sup>S<sup>S<sup>S<sup>S<sup>S<sup>S<sup>S<sup>S<sup>S<sup>S<sup>S<sup<S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.S.<S<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h<h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'<h'</page_number></page_number></table> <table cellspacing='0' cellpadding='0'> <!-- Men --> <!-- Women --> <!-- Internet usage --> <!-- Base --> <!-- Section T.3 of the User Guide for definitions of personal characteristics. --> <!-- Table header --> <!-- Table body --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> <!-- Table footer --> Table 2.07b Reasons for not using the internet for online banking or managing finances among adults who used the internet in the last year, by age, sex and internet usage Percentages England and Wales, internet users aged 16 and over, 2010/11 BCS <table> <thead> <tr> <td></td> <td>Concern about personal details being insecure</td> <td>No need to use the internet</td> <td>Concern about using money/losing money stolen</td> <td>Lack of confidence/interest in using the computer</td> <td>Lack of computer skills</td> <td>No computer or access to computer</td> <td>Feel too old to use the computer</td> <td>Cannot afford to buy a computer</td> <td>None of these reasons</td> <td>Unweighted base<sup>1</sup></td> </tr> </thead> <tbody> <tr> <td><strong>ALL ADULTS</strong></td> <td><strong>34</strong></td> <td><strong>33</strong></td> <td><strong>16</strong></td> <td><strong>11</strong></td> <td><strong>7</strong></td> <td><strong>1</strong></td> <td><strong>0</strong></td> <td><strong>0</strong></td> <td><strong>18</strong></td> <td><strong>3,574</strong></td> </tr> <tr> <td>16-24</td> <td>11</td> <td>52</td> <td>6</td> <td>9</td> <td>3</td> <td>1</td> <td>0</td> <td>0</td> <td>26</td> <td>484</td> </tr> <tr> <td>25-34</td> <td>32</td> <td>34</td> <td>16</td> <td>12</td> <td>5</td> <td>2</td> <td>0</td> <td>0</td> <td>21</td> <td>442</td> </tr> <tr> <td>35-44</td> <td>37</td> <td>27</td> <td>17</td> <td>12</td> <td>7</td> <td>1</td> <td>0</td> <td>1</td> <td>17</td> <td>681</td> </tr> <tr> <td>45-54</td> <td>41</td> <td>26</td> <td>20</td> <td>12</td> <td>8</td> <td>2</td> <td>0</td> <td>0</td> <td>16</td> <td>709</td> </tr> <tr> <td>55-64</td> <td>43</td> <td>27</td> <td>23</td> <td>11</td> <td>9</td> <td>1</td> <td>2</td> <td>0</td> <td>0</td> <td>699</td> </tr> <tr> <td>65-74</td> <td>47</td> <td>26</td> <td>21</td> <td>10</td> <td>10<br/>10<br/>1<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/>0<br/></tr><tr><th colspan="1">Men<th colspan="1">Women<th colspan="1">Internet usage<th colspan="1">More than once a week<th colspan="1">Once a week or less often<th colspan="1">Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year but not for online banking or managing finances.</th></tr><tr><th colspan="3"><table><tbody><tr><th colspan="3">Percentages (unweighted)</th></tr><tr><th rowspan="3">ALL ADULTS (n = 3,574)</th><th rowspan="3">34 (n = 3,574)</th><th rowspan="3">33 (n = 3,574)</th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th></tr><tr><th rowspan="3">base<sup style="font-size: smaller;">2:</sup></th>}</tfoot>} <tbody>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr>{} <tr}{}</tfoot>} <tbody>} {}</table> <table border='1'> <thead align='top'> <tbody align='top'> <row align='top'> <colspan='6' align='center'>Table 2.07b Reasons for not using the internet for online banking or managing finances among adults who used the internet in the last year, by age, sex and internet usage Percentages England and Wales, internet users aged 16 and over, 2010/11 BCS </colspan align='center'> </row align='top'> <row align='top'> <col span='6' align='center'>ALL ADULTS </col span align='center'> </row align='top'> <row align='top'> <col span='6' align='center'>Concern about personal details being insecure </col span align='center'> </row align='top'> <row align='top'> <col span='6' align='center'>No need to use the internet </col span align='center'> </row align='top'> <row align='top'> <col span='6' align='center'>Concern about using money/losing money stolen </col span align='center'> </row align='top'> <row align='top'> <col span='6' align='center'>Lack of confidence/interest in using the computer </col span align='center'> </row align='top'> <row align='top'> <col span='6' align='center'>Lack of computer skills </col span align='center'> </row align='top'> <row align='top'> <col span='6' align='center'>No computer or access to computer </col span align='center'> </row align='top'> <row align='top'> <col span='6' align='center'>Feel too old to use the computer </col span align='center'> </row align='top'> <row align='top'> <col span='6' align='center'>Cannot afford to buy a computer </col span align='center'> </row align='top'> <row align='top'> <col span='6' align='center'>None of these reasons </col span align='center'> </row align='top'> <row align='top'> <col span='6' align='center'>Unweighted base<sub style="">¹²³⁴⁵⁶⁷⁸⁹¹⁰¹¹¹²¹³¹⁴¹⁵¹⁶¹⁷¹⁸¹⁹²⁰²¹²²²³²⁴²⁵²⁶²⁷²⁸²⁹³⁰³¹³²³³³³⁴³⁵³⁶³⁷³⁸³⁹⁴⁰⁴¹⁴²⁴³⁴⁴⁵⁴⁶⁴⁷⁴⁸⁴⁹ base<sub style="">¹²³⁴⁵⁶⁷⁸⁹¹⁰¹¹¹²¹³¹⁴¹⁵¹⁶¹⁷¹⁸¹⁹² base<sub style="">¹²³⁴⁵⁶⁷⁸⁹¹⁰¹¹¹²¹³¹⁴¹⁵¹⁶¹⁷¹⁸¹⁹² 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base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub style="">_ base<sub.style="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _="" _=""></page_number> <table border=1 cellspacing=0 cellpadding=5 width=85%> ``` <thead> <style>:root .table th {border-bottom: 1px solid black; padding-top: 5px; padding-bottom: 5px; } :root .table tr th {text-align:center; vertical-align:text-top; } :root .table tr 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table tfoot { display:flex !important; } table tfoot { display:flex !important; } table tfoot { display:flex !important; } table tfoot { display:flex !important; } table tfoot { display:flex !important; } table tfoot { display:flex !important; } table tfoot { display:flex !important; } table tfoot { display:flex !important; } table tfoot { display:flex !important; } table tfoot { display:flex !important; } table tfoot { display:flex !important; } table tfoot { display:flex !important; } table tfoot { display:flex !important; } table tfoot { display:flex !important; } table tfoot { display:flex !important; } table tfoot { display:flex !important; } table tfoot { display:flex !important; } table tfoot { display:flex !important; } table tfoot { display:flex !important; } table tfoot { ``` ```html <table> <thead> <tr> <th 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backgroundcolor:white color:black font-weight:bold text-align:center padding:<br> ><style>: root th { backgroundcolor:white color:black font-weight:bold text-align:center padding:<br> ><style>: root th { backgroundcolor:white color:black font-weight:bold text-align:center padding:<br> ><style>: root th { backgroundcolor:white color:black font-weight:bold ,text-align:left ,padding:<br> ,><style>: root th { backgroundcolor:white ,color:red ,text-align:right ,padding:<br> ,><style>: root th { backgroundcolor:green ,color:green ,text-align:left ,padding:<br> ,><style>: root th { backgroundcolor:green ,color:green ,text-align:left ,padding:<br> ,><style>: root th { backgroundcolor:green ,color:green ,text-align:left ,padding:<br> ,><style>: root th { backgroundcolor:green ,color:green ,text-align:left ,padding:<br> ,><style>: root th { backgroundcolor:green ,color:green ,text-align:left ,padding:<br> ,><style>: root th { backgroundcolor:green ,color:green ,text-align:left ,padding:<br> ,><style>: root th { backgroundcolor:green ,color:green ,text-align:left ,padding:<br> ,><style>: root th { backgroundcolor:green ,color:green ,text-align:left ,padding:<br> ,><style>: root th { backgroundcolor:green ,color:green ,text-align:left ,padding:<br> ,><style>: root th { backgroundcolor:green ,color:green ,text-align:left ,padding:<br> ,><style>: root th { backgroundcolor:green ,color:green ,text-align:left ,padding:<br> ,><style>: root th { backgroundcolor:green ,color:green ,text-align:left Table 2.07c Reasons for not using the internet for online government services among adults who used the internet in the last year, by age, sex and internet usage <table> <thead> <tr> <th>Percentages</th> <th colspan="13">England and Wales, internet users aged 16 and over, 2010/11 BCS</th> </tr> <tr> <td></td> <td>No need</td> <td>Concern about personal details being insecure</td> <td>Lack of interest</td> <td>Lack of confidence/safety</td> <td>Concern about money/having money stolen</td> <td>No computer or access to computer</td> <td>Cannot afford it</td> <td>Feel too old</td> <td>None of these</td> <td>Unweighted base¹</td> </tr> </thead> <tbody> <tr> <td><strong>ALL ADULTS</strong></td> <td>53</td> <td>10</td> <td>10</td> <td>4</td> <td>3</td> <td>1</td> <td>0</td> <td>0</td> <td>23</td> <td><strong>4,071</strong></td> </tr> <tr> <td>16-24</td> <td>64</td> <td>3</td> <td>7</td> <td>2</td> <td>1</td> <td>1</td> <td>0</td> <td>0</td> <td>26</td> <td><strong>685</strong></td> </tr> <tr> <td>25-34</td> <td>54</td> <td>8</td> <td>12</td> <td>2</td> <td>2</td> <td>2</td> <td>0</td> <td>0</td> <td>25</td> <td><strong>645</strong></td> </tr> <tr> <td>35-44</td> <td>51</td> <td>14</td> <td>8</td> <td>4</td> <td>3</td> <td>1</td> <td>1</td> <td>0</td> <td>24</td> <td><strong>787</strong></td> </tr> <tr> <td>45-54</td> <td>47</td> <td>14</ td><th colspan="9">13<br/>7<br/>3<br/>1<br/>0<br/>0<br/>2<br/>22<br/>739<br/></th><th><strong><u style="font-size: larger;">654<u/></u></strong></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/></tr> ``` <!-- Men --> <!-- Women --> <!-- Internet usage --> ``` </tbody> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year but not for online government services. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year but not for online government services. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year but not for online government services. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year but not for online government services. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year but not for online government services. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year but not for online government services. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year but not for online government services. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year but not for online government services. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year but not for online government services. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year but not for online government services. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year but not for online government services. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year but not for online government services. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year but not for online government services. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year but not for online government services. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year but not for online government services. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> Table 2.08 Negative experiences in the last year among internet users, by age, sex and internet usage <table> <thead> <tr> <th colspan="7">Percentages</th> </tr> <tr> <th colspan="7">England and Wales, Internet users aged 16 and over, 2010/11 BCS</th> </tr> <tr> <td>A computer virus</td> <td>Unauthorized access to/use of personal data</td> <td>Upsetting/illegal images</td> <td>Loss of money</td> <td>Abusive/threatening behaviour</td> <td>None of these</td> <td>Unweighted base¹</td> </tr> </thead> <tbody> <tr> <td colspan="7"><strong>ALL INTERNET USERS</strong></td> </tr> <tr> <td>33</td> <td>6</td> <td>4</td> <td>3</td> <td>2</td> <td>61</td> <td><strong>8,383</strong></td> </tr> <tr> <td>16-24</td> <td>43</td> <td>6</td> <td>5</td> <td>3</td> <td>6</td> <td>50</td> <td><strong>953</strong></td> </tr> <tr> <td>25-34</td> <td>34</td> <td>6</td> <td>3</td> <td>5</td> <td>2</td> <td>60</td> <td><strong>1,498</strong></td> </tr> <tr> <td>35-44</td> <td>34</td> <td>7</td> <td>5</td> <td>4</td> <td>2</td> <td>60</td> <td><strong>1,890</strong></td> </tr> <tr> <td>45-54</td> <td>33</td> <td>7</td> <td>6</td> <td>3</td> <td>1</td> <td>59</td> <td><strong>1,659</strong></td> </tr> <tr> <td>55-64</td> <td>26</td> <td>4</td> <td>3</td> <td>2</td> <td>1</td> <td>69</td> <td><strong>1,993</strong></td> </tr> <tr> <td>65-74</td> <td>18</td> <td>2</td> <td>1</ td><br/> <td></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br/></table> <table cellspacing="0" cellpadding="0"> <!-- Men --> <!-- Women --> <!-- Internet usage --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <!-- Base is the quarter-sample of the 2010/11 BCS who were asked questions about internet use who said they had used the internet in the last year. --> <!-- See Section 7.3 of the User Guide for definitions of personal characteristics. --> <page_number>64</page_number> 3 Experimental statistics on the experience of crime among children aged 10 to 15 Ivy Lau and Jacqueline Hoare 3.1 SUMMARY This chapter is based on data collected from 10 to 15 year olds who took part in the 2010/11 British Crime Survey (BCS). Questions were asked of children in England and Wales who had experienced a crime about the circumstances of the incident, any details on the offender(s) and their views of the incident. The nature of violence Any differences between the nature of violent incidents experienced by children and adults have been highlighted here, although these naturally reflect the differing lifestyles of children and adults. - The majority of violent incidents experienced by children took place in or around school (56%) whereas for adults most incidents took place on the street (30%). - The vast majority of violent incidents experienced by children took place on a weekday (89%) and during daylight (88%) in contrast with adults who tended to experience violent incidents during the evening or at night (67%). - Violent incidents experienced by children were more likely to involve an offender that was well known to the victim (56%) than incidents experienced by adults (34%). - Around three-fifths of violent incidents among children involved a single offender (61%), and one-fifth (22%) involved four or more offenders, a similar distribution to adult incidents (66% and 19% respectively). The nature of theft - Around half (46%) of incidents of theft experienced by children occurred in or around school. - Similar to violent incidents, thefts experienced by children were most likely to have occurred during a weekday (85%) and to have taken place during daylight hours (86%). - Incidents of theft were more likely to be perpetrated by a friend than for violent incidents (22% and 7% respectively). - Items most likely to be stolen included mobile phones (24% of incidents) and bicycles (21%). Variation in violence victimisation rates among children - Boys were around twice as likely as girls to have been a victim of violence (9.5% and 4.1% respectively). - Children with a long-standing illness or disability were more likely to have experienced a violent incident compared with children without an illness or disability (15.0% and 6.1% respectively). - Children who had been bullied in the last 12 months had a much higher violence victimisation rate (20.8%) than those who had not been bullied (3.3%), not unexpectedly as children perceived that three in five violent incidents (62%) were part of a series of bullying. \<page_number>65\</page_number> Supplementary Volume 3 to Crime in England and Wales 2010/11 3.2 INTRODUCTION This chapter is based on data collected from 10 to 15 year olds who took part in the 2010/11 British Crime Survey (BCS). Around 3,850 children took part in the survey after being randomly selected from within households already taking part in the main survey. All children who were interviewed were asked questions about their experience of crime (details of the questions are published via the Economic and Social Data Service). This chapter reports on the circumstances of violence and theft incidents experienced by 10-to-15-year-old children in the 12 months prior to interview. Victims of such incidents were asked a series of questions relating to their experience including information about the circumstances of the incident, any details on the offender(s) and the child's view of the nature of the incident. Estimates of victimisation for 10 to 15 year olds from the 2010/11 BCS have previously been published as experimental statistics (Chaplin et al., 2011). The information included in this publication provides a more detailed picture of children's experiences of victimisation and thus a greater understanding of the nature of these crimes. The figures presented are restricted to those included in the more focused method of counting crime against children (the 'Preferred measure'). This takes into account offences identified as important in determining the severity of an incident and thus includes incidents where: - the offender¹ was not known (e.g. stranger, tradesman, pupil from another school); or - the offender² was known, but aged 16 or over and not a family member (e.g. neighbour, older friend, teacher); or - the offender³ was known and either a family member or aged under 16 (e.g. parent, sibling, school-friend) and there was visible injury or theft or damage involving a 'high value' item; or - a weapon⁴ was involved. The analysis presented in Sections 3.3 and 3.4 about the nature of violence and the nature of theft is based on incidents rather than victims (who may have experienced more than one incident). These data are being published for the first time. In contrast, information presented in section 3.5 on the variation in victimisation rates⁵ among children is victim-based data (a victim may experience more than one incident of crime, but would only be included once). See Section 4 of the British Crime Survey Dataset User Guide¹⁶ (Children aged 10 to 15) for more information on victim- and incident-based analysis. Data on the nature of crimes experienced by adults aged 16 or over from the BCS are published annually. Where possible, comparisons are made here to highlight how similar or different victimisation experiences are for adults and children. Due to the small size of the sample, it is not possible to break down incidents of theft experienced by children into smaller offence groups (theft from the person, for example). Hence it is not possible to compare the nature of theft experienced by children with previously published data on the experience of adult respondents due to the different ______________________________________________________________________ ¹ http://www.esas.ac.uk/findings/data-and-descriptions.aspx?pid=937 ² For more details see Appendix 1 of Chaplin et al. (2011) ³ If there was more than one offender, the incident was included if just one of the offenders matched this criterion. ⁴ A 'weapon' constitutes any item that was considered to be a weapon by the victim; this includes knives, sticks, stones and bottles. ⁵ See Section 2.5 of the User Guide for more information. ⁶ http://www.homeoffice.gov.uk/science-research/research-statistics/time-statistics/bcs-supplementary-tabs/ \<page_number>66\</page_number> Experimental statistics on the experience of crime among children aged 10 to 15 presentation of data. Nor is it possible to examine the nature of vandalism incidents due to the small size of the sample.7 Any differences in BCS estimates from the 10-to-15-year-old survey that are described in this chapter are statistically significant at the five per cent level (see Section 8 of the User Guide to Home Office Crime Statistics). Considerably fewer individuals are sampled for the 10-to-15-year-old survey than for the adult survey and therefore estimates based on the 10-to-15-year-old survey have a larger margin of error. This means that, compared with the adult survey, differences between estimates must be larger before we can be confident that they are statistically significant. Victimisation estimates from BCS interviews with 10 to 15 year olds have been designated as experimental statistics, that is, as new Official Statistics undergoing evaluation and published to involve users and stakeholders in their development as a means to build in quality at an early stage. As such, the statistics are subject to further refinement and review. Hence, figures have not yet been considered for accreditation as National Statistics but this chapter has been produced in compliance with the Official Statistics Code of Practice.8 3.3 THE NATURE OF VIOLENCE According to the 2010/11 BCS, there were an estimated 576,000 incidents of violence experienced by children aged 10 to 15 in the last 12 months (Chaplin et al., 2011). Violence as measured by the BCS includes the offence types of wounding, robbery, assault with minor injury and assault with injury (see Section 5.1 of the User Guide for more details). Figures presented in this section on violent incidents experienced by children have been compared with the nature of violent incidents experienced by adults9 to highlight any variations, although naturally these reflect the differing lifestyles of children and adults. The circumstances of violence Experimental statistics from the 2010/11 BCS showed that the majority of all violent incidents experienced by children aged 10 to 15 took place in or around school (56%), with 36 per cent outside the school building10 and 19 per cent inside the school building (Table 3.01). Sixteen per cent of incidents occurred around the home11 and a further 13 per cent at a park, common or open space. Obviously, this differs from the nature of violent incidents experienced by adults where most incidents took place on the street (30%) or around the home (26%), and only eight per cent took place around work.12 This reflects the different lifestyles of children and adults. Around nine in ten violent incidents experienced by children took place on a weekday (89%), Three-quarters of incidents (76%) took place during the daytime on a weekday with 13 per cent taking place on a weekday evening (Figure 3.1 and Table 3.02). This contrasts with the experiences of adults where around half (55%) of incidents occurred during the week (Figure 3.1). While the majority (88%) of violent incidents experienced by 10 to 15 year olds took place during daylight, the majority of incidents experienced by adults (67%) took place during the evening or at night. 7 It would require a large expansion of the sample at substantial cost to provide this more detailed breakdown of theft categories or to present the data on the nature of criminal damage. 8 http://www.statistics.gov.uk/about/statistical-code-of-practice/index.html 9 http://www.homeoffice.gov.uk/publications/science-research-statistics/research-statistics/crime-research/violent-crime 10 This comprises playground, street or car park. 11 This comprises home, garage, shed, garden or nearby street. 12 Includes work premises, whether inside/outside or work garage/car parks. \<page_number>67\</page_number> Supplementary Volume 3 to Crime in England and Wales 2010/11 Figure 3.1 Proportion of violent incidents experienced by children and adults by timing of incident, 2010/11 BCS <img>A bar chart showing the proportion of violent incidents experienced by children aged 10 to 15 and adults aged 16 or over by weekday and weekend. The y-axis represents percentage from 0 to 100. For children aged 10 to 15, the bars for weekday and weekend are 89% and 11% respectively. For adults aged 16 or over, the bars for weekday and weekend are 55% and 45% respectively.</img> Offenders involved in violence Given the nature of violent offences, victims of violence are more likely to be able to say something about the offender than for other types of crime (see Box 3.1). This was the case for 93 per cent of violent incidents that children experienced, a lower proportion than for adults (99%). Around three-fifths of violent incidents among children involved a single offender (61%), and one-fifth (22%) involved four or more offenders (Table 3.03). This was a similar distribution to adult incidents (68% and 19% respectively). The majority of violent incidents were carried out by someone in the victim's age group: in three-quarters of incidents (76%) the offender was thought to be aged 10 to 15 by the victim and the majority (68%) were perpetrated by pupil(s) at school. Box 3.1 Victim's knowledge of offender(s) BCS 10-to-15-year-old respondents were asked whether they have any information about the offender(s) for any incidents they had experienced in the 12 months prior to interview. Thus, where the offender-victim relationship or any other information about the offender is stated, the proportion is based on those incidents where the respondent has some knowledge of the offender — this is referred to in the text as 'able to say something' about the offender(s). \<page_number>68\</page_number> 13 In this chapter 'the offender' relates to the one offender in an incident where there was one single offender, but in cases where there was more than one offender, 'the offender' relates to at least one of the perpetrators. Experimental statistics on the experience of crime among children aged 10 to 15 Most violent incidents experienced by children involved male offender(s) (76%), a similar level to that reported by adult victims of violence (79%). In the majority of violent incidents experienced by children the offender was known to the respondent (Figure 3.2). - In around half of violent incidents (56%) the offender was known well to the victim. - In 30 per cent of violent incidents the victim knew the offender by sight or to speak to. - In 15 per cent of incidents of violence the child victim stated that the offender was a stranger. This differs from the nature of violent incidents experienced by adults, where the offender was most commonly a stranger (46%) and in around a third of incidents the offender was well known to the victim (34%; Figure 3.2). Figure 3.2 Proportion of violent incidents experienced by children and adults by relationship to the offender, 2010/11 BCS <img> A bar chart showing the proportion of violent incidents experienced by children and adults by relationship to the offender, 2010/11 BCS. The y-axis represents percentage, ranging from 0% to 70%. The x-axis shows two categories: Children aged 10 to 15 and Adults aged 16 or over. For Children aged 10 to 15: - Stranger: 15% - Known by sight or to speak to: 30% - Known well: 56% For Adults aged 16 or over: - Stranger: 46% - Known by sight or to speak to: 20% - Known well: 34% </img> Injuries and weapons Four in five violent incidents experienced by children aged 10 to 15 resulted in some form of injury (81%), the majority being minor bruising or black eyes (59%). One in ten violent incidents resulted in the victim requiring some form of medical attention (12%; Table 3.04). \<page_number>69\</page_number> 14 For adults, the offender-victim relationship is classified as 'strangers' if the victim did not know and had never seen the offender(s) before (as for children) but also if the victim did not have any information about the offender(s). This has little effect on the proportions as in 99 per cent of violent incidents the adult victim was able to say something about the offender. Supplementary Volume 3 to Crime in England and Wales 2010/11 In just over a half (55%) of violent incidents experienced by adults physical injury was sustained; and a third of incidents resulted in minor bruising or black eyes. This may be a reflection of the differences between children and adults, where adults do not tend to engage in low-level assaults on their peers. Just under a quarter of violent incidents experienced by 10 to 15 year olds involved the use of a weapon¹² (23%), which was a similar proportion to violent incidents experienced by adults (20%). In violent incidents among children which involved a weapon, the most common weapon involved was a stick, club or hitting instrument (41%). One-quarter of such incidents involved the use of stones, bricks or concrete and one in nine (11%) involved a knife, screwdriver or stabbing instrument (Table 3.05). Caution should be used when interpreting these estimates of the type of weapon used in violent incidents involving children because this is based on self-report data. For more information on the type of injury sustained by children from the BCS 10-to-15s survey; see Chapter 3 of Crime in England and Wales 2010/11 (Chaplin et al., 2011). Perceptions of violence Experimental statistics from the 2010/11 BCS showed that 70 per cent of violent incidents experienced by children aged 10 to 15 were not perceived to be a crime by the victim; with 37 per cent perceiving the incident to be ‘wrong, but no a crime and 33 per cent perceiving it as just something that happens’ (Table 3.06). Children perceived that three in five violent incidents (62%) that took place were part of a series of bullying. For more information on the experience of bullying from the BCS children’s survey see Chapter 5 in Supplementary Volume 3 to Crime in England and Wales 2009/10 (Hare et al., 2011). Reporting of violence Overall, the police came to know about 14 per cent of all violent incidents against 10 to 15 year olds. This is lower than the equivalent figure for adults (41%), which is to be expected considering some of the victims who children experienced were likely not reported to the police and may be dealt with by another authority figure such as a teacher or parent. Indeed, the majority of violent incidents that occurred in or around school were reported by children to a teacher (85%; Table 3.07). 3.4 THE NATURE OF THEFT According to the 2010/11 BCS, there were an estimated 275,000 incidents of theft experienced by children aged 10 to 15 in the last 12 months (Chaplin et al., 2011). Estimates of thefts experienced by children on the BCS are based on (see Section 5.2 of the User Guide for more details): - Personal thefts: including theft from the person (snatch theft, stealth theft and attempts) and other theft of personal property (for example, theft of items the respondent was not carrying or holding at the time of incident). - Household thefts: including theft from inside and outside a dwelling and theft of bicycles where the property stolen or damaged belonged solely to the child respondent.¹³ The nature of overall thefts from the 2010/11 BCS 10-to-15s survey is presented here; the separate theft offences are not reported due to low prevalence in some categories. As previously noted (see ______________________________________________________________________ ¹² A ‘weapon’ constitutes any item that was considered to be a weapon by the victim (whether adult or child); this includes knives, sticks, stones and batons. ¹³ This includes the scope of personal victimisation but may also result in an overlap in theft offences reported on the adult survey; the extent to which this happens will be evaluated in the future. \<page_number>70\</page_number> Experimental statistics on the experience of crime among children aged 10 to 15 Section 3.2), it is not possible to make comparisons with the nature of theft experienced by adults. Instead, comparisons are made with the nature of violence experienced by children. The circumstances of thefts Experimental statistics from the 2010/11 BCS showed that 46 per cent of theft incidents experienced by children occurred in or around school, a lower proportion than for violent incidents (56%). However, thefts were more likely to occur inside a school building than violent incidents (34% compared with 19%). Incidents of theft were also more likely to occur in or around the home (27%) compared with violent incidents (16%; Table 3.01). Similar to violent incidents, incidents of theft experienced by 10 to 15 year olds were most likely to have occurred during a weekday (85% of theft incidents similar to 89% of violent incidents) and to have taken place during daylight hours (86% and 88% respectively; Table 3.02). Offenders involved in thefts As expected, compared with violent incidents, victims of theft were much less likely to be able to say something about the perpetrator of the incident (for example, because some thefts were of unattended items). The following analysis therefore relates only to the 44 per cent of incidents where the child was able to say something about the offender (see Box 3.1 and Table 3.03). Two-thirds (65%) of theft incidents experienced by children aged 10 to 15 involved a single offender, which was a similar proportion to that for violent incidents (61%). However, incidents of theft were less likely to involve four or more offenders compared with incidents of violence (9% and 22% respectively). In 80 per cent of incidents of theft where the victim was able to say something about the offender, the offender was perceived to be aged 10 to 15, a similar proportion to that for violent incidents (76%). Again this suggests that the majority of offences are carried out by perpetrators in the victim’s age group. In 17 per cent of incidents of theft the offender was a stranger, which was similar to violent incidents (16%). However, there was a lower proportion of theft incidents where the offender was known well (44%) compared with violent incidents (56%). The victim’s relationship to the offender in incidents of theft generally differed to those in violent incidents. For example, of the incidents where the victim was able to say something about the offender: - Incidents of theft were less likely to be perpetrated by a pupil from the victim’s own school compared with incidents of violence (54% and 68% respectively). - Incidents of theft were more likely to be perpetrated by a friend than for violent incidents (22% and 7% respectively). Items stolen Four in five (79%) incidents of theft (including attempted thefts) experienced by children resulted in an item being stolen. Items most commonly stolen were (Table 3.08): - a mobile phone (24% of incidents); - a bicycle or bicycle parts (21%); \<page_number>71\</page_number> Supplementary Volume 3 to Crime in England and Wales 2010/11 - cash (16%); and - clothing (12%). Perceptions of thefts Incidents of theft experienced by children aged 10 to 15 were perceived in a different way to violent incidents, for example (Table 3.08): - Incidents of thefts were more likely to be perceived as a crime compared with violent incidents (55% and 30% respectively). - Theft incidents were much less likely to be perceived as part of a series of bullying compared with violent incidents (13% compared with 62%). Reporting of thefts Despite incidents of theft being more likely to be perceived by children as a crime compared with violent incidents, the reporting rates were similar for the two types of offences (Table 3.07): - Police came to know about 13 per cent of theft incidents experienced by 10 to 15 year olds, similar to the 14 per cent of violent incidents reported to the police. - Eighty-four per cent of theft incidents that occurred in or around school were reported to a teacher as were 85 per cent of violent incidents. 3.5 VARIATION IN VICTIMISATION RATES AMONG CHILDREN Headline victimisation rates¹ for violence, theft and vandalism for 10 to 15 year olds from the 2010/11 BCS have previously been published as experimental statistics (Chaplin et al., 2011). Evidence from the main BCS has repeatedly shown that victimisation rates among adults vary depending on the characteristics of victims (see, for example, Flatley et al., 2010); hence similar analysis has now been carried out on the data collected from children. This section focuses on the variation in victimisation rates according to personal, household and area characteristics² (see Tables 3.09 and 3.10). However, some of these demographic characteristics may be inter-related so caution is needed in the interpretation of the effect of these different characteristics when viewed in isolation. In general, caution should also be used when interpreting estimates that are based on a low number of cases. This is notably true for certain characteristics associated with children in this sample, such as having been bullied or living in a flat or in an area of high physical disorder. It should also be noted that tests of statistical significance are related to sample size; it may be that some apparently large differences shown in the tables are not statistically significant and could be due to sampling variation. Only statistically significant differences are highlighted in the text. ______________________________________________________________________ ¹ See Section 2.5 of the User Guide for more information about victimisation (prevalence) rates on the BCS. ² See Section 7 of the User Guide for more details of these characteristics. \<page_number>72\</page_number> Experimental statistics on the experience of crime among children aged 10 to 15 Overall, there was little variation in theft or damage victimisation rates among children according to associated personal, household or area characteristics (although levels of bike theft were higher for boys (1.8%) than for girls (0.6%). Hence the following commentary considers only variations in violence and overall crime victimisation rates among children.¹⁹ Violence victimisation among children According to the 2010/11 BCS, 6.9 per cent of children aged 10 to 15 had experienced a violent crime in the last 12 months (Chaplin et al., 2011 and Tables 3.9 and 3.10). Boys were around twice as likely as girls to have been a victim of violence (9.5% and 4.1% respectively). This was also true looking at grouped ages (Table 3.09): - Boys aged 10 to 12 (8.6%) and also boys aged 13 to 15 (9.4%) were each more likely to have been victims of violence than both girls aged 10 to 12 (4.8%) and girls aged 13 to 15 (3.5%). Around 3.1 per cent of adults had experienced a violent crime in the last year (Chaplin et al., 2011). Similar to the gender difference noted among children, men were twice as likely to be a victim of violent crime as women (4.1% and 2.2% respectively).²⁰ The pattern by age was less clear, however, as ten year olds had the highest victimisation rate (11.6%) compared with all other ages (for example, 5.7% of 11 year olds) but there were no statistically significant differences between any of the other ages. Considering other personal characteristics of children, experimental statistics from the 2010/11 BCS showed that: - Children with a long-standing illness or disability were more than twice as likely to have experienced a violent incident compared with children without an illness or disability (15.0% and 6.1% respectively). - Children who had been bullied in the last 12 months had a much higher violence victimisation rate (20.8%) than those who had not been bullied (3.3%). This is not unexpected as violence can often form part of the bullying experience. As discussed in Section 3.3, 62 per cent of violent incidents were perceived to be part of a series of bullying. There was also variation in violence victimisation among children according to some household characteristics (Table 3.10): - Children who lived in a household with one adult were more likely to have experienced a violent incident in the last year (9.4%) compared with children who lived in a household with more than one adult (6.2%). - Children who lived in social-rented property had the highest violence victimisation rate (11.6%) compared with 6.6 per cent of children in private-rented accommodation and 5.2 per cent of those in owner-occupied accommodation. - Children who lived in households with an income of less than £20,000 were more likely to have been a victim of violence (less than £10,000: 12.5%, from £10,000 to less than £20,000: 10.6%) compared with children who lived in households with all higher incomes (for example, £50,000 or more: 5.4%; Figure 3.3). ______________________________________________________________________ ¹⁹ Figures presented here are based on the more focused method of counting crime against children (the Preferred measure) which takes into account factors identified as important in determining the severity of an incident but will still include incidents of a serious nature even if they took place at school. ²⁰ See http://www.nomoffice.gov.uk/publications/science-research-statistics/research-statistics/crime-research/theo/2/ for estimates on the proportion of adults who have been victims by offence type and personal characteristics in Table 1 of the Demographic tables ‘Crime in England and Wales 2010/11’. Supplementary Volume 3 to Crime in England and Wales 2010/11 Figure 3.3 Variation in violence victimisation rate among children aged 10 to 15 by household income, 2010/11 BCS <img>A bar chart showing variation in violence victimisation rate among children aged 10 to 15 by household income, 2010/11 BCS. The x-axis shows household income categories: Less than £10,000, £10,000 less than £20,000, £20,000 less than £30,000, £30,000 less than £40,000, £40,000 less than £50,000 or more. The y-axis shows percentage rates ranging from 0.0% to 20.0%. The bars represent the following percentages: Less than £10,000: 12.5%, £10,000 less than £20,000: 18.6%, £20,000 less than £30,000: 6.5%, £30,000 less than £40,000: 4.4%, £40,000 less than £50,000 or more: 5.4%.</img> As with adults, violence victimisation rates were higher in more deprived areas. Children living in an area of high physical disorder were around twice as likely to have been a victim of violence as those living in an area that did not have a high level of disorder (12.5% and 6.5% respectively). Similarly, children living in the most deprived output areas according to the crime deprivation index (9.7%) were around twice as likely to have experienced violence in the last year as those living in the least deprived output areas (5.6%). The level of violence victimisation among 10 to 15 year olds was similar in urban and rural areas (6.9% and 6.7% respectively). This distribution is different to that of adults; adults living in an urban area were more likely to be a victim of a violent offence than those living in a rural area (3.4% compared with 2.9%).<sup>21</sup> Overall victimisation among children For children, most of the variation seen in being a victim of any crime is due to the variation in violence victimisation, as the smaller degree of variation in theft and damage victimisation rates only has a minor effect. Experimental statistics from the 2010/11 BCS showed that 11.7 per cent of children aged 10 to 15 had experienced a crime in the last 12 months (Chaplin et al., 2011 and Tables 3.09 and 3.1). This figure encompasses the 11.4 per cent of children who experienced a crime against the person (that is, an offence of violence or theft) and 0.4 per cent who had experienced a crime against personal property (that is, criminal damage, Tables 3.09 and 3.1). <sup>21</sup> See http://www.homeoffice.gov.uk/publications/senior-research-statistics/research-statistics/crime-research/hosh/18/ for estimates on the proportion of adults who were victims of violence by offence type and personal characteristics in Table 2 of the ‘Demographic tables – Crime in England and Wales 2018/19’. \<page_number>74\</page_number> Experimental statistics on the experience of crime among children aged 10 to 15 Boys were more likely than girls to have been a victim of any BCS crime (14.6% and 8.6% respectively). There was no variation by age so this held true when looking at grouped ages (Table 3.09): - Boys aged 10 to 12 (14.5%) and also boys aged 13 to 15 (14.7%) were each more likely to have been victims of crime than girls aged 10 to 12 and girls aged 13 to 15 (both 8.6%). As shown for violence victimisation, rates of overall victimisation were considerably higher among children with a long-standing illness or disability and those who had been bullied in the last year: - Children with a long-standing illness or disability were more likely to have been a victim of crime compared with children without an illness or disability (18.8% and 11.0% respectively). - Children who had been bullied in the last 12 months had a much higher victimisation rate (28.7%) than those who had not been bullied (6.7%).\\footnote{This has already been shown for violence, but holds true for theft as well: 11.3 per cent of children who had been bullied in the last month had been victims of theft, higher than the 3.7 per cent of children who had not been bullied.} There were similar patterns for crime victimisation overall as shown for violence victimisation when looking at household characteristics (Table 3.10): - Children who lived in a household with one adult were more likely to have experienced a crime in the last year (16.0%) compared with children who lived in a household with more than one adult (10.3%). - Children who lived in social-rented property had the highest victimisation rate (17.4%, compared with 12.0% of children in private-rented accommodation and 9.4% in owner-occupied accommodation). - Children who lived in households with lower incomes were the most likely to have been a victim of crime (for example, less than £10,000: 18.1%, compared with £50,000 or more: 9.3%). Again, as for violence, there was a similarity in children's victimisation rates in urban and rural areas (11.6% and 11.8% respectively). There was also a clear pattern in levels of victimisation according to the crime deprivation index: - Children living in the most deprived areas (according to the crime deprivation index) were most likely to have been a victim of crime (15.1%), higher than the 12.0 per cent of children in the 60 per cent of areas between the most and least deprived areas. These figures were both higher than the 8.6 per cent of children living in the least deprived areas (according to the crime deprivation index). \<page_number>75\</page_number> Table 3.01 Experimental statistics: Where incidents experienced by children aged 10 to 15 took place <table> <thead> <tr> <th>Percentages</th> <th colspan="2">England and Wales, children aged 10–15, 2010/11 BCS</th> </tr> <tr> <th></th> <th>All violence<sup>1</sup></th> <th>All thefts<sup>1</sup></th> </tr> </thead> <tbody> <tr> <td>In or around school</td> <td>56</td> <td>46</td> </tr> <tr> <td>Inside school building</td> <td>19</td> <td>34</td> </tr> <tr> <td>Outside school building (playground/street/car park)</td> <td>36</td> <td>12</td> </tr> <tr> <td>In or around home/housing estate</td> <td>16</td> <td>27</td> </tr> <tr> <td>Park/Community open space</td> <td>13</td> <td>7</td> </tr> <tr> <td>Other public location (incl transport)</td> <td>9</td> <td>9</td> </tr> <tr> <td>Elsewhere</td> <td>6</td> <td>10</td> </tr> <tr> <td>Unweighted base<sup>2</sup></td> <td>482</td> <td>912</td> </tr> </tbody> </table> <sup>1.</sup> 'All violence' includes the offence types of wounding, robbery, assault with minor injury and assault with injury. 'All thefts' includes theft from the person and other theft of personal property but also theft from inside and outside a dwelling and theft of bicycles where the property stolen or damaged belonged solely to the child respondent. See Section 5 of the User Guide for more information on crime types. Table 3.02 Experimental statistics: Timing of when incidents experienced by children aged 10 to 15 took place <table> <thead> <tr> <th>Percentages</th> <th colspan="2">England and Wales, children aged 10–15, 2010/11 BCS</th> </tr> <tr> <th></th> <th>All violence<sup>1</sup></th> <th>All thefts<sup>1</sup></th> </tr> </thead> <tbody> <tr> <td>Weekday</td> <td>89</td> <td>85</td> </tr> <tr> <td>Weekday daytime</td> <td>76</td> <td>75</td> </tr> <tr> <td>Weekday evening</td> <td>13</td> <td>10</td> </tr> <tr> <td>Weekend<sup>2</sup></td> <td>11</td> <td>15</td> </tr> <tr> <td>Unweighted base</td> <td>419</td> <td>296</td> </tr> <tr> <td>Daylight</td> <td>88</td> <td>86</td> </tr> <tr> <td>Dark</td> <td>6</td> <td>12</td> </tr> <tr> <td>Dawn/dusk</td> <td>6</td> <td>2</td> </tr> <tr> <td>Unweighted base</td> <td>425</td> <td>297</td> </tr> <tr> <td>Term time</td> <td>88</td> <td>82</td> </tr> <tr> <td>School holidays</td> <td>12</td> <td>18</td> </tr> <tr> <td><strong><u style="font-weight:bold;">Unweighted base<u/></u></strong></ td><span style="font-weight:bold;">404<br/>298<br/></span><br/> </tbody></table> <sup>1.</sup>'All violence' includes the offence types of wounding, robbery, assault with minor injury and assault with injury. 'All thefts' includes theft from the person and other theft of personal property but also theft from inside and outside a dwelling and theft of bicycles where the property stolen or damaged belonged solely to the child respondent. See Section 5 of the User Guide for more information on crime types. <sup>2.</sup>'Weekend' includes Friday night. Table 3.03 Experimental statistics: Offender characteristics in incidents experienced by children aged 10 to 15 <table> <thead> <tr> <th>Percentages</th> <th colspan="2">England and Wales, children aged 10–15, 2010/11 BCS</th> </tr> <tr> <td></td> <th>All violence<sup>1</sup></th> <th>All thefts<sup>1</sup></th> </tr> </thead> <tbody> <tr> <td>Able to say something about offender(s)</td> <td>93</td> <td>44</td> </tr> <tr> <td>Unweighted base</td> <td>424</td> <td>309</td> </tr> <tr> <td><strong>Number of offender(s)</strong></td> <td></td> <td></td> </tr> <tr> <td>One</td> <td>61</td> <td>65</td> </tr> <tr> <td>Two</td> <td>11</td> <td>22</td> </tr> <tr> <td>Three</td> <td>6</td> <td>5</td> </tr> <tr> <td>Four or more</td> <td>22</td> <td>9</td> </tr> <tr> <td><strong>Sex of offender(s)</strong></td> <td></td> <td></td> </tr> <tr> <td>Male(s)</td> <td>76</td> <td>76</td> </tr> <tr> <td>Female(s)</td> <td>16</td> <td>19</td> </tr> <tr> <td>Both</td> <td>8</td> <td>5</td> </tr> <tr> <td><strong>Age of offender(s)<sup>2</sup></strong></td> <td></td> <td></td> </tr> <tr> <td>Aged under 10</td> <td>10</td> <td>5</td> </tr> <tr> <td>Aged 10 to 15</td> <td>76</td> <td>80</td> </tr> <tr> <td>Aged 16 to 19</td> <td>12</td> <td>15</td> </tr> <tr> <td>Aged 20 or older</td> <td>4</td> <td>4</td> </tr> <tr> <td><strong>Relationship to victim<sup>3</sup></strong></td> <td></td> <td></td> </tr> <tr> <td>Stranger</td> <td>15</td> <td>17</td> </tr> <tr> <td>Known by sight or to speak to</td> <td>30</td> <td>39</td> </tr> <tr> <td>Known well</td> <td>56</td> <td>44</td> </tr> <tr style="border-top: 1px solid black;"> <!-- Unweighted base (victim was able to say something about the offender) --> <!-- Unweighted base (victim was able to say something about an offender who was known well) --> </tr> <!-- Table for Pupil at your school --> <!-- Table for Young people from local area --> <!-- Table for Friend (incl boy/girlfriend) --> <!-- Table for Other relationship --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who was known well) --> <!-- Table for Unweighted base (victim was able to say something about an offender who were Table 3.04 Experimental statistics: What injuries were sustained in violent incidents experienced by children aged 10 to 15 \| Percentages \| England and Wales, children aged 10–15, 2010/11 BCS \| All violence¹ \| \|---\|---\|---\| \| Sustained an injury \| 81 \| \| \| Received some form of medical attention \| 12 \| \| \| Unweighted base \| 414 \| \| <table> <tr> <td>Type of injury</td> <td></td> </tr> <tr> <td>Minor bruise/black eye</td> <td>59</td> </tr> <tr> <td>Scratches</td> <td>31</td> </tr> <tr> <td>Marks on skin</td> <td>19</td> </tr> <tr> <td>Severe bruising</td> <td>14</td> </tr> <tr> <td>Cuts</td> <td>10</td> </tr> <tr> <td>Serious injury²</td> <td>7</td> </tr> <tr> <td>Hurt but no marks on skin</td> <td>5</td> </tr> <tr> <td>Some other injury</td> <td>2</td> </tr> </table> Unweighted base \| 294 \| \| 1. 'All violence' includes the offence types of wounding, robbery, assault with minor injury and assault with injury. See Section 3 of the User Guide for more information on crime types. 2. Serious injury includes: facial/head injuries, broken nose, concussion, broken bones. --- Table 3.05 Experimental statistics: What weapons were used in violent incidents experienced by children aged 10 to 15 \| Percentages \| England and Wales, children aged 10–15, 2010/11 BCS \| All violence¹ \| \|---\|---\|---\| \| Weapon used \| 23 \| \| \| Unweighted base \| 403 \| \| <table> <tr> <td>Stick/club/hitting implement</td> <td>41</td> </tr> <tr> <td>Stones/brick/concrete</td> <td>25</td> </tr> <tr> <td>Knife/screwdriver/stabbing implement</td> <td>11</td> </tr> <tr> <td>Something else</td> <td>33</td> </tr> </table> Unweighted base \| 106 \| \| 1. 'All violence' includes the offence types of wounding, robbery, assault with minor injury and assault with injury. See Section 5 of the User Guide for more information on crime types. <page_number>78</page_number> Table 3.06 Experimental statistics: Perceptions of incidents experienced by children aged 10 to 15 \| Percentages \| England and Wales, children aged 10–15, 2010/11 BCS \| \|---\|---\| \| \| All violence¹ \| All thefts² \| \| Incident perceived as a crime \| 30 \| 55 \| \| Incident not perceived as a crime \| 70 \| 45 \| \| Incident perceived to be wrong, but not a crime \| 37 \| 24 \| \| Incident perceived to be just something that happens \| 33 \| 21 \| \| Unweighted base \| 412 \| 307 \| \| Incident perceived as part of a series of bullying \| 62 \| 13 \| \| Unweighted base \| 403 \| 308 \| ¹ 'All violence' includes the offence types of wounding, robbery, assault with minor injury and assault with injury. 'All thefts' includes theft from the person and other theft of personal property but also theft from inside and outside a dwelling and theft of bicycles where the property stolen or damaged belonged solely to the child respondent. See Section 5 of the User Guide for more information on crime types. Table 3.07 Experimental statistics: Who incidents experienced by children aged 10 to 15 were reported to \| Percentages \| England and Wales, children aged 10–15, 2010/11 BCS \| \|---\|---\| \| \| All violence¹ \| All thefts³ \| \| Whether police came to know about the incident \| 14 \| 13 \| \| Unweighted base \| 423 \| 308 \| Reported to at school Teacher \| 85 \| 84 Friend \| 17 \| 27 Someone else at school (incl prefect) \| 15 \| 18 Unweighted base (only includes incidents that occurred at school) \| 138 \| 106 ¹ 'All violence' includes the offence types of wounding, robbery, assault with minor injury and assault with injury. 'All thefts' includes theft from the person and other theft of personal property but also theft from inside and outside a dwelling and theft of bicycles where the property stolen or damaged belonged solely to the child respondent. See Section 5 of the User Guide for more information on crime types. <page_number>79</page_number> Table 3.08 Experimental statistics: What items were stolen in thefts experienced by children aged 10 to 15 <table> <tr> <td>Percentages</td> <td>England and Wales, children aged 10–15, 2010/11 BCS</td> </tr> <tr> <td colspan="2">All thefts<sup>1</sup></td> </tr> <tr> <td><strong>Any item was stolen<sup>2</sup></strong></td> <td><strong>79</strong></td> </tr> <tr> <td>Unweighted base</td> <td>312</td> </tr> <tr> <td colspan="2"> Type of item stolen<br> Mobile phone<br> Bicycle/bicycle parts<br> Cash/foreign currency<br> Clothing<br> Electrical items<br> Bag/handbag/shopping bag<br> Sports equipment<br> Toys<br> Stationery/books<br> Jewellery/watches<br> Cards/purse<br> Other items </td> <td>24<br>21<br>16<br>12<br>7<br>7<br>5<br>4<br>4<br>3<br>2<br>12</td> </tr> <tr> <td colspan="2"><strong>Unweighted base</strong></td> <td><strong>247</strong></td> </tr> </table> <sup>1.</sup> All thefts includes theft from the person and other theft of personal property but also theft from inside and outside a dwelling and theft of bicycles where the property stolen or damaged belonged solely to the child respondent. See Section 5 of the User Guide for more information on crime types. <sup>2.</sup> Proportion is based on all thefts, including attempted thefts where no items were stolen. <page_number>80</page_number> Table 3.09 Experimental statistics: Proportion of children aged 10 to 15 who experienced victimisation in the last year, by personal characteristics <table> <thead> <tr> <th colspan="2">Percentages</th> <th colspan="2">All violence</th> <th colspan="2">All thefts</th> <th colspan="2">Crime against the person</th> <th colspan="2">Crime against property</th> <th colspan="2">All crime experience</th> <th colspan="2">Unweighted case</th> </tr> <tr> <td></td> <td></td> <td>Violence with injury without injury</td> <td>Violence without injury</td> <td>Thief from the person</td> <td>Dirt/truck of personal property</td> <td>Thief from the stealing outside the dwelling</td> <td>Bike thief</td> <td>Crime against the person</td> <td>Crime against property</td> <td>Crime against the person</td> <td>Crime against property</td> <td>Crime against the person</td> <td>Crime against property</td> </tr> </thead> <tbody> <tr> <td><strong>ALL CHILDREN AGED 10-15</strong></td> <td></td> <td>6.9</td> <td>5.1</td> <td>2.1</td> <td>5.4</td> <td>0.7</td> <td>3.1</td> <td>0.5</td> <td>1.2</td> <td>11.4</td> <td>0.4</td> <td>11.7</td> <td><strong>3,849</strong></td> </tr> <tr> <td><strong>Age</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>10-12</td> <td></td> <td>7.3</td> <td>5.8</td> <td>2.6</td> <td>5.0</td> <td>0.5</td> <td>2.9</td> <td>0.6</td> <td>1.2</td> <td>11.4</td> <td>0.6</td> <td>11.6</td> <td><em>f,823</em></td> </tr> <tr> <td>10</td> <td></td> <em>11.6</em><sup></sup><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823</em><br><em>f,823<br/></strong></tr> <!-- More rows for age groups --> ``` <!-- More rows for boys and girls --> <!-- More rows for ethnic group --> <!-- More rows for school year --> <!-- More rows for long-standing illness or disability --> <!-- More rows for experience of bullying --> ``` </tbody> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- More rows for percentages --> <!-- more_rows_for_percentages --> ``` </table> ``` ______________________________________________________________________ - An adolescent is defined as the different types of wounding, robbery, assault with minor injury and assault with injury. All thefts includes theft from the person and other theft of personal property but also theft from inside and outside a dwelling and theft of bicycles where the property stolen or damaged belonged solely to the child respondent. - Crime against the person comprises all violence and thefts (see Section S of the User Guide) plus assault with minor injury and assault with injury. - As the BCS includes children aged between ten and fifteen years old, Year three represents only pupils aged ten and Year eleven only pupils aged fifteen. - Questionnaire design note: The question on long-standing illness or disability was asked in Year four. - See Section S.7 of the User Guide. \<page_number>81\</page_number> ______________________________________________________________________ Table 3.10 Experimental statistics: Proportion of children aged 10 to 15 who experienced victimisation in the last year, by household and area characteristics <table> <thead> <tr> <th></th> <th>All violence<sup>1</sup></th> <th>Violence with injury</th> <th>Violence without injury</th> <th>All thefts<sup>1</sup></th> <th>Thief from the person</th> <th>Other theft of personal property</th> <th>Thief from the dwelling outside the dwelling</th> <th>Bike theft</th> <th>Crime against the person<sup>2</sup></th> <th>Criminal damage to personal property</th> <th>Abuse experienced by children aged 10–15</th> <th>Unweighted base</th> </tr> <tr> <td colspan="13">England and Wales, children aged 10–15, 2016/17 ICS</td> </tr> </thead> <tbody> <tr> <td><strong>ALL CHILDREN AGED 10–15</strong></td> <td>6.9<br>5.1<br>2.1<br>5.4<br>0.7<br>5.1<br>0.5<br>1.2<br>11.4<br>6.4<br>11.7<br>3.849</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td><strong>Structure of household</strong></td> <td>9.4<br>7.0<br>2.8<br>7.1<br>0.9<br>4.2<br>0.6<br>1.7<br>15.6<br>0.7<br>16.0<br>726</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Singles (all ages) (non-parents)</td> <td>6.2<br>4.6<br>1.9<br>5.0<br>0.6<br>2.8<br>0.5<br>1.1<br>10.4<br>0.3<br>10.5<br>3,123</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td><strong>Total household income</strong></td> <td><strong>Less than £10,000</strong><br><strong>$10,000 to $20,000</strong><br><strong>$20,000 less than £30,000</strong><br><strong>$30,000 to $40,000</strong><br><strong>$40,000 less than £50,000</strong><br><strong>$50,000 less than £65,000</strong><br><strong>$65,000 less than £85,000</strong><br><strong>$85,000 less than £125,000</strong><br><strong>$125,000 or more</strong></td> <td><strong>12.5</strong><br><strong>16.6</strong><br><strong>6.5</strong><br><strong>4.4</strong><br><strong>4.9</strong><br><strong>4.9</strong><br><strong>4.3</strong><br><strong>4.3</strong><br><strong>23.8%</strong><br><strong>23.8%</strong><br><strong>-<em style="color: red;">No income stated or not enough information provided.</em></strong></td> <td><strong>2.8</strong><br><strong>3.2</strong><br><strong>5.8%</strong><br><strong>-<em style="color: red;">No income stated or not enough information provided.</em></strong></td> <td><strong>-<em style="color: red;">No income stated or not enough information provided.</em></strong></td> <td>-<em style="color: red;">No income stated or not enough information provided.</em></td> <td>-<em style="color: red;">No income stated or not enough information provided.</em></td> <td>-<em style="color: red;">No income stated or not enough information provided.</em></td> <td>-<em style="color: red;">No income stated or not enough information provided.</em></td> <td>-<em style="color: red;">No income stated or not enough information provided.</em></td> <td>-<em style="color: red;">No income stated or not enough information provided.</em></td> <td>-<em style="color: red;">No income stated or not enough information provided.</em></td> <td>-<em style="color: red;">No income stated or not enough information provided.</em></td> </tr> <tr> ``` <th colspan="13"><u>Tenure</u></th> </tr> <tr> <th colspan="13">Tenure Owners Social renters Private renters</th> </tr> <tr> <th colspan="13">Owners Social renters Private renters</th> </tr> <tr> <th colspan="13">Houses Detached Semi-detached Terraced Flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenures flats/mixed-tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed tenure flat/s mixed te <tr> <th colspan="13"><u>Housing type classification</u></th> </tr> <tr> <th colspan="13">Blue collar communities White collar communities County towns Suburbs Protesting suburbs Contrained by circumstances Typical towns Ruralised areas Urban Rural Not high High Level of physical disorder High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low High Low Hig <tr> <th colspan="13"><u>Employment status (Employment)</u></th> </tr> <tr> <th colspan="13">Full-time employment part-time employment unemployment Unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employed employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employer employe <tr> <th colspan="13"><u>Employment status (Employment)</u></th> </tr> <tr> <th colspan="13">Full-time employment part-time employment unemployment Unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employee employe <tr> <th colspan="13"><u>Employment status (Employment)</u></th> </tr> <tr> <th colspan="13">Full-time employment part-time employment unemployment Unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employment employe <tr> <th colspan="13"><u>Employment status (Employment)</u></th> </tr> <tr> <th colspan="13">Full-time employment part-time employment unemployment Unemployed unemployed unemployed unemployed unemployed unemployed unemployed unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemployment unemploymen <tr> <th colspan="13"><u>Employment status (Employment)</u></th> </tr> <tr> <th colspan="13">Full-time employment part-time employment unemploymen <tr> <th colspan="13"><u>Employment status (Employment)</u></th> </tr> <tr> <th colspan="13">Full-time employment part-time employme <tr> <th colspan="13"><u>Employment status (Employment)</u></th> </tr> <tr> <th colspan="13">Full-time employme <tr> <th colspan="13"><u>Employment status (Employment)</u></th> </tr> <tr> <th colspan="13">Full-time employme tr th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th th ``` ```json [ { "name": "All violence", "value": 6.9 }, { "name": "Violence with injury", "value": 5.1 }, { "name": "Violence without injury", "value": 2.1 }, { "name": "All thefts", "value": 5.4 }, { "name": "Thief from the person", "value": 6.7 }, { "name": "Other theft of personal property", "value": 5 }, { "name": "Thief from the dwelling outside the dwelling", "value": 6 }, { "name": "Bike theft", "value": 2 }, { "name": "Crime against the person", "value": 7 }, { "name": "Criminal damage to personal property", "value": -2 }, { "name": "Abuse experienced by children aged 18–25", "value": -2 }, { "name": "Unweighted base", "value": -2 } ] ``` # Bibliography Botcherby, S., Glen, F., Iganski, P., Jochelson, K. and Lagou, S. (2011) Equality Groups’ Perceptions and Experience of Crime http://www.equalityhumanrights.com/uploaded_files/research/bp4.pdf Chaplin, R., Flatley, J. and Smith, K. (Eds.) (2011) Crime in England and Wales 2010/11: Findings from the British Crime Survey and police recorded crime. Home Office Statistical Bulletin 10/11. London: Home Office. http://www.homeoffice.gov.uk/publications/science-research-statistics/research-statistics/crime-research/chab10/1/ Flatley, J., Kershaw, C., Smith, K., Chaplin, R. and Moon, D. (Eds.) (2010) Crime in England and Wales 2008/9: Findings from the British Crime Survey and police recorded crime. Home Office Statistical Bulletin 12/10. London: Home Office. http://www.homeoffice.gov.uk/publications/science-research-statistics/research-statistics/crime-research/chob12/0/ Garcia, L., McDevitt, J., Gu, J. and Balboni, J. (1999) Psychological and Behavioural Effects of Bias and Non-Bias Motivated Assault. Final Report. National Criminal Justice Reference Service, December 1999, pp. 53–55, 87 and 94–95. Hoare, J., Parfenteh-Hopkins, J., Britton, A., Hall, P., Scribbins, M. (Ed.) and Flatley, J. (Ed.) (2011) Children’s experience and attitudes towards the police, personal safety and public spaces: Findings from the 2009/10 British Crime Survey interviews with children aged 10 to 15. Home Office Statistical Bulletin 08/11. London: Home Office. http://www.homeoffice.gov.uk/publications/science-research-statistics/research-statistics/crime-research/chob81/1/?view=Standard&pubId=D-889898 Home Office (2010) User Guide to Home Office Crime Statistics. London: Home Office. http://www.homeoffice.gov.uk/publications/science-research-statistics/research-statistics/crime-research/user-guide-crime-statistics/?view=Standard&pubId=D-866666 Iganski, P. (2001) Hate Crimes Hurt More. American Behavioral Scientist 45 (4), pp. 626–38. Iganski, P. (2008) Hate Crime and the City. Bristol: Policy Press. Jansson, K. (2006) Black and Minority Ethnic groups’ experiences and perceptions of crime, racially motivated crime and the police: findings from the 2004/05 British Crime Survey. Home Office Online Report 25/06. London: Home Office. http://webarchive.nationalarchives.gov.uk/20110218135832/http://rds.homeoffice.gov.uk/rds/pdfs/dfs03/dsoh2506.pdf Jansson, K., Budd, S., Lovbakke, J., Moley, S. and Thorpe, K. (2007) Attitudes, perceptions and risks of crime: Supplementary Volume 1 to Crime in England and Wales 2006/07. Home Office Statistical Bulletin 19/07. London: Home Office. http://webarchive.nationalarchives.gov.uk/20110218135832/rds.homeoffice.gov.uk/rds/pdfs/07/hostb1907.pdf Moon, D. (Ed.), Flatley, J. (Ed.), Hoare, J., Green, B. and Murphy, R. (2010) Acquisitive crime and plastic card fraud: Findings from the 2008/09 British Crime Survey. Home Office Statistical Bulletin 08/10. London: Home Office. http://webarchive.nationalarchives.gov.uk/20110218135832/rds.homeoffice.gov.uk/rds/pdfs/10/hostb801.pdf \<page_number>83\</page_number> Supplementary Volume 3 to Crime in England and Wales 2010/2011 Salisbury, H., and Upson, A. (2004) Ethnicity, victimisation and worry about crime: findings from the 2001/02 and 2002/03 British Crime Surveys. Home Office Research Findings 237. London: Home Office. http://www.nationalarchives.gov.uk/20110218135832/http://ds.homeoffice.gov.uk/rds/pdfs04/r237.pdf Copies of Home Office publications are available from the Home Office Science internet pages: http://homeoffice.gov.uk/science-research/research-statistics/ \<page_number>84\</page_number>	ENGLISH
2823-pdf	<img>ORR OFFICE OF RAIL AND ROAD logo</img> # Freight Customer Panel 19th May 2016 ## Summary The freight customer panel is part of ORR’s wider commitment to engage directly with freight customers. The panel provides a structured forum for engagement and helps to ensure that our policies and regulatory decisions take into account the commercial environment that freight customers work within. The panel members will assist us by contributing views, expressing opinions and advising us on freight customer interests or issues. This note summarises the main themes and issues that were discussed at the third meeting of the Freight Customer Panel. The meeting was chaired by John Larkinson, Director of Railway Markets and Economics at ORR. ## Themes The panel’s discussion focused on: 1. Hendy and Shaw reviews and the review of ORR 2. Freight customer access contracts and access and management regulations 3. PR18 first consultation 4. Asset sales 5. Update on Highways Monitor activities ## Issues discussed ### Item 1 – Hendy and Shaw reviews and the review of ORR 1. John Larkinson discussed the review of ORR had not led to any fundamental changes in ORR’s role. Areas that the review was currently still looking at: New arrangements for enhancements – DfT and NR have signed a memorandum of understanding defining clear roles but the roles of DfT and ORR are still to be finalised. Rationalisation of ORR’s statutory duties – ORR has 24 statutory duties. If they are amended they would need to be amended by legislation. Modernising the regulatory toolkit – how to regulate a public sector body Closer working with Transport Focus – ORR are currently agreeing a joint work programme with TF. Filling gaps in ORR Board experience – Currently recruiting three non-executive directors. Clearer working arrangements with DfT – A memorandum of understanding will be signed with DfT. 2. John discussed the Shaw review and specifically the route focus with the possibility of a route for the North as well as the idea of a virtual freight route. The panel spoke about the principle concern for freight being that Freight loses out in a route based structure Has the virtual freight director the same authority as a route MD? 3. John went on to talk about the need to have a strengthened system operator function the supports the routes. John also discussed various other functions that do not fit neatly within the routes or the system operator. 4. John discussed the Hendy review and that ORR did not take part in the Hendy prioritisation process but he stated that it will be ORR’s role to help explain the implications of the Hendy review e.g. the financial implications for the next control period. Item 2 – Freight customer access contracts and the ‘new’ access and management regulations 5. Bill Hammill spoke about changes to ORR’s model freight track access contracts, he discussed: The background, which included RDG’s CRRWG and the freight sub-group that had been formed alongside a passenger group to explore the lesser specification of access rights to create greater timetabling flexibilities for Network Rail; the revised freight model track access contract schedules 4 and 5 and Rights Table that was consulted on; and the republished freight/freight customer model track access contracts; and The changes to the freight model contract schedule 5s included flexible window sizes, which may be changed in future under the contract to vary them. ORR’s Freight General Approval is also under review given the changes; and The benefits which included better timetabling solutions through better capacity allocation/utilisation and that a large proportion of new TOC & FOC TACs commence PCD2016; and For all holders of freight access contracts, that the old format Schedule 5 will still apply for TTVRs up to PCD 2016. 6. Bill Hammill briefly discussed the regulations, specifically that: ORR will publish guidance in modular format setting out ORR’s interpretation of the guidance along with separate guidance on competition; ORR wrote to service facility operators on 16 December 2015 identifying certain new access issues which the regulations were proposing and that Network Rail has already issued a Service Provider Information Form for completion; and 7. Annette Eggington briefly spoke about competition and that ORR has power to give directions where they identify discrimination against applicants for access to the rail network, market distortion or undesirable developments in relation to the competitive situation in the rail services markets. Item 3 – PR18 first consultation 8. Chris Hemsley discussed the first consultation document and how it considers the changing context while setting out ORR’s initial proposals for responding to these changes. He also spoke about the upcoming route level operation, system operator, enhancements and outputs working papers. 9. Chris discussed ORR’s proposed priorities and approach around: Route-level regulation; System operation; New ways to treat enhancements; Outputs & performance monitoring; and Cost transparency & improved incentives 10. The panel also discussed the issue of there being limited incentive for private investment. Item 4 – Network Rail asset sales 11. John Larkinson discussed the on-going meetings around potential asset sales and that no decisions on specific sales had been taken yet, although various business cases are being developed by Network Rail. 12. John also spoke about the Hendy ‘package’ and how it assumed £1.8bn of asset proceeds. The working assumption is that this is mainly from commercial estate, freight sites and depots. 13. The panel discussed the issues around the disposal of freight sites including the need for them to be protected for future use. They also spoke about changes Network Rail is proposing on how licence condition processes work, particularly around consultation. John said this was a process change that has no impact on ORR’s decision role. Item 5 - Update on Highways Monitor activities 14. Simon Chapman spoke about Highways Monitor and what had been done over the past 12 months which included setting in the monitoring framework that was now in place and the six month Highways England performance report that has been published. 15. He talked the panel through the Q3 performance and spoke about areas that were on target/ahead of target and the performance indicators that were not on track. 16. Simon also discussed the key workstreams in 2016/2017 which included the RIS2 approach document to be published in December 2016 and the annual stakeholder survey. Item 6 – Any other business 17. It was discussed, and agreed by all, that future freight customer panel sessions need to be longer than two hours in order to allow a fuller discussion.	ENGLISH
4942-pdf	<img>HM Revenue & Customs logo</img> # HM Revenue & Customs ## R85 Helpsheet 2012-13 ### Getting your interest without tax taken off This Helpsheet is for you to use and keep Please do not give or send it to your bank, building society or your HM Revenue & Customs office. Almost everyone who lives in the UK is allowed to earn or receive income of at least £156 each week before tax has to be paid. If your income is below this limit and you have money in a bank or building society account which earns interest, you may be paying tax when you don't have to. To find out if this applies to you (or to an account you look after for someone else), please read this helpsheet and answer the questions. If you do not live in the UK continually, different rules may apply to you. Please phone the helpline to find out more. Children under 18 Children get tax-free income too. But if money given by a parent produces interest of more than £100 a year, the interest will be treated as the income of the parent that gave them the money. First, work out your tax-free allowance <table> <thead> <tr> <td>Your age on 5 April 2013</td> <td>Annual allowance</td> <td>Weekly allowance</td> </tr> </thead> <tbody> <tr> <td>under 65</td> <td>£8,105</td> <td>£156</td> </tr> <tr> <td>65 to 74</td> <td>£10,500</td> <td>£202</td> </tr> <tr> <td>75 or over</td> <td>£10,660</td> <td>£205</td> </tr> </tbody> </table> From the table above, enter the annual allowance that applies to you in box 1 Box 1 E [ ] [ ] [ ] [ ] • O O Married Couple's Allowance Were you, or the person you are married to or in a civil partnership with, born before 6 April 1932? If neither of you were born before this date you are not entitled to Married Couple's Allowance and you should move on to the next box. If one of you was born before this date and: - you are a married man who married before 5 December 2005, or - you are the spouse or civil partner with the higher income and you married or formed a civil partnership on or after 5 December 2005, you may be entitled to Married Couple's Allowance and you should, for the purpose of completing this form only, enter £5,208 in box 2. This is an approximate figure that will help you to decide whether you can complete form R85. If you are later required to make a Self Assessment return or if you make a claim for repayment of tax we will need to calculate your tax precisely. Blind Person's Allowance Are you registered blind with your local authority or completing this form for someone who is registered? If yes, enter £2,100 in box 3. If you live in Scotland or Northern Ireland, your local authority may not keep a register. If this applies to you, please phone the helpline. Total tax-free allowances Add together the amounts in boxes 1, 2 and 3. Enter the total in box 4. Box 4 E [ ] [ ] [ ] [ ] • O O Turn the page to work out your annual income R85 Helpsheet \<page_number>Page 1\</page_number> HMRC 04/12 Your annual income If you are not sure what counts as income, please go to our website or phone our helpline on 0845 980 0645. If you are not sure whether income from your National Savings and Investments (NS&I) should be included, please go to the NS&I website at www.nsandi.com or phone the helpline. <table> <thead> <tr> <td>State Pension - your weekly entitlement x 52</td> <td>Annual amount</td> </tr> </thead> <tbody> <tr> <td>Do not include any Pension Credit or any State Pension lump sum</td> <td>E □□□□·□□</td> </tr> <tr> <td>Other pensions for example, from a previous employer</td> <td>E □□□□·□□</td> </tr> <tr> <td>Pay from employment or profits from working for yourself</td> <td>E □□□□·□□</td> </tr> <tr> <td>Jobseeker's Allowance and taxable incapacity Benefit</td> <td>E □□□□·□□</td> </tr> <tr> <td>Do not include any Working Tax Credit or Child Tax Credit or any payments of social security benefits such as Child Benefit or Attendance Allowance</td> <td>E □□□□·□□</td> </tr> <tr> <td>Interest from banks and building societies - include the amount before tax was taken off. This is the gross amount of interest. Do not include ISA interest. If you have a joint account, only include your share</td> <td>E □□□□·□□</td> </tr> <tr> <td>Other taxable income - you should include company dividends. You should not include Student Loans</td> <td>E □□□□·□□</td> </tr> <tr> <td>Total annual income</td> <td>Box 5 E □□□·□□</td> </tr> <tr> <td>Enter your total income in box 5</td> <td></td> </tr> </tbody> </table> Getting your interest without tax taken off Is the figure in box 5 less than the figure in box 4 on page 1? Yes ☐ No ☐ If Yes, please complete form R85 and hand it to your bank or building society. You will then receive your interest without tax being taken off. If No, please do not complete form R85 as you are not eligible to receive interest in this way. Form R85 Getting your interest without tax taken off If you calculate that your annual income is lower than your tax-free allowances you should complete form R85 Getting your interest without tax taken off, which came with this helpsheet. By completing form R85 you are telling your bank or building society that you do not have to pay tax. If your income goes up and therefore, that you should start paying tax, you must contact your bank or building society with whom you have an account. It is not their responsibility to check that the information you have given on form R85 is true or up-to-date. Please note however that we may check the information you have given. If you open a new account you will need to complete another form R85. If your bank or building society has already taken tax off your interest in this tax year 2012-13, which runs from 6 April 2012 to 5 April 2013, they may be able to repay it to you. Helpline 0845 980 0645 Typetalk is available using prefix number 18001 For our opening hours go to www.hmrc.gov.uk or phone us. Further information If you need help or further information about getting interest without tax taken off, please phone the helpline. We can provide this helpsheet or form R85 in a different format if you ask us to. For example, Braille, audio or large print. \<page_number>Page 2\</page_number>	ENGLISH
4158-pdf	Appendix A Dietary data collection and editing for Year 9 of the NDNS RP A.1 Diary methodology This appendix provides an overview of the methodology of dietary data collection and editing for Year 9 of the NDNS RP. An overview of the methodology for Years 1 to 8 is provided in previous reports. Most aspects of the survey methodology remained consistent across fieldwork years; key changes are discussed in the respective reports. Previous NDNS assessed diet using weighed records of several days duration, 7 days for adults aged 19 to 64 years\* and young people aged 4 to 18 years† and 4 days for children aged 1.5 to 4.5 years‡ and people aged 65 years and over.‡ Since weighed records incur considerable burden for participants, the decision was made to change the method to 1 with lower participant burden for the new RP. Prior to the start of the NDNS RP in 2008, a comparison study was carried out in 2007 to compare 2 potential methods: 4 repeat 24-hour recalls and a 4-day estimated diary§ for 1,067 individuals aged 4 years and over. Half the sample participated in interviewer-administered 24-hour recalls (repeated on 4 non-consecutive days) and half kept a 4-day estimated (unweighed) diary on consecutive days. The NDNS Project Board considered the findings and decided that the 4-day estimated diary would be the dietary assessment method used in the NDNS RP because: - response rates for the 2 methods were similar: 47% for the estimated diary and 49% for the 24-hour recall - there was no evidence in the scientific literature of major differences between the methods - the diary was considered on balance to be a more flexible and adaptable method to cover the wide population age range in the survey. In particular it was thought to be more suitable for young children who may have more than 1 carer National Diet and Nutrition Survey Years 1 to 9 of the Rolling Programme (2008/2009 – 2016/2017): Time trend and income analyses \<page_number>1\</page_number> The diary method is widely used in the UK, in large studies such as the MRC National Survey of Health and Development (NSHD) (1946 British Birth Cohort), the EPIC Norfolk study, the UK Women's Cohort Study in Leeds and the Avon Longitudinal Study of Parents and Children (ALSPAC) cohort. A.2 Method For the NDNS RP, several versions of the diary were developed for different age groups: - an A5 diary for adults – also available in A4 size for those with vision or writing difficulties - an A4 diary for children - an A5 diary for toddlers to be completed by adults Each version included example pages appropriate to the age group to show how to complete the diary and how much detail to include. For children aged 11 years or younger, a parent/carer was asked to complete the 4-day diary with help from the child as appropriate. Children aged 12 years and older were asked to complete the diary themselves but details were confirmed with others, where necessary. Participants were asked to record food and drinks consumed both at home and away from home, and were therefore asked to take the diary with them when away from home. For young children, who regularly consume meals away from home, a carer pack is issued which consists of 4 separate recording sheets and an information leaflet. A teacher, childcareminder or friend’s parent, for example, might then complete parts of the diary for the child. Interviewers undertook 3 visits with each participant. At the first visit, the interviewer placed the diary. The second was a brief visit to check for compliance, answer questions or deal with problems and review the diary to identify and edit possible omissions and missing detail. In certain circumstances, a telephone call could be made in place of a home visit. The third visit was to collect the diary and again review and edit possible omissions. This final visit took place no later than 3 days after the last diary day. Participants were asked to keep a record of everything eaten or drunk over four consecutive days. If a household contained 2 participants, both participants were assigned the same diary days. When placing the diary, interviewers followed a protocol to explain the method, taking participants through the different sections including the instruction page, how to describe details of food and drink and portion sizes and an example day. The adult diary provided photographs of 10 frequently consumed foods as small, National Diet and Nutrition Survey Years 1 to 9 of the Rolling Programme (2008/2009 – 2016/2017): Time trend and income analyses \<page_number>2\</page_number> medium and large portion sizes which participants could use for identical or similar foods. Otherwise they were asked to record portion sizes in household measures (e.g. 1 tablespoon of baked beans, 1Kit Kat (2 fingers)), or for packaged foods to note the weight indicated on the packet. The child and toddler diaries did not include photographs of foods so all portion sizes were recorded in household measures or weights from packaging. To improve the accuracy of the estimation of portion sizes for children, use of a food photograph atlas designed specifically for young people\* was piloted in Quarter 2 of Year 3. From Year 4, the atlas was introduced fully into the NDNS HP. Ten different foods were included with the majority of foods displayed as 7 as ‘served’ portions and 7 ‘leftover’ portions (table A.1). Most photographs could be used to estimate amounts for other foods in addition to the actual foods shown e.g. rice could also be used for couscous. These alternatives were listed on a separate card - the Equivalent Foods List (EFL). Participants were instructed to record portion sizes in household measures as usual. For those aged under 16 years, the interviewer used an age-appropriate atlas when reviewing the diary, asking the participant or their parent to select a photo for each food that appeared in the atlas or on the EFL. The photo reference number was then written in the diary alongside the original household measure. Interviewers did not query the photo chosen even if it appeared to conflict with the household measure but they could comment in an evaluation form if they had any concerns. ______________________________________________________________________ \* Newcastle University carried out extensive work developing food atlases containing age-appropriate photographs to be used as a tool for estimating portion sizes in children. In 2007, the Food Standards Agency commissioned work for testing the photographs in a real life setting. Three atlases for three different age groups were developed and validated in 315 children aged between 3-18 years old (mean age 9.5 years) (Foster et al., 2008). Of these, only two atlases (for young children) were asked to keep a 4-day weighed diary. An interview took place on the day after the final day of diary recording (day 5) when both the child and parent/carer were asked to estimate portion size served and leftover for each food item using the food photographs in the atlas. The atlas performed well at the group level, producing mean estimates of both portion size for each food item and total daily intake that were within 10% of those reported in the food diaries. Looking at the accuracy of portion size estimates using the atlas photographs on day 1 compared with day 4, there was no significant difference, i.e. the 4-day gap between day 1 of recording and the interview had no impact on accuracy of estimates. Foster, E., Matthews, J. N. S., Lloyd, J., Marshall, L., Mathers, J. C.M., Nelson, M., Wrieden, W. L., Cornelissen, P., Harris, J., and Adamson, A. J. (2008) The development and evaluation of three portion size assessment tools for use with children. Br J Nutr 99: 175-184. National Diet and Nutrition Survey Years 1 to 9 of the Rolling Programme (2008/2009 – 2016/2017): Time trend and income analyses \<page_number>3\</page_number> Table A.1 List of foods in the food photograph atlas \| Rice krispies \| Baked beans \| \|---\|---\| \| Cornflakes \| Broccoli, boiled \| \| Rice \| Carrots \| \| Pasta (no sauce) \| Peas \| \| Cheddar cheese \| Chips \| In the diaries, leftovers were not recorded separately; participants were asked to take into account leftovers when recording how much they consumed. As a prompt for this, a question at the end of each diary day asked participants whether they had finished all the food and drink they recorded that day. Leftovers tend to be more common with children and a major strength of the food photograph atlas was that each food had a set of leftovers photos. When participants or their parents were asked to select a photo, they were asked to select 1 for the amount ‘served’ and 1 for the amount ‘leftover’. Participants recorded brand names for foods wherever possible and were asked to collect the food label information/wrappers for any unusual foods and ready meals consumed to help coders identify or clarify items. For homemade dishes, participants were asked to record on a separate page in the diary the individual ingredients and quantities for the whole dish along with a brief description of the cooking method and how much of the dish they had consumed. In addition to details of what and how much was eaten, participants recorded for each eating occasion; where they were, who they were eating with, whether they were watching TV, and/or sitting at a table. After each day, participants recorded if their intake was typical for that day (and if not, the reason why) and details of any dietary supplements taken. The diary also contained a series of questions about usual eating habits (for example, type of milk or fat spread usually consumed) to facilitate coding in cases where details were omitted in the diet record. A.3 Dietary data processing Diaries were returned from the field to be coded by trained coders and editors. Food intakes were entered into a modified version of the Medical Research Council Elsie Widdowson Laboratory (MRC EWL)’s dietary assessment system DINO (Diet In Nutrients Out), an all-in-one dietary recording and analysis system. National Diet and Nutrition Survey Years 1 to 9 of the Rolling Programme (2008/2009 – 2016/2017): Time trend and income analyses \<page_number>4\</page_number> analysis system written in Microsoft Access.¹³ The food composition data used was Public Health England (PHE)'s NDNS Nutrient Databank (NDB);⁵ this was incorporated into the DINO system. Coders attempted to match each food or drink item recorded in the diary with a food code and a portion code from DINO. For composite items which could be split into their component parts, for example sandwiches, each individual component was assigned. If an item had been recorded and there was no suitable code in DINO or there was insufficient detail to code the food, the entry was flagged as a query. Within DINO, each food code is linked to appropriate portion size descriptors, such as a tablespoon for rice or pasta, which are then linked to the correct weight for that descriptor. So if a participant described their food using household measures, coders would be automatically able to select the appropriate portion size descriptor. If the portion size was described as a weight, the weight would be entered directly into DINO in grams. Weights for manufactured products such as ready meals, confectionery, crisps etc. were taken from manufacturer or retailer websites. A similar approach was used for items from fast food and similar outlets. The FSA Food Portion Sizes book¹⁴ provided weights for unprocessed foods such as fruit and vegetables and a reference for manufactured items when no other data was available. It also provided weights for small, medium and large portions of typical dishes for adults. For children, age-appropriate portions were used based on the analysis of portion sizes consumed in previous NDNS which were collected using weighed records.¹⁵ For foods consumed at primary and secondary school, portion sizes were taken from data collected from school meal surveys.¹⁶ If necessary, a food would be purchased and weighed. If portion sizes were missing, the entry was flagged as a query. For children, if a photo reference atlas number had been recorded in the diary alongside the household measure, the coder looked up the corresponding weight in grams of the food in the photograph and also entered this weight into DINO. If a food item had both an atlas and non-atlas (i.e. from a household measure) weight, then it was the atlas weight that was used to calculate food consumption and nutrient intake data. Coders checked all atlas ¹³ The first 4 years of the NDNS RP were commissioned by the UK Food Standards Agency (FSA) in 2006 with a contribution to funding from the Department of Health (DH) in England. Responsibility for nutrition policy in England transferred from FSA to DH on 1 October 2010. Management of the NDNS RP contract, including management of the NDNS Nutrient Databank (NDB), also transferred to DH at this time. From 1 April 2013, responsibility for the NDNS RP transferred from DH to NDB, transferred to the Department's Executive Agency, Public Health England (PHE). The survey is now jointly funded by PHE and FSA. National Diet and Nutrition Survey Years 1 to 9 of the Rolling Programme (2008/2009 – 2016/2017): Time trend and income analyses \<page_number>5\</page_number> entries in the diary to ensure that an age-appropriate atlas had been used and that a suitable photograph had been selected. Where the coder could not resolve the food or portion consumed, the entry was flagged as a query for action by an editor who had greater nutrition knowledge and experience. The editors assigned appropriate codes for all flagged food and portion codes and checked any other queries raised by the coders. In general, where details for the coding of foods were missing, formally agreed default codes were used, such as for the type of milk in tea or coffee in a café, or lasagne eaten at a restaurant. Where portion sizes were missing, an estimate was made using the same weight if the food was consumed on another dietary day, or a portion size consistent with the participant's usual consumption (e.g. small, medium or large), or an age-appropriate average portion. For new products not in DINO, editors visited supermarkets or contacted the manufacturer to obtain information on nutrient content in order to decide whether a new food code was needed. This decision was based on nutritional composition compared to that of existing codes, as well as the frequency of consumption and was made in conjunction with PHE. 16 If a new food code was required, the nutrient content was entered into the NDB. If a portion was used but there was no corresponding portion code on DINO, a new portion code was created using either a weight from an equivalent food, or the food item was weighed and the weight entered into DINO for future use. In the case of school meals, school caterers were contacted for information about the nutrient content and portion size of dishes. Where a participant consumed a homemade recipe, each individual food item was linked with the food group of the recipe. DINO has the capability to report on these foods both at the recipe level and food level, providing a clearer picture of consumption of components like meat, fish, fruit and vegetables. At the start of the NDNS RP this approach meant that it was possible to reduce the number of foods in the NDB by more than 4,000, to contain over 5,000 food codes, as there was no longer a need to hold numerous variations of the same dish. Having fewer food codes has improved coding efficiency and consistency. For homemade dishes where a recipe had been recorded, the ingredients were entered individually using the appropriate cooked food codes, and all the codes for the dish were allocated to a recipe food group according to the type of dish. The weight of each cooked ingredient was calculated using the raw weights recorded by the participant, a weight change factor for the whole dish (from a comparable recipe in McCance and Widdowson's The Composition of Foods series¹¹) and the weight of the portion consumed. Where the food was National Diet and Nutrition Survey Years 1 to 9 of the Rolling Programme (2008/2009 – 2016/2017): Time trend and income analyses \<page_number>6\</page_number> stated as homemade but there was no recipe given, a standard homemade recipe food code was chosen. A.4 Quality control At the start of the coding process, editors checked 10 complete diaries for each coder and gave them individual feedback on their work. Additional training and feedback was provided if required. During the coding process, editors undertook a further 100% check of all food and portion code entries of one diary per coder for each fieldwork month. Portion code errors (selecting the wrong portion size descriptor in DINO or entering an incorrect weight) were more common than selecting the wrong food code. Where errors were found they were corrected. These checks ensured that error rates were monitored for all the coders working on the project and helped identify any coding issues. All of the entries flagged as a query by the coders were categorised into 8 query types, such as food code or portion code not available in DINO, recipes, missing or insufficient detail to code food or portion (shown in table A.2). <table> <tr> <td>Type of diet diary coding query</td> <td>% of all queries<sup>a</sup></td> </tr> <tr> <td>Food code not available in DINO</td> <td>69</td> </tr> <tr> <td>Portion code not available in DINO</td> <td>12</td> </tr> <tr> <td>Missing/insufficient detail to code portion</td> <td>11</td> </tr> <tr> <td>Missing/insufficient detail to code food: eaten away from home/prepared outside catering unit</td> <td>4</td> </tr> <tr> <td>Missing/insufficient detail to code food: NOT eaten away from home/prepared outside catering unit</td> <td>5</td> </tr> <tr> <td>Other: including queries related to non-nutrition fields such as place, who with etc.</td> <td>0<sup>b</sup></td> </tr> <tr> <td>Recipe - Missing ingredients/insufficient detail to code food</td> <td>1</td> </tr> <tr> <td>Recipe - Missing amounts</td> <td>0</td> </tr> </table> - Percentages do not add up to 100 due to rounding <sup>b</sup> Less than 0.5% At the end of coding and editing a series of data checking procedures were performed. Initial checks were carried out to highlight any missing data fields, such as incomplete eating context or nutrient variables, followed by a feasibility check of the maximum and minimum portion sizes entered within National Diet and Nutrition Survey Years 1 to 9 of the Rolling Programme (2008/2009 – 2016/2017): Time trend and income analyses \<page_number>7\</page_number> each subsidiary food group. Final quality checking was performed using each participant’s mean energy and nutrient intake (all reported nutrients) over the diary period. Extreme intakes were considered as 3 SD from the mean and all entries in this region were checked against the diary. All errors found were corrected to their appropriate entry as reflected by the diary entry. Intakes as a percentage of the dietary reference value for each nutrient were also calculated. For selected nutrients, if a participant’s intake fell outside the 2.5 and 97.5 percentile ranges for their age/sex group, as based on previous NDNS data, they were flagged and checked against the diaries. If results outside the reference range were due to data entry errors then these were also corrected. Those values that were identified as outside the 2.5 - 97.5 percentile range during the data checking process but were not found to be due to data entry errors, were left in the dataset as they reflect actual consumption by participants. A.4.1 Modifications to the NDNS Nutrient Databank (NDB) Intakes of nutrients were calculated from the food consumption records using a specially adapted NDB, which was originally developed by the Ministry of Agriculture, Fisheries and Food (MAFF) for the Dietary and Nutritional Survey of British Adults, and subsequently updated for the NDNS surveys of children aged 1.5 to 4.5 years, people aged 65 years and over, and young people aged four to 18 years. Ownership of the NDB transferred to the FSA where it was updated for the NDNS of adults aged 19 to 64 years, the Low Income Diet and Nutrition Survey of England and prior to commencing the NDNS RP. For Year 9 of the NDNS RP the NDB has been maintained by PHE and MRC EWL. Each food on the NDB has values assigned for 54 nutrients and energy. The nutrient values assigned to the food codes are based on data from PHE’s programme of nutrient analysis of foods as well as nutritional information provided on food labels. All data were carefully evaluated before being incorporated into the NDB. In order to calculate nutrient intakes from food consumption data it is important that there are no missing values in the databank. Where reliable information was not available for some nutrients, values for such foods were obtained by extrapolating from data for similar foods. For homemade dishes and manufactured products, nutrients were calculated from their constituents using a computer recipe program that allows adjustments to be made for weight and vitamin losses on cooking. <sup>6</sup> Nutrients for which range checks were run: total energy, fat, saturated fat and NMES (all as a percentage of total energy) and fibre, thiamin, vitamin C, folate, iron, calcium, zinc and copper. National Diet and Nutrition Survey Years 1 to 9 of the Rolling Programme (2008/2009 – 2016/2017): Time trend and income analyses \<page_number>8\</page_number> In the NDNS RP, it is essential that the NDB is up-to-date and, as far as possible, reflects the nutrient composition of the food supply for each year reported. Each year a programme of updates and revisions are made to the NDB, which are carried out by PHE[1] and MRC EWL, so that the database is up-to-date and, as far as possible, reflects the nutrient composition of the food supply for each survey year reported. Updating of the NDB includes the addition of new foods as well as revision of nutrient composition of existing foods, either at food group level following a programme of reanalysis, or to take account of reformulation by manufacturers and changes in fortification practices. Therefore the same foods may have a different composition for some nutrients in one year of the RP compared to the next. Table A.3 summarises the updates to the NDB that have taken place for Year 9. Currently, the NDB contains over 5,500 foods and drinks, including manufactured products, homemade recipe dishes and dietary supplements. Table A.3 Updates to the NDB in NDNS RP Year 9 Reviews of manufacturers'/label data Breakfast cereals Yogurts, fromage frais and other dairy desserts Ice Cream Puddings Soft drinks Sugar preserves and sweet spreads Pizza Potato products Eggs and egg dishes Following the definition and recommendations for sugars and fibre being revised in the SACN Carbohydrates report[2], published in 2015 data for 2 new nutrient variables; free sugars and AOAC fibre were introduced into the NDB for Year 8 and retrospectively for all survey years dating back to Year 1, replacing NMES and NSP. Details of the methodology for determining free sugars and AOAC fibre values in the NDNS RP are provided in appendix AA of this report. A.4.2 Disaggregation of composite dishes At the beginning of the RP the NDB contained many composite food codes, which comprised 2 or more ingredient components and related either to purchased or homemade dishes. For some food groups it is important to quantify those foods eaten as part of composite dishes, as well as their discrete portions, to provide more accurate estimates of total amounts consumed at an individual food level. For example, carrots may be eaten as National Diet and Nutrition Survey Years 1 to 9 of the Rolling Programme (2008/2009 – 2016/2017): Time trend and income analyses \<page_number>9\</page_number> an accompaniment to a main meal, but they may also be consumed as an ingredient within a stew, together with additional vegetables such as onions and celery. In order to determine the total intakes of fruit and vegetables, meats, and fish, a project was undertaken during Year 1 of the RP to retrospectively disaggregate all pre-existing food codes in the NDB.\\textsuperscript{20} A number of categories for these food types were determined and all foods containing any of these food types (n=3,030) were systematically disaggregated into their components. Following this initial project new food codes are disaggregated prospectively as they are added to the NDB. The proportion of the composite dish which comprised fruit, vegetable, meat or fish subgroups was determined using a number of sources of information, such as: - manufactured product information - standard recipes from McCance and Widdowson’s “The Composition of Foods” series\\textsuperscript{21} - homemade recipes from participants’ food diaries - haem iron data to estimate meat content when other recipe details were not available - vitamin A content to estimate tomato puree content in condiments and sauces - fructose content to calculate proportions of fresh and dried fruit in some food codes - dishes containing dried vegetables, such as dehydrated soups, were scaled up in relation to water content Disaggregated data allows the estimation of total intakes of fruit, vegetables, meat and fish in the NDNS RP, including the contribution from composite dishes. A.4.3 Calculation of 5 A Day using disaggregated data One of the estimates required for reporting is the intake of fruit and vegetables, specifically how participants compare to the recommendations to eat 5 A Day.\\textsuperscript{22} The information on the fruit and vegetable content of each disaggregated food code was used to calculate the number of portions of fruit and vegetables consumed for each participant aged 11 years and over, using a portion weight of 80 grams (150 grams for fruit juice). In line with the 5 A Day criteria\\textsuperscript{23} fruit juice and smoothies\\textsuperscript{a}\\textsuperscript{23} combined and pulses (including baked beans) were included in the calculation up to a maximum of 1 portion per day each. The calculations included the fruit and vegetable content of \\textsuperscript{a} The calculation for smoothies changed for Year 9 due to a change in advice in 2016. National Diet and Nutrition Survey Years 1 to 9 of the Rolling Programme (2008/2009 – 2016/2017): Time trend and income analyses \<page_number>10\</page_number> foods such as meat, fish, pasta, rice and egg dishes, pizza, breakfast cereals, yogurts and dairy desserts and soups. Puddings and fruit pies were also included as these can contain significant amounts of fruit. However, it was decided to exclude other foods that fell into the ‘high fat/ high sugars’ segment of the Eatwell Guide\\textsuperscript{23} from the 5 A Day calculations on the grounds that healthy eating advice is to reduce consumption of foods in this group, so it would not be appropriate to include their fruit and vegetable content in the 5 A Day estimates. Therefore the fruit and vegetable content of the following food groups was excluded from the estimates: - soft drinks (57A, B and C, 58A, B, and C) - confectionery (43R and 44R) - cakes (including fruit cake) and biscuits (7A, 7B, 8D and 8E) - sugar, preserves (including jam) and sweet spreads (41A, 41B, 41R) - savoury snacks (42R) - ice cream (53R) The calculation of 5 A Day portions was performed as follows: - daily consumption of fruit juice (from 100% fruit juice) and smoothies\\textsuperscript{d} was limited to 150g – 1 portion - daily consumption of baked beans and other pulses was limited to 80g per portion - daily consumption of dried fruit was multiplied by 3 to account for effects of drying\\textsuperscript{e} - daily consumption of tomato puree was multiplied by 5 to account for effects of concentration\\textsuperscript{f} - total weight of fruit and vegetables (including the weights of baked beans and other pulses, dried fruit and tomato puree, modified as above) was divided by 80 to arrive at the number of fruit and vegetable portions - fruit juice (from 100% fruit juice) and smoothies were divided by 150 to arrive at the number of portions of fruit juice/smoothies\\textsuperscript{g} - the number of fruit and vegetable portions and the number of portions of fruit juice/smoothies were added to give total 5 A Day portions 5 A Day portions were not calculated for children aged 10 years and younger. The 80g portion weight used in the calculation for adults and children aged 11 \\textsuperscript{d} Dried fruit is multiplied by 3 to ensure that it is comparable to non-dried fruit on the basis of their respective micronutrient contents. \\textsuperscript{e} Tomato puree is multiplied by 5 to ensure that it is comparable to canned tomatoes on the basis of their respective carotene contents. For example, 10g tomato puree and 50g canned tomatoes would provide approximately the same amount of carotenes (178.4µg and 181µg respectively). \\textsuperscript{f} The calculation for smoothies changed for Year 9 due to a change in advice in 2016. National Diet and Nutrition Survey Years 1 to 9 of the Rolling Programme (2008/2009 – 2016/2017): Time trend and income analyses \<page_number>11\</page_number> years and over is likely to be too large for younger children but there are few data on which to base the choice of a lower portion weight for this age group. A.5 Dietary feedback to participants Participants who completed 3 or 4 diary recording days were asked whether they would like to be sent feedback on the analysis of their diary and how this compared with dietary recommendations. The feedback consisted of the participant’s average daily energy intake and graphs of intake for 8 different nutrients (total fat; saturated fat; non-milk extrinsic sugars (NMES);\\textsuperscript{1,2} dietary fibre (as non-starch polysaccharide (NSP));\\textsuperscript{24} vitamin C; folate; calcium; and iron), each of which showed the average daily intake, based on the participant’s diet over the diary recording period. The graphs also highlighted the UK guideline intake for the nutrient and the range of observed intakes for the participant’s age group from previous NDNS results so that participants could compare their intake with other people of the same age and sex. The feedback also included general information on sources of healthy eating advice. \\textsuperscript{1} National Diet and Nutrition Survey: Results from Years 1,2,3 and 4 (combined) of the Rolling Programme (2008/2009 – 2011/2012). [Internet]. Available from: www.gov.uk/government/statistics/national-diet-and-nutrition-survey-results-from-years-1-to-4-combined-of-the-rolling-programme-for-2008-and-2009-to-2011-and-2012 \\textsuperscript{2} National Diet and Nutrition Survey: Results from Years 5 and 6 (combined) of the Rolling Programme (2012/2013 – 2015/2016). [Internet]. Available from: www.gov.uk/government/statistics/ndns-results-from-years-5-and-6-combined \\textsuperscript{3} National Diet and Nutrition Survey: Results from Years 7 and 8 (combined) of the Rolling Programme (2014/2015 – 2019/2020). [Internet]. Available from: www.gov.uk/government/statistics/ndns-results-from-years-7-and-8-combined \\textsuperscript{4} Henderson L, Gregory J, Irving K, Swain G. National Diet and Nutrition Survey: adults aged 19 to 64 years. Volume 1: Types and quantities of food consumed. London: TSO, 2002. Henderson L, Gregory J, Irving K, Swain G. National Diet and Nutrition Survey: adults aged 19 to 64 years. Volume 2: Energy, protein, carbohydrate, fat and alcohol intake. London: TSO, 2002. Henderson L, Irving K, Gregory J, Bates CJ, Prentice A, Perkins J, Swan G, Farron M. National Diet and Nutrition Survey: adults aged 19 to 64 years. Volume 3: Vitamin and mineral intake and urinary analyses. London: TSO, 2003. \\textsuperscript{5} SACN Carbohydrates and Health report published in 2015 recommended that the definition for “free sugars” be adopted in the UK and the population average intake of free sugars should not exceed 5% of total dietary energy for those aged 2 years and over. However, dietary feedback has reported NMES intake to participants for Year 9. \\textsuperscript{6} SACN Carbohydrates and Health report published in 2015 included recommendations for fibre intake for those aged 2 years and over. The DRV for the average adult population intake of fibre is 30g per day per defined using the AOAC method of analysis which equates to 23.1g per day NSP; an increase from the previous 18g per day recommendation. However, dietary feedback has reported NSP intake to participants for Year 9. National Diet and Nutrition Survey Years 1 to 9 of the Rolling Programme (2008/2009 – 2016/2017): Time trend and income analyses \<page_number>12\</page_number> Rustin D, Hoare J, Henderson L, Gregory J, Bates CJ, Prentice A, Birch M. National Diet and Nutrition Survey: adults aged 19 to 64 years. Volume 4: Nutritional status (anthropometry and blood analyses), blood pressure and physical activity. 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BMJ (Nurs) 77(6): 833-51. <sup>9</sup> Briggs S., Hinds K., Woodhead J., McTigue M., Jones S., Hulme R., Rushton S., Ruben R., Oakes S., Khaw K.T., Wareham N. and Day N. E. (2001). Nutritional methods in the European Prospective Investigation of Cancer in Norfolk. Public Health Nutr 4: 847-58. <sup>10</sup> Cade J., E., Burley V., J. and Greenwood D. C. (2004). The UK Women’s Cohort Study: comparison of vegetarian-, fish-eaters and meat-eaters. Public Health Nutr 7: 871-8. <sup>11</sup> Glynn A., Hinds K., Rees P., Rutter M., et al (2003). Dietary nutrient intakes of a population sample of 7-year-old children in the south-west of England in 1999/2000 - what difference does gender make? J Hum Nutr Diet Int 18: 7-19. <sup>12</sup> Fitt E., Cole D., Ziaudeedeen N., Pell D., Stickley E., Harvey A. and Stephen A.M. (2015). DINO (Diet In Nutrients Out): An integrated dietary assessment system. Public Health Nutr 18(2): 233-41. <sup>13</sup> Food Standards Agency (2002) Food portion sizes, 3rd edition. London: TSO. <sup>14</sup> Wynned L.W., Longbottom PJ and Barton KL. Children’s food portion sizes: Estimation of portion sizes for children of different ages. Final technical report to the Food Standards Agency. London: Food Standards Agency; 2003. <sup>15</sup> Hawel Davies O’, Sullivan S’, Nicholas J’, Bradbury J’, Misebele S’, Prior G’, Hall I’, Wreford S’, Jarvis P’. (2006). School meals production weights in primary and secondary school lunches in England. J Hum Nutr Diet Int 21 p6-65. <sup>16</sup> Food Standards Agency (2002) McCance and Widdowson’s The Composition of Foods, Sixth summary edition. Cambridge: Royal Society of Chemistry. <sup>17</sup> Gregory J., Foster K., Tyler H., Wiseman H. The Dietary and Nutritional Survey of British Adults; London: HMSO; 1990. <sup>18</sup> Newton R.J., Church S., Boshier T. (2007). Low Income Diet and Nutrition Survey. Volume 2: Food Consumption. Nutrient intake. London; TSO. <sup>19</sup> Fitt E., Mak TN, Stephen AM, Pryne C, Roberts C, Swan G & Farron-Wilson M. (2010) Disaggregating composite food codes in the UK National Diet and Nutrition Survey food composition databank. Eur J Clin Nutr 64: S32-S36. <sup>20</sup> McCance and Widdowson’s The Composition of Foods integrated dataset [Internet]. Available from: www.gov.uk/government/publications/composition-of-foods-integrated-dataset-cofid. <sup>21</sup> Department of Health A DAY programme.[Internet]. Available from: National Diet and Nutrition Survey Years 1 to 9 of the Rolling Programme (2008/2009 – 2016/2017): Time trend and income analyses \<page_number>13\</page_number> www.nhs.uk/Livewell/5ADAY/Pages/5ADAYhome.aspx \\textsuperscript{23} [Internet]. Available from: www.gov.uk/government/publications/the-eatwell-guide. \\textsuperscript{24} SACN Carbohydrates and Health report published in 2015. [Internet]. Available from: www.gov.uk/government/publications/sacn-carbohydrates-and-health-report. National Diet and Nutrition Survey Years 1 to 9 of the Rolling Programme (2008/2009 – 2016/2017): Time trend and income analyses \<page_number>14\</page_number>	ENGLISH
2520-pdf	Earth Syst. Sci. Data Discuss., 8, 83–112, 2015 www.earth-sys-scidata-discuss.net/8/B3/2015/ doi:10.5194/esd-8-B3-2015 © Author(s) 2015. CC Attribution 3.0 License. This discussion paper is/has been under review for the journal Earth System Science Data (ESSD). Please refer to the corresponding final paper in ESSD if available. CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller, M. Tanguy, I. Prosdocimi, J. A. Terry, O. Hitt, S. J. Cole, M. Fry, D. G. Morris, and H. Dixon NERC Centre for Ecology & Hydrology, Maclean Building, Benson Lane, Crowmarsh Gifford, Wallingford, Oxon, OX10 8BB, UK Received: 11 December 2014 – Accepted: 2 January 2015 – Published: 27 January 2015 Correspondence to: M. Tanguy (malgu@ceh.ac.uk) Published by Copernicus Publications. <watermark>Open Access Earth System Science Data Discussions</watermark> ESSDD 8, 83–112, 2015 Title Page Abstract Data Provenance & Structure Tables Figures Discussion Paper CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion <img>Logo with "ESD" and "ESD" in a circle</img> \<page_number>83\</page_number> Abstract The Centre for Ecology & Hydrology – Gridded Estimates of Areal Rainfall (CEH-GEAR) dataset was developed to provide reliable 1 km gridded estimates of daily and monthly rainfall for Great Britain (GB) and Northern Ireland (NI) (together with approximately 3500 km$^2$ of catchment in the Republic of Ireland) from 1890 onwards. The dataset was primarily required to support hydrological modelling. The rainfall estimates are derived from the Met Office collated historical weather observations for the UK which include a national database of raingauge observations. The natural neighbour interpolation methodology, including a normalisation step based on average annual rainfall, was used to generate the daily and monthly rainfall grids. To derive the monthly estimates, rainfall totals from monthly and daily (when complete month available) read raingauges were used in order to obtain maximum information from the raingauge network. The daily grids were adjusted so that the monthly grids are fully consistent with the daily grids. The CEH-GEAR dataset was developed according to the requirements of the UK Hydrological Modelling System (UKHMS). The CEH-GEAR dataset contains 1 km grids of daily and monthly rainfall estimates for GB and NI for the period 1890–2012. For each day and month, CEH-GEAR includes a secondary grid of distance to the nearest operational raingauge. This may be used as an indicator of the quality of the estimates. When this distance is greater than 100 km, the estimates are not calculated due to high uncertainty. CEH-GEAR is available free of charge for commercial and non-commercial use subject to licensing terms and conditions. doi:10.5285/5dc179dc-f692-49ba-9326-a6893a503f6e. 1 Introduction Estimates of areal daily or monthly rainfall over extended periods are often required for hydrological purposes such as catchment management of water resources (e.g. ESSDD 8, 83–112, 2015 CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. Title Page Abstract Data Provenance & Structure Tables Figures Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion \<page_number>84\</page_number> Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Young et al., 2003), catchment modelling (e.g. Bell et al., 2013; Young et al., 2006), peak flow estimation (e.g. Prosdocimi et al., 2014), and groundwater recharge (e.g. Sorensen et al., 2014). More widely, they are required by a variety of disciplines, for example to model or explain processes such as the atmospheric deposition of nitrogen in geosciences (Dore et al., 2012) and the relationship between rainfall and cholera in epidemiology (Eisenberg et al., 2013). In the UK, point measurements of daily and monthly rainfall data have been collected using standardised storage raingauges since the late 19th century (Burt, 2010; Eden, 2009). Here rainfall is defined as total precipitation which is the sum of liquid precipitation plus the liquid equivalent of any solid precipitation (Met Office, 2012a) and is in accordance with the British Standards Institution (BS 7843-4:2012), UK convention for areal rainfall calculations. The UK network of raingauges grew from around 450 in 1860 to approximately 3500 by 1900 and peaked at around 6250 in 1974 (Eden, 2009). By 2009, data were recorded at 3285 sites (Burt, 2010). While the current national rain-gauge network is dense in global terms, the resulting rainfall information is limited to a set of discrete points in space and time. Practical considerations, such as those relating to the suitability of sites and the cost of maintaining the network, mean that there is considerable spatial variation in the density of the network. Nevertheless, interpolation techniques can then be used to provide rainfall estimates across a continuous area based on the rainfall data collected. The Met Office has developed a method for generating 5 km grids of daily, monthly and annual estimates of rainfall over the UK from 1961 onwards (Perry and Hollis, 2005; Perry et al., 2009). However for hydrological purposes there are often requirements for finer spatial resolution, to model river flows accurately at a catchment level (Bell et al., 2013; Cole and Moore, 2008; Young et al., 2006), as well as longer time series to allow assessment of hydrological change (in particular daily data prior to 1961 when computer-held raugage data are less prevalent). Spatial rainfall fields, represented as daily 1 km grids are required for the estimation of catchment average rainfall time series for input into generalised rainfall–runoff models. As the optimisation of parameters <img>ESSDD logo</img> ESSDD 8, 83–112, 2015 CEH-GEAR: 1km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. ______________________________________________________________________ Title Page Abstract Data Provenance & Structure Tables Figures ______________________________________________________________________ Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \<page_number>85\</page_number> ______________________________________________________________________ <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83-112" text</img> <img>Logo with "ESSDD" and "83- of any model will tend to compensate for measurement error within both the input data and the calibration flow data. It is essential that the methods used for estimating rain-fall data are accurate and consistent in approach for both calibration and subsequent application. The aim of this paper is to outline the development of the Centre for Ecology & Hydrology – Gridded Estimates of Areal Rainfall (CEH-GEAR) dataset, a 1 km daily and monthly rainfall dataset for Great Britain (GB) and Northern Ireland (NI) (together with approximately 3500km$^2$ of catchment in the Republic of Ireland) for the period 1980–2012. A description of the data (Sect. 2) used to generate this dataset is presented followed by the rainfall interpolation method (Sect. 3). Quality control of the daily rain-fall data is described (Sect. 4) and validation results of the gridded rainfall estimates presented using an independent raingauge network over Scotland (Sect.5). Finally, some recommendations are provided regarding the use and limitations of this dataset. 2 Data 2.1 Raingauge rainfall observations The aim of the CEH-GEAR dataset is to produce temporally consistent areal rainfall data for as long a period as possible. This dataset makes use of the Met Office collated historical weather observations for the UK, specifically the daily and monthly rainfall accumulations (liquid precipitation plus the liquid equivalent of any solid precipitation (Met Office, 2012b)) from a national network of raingauges (Met Office, 2012a). These rainfall data are collected by a range of organizations from an irregularly spaced and constantly evolving network of manual and automated raingauges (Eden, 2009). For the period 1961–2000, there is an average of one rainfall station per 49km$^2$ (4400 stations) (Perry and Hollis, 2005), with the peak density occurring in 1974. While the UK raingauge network expanded rapidly during the late 19th and early 20th century, only a limited proportion of the pre-1961 data is currently available in digital form. The ______________________________________________________________________ ESSDD 8, 83–112, 2015 CEH-GEAR: 1km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. ______________________________________________________________________ Title Page \| Abstract \| Instruments \| Data Provenance & Structure ---\|---\|---\|--- Tables \| Figures \| I \| I Back \| Close \| Full Screen / Esc \| Printer-friendly Version Interactive Discussion \<page_number>86\</page_number> national database contains records of rainfall accumulations over a range of durations, however this paper will focus on daily and monthly accumulations from both manual and automated raingauges. Maps of all daily and monthly raingauges used to generate the CEH-GEAR dataset are presented in Fig. 1. When developing and using spatially aggregated rainfall data based on raingauge observations, it is important to consider the uncertainties in the source measurements. Extensive international trials have shown that the main sources of error in raingauge measurement include those due to adhesion of water to the gauge surface, in- and out-splash, wetting and evaporation. However, the largest source of error is caused by the wind around the raingauge, leading to a systematic underestimation of the rainfall amount (Roddie and Dixon, 2012). Indeed long-term trials have shown that, for the UK standard Met Office Mk2 raingauge (British Standards Institute, 2011a), these errors lead to significant systematic undercatches of around 5 % in the estimation of average annual rainfall, a figure that can rise to 16 % in highly exposed areas (Roddie and Smith, 1986). While alterations to the siting of gauges, for example by locating them at ground level, can reduce undercatch, this is not systematically done within the UK. The high spatial and temporal variation in the degree of underestimation means that data held in the national archive cannot be routinely corrected for under-catch. The magnitude of errors in rainfall fields derived from point measurements is mainly a function of the local density of the raingauge network. The meteorological forcing is also important: errors are likely to be smaller for frontal rainfall than for thunderstorms or localised showers associated with warm sector weather. 2.2 Standard period Average Annual Rainfall (SAAR) The distribution of raingauges across the UK is not uniform. Many stations are situated in locations of easy access, and often near population centres which tend to be lower in altitude and therefore dryer (British Standards Institute, 2011b). Thus, to avoid a downward bias in the gridded rainfall estimates, there is a need to normalise the raingauge \<page_number>87\</page_number> ESSDD 8, 83–112, 2015 CEH-GEAR: 1 km resolution daily and monthly area rainfall estimates for the UK for hydrological use V. D. J. Keller et al. Title Page Abstract Data Provenance & Structure Tables Figures Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| rainfall totals before interpolation, and the most suitable available variable for this is average annual rainfall (AAR). The version used for Great Britain (GB) was the Met Office 1 km grid for the 1961–1990 standard period (SAAR (61–90)). This was developed by Spackman (Spackman, 1993) by deriving grid point values of average annual rainfall values for a 10km grid using monthly data from approximately 13 100 raingauges. These values were then contoured and gridded at a 1 km resolution using a bi-cubic spline interpolation procedure. For Northern Ireland (NI), the Met Eireann 1 km grid of 1961–1990 long term average rainfall was used (Walsh, 2012a). This dataset, which covers the whole of Ireland, has been derived from raingauge observations, using a regression analysis (Walsh, 2012b). 2.3 Weather radar rainfall estimates Over recent decades, weather radars have played an increasingly important role in area rainfall estimation, particularly in real-time applications. Weather radars can give good qualitative estimates of rainfall across extensive areas at fine spatial and temporal resolutions (e.g. 1 km and 5 min resolution for the UK) and data are usually available within minutes of the observation time. As a consequence, a major use is for flood forecasting where radar can detect the location, extent and evolution of convective storms that raingauge networks rarely sample well, if at all. The UK weather radar network has only been operational since 1985, when it was launched with just four radars (Kitchen and Illingworth, 2011). Since its inception there have been many changes to the radar processing that have improved the quality of the rainfall estimates and the UK network coverage has now expanded to 15 radars (Kitchen and Illingworth, 2011). However, raingauges still provide more accurate quantitative rainfall estimates at a point and are the only option for generating long-term timeseries of area rainfall. Whilst merging radar and raingauge information to form historical daily or monthly totals has the potential to provide improved area rainfall estimates, radar data have not been used in the production of the current version of CEH-GEAR. This is in part due to ______________________________________________________________________ ESSDD 8, 83–112, 2015 CEH-GEAR: 1km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. ______________________________________________________________________ Title Page Abstract Data Provenance & Structure Tables Figures Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| <img>Logo of ESSDD</img> \<page_number>88\</page_number> ______________________________________________________________________ Printer-friendly Version \| Interactive Discussion the comparatively short duration available for the radar rainfall estimates (~ 30 years) compared to the raingauge based observations. It was therefore considered that CEH-GEAR would have greater temporal consistency if it was based solely on raingauge data. 3 Areal rainfall estimation procedure 3.1 Introduction Areal rainfall methods seek to represent the spatial distribution of rainfall over a catchment, a region, or even a country. Within CEH-GEAR, a grid interval of 1 km was chosen as this aligns to the resolution of the available SAAR grids used for normalisation and because there are few locations in the UK where the raingauge density is sufficient to justify a finer resolution. There are many spatial interpolation methods available, however they all have specific features and therefore are not suitable to all environmental datasets (Li and Heap, 2011, 2008). There are four principal categories of procedures for estimating the rainfall at each grid point. Although all of the procedures may be applied directly to the gauged values, it is generally recommended that they are applied to values that have been normalised by SAAR (British Standards Institute, 2011b), as discussed in Sect. 2.2. The first category is termed the domain method, where each operational raingauge is considered to represent a contiguous area of the surrounding surface (referred to as domain), and each grid point in that domain is allocated the rainfall recorded at the raingauge. Domains are most commonly defined on the basis of proximity, and this type of estimation of point values is known as nearest neighbour interpolation. This is the basis of the well established Thiessen procedure for areal rainfall estimation (Thiessen, 1911). A serious drawback within this type of approach is the presence of discontinuities at the edges of domains: this is of particular concern when using the grid ______________________________________________________________________ ESSDD 8, 83–112, 2015 CEH-GEAR: 1km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. ______________________________________________________________________ Title Page Abstract Data Provenance & Structure Tables Figures I II Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion \<page_number>89\</page_number> Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| to estimate areal rainfall in small catchments with an area of a similar spatial resolution as the raingauge domains. The second category involves the fitting of a mathematical surface to the observations from a selection of local gauges. The two main drawbacks of this approach are the risk of unjustifiable or unrealistic extrapolation, and sensitivity to the selection procedure: discontinuities can arise where a gauge with a particularly low or high observation drops in or out of the local selection. The third category involves the fitting of a mathematical surface to the observations from all gauges, and computing the value at every grid point from this surface. This is computationally impractical for the large area and number of raingauges applicable to CEH-GEAR. Within the fourth category, grid point or areal rainfall at time $t$ ($\\bar{R}\_t$), is estimated as a weighted average of the rainfall observations from a selection of local gauges: $$\\bar{R}_t = \\sum_{i=1}^{n} w_i f\_{i,t}$$ (1) where $n$ is the number of gauges, $w_i$ is the weight applied to raingauge $i$ ($w_i \\in [0,1]$) and $f\_{i,t}$ is the observed rainfall depth from raingauge $i$ at time $t$. The British Standards Institute 'Guide to the acquisition and management of meteorological precipitation data' (British Standards Institute, 2011b) recommends a set of such interpolation techniques, including the triangular planes method (Jones, 1983), the natural neighbour interpolation, also called Voronoi interpolation (Gold, 1985; Leonard and Gold, 2006; Silverman, 1986; and others). The Thiessen polygon method (Thiessen, 1978; Webster and Oliver, 2001). The natural neighbour method was selected for CEH-GEAR as it produces smooth rainfall surfaces without the boundary discontinuities that occur between adjacent polygons in the Thiessen polygon method, and, it is relatively simple to implement. ESSDD 8, 83–112, 2015 CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. ______________________________________________________________________ Title Page \| Abstract \| Instruments \| Data Provenance & Structure ---\|---\|---\|--- Tables \| Figures \| I \| II Back \| Close \| Full Screen / Esc \| Printer-friendly Version \| Interactive Discussion \<page_number>90\</page_number> 3.2 CEH-GEAR interpolation method A schematic of the interpolation methodology used to derive daily and monthly 1 km grids for the UK is presented in Fig. 2. The grids are generated using the natural neighbour interpolation methodology, including a normalisation step based on average annual rainfall. Note that the derivation of the daily grids involves two stages: an initial estimate from daily gauges alone, followed by multiplication by a correction grid to give consistency with monthly grids that have been derived from all available gauged data – daily and monthly. This is discussed further in Sect. 3.3. The natural neighbour interpolation method is a development of the Thiessen approach (Gold, 1989; Ledoux and Gold, 2005; Silsson, 1981). First, for each operational raingauge $i$ at time step $t$, its Thiessen polygon $T\_{ij}$ is defined: this is the polygon within which no other operational gauge is closer. Traditionally this was derived manually by connecting the perpendicular bisectors of the lines connecting neighbouring gauges. In the automated grid-based implementation used here, it is approximated by the set of grid points for which no other gauge is closer. Then, for each grid point $\\alpha$, the Thiessen polygons are reconstructed ($\\hat{T}$) treating the grid point as an artificial gauge. The grid point then possesses its own Thiessen polygon $\\hat{T}_{ij}$, at time step $t$, which overlaps part of the original Thiessen polygons ($T_{ij}$) for the neighbouring raingauges (only one in the case a raingauge being coincident with the grid point). Each raingauge $j$ at time $t$ that has part of its original Thiessen polygon $T\_{ij}$ overlapped by the Thiessen polygon for the grid point ($\\hat{T}_{ij}$) is included in the rainfall interpolation at the grid point $\\alpha$ and the weight associated with raingauge $i$ is proportional to the area of overlap: Area($T_{ij} \\cap \\hat{T}_{ij}$). The natural neighbour weight ($w_{ij}(\\alpha)$) of a neighbouring raingauge $i$, when interpolating at point $\\alpha$ at time $t$ is: $$w\_{ij}(\\alpha) = \\frac{\\text{Area}(T\_{ij} \\cap \\hat{T}_{ij})}{\\text{Area}(\\hat{T}_{ij})}$$ (2) ______________________________________________________________________ Title Page Abstract \| Data Provenance & Structure ---\|--- Tables \| Figures <watermark>CEH-GEAR: 1km resolution daily and monthly area rainfall estimates for the UK for hydrological use</watermark> V. D. J. Keller et al. Discussion Paper \| Printer-friendly Version \| Interactive Discussion ---\|---\|--- <img>ESSDD logo</img> ESSDD 8, 83–112, 2015 CEH-GEAR: 1km resolution daily and monthly area rainfall estimates for the UK for hydrological use V. D. J. Keller et al. ______________________________________________________________________ \<page_number>91\</page_number> A schematic illustrating the natural neighbour method is provided in Fig. 3. In automated grid-based implementation, the areas are approximated by the number of grid points contained in the polygon. Whilst estimating the monthly grids, all monthly rainfall observations and daily data from raingauges with a full month recorded, are used to construct the Thiessen polygons. The estimated rainfall for a grid point $\\alpha$, at time $t$ ($rc(\\alpha,t)$), is then derived using the natural neighbour interpolation and SAAR (61–90) normalised rainfall: $$rc(\\alpha,t) = \\text{SAAR}(\\alpha) \\sum\_{i=1}^{n} w\_{i,\\alpha}(t) \\frac{r\_{i,t}}{\\text{SAAR}},$$ (3) where SAAR and SAAR$\_\\alpha$ are the SAAR values at raingauge $i$ and grid point $\\alpha$ respectively. It is worth remarking that the weights sum to one and are independent of the actual raingauge rainfall totals so only need to be recalculated when a raingauge drops in or out of the network. As the selected grid point $\\alpha$ moves away from a particular raingauge (but within the domain of the raugauge network), the weight for the gauge diminishes gradually to zero until it is no longer a natural neighbour. Therefore the natural neighbour interpolation method provides a gradually varying surface, unlike the Thiessen approach which consists of a series of plateaux with sharp edges between them. Nevertheless, it should be noted that the method can give rise to discontinuities in gradient at gauge locations, although these are a minor concern for area rainfall applications. The natural neighbour interpolation method, although more computationally demanding than triangular planes methods, makes adequate use of the locally available data as it uses all neighbouring recording gauges instead of only three. Importantly, this method is less computationally demanding than kriging methods whilst providing comparable interpolation results; the main difference is that kriging provides a map of the standard error statistic of the gridded rainfall estimates. ESSDD 8, 83–112, 2015 CEH-GEAR: 1km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. ______________________________________________________________________ Title Page Abstract Data Provenance & Structure Tables Figures Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion \<page_number>92\</page_number> 3.3 Monthly correction procedure The same interpolation methodology is applied to derive daily grids and monthly grids. However the raingauge network, and therefore data, used may be different: the daily grids are derived based on daily raingauges only whereas the monthly grids make use of both the monthly raingauges and the daily raingauges with complete record for the month. Although the monthly grids may be more reliable, due to the higher number of raingauges used, the consequence is that the gridded monthly estimates and the monthly totals based on daily grid estimates may differ. Thus a correction step was added, after the creation of the monthly grids and the provisional daily grids, to ensure that the monthly sum of daily rainfall depth matches the estimated monthly depth (Fig. 2). For a given month, when all daily grids are estimated from interpolating the daily raingauge data (provisional daily grids), these estimates are summed up to provide a monthly estimate from daily data ($MR\_{d}$). For each grid point, this estimate ($MR\_{p}$) is compared with the monthly gridded value ($MR\_{m}$). To ensure that the daily grids and the monthly grids are in agreement, a correction factor $\\frac{MR\_{p}}{MR\_{m}}$ is applied to each daily point estimate for the month. 3.4 Calculation thresholds The accuracy of the rainfall estimates is affected by the density of the raingauge network and the distance to the closest raingauges. For the pre-1961 grids there was a concern that the lower density of digitised raingauge data would give rise to unrepresentative estimates in some locations that were a long way from any raingauge. It was therefore decided not to compute a rainfall estimate when a grid point was more than 100 km from the nearest operational raingauge. The effect of this threshold varies according to the availability of digitised raingauge data: for example, out of a total of 244343 UK grid points, the number of points excluded on 1 January 1890, 1910 and 1960 were respectively 48394, 20604 and 34 (Fig. 4a–c). From 1961 onwards, the 100 km threshold has virtually no effect, with only some remote Scottish islands af- \<page_number>93\</page_number> ESSDD 8, 83–112, 2015 CEH-GEAR: 1km resolution daily and monthly area rainfall estimates for the UK for hydrological use V. D. J. Keller et al. Title Page Abstract Data Provenance & Structure Tables Figures Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion <img>Logo</img> BTI fected on isolated days (Fig. 5). In order to provide users – especially modellers – with the spatial and temporal extend of gaps, two sets of three ancillary grids were produced (one set for monthly data and one for daily data): – year of the first missing data for each grid point, – year of the last missing data for each grid point, – total number of days with missing data for each grid point for the whole period. The dataset also contains, for every day and month, a grid of the distance to the closest operational raingauge. 4 Quality control of the input rainfall data Causes of error in raingauge data include hydrometric and meteorological factors (Sect. 2.1), and human factors such as misreading and typing errors. Rainfall observations held in the national database are subject to extensive quality control by both the raingauge operators and by the Met Office at the point of submission to the archive. A further quality control procedure is applied during the production of the CEH-GEAR dataset to identify erroneous raingauge observations in the daily rainfall input dataset. The procedure was designed to further scrutinise exceptionally high rainfall values by comparing the daily measured rainfall with an estimate of the 200 year return period 1 day rainfall at the gauge location. This estimate was made using the latest Flood Estimation Handbook rainfall depth-duration-frequency model, which is a development of the model documented in Stewart et al. (2010). For the period 1961–2012, there were 687 observations in Great Britain and 34 in Northern Ireland that exceeded the 200 year return period rainfall. For those high rainfall events exceeding the 200 year return period rainfall, a manual investigation was undertaken to identify whether the extreme rainfall recorded was genuine. The identified high rainfall events were cross-referenced with a historical \<page_number>94\</page_number> ______________________________________________________________________ ESSDD 8, 83–112, 2015 CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. ______________________________________________________________________ Title Page Abstract Data Provenance & Structure Tables Figures Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion <img>Discussion Paper icon</img> <img>Discussion Paper icon</img> <img>Discussion Paper icon</img> <img>Discussion Paper icon</img> database of extreme events for the UK for the period 1886–2005 published by Svensson et al. (2009). Those events present in the historical extreme events database were considered to be genuine. Then for each of the remaining events, the raingauge data was investigated using a time series plotter in order to identify likely multiday rainfall accumulations which had not been flagged as such in the historical records. Any high rainfall identified as the result of a multiday accumulation was rejected. For the remaining events, each selected event was compared with the 3 nearest raingauges stations within a radius of 10 km. In instances where the 3 raingauges were recording 20% or more of the investigated rainfall event, the event was classified as genuine. Where significantly lower rainfall depth (< 20%) was recorded at these neighbouring gauges then the selected rainfall event was considered erroneous and was therefore rejected from the input dataset. Where no decision could be made, then a manual investigation was required and the number of neighbouring raingauges investigated increased (up to 10 within a 10 km radius). Where uncertainty remained the event was classified as genuine, as the recording may be the result of localised rainfall. 5 Validation of the method The suitability of the natural neighbour method as a daily rainfall interpolation procedure for the UK was assessed using measured rainfall data for the period 2007–2010 from the tipping bucket raingauge network operated by SEPA (Scottish Environment Protection Agency). Scotland was chosen because rainfall interpolation is generally more demanding there, because of the higher spatial variability of rainfall (due to the terrain) and the relatively sparse raingauge network. The SEPA tipping-bucket network has around 200 raingauges with a resolution (bucket size) of 0.2 mm and provides 15 min rainfall totals for use in real-time flood forecasting (Cranston et al., 2012). An automated quality-control procedure (Howard et al., 2012) has been applied to the data with the aim of removing any major errors that may exist. Simple tests are first performed on each individual raingauge record, ______________________________________________________________________ ESSDD 8, 83–112, 2015 CEH-GEAR: 1km resolution daily and monthly area rainfall estimates for the UK for hydrological use V. D. J. Keller et al. ______________________________________________________________________ Title Page Abstract Data Provenance & Structure Tables Figures Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion \<page_number>95\</page_number> <img>Discussion Paper icon</img> <img>Discussion Paper icon</img> <img>Discussion Paper icon</img> <img>Discussion Paper icon</img> before more involved comparisons to neighbours are made. Robust statistics (median and median absolute deviation) form the basis for identifying and removing outliers. To ensure the quality-controlled tipping-bucket records provided an independent source of validation data, a validation subset of 121 tipping-bucket raingauges was used (Fig. 6); from this subset only the days when the tipping bucket was at least 5 km away from any of the daily gauges used to derive the rainfall grids, were retained. The accuracy of the daily rainfall estimates was assessed by means of: - Absolute errors ($\\epsilon$): absolute value of the difference between the estimated rainfall ($r\_{c,p}$) and the observed values at the gauges ($r\_{c,o}$): $$\\epsilon = \|r\_{c,p} - r\_{c,o}\| \\tag{4}$$ - Absolute relative errors ($\\delta$): ratio of the absolute error and the observed value, absolute relative errors are only computed where $r\_{c,o} > 0$: $$\\delta = \\frac{\|r\_{c,p} - r\_{c,o}\|}{r\_{c,o}} \\tag{5}$$ The repartition of the absolute error $\\epsilon$ (Eq. 4) across several ranges of observed events ($r\_{c,o}$) was analysed (Table 1). Overall $\\epsilon$ is equal to 0 in about 25 % of the cases, and smaller than 0.5 mm in approximately 57 % of the cases: an encouraging result. For smaller events (i.e. $r\_{c,o} < 2$ mm), about 78 % of the absolute errors are $\\geq 0.5$ mm. For increasing levels of observed rainfall, high values of $\\epsilon$ are more frequent, although where $r\_{c,o} \\geq 20$ mm (48 % of studied events) $\\epsilon$ is equal or lower than 5 mm: a relatively small error when compared to the observed rainfall. Indeed, results for the relative absolute error ($\\delta$) (Table 2) indicate that although for events of higher intensities $\\epsilon$ can be quite high, these are still relatively small compared to the actual observed values (low values of $\\delta$). ESSDD 8, 83–112, 2015 CEH-GEAR: 1 km resolution daily and monthly area rainfall estimates for the UK for hydrological use V. D. J. Keller et al. ______________________________________________________________________ Title Page Abstract Data Provenance & Structure Tables Figures ______________________________________________________________________ Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \<page_number>96\</page_number> <img>Logo with "BT" inside a circle</img> <watermark>BT</watermark> An important influence on the quality of the estimate in the natural neighbour method is the representativeness of the nearby gauges and the density of the raingauge network in the vicinity of the interpolated point. The effect of the network density on $c$ values is significant (Fig. 7). The $x$ axis represents the distance (km) to the closest gauge used in the interpolation procedure (Fig. 7). This information is provided as a simple indicator of the network density, although the number of gauges used in the estimation, the average distance and other network characteristics are also likely to have an effect. This specific analysis also included 18 automatic raingauges, which had been excluded from the error analysis because they were within 5 km of a daily or monthly gauge. The red line (Fig. 7) represents a smoothed estimate of the median function of the absolute relative error obtained by quantile regression: generally, the median increases as the distance to the closest gauge used in the interpolation increases. The monthly correction procedure (Sect. 3.3) is necessary to ensure the monthly sum of daily estimated rainfall depths and the estimated monthly grids match. Nevertheless, it is preferable that such adjustments have a minimal impact on the daily estimates. For the same Scottish validation gauges used in Table 1, the absolute difference ($\\varphi$) between the final estimates ($\\text{est}_{\\text{mc}}$), including the monthly correction, and the provisional estimates ($\\text{est}_{\\text{pr}}$) (Fig. 2), obtained from the interpolation of the observed daily measurements, is calculated: $$\\varphi = \|\\text{est}_{\\text{mc}} - \\text{est}_{\\text{pr}}\|$$ (6) Overall for more than 90% of the cases, $\\varphi$ is less than or equal to 0.5 mm (Table 3): the largest proportion of large differences occurs for higher rainfall events, where a difference larger than 5 mm remains relatively small. 6 Limitations The CEH-GEAR dataset is derived from daily and monthly raingauge data using the natural neighbour interpolation method combined with a normalisation step based on ______________________________________________________________________ ESSDD 8, 83–112, 2015 CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. ______________________________________________________________________ Title Page Abstract Data Provenance & Structure Tables Figures ______________________________________________________________________ Discussion Paper ______________________________________________________________________ Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion <img>Logo with "ESSDD" and "83-112" and "2015"</img> \<page_number>97\</page_number> average annual rainfall. As such, the quality of the rainfall estimates are highly dependent on the accuracy of the raingauge data, hence the need for quality control of the input data. The quality control procedure focussed on high daily rainfall events and identified a set of recorded events that resulted from a multiday accumulation and therefore were discarded from the input dataset. Although measures are in place to flag erroneous raingauge data, some erroneous data may still remain in the underlying data. However, the Met Office national database of raingauge observations (Met Office, 2012a) remains the most appropriate and abundant source of rainfall observation from which to derive gridded time series of daily and monthly rainfall in the UK. The density of the raingauge network in the vicinity of a grid point is also an important factor when assessing the quality of the rainfall estimates (Sect. 5). Users should be aware that the uncertainties in these gridded estimates will generally increase with increasing distance to the closest gauge used in the interpolation and, depending on their application of the data, should make appropriate use of the associated grids of closest gauge distance. Only a fraction of the pre-1961 raingauge data is available in digital form (Sect. 2.1), digitising the rest of the data would considerably improve the CEH-GEAR rainfall estimates for the period 1890–1960. 7 Data Access and Terms of use The Centre for Ecology & Hydrology – Gridded Estimates of Areal Rainfall (CEH-GEAR) dataset is available from http://doi.org/10.5285/5dc179dc-f692-49ba-9326-a6893a503f6e. The data will be hosted on a THREDDS server managed by CEH-Lancaster. The following citation should be used for every use of the data: Tanguy, M., Dixon, H., Prosdocimi, I., Morris, D. G., Keller, V. J. (2014). Gridded estimates of daily and monthly areal rainfall for the UK (1890–2012) [CEH-GEAR]. NERC-Environmental Information Data Centre http://dx.doi.org/10.5285/5dc179dc-f692-49ba-9326-a6893a503f6e. \<page_number>98\</page_number> ESSDD 8, 83–112, 2015 CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. Title Page \| Abstract \| Instruments \| Data Provenance & Structure \| Tables \| Figures ---\|---\|---\|---\|---\|--- Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper <img>Logo with "ESSDD" and "8, 83–112, 2015"</img> <img>Logo with "CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use" and "V. D. J. Keller et al."</img> <img>Logo with "Title Page", "Abstract", "Instruments", "Data Provenance & Structure", "Tables", "Figures", "Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion" and "BT" icons</img> The dataset is available for download free of charge from the CEH Information Gateway. License terms apply. Acknowledgements. The CEH-GEAR dataset is based on UK raingauge data provided under licence by the Met Office, and those organisations contributing to this national dataset (including the Met Office, Environment Agency, Scottish Environment Protection Agency (SEPA) and Natural Resources Wales) are gratefully acknowledged. Richard Maxey, Michael Cranston and colleagues from SEPA are thanked for arranging access to the Scottish tipping bucket raingauge data for validation purposes. Last but not least, Nuria Bachiller-Jareno from CEH-Wallingford is specially thanked for her help in producing the metadata and acquiring a doi and Oliver Robertson from CEH-Wallingford is gratefully acknowledged for setting up the licensing terms. References Bell, I. A., Davies, H. N., Kay, A. L., Marsh, T. J., and Brookshaw, A.: Developing a large-scale water-balance approach to seasonal forecasting: application to the 2012 drought in Britain, Hydrol. Process., 27, 3003–3012, 2013. British Standards Institute: BS7843-1:2012, Guide for the Design, Development and Review of a Raingauge Network, BSI, London, 2011a. British Standards Institute: BS7843-4:2012, Guide for the Estimation of Areal Rainfall, BSI, London, 2011b. Burl, R. J.: Rainfall 1860–1993, Weather, 65, 121–128, 2010. Cole, S. J. and Moore, R. J.: Hydrological modelling using raingauge- and radar-based estimators of areal rainfall, J. Hydrol., 356, 159–181, 2008. Cranston, M., Maxey, R., Tavendale, A., Buchanan, P., Motion, A., Cole, S., Robson, A., Moore, R. J., and Minett, A.: Countrywide flood forecasting in Scotland: challenges for hydro-meteorological model uncertainty and prediction, in: Weather Radar and Hydrology, Proc. Exeter Symp., April 2011, edited by: Moore, R. J., Cole, S. J., and Illingworth, A. J., IAHS Pub. No. 345 (IAHS Press), pp. 3–14. Delhomme, J. P.: Kriging in the hydrosciences, Adv. Water Resour., 1, 251–266, 1978. Dore, A. J., Kryza, M., Hall, J. R., Hallsworth, S., Keller, V. J. D., Vieno, M., and Sutton, M. A.: The influence of model grid resolution on estimation of national scale nitrogen deposition and ESSDD 8, 83–112, 2015 CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. Title Page Abstract Data Provenance & Structure Tables Figures Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| <img>Logo with "CEH" and "ESSDD" text</img> \<page_number>99\</page_number> Printer-friendly Version Interactive Discussion exceedance of critical loads, Biogeosciences, 9, 1597–1609, doi:10.5194/bg-9-1597-2012, 2012. Eden, P.: Traditional weather observing in the UK: an historical overview, Weather, 64, 239–245, 2009. Eisenberg, M. C., Kujbida, G., Tuite, A. R., Fisman, D. N., and Tien, J. H.: Examining rainfall and cholera dynamics in Haiti using statistical and dynamic modeling approaches, Epidemics, 5, 197–207, 2013. Gold, C. M.: Surface interpolation, spatial adjacency and GIS, In: Three Dimensional Applications in Geographical Information Systems, edited by: Raper, J. Taylor and Francis, London, 21–35, 1989. Howard, P. J., Cole, S. J., Robson, A. J. and Moore, R. J.: Rain gauge quality-control algorithms and the potential benefits for radar-based hydrological modelling, in: Weather Radar and Hydrology, Proc. Exeter Symp., April 2011, edited by: Moore, R. J.; Cole, S. J.; and Illingworth, A., IAHS Publ., 351 International Association of Hydrological Sciences, 2012. Jones, S. B.: The Estimation of Calibration Average Point Rainfall Profiles, Institute of Hydrology UK Report No. 87., 1983. Kitchen, M. and Illingworth, A.: From observations to forecasts – Part 13: The UK weather radar network – past, present and future, Weather, 66, 291–297, 2011. Ledoux, H. and Gold, C.: An efficient natural neighbour interpolation algorithm for geoscientific monitoring; in: Developments in Spatial Data Handling, Springer, Berlin, Heidelberg, 97–108, 2005. Met Office: Met Office Integrated Data Archive System (MIDAS) Land and Marine Surface Stations Data (1853–current), NCAS British Atmospheric Data Centre, available at: http://catalogue.ceda.ac.uk/uuid/22d65f1521d8c9ce4785a3234bd0 (last access: 23 January 2015), 2012a. Met Office: Met Office Surface Data Users Guide, Section 5.6 Precipitation, available at: http://vadis.nerc.ac.uk/data/ukmo-midas/ukmo_guide.html#5.6 (last access: 23 January 2015), 2012b. Li, J. and Heap, A. D.: A Review of Spatial Interpolation Methods for Environmental Scientists – Geoscience Australia Record 2008/23, Geoscience Australia, Canberra, Australia, 2008. Li, J. and Heap, A. D.: A review of comparative studies of spatial interpolation methods in environmental sciences: performance and impact factors, Ecol. 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Title Page Abstract Data Provenance & Structure Tables Figures Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \<page_number>100\</page_number> Perry, M. and Hollis, D.: The generation of monthly gridded datasets for a range of climatic variables over the UK, Int. J. Climatol., 25, 1041–1054, 2005. Perry, M., Hollis, D., and Elms, M.: The Generation of Daily Gridded Datasets of Temperature and Rainfall for the UK, Climate Memorandum No. 24, National Climate Information Centre, Met Office, Exeter, UK, 2009. Prodocimini, I., Kjelström, P., and Svensson, C.: Non-stationarity in annual and seasonal series of rainfall flow and precipitation in the UK, Nat. Hazards Earth Syt. Sci., 14, 1125–1144, doi:10.5194/nhess-14-1125-2014, 2014. Rodd, J. C. and Dixon, H.: Rainfall measurement revisited, Weather, 67, 131–136, 2012. Rodd, J. C. and Smith, S. W.: The significance of the systematic error in rainfall measurement for assessing wet deposition, Atmos. Environment, 20, 1059–1064, 1986. Sibson, R.: A brief description of natural neighbour interpolation, in: Interpreting Multivariate Data, edited by B. Sneath, J. Wiley and Sons, Chichester, UK, 1981. Svensson, C., P. Finlayson-Pitts, J. H. Reidman, M. Jackson, C. R.: Comparison of varied composite models simulating recharge at the field scale, Hydrol. Process., 28, 2091–2012, 2014. Spackman, E.: Calculation and Mapping of Rainfall Averages for 1961–90, University of Salford, Manchester, 1993. Stewart, E. J., Jones, D. A., Svensson, C., Morris, D. G., Dempsey, P., Dent, J. E., Collier, C. G., and Anderson, C. A.: Reservoir Safety – Long Return Period Rainfall, Draft final report, WP/3/2014/3/2/3. Svensson, C., Fowlwlll, S., Dempsey, P., Dent, J., and Fung, C.: Reservoir safety – long return period rainfall, Report on data consolidation – revised version, Project Number WS1/4/2/39, Millstone II Defra, Unpublished, 77 pp., 2009. Thiessen, A. H.: Precipitation averages for large areas, Mon. Weather Rev., 39, 1082–1084, 1911. Walsh: S.: A Summary of Climate Averages 1981–2010 for Ireland, Climatological Note 14, Dublin; 2012a. Walsh: S.: New Long-Term Rainfall Averages for Ireland, Tullamore; Ireland; 3–9; 2–12; 2012b. Webster, R. and Oliver, M.: Geostatistics for Environmental Scientists; John Wiley & Sons Ltd., Chichester; 2001. Young, A. R., Grew,, R., and Holmes,, M. G. R.: Low flows 2000: a national water resources assessment and decision support tool; Water Sci. Technol., 48; 119–126; 2003. ESSDD 8_83–112_2015 CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. Title Page Abstract \| Instruments Data Provenance & Structure Tables \| Figures Back \| Close Full Screen / Esc Printer-friendly Version Interactive Discussion \<page_number>101\</page_number> Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper Young, A. R., Keller, V., and Griffiths, J.: Predicting low flows in ungauged basins: a hydrological response unit approach to continuous simulation, in: Climate Variability and Change – Hydrological Impacts, IAHS Publication, 134, 2006. ESSDD 8, 83–112, 2015 CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. Title Page Abstract Instruments Data Provenance & Structure Tables Figures Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| \<page_number>102\</page_number> ESSDD 8, 83-112, 2015 CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. Table 1. Repartition (%) of the absolute errors (e (mm), Eq. 4) across different ranges of observed rainfall (rc,) events for the observed data of the Scottish validation gauges. <table> <thead> <tr> <td>Range of rc,</td> <td>Number rc,</td> <td>e = 0</td> <td>0 < e ≤ 0.5</td> <td>0.5 < e ≤ 2</td> <td>2 < e ≤ 5</td> <td>5 < e ≤ 10</td> <td>e > 10</td> </tr> </thead> <tbody> <tr> <td>rc, ≥ 0</td> <td>75,796</td> <td>25.4</td> <td>31.5</td> <td>23.8</td> <td>12.6</td> <td>4.6</td> <td>2.0</td> </tr> <tr> <td>rc, < 0</td> <td>47,944</td> <td>35.3</td> <td>33.9</td> <td>16.2</td> <td>6.2</td> <td>2.3</td> <td></td> </tr> <tr> <td>0 ≤ rc, < 2</td> <td>48,593</td> <td>38.7</td> <td>39.0</td> <td>15.5</td> <td>4.0</td> <td>1.6</td> <td>1.3</td> </tr> <tr> <td>2 ≤ rc, < 5</td> <td>10,662</td> <td>2.4</td> <td>26.2</td> <td>48.7</td> <td>19.0</td> <td>2.9</td> <td>0.8</td> </tr> <tr> <td>5 ≤ rc, < 10</td> <td>8,367</td> <td>1.8</td> <td>16.1</td> <td>39.7</td> <td>33.6</td> <td>8.0</td> <td>0.6</td> </tr> <tr> <td>10 ≤ rc, < 20</td> <td>6,019</td> <td>1.1</td> <td>11.4</td> <td>28.2</td> <td>36.2</td> <td>18.4</td> <td>4.6</td> </tr> <tr> <td>rc, ≥ 20</td> <td>2,155</td> <td>0.5</td> <td>5.1</td> <td>14.1</td> <td>28.4</td> <td>29.0</td> <td>22.8</td> </tr> </tbody> </table> Title Page Abstract Instruments Data Provenance & Structure Tables Figures Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion \<page_number>\<page_number>\</page_number> <img>A logo with a stylized 'E' and 'S' intertwined.</img> \<page_number>\<page_number>\</page_number> \<page_number>\<page_number>\</page_number> \<page_number>\<page_number>\</page_number> \<page_number>\<page_number>\</page_number> \<page_number>\<page_number>\</page_number> \<page_number>\<page_number>\</page_number> \<page_number>\<page_number>\</page_number> \<page_number>\<page_number>\</page_number> \<page_number>\<page_number>\</page_number> \<page_number>\<page_number>\</page_number> \<page_number>\<page_number>\</page_number> \<page_number>\<page_number>\</page_number> \<page_number>\<page_number>\</page_number> \<page_number>\<page_number>\</page_number> \<page_number>\<page_number>\</page_number> \<page_number>\<page_number>\</page_number> \<page_number>\<page_number>\</page_number> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83-112 2015 V.D.J.Keller et al.</watermark> <watermark>ESSDD 83- ESSDD 8, 83–112, 2015 CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. Table 2. Repartition (%) of the absolute relative errors ($\\delta$, Eq. 5) across different ranges of observed rainfall (rc.) events for the observed data of the Scottish validation gauges. <table> <thead> <tr> <td>Range of rc.</td> <td>Number rc.</td> <td>$\delta = 0$</td> <td>$0 < \delta \leq 0.3$</td> <td>$0.3 < \delta \leq 0.6$</td> <td>$0.6 < \delta \leq 1$</td> <td>$1 < \delta \leq 2$</td> <td>$2 < \delta$</td> </tr> </thead> <tbody> <tr> <td>rc. > 0</td> <td>47,944</td> <td>4.1</td> <td>38.4</td> <td>25.3</td> <td>19.5</td> <td>6.1</td> <td>6.6</td> </tr> <tr> <td>0 < rc. ≤ 2</td> <td>20,741</td> <td>7.2</td> <td>16.5</td> <td>23.6</td> <td>29.0</td> <td>9.8</td> <td>13.9</td> </tr> <tr> <td>2 < rc. ≤ 4</td> <td>10,662</td> <td>2.4</td> <td>43.8</td> <td>27.9</td> <td>17.3</td> <td>6.2</td> <td>2.3</td> </tr> <tr> <td>4 < rc. ≤ 10</td> <td>8358</td> <td>1.8</td> <td>57.5</td> <td>27.8</td> <td>11.1</td> <td>2.0</td> <td>0.3</td> </tr> <tr> <td>10 < rc. ≤ 20</td> <td>6019</td> <td>1.1</td> <td>67.1</td> <td>23.8</td> <td>7.2</td> <td>0.7</td> <td>0.0</td> </tr> <tr> <td>rc. ≥ 20</td> <td>2155</td> <td>0.5</td> <td>69.8</td> <td>24.4</td> <td>5.2</td> <td>0.1</td> <td>0.0</td> </tr> </tbody> </table> Title Page Abstract Instruments Data Provenance & Structure Tables Figures Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion \<page_number>104\</page_number> Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| ESSDD 8, 83–112, 2015 CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. Table 3. Repartition (%) of the difference in absolute relative errors (Eq. 7) between the monthly corrected estimates and the standard estimates across different range of observed rainfall ($r\_{\\mathrm{c}}$) events for the observed data of the Scottish validation data. <table> <thead> <tr> <td>Range of $r_{\mathrm{c}}$</td> <td>Number of events</td> <td>$\varphi = 0$</td> <td>$0 < \varphi \leq 0.2$</td> <td>$0.2 < \varphi \leq 0.5$</td> <td>$0.5 < \varphi \leq 1$</td> <td>$1 < \varphi \leq 5$</td> <td>$\varphi > 5$</td> </tr> </thead> <tbody> <tr> <td>$r_{\mathrm{c}} \geq 0$</td> <td>75,796</td> <td>56.6</td> <td>29.4</td> <td>6.5</td> <td>3.9</td> <td>3.4</td> <td>0.2</td> </tr> <tr> <td>$r_{\mathrm{c}} > 0$</td> <td>47,944</td> <td>43.0</td> <td>37.0</td> <td>9.4</td> <td>5.6</td> <td>4.7</td> <td>0.3</td> </tr> <tr> <td>$0 < r_{\mathrm{c}} \leq 2$</td> <td>69,622</td> <td>49.8</td> <td>25.8</td> <td>2.4</td> <td>1.8</td> <td>0.8</td> <td>0.1</td> </tr> <tr> <td>$2 < r_{\mathrm{c}} \leq 5$</td> <td>10,662</td> <td>40.1</td> <td>41.9</td> <td>11.2</td> <td>4.7</td> <td>2.0</td> <td>0.1</td> </tr> <tr> <td>$5 < r_{\mathrm{c}} \leq 10$</td> <td>8367</td> <td>31.5</td> <td>36.5</td> <td>15.7</td> <td>9.9</td> <td>6.3</td> <td>0.1</td> </tr> <tr> <td>$10 < r_{\mathrm{c}} \leq 20$</td> <td>6019</td> <td>26.9</td> <td>29.1</td> <td>16.6</td> <td>13.0</td> <td>13.8</td> <td>0.6</td> </tr> <tr> <td>$r_{\mathrm{c}} \geq 20$</td> <td>2153</td> <td>20.8</td> <td>21.5</td> <td>12.4</td> <td>14.6</td> <td>26.7</td> <td>4.0</td> </tr> </tbody> </table> Title Page Abstract Data Provenance & Structure Tables Figures Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion \<page_number>105\</page_number> Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| ESSDD 8, 83–112, 2015 CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. <img> (a) Monthly rain gauges (b) Daily rain gauges </img> Figure 1. Maps of all rain gauges used to derive the CEH-GEAR dataset: (a) monthly rain gauges and (b) daily rain gauges. Title Page Abstract Instruments Data Provenance & Structure Tables Figures Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion \<page_number>106\</page_number> ESSDD 8, 83–112, 2015 CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. Monthly gauge data Natural neighbour interpolation (1) FINAL MONTHLY GRIDS from monthly and daily gauges (MR$_{j}$) Division: (1/2) Monthly correction MR$_{i}$/MR$_{j}$ if MR$_{i} > 0$ $1$ if MR$_{i} = 0$ Provisional daily grids with monthly correction factor (2) Monthly grids from daily grids only (MR$_{j}$) Monthly sum Natural neighbour interpolation Provisional daily grids FINAL DAILY GRIDS Figure 2. Schematic overview of the generation of daily and monthly 1 km gridded rainfall estimates for the UK. Title Page Abstract Data Provenance & Structure Tables Figures \<page_number>107\</page_number> Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper <img>Logo with "ESSDD" and "83-112, 2015"</img> <img>Logo with "CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al."</img> <img>Logo with "Title Page", "Abstract", "Data Provenance & Structure", "Tables", "Figures", "Back", "Close", "Full Screen / Esc", "Printer-friendly Version", "Interactive Discussion"</img> <img>Logo with "ISSN" and "EISSN" icons</img> ESSDD 8, 83–112, 2015 CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| <img> A diagram illustrating the natural neighbour method for time step $ t $. The solid lines represent the original Thiessen polygons $ T_{i,t} $ for each of the $ i $ raingauges (solid circles). The dashed line represents the Thiessen polygon $ \hat{T}_{i,t} $, for the grid point $ \alpha $ (open circle). The overlap between $ T_{i,t} $ and $ \hat{T}_{i,t} $ is labelled $ A_{i,t} $ ($ A_{i,t} = \text{Area}(T_{i,t} \cap \hat{T}_{i,t}) $), Eq. 2). </img> Title Page Abstract Instruments Data Provenance & Structure Tables Figures Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion \<page_number>108\</page_number> ESSDD 8, 83–112, 2015 CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. Figure 4. Rainfall map showing missing data (in black) (a) on the 1 January 1890 (b) on the 1 January 1910 and (c) on the 1 January 1960. Title Page Abstract Instruments Data Provenance & Structure Tables Figures Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| \<page_number>109\</page_number> Legend Days of missing records 61 31 1 0 Figure 5. Map of total days of missing records (for daily grids) for the period post-1961 for northern Scotland (no missing records in rest of UK). ______________________________________________________________________ ESSDD 8, 83–112, 2015 CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. ______________________________________________________________________ Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Title Page Abstract Instruments Data Provenance & Structure Tables Figures Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion \<page_number>110\</page_number> <img>A map of the UK with a legend indicating 0-25, 25-50, 50-75, and 75-100 km² areas.</img> Legend: • MO raingauges • TBR raingauges ESSDD 8, 83–112, 2015 CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. Figure 6. Map of SEPA tipping bucket raingauges (TBR) used for validation purposes (red circles) and Met Office (MO) raingauges network (blue triangles). The MO raingauges are represented on the map only if they have data available for at least 50% of the days between 2007–2010 (validation period). Title Page Abstract Instruments Data Provenance & Structure Tables Figures Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion \<page_number>111\</page_number> ESSDD 8, 83–112, 2015 CEH-GEAR: 1 km resolution daily and monthly areal rainfall estimates for the UK for hydrological use V. D. J. Keller et al. <img> A graph showing median absolute relative error represented as a function of the distance to the closest raingauge for different observed rainfall event ranges. The grey lines along the x axis indicate the distance between the tipping bucket and the closest rain gauge used in the estimation procedure. </img> Figure 7. Median absolute relative error represented as a function of the distance to the closest raingauge for different observed rainfall event ranges. The grey lines along the x axis indicate the distance between the tipping bucket and the closest rain gauge used in the estimation procedure. Title Page Abstract Data Provenance & Structure Tables Figures Back Close Full Screen / Esc Printer-friendly Version Interactive Discussion Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| Discussion Paper \| \<page_number>112\</page_number>	ENGLISH
0943-pdf	<img>Image of a circular emblem with a crown at the top, two lions on either side, and a shield in the center.</img> ADVISORY COUNCIL ON NATIONAL RECORDS AND ARCHIVES Date: 15 July 2019 Time: 11:00-16:30 Venue: Becket House, London SE1 Chair: Sir Terence Etherton, Master of the Rolls Minutes: Anne Hardy Members: Mr Trevor Woolley, Deputy Chair Ms Hillary Bauer, (Deputy Chair of the Forum) Mr Michael Smyth Ms Lesley Ferguson Dr Helen Hutton Lady Moira Andrews Ms Liz Copper Mr John Wood Dr Peter Gooderham Non-members: TNA: Mr Jeff James, Chief Executive and Keeper Ms Lucy Fletcher, Director for Government Mr Sam Whaley, Head of Strategy and CEO’s Office Ms Victoria Davis, Senior Access Manager Ms Helen Potter, Head of the Freedom of Information Centre Ms Anne Hardy, Secretary to the Advisory Council Mr Chris Briggs, Government Relations Manager (Observer) MR’s Office: Mr Andrew Caton, Office of the Master of the Rolls ______________________________________________________________________ SUMMARY OF ACTIONS Actions agreed at the meeting Item 2: ACTION: the Chair to write to DCMS to encourage progress on the formal delegations. ACTION: the Senior Access Manager to provide an options papers on possible changes to the frequency and timing of the circulation of schedules, for consideration at the next meeting. ACTION: the Secretary to make the arrangements for the October file audit exercise as soon as possible. Item 3: ACTION: TNA to clarify any requirement for Council involvement in the FOI Panels for the records affected by the access under review issue. Item 4: ACTION: TNA to provide a note on the application of Section 40 to members. Item 5: ACTION: the Secretary to circulate details of the October HM150 conference, once they are available. ACTION: TNA to consider if there are ways it can exert influence to ensure that important cultural property is preserved for the nation. ACTION: the Chair of the Advisory Council and the Deputy Chair of the Forum to discuss separately if there is any action which the Forum can take to exert influence to ensure that important cultural property is preserved for the nation. ACTION: TNA to provide further detail to members on the origins of the Forum, its responsibilities and those of the Master of the Rolls and the CEO of TNA. Item 6 ACTION: the Secretary to contribute a section on the role of the Advisory Council to any "day one" briefings to new ministers. ACTION: the Senior Access Manager to produce a paper on further revisions to the standard retention criteria. ACTION: TNA to bring the revised Retention Application Template back to the next meeting with the suggested improvements. Item 10 ACTION: the Secretary to address ongoing issues with the Egress system. ______________________________________________________________________ 1. Welcome, introductions, apologies and declarations of conflicts of interest 1.1 The Chair welcomed the attendees. 1.2 There were apologies from Ms Jeannette Strickland. 1.3 The Chair asked members to declare any conflicts of interest which they had identified in relation to the business of the meeting. 1.4 The following recusals apply: 1.4.1 Ms Liz Copper will not comment on BBC matters. \<page_number>2\</page_number> 1.4.2 Mr Michael Smyth is unable to comment on matters relating to the Chagos Islands and Diego Garcia. 2. Minutes and matters arising 2.1 The minutes of the May meeting were agreed as an accurate record. The May summary minutes were also approved. 2.2 Matters Arising: Action Log Review: The Secretary went through the Action Log and noted progress on the various open actions. Some of these were for discussion later in the meeting as specific agenda items. In particular, she noted that: 2.2.1 the template for remuneration claims had been drafted and would be circulated to members after the meeting. 2.2.2 there was no further news on the formal delegation of functions from the Secretary of State under Sections 65 and 66 of FOIA. The Chair offered to write to DCMS to try and expedite the matter. ACTION: the Chair to write to DCMS to encourage progress on the formal delegations. 2.2.3 there was an outstanding action on possible ways of improving and streamlining the procedure for reviewing schedules, in order that more responses to members’ queries on schedule items could be available at the subsequent meeting. It was agreed that it was important for such responses to be considered in committee, unless they were obviously uncontroversial. It was agreed that the Senior Access Manager would provide an options papers on possible changes to the frequency and timing of the circulation of schedules for consideration at the next meeting. ACTION: the Senior Access Manager to provide an options papers on possible changes to the frequency and timing of the circulation of schedules, for consideration at the next meeting. 2.3 It was agreed that the arrangements for the next file audit should be put in place immediately and should not wait until the current recruitment round has been completed. ACTION: the Secretary to make the arrangements for the October file audit exercise as soon as possible. 2.4 Members considered the draft agenda for the September training session (Paper 2.4). It was agreed that the time for the session by a representative of the Information Commissioner’s Office (which was confirmed shortly after the meeting) should be extended, if possible. Otherwise, the outline was agreed. 3. Access to Records Issue 3.1 Four representatives from MOD and its subcontractor attended in person to present on this issue. 3.2 The department also gave reassurances that it was now handling FOI requests directly. There was a query as to whether Council panels would need to consider the public interest in the usual way. It was agreed that this would be confirmed outside the meeting. \<page_number>3\</page_number> ACTION: TNA to clarify any requirement for Council involvement in the FOI Panels for the records affected by the access under review issue. 4. Access to Records 4.1 There were no further recusals. General 4.2 A schedule of closure applications, together with a schedule of retention applications, was sent to members prior to the meeting. Members were asked to raise any queries within 10 days. 4.3 The Senior Access Manager collated the queries and a list of them was circulated with the papers for this meeting, with responses being provided, where possible. 4.4 At the meeting, members were asked if they were content with the responses provided, whether in written form or orally. Where a response had not been provided, or members remained unhappy, the queries were carried forward. 4.5 The Council formally approved the acceptance of schedules seen outside the meeting, with the exception of any queries which were brought to the meeting. Outstanding Queries 4.6 Paper 4.1 Queries outstanding from remote schedule The Council was content to approve the applications on the basis of the clarification or additional information provided by the departments. 4.7 Paper 4.2 – Queries on Closure and Retention Schedules (May 2019) The Council was content to approve the applications on the basis of the clarification or additional information provided by the departments. 4.8 Paper 4.3 - Queries on Closure and Retention Schedules (July 2019) The Council was content to approve the applications on the basis of the clarification or additional information provided by the departments, subject to certain exceptions, which were either queried, withdrawn or carried over, as the relevant department had yet to respond. 4.9 Other discussion points There was a brief discussion of Section 40, which is an absolute exemption, but also brings in a “fairness” test under GDPR. Members asked for more detail on this issue and the Head of TNA’s FOI Centre agreed to provide a note. ACTION: TNA to provide a note on the application of Section 40 to members. 5. Forum Update 5.1 The Deputy Chair of the Forum presented her update. She confirmed that there had been no further meetings of the Forum since the session on 27 March 2019, which was reported to the previous Advisory Council meeting. \<page_number>4\</page_number> 5.2 She noted that the recent House of Lords event to celebrate one hundred and fifty years of the Historical Manuscripts Commissioner’s royal warrant went very well. Another event (a two-day conference) is planned for October. It was agreed that the Secretary would circulate further details of this, once they were available. ACTION: the Secretary to circulate details of the October HM150 conference, once they are available. 5.3 The Deputy Chair of the Forum also raised an issue around an important private archive which has been sold abroad (although export is currently deferred). It appears that Acceptance in Lieu was not considered in this case. She wondered if there was any way that TNA and/or the Forum could assist in preserving this for the nation, for example by raising awareness of the Acceptance in Lieu regime. TNA agreed to have a look at this further, but noted that it was also open to the Forum to take action separately. ACTION: TNA to consider if there are ways that it can exert influence to ensure that important cultural property is preserved for the nation. 5.4 It was noted that the Forum’s role is not set out in statute, but it delivers the Advisory Council’s remit concerning public records outside the public records system, which is linked to the responsibilities of the Historical Manuscripts Commissioner, as appointed by Royal Warrant. It is currently constituted as a sub-committee of the Advisory Council. It was agreed that TNA would provide further detail on the origins of the Forum, its responsibilities and those of the Master of the Rolls and the CEO of TNA. ACTION: TNA to provide further detail to members on the origins of the Forum, its responsibilities and those of the Master of the Rolls and the CEO of TNA. 5.5 The Deputy Chair of the Forum gave on oral update on the status of the current recruitment round, which aims to appoint an additional independent member. 5.6 Paper 5 – the proposed Terms of Reference for the Forum was also discussed and approved, subject to one minor amendment. LUNCH was provided. 6. Administrative Matters Item 6.1.1 – Section 46 Code of Practice Review The Deputy Chair provided an oral update on this item. TNA’s Government Audience team has written to him about the proposed approach for the new code and a follow-up meeting is planned once a draft is available. The intention remains to publish a first draft of the new code in Autumn 2019, with the final version appearing by the end of the current financial year. However, some issues relating to the position in Northern Ireland may cause delay to this timetable. Paper 6.1.2 – Draft Annual Report The Annual Report has now been approved and will be published in July as an annex to the TNA Annual Report. The final version was provided to members with the meeting papers for information. \<page_number>5\</page_number> Item 6.1.3 – Website Updates – Verbal Update The Secretary noted that some further updates had been made to the website, including upload of the register of members’ interests and the most recent meeting minutes. The next update will be the Forum Terms of Reference (see agenda item 5). Item 6.1.4 – Recruitment – Verbal Update The Deputy Chair, who is sitting on the interview panel, gave an oral update. He confirmed that the current recruitment round continues and that there have been some strong candidates. A final interview is being held this week and a submission to recommend the appointments will then go to ministers. The timescales for this are unclear and there may be some delay, as there is likely to be a ministerial reshuffle following the Conservative Party leadership election. Separately, it was noted that the Secretary was working with TNA to ensure that any initial briefing for new ministers included up to date information on the Advisory Council. ACTION: the Secretary to contribute a section on the role of the Advisory Council to any “day one” briefings to new ministers. Item 6.1.5 – Remuneration Update The Secretary reported that, as of 8 July, the confirmatory letter from DCMS regarding remuneration had still not been sent to members, although DCMS had provided further assurances that the payments are in hand and will be backdated. In the meantime, the intention is that members will be provided with template claim forms following the meeting, so that they can submit their claims for the first applicable quarter. Item 6.1.6 – FOI Matters The Secretary gave an oral update on two recent FOI requests to the Council. Paper 6.1.7 – Revised Retention Criteria The Senior Access Manager at TNA presented a paper on the proposed refinement of retention Criterion 4, proposing that it should be split into two sub-categories, thereby making a distinction between material not yet appraised for selection (or disposal) and material selected for permanent preservation and transfer. This is intended to assist in the accessions process. The Senior Access Manager also confirmed that the current criteria are used for administrative convenience and have no statutory basis. Members noted that certain of the other criteria (notably 5 and 7) appear to be used rarely or never and so queried whether they were still needed. It was agreed that there was no reason to retain them. There were no further comments on the paper, which was approved, but the Senior Access Manager agreed to produce a further paper on the removal of the two unused criteria. ACTION: The Senior Access Manager to produce a paper on further revisions to the standard retention criteria. Paper 6.1.8 – Revised Retention Application Template This is a proposed simplification and standardisation by TNA of the template used by departments when making retention applications. Innovations include a new system of drop-down menu options. \<page_number>6\</page_number> Members welcomed the innovation and suggested some further improvements, including a new section on "context" and more information on time required. They also suggested the production of another template for updates, to include a red/amber/ green status and an indication of milestones achieved to date. Members also suggested that a separate guidance document might be useful. Finally, they thought that a detailed justification should be provided for any application of over three years' duration. The Government Audience team agreed with these recommendations and will propose further changes at the next meeting. ACTION: TNA to bring the revised Retention Application Template back to the next meeting with the suggested improvements. 7. Departmental Retention Requests Item 7.1 – Business as Usual Papers The Council considered papers from departments relating to the retention of records. The outcome of its deliberations is set out below. The Secretary will notify the relevant departmental contacts of these outcomes following the meeting. ACTION: the Secretary to write to departments listed below to notify them of the outcome of the Council's deliberations regarding their requests. Following the meeting, the Council's recommendations will go forward to the Secretary of State. - Foreign and Commonwealth Office - HM Treasury - Ministry of Justice - Department for Education - Ministry of Defence (two papers) - Home Office - Northern Ireland Office - Advisory, Conciliation and Arbitration Service - Metropolitan Police Service. Requests were, in each case, for between one and ten years and arose because the relevant records form part of a backlog awaiting appraisal or preparation for transfer. 8. FOI Panel Update – Paper 8 8.1 The Head of the FOI Centre gave an overview of the issues and work undertaken by panels. She also presented the most recent service statistics and highlighted some procedural points, with reference to Paper 8. She also asked that the FOI Inbox be copied in, when panels are providing their responses. 8.2 The continued high volume of cases was highlighted. 8.3 The Head of the FOI Centre also agreed to follow up on an existing action to check if any further updates to the section 38 guidance are required. 9. CEO's Update – Paper 9 9.1 The CEO of TNA updated the Council on current issues. 9.2 Progress on the transition to the 20 year rule was noted, as was the move to digital records, which is increasingly being reflected in applications to the Council. He also noted the \<page_number>7\</page_number> Government Audience team's success in getting departmental legal compliance to almost 100%. 9.3 Some issues with local archives were noted. 10. Any Other Business 10.1 A member noted a recurring problem with Egress where users were quickly timed out of access – sometimes in the middle of reviewing a document. The Secretary agreed to look into this. ACTION: the Secretary to address ongoing issues with the Egress system. 10.2 There being no further business, the meeting was closed. Date of Next Meeting: The next meeting of the Council would be a training session held on: 23 September 2019 at TNA premises. \<page_number>8\</page_number>	ENGLISH
4441-pdf	<img>OS Ordnance Survey logo</img> # OS MASTERMAP WATER NETWORK Technical Specification OS MasterMap® Water Network Technical specification Contents Section Page no Introduction 3 Purpose of this specification and disclaimer ..................................................3 Copyright in this specification ...........................................................................3 Contact details ..................................................................................................3 Data copyright and other intellectual property rights ........................................4 Trademarks .........................................................................................................4 Using this specification .....................................................................................4 Chapter 1 5 Introduction ....................................................................................................5 Identifiers ..........................................................................................................5 Available Formats ..............................................................................................6 Adherence to Standards .......................................................................................6 Extending INSPIRE Specification ........................................................................6 XML, Diagram and Table Conventions .....................................................................6 Chapter 2 8 OS MasterMap Water Network .............................................................................8 WatercourseLink ...............................................................................................11 Attributes .........................................................................................................11 CodeLists and Enumerations ...............................................................................14 HydroNode .......................................................................................................17 Attributes .........................................................................................................18 CodeLists and Enumerations ...............................................................................19 Chapter 3 20 Feature Types for Future Release ........................................................................20 WatercourseSeparatedCrossing ...........................................................................20 WatercourseLinkSet ............................................................................................21 WatercourseInteraction ......................................................................................22 Chapter 4 25 GML Overview .................................................................................................25 Simple Features – Level 1 ..................................................................................25 Schemas .............................................................................................................25 Chapter 5 26 Data provenance .................................................................................................26 Data creation ......................................................................................................26 Derived attributes .................................................................................................26 Widths, lengths and areas ....................................................................................26 Topographic Line and Area features .................................................................26 LevelOfDetail .....................................................................................................27 Primacy..............................................................................................................27 Gradient..............................................................................................................27 Heighting the network .......................................................................................27 Chapter 6 28 Further Information .............................................................................................28 Annexe A 29 OS MasterMap Water Network – June 2015 Product Notes ....................................29 Annexe B 30 Product and service performance report form ....................................................30 v.1.1 - 06/2015 D05300_59b OS MasterMap® Water Network Technical Specification contents v.1.1 – 06/2015 Ordinance Survey © 2015 Page 2 of \<page_number>31\</page_number> # Introduction ## Purpose of this specification and disclaimer This is the technical specification (hereafter referred to as the specification) applicable to OS MasterMap Water Network (hereafter referred to as the product) which is referred to in the Framework Contract (Direct Customers), the Framework Contract (Partners) or your other customer contract for the product. The terms and conditions on which the product is made available to you and your organisation are contained in that customer contract. If you or your organisation has not signed a valid current customer contract then you are not entitled to use the product. We may change the information in this specification at any time, giving you the notice period specified in the customer contract made between you and Ordnance Survey Limited. We do not accept responsibility for the content of any third party websites referenced or accessed in or through this specification, any other contractual documentation, and/or the Ordnance Survey website. ## Copyright in this specification This specification, (including for the avoidance of doubt any mapping images reproduced herein), is © Ordnance Survey Limited 2015. All rights reserved. Any part of this specification may be copied for use internally in your organisation or business so that you can use OS MasterMap Water Network for the purpose for which it is licensed to your organisation or business (but not otherwise). No part of this specification may be reproduced or transmitted in any form or by any means (including electronically) for commercial exploitation without the prior written consent of Ordnance Survey. No part of this specification may be copied or incorporated in products, services or publications that you generate for onward sale, or as free promotional or support materials, without the prior written consent of Ordnance Survey. ## Contact details Our Customer Service Centre will be pleased to deal with your enquiries: Customer Service Centre Ordnance Survey Adnac Drive SOUTHAMPTON SO16 0AS General enquiries: +44 (0)3456 050505 Welsh helpline: 03456 050504 Textphone: +44 (0)2380 056146 customerservices@os.uk www.os.uk This document has been screened in accordance with the requirements set out in Ordnance Survey’s Equality Scheme. If you have difficulty reading this information in its current format and would like to find out how to access it in a different format (Braille, large print, computer disk or in another language), please contact us on: +44 (0)3456 050505. OS MasterMap® Water Network Technical Specification introduction - v1.1 – 06/2015 Ordnance Survey © 2015 \<page_number>Page 3 of 31\</page_number> Data copyright and other intellectual property rights Ordnance Survey or, where applicable, its suppliers (including the Crown) owns the intellectual property rights in Ordnance Survey digital map data. Full details of the terms and conditions under which Ordnance Survey digital map data may be processed and/or manipulated or copied by a customer – whether or not for use on PCs or workstations or for making hard copies – are available from the Customer Service Centre, please see contact details above. You should check the terms and conditions with us before using the data. It is also the responsibility of the holder of the digital map data to ensure that any plotted or printed output contains the following copyright and database right acknowledgements (as applicable) in a conspicuous position. Trademarks Ordnance Survey, OSGB36, OS MasterMap, OS Terrain and TOID are registered trademarks and OS logos are trademarks of Ordnance Survey, Britain’s mapping agency. Adobe and Reader are registered trademarks of Adobe Systems Incorporated. OGC is a registered trademark of the Open Geospatial Consortium, Inc. W3C is a registered trademark of the Massachusetts Institute of Technology. Using this specification The documentation is supplied in portable document format (PDF) only. Free Adobe® Reader® software, which displays the specification, incorporates search and zoom facilities and allows you to navigate within. Hyperlinks are used to navigate between associated parts of the specification and to relevant Internet resources by clicking on the blue hyperlinks and the table of contents. OS MasterMap® Water Network Technical Specification introduction - v1.1 – 06/2015 Ordnance Survey © 2015 Page \<page_number>4\</page_number> of \<page_number>31\</page_number> Chapter 1 Introduction OS MasterMap Water Network provides a three dimensional structured link and node network of watercourses for Great Britain. A link represents the approximate central alignment of a watercourse and includes inland rivers, tidal water, lakes and canals attributed with additional information including flow direction and primary flow paths. Where watercourses are obscured or underground, connectivity is provided where discernible as part of the Ordnance Survey capture process, or when supplied by an accepted source. The OS MasterMap Water Network product is in geometric sympathy with the underlying topographic features that comprise OS MasterMap Topography Layer (figure 1). Polygons and lines representing the water area and its banks are not supplied in this product, but will continue to be maintained and supplied as part of the OS MasterMap Topography Layer product. <img>Figure 1: OS MasterMap Water Network</img> Identifiers Ordnance Survey provides persistent managed identifiers as TOID’s. TOIDs are strings of up to twenty characters, starting with ‘osgb’, the remaining characters are digits (0 to 9). In an INSPIRE encoded dataset such as this, each feature carries its identifier in three ways as described below: 1. gml:id Required by GML. This matches the pattern in other OS MasterMap products. 2. gml:identifier Recommended by INSPIRE and the UK INSPIRE project. This formats the TOID into a persistent URI, using http://data.os.uk/id/ as a namespace, instead of ‘osgb’. This does not mean that the water network features are available as linked data. 3. netinspireid The localid is set to the TOID (without ‘osgb’), and the namespace set as above. The INSPIRE identifier model does not fit with SF0, it does fit with level 1. OS MasterMap® Water Network Technical Specification chapter 1 v1.1 – 06/2015 Ordnance Survey © 2015Page \<page_number>5\</page_number> of \<page_number>31\</page_number> -- <base:member> -- \<water:HydroNode gml:id="osgb5000005131859581"> -- \<gml:identifier codeSpace="http://inspire.jrc.ec.europa.eu/ids">http://data.ordnancesurvey.co.uk/id/5000005131859581\</gml:identifier> -- <net:beginLifespanVersion>2014-02-25T00:00:00.000\</net:beginLifespanVersion> -- <net:inspireId> -- <base:localId>5000005131859581\</base:localId> -- <base:namespace>http://data.ordnancesurvey.co.uk\</base:namespace> -- <base:versionId>1\</base:versionId> -- <base:Identifier> -- <net:inspireId> -- <base:Identifier> -- <base:Identifier> -- <net:inspireId> An example of a feature in an INSPIRE encoded dataset carrying its identifier in three ways The feature version is encoded as the versionId within the INSPIRE Identifier. Available Formats OS MasterMap Water Network will only be supplied in GML 3.2.1. Adherence to Standards OS MasterMap Water Network is based on the INSPIRE Hydrography Data Specification, which itself is based on the ISO TC211 family of open standards. Extending INSPIRE Specification OS MasterMap Water Network extends the INSPIRE specification. UML Diagram and Table Conventions The data structure is described below by means of UML class diagrams and accompanying tables containing text. The UML diagrams conform to the approach specified in ISO 19103 Conceptual schema language and ISO 19109 Rules for application schema, as adopted by INSPIRE. Colour conventions have been used in the diagrams and tables to distinguish the INSPIRE specification from the additional properties that have been added in this specification. In the UML diagram classes from the INSPIRE Data Specifications are coloured grey, whereas classes in the Ordnance Survey product specification are orange. All code lists are coloured blue, enumerations are green and data types are purple, which can be seen in figure 2. The tables which follow in this Technical Specification use orange for a feature type, blue for a code list, green for enumerations and purple for data types. OS MasterMap® Water Network Technical Specification chapter 1 v1.1 - 06/2015 Ordnance Survey © 2015Page 6 of 31 <img>A UML diagram showing different types of features and enumerations.</img> Legend - INSPIRE Feature Type - OS MasterMap: Water Network - Code Lists - Enumeration Figure 2: A UML diagram using the colour conventions specified in this Technical Specification OS MasterMap® Water Network Technical Specification chapter 1 v1.1 – 06/2015 Ordnance Survey © 2015Page \<page_number>7\</page_number> of \<page_number>31\</page_number> Chapter 2 OS MasterMap Water Network The OS MasterMap Water Network is a topological network representing the watercourses within Great Britain. The product is made up of five feature types: 1. WatercourseLink – features that represent the approximate central alignment of a watercourse, including rivers, lakes and canals. They can represent part or a whole watercourse. 2. HydroNode - features that represent a river’s source, end, a junction where three or more links meet, and places where the real world related attribution changes; for example a watercourse becoming tidal. 3. WatercourseSeparatedCrossing – features to indicate the relationships between watercourses that intersect at different levels. 4. WatercourseLinkSet – features to represent sets of links for example named rivers or watercourses within a catchment area. 5. WatercourseInteraction – features that represent events along the water network, for example, weirs and mooring points. In the first release only two feature types will be supplied, WatercourseLink, and HydroNode (figure 3). This technical specification will cover all five of the feature types which make-up the product as they are referenced in the product schema which is the controlling specification for the product. All the feature instances, of whichever feature type are provided as a single FeatureCollection. OS MasterMap Water Network has been built with the INSPIRE Hydro – Network Specification as a basis which results in the product inheriting attribution from INSPIRE. The overview of the product structure can be found in figure 4 which highlights the inherited INSPIRE feature types and attribution. Properties of the INSPIRE specification, which are voidable and are not being populated in the product, have not been included in the class diagrams or the following tables. For information on the INSPIRE properties which are not included in this product, please see the INSPIRE Data Specification Technical Specification, which is available at http://inspire.jrc.ec.europa.eu/documents/Data_Specifications/INSPIRE_DataSpecification_HY_v3_1.pdf. OS MasterMap® Water Network Technical Specification chapter 2 v1.1 – 06/2015 Ordnance Survey © 2015Page \<page_number>8\</page_number> of \<page_number>31\</page_number> <img>UML Diagram showing the data structure of OS MasterMap Water Network in its first release.</img> Legend - INSPIRE Feature Type - OS MasterMap Water Network Feature Type - Code Lat - Enumeraton WatercourseProvenanceValue - os-line-Urban - os-line-Rural - os-line-Midland - os-line-Agriculture - os-area-Rural - os-area-Midland ReasonForChangeValue - new - reclassified - restructured - attributes HydroNodeCategoryValue - LocalizedCharacterString [0..1] - LocalizedCharacterString [0..1] - LocalizedCharacterString [0..1] WatercourseLink - ReasonForChange: ReasonForChangeValue - provenance: WaterProvenanceValue - pertainTo: CharacterString [0..1] - watercourseName: LocalizedCharacterString [0..1] - watercourseDescription: LocalizedCharacterString [0..1] - localName: LocalizedCharacterString [0..1] - refNum: ReferenceNumber (optional) - cullNum: CharacterString [0..1] - cullDate: CharacterString [0..1] - cullReason: CharacterString [0..1] - causeOfDeath: CauseOfDeathValue [0..1] CodeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLat: - codeLat: codeLatitudeLongitudeValue <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <featureType> Network - NetworkElement inspId: Identifier [0..1] <img>UML diagram of OS MasterMap Water Network product structure referenced by the schema.</img> OS MasterMap® Water Network Technical Specification chapter 2 v1.1 - 06/2015 Ordinance Survey © 2015Page 10 of 31 WatercourseLink WatercourseLink features represent the alignments of watercourses and have, in the most part, been derived from Ordnance Survey detailed topographic data. Where the classification or name changes along a watercourse the network will be split and a HydroNode classified as pseudo created. Attributes <table> <tr> <td><strong>«featureType» WatercourseLink</strong></td> <td></td> </tr> <tr> <td><strong>Definition:</strong> A segment that represents part of a watercourse.</td> <td></td> </tr> <tr> <td><strong>Subtype of:</strong> WatercourseLink</td> <td></td> </tr> <tr> <td><strong>Attribute: centrelineGeometry</strong></td> <td></td> </tr> <tr> <td><strong>Definition:</strong> The three-dimensional geometry that represents the general alignment of the watercourse.</td> <td></td> </tr> <tr> <td><strong>Type:</strong> GM_Curve</td> <td><strong>Multiplicity:</strong> [1]</td> </tr> <tr> <td><strong>Attribute: ficticious</strong></td> <td></td> </tr> <tr> <td><strong>Definition:</strong> indicator that the centreline geometry of the link is a straight line with no intermediate control points – unless the straight line represents the geography in the resolution of the data set appropriately.</td> <td></td> </tr> <tr> <td><strong>Type:</strong> Boolean</td> <td><strong>Multiplicity:</strong> [1]</td> </tr> <tr> <td><strong>Association Role: startNode</strong></td> <td></td> </tr> <tr> <td><strong>Definition:</strong> The HydroNode coincident with the first vertex for this WatercourseLink.</td> <td></td> </tr> <tr> <td><strong>Multiplicity:</strong> [1]</td> <td></td> </tr> <tr> <td><strong>Association Role: endNode</strong></td> <td></td> </tr> <tr> <td><strong>Definition:</strong> The HydroNode coincident with the last vertex for this WatercourseLink. On very rare occasions the end HydroNode may be the same instance as the start HydroNode.</td> <td></td> </tr> <tr> <td><strong>Multiplicity:</strong> [1]</td> <td></td> </tr> <tr> <td><strong>Attribute: inspired</strong></td> <td></td> </tr> <tr> <td><strong>Definition:</strong> External object identifier of the spatial object.</td> <td></td> </tr> <tr> <td colspan="2"><em>NOTE: the localid contains the Ordnance Survey TOID.</em></td> </tr> <tr> <td colspan="2"><em>NOTE: an external object identifier is a unique object identifier published by the responsible body, which may be used by external applications to reference the spatial object. The identifier is an identifier of the spatial object, not an identifier of the real-world phenomenon.</em></td> </tr> <tr> <td><strong>Type:</strong> identifier</td> <td><strong>Multiplicity:</strong> [0..1]</strong></th> </tr> <tr> <td><strong>Attribute: versionId - «lifeCycleInfo» -voidable»</strong></td> <td></th </tr> </table> Definition: The identifier of the particular version of the spatial object, with a maximum length of 25 characters. If the specification of a spatial object type with an external object identifier includes life-cycle information, the version identifier is used to distinguish between the different versions of a spatial object. Within the set of all versions of a spatial object, the version identifier is unique. Type: CharacterString Multiplicity: [0..1] <table> <tr> <td><strong>Attribute: beginLifespanVersion - «lifeCycleInfo»</strong></th <td> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> <th> \<page_number>OS MasterMap® Water Network Technical Specification chapter 2_v1.1 – 06/2015 Ordinance Survey © 2015Page ii of iii\</page_number> <table> <thead> <tr> <td>Type: DateTime</td> <td>Multiplicity: [1]</td> </tr> </thead> <tbody> <tr> <td><strong>Attribute: reasonForChange</strong></td> <td></td> </tr> <tr> <td><strong>Definition:</strong> The cause of the creation of the current version of the feature.</td> <td></td> </tr> <tr> <td>Type: ReasonForChangeValue</td> <td>Multiplicity: [1]</td> </tr> <tr> <td><strong>Attribute: form <voidable></strong></td> <td></td> </tr> <tr> <td><strong>Definition:</strong> The nature of the watercourse being represented by the feature.</td> <td></td> </tr> <tr> <td>Type: WatercourseFormValue</td> <td>Multiplicity: [1]</td> </tr> <tr> <td><strong>Attribute: level <voidable></strong></td> <td></td> </tr> <tr> <td><strong>Definition:</strong> A description of the relationship of the watercourse to ground level.</td> <td></td> </tr> <tr> <td>Type: VerticalPositionValue</td> <td>Multiplicity: [1]</td> </tr> <tr> <td><strong>Attribute: provenance</strong></td> <td></td> </tr> <tr> <td><strong>Definition:</strong> The origin of the centrelineGeometry property.</td> <td></td> </tr> <tr> <td>Type: WatercourseProvenanceValue</td> <td>Multiplicity: [1]</td> </tr> <tr> <td><strong>Attribute: flowDirection <voidable></strong></td> <td></td> </tr> <tr> <td><strong>Definition:</strong> Direction of water flow in the segment relative to digitisation of segment geometry.</td> <td></td> </tr> <tr> <td>Type: LinkDirectionValue</td> <td>Multiplicity: [1]</td> </tr> <tr> <td><strong>Attribute: primary</strong></td> <td></td> </tr> <tr> <td><strong>Definition:</strong> Value indicating the relative importance of the WatercourseLink within any larger watercourse it is part of.</td> <td></td> </tr> <tr> <td colspan="2">NOTE: primary flow is indicated as 1, secondary (and all other levels) off flow is indicated as 2. Further levels are not currently indicated. The primary flow was originally calculated using a combination of attributes.</td> </tr> <tr> <td>Type: Integer</td> <td>Multiplicity: [1]</td> </tr> <tr> <td><strong>Attribute: watercourseNumber</strong></td> <td></td> </tr> <tr> <td><strong>Definition:</strong> The code assigned by a responsible body that is used to identify the watercourse.</td> <td></td> </tr> <tr> <td colspan="2">The responsible bodies are Environment Agency® for England. Scottish Environmental Protection Agency for Scotland and Natural Resources Wales for Wales.</td> </tr> <tr> <td colspan="2">Not currently populated.</td> </tr> <tr> <td>Type: CharacterString</td> <td>Multiplicity: [0..1]</td> </tr> <tr> <td><strong>Attribute: watercourseName</strong></td> <td></td> </tr> <tr> <td><strong>Definition:</strong> The name of the watercourse that the WatercourseLink is part of.</td> <td></td> </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2">NOTE 1: where a feature has more than one name, the language of each name is provided as a 3-digit ISO 639-2 code ('eng', 'cym', 'gla'). See also OS MasterMap Water Network – June 2015 Product Notes</TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2">NOTE 2: where a watercourse has a name in more than one language then this attribute will be the Welsh or Gaelic version.</TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2">Type: LocalisedCharacterString<br>Multiplicity: [0..1]</TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"><strong>Attribute: watercourseNameAlternative</strong></TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"><strong>Definition:</strong> An alternative name of the watercourse that the WatercourseLink is part of.</TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2">NOTE 1: where a feature has more than one name, the language of each name is provided as a 3-digit ISO 639-2 code ('eng', 'cym', 'gla'). See also OS MasterMap Water Network – June 2015 Product Notes</TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2">NOTE 2: where a watercourse has a name in more than one language then this attribute will be the English version.</TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"></TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"></TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"></TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"></TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"></TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"></TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"></TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"></TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"></TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"></TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"></TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"></TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"></TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"></TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"></TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"></TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"></TD </tr> <tr style="background-color: #f0f0f0;"> <td colspan="2"></TD </tr> <tr style="background-color: #e6e6e6;"> <td colspan="2">OS MasterMap® Water Network Technical Specification chapter 2_v.1.1 – 06/2015 Ordinance Survey © 2015Page<page_number>12 of 31<page_number></page_number></table> <table> <tr> <td>Type: LocalisedCharacterString</td> <td>Multiplicity: [0..1]</td> </tr> <tr> <td><strong>Attribute: localName</strong></td> <td></td> </tr> <tr> <td colspan="2">Definition: A name that applies to part of a watercourse that is a sub section of a larger named watercourse that the WatercourseLink is part of.</td> </tr> <tr> <td colspan="2">NOTE 1: where a feature has more than one name, the language of each name is provided as a 3-digit ISO 639-2 code ('eng', 'cym', 'gla'). See also OS MasterMap Water Network – June 2015 Product Notes</td> </tr> <tr> <td colspan="2">NOTE 2: where a watercourse has a local name in more than one language then this name will be the Welsh or Gaelic version.</td> </tr> <tr> <td>Type: LocalisedCharacterString</td> <td>Multiplicity: [0..1]</td> </tr> <tr> <td><strong>Attribute: localNameAlternative</strong></td> <td></td> </tr> <tr> <td colspan="2">Definition: An alternative name that applies to part of a watercourse that is a sub section of a larger named watercourse that the WatercourseLink is part of.</td> </tr> <tr> <td colspan="2">NOTE 1: where a feature has more than one name, the language of each name is provided as a 3-digit ISO 639-2 code ('eng', 'cym', 'gla'). See also OS MasterMap Water Network – June 2015 Product Notes</td> </tr> <tr> <td colspan="2">NOTE 2: where a watercourse has a name in more than one language then this attribute will be the English version.</td> </tr> <tr> <td>Type: LocalisedCharacterString</td> <td>Multiplicity: [0..1]</td> </tr> <tr> <td><strong>Attribute: catchmentName</strong></td> <td></td> </tr> <tr> <td colspan="2">Definition: The name of the catchment area where the WatercourseLink falls, assigned by a responsible body.</td> </tr> <tr> <td colspan="2">The responsible bodies are Environment Agency for England, Scottish Environmental Protection Agency for Scotland, and Natural Resources Wales for Wales.</td> </tr> <tr> <td>Type: CharacterString</td> <td>Multiplicity: [0..1]</td> </tr> <tr> <td><strong>Attribute: catchmentId</strong></td> <td></td> </tr> <tr> <td colspan="2">Definition: The code of the catchment area where the WatercourseLink falls, assigned by a responsible body.</td> </tr> <tr> <td colspan="2">The responsible bodies are Environment Agency for England, Scottish Environmental Protection Agency for Scotland and Natural Resources Wales for Wales.</td> </tr> <tr> <td>Type: CharacterString</td> <td>Multiplicity: [0..1]</td> </tr> <tr> <td><strong>Attribute: permanence</strong></td> <td></td> </tr> <tr> <td colspan="2">Definition: A logical indicator that describes if the watercourse contains water year round (in normal conditions) or only contains water intermittently. For example, a flood relief channel would have this set to 'False'.</td> </tr> <tr> <td>Type: Boolean</td> <td>Multiplicity: [1]</td> </tr> <tr> <td><strong>Attribute: managedNavigation</strong></td> <td></td> </tr> <tr> <td colspan="2">Definition: A logical indicator that describes whether the watercourse is managed for inland navigation by a member of The Association of Inland Navigation Authorities (AINA).</td> </tr> <tr> <td colspan="2">Note: All values are currently set to false, future releases of the product may include values set to true.</td> </tr> <tr> <td>Type: Boolean</td> <td>Multiplicity: [1]</td> </tr> <tr> <td><strong>Attribute: length</strong></td> <td></td> </tr> <tr> <td colspan="2">Definition: Calculated two dimensional length of network segment in metres.</td> </tr> <tr> <td colspan="2">Value supplied to one decimal place.</td> </tr> <tr> <td>Type: Length</td> <td>Multiplicity: [1]</td> </tr> <table border="1"> <tr style="background-color:#e6e6e6;"> <td style="text-align:center;">OS MasterMap® Water Network Technical Specification chapter_2_v1.1 – 06/2015 Ordinance Survey © 2015Page<page_number>13</page_number> of<page_number>31</page_number></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span> Definition: A calculated percentage value that indicates the rate of descent of the surface of the water. See Gradient for derivation. Where the gradient does not correlate with the flow, this value is not supplied and a 'nilReason' of 'unknown' is given. Type: Real \| Multiplicity: [1] Attribute: width <voidable> Definition: The average width of the watercourse along the WatercourseLink expressed in metres. This value is void for WatercourseLink features derived from Ordnance Survey large-scales single line features. These values will be given a 'nilReason' of 'unknown'. Type: Distance \| Multiplicity: [1] Attribute: levelOfDetail Definition: A calculated value indicating the relative cartographic importance of a WatercourseLink to aid selection and depiction when styling the data. See LevelOfDetail for derivation. Type: LevelOfDetailValue \| Multiplicity: [0..1] CodeLists and Enumerations LinkDirectionValue <table> <thead> <tr> <th>Value</th> <th>Description</th> </tr> </thead> <tbody> <tr> <td>bothDirections</td> <td>Water flows in both directions along the watercourse.</td> </tr> <tr> <td>inDirection</td> <td>Water flows in the same direction as the order of the coordinate vertices.</td> </tr> <tr> <td>oppositeDirection</td> <td>Water flows in the opposite direction to the order of the coordinate vertices.</td> </tr> </tbody> </table> Where the flow direction has not been determined this attribute is set to null and a 'nilReason' is given. - Where the value of nilReason is set to 'unknown' then the flow direction is not known to Ordnance Survey. A correct value may exist but the methods employed by Ordnance Survey to date have not facilitated capture. - Where the value of nilReason is set to 'missing', then the flow can be considered indiscernible. Ordnance Survey has attempted to identify the flow on the ground but no flow has been determined. WatercourseFormValue <table> <thead> <tr> <th>Value</th> <th>Description</th> </tr> </thead> <tbody> <tr> <td>Canal</td> <td>A manmade watercourse originally created for inland navigation.</td> </tr> <tr> <td>Drain</td> <td>Not in first release of product.<br>A manmade watercourse whose primary purpose is the removal of excess water from a localised area.<br>This value is not used in release 1.0 and will be populated in a future release of</td> </tr> </tbody> </table> OS MasterMap® Water Network Technical Specification chapter 2_v1.1 – 06/2015 Ordnance Survey © 2015Page \<page_number>14 of 31\</page_number> <table> <tr> <td></td> <td>the product. Watercourses that are drains are included and attributed as inlandRiver.</td> </tr> <tr> <td>Foreshore</td> <td>A watercourse that flows without a well-defined channel over the foreshore (the area between the high and low water marks).</td> </tr> <tr> <td>InlandRiver</td> <td>A river or stream that is not influenced by normal tidal action.</td> </tr> <tr> <td>Lake</td> <td>A large area of non-tidal water without an obvious flow that is enclosed by land.</td> </tr> <tr> <td>LockOrFlightOfLocks</td> <td>An enclosure in a canal or navigable river with a movable gate and sluices at either end. Designed to allow vessels to move between sections of canal or navigable river at different levels by filling or draining the enclosure.</td> </tr> <tr> <td></td> <td>This attribute is not fully populated in the first release of the data, however, it will be added in future releases. Some watercourses flow through Locks they are included but may be attributed with a more general term.</td> </tr> <tr> <td>Marsh</td> <td>An area of ground that is predominantly waterlogged by freshwater throughout the year with no identifiable specific alignment for the flow. For the water network they are captured only where water flows into and out of the marsh and connects to other watercourses.</td> </tr> <tr> <td>Reservoir</td> <td>An area of non-tidal water used for storing water that may be used for irrigation, water supply, power generation or flood control that has been created artificially either fully or in part.</td> </tr> <tr> <td></td> <td>This attribute does not manifest in the first release of the data however it will be utilised in future normal data updates. Where watercourses flow through Reservoirs they are included but may be attributed with a more general term.</td> </tr> <tr> <td>Sea</td> <td>Tidal water where the influence of inland watercourses is negligible, for example a wide estuary or the open sea They are usually included to provide connections for watercourses running into estuaries.</td> </tr> <tr> <td>TidalRiver</td> <td>Watercourses that are subject to the effect of normal tidal action. These exist between the Normal Tidal Limit and Point B (an intangible line where the level of a river meets the level of the sea).</td> </tr> <tr> <td>Transfer</td> <td>A manmade watercourse whose primary purpose is to move water from one location to another (using gravity and/or pumping) typically for water supply or power generation.</td> </tr> </table> Where the WatercourseForm has not been determined this attribute is set to null, the value of nilReason is set to 'unknown'. NOTE: a correct value will exist but the methods employed by Ordnance Survey to date have not facilitated capture. WatercourseProvenanceValue <table> <thead> <tr> <th>codeList: WatercourseProvenanceValue</th> <th>The source and/or technique used to create the WatercourseLink feature</th> <th>Description</th> </tr> </thead> <tbody> <tr> <td>Value</td> <td></td> <td></td> </tr> <tr> <td>OS-line-Urban</td> <td>The WatercourseLink is based upon Topographic line features representing watercourses within Ordnance Survey basic scale data, where the line feature was originally captured to an accuracy of 0.5m RMSE. See Topographic Line and Area features for more information.</td> <td></td> </tr> <tr> <td>OS-line-Rural</td> <td>The WatercourseLink is based upon Topographic line features representing watercourses within Ordnance Survey basic scale data, where the line feature was originally captured to an accuracy of 1.1m RMSE. See Topographic Line and Area features for more information.</td> <td></td> </tr> </tbody> </table> OS MasterMap® Water Network Technical Specification chapter 2_v1.1 – 06/2015 Ordinance Survey © 2015Page 15 of 31 OS-line-Moorland The WatercourseLink is based upon Topographic line features representing watercourses within Ordnance Survey basic scale data, where the line feature was originally captured to an accuracy of 4.1m RMSE. See Topographic Line and Area features for more information. OS-area-Urban The WatercourseLink is based upon Topographic area features representing watercourses within Ordnance Survey basic scale data, where the area feature was originally captured to an accuracy of 0.5m RMSE. See Topographic Line and Area features for more information. OS-area-Rural The WatercourseLink is based upon Topographic area features representing watercourses within Ordnance Survey basic scale data, where the area feature was originally captured to an accuracy of 1.1m RMSE. See Topographic Line and Area features for more information. OS-area-Moorland The WatercourseLink is based upon Topographic area features representing watercourses within Ordnance Survey basic scale data, where the area feature was originally captured to an accuracy of 4.1m RMSE. See Topographic Line and Area features for more information. Inferred A WatercourseLink where the alignment has been added by deduction from existing Ordnance Survey topographic features or terrain data to provide an indicative connection between other WatercourseLink features. localAuthorityInferred A WatercourseLink provided by a local authority that has not been measured or otherwise confirmed on the ground added to provide an indicative connection between other WatercourseLink features. localAuthoritySurveyed A WatercourseLink provided by a local authority that has been measured or otherwise confirmed on the ground. nationalAuthorityInferred A WatercourseLink provided by an accepted national authority that has not been measured or otherwise confirmed on the ground and added to provide an indicative connection between other WatercourseLink features. nationalAuthoritySurveyed A WatercourseLink provided by an accepted national authority that has been measured or otherwise confirmed on the ground. A feature may have more been obtained from more than one source, where this is the case the following priority order is used to assign the provenance value. 1 OS-line or OS-area 2 localAuthoritySurveyed or nationalAuthoritySurveyed 3 localAuthorityInferred or nationalAuthorityInferred 4 inferred LevelOfDetailValue This attribute is currently set to a single value of 'Local' pending future developments in creating an attribute set in sympathy with OS Open Rivers data. <table> <thead> <tr> <th>codeList : LevelOfDetailValue</th> <th>Description</th> </tr> </thead> <tbody> <tr> <td>A calculated value indicating the relative cartographic importance of a WatercourseLink to aid selection and depiction when styling the data.</td> <td></td> </tr> <tr> <td>Value</td> <td>Description</td> </tr> <tr> <td>Local</td> <td>A watercourse important mainly at a local level, recommended for representation</td> </tr> </tbody> </table> OS MasterMap® Water Network Technical Specification chapter 2_v1.1 – 06/2015 Ordnance Survey © 2015Page 16 of 31 only at scales of 1:20 000 and larger. District Not in first release of product. A watercourse important at a local and district level, recommended for representation only at scales of 1:50 000 and larger. Regional Not in first release of product. A watercourse important at a local, district and regional level, recommended for representation at scales of 1:250 000 and larger. National Not in first release of product. A watercourse important at a national level recommended for representation at all scales. ReasonForChangeValue <table> <thead> <tr> <th>codeList: ReasonForChangeValue</th> <th></th> </tr> </thead> <tbody> <tr> <td>Value</td> <td>Description</td> </tr> <tr> <td>New</td> <td>This is a new feature in the database.</td> </tr> <tr> <td>Modified</td> <td>The feature has been edited by an operator i.e. the geometry of a feature is changed following real-world change.</td> </tr> <tr> <td>Software</td> <td>Feature has been adjusted by an automatic software process. Includes geometric adjustment, cleaning and reversing direction of digitising.</td> </tr> <tr> <td>Reclassified</td> <td>The classifying attributes of a feature have changed.</td> </tr> <tr> <td>Restructured</td> <td>New features(s) have been created from parts of existing feature(s). Applied to features where the feature is split into two or more features, or two or more features are joined together.</td> </tr> <tr> <td>Attributes</td> <td>Applied to features that have attributes other than the classifying ones changed.</td> </tr> <tr> <td>Position</td> <td>Correction of position of feature, not related to real-world change.</td> </tr> </tbody> </table> VerticalPositionValue <table> <thead> <tr> <th>enumeration: VerticalPositionValue</th> <th></th> </tr> </thead> <tbody> <tr> <td>The relative vertical position of a feature.</td> <td></td> </tr> <tr> <td>onGroundSurface</td> <td>The feature is on ground level.</td> </tr> <tr> <td>suspendedOrElevated</td> <td>The feature is suspended or elevated.</td> </tr> <tr> <td>Underground</td> <td>The feature is underground.</td> </tr> </tbody> </table> Where the VerticalPosition has not been determined this attribute is empty, with a nilReason explicitly stated as 'unknown'. A correct value does exist but the methods employed by Ordnance Survey to date have not facilitated capture. HydroNode HydroNode features explicitly represent the starts, ends, junctions of watercourses, and places where certain attribution changes. They only exist at the end points of the WatercourseLink features. HydroNode positions are provided in 3D. The vertical coordinate has been sourced from Ordnance Survey terrain data. OS MasterMap® Water Network Technical Specification chapter 2_v1.1 – 06/2015 Ordinance Survey © 2015Page 17 of 31 Attributes <table> <tr> <td><strong>«featureType» HydroNode</strong></td> </tr> <tr> <td><strong>Definition:</strong> A feature at the end of one or more WatercourseLink features that indicates the confluence of two or more watercourses and/or a change in attribution of the connected WatercourseLink features.</td> </tr> <tr> <td><strong>Subtype of:</strong> HydroNode</td> </tr> <tr> <td><strong>Attribute: reasonForChange</strong></td> </tr> <tr> <td><strong>Definition:</strong> The cause of the creation of the current version of the feature.</td> </tr> <tr> <td>Type: ReasonForChangeValue<br>Multiplicity: [1]</td> </tr> <tr> <td><strong>Attribute: geometry</strong></td> </tr> <tr> <td><strong>Definition:</strong> The location of the HydroNode.</td> </tr> <tr> <td>Type: GM_Point<br>Multiplicity: [1]</td> </tr> <tr> <td><strong>Attribute: inspireId</strong></td> </tr> <tr> <td><strong>Definition:</strong> External object identifier of the spatial object.</td> </tr> <tr> <td colspan="2">NOTE: the localised contains the Ordnance Survey TOID.</td> </tr> <tr> <td colspan="2">NOTE: an external object identifier is a unique object identifier published by the responsible body, which may be used by external applications to reference the spatial object. The identifier is an identifier of the spatial object, not an identifier of the real-world phenomenon.</td> </tr> <tr> <td><strong>Attribute: versionId</strong> «LifecycleInfo»</td> </tr> <tr> <td><strong>Definition:</strong> The identifier of the particular version of the spatial object, with a maximum length of 25 characters. If the specification of a spatial object type with an external object identifier includes life-cycle information, the version identifier is used to distinguish between the different versions of a spatial object. Within the set of all versions of a spatial object, the version identifier is unique.</td> </tr> <tr> <td>Type: CharacterString<br>Multiplicity: [0..1]</td> </tr> <tr> <td><strong>Attribute: beginLifeSpanVersion</strong> «LifecycleInfo»</td> </tr> <tr> <td><strong>Definition:</strong> Date and time at which this version of the spatial object was inserted or changed in the spatial data set.<br>NOTE: this is equivalent to 'versionDate' in other MasterMap products.</td> </tr> <tr> <td>Type: DateTime<br>Multiplicity: [1]</td> </tr> <tr> <td><strong>Attribute: hydroNodeCategory</strong> «voidable»</td> </tr> <tr> <td><strong>Definition:</strong> Nature of the HydroNode.</td> </tr> <tr> <td>Type: HydroNodeCategoryValue<br>Multiplicity: [1]</td> </tr> </table> CodeLists and Enumerations <table border="1"> <thead> <tr><th>HydroNodeCategoryValue</th><th>Description</th></tr> </thead> <tbody> <tr><td>codeList: HydroNodeCategoryValue<br>Classification value defining the type of hydrographic node.</td><td></td></tr> <tr><td rowspan="2">flowConstriction</td><td>A split in the network captured to indicate a hydrographic point of interest or facility, or a man-made object that affects the network flow.<br>This attribute is not manifest in the first release of the data, however, it will be utilised in future data updates.</td></tr> <tr><td></td></tr> </tbody> </table> OS MasterMap® Water Network Technical Specification chapter 2_v1.1 – 06/2015 Ordinance Survey © 2015Page \<page_number>18 of 31\</page_number> <table> <thead> <tr> <td>flowRegulation</td> <td>A split in the network captured to indicate a man-made object that is used to regulate the network flow.<br>This value is not currently supplied.</td> </tr> <tr> <td>junction</td> <td>A split in the network to indicate where three or more WatercourseLink features meet at the same level. For example, confluences or bifurcations.</td> </tr> <tr> <td>Outlet</td> <td>The end terminal of a set of one or more interconnected links that does not have any downstream flow. For example, where a watercourse sinks into the ground or the point where a river enters the sea.</td> </tr> <tr> <td>Source</td> <td>The start terminal of a set of one or more interconnected links that has downstream flow. For example, springs or collects.</td> </tr> <tr> <td>Pseudo</td> <td>A location where the real world attribution of a watercourse changes that requires a WatercourseLink to be split.</td> </tr> <tr> <td>boundary</td> <td>HydroNode used to connect different networks.<br>NOTE: can be used to connect cross border networks or adjacent networks together. Differ from source / outlet in that in the real world there is an adjacent link that is not present in the dataset supplied.</td> </tr> </thead> <tbody> <tr> <td colspan="2">Where the hydroNodeCategory has not been determined this attribute is set to null, the value of nilReason is set to 'unknown'.</td> </tr> </tbody> </table> OS MasterMap® Water Network Technical Specification chapter 2_v1.1 – 06/2015 Ordinance Survey © 2015Page \<page_number>19 of 31\</page_number> Chapter 3 Feature Types for Future Release The following three feature types are not currently populated in the current version of OS MasterMap Water Network. However, they are referenced in the product’s schema which is the controlling specification for the product. The intention is to add these in future versions of the product. WatercourseSeparatedCrossing Not currently populated in OS MasterMap Water Network A feature used to indicate the relationship between watercourses that pass over one another without interaction. The WatercourseLink features are not broken at these locations, figure 5, and WaterCourseSeparatedCrossing feature is used to describe the vertical sequence of WatercourseLink features. <img>A diagram showing a watercourse separated crossing. A watercourse (A) passes over another watercourse (B) without interaction.</img> Figure 5: An example of where a watercourseSeparatedCrossing feature would exist. <table> <thead> <tr> <th>-featureType-</th> <th>WatercourseSeparatedCrossing</th> </tr> </thead> <tbody> <tr> <td>Definition:</td> <td>A feature that indicates two or more watercourses pass over one another at different physical levels.</td> </tr> <tr> <td>Subtype of:</td> <td>WatercourseSeparatedCrossing</td> </tr> <tr> <td>Association Role:</td> <td>element</td> </tr> <tr> <td>Definition:</td> <td>Sequence of crossing links. The order reflects their elevation; the first WatercourseLink is the lower WatercourseLink.</td> </tr> <tr> <td>Multiplicity:</td> <td>2..</td> </tr> <tr> <td>Attribute: reasonForChange</td> <td></td> </tr> <tr> <td>Definition:</td> <td>Reason for the current version to be created</td> </tr> <tr> <td>Type:</td> <td>ReasonForChangeValue</td> <td>Multiplicity:</td> <td>[1]</td> </tr> <tr> <td>Attribute: geometry</td> <td></td> </tr> </tbody> </table> OS MasterMap® Water Network Technical Specification chapter 3 v.1.1 – 06/2015 Ordinance Survey © 2015Page \<page_number>20 of 31\</page_number> Definition: Point where two or more WatercourseLink features intersect. Type: GM_Point Multiplicity: [1] WatercourseLinkSet* Not currently populated in OS MasterMap Water Network This spatial object type is included for future use to record sets of links that when combined create a recognisable identifiable watercourse for example a named river or a canal. <table> <tr> <td><strong>featureType</strong>: WatercourseLinkSet</td> </tr> <tr> <td><strong>Definition:</strong> A feature recording a set of watercourse links representing an identifiable watercourse.</td> </tr> <tr> <td><strong>Subtype of:</strong> LinkSet</td> </tr> <tr> <td><strong>Attribute: reasonForChange</strong></td> </tr> <tr> <td><strong>Definition:</strong> The cause of the creation of the current version of the feature</td> </tr> <tr> <td><strong>Type:</strong> ReasonForChangeValue</td> <td><strong>Multiplicity:</strong> [1]</td> </tr> <tr> <td><strong>Attribute: watercourseNumber</strong></td> </tr> <tr> <td><strong>Definition:</strong> Official code assigned to identify the watercourse.</td> </tr> <tr> <td>This is an official identification code assigned by a responsible authority such as the Environment Agency (EA) or Scottish Environmental Protection Agency (SEPA).</td> </tr> <tr> <td><strong>Type:</strong> CharacterString</td> <td><strong>Multiplicity:</strong> [0..1]</td> </tr> <tr> <td><strong>Attribute: watercourseName</strong></td> </tr> <tr> <td><strong>Definition:</strong> The name of the watercourse that the WatercourseLinkSet is representing.</td> </tr> <tr> <td><em>NOTE 1: where a feature has more than one name, the language of each name is provided as a 3-digit ISO 639-2 code ('eng', 'cym', 'gla')</em></td> </tr> <tr> <td><em>NOTE 2: where a watercourse has a name in more than one language then this attribute will be the Welsh or Gaelic version.</em></td> </tr> <tr> <td><strong>Type:</strong> LocalisedCharacterString</td> <td><strong>Multiplicity:</strong> [0..1]</td> </tr> <tr> <td><strong>Attribute: watercourseNameAlternative</strong></td> </tr> <tr> <td><strong>Definition:</strong> An alternative name of the watercourse that the WatercourseLinkSet is representing.</td> </tr> <tr> <td><em>NOTE 1: where a feature has more than one name, the language of each name is provided as a 3-digit ISO 639-2 code ('eng', 'cym', 'gla')</em></td> </tr> <tr> <td><em>NOTE 2: where a watercourse has a name in more than one language then this attribute will be the English version.</em></td> </tr> <tr> <td><strong>Type:</strong> LocalisedCharacterString</td> <td><strong>Multiplicity:</strong> [0..1]</td> </tr> <tr> <td><strong>Attribute: watercourseType</strong></td> </tr> <tr> <td><strong>Definition:</strong> The type of watercourse that the WatercourseLinkSet represents.</td> </tr> <tr> <td><strong>Type:</strong> WatercourseTypeValue</td> <td><strong>Multiplicity:</strong> [1]</td> </tr> </table> OS MasterMap® Water Network Technical Specification chapter 3 v.1.1 – 06/2015 Ordinance Survey © 2015Page 21 of 31 WatercourseTypeValue <table> <thead> <tr> <th colspan="2">codeList: WatercourseTypeValue</th> </tr> <tr> <th>Value</th> <th>Description</th> </tr> </thead> <tbody> <tr> <td>catchment</td> <td>The area drained by a watercourse and its tributaries that enters the sea, a lake or a sink where no further flow is identified.<br>Supplied by the Environment Agency for England, Scottish Environmental Protection Agency for Scotland and Natural Resources Wales for Wales.</td> </tr> <tr> <td>waterBody</td> <td>A water body defined under the Water Framework Directive (WFD).</td> </tr> <tr> <td>watercourse</td> <td>A watercourse with an accepted proper name in common use.</td> </tr> </tbody> </table> WatercourseInteraction Not currently populated in OS MasterMap Water Network A feature that allows the supply of additional information related to the network in addition to the attribution and geometry of WatercourseLink features. For example, where a watercourse passes under a bridge or over a weir. <table> <tr> <td><strong><featureType> WatercourseInteraction</strong></td> </tr> <tr> <td><strong>Definition:</strong> A feature that describes an event along a watercourse related to the water network that cannot be indicated by the attribution or geometry of WatercourseLink or HydroNode feature(s).</td> </tr> <tr> <td><strong>Subtype of:</strong> NetworkProperty</td> </tr> <tr> <td><strong>Attribute: reasonForChange</strong></td> </tr> <tr> <td><strong>Definition:</strong> Reason for the current version to be created</td> </tr> <tr> <td><strong>Type:</strong> ReasonForChangeValue<br><strong>Multiplicity:</strong> [1]</td> </tr> <tr> <td><strong>Attribute: watercourseInteractionCategory</strong></td> </tr> <tr> <td><strong>Definition:</strong></td> </tr> <tr> <td><strong>Type:</strong> HydroNodeCategoryValue<br><strong>Multiplicity:</strong> [1]</td> </tr> </table> Interactions can be either pointReference (for interactions less than 2m in length) or linearReference (for interactions more than 2m in length) which is illustrated in figure 6. These record the position along a specified WatercourseLink for a point interaction, or the start and end position along one or more links for a linear interaction. Interactions can be recorded with an offset indicating which side of the WatercourseLink the interaction is and a distance. OS MasterMap® Water Network Technical Specification chapter 3 v.1.1 – 06/2015 Ordinance Survey © 2015Page \<page_number>22 of 31\</page_number> LinearReference The linearReference data type will be used where required to record interaction over a length of a WatercourseLink. For example, in figure 7, linear interactions could be used to record where the water network passes under the bridge for a distance at A, over a weir at B or has an associated fish pass at an offset at C. Figure 7: Examples of watercourseInteractions which could be modelled through linear referencing. OS MasterMap® Water Network Technical Specification chapter 3 v.1.1 – 06/2015 Ordinance Survey © 2015Page \<page_number>23 of 31\</page_number> Where a linear interaction applies to two or more links, then each part of the interaction are recorded by means of more than one networkReference property. <table> <tr> <td><strong>«dataType» LinearReference</strong></td> <td></td> </tr> <tr> <td><strong>Definition:</strong> Reference to a part of a WatercourseLink along which a specific property applies.</td> <td></td> </tr> <tr> <td><strong>Subtype of:</strong> SimpleLinearReference</td> <td></td> </tr> <tr> <td><strong>Attribute: fromPositionGeometry</strong></td> <td></td> </tr> <tr> <td><strong>Definition:</strong> Point geometry to explicitly locate the start location from which property applies.</td> <td></td> </tr> <tr> <td>Type: GM_Point</td> <td>Multiplicity: [1]</td> </tr> <tr> <td><strong>Attribute: toPositionGeometry</strong></td> <td></td> </tr> <tr> <td><strong>Definition:</strong> Point geometry to explicitly locate the end location to which property applies.</td> <td></td> </tr> <tr> <td>Type: GM_Point</td> <td>Multiplicity: [1]</td> </tr> </table> PointReference The pointReference data types will be used to record interactions at points on the WatercourseLink (interactions with a length of less than 2 m). For example figure 8, point interactions could be used to record the presence and position of features such as sluices (A in image below). <img>A watercourse with a sluice labeled 'Sluice' and a point labeled 'A'. The point 'A' is located on the watercourse link.</img> Figure 8: Examples of watercourseInteractions which could be modelled through point referencing. <table> <tr> <td><strong>«dataType» PointReference</strong></td> <td></td> </tr> <tr> <td><strong>Definition:</strong> Reference to specific point on a WatercourseLink at which a specific property applies.</td> <td></td> </tr> <tr> <td><strong>Subtype of:</strong> SimplePointReference</td> <td></td> </tr> <tr> <td><strong>Attribute: @positionGeometry</strong></td> <td></td> </tr> <tr> <td><strong>Definition:</strong> Point geometry to explicitly locate where on the WatercourseLink the property applies.</td> <td></td> </tr> <tr> <td>Type: GM_Point</td> <td>Multiplicity: [1]</td> </tr> </table> OS MasterMap® Water Network Technical Specification chapter 3 v.1.1 – 06/2015 Ordnance Survey © 2015Page \<page_number>24 of 31\</page_number> Chapter 4 GML Overview Simple Features – Level 1 The GML data conforms to GML Simple Features Profile level 1. At release 1, the only thing that does not conform to level 0 is the inspired. The geometries that we use are OGC ‘simple’: points, and line strings with linear interpolation. Schemas XML schemas are used to define and validate the format and content of the GML. The GML 3.2 specification provides a set of schemas that define the GML feature constructs and geometric types. These are designed to be used as a basis for building application-specific schemas, which define the data content. The Ordnance Survey application schema waterNetwork.xsd, which is referenced by the data, is available on our website. It imports the INSPIRE Hydrography networks application schema, which in turn imports the GML 3.2 schemas. These in turn import schemas produced by the W3C. The data contains elements and attributes from a range of namespaces: <table> <thead> <tr> <th>Namespace identifier</th> <th>Short form prefix</th> <th>Application schema</th> </tr> </thead> <tbody> <tr> <td>http://namespaces.os.uk/mastermap/waterNetwork/1.0</td> <td>water</td> <td>OS MasterMap Water Network</td> </tr> <tr> <td>urn:x-inspire:specification:gmlas:HydroNetwork:3.0</td> <td>hy-n</td> <td>INSPIRE Hydrography networks</td> </tr> <tr> <td>urn:x-inspire:specification:gmlas:Network:3.2</td> <td>net</td> <td>INSPIRE generic network</td> </tr> <tr> <td>urn:x-inspire:specification:gmlas:BaseTypes:3.2</td> <td>base</td> <td>INSPIRE base types</td> </tr> <tr> <td>http://www.opengis.net/gml/3.2</td> <td>gml</td> <td>OGC GML 3.2.1</td> </tr> <tr> <td>http://www.w3.org/1999/xlink</td> <td>xlink</td> <td>W3C XML Linking</td> </tr> <tr> <td>http://www.w3.org/2001/XMLSchema-instance</td> <td>xsi</td> <td>W3C XML Schema instance</td> </tr> </tbody> </table> OS MasterMap® Water Network Technical Specification chapter 4 v.1.1 – 06/2015 Ordnance Survey © 2015Page \<page_number>25 of 31\</page_number> Chapter 5 Data provenance Data creation Data was created from Ordnance Survey large-scale data with additional input from recognised bodies. In OS MasterMap Topography Layer, watercourses less than specified widths are captured as single line features for cartographic clarity purposes. These dimensions are 1m in urban areas, 2m in rural areas and 3m in mountain and moorland areas. For watercourses captured as area features, algorithms were used to create a network including generating topological connections if appropriate. Additional connecting geometry has been added to ensure topological connectivity where this can be deduced by inspection. Watercourses represented by line features were used to generate network lines and these were extended both automatically and manually to indicate connectivity. Manual improvement was undertaken where validation identified issues with flow and connectivity and as a result of customer feedback. Derived attributes This section describes how attributes that are derived from other information contained within Ordnance Survey large scale data. Width attribute The width attribute is calculated to provide an average width of the Topographic Area feature(s) used to create the network links. There may be significant variation along the portion of the watercourse represented by a WatercourseLink with a single width attribute. Topographic Line and Area features The majority of links in the data were sourced from Ordnance Survey detailed topographic data. Different depictions within Ordnance Survey detailed topographic data are adopted for cartographic clarity purposes and watercourses may be represented as lines or areas. Watercourses less than specified widths are captured as single line features, those greater than the specified widths as area features. <table> <thead> <tr> <th>Locality</th> <th>Width</th> <th>Topographic Representation</th> <th>Width attribute</th> </tr> </thead> <tbody> <tr> <td>Urban</td> <td>< 1.0m</td> <td>line</td> <td>null</td> </tr> <tr> <td>Urban</td> <td>>> 1.0m</td> <td>area</td> <td>calculated</td> </tr> <tr> <td>Rural</td> <td>< 2.0m</td> <td>line</td> <td>null</td> </tr> <tr> <td>Rural</td> <td>>> 2.0m</td> <td>area</td> <td>calculated</td> </tr> <tr> <td>Mountain and moorland</td> <td>< 5.0m</td> <td>line</td> <td>null</td> </tr> <tr> <td>Mountain and moorland</td> <td>>> 5.0m</td> <td>area</td> <td>calculated</td> </tr> </tbody> </table> Advances in data capture techniques mean that the cartographic constraints on capture as area features are now less pronounced. As a result some features below the minimum widths in the table above may have been captured as areas. OS MasterMap® Water Network Technical Specification chapter 5 v.1.1 – 06/2015 Ordnance Survey © 2015Page \<page_number>26 of 31\</page_number> LevelOfDetail Definition: A calculated value indicating the relative cartographic importance of a WatercourseLink to aid selection and depiction when styling the data. Currently this has been populated with a single value pending development of algorithms to create more usable attribution. Primacy The Primacy attribute is derived by assessing a combination of the flow, width, gradient and length of the network WatercourseLink feature to identify the most likely course of the main flow of a watercourse at bifurcations. Gradient Gradient is a calculated attribute that indicates the rate of descent of the surface of the water over the entire length of the WatercourseLink. Gradient is expressed as a % or drop in metres per 100 metres of WatercourseLink length. $$\\text{Gradient} = \\frac{\\text{Height on first vertex} - \\text{Height on last vertex}}{\\text{Planar length of link}} * 100$$ For more detailed analysis of the WatercourseLink, height is provided on each vertex that can allow a user to calculate gradients within sections of the WatercourseLink. Heiting the network The water network was heited by interpolation from a bare earth terrain comprising mass points and breaklines. The highest resolution height information available was used in this process. This terrain was captured by Ordnance Survey recently and is the basis for new products that include a height component. The data used to height the network is of a resolution and quality that in some cases results in height attribution that contradicts the flow attribution. This is typically in areas with little change in elevation. In these cases the calculated gradient attribute will not be supplied. Future developments will reduce occurrences by improving the terrain data to reflect the influence of watercourses on the terrain surface. ______________________________________________________________________ OS MasterMap® Water Network Technical Specification chapter 5 v.1.1 – 06/2015 Ordnance Survey © 2015Page \<page_number>27 of 31\</page_number> Chapter 6 Further Information Further information about OS MasterMap Water Network can be found on the Ordnance Survey website: http://os.uk/business-and-government/products/os-mastermap-water-network.html Product Guide: http://os.uk/docs/product-guides/os-mastermap-water-network-product-guide.pdf Getting Started Guide: http://www.os.uk/docs/user-guides/os-mastermap-water-network-getting-started-guide.pdf Ordnance Survey http://os.uk OS MasterMap® Water Network Technical Specification chapter 6 v.1.1 – 06/2015 Ordinance Survey © 2015Page \<page_number>28 of 31\</page_number> Annexe A OS MasterMap Water Network – June 2015 Product Notes The following Annex outline observations made from product testing or are otherwise of note to users of the product. Ordnance Survey are working towards fixing these errors for the next release. Language Qualifiers The xml-lang attributes are not populated in the product. They are planned for population in a future product release where a feature has more than one name. Name Continuity The names of watercourses in the product are not all continuous throughout their extent. HydroNode Categories There are a number of errors with HydroNode features with the hydroNodeCategory value "Source" and "Outlet" where the flowDirection of the connected WatercourseLink is in the wrong direction or is unknown. Geometry Issues There are a number of WatercourseLink features which self-intersect. The vast majority are at the mm level and were created by rounding processes. These will be fixed in future release. There are a small number of WatercourseLink features which are shorter in length than 1m. There are a small number of WatercourseLink features which form a closed loop. There are a number of double digitised WatercourseLink features across the product. ______________________________________________________________________ OS MasterMap® Water Network Technical Specification annexes v.1.1 – 06/2015 Ordnance Survey © 2015 \<page_number>Page 29 of 31\</page_number> Annexe B Product and service performance report form Ordnance Survey welcomes feedback from its customers about OS MasterMap Water Network If you would like to share your thoughts with us, please print a copy of this form and when completed post or fax it to the address below. Your name: ................................................................................................................................................................................. Organisation: ................................................................................................................................................................................. Address: ................................................................................................................................................................................. ................................................................................................................................................................................. Postcode: ................................................................................................................................................................................. Phone: ................................................................................................................................................................................. Fax: ................................................................................................................................................................................. Email: ................................................................................................................................................................................. Quotation or order reference: ............................................................................................................................................... Please record your comments or feedback in the space below. We will acknowledge receipt of your form within three (3) working days and provide you with a full reply or a status report within 21 working days. If you are posting this form, please send it to: OS MasterMap Networks Product Manager, Ordnance Survey, Adanac Drive, SOUTHAMPTON, SO16 0AS. If you wish to return it by fax, please dial 02380 056159. Any personal information that you supply with this report form will be used by Ordnance Survey only in the improvement of its products and services. It will not be made available to third parties. OS MasterMap® Water Network Technical Specification annexes B v.1.1 – 06/2015 Ordnance Survey © 2015 \<page_number>Page 30 of 31\</page_number> Customer Service Centre, Ordnance Survey, Adanac Drive, Southampton, United Kingdom, SO16 0AS +44 (0)3456 050505 (General enquiries) +44 (0)3456 050504 (Welsh helpline) +44 (0)2380 056146 (Textphone) customerservices@os.uk www.os.uk Ordnance Survey © Crown copyright 2015 OS2015(0),17/09/15 <img>A map showing a network of waterways.</img> NETWORKS PRODUCTS <img>A map showing a network of waterways.</img> OS MASTERMAP WATER NETWORK	ENGLISH
2144-pdf	<img>A The National Archives logo</img> # Information Management Assessment ## Department for Environment, Food and Rural Affairs January 2012 About Information Management Assessments The Information Management Assessment (IMA) programme is the best practice model for government departments wishing to demonstrate a high level of achievement in managing their information. IMA reports highlight areas of best practice and make recommendations for improvements. These recommendations will form the basis of an action plan against which progress will be tracked. For more information about the programme and to view previous reports and action plans, see nationalarchives.gov.uk/information-management/our-services/ima.htm Date: January 2012 © Crown copyright 2012 \<page_number>Page 2 of 40\</page_number> Table of contents <table> <tr> <td>1 RISK MATRIX</td> <td>4</td> </tr> <tr> <td>2 KEY FINDINGS OF THE ASSESSMENT</td> <td>5</td> </tr> <tr> <td>3 SUMMARY OF RECOMMENDED ACTIONS</td> <td>10</td> </tr> <tr> <td>4 SUMMARY OF GOOD PRACTICE</td> <td>16</td> </tr> <tr> <td>5 HIGHLIGHTS AND AREAS FOR IMPROVEMENT</td> <td>18</td> </tr> <tr> <td>APPENDIX ONE: GLOSSARY</td> <td>37</td> </tr> <tr> <td>APPENDIX TWO: THE ASSESSMENT TEAM</td> <td>39</td> </tr> <tr> <td>APPENDIX THREE: STATEMENT OF COMMITMENT</td> <td>40</td> </tr> </table> \<page_number>Page 3 of 40\</page_number> 1 Risk matrix Indicative score drawn from the pre-assessment analysis, on-site interviews and evidence submitted: <table> <tr> <td colspan="2">Governance and leadership</td> </tr> <tr> <td>Strategic management</td> <td style="background-color: orange;">☐</td> </tr> <tr> <td>Business objectives</td> <td style="background-color: orange;">☐</td> </tr> <tr> <td>Management controls</td> <td style="background-color: orange;">☐</td> </tr> <tr> <td>Resourcing</td> <td style="background-color: orange;">☐</td> </tr> <tr> <td>Risk management</td> <td style="background-color: orange;">☐</td> </tr> <tr> <td colspan="2">Information and records management</td> </tr> <tr> <td>Creation</td> <td style="background-color: yellow;">☒</td> </tr> <tr> <td>Storage</td> <td style="background-color: red;">☐</td> </tr> <tr> <td>Appraisal, disposal and transfer</td> <td style="background-color: yellow;">☒</td> </tr> <tr> <td>Management of information</td> <td style="background-color: red;">☐</td> </tr> <tr> <td>Digital continuity</td> <td style="background-color: orange;">☐</td> </tr> <tr> <td colspan="2">Culture</td> </tr> <tr> <td>Commitment</td> <td style="background-color: orange;">☐</td> </tr> <tr> <td>Staff understanding</td> <td style="background-color: red;">☐</td> </tr> <tr> <td>Knowledge management</td> <td style="background-color: orange;">☐</td> </tr> </table> <table> <tr> <th colspan="2">Access to information</th> </tr> <tr> <th>FOI/data protection</th> <th style="background-color: orange;">☐</th> </tr> <tr> <th>Re-use</th> <th style="background-color: yellow;">☒</th> </tr> <tr> <th>Security</th> <th style="background-color: orange;">☐</th> </tr> <tr><td colspan="2">Compliance</td></tr><tr><td>Staff responsibilities and delegations</td><td style="background-color: orange;">☐</td></tr><tr><td>Policies and guidance</td><td style="background-color: yellow;">☒</td></tr><tr><td>Training</td><td style="background-color: orange;">☐</td></tr><tr><td>Change management</td><td style="background-color: orange;">☐</td></tr><table> <table border="1"> <tr><th colspan="3">Key to colour coding</th></tr><tr><th></th><th>Best practice</th><th></th></tr><tr><td></td><td style="background-color: green;">☑️ ☑️ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ <th colspan="3">Page 4 of 40<th colspan="3">Page 4 of 40<th colspan="3">Page 4 of 40<th colspan="3">Page 4 of 40<th colspan="3">Page 4 of 40<th colspan="3">Page 4 of 40<th colspan="3">Page 2 Key findings of the assessment 2.1 The Department for Environment, Food and Rural Affairs (Defra) recognises the need for robust, evidence-based policy and for knowledge sharing. Currently pockets of excellence, such as the information audit programme, sit side by side with inconsistent information management practices and multiple storage options for users, putting at risk Defra’s ability to evidence and account for its decisions in the future. 2.2 Defra is the ideal department to position itself as a strategic leader on knowledge management. It has innovated on adopting a programme and project management (PPM) structure, but needs to ingrain good record-keeping if it is to make the most out of it. Defra has a swiftly changing policy and regulatory environment in which issues often have the potential to repeat. Defra also has some hugely significant arms-length bodies and is beginning to take the opportunity to standardise information exchange across them. 2.3 Defra recognises the urgent need to improve its records and information management (IM) capability. Real efforts have been made to understand the information that Defra is creating, using and storing. Defra now needs to build on this understanding and take it forward. This report makes 12 recommendations. Action in these key areas will reduce Defra’s exposure to information risk, as well as supporting the efficient and effective functioning of the department. Governance and leadership 2.4 Defra was one of the first Whitehall departments to adopt a PPM structure. This approach to working can allow staff to be more efficiently deployed, moving to where their expertise is required. However, there are associated risks to information management. As staff move between business areas, the depth of knowledge within teams could be lost, increasing Defra’s reliance on its ability to find, understand and trust its records. 2.5 As with most government departments, the movement to managing large quantities of digital information is a challenge. Defra urgently needs a knowledge and information management (KIM) strategy and updated, time- \<page_number>Page 5 of 40\</page_number> bound plan to ensure it continues to manage its digital information over time and through change. The management committee should monitor compliance with the KIM strategy and goals as well as the results and actions coming out of the information audit within Defra. 2.6 Defra has risk management processes in place. However the risks of not having evidence to back decisions or fulfil statutory obligations are not widely understood. As a result, necessary information is not always captured, or conversely, large quantities of ephemeral information are captured ‘just in case’. This has a detrimental impact on the ability to manage risk. The management committee can play a key role supporting attempts to set and embed good practice outlined in the recommendations in this report, including championing the roles and responsibilities of the various information management roles and users. 2.7 The information audit has started to address this, collating detailed information about each of the business areas. This is good practice; however more needs to be made of this. Defra needs to capitalise on this work by better exploiting the information to improve its management of information. This will better inform how Core Defra manages its information risks. It will also inform planning for the future information needs of Core Defra and support the development of appraisal processes to deal with the legacy of electronic information. Information and records management 2.8 Selection and appraisal of paper records are well managed, with robust, established processes. The accelerated file review process is an example of good practice. The Defra physical archive is fully supported by a complete computerised catalogue which assists FOI and other business requests. 2.9 The volume of electronic information being stored, multiple storage locations and poor understanding and adherence to good practice will make future appraisal of electronic information problematic. Defra needs to ensure that clear principles for the management of all corporate repositories is set out, monitored and enforced. 2.10 The email archive system Vault has a three-year auto deletion. Although there are policies in place to manage the issue, staff awareness and compliance is \<page_number>Page 6 of 40\</page_number> low, leaving Defra exposed to risk. Defra needs to evaluate whether using a separate email archive system is within its information risk appetite. 2.11 If Defra is to function successfully using a PPM structure, it needs a clear approach and consistent application of policy in local areas to allow others within the organisation to find what information they need and understand it. This will support Defra to access accurate and reliable records of decisions, as well as supporting compliance with legislative requirements. Management of digital information 2.12 Defra needs a comprehensive plan to ensure it is able to use its digital information as it needs to, when it needs to. Defra has been slow to introduce a credible and reliable electronic records system, which would help staff work consistently and manage the lifecycle of electronic information. The Clean Sweep project and the e Review project, incorporating work on DROID,\\textsuperscript{1} has been discussed with The National Archives. Defra should continue to develop processes for the ongoing management of digital information over time or through change. Failure to do so will leave Defra exposed to the significant risk that it will lose the ability to find, open, use, understand or trust information that it requires for business purposes. 2.13 A specific digital continuity plan should be produced and owned by an appointed senior responsible owner (SRO). This should ensure that all digital information is recorded as (part of) an information asset, is managed over time, and scheduled for disposal. Access to information 2.14 There is inconsistent and often poor understanding of staff responsibilities for managing corporate information, including how to use the Government Protective Marking Scheme (GPMS) and control access permissions. Policies are available but staff awareness is low. This leaves Defra exposed to risks that \\textsuperscript{1} Digital Record Object IDentification. DROID is free, open source file profiling tool created and developed by The National Archives. For more information, see nationalarchives.gov.uk/droid \<page_number>Page 7 of 40\</page_number> information will be inappropriately disclosed or shared, or that it is given too high a protective marking which restricts the ability to share information legitimately. 2.15 Defra needs to improve significantly its management of information in order to ensure it is meeting its statutory responsibilities, such as the ability to find information under Freedom of Information Act (FOI). This will be supported by a reduction in the number of corporate repositories available, guidance and training and monitoring of compliance. Compliance 2.16 There are a number of good policies and pieces of guidance available, however staff awareness and use of internal policies and guidance is low. The knowledge, information and records management (KIRM) team are attempting to identify and address the most significant issues within teams identified through the information audit programme. This is good practice; however, the resource required to provide such a service limits the breadth of the scope. 2.17 Defra therefore needs a strategy for publicising guidance and good practice examples, increasing staff awareness of their IM responsibilities and measuring broad compliance with internal policy and external mandatory measures, starting with key policies. This must be backed up at a minimum by the inclusion of information management principles in a mandatory corporate induction programme. It should be coupled with the recommendation to improve the capability of local information managers (LIMs), to ensure they offer support and monitor compliance. Culture 2.18 For Defra to be confident that it is capturing the record of its activity, inadequacies in staff awareness about their IM roles and responsibilities must be addressed and IM supported from the management committee to raise its profile and importance within the department. Unclear governance, and inconsistent enforcement of policy and guidance have created a range of issues and these will not be resolved solely by the introduction of a unified \<page_number>Page 8 of 40\</page_number> technology solution. While Defra needs to mandate a corporate repository, any such solution needs a simultaneous drive to increase staff understanding of their roles and responsibilities, and monitoring of actions to ensure compliance. \<page_number>Page 9 of 40\</page_number> 3 Summary of recommended actions These recommendations will form the basis of an action plan that will be monitored. <table> <thead> <tr> <th>Ref</th> <th>Summary Recommendation</th> <th>Paragraph:</th> </tr> </thead> <tbody> <tr> <td>1</td> <td>The management committee needs to monitor and champion knowledge and information management within Defra.</td> <td>5.13, 5.30</td> </tr> <tr> <td></td> <td>The management committee needs to:</td> <td></td> </tr> <tr> <td></td> <td>• Oversee the development of a KIM strategy and monitor compliance with the goals</td> <td></td> </tr> <tr> <td></td> <td>• Oversee and monitor the improvement in capability as a result of the Information Audit</td> <td></td> </tr> <tr> <td></td> <td>• Support actions to set and embed good practice outlined in these recommendations</td> <td></td> </tr> <tr> <td></td> <td>• Drive cultural change through the department from top of the office, recognising the value of information as a key asset</td> <td></td> </tr> <tr> <td></td> <td>• Ensure adequate resources are made available to support KIM in achieving its goals and in training of staff</td> <td></td> </tr> <tr> <td>2</td> <td>Develop a knowledge and information management strategy and revised plan for Core Defra</td> <td>5.5, 5.46, 5.55</td> </tr> <tr> <td></td> <td>• These must be developed in consultation with information technology and information assurance</td> <td></td> </tr> <tr> <td></td> <td>• The KIM plan needs to be time-bound include milestones and measures of success</td> <td></td> </tr> </tbody> </table> \<page_number>Page 10 of 40\</page_number> 3 KIRM need to continue to develop a process to appraise the legacy of electronic information held on the shared drives. - Defra need to continue to ensure that they are thoroughly sampling key records, deleting against agreed retention schedules and keeping adequate records of this. - The information audit programme data should be utilised to help to identify the business users and key information assets. 5.28 4 Expand the scope of the information asset register (IAR) for Core Defra to create a management tool which captures the business requirements of the organisation. As a minimum action, Defra should include at least the following fields in its IAR: - The value of information to the organisation (business criticality and risks associated with not being able to use the information) - Where and how it is stored - Who uses the information (including sharing) - Retention and disposal - Sensitivity - Business purpose For digital information, Defra should also include technical dependencies and requirements to be able to find, access, 5.10, 5.17, 5.34, 5.35, 5.37, 5.39, 5.41, 5.46 \<page_number>Page 11 of 40\</page_number> work with, understand and trust information. - These requirements should be used to evaluate all proposed information and records management systems (technical and non-technical) in Core Defra. - The requirements should be owned by KIRM with support from the Core+ Intelligent Customer Function. The results of this requirement gathering exercise should be analysed by the SharePoint programme board, and used to inform business and technical change decisions through visibility at change boards. Information to support this should be compiled, as far as possible, from work already undertaken. The expanded IAR should be owned jointly by information assurance and KIRM, and cross-referenced with disaster recovery plans. 5 Put in place a plan to ensure that Defra maintains its ability to use its digital information over time and through change. - Ensure that all digital information is recorded as (part of) an information asset, or scheduled for disposal. Information with ongoing business value should be recorded on the IAR and assigned ownership. - Ensure that there is corporate oversight and monitoring of the continuity of Defra’s digital business information. This should include regular testing. - Ensure that technical and business change does not adversely impact on Defra’s ability to find, open, use, \<page_number>Page 12 of 40\</page_number> understand or trust information that it requires for business purposes. - Digital continuity risk² must be regularly reported to the board. <table> <tr> <td>6</td> <td>Defra needs to ensure that individual elements of the information services (IS) strategy are developed collaboratively and embed knowledge management:</td> <td>5.7</td> </tr> <tr> <td></td> <td>• All IS policy leads need to have input into the development of all sections of the IS strategy.</td> <td></td> </tr> <tr> <td></td> <td>• A timescale for development and publication of the IS strategy should be produced by Q1 2012.</td> <td></td> </tr> <tr> <td>7</td> <td>Ensure that every technical change project includes formal representation from a skilled knowledge and information management representative from KIRM and an information assurance professional. The data protection team must also be formally consulted about requirements.</td> <td>5.34, 5.42</td> </tr> <tr> <td></td> <td>• Defra need to ensure that information and records management requirements and concerns are fully represented on the SharePoint2010 programme board, ideally through inclusion of a representative from KIRM. Information management and assurance requirements must be fed in as part of this.</td> <td></td> </tr> <tr> <td></td> <td>• Defra's requirements for SharePoint 2010 need to include essential modifications to ensure the capture of all evidential information including emails as well as the ability to export information while preserving content and context in the event of machinery of government changes. This needs to be scoped and signed off by the EDRM</td> <td></td> </tr> </table> ______________________________________________________________________ ² The National Archives will support Defra to develop a supporting digital continuity plan. The plan needs to be owned by an appointed digital continuity SRO, reporting to the senior information risk owner (SIRO). Guidance, support, commercial tools and services and a self-assessment tool are available from nationalarchives.gov.uk/digitalcontinuity. \<page_number>Page 13 of 40\</page_number> <table> <tr> <td rowspan="6">8</td> <td>Raise capability by retraining staff with information management responsibility, including information asset owners (IAOs), local information managers (LIMs) and information management representatives (IMRs).</td> <td>5.19, 5.40, 5.41, 5.46, 5.48, 5.49, 5.51</td> </tr> <tr> <td>• IAOs must be aware of their obligation to fill in quarterly return on IAR.</td> <td></td> </tr> <tr> <td>• Deputies should be appointed for each IAO.</td> <td></td> </tr> <tr> <td>• An IAO network should be considered to offer support and champion issues.</td> <td></td> </tr> <tr> <td>• Evaluate the potential for specific training for LIMS and IMRs with the aim of increasing local compliance with policies and guidance.</td> <td></td> </tr> <tr> <td>• Assess the possibility of monitoring performance against IM targets.</td> <td></td> </tr> <tr> <td rowspan="6">9</td> <td>Using its understanding about its information requirements, Defra needs to introduce and enforce policies about the structure and use of corporate digital repositories, including accredited shared drives, shared drives and SharePoint 2007. KIRM, with input and support from the CIO and SIRO, must:</td> <td>5.13, 5.23, 5.30, 5.41, 5.46, 5.51</td> </tr> <tr> <td>• Review and tighten its mandatory principles for the management of corporate repositories. These should allow for local flexibility, but require naming to be ‘SLIM’ (Specific, Logical, Informative and Meaningful)</td> <td></td> </tr> <tr> <td>In conjunction, to support this, LIMS should:</td> <td></td> </tr> <tr> <td>• Cascade and publicise guidance and good practice examples on an ongoing basis (and get feedback to improve usability)</td> <td></td> </tr> </table> Page \<page_number>14 of 40\</page_number> <table> <tr> <td rowspan="3">10</td> <td>Monitor and report on local progress and compliance</td> <td rowspan="3">5.13, 5.25, 5.30</td> </tr> <tr> <td>KIRM, with support from senior management, needs to maintain the information audit programme and develop a plan to increase the use of what to keep within business areas:</td> </tr> <tr> <td> <ul> <li>Usage should be monitored and reported in to the board by the Defra board-level KIM champion.</li> <li>This recommendation should be part of a programme of work to raise awareness of KIM responsibilities among staff, particularly Vault and email user policies (<strong>see recommendation 11</strong>).</li> </ul> </td> </tr> <tr> <td rowspan="3">11</td> <td>Provide adequate induction training, educational work and refresher courses for staff:</td> <td rowspan="3">5.30, 5.41, 5.48, 5.49, 5.52</td> </tr> <tr> <td> <ul> <li>Ensure all new starters have a corporate induction to Defra, and that this covers the risks and benefits associated with information and records management, information management roles within Defra and what to keep.</li> <li>Information management refresher courses and information should be made available to staff. This should be informed by an analysis of the issues identified through the information audit programme.</li> </ul> </td> </tr> <tr> <td>Evaluate the appropriateness of the use of a separate email archive system:</td> <td>5.30</td> </tr> <tr> <td rowspan="2">12</td> <td></td> <td></td> </tr> <tr> <td>This should evaluate whether the use of an automatic delete function falls within Defra’s risk appetite.</td> <td></td> </tr> </table> \<page_number>Page 15 of 40\</page_number> 4 Summary of good practice The following have been specifically identified as good practice in the report. <table> <tr> <td>1</td> <td><strong>Information audit programme</strong> has collated useful data across all areas of Core Defra. A report has been supplied to each business area which documents the technology in use and types of information being used, created and stored. The programme made over 800 recommendations in total, identifying important risks and working with staff to resolve them. Bespoke what to keep guidance has also been created for each business area.</td> </tr> <tr> <td>2</td> <td><strong>Evidence investment strategy</strong>, which is a separate budget area and is championed at board level ensures that Defra is collecting the information that it requires for evidential purposes.</td> </tr> <tr> <td>3</td> <td><strong>Evidence board</strong> interrogates the scientific evidence of policy decisions. This ensures that the evidence that Defra is relying on to formulate policy positions is robust and can stand up to challenge and scrutiny.</td> </tr> <tr> <td>4</td> <td>The <strong>SIRO has a high profile</strong>, and in championing information assurance has raised the profile of the discipline throughout Defra. This was recognised by interviewees as good practice and Defra should consider ways to embed this as a core part of the SIRO role.</td> </tr> <tr> <td>5</td> <td>An <strong>accelerated single file review process</strong> has been embedded to expedite the review process to meet the challenges of 20-year rule change. The associated risks appear to have been considered and understood. Defra should continue to share information about their process and lessons learned to support other government departments who may benefit from a similar exercise.</td> </tr> </table> \<page_number>Page 16 of 40\</page_number> 6 Defra's innovative work in using DROID has identified legacy electronic information assets which have been unmanaged since desktop IT was introduced in 1994. This has enabled low value ephemeral information to be deleted, information of value to be maintained and is a stepping stone to harmonising physical and electronic appraisal. Defra should make the lessons learned available to other government departments. \<page_number>Page 17 of 40\</page_number> 5 Highlights and areas for improvement Governance and leadership Strategic management 5.1 Core Defra does not currently have a clear strategy or time-bound plan for knowledge and information management. Defra is currently developing a Defra network information services (IS) strategy, which covers Core Defra and the wider network, including executive agencies (EA) and non-departmental public bodies (NDPBs). The four elements forming the core of the strategy (information and communications technology strategy; commercial/sourcing strategy; knowledge, information and data strategy; and people, capability and governance strategy) will provide an over-arching strategy to guide strategy and policy across the Defra Network, although it will not replace strategies and plans within departments. 5.2 When developed, any Core Defra strategy will need to align with the knowledge, information and data strategy component of this. In the meantime, Core Defra needs to develop a strategy and implement a plan to raise its knowledge and information management (KIM) capability. 5.3 The knowledge, information and records management (KIRM) function is undergoing a review by the CIO; however the continued lack of strategic approach is putting Defra’s ability to use its information and account for its actions at risk. The CIO role needs to be engaged, as far as possible, with all elements of knowledge, information and records management in order to derive maximum value from, and provide assurance for, Defra’s information. 5.4 The KIRM team have assessed the findings of the information audit programme and identified priority recommendation areas for future work in the information audit evaluation report. Core Defra needs to ensure that these actions are considered and included as part of a time-bound implementation plan. 5.5 The current Core Defra KIM plan is not tied to an overall strategy and does not \<page_number>Page 18 of 40\</page_number> identify remedial actions or a timetable for resolution of the issues and risks identified. Defra needs to define the timescale for developing a KIM strategy and for the revision and publication of its KIM plan. This needs to specify milestones, measurements for success and timescales. See recommendation 2. Defra Network information services (IS) 5.6 The CIO is leading the drive to promote collaboration and joint use of ICT across the wider Defra Network, as part of the joined-up IS strategy. This is in line with the aims of the Government ICT strategy. Collaboration between Core Defra and its agencies and NDPBs in the Defra Network is promoted through the CIO board, which has developed the ICT strategy document. This is a good start as it demonstrates collaboration and compromise in order to provide shared and cost-effective ICT solutions. 5.7 The ICT strategy has been developed first due to external pressures to reduce IT spend. There had been little involvement from KIM specialists or business users before it was presented for sign-off. This presents the significant risk that strategies are developed that do not reflect the information needs of the organisation. Defra must ensure that the IS strategy is developed and reviewed in conjunction with lead representatives from other IS policy leads. The ICT strategy must be regularly reviewed in conjunction with key business areas, including KIRM. See recommendation 6. The information landscape 5.8 Whilst Core Defra does not have a strategy in place for the management of its information, the KIRM team have attempted to understand Core Defra’s information landscape and drive IM improvements through the use of DROID file profiler tool and information audit programme. This is an example of good practice, and the head of information management and practice at The National Archives has sent a letter of commendation to Defra in recognition of the information audit programme. 5.9 The information audit programme initially ran for 18 months (it is now in tranche. \<page_number>Page 19 of 40\</page_number> 2), collating information about what and how information was being created and managed across Core Defra. Each business area has been supplied with a comprehensive report of the technologies used, the types of information being created and stored. The programme made over 800 recommendations in total, identifying important risks and providing action plans to resolve these. 5.10 The data gathered by the information audit programme could be more widely used to help Defra to manage its risk and maintain central oversight of its information and support risk management. The information should also be used to inform Defra’s information requirements, evidence investment strategy (EIS), and to plan the strategic development of the technical infrastructure. The information should be actively fed in to an expanded information asset register. See recommendation 4. Business objectives 5.11 ‘Evidence’ is championed by the board and the associated risk is well understood. However, the ability to trust and use the evidence Defra uses relies on good information management (IM). The importance of IM to underpin evidence is not generally understood, with one interviewee commenting that Defra ‘does not value information in its own right’. 5.12 The strong culture of valuing ‘evidence’ is backed up by the EIS, which is a separate budget area and is championed at board level. This is good practice. Similarly, the introduction of an evidence board, to interrogate policy decisions drawn from scientific evidence also represents good practice. This ensures that the evidence that Defra is relying on to formulate policy positions is robust and can stand up to challenge and scrutiny. 5.13 Information assurance (IA) similarly has board-level representation. However, there is no equivalent representation of Knowledge and information management. Board-level ownership of evidence and IA has been central to driving improvements in awareness and compliance among staff. KIM needs to have visibility at board level through monitoring and regular reporting of information risk and progress against the IMA action plan. See recommendation 1. The priorities identified, which should include What to Keep, then need to be cascaded, embedded and progress against them. \<page_number>Page 20 of 40\</page_number> monitored. See recommendations 9 and 10. Risk management 5.14 Defra’s governance structures and the level of strategic oversight they provide are not sufficiently robust and comprehensive to manage the full spectrum of information risk. Information risk is only monitored on the corporate risk register as an exception. So, whilst Defra understands the need for collecting the right ‘evidence’, the risks of failure to demonstrate the basis of past decisions and failure to fulfil statutory obligations is not widely understood. 5.15 The SIRO has maintained a high profile, and in championing information assurance has raised the profile of the discipline throughout Defra. This was recognised by interviewees as good practice and Defra should consider ways to embed this as a core part of the SIRO role. The information audit programme has also identified key risks and issues within individual business areas. 5.16 The information asset register (IAR) is a key tool to manage risk to both personal and sensitive business information; however this is currently underused and incomplete. As a consequence, risks to the departments’ assets may not be captured or understood. 5.17 To enable oversight of wider information risk, Defra should seek to expand its IAR to serve as a central point of reference when recording usability requirements for key information assets, managing technical dependencies over change, determining ownership of information and monitoring risk and retention. It may also support Defra to plan the development of its technical infrastructure, such as adopting greener and more cost-effective storage, for instance keeping only frequently accessed information on live servers. Defra needs to expand the scope of the IAR for Core Defra to create a management tool which captures the business requirements of the organisation. See recommendation 4. 5.18 The assessment team found that the IAR is not updated consistently and does not represent a complete list of assets. A review of a selection of the \<page_number>Page 21 of 40\</page_number> information audit programme reports found examples of information assets that had been highlighted but not subsequently listed on the Core Defra IAR (one defined as containing personal information with constraints on sharing, and another created for statutory evidence gathering and hosted externally). 5.19 The IAR is an important management tool for risk and information. It is the responsibility of the Information Asset Owners (IAOs) to ensure this information is recorded on the IAR with the relevant risk information. However it is notable that less than 15% of the Core Defra entries had completed risk fields. Whilst having a risk field represents a good start, the lack of completion is representative of a lack of awareness among many IAOs about their responsibilities. It is vital to the ability of Core Defra to monitor, track and manage information risk that they are given the right training and support in order to do their job. Defra needs to re-train its IAOs to ensure they are aware of their responsibilities. Defra also needs to implement a clear governance structure to ensure monitoring and compliance, include an obligation to fill in the quarterly return on the IAR. See recommendation 8. \<page_number>Page 22 of 40\</page_number> Information and records management Management of information 5.20 Defra needs consistently structured repositories if the programme management structure in Defra is to work effectively. This will allow others within the organisation to find and understand information, as well as supporting corporate memory and compliance with accessibility legislation and transparency. 5.21 The current information and technology environment is confused. There are multiple repositories and formats in use and inconsistent enforcement of corporate ways of working by senior managers. Staff using shared drives and team sites described problems finding information that they knew existed and uncertainty about the version status of records that they required. Staff were using shared drives as corporate repositories, rather than filing hard copies of records as policy dictates, and using more than one storage area contrary to published guidance. A lack of active management and moderation of the drives has also led to a proliferation of information, as information is kept unnecessarily and retention is not applied. One interviewee described information going back to the 1990s in shared drives and file plans containing multiple levels, making finding and retrieval very difficult. Another stated that ‘it can take a long time to find something that you know is there – from a few minutes to hours’. A lack of oversight of its information also means that Defra ‘has paid for the same research twice’. 5.22 It is particularly important that Defra can be confident that it is capturing the record as it uses Private Office Model 2, which relies on policy areas to retain a full and accurate record. However, whilst Defra is aware of the issues highlighted above, there is no effective strategy or plan in place to tackle them. Defra needs to decide on a corporate policy and mandate it. Guidance exists on the use of shared drives, explaining that these are not a corporate repository and as such any records saved in them must be printed and kept in a registered paper file. However, the same guidance also tells users that they are ‘strongly encouraged’ not to use non-accredited shared drives if there are other options in place. Defra needs to mandate that in such situations, shared \<page_number>Page 23 of 40\</page_number> drives should be used to store new information. This needs to be accompanied with clear policy and mechanisms to enforce compliance. 5.23 Due to the delayed roll out of SharePoint 2010 the KIRM team have re-established the accredited shared drive (ASD) Project, which had been stopped due to a lack of resource. KIRM have also produced corporate information workspace (CIW) guidance to advise business areas how to structure local workspaces. This guidance is not sufficiently prescriptive and does not set out good practice. The KIRM team should revisit the guidance and set out prescriptive, good practice principles for the structuring and maintenance of shared areas. This should make use of good practice already in use, such as the finance team’s ‘4-Click’ principle (that any information should be findable within four clicks) and the CIW guidance that naming should be SLIM³. This allows autonomy for local areas within an intelligible framework. This will support access and re-use, enabling a smoother transition to any technical EDRMS solution that is implemented. Defra needs to introduce and enforce clear policies about the structure and use of corporate digital repositories. See recommendation 9. What to keep (WTK) 5.24 Staff had a poor understanding of what information they needed to retain, how long for and what to dispose of. This presents the risk that necessary records and information may not be captured, and has also contributed to a proliferation of digital information in business areas and a risk of over-retention. 5.25 The KIRM team has produced corporate what to keep guidelines and tailored what to keep schedules for each programme as part of the information audit programme. This is good practice. However, awareness of these was poor and not all SROs were cascading fully to their teams. Only a small number of managers and IAOs interviewed had embedded the WTK schedules in their areas. As recognised by the KIRM team, the proliferation of information will make future appraisal more difficult. It is also likely to increase the cost as appraisal will be more time-consuming and resource-intensive. KIRM, with ______________________________________________________________________ ³ Specific, Logical, Informative and Meaningful \<page_number>Page 24 of 40\</page_number> support from senior management, should develop a plan to increase and monitor the use of what to keep within business areas. See recommendation 10. Appraisal, disposal and transfer 5.26 Paper appraisal is well-managed and the processes in place are sufficiently robust. The team is currently working at capacity; the recent reduction of their annual appraisal target from 80,000 to 50,000 reflecting a recent reduction in staff numbers. The records review team have also embedded an accelerated single file review process, in an attempt to expedite the review process to meet the challenges of 20-year rule change. Staff members interviewed were confident that the associated increased risks had been considered and understood. This represents good practice and Defra should share information about their process and lessons learned to support other government departments who may benefit from a similar exercise. 5.27 There has been a pilot study to analyse the electronic information on the shared drives within Defra. The DROID file characterisation tool is being used to analyse the contents of the shared drives. This project has been running for one year and having analysed information created between 1994 and 2001 has identified with business areas assets which still have ongoing or potentially historical value and other information that can be safely deleted. The findings of this study concluded that digital information created prior to 2001 is duplicated in hard copy or ephemeral, as until that point the department had a print to paper policy. 5.28 Defra has considered the risks that this poses and acknowledge that they are taking a risk-based approach; specifically the failure to keep and maintain a complete public record under the requirements of the Public Records Act (PRA) and section 46. Defra has discussed this approach with The National Archives and are doing some assessment to ensure that files to be deleted are held in hard copy and can be transferred under the Public Records Act if selected. This ______________________________________________________________________ <sup>1</sup> The Lord Chancellors code of practice on the management of records issued under section 46 of the Freedom of Information Act 2000 (section 46). \<page_number>Page 25 of 40\</page_number> is an interesting and pioneering piece of work. Defra should make their lessons learned from the exercise available to other government departments who may want to investigate the feasibility of macro-appraisal of digital information using the DROID tool. See recommendation 3. Email 5.29 Email presents a significant challenge in terms of capturing context and a record of decisions, due to inconsistent filing of evidential emails to corporate systems. Despite clear email guidance that key evidential emails must be stored in corporate systems, some areas of the business were using Outlook folders as a collaborative and record keeping area, rather than saving these emails to corporate systems. There is a significant risk to business efficiency if emails cannot be shared when needed, and to Defra’s reputation if, for example, records required for an inquiry cannot be found as they have been stored in Outlook, and are not returned in search results. 5.30 The use of the email storage solution Vault is of particular concern; the introduction of Vault was initiated by IBM without prior consultation with KIM. Vault is an IT capacity solution that presents significant KIM risks. Vault acts as a personal storage area, accessible only to the user, and has an in-built three-year automatic delete function. The information audit report estimated that over 50% of Defra’s business areas are using Vault to store evidential emails. Anecdotally, the assessment team heard stories of important evidential emails that were almost lost to Vault’s automatic delete function. Guidance on the use of Vault is available, which specifies its use as a personal repository only. However the assessment team found poor understanding about these issues, and the potential risks and issues for Defra. Defra should evaluate whether using a separate email archive system is within its information risk appetite. See recommendation 12. KIRM, with support from senior management (see recommendation 1), need to develop a plan to increase the use of ‘what to keep’ guidance within business areas, at the same time as ensuring compliance with information management policies in particular educate staff to promote the Vault and email user policies. See recommendations 9, 10 and 11. \<page_number>Page 26 of 40\</page_number> Management of digital information Digital continuity risk 5.31 Defra is not currently managing its digital continuity.⁵ There is no strategy or plan to ensure that Defra remains able to find, access, work with, understand and trust its digital information over time and through change. The assessment team found ongoing management of digital information to be the exception rather than the norm. If Defra cannot open or prove the provenance of a record when it is required for an inquiry, it places itself at risk of contravening its statutory obligations. This could be a source of embarrassment or financial loss to the department. 5.32 Defra needs a comprehensive digital continuity plan, in order to ensure it is managing its digital information and retaining its usability. This will support the realisation of other benefits of improved management of information, and The National Archives will provide advice and guidance to deliver a robust plan. A senior responsible owner⁶ (SRO) for digital continuity should be appointed to implement this and monitor progress. See recommendation 5. Information requirements 5.33 The assessment team found differing expectations throughout Defra about the capability that will be delivered in the SharePoint 2010 roll-out. This is due in part to delays in the deployment of the system that were beyond Defra’s control. SharePoint will incorporate EDRMS capability if it is considered ‘cost-effective’. If this is the case, Defra plans to save duplication of effort by using Home Office SharePoint 2010 requirements, which Defra considers to meet minimum section 46 requirements. ⁵ Digital Continuity is the ability to use your digital information in the way that you need, for as long as you need. See nationalarchives.gov.uk/information-management/our-services/dc-what-is.htm ⁶ For more information about the role of the Digital Continuity SRO, see nationalarchives.gov.uk/information-management/our-services/dc-guidance-by-role.htm \<page_number>Page 27 of 40\</page_number> 5.34 This raises two important issues: firstly Defra needs to update its requirements to find, access, work with, understand and trust its information it is not possible to make an objective decision about the most appropriate solution. Secondly, Defra cannot effectively analyse the risks to their ability to use information presented by re-using Home Office requirements. Defra needs to understand and document its own information requirements for records management (see recommendation 4) and include a skilled information and records manager on the SP2010 programme board (see recommendation 7). Once these requirements have been scoped, Defra should test these by doing a comprehensive gap analysis against the SharePoint paper produced by The National Archives.\\textsuperscript{7} 5.35 Defra needs to develop and document a ‘Plan B’ for electronic records management if SP2010 does not provide EDRM capability. Core Defra needs to define and document its corporate requirements for records management, independent of any proposed technical solution, and use these as the basis for the selection of any solution. See recommendation 4. Technology and information 5.36 Defra does not have a central record of how its technological environment supports its information. There is little understanding about the impact that technology change may have on the ability of Defra to use its information, with the resultant risk that digital information may become unusable if it is not managed appropriately over change. 5.37 There was no evidence within teams or programmes that key information assets are tested to ensure they can be used. In one example, there were no plans to test the usability of files which were due to be kept for 25 years. In a PPM environment, when teams disband and it is harder to enforce active management of legacy information, it increases the importance of corporate \\textsuperscript{7} This is available from nationalarchives.gov.uk/documents/information-management/review-of-records-management-in-sharepoint-2010.pdf \<page_number>Page 28 of 40\</page_number> oversight of the key assets and that these are being managed through change that might impact on them. This will be mitigated through the introduction of an expanded IAR and documented understanding about Defra's information requirements (see recommendation 4). \<page_number>Page 29 of 40\</page_number> Access to information Information assurance 5.38 Information risk was articulated by most interviewees in terms of protecting personal data. Despite this, there remain significant issues with the way that the department manages its personal information, with Defra not currently meeting Information Assurance Maturity Model (IAMM) level 1. 5.39 Defra is working with Cabinet Office to raise its capability. Areas of concern are disaster recovery, data leak prevention, unsupported legacy information technology and the lack of an up-to-date comprehensive IAR. Improved information management processes and procedures, including the recommendations in this report, will support improved information assurance in Defra. An expanded IAR will improve oversight of and ability to manage information, and can be cross-referenced with disaster recovery plans. See recommendation 4. 5.40 The management of shared drives for access control is particularly important to protect legacy information given Defra’s programme management structure. Ownership of older information is not always clear, and if there is no business owner, all orphaned material falls to KIM. Access may be granted to legacy information on a short-term basis before being revoked. There is a structured process for monitoring access in team sites, and some examples of good practice monitoring of shared drives, such as an individual who recorded and regularly reviewed access permissions on an Excel spreadsheet. However this was the exception rather than the norm, and almost always the initiative of the individual rather than being initiated by the IAO. IAOs need to ensure that they are taking adequate steps to protect their information. The responsibilities of the IAO role needs to be clarified and made explicit, including the obligation to fill in quarterly risk return on IAR. See recommendation 8. Data Protection Act (DPA) 5.41 Defra perceives itself to be a low-risk department in terms of personal data. \<page_number>Page 30 of 40\</page_number> However it should not be complacent because of the lack of incident. There is currently little active management of DPA risk, and the lack of a comprehensive IAR means it doesn't have oversight of information that it holds. Staff use multiple repositories to store information, including Vault, and the assessment team heard an example of personal information about staff being kept on a personal drive because it was considered 'secure'. This personal information is invisible to the business and increases the risk that Defra contravenes DPA Principles 3 (if too much personal information kept), and 5 (it is being kept for longer than required). Defra needs to assure itself that it is managing risk effectively, through its information asset register, governance structures, and staff capability. See recommendations 4, 8, 9 and 11. 5.42 There is currently a requirement for consulting with the data protection officer when setting up policy projects. This is reassuring; however the same does not formally happen for IT change projects and programmes, such as the SharePoint programme. Defra needs to ensure that data protection issues are formally considered as a part of new IT projects. See recommendation 7. Re-use 5.43 Defra ranks highly in terms of the number of datasets that it publishes on Data.gov. Currently they have 416 datasets, making them the 4th largest UK government publisher.\\textsuperscript{8} Defra also makes a large amount of statistical information available, mostly in .pdf format, through Science, Economics, Statistics and Research section of the website. The assessment team welcomed this. 5.44 Defra states in its business plan for 2011-2015 that it has 'always taken a "right to data" approach in our dealings with the public and are taking steps to formalise this approach for both existing and new data holdings.' The assessment team heard of a number of other historical datasets held by Defra in different formats and of differing levels of quality. Defra should ensure that its historical datasets are recorded appropriately, the risks reviewed and, where \\textsuperscript{8} As at 08/08/2011 \<page_number>Page 31 of 40\</page_number> possible, that they are published. Freedom of Information (FOI) 5.45 Defra received 150 requests under the FOI act for April-June 2011. 83% of these were answered within the 20-day deadline, rising to 92% with permitted extension. This is above the average across central government departments for the period. 5.46 The cumulative effect of multiple storage locations, a lack of consistent IM policy and little management of legacy information means that Defra cannot be confident that it is able to locate all of the information related to a request made under the FOI act. Inconsistent management also increases the risk that this information will not be able to be opened or trusted as required. The recommendations in this report will help to manage this risk, through a strategic approach (recommendation 2), an expanded information asset register (recommendation 4), clear policy that meets Defra’s needs (recommendation 9) and increasing the efficacy of information management roles (recommendation 8). 5.47 There are significant issues with the availability of information on the Defra website, although this is currently undergoing improvement works. The Access to Information pages, including instructions, publication schemes and FOI performance details, are historical and accessed through an archived site. The publication scheme is not up to date, with links to many reports dating from 2007. Many of the links (for example, to impact assessments and capability review) are also broken. The external information asset register page has a ‘last updated’ date of 5th October 2009.³ The assessment team recognises that improvement work is in progress, which is positive. If Defra were to expedite the process, this would support openness and transparency. ______________________________________________________________________ ³ Accessed 08/08/2011 \<page_number>Page 32 of 40\</page_number> Compliance Staff responsibilities and delegations 5.48 Defra has networks of power users for SharePoint 2007, local information managers (LIMs) and information management representatives (IMRs). Very few of the interviewees reported that they had been offered advice or good practice guidance to support information management. Many were aware that there was some form of support available within the team, however this was often assumed to be IT support, reflecting the low awareness of information management roles within Defra. These roles are important in promoting KIRM guidance and best practice, and monitoring local compliance. Defra needs to consider how well it is utilising its current network, and ensure that staff have the right training and resources available to help drive good information management in Defra. See recommendations 8 and 11. Government Protective Marking Scheme (GPMS) 5.49 Interviewees demonstrated inconsistent application and understanding of the GPMS. For example, two interviewees used the blanket term ‘confidential’ when describing information that should be ‘protect’ or ‘restrict’. Another interviewee had received ‘commercial in confidence’ information, but could not specify the GPMS equivalent. The information had subsequently been transferred to a shared drive without any protective marking applied. This leaves Defra exposed to risks that information will be inappropriately disclosed or shared, or that it is given too high a protective marking which restricts the ability to legitimately share information. Defra needs to improve staff understanding of information risk and monitor compliance locally. See recommendations 8 and 11. \<page_number>Page 33 of 40\</page_number> Policies and guidance 5.50 Interviewees were often unaware of the availability of guidance, or did not know where to access it from. Some good quality guidance documents are easily accessible from the intranet. However, a lack of awareness is reflected in the fact that compliance with them is low. This is, for example, notable through the continued use of Vault for evidential emails, despite KIRM policy. Generally, only a very small proportion of the interviewees had proactively sought advice and guidance from the KIRM team. 5.51 After understanding and defining its information requirements, Defra should ensure that its policies and guidance meet the needs of the organisation – and mandate and monitor compliance throughout the organisation. This needs to be supported and championed by senior management. See recommendations 8 and 9. Training 5.52 The corporate induction to Defra is the online e-learning package. Completion of this is not enforced, with a number of interviewees unclear as to whether Defra has any corporate induction. Many interviewees did not feel that they had been given an adequate introduction to their information management roles and responsibilities, but where training has been offered, this has been well received. For example, the email ways of working course was reportedly attended by approximately 300 people. This is understood to have contained practical information management advice and was considered beneficial by a number of interviewees. Defra should seek to identify further cross departmental training needs using the results of the information audit programme. All staff should receive a corporate induction and access to refresher courses. See recommendation 11. \<page_number>Page 34 of 40\</page_number> Culture Commitment 5.53 Defra's requirements for using its information need to inform the way business areas work. A unified technological solution will not in itself resolve these issues; there needs to be a simultaneous drive to increase staff understanding of their roles and responsibilities. Managers have an important role here to drive change and monitor progress. 5.54 The assessment team found different ways of working and different approaches to information management throughout Defra. The naming of files and folders varies considerably according to the business area, as does the structure of the corporate repository. This inconsistency affects the ability of information to be shared and managed. 5.55 Defra needs to re-affirm its commitment to developing its technical infrastructure to meet its requirements for its information and records, starting by developing and embedding a KIM strategy for Core Defra and putting a plan in place to raise capability. This should be outlined in the KIM strategy specified in recommendation 2. Knowledge management/transfer 5.56 The structure of the organisation makes it difficult to locate individuals (such as owners of information or those who have previously worked in programmes or on projects). A lack of effective information management capability across Defra is also putting the capture and maintenance of records at risk, impacting on corporate memory and the ability to share knowledge and information. 5.57 The ability of staff to share information is inhibited by the use of different systems, with one interviewee describing as 'bothersome' the process of sharing information stored in SharePoint with those using other systems. Interviewees frequently described finding workarounds, such as sending documents rather than links (creating issues around version control, \<page_number>Page 35 of 40\</page_number> proliferation of storage). Another interviewee felt that the PPM structure had affected the ability for knowledge to be disseminated, as previously ‘we used to find out [what we needed to know] by osmosis’. If Defra is to function effectively and be able to share its knowledge, it first needs to ensure it is managing and safeguarding its information. \<page_number>Page 36 of 40\</page_number> Appendix one: Glossary <table> <tr> <td>ASD</td> <td>Accredited Shared Drive</td> </tr> <tr> <td>CIW</td> <td>Corporate Information Workspace</td> </tr> <tr> <td>DPA</td> <td>Data Protection Act</td> </tr> <tr> <td>DROID (tool)</td> <td>Digital Record Object Identification</td> </tr> <tr> <td>EDRMS</td> <td>Electronic Document Records Management System</td> </tr> <tr> <td>EIS</td> <td>Evidence Investment Strategy</td> </tr> <tr> <td>FOI</td> <td>Freedom of Information</td> </tr> <tr> <td>GPMS</td> <td>Government Protective Marking Scheme</td> </tr> <tr> <td>IA</td> <td>Information Assurance</td> </tr> <tr> <td>IAO</td> <td>Information Asset Owner</td> </tr> <tr> <td>IM</td> <td>Information Management</td> </tr> <tr> <td>IMA</td> <td>Information Management Assessment</td> </tr> <tr> <td>IMR</td> <td>Information Management Representative</td> </tr> <tr> <td>IT</td> <td>Information Technology</td> </tr> <tr> <td>KIM</td> <td>Knowledge and Information Management</td> </tr> <tr> <td>KIRM</td> <td>Knowledge Information and Records Management (Team)</td> </tr> <tr> <td>LIM</td> <td>Local Information Manager</td> </tr> <tr> <td>Section 46</td> <td>Lord Chancellor's Code of Practice on the management of records issued under section 46 of the Freedom of Information Act 2000</td> </tr> </table> \<page_number>Page 37 of 40\</page_number> <table> <tr> <td>SIRO</td> <td>Senior Information Risk Owner</td> </tr> <tr> <td>SLIM</td> <td>Specific, Logical, Informative and Meaningful</td> </tr> <tr> <td>SRO</td> <td>Senior Responsible Owner</td> </tr> <tr> <td>WTK</td> <td>What to Keep</td> </tr> </table> \<page_number>Page 38 of 40\</page_number> Appendix two: The assessment team The assessment was conducted by members of the Standards Department and specialist colleagues from The National Archives between 4th and 12th July 2011. The assessment team comprised: - Standards and Information Policy Manager - Standards and Assessment Manager - Head of Standards - Standards Adviser - Lead Information Management Consultant - Digital Preservation Advice Service Manager - IT Service Delivery Manager - CEO (observer) - Director of Information Policy and Services (observer) - Information Management Consultant (observer) Assistance provided by Defra: The Assessment team are grateful for the cooperation and assistance of all staff at Defra who were interviewed, provided additional information or facilitated the assessment process. Our particular thanks are extended to Mike Kaye, Kate Pritchard and the KIRM team for their organisation and hospitality. \<page_number>Page 39 of 40\</page_number> Appendix three: Statement of Commitment Statement of Commitment I am personally committed to making sure that we create and manage the information we need to fulfil our legislative and other obligations. To show the strength of my commitment, both to staff in the Department for Environment, Food and Rural Affairs and to the National Archives I have asked The National Archives to begin the process of assessment. I confirm that the Department for Environment, Food and Rural Affairs supports this commitment in practice. I will provide effective leadership on Knowledge and Information Management capability across my Department. I will make sure that our internal processes and training support effective information management. Information is recognised as a key asset for running the business of the Department for Environment, Food and Rural Affairs. I support effective data, information and knowledge sharing in my organisation. I confirm that our data is effectively captured, described, managed and preserved and that the risks are controlled. I will promote access to and re-use of our information, and protect personal information. <signature>Permanent Secretary</signature> 12 July 2011 Page \<page_number>40 of 40\</page_number>	ENGLISH
2259-pdf	August 2017 # HATE CRIME Public statement on prosecuting disability hate crime and other crimes against disabled people <img>CPS logo</img> Crown Prosecution Service cps.gov.uk Hate crimes often have a disproportionate impact on the victim because they are being targeted for a personal characteristic. We recognise that hate crime not only impacts the individual victim but also the wider community. Hate incidents as one-offs or a related series of events can send reverberations through communities, just as they can reinforce established patterns of prejudice and discrimination. This is why it is so important for hate crime to be prosecuted effectively. Our policy is to: - Identify disability hate crimes and other offences targeted at disabled people as early as possible - Build strong cases with our partners that satisfy the tests within the Code for Crown Prosecutors - Remind the court of its powers to increase a sentence under s.146 Criminal Justice Act 2003 where there is evidence of disability hate crime i.e. hostility based on disability or presumed disability, including minor offending - Apply for an increased sentence in all other cases where disability is an aggravating factor in the case - Support disabled victims and witnesses to give their best evidence - Work closely with the police, criminal justice agencies, academics, community stakeholders and other bodies to continuously refresh our understanding of disability hate crime and crimes against disabled people and to improve our response to it - Improve awareness of disability hate crime and public confidence to report it - Monitor the implementation of this policy. When presented with cases that involve disabled people, we will be aware that: - Disability hate crime and other crimes against disabled people may be underpinned by disablism or prejudice against disabled people - The stereotype based belief that disabled people as a group are somehow inherently vulnerable, weak and easy targets is an attitude that motivates some crimes against disabled people - The prejudice, discrimination and social exclusion experienced by many disabled people is not the inevitable result of their impairments or medical conditions, but rather stems from specific barriers they experience on a daily basis: this is known as the social model of disability. When deciding whether it is in the public interest to prosecute disability hate crime or crimes against disabled people, our prosecutors must have regard to the Code for Crown Prosecutors. The Code states that where the offence was motivated by any form of discrimination, including the victim’s disability or whether the suspect demonstrated hostility towards the victim based on disability, the presence of any such motivation or hostility will mean that it is more likely that prosecution is required. \<page_number>1\</page_number> Monitored disability hate crime In order to identify cases involving disability hate crime, we have agreed with the police a shared definition. This definition is wider than the legal definition of a hate crime within the CJA 2003 to ensure we capture all relevant cases: “Any incident/crime which is perceived by the victim or any other person, to be motivated by hostility or prejudice based on a person’s disability or perceived disability.” It is important that relevant incidents are identified as hate crimes as early as possible. This will assist the police to obtain the best available evidence in order to support the aggravating factor at court and at sentence. Once a case has been flagged as a hate crime and received by the CPS, it is CPS policy not to remove the flag for any reason other than administrative error. This signals the CPS commitment to treat all such crimes seriously and to accept the victim’s perspective, even where we are unable to identify sufficient evidence to prosecute the case as a hate crime. The legal framework for disability hate crime 1. Sentence uplift under s.146 S.146 CJA 2003 gives the court the power to increase the sentence of any offence that is aggravated by hostility on the grounds of disability. An offence will be a disability hate crime if: - At the time of committing the offence, or immediately before or after doing so, the offender demonstrated towards the victim of the offence hostility based on a disability (or presumed disability) of the victim; or - The offence is motivated (wholly or partly) by hostility towards persons who have a disability or a particular disability. Both the CJA 2003 and the police/CPS definition refer to hostility, not hatred. There is no statutory definition of hostility and the everyday or dictionary definition is applied, encompassing a broad spectrum of behaviour. For more information about the nature of disability hate crime, see [the CPS legal guidance](#). Crimes against disabled people It’s important to make a distinction between a disability hate crime and a crime committed against a disabled person because of his or her perceived disability. A disability hate crime is any crime committed in any of the circumstances explained in the section on s.146 CJA 2003 above. Some crimes are committed because the offender perceives the disabled person to be vulnerable and not because the offender dislikes or hates the person or disabled people. Our overriding aim is to protect disabled persons when they are targeted, even if the offence does not meet the legal definition of a \<page_number>2\</page_number> disability hate crime. We will therefore put before the court any evidence that a disabled person is targeted for this reason, so that the sentence reflects the gravity of such offending. In this policy, we define crimes against disabled people as: - “Any crime in which disability is a factor, including the impact on the victim and where the perpetrator’s perception that the victim was disabled was a determining factor in his or her decision to offend against the specific victim.” We define disability as any physical or mental impairment, which is the definition used in the Criminal Justice Act 2003. This definition fully incorporates the definition of disability for the purposes of the Equality Act 2010. Examples of types of crimes committed against disabled people are: - “Mate crime” or “befriending crime”: the victim is groomed or befriended and subjected to financial or sexual exploitation; or made to commit minor criminal offences such as shoplifting; or the victim’s accommodation is taken over to commit further offences, such as taking/selling drugs, handling stolen goods, encouraging under-age drinking and sexual behaviour - Criminal assault, abuse or neglect of a disabled person where there is an existing relationship and an expectation of trust: for example, where the perpetrator is a paid carer, family member, friend, support worker or volunteer. For more detailed information on the types of crimes committed against disabled people see the hate crime page on the CPS website. Offending behaviour Hate crime can take many forms, ranging from verbal abuse to physical and sexual assault and can include threats, criminal damage, harassment, stalking and anti-social behaviour. Incidents can be one-off events or form part of a series of repeated and targeted offending. The hostility may be targeted at individuals, groups, those associated with such groups, or property e.g. homes, places of work or worship, and community venues. Hate crime can occur anywhere. Hostility and hatred might be based on misconceptions about the individual’s characteristics. However, there is no need to confirm a victim’s personal characteristics in order to prosecute a hate crime. Evidence of hostility based on the perpetrator’s presumption of the victim’s disability is sufficient. We recognise that the victims of hate crime can be repeatedly targeted. We will encourage the police to investigate any previous incidents or allegations. We will bring charges that reflect the overall picture of offending or if possible make a bad character application to the court to present evidence of previous conduct towards the victim or others. \<page_number>3\</page_number> We recognise that people can be targeted for a combination of reasons, including sexual orientation and transgender identity, race and religion in addition to their disability. Prosecutors will consider the most appropriate charges and apply to courts for an appropriate increase in sentence, based upon all relevant aggravating features. The social model of disability We understand the social model of disability to mean that the prejudice, discrimination and social exclusion experienced by many disabled people is not the inevitable result of their impairments or medical conditions, but rather stems from specific barriers they experience on a daily basis. These barriers can be environmental (inaccessible buildings and services), attitudinal (stereotyping, prejudice and discrimination), and organisational (inflexible policies, practices and procedures). Using the social model helps us to dismantle or reduce the effects of those barriers that are within our power, and improve the safety and security of disabled people. Reporting a crime, giving a statement and being called to give evidence in court can be very daunting experiences for anyone. We recognise that disabled people can experience specific barriers in this regard. These can include a failure by criminal justice agencies to identify an incident as a potential disability hate crime, inaccessible courtrooms, witness waiting areas or an absence of sign language interpreters. We are concerned to avoid incorrect judgments being made about disabled people’s reliability or credibility as a witness giving evidence in court. Such judgments may lead to an incorrect charging decision or could undermine the potential success of a prosecution. Thus we will: - Not make assumptions about a disabled victim’s reliability or credibility, and challenge others who do so - Ensure that disabled people are aware of the support that is available to them to give their best evidence - Be more likely to prosecute cases where disability is a factor, including disability hate crimes where there is sufficient evidence to do so. - Be mindful that language is important and only use the term ‘vulnerable’ in relation to disabled people when it is appropriate in the context of the law and facts of the case - Recognise that the stereotype based belief that a disabled person is ‘vulnerable’ forms the backdrop of disability hate crime and crimes against disabled people and can even be a motivating factor in crimes committed against them. Situational risk and ‘vulnerable victims’ We are aware that disabled people are regularly labelled as “vulnerable”. This labelling has been repeatedly criticised by disabled people and others and is not in line with the social model of disability. We understand that use of this label can give the message that disabled \<page_number>4\</page_number> people are inherently “weak” or “dependent” as individuals and as a group, when in fact it is physical barriers and social attitudes that create inaccessible, unsafe and therefore vulnerable situations for disabled people. Moreover, the belief that disabled people are vulnerable may be disabling in itself and can lead to decisions and actions that adversely affect disabled people’s independence, safety and security. Crucially, in the context of the criminal justice system, this attitude can undermine their perceived competence, credibility and reliability as a witness, and, therefore, their access to justice. We recognise that it is therefore preferable to refer to a ‘situational risk’, or an ‘at risk situation’ that a disabled person may find themselves in, due to particular circumstances, as opposed to referring to the disabled person as ‘vulnerable’. Like many people, those who are disabled experience situational risks, which may be taken advantage of by an offender, or provide the opportunity for the offender to act on their hostility towards disabled people. These risks can be connected to a person’s gender, job, disability or other factors and characteristics. We will avoid the use of the term “vulnerable” where possible and we will always avoid any use of the term which may suggest disabled people are inherently weak or dependent. However, the term is unfortunately sometimes unavoidable in the context of criminal proceedings, due to the wording of the law and relevant Sentencing Guidelines. For example, if prosecutors do not use the term in court, they may be unable to properly explain that an offence is aggravated because of a victim’s “vulnerability”, and should attract an increased sentence. This would in turn disadvantage the disabled victim, as the perpetrator may receive a more lenient sentence than is appropriate. Our [legal guidance on Prosecuting cases of Disability Hate Crime](https://www.sheffieldccj.org.uk/prosecution-guidance) also sometimes refers to a “vulnerable” victim or person. But it does so only where necessary. This will be in the context of the person being in an ‘at risk situation’ in relation to a particular criminal offence, in particular circumstances, for the purposes of a Sentencing Guideline, or an application for special measures for a “vulnerable witness”. Reporting hate crime It is important that all hate crime incidents are reported to the police. It is also invaluable for the police to be made aware of any previous behaviour or patterns of behaviour which relate to the same victim or perpetrator, so that all circumstances can be appropriately taken into account. It is for the police to investigate the incident and to decide whether to refer the case to the CPS for a decision on whether to charge the suspect and, if so, with what offence. Internet and social media Hate crime can be perpetrated online or offline, or there can be a pattern of behaviour that includes both. The internet and social media in particular have provided new platforms for offending behaviour and our revised [guidance on the prosecution of social media cases](https://www.sheffieldccj.org.uk/prosecution-guidance) provides more detail. \<page_number>5\</page_number> In approaching online hate crime, we will: - Recognise that modern communications technology provides opportunities for hate crime - Understand internet and social media platforms as well as their community standards and policies for taking down material - Be familiar with the relevant law and referral systems - Be alert to the need to identify originators as well as amplifiers or disseminators - Prosecute complaints of hate crime online with the same robust and proactive approach used with offline offending, whilst recognising that children may not appreciate the potential harm and seriousness of their communications - Consider the potential impact on a targeted individual or community - Treat online complaints as seriously as offline complaints and encourage all to be reported to the police. As with all hate crime offences the police will be required to seek a charging decision from us. Criminal Investigation We adopt a proactive approach and will seek further evidence where necessary from the police, to assist in the identification of evidence of hostility to support a sentence uplift application. In some cases, we may advise the police to follow up other possible lines of enquiry. This may include looking at previous reported incidents involving the same victim, or the same suspect. It may also involve seeking information or evidence from other agencies such as Social Services, NHS, specialist support groups and community groups working with disabled people. Charging decisions When making charging decisions in cases of disability hate crime and other crimes against disabled people, as in all cases, prosecutors must apply the [Code for Crown Prosecutors](https://www.justice.gov.uk/crown-prosecutors/code). Bail If there is a risk of danger or threats or repeat offences, we will seek to protect victims and witnesses by applying to the court to remand the defendant in custody where appropriate, or by asking the court to impose conditions on bail where possible (for example, not to approach any named person or to keep away from a certain area). Prosecution and sentencing In prosecutions involving disability hate crime, we will build cases to enable us to present evidence of hostility based on disability where possible. We will remind the court of its powers to increase the sentence under s.146. The [Sentencing Council Guidelines](https://www.sentencingcouncil.org.uk/guidance/sentencing-guidelines) provide an offence by offence basis on the way in which the s.146 uplift is determined. Where there is insufficient evidence of disability hostility for the purposes of s.146, but disability was \<page_number>6\</page_number> a factor in the case in some other way, we will present evidence of statutory and other aggravating factors that may increase the seriousness of the case and the sentence. For example, in some cases the victim’s disability is not a factor in the offender’s decision to target him or her. However the impact of the crime on the victim is significant because of his or her disability. This evidence of harm caused to the victim will be brought to the court’s attention as a factor that increases the seriousness of the offence. We shall draw the court’s attention to a Victim Personal Statement (VPS), which gives victims an opportunity to describe the effects of the crime upon them, express their concerns and indicate whether or not they require any support. Making a VPS is entirely optional. Victims are entitled to choose whether they would like to read their VPS aloud in court, whether they would like someone else to read it aloud or whether it should be played back, if recorded, for them. A Community Impact Statement may also be made to show the impact of offending on the wider community, including the disabled community. We have a responsibility to assist the court in sentencing. Prosecutors will apply for appropriate additional or ancillary orders, including restraining orders and compensation for loss, injury or damage. We will always have regard to the victim’s needs, including the question of their future protection. The court has a duty to give reasons for, and explain the effect of, the sentence that it imposes. Withdrawal Sometimes a victim will ask the police not to proceed any further with the case or will ask to withdraw the complaint. We will consider the impact on the victim of not proceeding, including the risk of further harm to the victim, however this does not necessarily mean that the case will automatically be stopped. Applying the Code for Crown Prosecutors, we will prosecute all cases where there is sufficient evidence; it is in the public interest to do so and there are no factors that prevent us from doing so. Case progress - information for victims Information on how victims of crime are kept informed of case progress can be found in the Code of Practice for Victims of Crime. Victims’ Right to Review For qualifying decisions, if a victim requests a review of our decision not to bring proceedings, or to end all proceedings, we will look again at the decision to establish if it was correct. For information on how to ask for a review of a decision see The Victims’ Right to Review Guidance. \<page_number>7\</page_number> Support It is important to note that the majority of disability hate crime prosecutions result in a guilty plea from defendants, reducing the need for victims and witnesses to give evidence in court. However where victims and witnesses are required to give evidence, we are committed to supporting them to give their best evidence. Victims of hate crime are entitled to enhanced support services. Victims who are intimidated can be supported by applications to the court for Special Measures. Special Measures are a series of provisions that help ‘vulnerable’ and ‘intimidated’ witnesses give their best evidence in court and help to relieve some of the stress associated with giving evidence. Special measures can include the use of screens in court so the victim or witness does not have to see the defendant, or giving evidence from a separate courtroom via a video link. These measures can help reduce stress and anxiety. Automatic reporting restrictions apply to persons under the age of 18 in cases in the Youth Court and to victims of rape and other serious sexual offences, irrespective of age. Reporting restrictions can also be applied for in other circumstances, if specific criteria are satisfied, to protect the identity of the victim. We have published a specific Support Guide for disabled victims and witnesses of crime, to accompany this Public Statement. The Support Guide sets out the range of support available to disabled victims of crime, from the CPS, the police and other criminal justice agencies. The aim of the Guide is to support victims and witnesses to give their best evidence. More information can be found on the Victims and Witnesses section of the CPS website. Equality duty We are a public authority for the purposes of equality legislation. This policy and our related legal guidance, and our new Support Guide form a key part of our efforts to meet our obligations under the Public Sector Equality Duty to eliminate unlawful discrimination, harassment and victimisation of disabled people and to promote equality and good relations. Working with stakeholders We work locally and nationally with the police and other partners who have a role in addressing hate crime, as well as with individuals, community groups and academics with experience and expertise in relation to hate crime. This ensures that we are able to continuously refresh our understanding of the nature of disability hate crime and can improve our response to it. Monitoring and Implementation We will monitor our performance through our Hate Crime Assurance Scheme, under the oversight of our hate crime governance structures. We will also receive feedback on our performance through our local and national panels that provide scrutiny of CPS cases, decisions and policies. \<page_number>8\</page_number> Our Hate Crime Annual Report provides transparent accountability in respect to our performance. It should be noted that the CPS can only monitor the work of the CPS. Hate Crime Webpage We have created a [hate crime page on the CPS website](#), to provide more detail on the CPS approach to hate crime. The webpage includes the following information on disability hate crime and crimes against disabled people: - The legal context of disability hate crime - Witnesses’ competence, reliability and credibility - Behaviours and related offences, including “mate crime” - What happens if a victim withdraws or no longer wishes to give evidence - Sentencing - Implementation of the CPS Policy \<page_number>9\</page_number> About the Crown Prosecution Service The CPS is responsible for prosecuting most cases heard in the criminal courts in England and Wales. It is led by the Director of Public Prosecutions and acts independently on criminal cases investigated by the police and other agencies. The CPS is responsible for deciding the appropriate charge in more serious or complex cases and provides information, assistance and support to victims and witnesses. cps.gov.uk @cpsuk	ENGLISH
1450-pdf	Sir Nicholas Macpherson - Permanent Secretary HM Treasury Business Expenses - July - September 2010 <table> <thead> <tr> <td>DATES</td> <td>DESTINATION</td> <td>PURPOSE</td> <td colspan="3">TRAVEL</td> <td>OTHER (Including Hospitality Given)</td> <td>Total Cost £</td> </tr> <tr> <td></td> <td></td> <td></td> <td>Air</td> <td>Rail</td> <td>Taxi/Car</td> <td>Accommodation/ Meals</td> <td></td> </tr> </thead> <tbody> <tr> <td>31.08.10</td> <td>London</td> <td>Official meeting</td> <td></td> <td></td> <td></td> <td>£14.35</td> <td>£14.35</td> </tr> <tr> <td>31.08.10</td> <td>New Zealand</td> <td>Official meetings (postponed)</td> <td>£427.80</td> <td></td> <td></td> <td></td> <td>£427.80</td> </tr> </tbody> </table> Hospitality Received <table> <thead> <tr> <th>Date</th> <th>Organisation Name</th> <th>Type of Hospitality Received</th> </tr> </thead> <tbody> <tr> <td>02.07.10</td> <td>Sir John Bourn</td> <td>Lunch</td> </tr> <tr> <td>05.07.10</td> <td>UBS</td> <td>Lunch</td> </tr> <tr> <td>06.07.10</td> <td>Santander</td> <td>Lunch</td> </tr> <tr> <td>08.07.10</td> <td>The Centre for Economic Performance (CEP)</td> <td>Lunch</td> </tr> <tr> <td>19.07.10</td> <td>Odgers Ray & Berndtson</td> <td>Lunch</td> </tr> <tr> <td>29.07.10</td> <td>BBC Trust</td> <td>Lunch</td> </tr> <tr> <td>10.09.10</td> <td>Financial Times</td> <td>Lunch</td> </tr> <tr> <td>27.09.10</td> <td>FDA</td> <td>Lunch</td> </tr> </tbody> </table> Tom Scholar - Second Permanent Secretary HM Treasury Business Expenses - July - September 2010 <table> <thead> <tr> <td>DATES</td> <td>DESTINATION</td> <td>PURPOSE</td> <td colspan="3">TRAVEL</td> <td>OTHER (Including Hospitality Given)</td> <td>Total Cost £</td> </tr> <tr> <td></td> <td></td> <td></td> <td>Air</td> <td>Rail</td> <td>Taxi/Car</td> <td>Accommodation/ Meals</td> <td></td> </tr> </thead> <tbody> <tr> <td>15.09.10</td> <td>Sunningdale</td> <td>Official meetings</td> <td></td> <td></td> <td>£18.80</td> <td></td> <td>£18.80</td> </tr> <tr> <td>26-27.09.10</td> <td>Paris and New York</td> <td>Official meetings</td> <td>£2,484.57</td> <td>£385.00</td> <td></td> <td></td> <td>£2,869.57</td> </tr> </tbody> </table> Hospitality Received <table> <thead> <tr> <td>Date</td> <td>Organisation Name</td> <td>Type of Hospitality Received</td> </tr> </thead> <tbody> <tr> <td>13.09.10</td> <td>Santander</td> <td>Lunch</td> </tr> <tr> <td>14.09.10</td> <td>Spencer Stuart</td> <td>Dinner</td> </tr> <tr> <td>29.09.10</td> <td>Lloyds of London</td> <td>Dinner</td> </tr> </tbody> </table> Michael Ellam – Managing Director International and Finance HM Treasury Business Expenses – July - September 2010 <table> <thead> <tr> <th>DATES</th> <th>DESTINATION</th> <th>PURPOSE</th> <th colspan="3">TRAVEL</th> <th>OTHER (Including Hospitality Given)</th> <th>Total Cost £</th> </tr> <tr> <td></td> <td></td> <td></td> <td>Air</td> <td>Rail</td> <td>Taxi/Car</td> <td>Accommodation/ Meals</td> <td></td> </tr> </thead> <tbody> <tr> <td>08-09.07.10</td> <td>Brussels and Paris</td> <td>Official meetings</td> <td></td> <td>£415.50</td> <td>£54.27</td> <td>£95.84</td> <td></td> <td>£565.61</td> </tr> <tr> <td>12-13.07.10</td> <td>Brussels</td> <td>Official meetings</td> <td></td> <td>£378.00</td> <td></td> <td>£157.62</td> <td></td> <td>£335.62</td> </tr> <tr> <td>28-31.07.10</td> <td>Washington</td> <td>Official meetings</td> <td>£1,869.77</td> <td></td> <td>£71.10</td> <td></td> <td></td> <td>£1,940.87</td> </tr> <tr> <td>30-31.08.10</td> <td>Brussels</td> <td>Official meetings</td> <td></td> <td>£174.00</td> <td>£29.05</td> <td>£176.93</td> <td></td> <td>£379.98</td> </tr> <tr> <td>02-05.09.10</td> <td>Korea</td> <td>Official meetings</td> <td>£3,508.87</td> <td>£18.00</td> <td>£28.47</td> <td></td> <td></td><td>$3,555.34</td> </tr> <tr> <td>05-07.09.10</td> <td>Brussels</td> <td>Official meetings</td> <td></td><td>£396.00</td><td>£53.00</td><td>£227.51</td><td></td><td>$676.51</td> </tr> <tr> <td>13.09.10</td><td>Paris</td><td>Official meetings</td><td></td><td>£192.00</td><td></td><td></td><td></td><td>$192.00</td> </tr> <tr> <td>14-15.09.10</td><td>Moscow</td><td>Official meetings</td><td>$1,471.74</td><td></td><td>$74.10</td><td></td><td></ td><table>$1,545.84$<table/> <tr><th>DATES DESTINATION PURPOSE TRAVEL OTHER (Including Hospitality Given) Total Cost £ <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hospitality Received Michael did not receive any hospitality during this period. <table/></table> Hotel Accommodation \| DATES \| DESTINATION \| PURPOSE \| Hotel Accommodation \| \|---\|---\|---\|---\| \| 28-31.07.10 \| Washington \| Official meetings \| £2,666 \| \| 30-31.08.10 \| Brussels \| Official meetings \| £2,666 \| \| 13-14.09.10 \| Paris \| Official meetings \| £2,666 \| \| 28-31.09.10 \| Moscow \| Official meetings \| £2,666 \| Total Cost £ Total Cost £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ TOTAL COST £ \\TOTAL COST € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_number>Total Cost € \<page_page_num\_=""> Andrew Hudson – Managing Director of Public Services and Growth Business Expenses – July – September 2010 <table> <thead> <tr> <th>DATES</th> <th>DESTINATION</th> <th>PURPOSE</th> <th colspan="3">TRAVEL</th> <th>OTHER (Including Hospitality Given)</th> <th>Total Cost £</th> </tr> <tr> <td></td> <td></td> <td></td> <td>Air</td> <td>Rail</td> <td>Taxi/Car</td> <td>Accommodation/ Meals</td> <td></td> </tr> </thead> <tbody> <tr> <td>23.07.10</td> <td>Milton Keynes</td> <td>Official meetings</td> <td></td> <td>£40.40</td> <td></td> <td></td> <td>£40.40</td> </tr> <tr> <td>30.07.10</td> <td>Leeds</td> <td>Official meetings</td> <td></td> <td>£70.25</td> <td></td> <td></td> <td>£70.25</td> </tr> </tbody> </table> Hospitality Received <table> <thead> <tr> <th>Date</th> <th>Organisation Name</th> <th>Type of Hospitality Received</th> </tr> </thead> <tbody> <tr> <td>23.07.10</td> <td>Milton Keynes Council</td> <td>Lunch</td> </tr> <tr> <td>29.07.10</td> <td>Ministry of Defence</td> <td>Lunch and dinner</td> </tr> <tr> <td>30.07.10</td> <td>NHS Shared Business Service</td> <td>Lunch</td> </tr> </tbody> </table> Emma Lindsell – Corporate Services Director Business Expenses – July - September 2010 <table> <thead> <tr> <th>DATES</th> <th>DESTINATION</th> <th>PURPOSE</th> <th colspan="3">TRAVEL</th> <th>OTHER (Including Hospitality Given)</th> <th>Total Cost £</th> </tr> <tr> <td></td> <td></td> <td></td> <td>Air</td> <td>Rail</td> <td>Taxi/Car</td> <td>Accommodation/ Meals</td> <td></td> <td></td> </tr> </thead> <tbody> <tr> <td>15.07.10</td> <td>Norwich</td> <td>Official meetings</td> <td>£55.00</td> <td>£14.00</td> <td></td> <td></td> <td>£69.00</td> </tr> <tr> <td>09.09.10</td> <td>Norwich</td> <td>Official meetings</td> <td>£41.00</td> <td>£6.00</td> <td></td> <td></td> <td>£47.00</td> </tr> </tbody> </table> Hospitality Received Emma did not receive any hospitality during this period. Dave Ramsden – Managing Director of Macroeconomics and Fiscal Policy Business Expenses – July - September 2010 <table> <thead> <tr> <th>DATES</th> <th>DESTINATION</th> <th>PURPOSE</th> <th colspan="3">TRAVEL</th> <th>OTHER (Including Hospitality Given)</th> <th>Total Cost £</th> </tr> <tr> <td></td> <td></td> <td></td> <td>Air</td> <td>Rail</td> <td>Taxi/Car</td> <td>Accommodation/ Meals</td> <td></td> </tr> </thead> <tbody> <tr> <td>25.05.10</td> <td>London</td> <td>Official meeting</td> <td></td> <td></td> <td>£9.00</td> <td></td> <td>£9.00</td> </tr> <tr> <td>09.06.10</td> <td>London</td> <td>Official meeting</td> <td></td> <td></td> <td>£6.00</td> <td></td> <td>£6.00</td> </tr> <tr> <td>28.06.10</td> <td>London/Brussels</td> <td>Official meeting</td> <td></td> <td></td> <td>£23.80</td> <td></td> <td>£23.80</td> </tr> <tr> <td>21.07.10</td> <td>London</td> <td>Official meeting</td> <td></td> <td></td> <td>£3.80</td> <td></td> <td>£3.80</td> </tr> <tr> <td>22.07.10</td> <td>London</td> <td>Official meeting</td> <td></td> <td></td> <td>£3.60</td> <td></td> <td>£3.60</td> </tr> <tr> <td>06.09.10</td> <td>London</td> <td>Official meeting</td> <td></td> <td></td> <td>£25.80</td> <td></td> <td>£25.80</td> </tr> <tr> <td>07.09.10</td> <td>London</td> <td>Official meeting</td> <td></td> <td></td> <td>£36.80</td> <td></td> <td>£36.80</td> </tr> <tr> <td>13.09.10</td> <td>Paris</td> <td>Official meetings</td> <td></td><td></td><td>£340.00</td><td></td><td>£340.00</td> </tr> <tr style="background-color: #f2f2f2;"> <th colspan="7">Hospitality Received<br>Date Organisation Name Type of Hospitality Received<br/></th><br/> <tr><td colspan="7">28.06.10 European Commission Rail travel, accommodation and meals<br/>05.07.10 HSBC Lunch<br/>21.07.10 Credit Suisse Dinner<br/>27.07.10 Barclays Lunch<br/>06.09.10 Goldman Sachs Dinner<br/>07.09.10 Government of Singapore Investment Corporation Pte Ltd (GIC) Lunch<br/>08.09.10 Bank of England Lunch<br/>13.09.10 Organisation for Economic Co-operation and Development (OECD) – Paris Dinner<br/>23.09.10 US Fidelity Trustees Lunch<br/></tr><br/> <tr style="background-color: #f2f2f2;"> <th colspan="7">Hospitality Received<br>Date Organisation Name Type of Hospitality Received<br/></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr><th colspan="7"></th><br/> <tr style=""><table cellspacing='none' cellpadding='none'> <thead style='border-bottom: 1px solid black;'> <tr style='text-align:center;'> <thead style='border-bottom: 1px solid black;'> <tbody style='border-bottom: 1px solid black;'> <tr style='text-align:center;'> <thead style='border-bottom: 1px solid black;'> <tbody style='border-bottom: 1px solid black;'> <tr style='text-align:center;'> <thead style='border-bottom: 1px solid black;'> <tbody style='border-bottom: 1px solid black;'> <tr style='text-align:center;'> <thead style='border-bottom: 1px solid black;'> <tbody style='border-bottom: 1px solid black;'> <tr style='text-align:center;'> <thead style='border-bottom: 1px solid black;'> <tbody style='border-bottom: 1px solid black;'> <tr style='text-align:center;'> <thead style='border-bottom: 1px solid black;'> <tbody style='border-bottom: 1px solid black;'> <tr style='text-align:center;'> <thead style='border-bottom: 1px solid black;'> <tbody style='border-bottom: 1px solid black;'> <tr style='text-align:center;'> <thead style='border-bottom: 1px solid black;'> <tbody style='border-bottom: 1px solid black;'> <tr style='text-align:center;'> <thead style='border-bottom: 1px solid black;'> <tbody style='border-bottom: 1px solid black;'> <tr style='text-align:center;'> <thead style='border-bottom: 1px solid black;'> <tbody style='border-bottom: 1px solid black;'> <tr style='text-align:center;'> <thead style='border-bottom: 1px solid black;'> <tbody style='border-bottom: 1px solid black;'> <tr style='text-align:center;'> <thead style='border-bottom: 1px solid black;'> <tbody style='border-bottom: 1px solid black;'> <tr style='text-align:center;'> <thead style='border-bottom: 1px solid black;'> <tbody style='border-bottom: 1px solid black;'> Ray Shostak – Head of Prime Ministers Delivery Unit Business Expenses – July - September 2010 <table> <thead> <tr> <td>DATES</td> <td>DESTINATION</td> <td>PURPOSE</td> <td colspan="3">TRAVEL</td> <td>OTHER (Including Hospitality Given)</td> <td>Total Cost £</td> </tr> <tr> <td></td> <td></td> <td></td> <td>Air</td> <td>Rail</td> <td>Taxi/Car</td> <td>Accommodation/ Meals</td> <td></td> </tr> </thead> <tbody> <tr> <td>03-06.05.10</td> <td>Washington</td> <td>Official meetings</td> <td></td> <td></td> <td>£86.90</td> <td></td> <td>£86.90</td> </tr> <tr> <td>24.05.10</td> <td>London</td> <td>Official meeting</td> <td></td> <td></td> <td>£5.50</td> <td></td> <td>£5.50</td> </tr> <tr> <td>15.07.10</td> <td>Surrey</td> <td>Official meeting</td> <td></td> <td></td> <td>£7.90</td> <td></td> <td>£7.90</td> </tr> <tr> <td>28.07.10</td> <td>Margate</td> <td>Official meeting</td> <td></td> <td></td> <td>£41.90</td> <td></td> <td>£41.90</td> </tr> <tr> <td>15-17.09.10</td> <td>Nottingham</td> <td>Official meetings</td> <td></td> <td></td> <td>£30.75</td> <td></td> <td>£30.75</td> </tr> </tbody> </table> Hospitality Received Ray did not receive any hospitality during this period. Jonathan Taylor – Managing Director Financial Services and Stability Business Expenses – July– September 2010 No expenses were incurred during this period. Hospitality Received <table> <thead> <tr> <th>Date</th> <th>Organisation Name</th> <th>Type of Hospitality Received</th> </tr> </thead> <tbody> <tr> <td>06.07.10</td> <td>International Centre for Financial Regulation</td> <td>Reception</td> </tr> <tr> <td>07.07.10</td> <td>Swiss Ambassador</td> <td>Reception</td> </tr> <tr> <td>12.07.10</td> <td>British Bankers’ Association</td> <td>Dinner</td> </tr> <tr> <td>14.07.10</td> <td>City of London</td> <td>Breakfast</td> </tr> <tr> <td>16.07.10</td> <td>Herbert Smith</td> <td>Lunch</td> </tr> <tr> <td>19.07.10</td> <td>City of London</td> <td>Breakfast</td> </tr> <tr> <td>27.07.10</td> <td>Shearman & Sterling</td> <td>Dinner</td> </tr> <tr> <td>28.07.10</td> <td>UBS</td> <td>Lunch</td> </tr> <tr> <td>18.08.10</td> <td>Association for Financial Markets in Europe</td> <td>Lunch</td> </tr> <tr> <td>09.09.10</td> <td>Citi Group</td> <td>Breakfast</td> </tr> <tr> <td>20.09.10</td> <td>Arbutunot Banking Group PLC</td> <td>Lunch</td> </tr> <tr> <td>21.09.10</td> <td>Mansion House</td> <td>Dinner</td> </tr> </tbody> </table> Edward Troup – Managing Director Budget Tax and Welfare Business Expenses – July – September 2010 <table> <thead> <tr> <td>DATES</td> <td>DESTINATION</td> <td>PURPOSE</td> <td colspan="3">TRAVEL</td> <td>OTHER (Including Hospitality Given)</td> <td>Total Cost £</td> </tr> <tr> <td></td> <td></td> <td></td> <td>Air</td> <td>Rail</td> <td>Taxi/Car</td> <td>Accommodation/ Meals</td> <td></td> </tr> </thead> <tbody> <tr> <td>22.03.10</td> <td>Newport</td> <td>Official meeting</td> <td></td> <td></td> <td>£6.20</td> <td></td> <td>£6.20</td> </tr> </tbody> </table> Hospitality Received Edward did not receive any hospitality during this period. Louise Tulett – Director of Finance and Procurement Business Expenses – July – September 2010 <table> <thead> <tr> <td>DATES</td> <td>DESTINATION</td> <td>PURPOSE</td> <td colspan="3">TRAVEL</td> <td>OTHER (Including Hospitality Given)</td> <td>Total Cost £</td> </tr> <tr> <td></td> <td></td> <td></td> <td>Air</td> <td>Rail</td> <td>Taxi/Car</td> <td>Accommodation/ Meals</td> <td></td> </tr> </thead> <tbody> <tr> <td>15.07.10</td> <td>Norwich</td> <td>Official meetings</td> <td>£27.00</td> <td>£6.00</td> <td></td> <td></td> <td>£33.00</td> </tr> <tr> <td>09.09.10</td> <td>Norwich</td> <td>Official meetings</td> <td>£41.00</td> <td>£6.00</td> <td></td> <td></td> <td>£47.00</td> </tr> </tbody> </table> Hospitality Received <table> <thead> <tr> <td>Date</td> <td>Organisation Name</td> <td>Type of Hospitality Received</td> </tr> </thead> <tbody> <tr> <td>02.08.10</td> <td>Royal Bank of Scotland</td> <td>Dinner</td> </tr> <tr> <td>28.09.10</td> <td>Ernst & Young</td> <td>Dinner</td> </tr> </tbody> </table>	ENGLISH
4704-pdf	<img>Forest Research logo</img> NFI ownership # Pre-release Access to Official Statistics: ## Provisional estimates of the ownership type and property type of woodlands in Britain Last updated: November 2020 Next update due: tbc ## Introduction Our arrangements for pre-release access to Official Statistics are described in a Pre-Release Access Statement¹. This document supplements the statement by giving the names and/or job titles of all those persons to whom pre-release access has been granted to NFI Estimates of the ownership type and property type of woodlands in Britain, as follows: - Part 1 provides a list of those receiving pre-release access to the Official Statistics in their final form for briefing purposes. As this is a release covering Great Britain, the pre-release access period is limited to 24 hours. - Part 2 provides a list of those receiving pre-release access for quality assurance purposes. The justification for giving advance access to each listed recipient will be available on request. Sheila Ward Forest Research ______________________________________________________________________ ¹ https://www.forestryresearch.gov.uk/tools-and-resources/statistics/about-our-statistics/code-of-practice/pre-release-access-to-official-statistics/ Pre-release access to Official Statistics \<page_number>1\</page_number> <img>Forest Research logo</img> NFI ownership Part 1: Pre-release access to final form (24 hours) (last updated November 2020) Forestry Commission: - Jane Hull, Principal Advisor – Social Forestry Scottish Forestry: - David Signorini, Chief Executive - Alan Hampson, Head of Standards, Evidence and Expertise - Jonathan Taylor, Head of Scottish Forestry Executive Office - John Cummings, Secretariat and Governance Officer - Jason Hubert, Head of Business Development - Bob Frost, Policy Manager - Steve Williams, Senior Media Manager Scottish Government: - Fergus Ewing MSP, Cabinet Secretary for the Rural Economy and Tourism - Mairi Gougeon MSP, Minister for Rural Affairs and the Natural Environment - Roseanna Cunningham, Cabinet Secretary for Environment, Climate Change and Land Reform - Bridget Campbell, Director for Environment and Forestry - Fiona Harrison, Deputy Director Future Rural Policy Frameworks, Land Use and Land Reform - Fiona Taylor, Head of Land Use and Land Reform - Robin Cornwall, Senior Policy Officer Land Reform and Legislation - Scott Rogerson, Communications - Kate Higgins, Special Advisor Rural Economy and Connectivity Welsh Government: - Lesley Griffiths, Minister for Environment, Energy and Rural Affairs - Jon Travis, Head of Forestry Reform Pre-release access to Official Statistics \<page_number>2\</page_number> <img>Forest Research logo</img> NFI ownership - Elizabeth Lyon, Head of Forestry - Patrick Cowdy, Policy Advisor - Mark Hilleard, Policy Advisor Forestry Land Scotland: - Michael Hymers, Director of Corporate Support - Trefor Owen, Director of Land Management - Simon Hodgson, Chief Executive - Paul Munro, Media Manager - Gwen Hamilton, Head of Communications Forest Research: - James Pendlebury, Chief Executive - Clare Parker, Head of Communications Pre-release access to Official Statistics \<page_number>3\</page_number> <img>Forest Research logo</img> NFI ownership Part 2: Pre-release access for quality assurance (last updated November 2020) Forest Research: - James Pendlebury, Chief Executive - Chris Quine, Chief Scientist - Nicol Sinclair, Head of Inventory, Forecasting & Operational Support Pre-release access to Official Statistics \<page_number>4\</page_number>	ENGLISH
0590-pdf	<img>PEAK DISTRICT NATIONAL PARK AUTHORITY logo</img> e: customer.services@peakdistrict.gov.uk t: 01629 816200 f: 01629 816310 Aldern House Baslow Road Bakewell Derbyshire DE451AE Application for removal or variation of a condition following grant of planning permission. Town and Country Planning Act 1990. Planning (Listed Buildings and Conservation Areas) Act 1990 You can complete and submit this form electronically via the Planning Portal by visiting www.planningportal.gov.uk/apply Publication of applications on planning authority websites Please note that the information provided on this application form and in supporting documents may be published on the Authority's website. If you require any further clarification, please contact the Authority's planning department. Please complete using block capitals and black ink. It is important that you read the accompanying guidance notes as incorrect completion will delay the processing of your application. <table> <tr> <td colspan="2"> 1. Applicant Name and Address </td> <td colspan="2"> 2. Agent Name and Address </td> </tr> <tr> <td>Title:</td> <td>MR</td> <td>Title:</td> <td>ANDREW</td> </tr> <tr> <td>First name:</td> <td>First name:</td> <td>Last name:</td> <td>Last name:</td> </tr> <tr> <td>MRS</td> <td>ANDREW</td> <td>GEE</td> <td></td> </tr> <tr> <td>Last name:</td> <td></td> <td>Company (optional):</td> <td>AXIS ARCHITECTURE</td> </tr> <tr> <td>PECKETT</td> <td></td> <td>Company (optional):</td> <td></td> </tr> <tr> <td>Company (optional):</td> <td></td> <td>Unit:</td> <td></td> </tr> <tr> <td></td> <td></td> <td>House number:</td> <td></td> </tr> <tr> <td></td> <td></td> <td>House suffix:</td> <td></td> </tr> <tr> <td>Unit:</td> <td></td> <td>House number:</td> <td></td> </tr> <tr> <td></td> <td></td> <td>House suffix:</td> <td></td> </tr> <tr> <th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><th colspan="4">House name:</th><br/> </tr> ``` <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> <!-- Applicant Name and Address --> ``` <table> <tr> <td style='vertical-align:top;'> Title: ME<br/> First name: MRS<br/> Last name: PECKETT<br/> Company (optional):<br/> Unit: ____________<br/> House number: ____________<br/> House suffix: ____________<br/> Name: FIVEWAYS<br/> Address 1: MAYNARD ROAD<br/> Address 2: ____________<br/> Address 3: ____________<br/> Town: GRINDLEFORD, HOPE VALEY, BRADFORD<br/> County: DERBYSHIRE<br/> Country: UK<br/> Postcode: S32 2JD </table> <table> <tr> <td style='vertical-align:top;'> Title: MR<br/> First name: ANDREW<br/> Last name: GEE<br/> Company (optional): AXIS ARCHITECTURE<br/> Unit: ____________<br/> House number: ____________<br/> House suffix: ____________<br/> Name: TALBOT CHAMBERS<br/> Address 1: 2-6 NORTH CHURCH STREET<br/> Address 2: ____________<br/> Address 3: ____________<br/> Town: SHEFFIELD<br/> County: SOUTH YORKSHIRE<br/> Country: UK<br/> Postcode: SI 2DH </table> Date: 2013-06-30 #5 Revision: 3554 3. Site Address Details Please provide the full postal address of the application site. Unit: House number: House suffix: House name: FIVEWAYS Address 1: MAYNARD ROAD Address 2: Address 3: Town: GRINDLEFORD, HOPE VALLEY County: DERBYSHIRE Postcode (optional): S32 2JD Description of location or a grid reference. (must be completed if postcode is not known): Easting: Northing: Description: 4. Pre-application Advice Has assistance or prior advice been sought from the local authority about this application? Yes No If Yes, please complete the following information about the advice you were given. (This will help the authority to deal with this application more efficiently). Please tick if the full contact details are not known, and then complete as much as possible: ☐ Officer name: TERESA CRITCHLOW Reference: PLANNING OFFICER Date (DD/MM/YYYY): 11/03/2014 Details of pre-application advice received? PROCEDURE FOR SECTION 73 AMENDMENT TO REPLACE PREVIOUS NON-MATERIAL AMENDMENT APPLICATION (FOR WORKING AMENDMENTS TO APPROVED SCHEME) 5. Description Of Your Proposal Please provide a description of the approved development as shown on the decision letter, including the application reference number and date of decision in the sections below: ALTERATIONS AND EXTENSIONS TO DWELLINGHOUSE Reference number: NP100/0710/0692 Date of decision (DD/MM/YYYY): 04/05/2011 (date must be pre-application submission) Please state the condition number(s) to which this application relates: <table> <thead> <tr><td></td><td></td></tr> </thead> <tbody> <tr><td>1.</td><td>2</td></tr> <tr><td>2.</td><td>6.</td></tr> <tr><td>3.</td><td>7.</td></tr> <tr><td>4.</td><td>8.</td></tr> <tr><td>5.</td><td>9.</td></tr> <tr><td>6.</td><td>10.</td></tr> </tbody> </table> Has the development already started? Yes No If Yes, please state when the development started (DD/MM/YYYY): 01/09/2012 (date must be pre-application submission) Has the development been completed? Yes No If Yes, please state when the development was completed (DD/MM/YYYY): 6. Condition(s) - Removal Please state why you wish the condition(s) to be removed or changed: SUBSTITUTION OF SCHEME DRAWINGS LISTED ON CONSENT NOTICE IN ORDER TO REGULARISE WORKING AMENDMENTS TO APPROVED SCHEME If you wish the existing condition to be changed, please state how you wish the condition to be varied: DEVELOPMENT TO BE CARRIED OUT IN ACCORDANCE WITH: 26308(04) 01 REV K; 26308(04) 02 REV M; 26308(02) 01 REV P and 26308(02) 02 REV P \<page_number>Page 1 of 1\</page_number> 7. Ownership Certificates and Agricultural Land Declaration One Certificate A, B, C, or D must be completed with this application form CERTIFICATE OF OWNERSHIP - CERTIFICATE A Town and Country Planning (Development Management Procedure) (England) Order 2010 Certificate under Article 12 I certify that on the day 21 days before the date of this application nobody except myself the applicant was the owner\* of any part of the land or building to which the application relates, and that none of the land to which the application relates is, or is part of, an agricultural holding. NOTE: You should sign Certificate B, C or D, as appropriate, if you are the sole owner of the land or building to which the application relates but the land is, or is part of, an agricultural holding. - "owner" is a person with a freehold interest or leasehold interest with at least 7 years left to run. \\ "agricultural holding" has the meaning given by reference to the definition of "agricultural tenant" in section 65(8) of the Act. Signed - Applicant: \_\_\_\_\_\_\_\_\_\_\_\_ Or signed - Agent: <signature>efer</signature> Date (DD/MM/YYYY): 10/06/2014 CERTIFICATE OF OWNERSHIP - CERTIFICATE B Town and Country Planning (Development Management Procedure) (England) Order 2010 Certificate under Article 12 I certify that on the day 21 days before the date of this application I have/the applicant has given the requisite notice to everyone else (as listed below) who, on the day 21 days before the date of this application, was the owner\* and/or agricultural tenant\\ of any part of the land or building to which this application relates. - "owner" is a person with a freehold interest or leasehold interest with at least 7 years left to run. \\ "agricultural tenant" has the meaning given in section 65(8) of the Town and Country Planning Act 1990 <table> <thead> <tr> <td>Name of Owner / Agricultural Tenant</td> <td>Address</td> <td>Date Notice Served.</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> </tr> </tbody> </table> Signed - Applicant: \_\_\_\_\_\_\_\_\_\_\_\_ Or signed - Agent: \_\_\_\_\_\_\_\_\_\_\_\_ Date (DD/MM/YYYY): \_\_\_\_\_\_\_\_\_\_\_\_ <img>A scanned document containing two certificates for ownership and agricultural land declaration.</img> 7. Ownership Certificates and Agricultural Land Declaration (continued) CERTIFICATE OF OWNERSHIP - CERTIFICATE C Town and Country Planning (Development Management Procedure) [England] Order 2010 Certificate under Article 12 I certify/ The applicant certifies that: - Neither Certificate A or B can be issued for this application. - All reasonable steps have been taken to find out the names and addresses of the other owners\* and/or agricultural tenants\\ of the land or building, or of a part of it, but if have/ the applicant has been unable to do so. - "owner" is a person with a freehold interest or leasehold interest with at least 7 years left to run. \\ "agricultural tenant" has the meaning given in section 65(8) of the Town and Country Planning Act 1990 The steps taken were: <table> <thead> <tr> <td>Name of Owner / Agricultural Tenant</td> <td>Address</td> <td>Date Notice Served</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> </tr> </tbody> </table> Notice of the application has been published in the following newspaper (circulating in the area where the land is situated): On the following date (which must not be earlier than 21 days before the date of the application): Signed - Applicant: \_\_\_\_\_\_\_\_\_\_\_\_ Or signed - Agent: \_\_\_\_\_\_\_\_\_\_\_\_ Date (DD/MM/YYYY): CERTIFICATE OF OWNERSHIP - CERTIFICATE D Town and Country Planning (Development Management Procedure) [England] Order 2010 Certificate under Article 12 I certify/ The applicant certifies that: - Neither Certificate A or B can be issued for this application. - All reasonable steps have been taken to find out the names and addresses of everyone else who, on the day 21 days before the date of this application, was the owner\* and/or agricultural tenant\\ of any part of the land to which this application relates, but I have/ he/she has been unable to do so. - "owner" is a person with a freehold interest or leasehold interest with at least 7 years left to run. \\ "agricultural tenant" has the meaning given in section 65(8) of the Town and Country Planning Act 1990 The steps taken were: <table> <thead> <tr> <td>Notice of the application has been published in the following newspaper (circulating in the area where the land is situated):</td> <td>On the following date (which must not be earlier than 21 days before the date of the application):</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> </tr> <tr> <td></td> <td></td> </tr> <tr> <td></td> <td></td> </tr> <tr> <td></td> <td></td> </tr> </tbody> </table> Signed - Applicant: \_\_\_\_\_\_\_\_\_\_\_\_ Or signed - Agent: \_\_\_\_\_\_\_\_\_\_\_\_ Date (DD/MM/YYYY): 8. Planning Application Requirements - Checklist Please read the following checklist to make sure you have sent all the information in support of your proposal. Failure to submit all information required will result in your application being deemed invalid. It will not be considered valid until all information required by this Local Plan has been submitted. The original and 3 copies of a completed and dated application form: ☑ The original and 3 copies of other plans and drawings or information necessary to describe the subject of the application: ☐ The correct fee: ☐ The original and 3 copies of the completed, dated Ownership Certificate (A, B, C or D – as applicable) and Article 12 Certificate (Agricultural Holdings): ☐ # Declaration I/we hereby apply for planning permission/consent as described in this form and the accompanying plans/drawings and additional information. I/we confirm that, to the best of my/our knowledge, any facts stated are true and accurate and any opinions given are the genuine opinions of the person(s) giving them. Signed - Applicant: \_\_\_\_\_\_\_\_\_\_\_\_ Or signed - Agent: <signature>ejo</signature> Date (DD/MM/YYYY): 10/06/2014 (date cannot be pre-application) ______________________________________________________________________ ## 10. Applicant Contact Details <table> <tr> <td>Telephone numbers</td> <td>Extension number:</td> </tr> <tr> <td>Country code:</td> <td>National number:</td> <td></td> <td></td> </tr> <tr> <td>Country code:</td> <td>Mobile number (optional):</td> <td></td> <td></td> </tr> <tr> <td>Country code:</td> <td>Fax number (optional):</td> <td></td> <td></td> </tr> <tr> <td>Email address (optional):</td> <td></td> <td></td> <td></td> </tr> </table> ______________________________________________________________________ ## 11. Agent Contact Details <table> <tr> <td>Telephone numbers</td> <td>Extension number:</td> </tr> <tr> <td>Country code:</td> <td>National number:</td> <td></td> <td></td> </tr> <tr> <td>Country code:</td> <td>Mobile number (optional):</td> <td></td> <td></td> </tr> <tr> <td>Country code:</td> <td>Fax number (optional):</td> <td></td> <td></td> </tr> <tr> <td>Email address (optional):</td> <td></td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br>ANDY@AXIS-ARCHITECTURE.COM </table> ______________________________________________________________________ ## 12. Site Visit Can the site be seen from a public road, public footpath, bridleway or other public land? ☑ Yes ☐ No If the planning authority needs to make an appointment to carry out a site visit, whom should they contact? (Please select only one) ☑ Agent ☐ Applicant ☐ Other (if different from the agent/applicant's details) Contact name: \_\_\_\_\_\_\_\_\_\_\_\_ Telephone number: \_\_\_\_\_\_\_\_\_\_\_\_ Email address: \_\_\_\_\_\_\_\_\_\_\_\_ ______________________________________________________________________ SDate: 2013-04-30 #5 SRversion: 1004 S	ENGLISH
0283-pdf	Les Waters Manager, Licensing Railway Markets and Economics <img>ORR OFFICE OF RAIL AND ROAD logo</img> 6 June 2018 Jane Kerr Planning & Access Manager Infrastructure Systems & Performance Translink Group 22 Great Victoria Street Belfast BT2 7LX Dear Jane, Northern Ireland Railways Company Limited (NIR): Network Statement 2019 I am writing to conclude ORR's review of NIR's network statement, as required of us under The Railways Infrastructure (Access, Management and Licensing of Railway Undertakings) Regulations (Northern Ireland) 2016 (the Regulations). We have reviewed your published Network Statement 2019, dated 30 March 2018, having already commented in detail on the provisional version you sent to us on 21 December 2017. I should point out that, despite our input, ORR's roles under regulation 32(1), 32(2) and 34(1) means that we cannot endorse or approve the publication. Thank you for your constructive engagement again this year. We note that although you have addressed some of our comments, there are still some key areas where we consider that your published version lacks sufficient information to be fully compliant with the Regulations. For example: - Charging (section 6 of the network statement) - the requirement to include details of charging principles and tariffs is required under regulation 13(4)(c); - Service facilities (section 3.6 of the network statement) - details on charges for the use of service facilities, as required under regulation 13(4)(d); - Previous utilisation of capacity - as required under regulation 13(4)(j)(xi). This is missing from the network statement; - Model framework agreement - as required under regulation 13(4)(o). This is also missing from the network statement; and - Publication in two European languages - required under regulation 13(8). The obligations imposed by the Regulations are legal requirements, not regulatory burdens imposed by ORR, and NIR would need to resource additional activity to develop the network statement into full compliance. We are taking a pragmatic and proportionate approach to our controlling role and we are not aware of any competitive situation in Northern Ireland to indicate that we should direct you to make further changes to your 2019 network statement. <img>INVESTORS IN PEOPLE logo</img> Head Office: One Kemble Street, London WC2B 4AN T: 020 7282 2000 www Orr.gov.uk \<page_number>Page 1 of 2\</page_number> 2018-06-08 Response to Northern Ireland Railways Network Statement 2019 <img>ORR logo</img> However, we need to be clear to what extent you will update your next network statement to meet the requirements of the Regulations. To help with this, please provide us, by 31 July 2018, a list of the sections you will update. I am copying this letter to Clive Bradberry. In line with our commitment to transparency, we will place a copy of this letter on our website. Yours sincerely, <signature>Les Waters</signature> Les Waters Page 2 of 2 2018-06-06 Response to Northern Ireland Railways Network Statement 2019	ENGLISH
0073-pdf	<img>Hackney Town Hall with flags and people walking around.</img> Employee Engagement Caroline Anderson London Borough of Hackney <img>Hackney logo</img> Hackney – A Complex History • 2001 serious financial and managerial difficulties • £50m deficit • Government intervention – Section.114 • Education Services externalised • Non-discrimination notice (420 ETs) • Difficult relationship with TU’s • Single status ET • Police intervention <img>Hackney logo</img> Hackney has transformed itself and The Borough • One of the fastest improving Authorities in the country • Improvement in 81% of key PIs in the last 2 years • Residents satisfaction 60% - 70% (double to London average) • Council tax frozen for 5 years • Top 3 savers nationally • Investment in regeneration Crucial to our success is the positive relationship we have with our staff <img>Hackney logo</img> # 2009 Staff Survey Results Ipsos Mori 2009 revealed above average in over 20 employee engagement indicators • Advocacy of the Council (+24 points higher) • Feeling informed (+ 24) • Belief that Management has clear vision (+21) • Pride in working for the Council (+21) • Feeling valued (+17) • Believe the organisation looks after its employees (+9) • Job satisfaction (+6) <img>Hackney logo</img> Staff Survey cont.. "The Council receives better ratings from its staff than any other public sector employer we work with" Simon Atkinson, Ipsos Mori, Mar 2009 <img>Hackney logo</img> # Putting in the building blocks - Leadership - Vision and clarity - Effective partnerships (internal & external) - Financial management and stability - Performance management framework - Commitment to learning and development - Investment in the workforce <img>Hackney logo</img> Awards <img>Charter Mark logo</img> CUSTOMER SERVICE EXCELLENCE <img>Investor in People logo</img> INVESTOR IN PEOPLE <img>Stonewall Top 100 Employers 2010 logo</img> <img>Beacon Partner 2009-2010 Strategic commissioning logo</img> <img>EQUALITY FRAMEWORK FOR LOCAL GOVERNMENT ACHIEVING logo</img> <img>1080 logo</img> <img>LGO Awards 2010 WINNER logo</img> <img>SOCitm logo</img> <img>Hackney logo</img> Service First Programme an organisational change programme Aim: • Improve and extend access to Council Services • Reduce our property portfolio and associated costs • Implementation of consistent and excellent levels of customer service <img>Hackney logo</img> Service First Programme Involved: - Construction of two new buildings (1,600 staff) - Co-location of all front facing services - Development of single front office (integration of 40 services) - Implementation of consistent and excellent levels of customer service - Introduction of New Ways of Working (home, mobile, shared space) * supported by enabling technology (CDM, CRM etc) <img>Hackney logo</img> Challenges <img>Hackney logo</img> • 1,600 staff, 75 decants • Development of new service configuration • Blending and creating new teams • New skills and competencies • New ways of working (processes and systems) • Programme interdependence • Engagement and communications • Proactively managing emotional impact • Timescale of 24 months <img>A modern building with large glass windows and a curved roof.</img> Hackney New customer service centre, bringing services together Service First Framework <img>A modern office building with multiple levels and open-plan workspaces.</img> Open Plan 8 – 10 Desk share Enabling Technology Integrated Service Provision Service First OD Framework Objectives: • Proactive and visible leadership • Transfer of ownership and responsibility • Effective project and programme management • Effective communication – engagement • Supporting processes and systems • Developing new skills and competencies <img>Hackney logo</img> # Managing the process <img>Hackney logo</img> Service First Board Chaired by Mayor Chief Officer Board Chaired by Chief Executive Department Leads Infrastructure programme Construction, ICT, FM & Decant Business transformation programme Service Review, NWoW Consultation, L&D, TU Liaison Change Champions for each directorate Service First coordinators for each team <img>A man in a white shirt and tie is talking to a woman in a black top. They are in a room with posters on the wall.</img> Distributed decision making <img>Hackney logo</img> # Engagement Activities - Comprehensive, varied and flexible - Hard and soft skills - Mandatory and options – 300 interventions delivered - Face to face interaction - Preparation and support for move - Supporting communication (web, toolsets etc) - Workshops and training sessions - Tailored interventions to meet staff needs - - planning and preparation - - implementation - - embedding and support <img>Hackney logo</img> <img>Hackney logo</img> <img>Image of a service counter with people working at computers. The counter has a sign that says "General Enquiries" and "www.hackney.gov.uk info@hackney.gov.uk 020 8356 3000". The Hackney logo is also visible on the counter.</img> - Project delivered on time and on budget - Funded internally - Management of all work streams delivered in house. - The whole organisation able to take pride in the achievement ......So what's next? A period which is at least as challenging as 2001 • Financial and organisational uncertainty • Reduction in public sector funding • fundamental review of what and how we deliver services • Impact on the way we organise and manage staff <img>Hackney logo</img> Leading to an organisation Which is, Customer focussed, efficient and high performing but with a smaller, well managed and well motivated workforce. <img>Hackney logo</img> The 'New Hackney' Is expected to be characterised by: • Increased centralisation and integration of processes/functions • A mixture of service delivery models, representing best practice • Quicker, more flexible and more efficient processes • Flatter organisational structures, with wider spans of control <img>Hackney logo</img> The 'New Hackney' cont... • Devolved decision-making to reduce bureaucracy • Greater use of generic roles • Career paths attached to generic working • Increased use of electronic solutions • Minimum standards in key skills <img>Hackney logo</img> "Delivering the Vision" Will test the relationships between employers and staff. • Will require a reframing of the relationship with staff and their representatives. <img>Hackney logo</img> # Best Use of Resources (BUoR) ## Overarching efficiency programme <img>Cabinet</img> <img>HMT</img> <img>BUoR Delivery Board</img> <img>OD & Cultural Change Board</img> <img>Hackney logo</img> # Work programme to deliver the HR & OD <img>Hackney logo</img> \| HR Policy & Procedures \| Changing Structures \| Capacity & Skills \| Supporting Arrangements \| Linked Activities \| \|---\|---\|---\|---\|---\| \| Restructuring - Redundancy - TUPE - Redeployment - Contract Terms & Conditions - Code of Conduct \| - Restructure of Senior Management Team - Pay & Grading Review - Creation of Job Families - Generic Roles - HR System Review - Framework for Relations with Trade Unions \| - Managers Framework - Service Review Methodology - Competency Framework - Workforce L&D Plan \| - BUoR/HR Ops Team - Recruitment Team (Redeployment/ Assessment/ Outplacement) - CED Team/ Policy Team - Staff Support and Engagement \| - Refresh Council's Constitution - Financial Regulation - Procurement Scheme of Delegation - Performance Framework (Appraisals/ Code of Conduct) \| Communication & Engagement OD Cultural Change Board (Sponsor: Gifty Edila) HR & OD Building Blocks # Maintaining Staff Engagement As we enter into this period of change and transition, we need more than ever to protect and nurture the unique relationships we have with our employees by: • Being honest • Transparent in our decision making • Involving them where possible • Communicating with them consistently and regularly • Providing effective and speedy processes • Support mechanism for people who stay and those who go. <img>Hackney logo</img> We think our staff are unique <img>Hackney logo</img> They care about Hackney They care about: • The Council • The Borough • The services they provide And • each other This will stand us in good stead as we move into this next chapter in the Hackney story. <img>Hackney logo</img>	ENGLISH
3554-pdf	# Leadership team Our Chief Executive and Directors. ## Chief Executive and Directors - Emily Miles, Chief Executive - Dr Colin Sullivan, Chief Operating Officer - Paul Morrison, Director of Strategy, Legal and Governance - Julie Pierce, Director of Openness, Data and Digital and Wales - Chris Hitchen, Director of Finance and Performance - Maria Jennings, Director of Regulatory Compliance, People and Northern Ireland - Rebecca Sudworth, Director of Policy - Steve Wearne, Director, Global Affairs - Professor Robin May, Chief Scientific Adviser	ENGLISH
2412-pdf	ECOMM 2015 – Utrecht - Best practice report for LEPT Kevin Burke, Senior Transport Officer, London Borough of Hackney <img>A photo of a large orange sign with a bicycle graphic and the word "Utrecht" on it, set against a backdrop of a church tower.</img> <img>A photo of a street scene in Utrecht, showing people sitting at outdoor cafes and bicycles parked along the sidewalk.</img> The 19th European Conference on Mobility Management (ECOMM) took place over the 20-22 of May 2015 in the quietly impressive Dutch city of Utrecht. The conference organisers accepted my submission relating to the use of the Cycle Hackney smart phone app as a public engagement tool in February 2015, the results of which I was able to present at the conference thanks in no small part to support from LEPT who provided me with financial support for travel, accommodation and subsistence for the trip. The following is a quick summary of my experience. General Utrecht is a renowned university city in the Netherlands and its medieval centre, café-lined canals, and cosmopolitan flavour easily justifies its reputation as a more laid-back Amsterdam. However, Utrecht is also the fastest growing city in the Netherlands with a present population of around 330,000 but is expecting another 70,000 people by 2033 – a population increase projection comparable with many east London boroughs. The wider city region is considered to be the most economically competitive in Europe and its railway station is the busiest in the country with connections to all major Dutch cities as well as Paris, Brussels and Frankfurt. The city centre itself is quite compact and closely associated with the Oudegracht canal and medieval streets around the Dom Tower cathedral. In comparison to many town centres in the UK, there is a strong independent retail presence in the central area that exist relatively harmoniously with the normal European-wide chain stores. Arriving late on a Tuesday night, it was instantly noticeable how safe and vibrant the medieval quarter was with thousands of pedestrians and cyclists of all ages congregating around its canal side cafes and bars but also its small public squares and laneways. The private car is largely restricted to certain routes but where there are cars on residential streets in the medieval core they do not dominate the streets as in the UK (even in inner London boroughs where car ownership is relatively low). The near complete absence of vehicular traffic in the streets makes for a vibrant, pedestrian friendly city and offers living proof that through traffic is not a pre-requisite for a thriving city centre and night time economy. Transferable knowledge Being a transport planner with responsibility for walking and cycling in a London authority the conference in general was incredibly insightful. The excursions around the city of Utrecht on bike and by boat were personal highlight. Among the many relevant and applicable lessons for London includes; - Fietstraat – the fietstraat (or cycle street) is a standard design for much of Holland’s residential streets and neighbourhood centres. Cars are allowed but only as ‘guests of the street’ (auto de gast) and cannot overtake cyclists resulting in low traffic speeds. I was surprised to find out that Fietsttaat are not legally enforceable by law but work extremely well – partly due to many Dutch drivers familiarity with cyclists on the road (they expect to see them so therefore look out for them) and possibly also due to the Dutch system of stricter liability where the onus is on drivers to prove their innocence in case of collisions. Despite the absence of the stricter liability clause (cycling and pedestrian groups are lobbying for this in the UK) many of the fietstraat principles could be applied in London and Hackney would be keen to explore this further with LEPT and TFL. <img> Left: A cyclist riding on a cycle lane with other cyclists behind. Right: A cyclist riding on a cycle lane with parked cars on either side. </img> * Utrecht Centraal / Hoog Katharine shopping centre redevelopment and reinstatement of the city canal Probably the single most impressive aspect of Utrecht urban planning centre around the plans for the main Utrecht Centraal station and the adjacent shopping centre which effectively connects the medieval city with the railway station. The railway station will be comprehensively redeveloped to consolidate its position as the Netherlands most important railway station and will provide for an estimated 100 million rail passengers per annum by 2035. The redevelopment will encompass a complete renovation of the outdated Hoog Katherijne shopping centre and will incorporate the largest cycle parking facility in the world with capacity for 12,500 bikes. Perhaps the most innovative part of the project however will be the restoration of parts of the city canal network which were filled in the 1970s to make way for a 6 lane road to service the shopping centre (see below). London can learn from Utrecht experience – the Mayors Roads Task Force in particular where unwanted road space can be re-purposed to support urban living. The underground cycle parking solution at Utrecht may also be applied to the Mayor of London’s vision for superhubs at Liverpool St, Waterloo etc. The restoration of canals/river courses may also prove an effective flood relief mechanism in years to come. <img>Hoog Catharijne restoration underway</img> Computer generated graphic of final design The 12,500 cycle parking facility at Utrecht Centraal when completed - Pop up cycle parking – not strictly part of the conference but very noticeable in the medieval town square. Hackney does trial a car bike port by Cyclehoop Ltd which is pretty effective in gauging demand for permanent spaces but this was seemed a much more ad-hoc operation. - Vielger Fietsroute (alternative cycling route at night) Many parkland authorities in London are reluctant to light cycle paths through their areas at night (the Lea Valley Regional Park and Victoria Park come to mind) primarily due to concerns about impacts on bats, wildlife etc with the net result that many cyclists stop during the winter months. The Utrecht City Council has similar issues with their woodland areas that form part of the cycle network from the city centre to suburban areas so... therefore simply signpost an alternative route through existing residential streets (see below) <img>A road sign indicating a one-way street.</img> - Moving freight in Utrecht Much of the conference focussed on the movement of freight through sustainable transport – notably through use of cargo bikes, on-street electric ‘trams’, and through use of the canals themselves. Electric powered canal boats are used by a local Cash and Carry business (GEPU) based on the outskirts of the town to move freight, the municipality’s refuse team but also by Heineken and another local brewery to move crates of beer to service the city’s bars and restaurants. More recently, the Council has experimented with the use of electric vehicles (small trucks with attachable loads) for deliveries to designated drop off-points in the city centre. This has had mixed success so far in Utrecht with its narrow streets but appears to have worked well in parts of Amsterdam where some of the actual vehicles involved in the Utrecht trial have been ‘exported’ to. London is grappling with some low emission zones but can could potentially make more use of its blue ribbon network to transport some goods – e.g. waste to Edmonton via the River Lea but also definitely through the use of more cargo bikes in Shoreditch, the West End, Bankside etc. <img>On-street Electric 'tram' in Utrecht</img> - Beter Benutten programme The Beter Benutten programme figured prominently over the 3 day conference. Essentially a state-backed Workplace Travel programme initially established with the aim of reducing congestion and journey times in designated regions but has since incorporated a more sustainability element. For each region, a customised package of concrete and quantifiable measures is implemented. This includes ‘smart deals’: arrangements with businesses aimed at reducing employee travel during the rush hour but also includes measures such as route development, cycle parking, work from home, e-bike use etc. The programme will be evaluated later this year but many of the keynote speakers at the conference from the private sector shared many success stories including an employee that no longer needed her diabetes medicine, reduced absenteeism at work etc. There are obvious parallels with some of the London workplace travel plans but unlike as in the Netherlands and Singapore (another presentation on the Thursday), there has been little evidence of progress from TFL on reduced off-peak fares or on major employers encouraging flexible working hours, early morning classes to encourage staff to beat the rush hour etc. LEPT has a strong tradition in personalised travel plans and perhaps this is an area worth exploring in future. The ECOMM conference was incredibly interesting from a professional view point and enriching from a personal development point of view. The conference offered me a unique opportunity to present LB Hackney’s work and experiences to fellow professionals across Europe and enabled me to visit me an innovative city that realistically I would have been unlikely to visit in a personal capacity. I am extremely grateful to LEPT in facilitating my attendance in Utrecht and would urge other borough officers to avail of the opportunities offered by their membership to travel to relevant conferences in future. Kevin Burke Senior Transport Planner LB Hackney Kevin.burke@hackney.gov.uk	ENGLISH
0612-pdf	<table> <tr> <td>CODE No.</td> <td>NP/DDD/0504/0584</td> <td>P.FILE No.</td> <td>1861</td> <td>RECEIVED AT PDNPA 20/05/2004</td> </tr> <tr> <td>GRID REF</td> <td>417673 / 366152</td> <td></td> <td></td> <td></td> </tr> </table> <table> <tr> <td>APPLICANT</td> <td>c/o AGENT</td> <td></td> <td>REGISTERED AT PDNPA 28/06/2004</td> </tr> <tr> <td>Mr W J D Finney</td> <td>Nigel Davis - Solicitors</td> <td></td> <td></td> </tr> <tr> <td>Haddon Grove Farm</td> <td>The Sheepfold</td> <td></td> <td></td> </tr> <tr> <td>Haddon Grove</td> <td>Carr Hall Farm</td> <td></td> <td></td> </tr> <tr> <td>Over Haddon</td> <td>ASHBOURNE</td> <td></td> <td></td> </tr> <tr> <td>Bakewell</td> <td>Derbyshire</td> <td></td> <td>CERTIFICATE B</td> </tr> <tr> <td>DE451JF</td> <td>DE56 2LW</td> <td>Tel No.</td> <td>01335 372889</td> <td></td> </tr> <tr> <td>Tel No.</td> <td></td> <td></td> <td></td> </tr> </table> <table> <tr><th>APPR. TYPE</th><th>Full Planning Permission</th><th>PROPOSED LAND USE</th></tr><tr><th>PROPOSAL</th><th>Change of use of agricultural land for siting of additional touring caravans and seasonal use for camping</th><th>EXISTING LAND USE</th></tr><tr><th colspan="3">LOCATION Haddon Grove Farm Haddon Grove Over Haddon PARISH Over Haddon PREVIOUS APPLICATION NC PLANNING OFFICER John Keeley TCP3 DRAFT (14/10/5) DELEGATED Yes CONSULTATIONS Derbyshire County Council (Highways) Derbyshire Dales District Council Environment Agency Mr J Finney Over Haddon Parish Council Peak District National Park Authority Ramblers Association (Derbys Dales Area) DATE SENT DATE REPLY Last Advert Date Last Advert Date Footpath 28/06/2004 28/06/2004 28/06/2004 28/06/2004 28/06/2004 28/06/2004 28/06/2004 28/06/2004 DEEMED REFUSA DATE DELEGATED Yes COMMITTEE Decisions Date Lodged Decision Date GRANTED APR 26 2005</th></tr><tr><th colspan="3"></th></tr><tr><th colspan="3">13 WEEKS DATE 27/09/2004</th></tr></table> ENFORCEMENT RECORD CARD This card should be filed immediately in front of the decision notice which in turn should be in front of a set of approved plans. P. \_\_\_\_\_\_\_\_\_\_\_\_ NP/ DDD/0 504 / 584 The following amendments have been formally agreed by the planning officer since the issue of the decision notice: <table> <thead> <tr> <th>DATE</th> <th>DETAILS</th> </tr> </thead> <tbody> <tr> <td><img>circle filled with black</img></td> <td></td> </tr> </tbody> </table> The following conditions have been formally complied with since the issue of the decision notice: <table> <thead> <tr> <th>DATE</th> <th>COND.NO.</th> <th>DETAILS</th> </tr> </thead> <tbody> <tr> <td><img>circle filled with black</img></td> <td></td> <td></td> </tr> </tbody> </table> SITE VISIT RECORD <table> <tr> <td>DATE</td> <td>INSP</td> <td>PROGRESS</td> <td>DEPARTURES</td> </tr> <tr> <td>Oct 05</td> <td>SH</td> <td>See letters/correspondence<br/>res Cans. 11+13<br/>Management regime &<br/>landscaping scheme<br/>submitted<br/>All OK - will contact office<br/>when landscapings done</td> <td></td> </tr> </table> KEY DATES TO NOTE <table> <tr> <td>DATE</td> <td>DETAILS</td> </tr> <tr> <td></td> <td></td> </tr> </table> KEY FACTORS TO WATCH <table> <tr> <td></td> <td>DETAILS</td> </tr> <tr> <td></td> <td></td> </tr> </table> <img>A scanned document page with handwritten notes and checkboxes.</img> STEPHEN GOWER ASSOCIATES TOWN & COUNTRY PLANNING & LANDSCAPE CONSULTANCY PRINCIPAL: MR S.J. GOWER, BA, DipTP, MRTPI Associate: Mr K Wainman, BA, DipTP, MRTPI, DipLA Ms S Harrop, Planning Enforcement Section, The Peak District National Park Authority, Alderm House, Baslow Road, Bakewell, DE45 1AE. 29A St Edward Street, Leek, Staffordshire, ST13 5DN. Tel: 01538 386808 Fax: 01538 384401 Email: ken@sgaplanners.wanadoo.co.uk Our ref: SGA/KW/46 Contact: Ken Wainman 12th October 2005 Dear Ms Harrop, Compliance with conditions on planning permission number NP/DDD/0504/0584. Haddon Grove Farm , Haddon Grove, Over Haddon, Bakewell, DE45 1JE. Thank you for your letter dated 3 October 2005. I confirm that the applicant intends to carry out the proposed landscape scheme this coming winter. Yours sincerely, Stephen Gower. <img>PEAK DISTRICT NATIONAL PARK AUTHORITY ALLOCATED GROUP OFFICER DATE AT-D 17 OCT 2005 ACKNOWLEDGEMENT: REPLY FOR ALLOCATION: OPED TO: P1661.</img> <img>Peak District National Park Authority</img> Stephen Gower Associates 29A St Edward Street LE8 5KJ Staffordshire ST13 5DN Your ref: SGA/KW/46 Our ref: SH/P1861 Date: 3 October 2005 Dear Mr Gower Re: Change of use of agricultural land for siting of additional touring caravans and seasonal use for camping at Haddon Grove Farm, Over Haddon. Planning application NP/DDD/0504/0584 Thank you for submitting the requested management regime for the above site. I can confirm these details are adequate and condition number 11 can now be discharged. The landscaping scheme (Condition 13) is also considered adequate. Please could you confirm the date the proposed planting is due to be completed? Once this has been completed this condition may also be discharged. Please do not hesitate to contact me if you have any queries or wish to discuss any of the above. Yours sincerely Sandra Harrop Site Inspector Development Control <watermark>M/sharedDevCon2005/Finney#2 - P1861/03/10/05 15:49/lan</watermark> <signature>Copy sent to M Finney</signature> STEPHEN GOWER ASSOCIATES TOWN & COUNTRY PLANNING & LANDSCAPE CONSULTANCY PRINCIPAL: MR S.J. GOWER, BA, DipTP, MRTPI Associate: Mr K Wainman, BA, DipTP, MRTPI, DipLA Ms S Harrop, Planning Enforcement Section, The Peak District National Park Authority, Alderm House, Baslow Road, Bakewell, DE45 1AE. 29A St Edward Street, Leek, Staffordshire, ST13 5DN. Tel: 01538 386808 Fax: 01538 384401 Email: ken@sgaplanners.wanadoo.co.uk Our ref: SGA/KW/46 Contact: Ken Wainman 29th September 2005 Dear Ms Harrop, Compliance with conditions on planning permission number NP/DDD/0504/0584. Haddon Grove Farm , Haddon Grove, Over Haddon, Bakewell, DE45 1JE. Further to my previous letter dated 7th September 2005 I now enclose a suggested management regime for the site as required by condition no. 11 on the planning permission for the Authority's consideration. In addition, I also enclose 4 copies of a detailed landscape scheme for the site as required by Condition no. 13 on the permission. The landscape condition refers to the south and south west of the site but the approved drawing shows the proposed landscaping in the west and existing gap in the landscaping is in the west and north-west. The enclosed landscape scheme therefore shows landscaping in the north-west and west of the site. I have discussed the contents of the management regime with both Mr Keeley from your office and Mr Parkinson from Derbyshire Dales District Council and although there was no clear guidance as to the contents or form of the document the enclosed agreement reflects their comments and also the requirements of the planning permission and the Site Licence. I trust that the documents are satisfactory but if you wish to discuss any item please contact Ken Wainman at this office. Yours sincerely, Stephen Gower. <img>PEAK DISTRICT NATIONAL PARK AUTHORITY DATE REC'D: 30 SEP 2005 ALLOCATED GROUP DC OFFICER SH ACKNOWLEDGEMENT: SH REPLY FILE ALLOCATION COPIED TO:</img> <signature>Stephen Gower.</signature> MANAGEMENT REGIME AGREEMENT. HADDON GROVE FARM CARAVAN AND CAMPING SITE HADDON GROVE FARM, HADDON GROVE, OVER HADDON, BAKEWELL, DERBYSHIRE, DE45 1JF This agreement has been prepared as required in Condition No. 3 on the planning permission (Peak District National Park Authority Ref: NP/DDD/0504/0584). Definitions. a. Any reference below to the “planning permission” shall mean the planning permission (Peak District National Park Authority Ref: NP/DDD/0504/0584) granted on 26 April 2005 for the change of use of agricultural land for siting of additional touring caravans and seasonal use for camping. b. Reference below to “the site licence” shall mean the appropriate licence, including appendices, granted by Derbyshire Dales District Council. The current licence at the licence at the time of writing this document is Licence Ref. CS/56 granted by Derbyshire Dales District Council on 15th January 1997. Copy attached (Appendix 1). In the event a new or revised licence is issued the new or revised licence will become the “appropriate licence” for the purposes of this document. In the event of any conflict between the site licence requirement and this agreement the site licence requirements shall take precedence. c. “The plan” referred to in the text below is Drawing number DF/04/02 which is one of the approved drawings forming part of the planning permission. d. “The site manager” is the owner of the site, Mr Finney, or his representatives or his successors in title to the land. ______________________________________________________________________ 1. General Matters. - This agreement sets out a plan for the management of the site and takes account of both the requirements of the above planning permission and the site licence requirements. - The site shall be managed in accord with the requirements of both the planning permission and the site licence. 2. Use of the site. - The number of caravans and tents on the site shall not exceed the numbers specified on the planning permission, namely there shall not be on the site at any one time more than: - 34 caravans, on weekdays and weekends. - 30 tents on weekdays. - 50 tents on a weekend. <watermark> PEAK DISTRICT NATIONAL PARK AUTHORITY DATE RECEIVED: 30 SEP 2005 ALLOCATED: <signature>GRANT OFFICER</signature> ACKNOWLEDGEMENT: REPLY: FILE ALLOCATION: COPIED TO: </watermark> ______________________________________________________________________ - 70 tents on bank holidays and bank holiday weekends. - No touring caravan shall remain on site for a continuous period exceeding three weeks. - No tent shall be allowed to remain on site or be occupied for a continuous period exceeding three weeks. - The 34 touring caravans and the 30 or 50 tents accommodated on site during weekdays and normal weekends shall only be sited in Camping Sites No 1 & 2 as shown on the plan. - The camping overspill areas shown on the plan shall not be used by caravans and shall only be used for tents at bank holiday weekends and on bank holidays. - The overspill areas to be used to be used in a particular order and sequence. The area west of Camping Area I shown on the plan shall always be used first and shall accommodate no more than ten tents. Once this area is full the second overspill area – south of Camping Site 2 – shall be used. 3. Site Notices. - Notices setting out the site rules shall be displayed at the entrance to the site office and toilet/washroom block. These notice boards shall contain the information required in the site licence and information relating to: - Control of noise. - Location of litter and re-cycling bins. - The disposal of waste. - What to do in case of fire and the location of the fire points. - The ban on open fires on site (see section 7a below). - The use of barbecues. - At the entrance to Camping Sites 1 & 2 and the two overspill areas sites notices to be erected indicating the ban on open fires and the rules on the use of barbecues. 4. Control of Noise and Unruly Behaviour. - All residents on the site will be asked to consider their neighbours on the site and the nearby residents and keep noise to a reasonable level. Anyone breaking this rule will be asked to leave the site by the site manager who will be the sole arbiter of what constitutes “unreasonable noise”. - The site manager reserves the right to eject anyone from site for unruly behaviour. The site manager who will be the sole arbiter of what constitutes “unruly behaviour”. - No arrivals wishing to pitch a tent or set up a caravan will be accepted after 10pm in the evening or before 8am in the morning. BEAR DISTRICT NATIONAL PARK AUTHORITY DATE REC'D: 30 SEP 2000 ALLOCATED GROUP OFFICER ACKNOWLEDGEMENT: REPLY: FILE ALLOCATION: COPIED TO: <img>Stamp with "B" and "D" initials</img> \<page_number>1\</page_number> - Caravans and tents shall be spaced in accord with requirements in the site licence. - The site manager as appropriate to designate separate areas, away from the west of the site and other users, for use by groups likely to generate noise. 05. Disposal of waste Adequate arrangements shall be made for the storage and disposal of refuse in accord with the requirements in the site licence. 06. Emergencies. The site manager should be informed immediately in the event of an emergencies occurring and if appropriate the relevant emergency service should be notified. 07. Fire and Fire Prevention. The Fire Precautions set out in the site licence should be strictly followed with the addition of the following precautions: i. No open fires should be allowed on the site. ii. Only barbecues raised off the ground shall be used on the site. iii. Flammable material storage 08. Gas Installations and Equipment. See site licence. 09. Footpath - unobstructed. The public footpath across the site shall not be obstructed or blocked. 10. Parking of cars/ vehicles near caravans and tents and movement of vehicles. See site licence requirements. 11. Sanitation and Water Supply. See site licence requirements 12. Electrical Installations. See site licence requirements. <watermark> PEAK DISTRICT NATIONAL PARK AUTHORITY DATE RECD: 30 SEP 2005 ALLOCATED GROUP OFFICER ACKNOWLEDGEMENT: REPLY: FILE ALLOCATION COPIED TO: </watermark> <img>N</img> Existing Planting (single row of hawthorn on N side; trees behind - ash, sycamore, rowan). Proposed Planting (single row of hawthorn on N side, trees behind) Hawthorn/Holly Hedge (Planted in 3 rows, 0.6m apart). Tree Planting (0.6-0.9m high whips -rowan, ash & oak. Planted at 1.5m centres in 0.75m high tree shelters). Grass. Cairn. Existing Trees. C C C C C C PLANT SCHEDULE <table> <thead> <tr> <th>Species</th> <th>Botanic Name</th> <th>Height (metres)</th> <th>No.</th> <th>Planting distance</th> </tr> </thead> <tbody> <tr> <td>Trees:</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Ash</td> <td>Fraxinus excelsior</td> <td>0.6-0.9</td> <td>38</td> <td>1.5m apart</td> </tr> <tr> <td>Oak</td> <td>Quercus robur</td> <td>0.6-0.9</td> <td>38</td> <td>1.5m apart</td> </tr> <tr> <td>Rowan</td> <td>Sorbus aucuparia</td> <td>0.6-0.9</td> <td>38</td> <td>1.5m apart</td> </tr> <tr> <td>Hedge:</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Hawthorn</td> <td>Cratageus monogyna</td> <td>0.6-0.9</td> <td>170</td> <td>0.6m apart</td> </tr> <tr> <td>Holly</td> <td>Ilex Aquifolium</td> <td>0.6-0.9</td> <td>40</td> <td>0.6m apart</td> </tr> </tbody> </table> LANDSCAPE SCHEME HADDON GROVE FARM, HADDON GROVE, OVER HADDON, BAKEWELL, DE45 1JF. Date: September 2005. Scale: 1:500. Revisions: 28/9/5 - plant details. Stephen Gower & Associates, 7 Derby Street, Leek, ST13 0HN. Tel: 01538 366808 Fax: 01538 384461 BEAR DISTRICT NATIONAL PARK AUTHORITY DATE RECEIVED: 30 SEP 2005 ALLOCATED CHAUP STREET ACKNOWLEDGEMENT: REPLY: FILE ALLOCATION: CORRESPOND TO: KEY <img>C Caravans.</img> Existing Trees. <img>New tree planting.</img> Proposed hedgerow. <img>Single row of hawthorn.</img> Grass. <img>Proposed Fence. (1.2m high post and wire fence).</img> <img>Hawthorn/Holly Hedge.</img> STEPHEN GOWER ASSOCIATES TOWN & COUNTRY PLANNING & LANDSCAPE CONSULTANCY PRINCIPAL: MR S.J. GOWER, BA, DipTP, MRTPI Associate: Mr K Wainman, BA, DipTP, MRTPI, DipLA Ms S Harrop, Peak District National Park Authority, Alderm House, Baslow Road, BAKEWELL, Derbyshire, DE45 2LW. 29A St Edward Street, Leek, Staffordshire, ST13 5DN. Tel: 01538 386808 Fax: 01538 384401 Email: ken@sgaplanners.wanadoo.co.uk Our ref: SGA/KW/PR Please contact: Ken Wainman 7th September 2005 Dear Ms Harrop, Haddon Grove Farm, Haddon Grove, Over Haddon, Bakewell, DE45 1JF. Compliance with Condition No. 11 on Planning Permission, Ref:NP/DDD/0504/0584 I've have been instructed by Mr Finney the owner of the above site to act on his behalf. I appreciate the condition has not been complied within the timescale but would appreciate some time to prepare the management regime plan required by the condition. I hope to have a draft with you shortly. Yours sincerely, Stephen Gower. <img>PEAK DISTRICT NATIONAL PARK AUTHORITY DATE REC'D = 8 SEP 2005 ALLOCATED GROUP Dc Cok OFFICER ACKNOWLEDGMENT: SH REPLY FILE ALLOCATION P1861. COPIED TO:</img> \<page_number>1\</page_number> Mr W J D Finney Haddon Grove Farm Haddon Grove Over Haddon BAKEWELL Derbyshire DE45 1JF Your ref: Our ref: SH/P1861 Date: 28 July 2005 Dear Mr Finney Re: Change of use of agricultural land for siting of additional touring caravans and seasonal use for camping at Haddon Grove Farm Over Haddon Planning application NP/DDD/0504/0584 I refer to the above planning application, which was approved on the 26 April 2005. A copy of the approval notice is enclosed and I bring to your attention Condition number 11 which requires a detailed plan setting out a management regime for the site as a whole. To date this office has not received this information. To comply with this condition these details must be submitted as soon as possible within the next 14 days. If you have any queries or wish to discuss the matter please do not hesitate to contact this office. Yours sincerely Sandra Harrop Site Inspector Development Control Cc: Nigel Davis - Solicitors The Sheepfold Carr Hall Farm ASHBOURNE Derbyshire DE56 2LW <watermark> Rang 8 Aug. JK spoke to Solicitors, who are bringing detail of regime ->into office to agree. Presume the Sols will get back to Mr F Rang MrF 9/8/05 to tell him thus. </watermark> MShared/DevCon2005Finney - P1861/2B/07/05 10:45ish PLANNING DECISION NOTICE Tel: 01629 816200 Fax: 01629 816310 E-mail: alken@peakdistrict-npa.gov.uk Web: www.peakdistrict.org Minicom: 01629 816319 Alderm House, Baslow Road, Bakewell, Derbyshire DE45 1AE <img>PEAK DISTRICT NATIONAL PARK AUTHORITY logo</img> To: Mr W J D Finney C/o Nigel Davis - Solicitors The Sheepfold Carr Hall Farm ASHBOURNE Derbyshire DE56 2LW THIS NOTICE RELATES TO PLANNING CONTROL ONLY, ANY OTHER STATUTORY CONSENT MUST BE OBTAINED FROM THE APPROPRIATE AUTHORITY P.1861 TOWN & COUNTRY PLANNING ACTS & GENERAL DEVELOPMENT ORDER In pursuance of the powers vested in the Peak District National Park Authority under the above Acts and Order, and with reference to your application for Full Planning Permission, details of which are as follows: Office Code No. NP/DDD/05/04/0584 Date received: 20 May 2004 Proposal: Change of use of agricultural land for siting of additional touring caravans and seasonal use for camping Location: Haddon Grove Farm Haddon Grove Over Haddon Parish: Over Haddon THE DECISION NOTICE IS HEREBY GIVEN THAT PERMISSION FOR THE PROPOSED DEVELOPMENT in the manner described on the application and shown on the accompanying plans and drawings is GRANTED subject to the following conditions: 1 The development hereby permitted shall be begun within 5 years from the date of this permission. 2 The development hereby permitted shall not be carried out otherwise than in complete accordance with the submitted plans, subject to the following conditions or modifications: 3 No caravans shall be placed or retained on site between 31st October in any one year and Easter in the succeeding year. 4 No touring caravan shall be allowed to remain on site for a continuous period exceeding three weeks. Continued Overleaf Signed \_\_\_\_\_\_\_\_\_\_\_\_ Date 26 APR 2005 <signature><img>Signature</img></signature> Attention is called to the notes at the end of this Decision Notice Form TCP3 P. 1861 NP/DDD/0504/0584 5 No tent shall be allowed to remain on site or be occupied for a continuous period exceeding three weeks. 6 The maximum number of touring caravans on site at any one time shall not exceed 34. 7 The overspill camping areas shall not be taken into use until the additional landscaping work has been completed. 8 The maximum number of tents on site at any one time shall not exceed the following numbers, (i) 30 on week days. (ii) 50 on weekends. (iii) 70 on bank holidays and bank holiday weekends. 9 The 34 touring caravans and the 30 or 50 tents accommodated on site during weekdays and normal weekends shall be accommodated solely within the central area as shown on approved drawing number DF/04/02 and marked Camping Sites No 1 and 2. 10 The camping overspill areas used to accommodate the Bank Holiday increase in tent numbers shall be used in sequence with the camping overspill area immediately west of the camping site No 2 being filled before the overspill area south of camping site No 2 being taken into use. 11 Within three months of the date of this permission a detailed plan shall be submitted to and approved in writing by the Authority setting out a management regime for the site as a whole. Once agreed the plan shall be implemented and followed throughout the life of the development with any changes/updates agreed in advance in writing with the National Park Authority. 12 All derelict caravans and the derelict building shall be removed from the site within two months of the date of this permission unless otherwise agreed in writing with the National Park Authority. 13 Before commencing the development hereby approved a detailed scheme for landscaping (to comprise additional hedge and tree planting along the south and south west boundaries of the camping overspill area and any walling or fencing as necessary) shall be submitted to and approved in writing by the National Park Authority. Once approved, the planting shall be carried out to the reasonable satisfaction of the Authority within the first planting seasons following completion or occupation of the development. Any trees dying, being severely damaged or becoming seriously diseased shall be replaced within the next planting season with trees of an equal height and species. A plan for replanting trees with an alternative scheme agreed in writing by the Authority before any trees are removed. 14 Prior to the commencement of any other development authorised by this permission the applicant/developer detailed plans of the following highway improvement works shall be submitted to and approved in writing by the National Park Authority. Once agree the works shall be completed in full accordance with the approved plans prior to the expanded camping and caravan site being taken into use. (i) The junction of the unclassified approach road down to the site and the B5055 shall be provided with improved bollmouth junction radii. (ii) The emerging visibility for drivers at the junction of the unclassified approach road and the B5055 shall be improved with the provision of maximum visibility splays by modification of the highway verge. (iii) A passing place shall be provided partway down the unclassified approach lane down from the junction with the B5055 by way of modification of the existing field accesses. Continued Overleaf \<page_number>1\</page_number> \<page_number>4\</page_number> P-1861 NP/DDD/0504/0584 Reasons for Conditions: 1. To comply with Sections 91, 92, and 93 of the Town and Country Planning Act 1990 (which requires the National Park Authority to reconsider the proposal afresh after a period of years). 2. -13 To minimise the impact of the development on the surroundings and to safeguard the landscape character of the area and for the avoidance of doubt. 3. To ensure that the means of access to the site of a satisfactory standard, for safety and for the convenience of highway users, particularly those towing caravans. Footnotes (a) The applicant/developer is advised that no work shall be undertaken within the highway limits until formal agreement under section 278 of the Highway Act 1980 has been entered into between the applicant and the Highway Authority. Advice regarding the technical, legal, financial and administrative requirements of these agreements may be obtained from the Director of Environmental Services at County Hall Matlock. (Telephone 01629 580000 and ask for the Area Development Manager, Mr Graham Hill.). (b) It is noted that the site is affected by Public Rights of Way (Nos 11 and 12, Over Haddon on the Derbyshire Definitive Map). The applicants are reminded that these public rights of way must remain unobstructed and on their legal alignment at all times and the safety of pedestrians using them must not be prejudiced either during or after development takes place. (c) Prior to the extended camping sites being taken into use the existing access point onto the highway shall also be redefined in terms of the carriageway edge and access width in order to ensure that vehicle turning movements to and from the access can be carried out as safely as possible. Note: This application was determined taking into account the policies listed below. As required by S54a of the Town and Country Planning Act 1990, applications which accord with Development Plan policies should be approved unless material planning considerations indicate otherwise. In this case, it was considered there were no overriding material considerations. Relevant Structure Plan policies include: GS1, C2, C5, C7, C14, RT1, RT3, RT4, Y1, T8. Relevant Local Plan policies include: LC4, LC14, LR1, LR3, LR5, LT10, LT20. <img>A small circular icon with a black dot in its center.</img> STATEMENT OF APPLICANT'S RIGHTS ARISING FROM THE REFUSAL OF PLANNING PERMISSION OR FROM THE GRANT OF PERMISSION SUBJECT TO CONDITIONS Appeals to the Secretary of State - If you are aggrieved by the decision of your local planning authority to refuse permission for the proposed development or to grant it subject to conditions, then you can appeal to the Secretary of State for the Environment under Section 78 of the Town and Country Planning Act 1990. - If you want to appeal, then you must do so within 6 months of the date of this notice, using a form which you can get from the Planning Inspectorate at Customer Support Unit, Temple Quay House, 2 The Square, Temple Quay, Bristol BS1 6PN, telephone No. 0117 372 8000 or www.planning-inspectorate.gov.uk - The Secretary of State can allow a longer period for giving notice of an appeal, but he will not normally be prepared to use this power unless there are special circumstances which excuse the delay in making an appeal. - The Secretary of State need not consider an appeal if it seems to him that the local planning authority could not have granted planning permission for the proposed development or could not have granted it without the conditions they imposed, having regard to the statutory requirements, to the provisions of any development order and to any directions given under a development order. - In practice, the Secretary of State does not refuse to consider appeals solely because the local planning authority based its decision on a direction given by him. Purchase Notices - If either the local planning authority or the Secretary of State for the Environment refuses permission to develop land or grants it subject to conditions, the owner may claim that he can neither put the land to a reasonably beneficial use in its existing state nor render the land capable of a reasonably beneficial use by the carrying out of any development which has been or would be permitted. - In these circumstances, the owner may serve a purchase notice on the Council (District Council, London Borough Council or Common Council of the City of London) or, where the land is situated in a National Park, on Natural England (or Natural Resources Wales if the land is situated in Wales). This notice will require the Council or Authority to purchase his interest in the land in accordance with the provisions of Part VI of the Town and Country Planning Act 1990. Mr W J D Finney Haddon Grove Farm Haddon Grove Over Haddon BAKEWELL Derbyshire DE45 1JF Your ref: Our ref: P.1861 Date: 30 August 2006 Dear Mr Finney Change of use of agricultural land for siting of additional touring caravans and seasonal use for camping at Haddon Grove Farm Over Haddon Planning application NP/DDD/0504/0584 We have recently received complaints about overcrowding at the above camping and caravaning site. I understand that the District Council, who have also received complaints, are involved with the overcrowding issues and will be following this matter separately. We will monitor the site in summer and Bank Holidays 2007 to ensure conditions 3, 4, 5, 6, 8, 9 and 10 attached to the approval notice are being complied with. Whilst this was brought to our attention, the issues of landscaping and management of the site was also raised. I would, therefore, like to arrange a site meeting at the property in order to inspect the landscaping and tree planting, which were carried out in the winter of 2005/06. I will also need to inspect that the management regime, submitted in September 2005, is also being complied with. I would therefore be obliged if you could contact me to arrange a visit sometime in the week beginning 4th September. Yours sincerely Sandra Harrop Monitoring and Enforcement Officer Development Control M1sharedDevCon2009Finney - PT8813506808 11:48/SH Haddon Grove Farm - 10 July 2006 Received a call from Mike Parkinson at DDDC to say that he had received a complaint over the weekend about overcrowding on this site. He wanted to know what were the current numbers permitted on site through the planning permission, as he was aware that I had been dealing with a LDC application for the site. I said that the LDC had been withdrawn on lack of evidence and a planning application submitted to regularise the use of the site, as far as I understood. I would check the file and get back to him tomorrow now. 11 July 2006 Tel'd Mike Parkinson back (01629761226) having looked at the file. I said that PP had been granted for an increase in numbers on the site, and I gave him details. However, there were a number of pre-conditions on the consent which did not appear to have been complied with and therefore technically the consent had not been implemented and any increase in numbers than that already holding planning permission, would be viewed as unauthorised. The knock on effect of this is that a site licence should not be issued for the increased numbers under the 2004 consent until the pre-conditions had been complied with and the increase in numbers would be lawful. I said that I would need to pass our file down to the enforcement team for monitoring of the pre-conditions with them, but in the meantime I will send him a copy of the consent, the plan and management regime agreed under the conditions on the 2004 consent. JLB <signature>Sandra</signature> Mike Parkinson is to chase the owners up about their licence + the complaint. He is aware that consent is likely to not have been implemented + -- licence should not be issued as yet. <img>Black square</img> STEPHEN GOWER ASSOCIATES TOWN & COUNTRY PLANNING & LANDSCAPE CONSULTANCY PRINCIPAL: MR S.J.GOWER, BA, DipTP, MRTPI Associate: Mr K Wainman, BA, DipTP, MRTPI, DipLA Mr B Thompson, South Area Team, Development Control Service, The Peak District National Park Authority, Alderm House, Baslow Road, Bakewell, DE45 1AE. 29A St Edward Street, Leek, Staffordshire, ST13 5DN Tel: 01538 386808 Fax: 01538 384401 Email: ken@sgaplanners.wanadoo.co.uk Our ref: SGA/KW/46 Contact: Ken Wainman 22nd September 2005 Dear Mr Thompson, Compliance with conditions on planning permission number NP/DDD/0504/0584, Haddon Grove Farm , Haddon Grove, Over Haddon, Bakewell, DE45 1JE. Condition No. 3 on the planning permission restricts use of the site to the period between Easter and 30th October in any one year. The applicant's current site licence for 19 caravans and five static caravans allows the site to be used from the 1st March to the end of October (please see attached copy). Given that there is often several weeks between 1st March and Easter my client - Mr Finney - would wish to have the condition amended to the same time period specified in the site licence. Ken Wainman from this office has spoken to John Keeley about this and he suggested that I write to you seeking your comments and advice as to the best way forward. Yours sincerely, Stephen Gower. <img>PEAK DISTRICT NATIONAL PARK AUTHORITY DATE RECD 23 SEP 2005 ALLOCATED GROUP D OFFICER ACKNOWLEDGEMENT: REPLY: FILE ALLOCATION: P.1861 COPIED TO: PA.6</img> <signature>Stephen Gower.</signature> \<page_number>27/9.\</page_number> No. CS/56 CARAVAN SITES AND CONTROL OF DEVELOPMENT ACT, 1960 Section 3 SITE LICENCE To (1) Mr & Mrs W.J.D. Finney Haddon Grove Farm, Bakewell DE45 1JF WHEREAS on the 14th day of November 1996, you made application for a site licence in respect of land situate at (2) Haddon Grove Farm, Haddon Grove, Bakewell, DE45 1JF (hereinafter called "the said land") AND WHEREAS you are entitled to the benefit of permission (ref. No. ) for the use of the said land as a caravan site granted under Part III of the Town and Country Planning Act, 1971, otherwise than by a development order NOW THEREFORE the (3) Derbyshire Dales District Council HEREBY GRANT a site licence in respect of the said land pursuant to Section 3 of the Caravan Sites and Control of Development Act, 1960 subject to the following conditions, that is to say Refer to attached schedule <watermark> DATE RECD. 23 SEP 2005 ALLOCATED: GROUP OFFICER ACKNOWLEDGEMENT: REPLY: FILE ALLOCATION: COPIED TO: </watermark> THIS LICENCE shall expire at the end of January , 1997 . from this DATED this 15th day of January , 1997 . Signed <signature>Area Environmental Health Officer</signature> (9) NOTES. (1) Name and address of applicant, occupier of the land. (2) Full description of the land to which the licence relates. (3) Name of officer. (4) The same period should be stated as that specified in the planning permission: see s. 4 (1). (5) Insert title of proper officer. IT IS IMPORTANT THAT YOU SHOULD READ THE NOTES PRINTED ON THE BACK OF THIS FORM. Copyright Form. Cat. No. M52C. SHAW & SONS Ltd., Shawaw House, Lower Sydenham, SE26 5AE LLY 818 \<page_number>7\</page_number> CARAVAN SITES AND CONTROL OF DEVELOPMENT ACT 1960 SITE LICENCE SCHEDULE Re: Haddon Grove Farm, Bakewell, Derbyshire 1. This Licence authorises the stationing of 5 static caravans and 19 touring caravans on the site. 2. The caravans shall not be used during the period 1st November to 1st March annually. 3. No touring caravans shall remain on the site for a continuous period exceeding three weeks. 4. The following shall be the minimum sanitation requirements for the caravan site:-<br> <table> <thead> <tr> <td>Females:</td> <td>4 W.C.'s<br>2 wash hand basins with hot and cold water<br>2 showers with hot and cold water</td> </tr> </thead> <tbody> <tr> <td>Males:</td> <td>2 W.C.'s<br>2 urinals<br>2 wash hand basins with hot and cold water<br>2 showers with hot and cold water</td> </tr> </tbody> </table> 5. Should any static caravans be replaced, then any new vans shall be fully equipped with its own amenities and connected to the sites drainage system. 6. The site shall comply fully with the Councils standard site licence conditions for holiday caravan sites where the predominant use is touring caravans. 7. At all times when caravans are stationed on the land for the purpose of human habitation, a copy of the site licence shall be displayed on the site in some conspicuous place. <img>A scanned document page detailing caravan site licence conditions.</img> PEAK DISTRICT NATIONAL PARK AUTHORITY DATE RECD 23 SEP 2005 ALLOCATED GROUP OFFICER ACKNOWLEDGEMENT: REPLY: FILE ALLOCATION: COPIED TO: <img>D DERBYSHIRE County Council logo</img> DERBYSHIRE County Council Improving life for local people Mr J Dixon National Park Officer Peak District National Park Authority Alderm House Baslow Road Bakewell Derbyshire <table> <tr> <td>DATE RECD</td> <td>31 DEC 2004</td> </tr> <tr> <td>ALLOCATED GROUP OFFICER</td> <td><signature>John Doe</signature></td> </tr> <tr> <td>ACKNOWLEDGEMENT:</td> <td></td> </tr> <tr> <td>REPLY:</td> <td></td> </tr> <tr> <td>FILE ALLOCATION:</td> <td></td> </tr> <tr> <td>COPied TO:</td> <td></td> </tr> </table> Dear Mr Dixon Proposed Extension of Caravan and Camping Site - Haddon Grove Farm off B5055, Over Haddon Thank you for the above application, the copy of which was received at this office on 15 December 2004. As discussed with your Planning Officer, Mr J Keeley, on 4 December 2003, the above proposals are considered likely to result in an increase in vehicle movements to and from the application site and along the length of unclassified highway linking the site access to the B5055. In order to help mitigate this increase, it is recommended that improvements be carried out to the junction between the unclassified road and the B5055 in terms of the visibility splays and bellmouth junction radii. It is also recommended that a passing place be provided part way along the length of unclassified road between the B5055 and the site access by modifying the existing field accesses. Prior to works commencing, the design and specification of these highway works must be agreed with the National Park Authority and the County Highway Authority, the submitted scheme to be approved in writing. The approved works would have to be carried out prior to the expanded campsite being taken into use. A note should be appended to any consent advising the applicant that no works can take place within highway limits until a formal agreement under Section 278 of the Highways Act 1980 has been entered into between the applicant and the County Council. Advice regarding the technical, legal, financial and administrative requirements of these agreements may be <watermark>P.1861 TK.</watermark> David Harvey Director of Environmental Services County Hall Matlock Derbyshire DE4 3AG Telephone (01629) 580000 Extension \_\_\_\_\_\_\_\_\_\_\_\_ Ask for Graham Hill Our ref NWD/GH/MM/47778 Your ref NP/DDD/0504/0584 Date 24 December 2004 www.derbyshire.gov.uk \| Minicom (01629) 564601 \| Facsimile (01629) 585119 e-mail: environmental.services@derbyshire.gov.uk This letter is produced on re-cycled paper. Derbyshire County Council cares for the environment. <img>Derbyshire County Council logo</img> INVESTOR IN PEOPLE -2- Mr J Dixon NWD/GH/MMI/47778 obtained from the Director of Environmental Services at County Hall, Matlock (telephone 01629 580000 and ask for the Area Development Manager, North Western, Mr G Hill). Prior to the extended campsites being taken into use, the existing access point onto the public highway shall also be redefined in terms of the carriageway edge and access width in order to ensure that vehicle turning movements to and from the access can be carried out as safely as possible. A note should also be appended to any consent advising the applicant that the site is affected by public rights of way (footpath numbers 11 and 12, Over Haddon on the Derbyshire Definitive Map). These pedestrian routes must remain unobstructed and on their legal alignment at all times and the safety of pedestrians using them must not be prejudiced either during or after development works take place. Yours sincerely <watermark>Graham Hill</watermark> Area Development Manager - North Western H:\\H5\\W5\\MM816.doc Planning Committee - Development Control Items 18 February 2005 Head of Development Control Item 6.10 Page 1 10. FULL APPLICATION - CHANGE OF USE OF AGRICULTURAL LAND FOR SITING OF ADDITIONAL TOURING CARAVANS AND SEASONAL USE FOR CAMPING, HADDON GROVE FARM, OVER HADDON (NP/DDD/0504/0584, P.1861, 417673/366152/JK) Introduction Haddon Grove Farm lies in the open countryside to the south of the B5055 approximately midway between the villages of Monyash and Over Haddon. Access to the farm is off a sharp bend in the minor road which leads down to the farm from the B5055 before turning sharply eastward to lead to Over Haddon. The caravan camping site lies to the south/west of the farm buildings and is surrounded by a mixture of mature and semi-mature trees/heather. Two public footpaths pass through the farm, one of which leads down into the nearby Lathkill Dale Nature Reserve which is a Site of Specific Scientific Interest. In the corner of the southern overspill camping site there is a 'cairn' feature which although not formally protected is of some archaeological interest and is fenced off from the site. Key Issues This item was deferred at the January meeting to enable Members to visit the site to assess the landscape impact of the increased scale of camping and caravaning and the effect of increased visitor numbers upon local amenity and the National Nature Reserve. Planning History (Agricultural proposals omitted for clarity) 1968 - Approval for use of two sites for five touring and five seasonal caravans. Conditions restricted use to seasonal occupation, length of stay, positioning of seasonal vans and the removal of permitted development rights. 1969 - Refusal for increase in number of caravans to 10 permanent and 20 touring vans together with the erection of permanent toilets. Lack of tree screening was given as the main reason. 1971 - Refusal on landscape intrusion grounds for increase in numbers of permanent caravans from 5 to 17 and touring vans from 5 to 23. 1977 - Environmental Health Officer visit records 15 caravans and 'many' tents on site. 1978 - 5 day caravan rally proposed - PDNPA advise site is not ideal and an alternative site represented for future valley. 1978 - Refusal for increase in number of touring caravans from 5 to 35 with up to 90 on Bank holidays. Reasons were, landscape intrusion, adverse effect upon adjacent National Nature Reserve and highway grounds. 1980 - Appeal against the 1978 refusal dismissed on essentially landscape grounds. 1980 - Proposed 10-day rally advised to need planning permission which would be unacceptable on landscape grounds. 1990 - Environmental Health Officer records 20 touring cans and 4 static when visits to follow up a complaint. 1993 - Environmental Health Officer records 13 touring and 7 static vans and tents. Planning Committee - Development Control Items 18 February 2005 Head of Development Control Item 6.10 Page 2 1995 - Approval for increase on number of touring caravans by 14 to make 19 in total. This application was approved because tree planting carried out after the appeal had grown sufficiently to give screening when in leaf. Previous traffic objection to such a modest increase were not able to be sustainable. The proposal was also necessary to help farm diversification. It was noted at this time shower and toilets had been provided within the buildings for visitors. 1997 - Complaint about over crowding and inadequate toilet permission. 1999 - Application for a certificate of lawfulness for an existing use of the site for a maximum of 70 tents. Held in abeyance to enable applicant time to collect evidence but withdrawn in 2003. 2003 - Informal advice sought from Highways Authority on likely highway improvements necessary for any application to expand site. 2003 - District Council Environmental Health Officer press owner to obtain caravan and camping licenses. 2003 - Applicant withdraws application for Certificate of Lawful use and announces intention to pursue a planning application to regulate caravan and camping use. 2004 - Informal advice to agent that landscaping is acceptable providing good screening for any increase use for caravans in main site. Some concern over openness of south end of site. The issue of the sites proximity to the NNR may still be a problem. Planning application invited. The Proposal Change of use of land for the siting of 15 additional touring caravans to give a total of 34 touring vans. In addition permission is sought for the seasonal use of the site for camping on the basis of up to 30 tents on weekdays, 50 tents on weekends and up to 70 on Bank Holiday weekends. Plans accompanying the application show the additional 15 vans and the 50 'normal weekend tent patches sited within the main central camping/caravanning field. Camping overspill areas are shown to the west and south of this field to accommodate Bank Holidays tents. Additional tree planting is proposed on the east boundary of the south overspill area. Highways Authority - Proposal will increase vehicle movements and recommend conditions to secure improvement to the B5055 junction including a passing place on the lane down from the B5055 together with protection of the public footpaths. District Council - recommended approval. Parish Council - support. Environment Agency - no objection. Ranger Service - no objection subject to protection of footpaths. One letter of objection has been received from the adjacent farm raising the following points: 1. Poor access from main road. 2. Noise from campers, particularly at weekends and bank holidays spoils their residential amenity. 3. Litter thrown over the fence into the nature reserve. Planning Committee - Development Control Items 18 February 2005 Head of Development Control Item 6.10 Page 3 04. Damage and disturbance to wildlife, fences and livestock. 05. Questions site area, layout, sanitation, waste removal. 06. Point out that whilst trees screen from some views they do not screen from the south and south west. 07. Tree screening does not filter out the noise. 08. Increase is disproportionate to the area and infrastructure available. 09. Current level of use has a detrimental impact on the SSSI 10. Have real concerns for the natural environment and the peace and quiet of the area Comment The farm business at this site diversified into caravan and camping in 1968 with the small number of static and touring vans. In 1980 the then Board was successful in resisting an increase in caravans on landscape grounds. Since then the applicant planted a significant number of trees which have effectively screened off the site making it more attractive. In 1992 of the additional 14 caravans. Following the lawful development certificate application it is now clear that since 1980 the site has exceeded its permitted number of caravans on many occasions and has operated as a camping site for many years. This planning application is made because the applicant did not have sufficient records to substantiate his claim for a lawful development certificate and has had to follow this route to formally regularise the use. The Authority's policy on expansion of caravan and camping sites states that within this particular area of the Park, the development or improvement of sites will normally be permitted if they are small sites that are well screened and close to existing farmsteads (RT4). Local Plan policy expands upon that stating that a small extension to an existing site will not be permitted unless its scale, location, access, landscape setting and impact upon neighbouring uses are acceptable, and it does not dominate its surroundings. Haddon Grove is a modest site that is essential to the diversification of this small farms income. The main caravan and camping field is well screened and has little or no visual impact upon its surroundings. The overspill camping area to the south of the site is however less well screened and would benefit from the additional tree planting proposed in this application. Plans show the increased number of vans are able to be accommodated in a satisfactory layout around the edge of the main caravan field. Tents would mainly be accommodated in the central area which would contain up to 50 to cope with normal weekday and weekend demand. On bank holiday weekends the number of tents would increase to 70 with the additional 20 tents being accommodated on overspill areas. As first of these lies to the west of the main site and could accommodate about 10 tents it is clearly visible from a short section of public footpath passing through part of the site but is reasonably screened by trees on the western boundary. The remaining overspill area to the south would accommodate the remaining 10 but is the least well screened. This area should therefore only be used when the other area is full until the proposed new landscaping is effective. It is considered that the applicants suggested tree/hedge planting in this area is extended along the south and south west sides of the field boundary. The scale of the site accords with recreation and tourism policies as it is considered to be of an appropriate size for its location within the Recreation Zone within which it sits. This takes into account the location close to the main road network and its importance in meeting the demand in the area around Bakewell. In terms of access the approach road down from B5055 is narrow and the emerging visibility at the lane/B5055 junction is below standard. The applicant has however met a representative from the Highway Authority along with the planning officer prior to Planning Committee - Development Control Items 18 February 2005 Head of Development Control Item 6.10 Page 4 the submission of this application and agreed informally the extent of visibility improvements to the junction along the need for a passing place down the lane. Officers are satisfied that these works can be carried out without harm to the valued character of the roads in question and would overcome the local objection. The site is located next to a farmstead which sits on the limestone plateau above Lathkill Dale. Although the plateau is open grazing land divided by walls into small fields the farmsteads scattered across it tend to be located close to shelter belts of copes of trees. Haddon Grove is no different and is well screened by existing mature trees and the relatively recent semi mature tree planting. The Authority's Landscape Architect confirms that the main site is well screened and that the overspill area to the south should be used last. It is therefore considered that the increased use of the site would be acceptable and would not be unduly visible or dominating within its landscape setting. In respect of the impact on neighbouring uses the main issue is one of noise from the site upon the neighbouring property and the associated effects upon the dale from the increased activity. The objector lives nearby at a similarly named Haddon Grove Farm which lies some 350m to the east of the site. This is the closest residential property, the next nearest being another 'Haddon Grove Farm' up on the main B5055 to the north. His complaint is that noise travels across the two fields to his property easily, exacerbated by the prevailing winds to harm his amenity. A complaint like this is difficult to verify at this time of year outside the main season. The site has however operated for some years at a very similar level of use and therefore checks have been made on previous District Council records which show that there has been a remarkably small complaint history with no history of continuing complaint from the objector. The Environmental Health Officer reports that one complaint was made last year (2004) and that in response standard letters were sent out to both parties seeking further information and asking for action to reduce any problem. No response was received and so the complaint was not followed up further. The Authority's records for the last 10 years show that only one anonymous complaint was received from a resident of Over Haddon village and this was to the 1995 application to increase the vans by '14'. Although a temporary permission would normally be considered to maintain a degree of control and enable the impact to be formally monitored, in this case, the use is in operation and appears to have generated little complaint. In these circumstances a condition requiring submission and agreement of a management regime for the site would be a more appropriate alternative. In respect of the impact upon the Dale, English Nature confirm that the upper area of the Dale side next to the caravan site is open access land in their ownership. Consequently access should not be a problem and if there are issues of people climbing fences as a short cut to gain access to the Dale footpath then they will look at the use/relocation of styles. The remainder of the Dale is fenced and covered by the SSSI. According to the local English Nature officer there is no evidence to suggest that the increased use of the footpath from caravan visitors or from the activities at the caravan site are having an adverse effect upon the special interest of the Dale or its wildlife. A number of the objectors other points relate to the management of the site and its operation on a day to day basis. Most of these are matters that would be covered by the Districts Caravan and Camping site licenses that the applicant is under pressure from the Council to obtain as soon as practical following the grant of any planning permission. Clearly when the site has the benefit of both a valid planning permission and the necessary site licences there will be a firm basis on which to enforce standards and conditions. This can only be to the benefit of the neighbours and visitors to the area in improving current standards and keeping potential complaints to the current very low level. Subject to conditions covering numbers, area of use, additional tree planting, highway improvements and management it is considered that this retrospective application accords with both conservation and Tourism policy and can be supported. Planning Committee - Development Control Items 18 February 2005 Head of Development Control Item 6.10 Page 5 Human Rights Any human rights issues have been considered and addressed in the preparation of this report. RECOMMENDATION: That the application be APPROVED subject to the following conditions; 1. Submission and agreement of management regime for the site. ☑ 2. Additional landscaping on S & SW boundaries. 3. Highway requirements. 4. Overspill areas to be used in sequence with southern area used last. ☑ 5. Maximum numbers for tents and caravans linked to submitted layout. ☑ 6. Seasonal use only ☑ 7. Limited stay for touring vans and tents ☑ List of Background Papers (not previously published) Nil. Title: Haddon Grove Farm, Over Haddon Committee Date: 18/02/05 Item Number: 10 P-File Number: 1861 Application number: 17/01/0504/0584 Grid Reference: 417673 366152 <img>A map showing the site of Haddon Grove Farm, Over Haddon. The map includes a large shaded area labeled "THE SITE" with a small inset map in the bottom left corner.</img> N \<page_number>1:2500\</page_number> Pump Haddon Grove Farm This material has been reproduced from Ordnance Survey digital maps data with the permission of the controller of Her Majesty's Stationery Office. © Crown Copyright. All Rights Reserved. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. Peak District National Park Authority. Licence No. LA 100001721. 2004. <img>An inset map showing the location of Haddon Grove Farm within the Peak District National Park. It includes various landmarks and roads, such as the A6, Buxton Road, and the River Dove.</img> Planning Committee Minutes 18 February 2005 Page 1 AGENDA ITEM 2 MINUTE OMITTED FROM MINUTES OF PLANNING COMMITTEE MINUTES OF 18 FEBRUARY 2005 69/05 19. FULL APPLICATION - CHANGE OF USE OF AGRICULTURAL LAND FOR SITING OF ADDITIONAL TOURING CARAVANS AND SEASONAL USE FOR CAMPING, HADDON GROVE FARM, OVER HADDON (NP/DDD/0504/0584, P.1861, 417673/366152/JK) Members considered that additional requirements should be imposed to ensure removal of the derelict caravans and building and to ensure that the new camping area was not brought into use until the landscaping work had been completed. A motion for approval on this basis was proposed seconded put to the vote and carried. RESOLVED: That the application be APPROVED subject to the following conditions: 1. Submission and agreement of management regime for the site. 2. Additional landscaping on S & SW boundaries. 3. Highway requirements. 4. Overspill areas to be used in sequence with southern area used last. 5. Maximum numbers for tents and caravans linked to submitted layout. 6. Seasonal use only 7. Limited stay for touring vans and tents 8. Ensure removal of derelict caravans and building. 9. New area for tents not to be brought into use until landscaping completed. <img>A checkbox marked with a dot.</img> <img>A checkbox marked with a dot.</img> Planning Committee - Development Control Items 21 January 2005 Head of Development Control Item 6.17 Page 1 17. FULL APPLICATION - CHANGE OF USE OF AGRICULTURAL LAND FOR SITING OF ADDITIONAL TOURING CARAVANS AND SEASONAL USE FOR CAMPING, HADDON GROVE FARM, OVER HADDON (NP/DDD/0504/0584, P.1861, 417673/366152/JK) Introduction Haddon Grove Farm lies in the open countryside to the south of the B5055 approximately midway between the villages of Monyash and Over Haddon. Access to the farm is off a sharp bend in the minor road which leads down to the farm from the B5055 before turning sharply eastward to lead to Over Haddon. The caravan/camping site lies to the south/west of the farm buildings and is surrounded by a mixture of mature and semi-mature trees/hedges. Two public footpaths pass through the farm, one of which leads down into the nearby Lathkill Dale Nature Reserve which is a Site of Special Scientific Interest. In the corner of the southern overspill camping site there is a 'cairn' feature which although not formally protected is of some archaeological interest and is fenced off from the site. Planning History (Agricultural proposals omitted for clarity) 1968 – Approval for use of two sites for five touring and five seasonal caravans. Conditions restricted use to seasonal occupation, length of stay, positioning of seasonal vans and the removal of permitted development rights. 1969 – Refusal for increase in number of caravans to 10 permanent and 20 touring vans together with the erection of permanent toilets. Lack of tree screening was given as the main reason. 1971 – Refusal on landscape intrusion grounds for increase in numbers of permanent caravans from 5 to 17 and touring vans from 5 to 25. 1977 – Environmental Health Officer visit records 15 caravans and ‘many’ tents on site. 1978 – 5 day caravan rally proposed – PDNPA advise site is not ideal and an alternative site represented for future valley. 1978 – Refusal for increase in number of touring caravans from 5 to 35 with up to 90 on Bank holidays. Reasons were, landscape intrusion, adverse effect upon adjacent National Nature Reserve and highway grounds. 1980 – Appeal against the 1978 refusal dismissed on essentially landscape grounds. 1980 – Proposed 10-day rally advised to need planning permission which would be unacceptable on landscape grounds. 1990 – Environmental Health Officer records 20 touring cans and 4 static when visits to follow up a complaint. 1993 – Environmental Health Officer records 13 touring and 7 static vans and tents. 1995 – Approval for increase on number of touring caravans by 14 to make 19 in total. This application was approved because tree planting carried out after the appeal had grown sufficiently to give screening when in leaf. Previous traffic objection to such a modest increase were not able to be sustainable. The proposal was also necessary to help farm diversification. It was noted at this time shower and toilets had been provided within the buildings for visitors. Planning Committee - Development Control Items 21 January 2005 Head of Development Control Item 6.17 Page 2 1997 - Complaint about over crowding and inadequate toilet permission. 1999 - Application for a certificate of lawfulness for an existing use of the site for a maximum of 70 tents. Held in abeyance to enable applicant time to collect evidence but withdrawn in 2003. 2003 - Informal advice sought from Highways Authority on likely highway improvements necessary for any application to expand site. 2003 - District Council Environmental Health Officer press owner to obtain caravan and camping licenses. 2003 - Applicant withdraws application for Certificate of Lawful use and announces intention to pursue a planning application to regularise caravan and camping use. 2004 - Informal advice to agent that landscaping is acceptable providing good screening for any increase use for caravans in main site. Some concern over openness of south end of site. The issue of the sites proximity to the NNR may still be a problem. Planning application invited. The Proposal Change of use of land for the siting of 15 additional touring caravans to give a total of 34 touring vans. In addition permission is sought for the seasonal use of the site for camping on the basis of up to 30 tents on weekdays, 50 tents on weekends and up to 70 on Bank Holiday weekends. Plans accompanying the application show the additional 15 vans and the 50 'normal' weekend tent patches sited within the main central camping/caravanning field. Camping overspill areas are shown to the west and south of this field to accommodate Bank Holidays tents. Additional tree planting is proposed on the east boundary of the south overspill area. Highways Authority - Proposal will increase vehicle movements and recommend conditions to secure improvement to the B5055 junction including a passing place on the lane down from the B5055 together with protection of the public footpaths. District Council - recommended approval. Parish Council - support. Environment Agency - no objection. Ranger Service - no objection subject to protection of footpaths. One letter of objection has been received from the adjacent farm raising the following points: 1. Poor access from main road. 2. Noise from campers, particularly at weekends and bank holidays spoils their residential amenity. 3. Litter thrown over the fence into the nature reserve. 4. Damage and disturbance to wildlife, fences and livestock. 5. Questions site area, layout, sanitation, waste removal. 6. Point out that whilst trees screen from some views they do not screen from the south and south west. <img>A page from a planning committee report, listing various issues related to a proposed development.</img> Planning Committee – Development Control Items 21 January 2005 Head of Development Control Item 6.17 Page 3 07. Tree screening does not filter out the noise. 08. Increase is disproportionate to the area and infrastructure available. 09. Current level of use has a detrimental impact on the SSSI 10. Have real concerns for the natural environment and the peace and quiet of the area Comment The farm business at this site diversified into caravan and camping in 1968 with the small number of static and touring vans. In 1980 the then Board was successful in resisting an increase in caravans on landscape grounds. Since then the applicant planted a significant number of trees which now provide effective screening of the site and enabled approval in 1995 of the additional 14 caravans. Following the lawful development certificate application it is now clear that since 1980 the site has exceeded it's permitted number of caravans on many occasions and has operated as a camping site for many years. This planning application is made because the applicant did not have sufficient records to substantiate their claim for a lawful development certificate and has had to follow this route to formally regulate the use. The Authority's policy on expansion of caravan and camping sites states that within this particular area of the Park, the development or improvement of sites will normally be permitted if they are small sites that are well screened and close to existing farmsteads (RT4). Local Plan policy expands upon that stating that a small extension to an existing site will not be permitted unless its scale, location, access, landscape setting and impact upon neighbouring uses are acceptable, and it does not dominate its surroundings. Haddon Grove is a modest site that is essential to the diversification of this small farms income. The main caravan and camping field is well screened and has little or no visual impact upon its surroundings. The overspill camping area to the south of the site is however less well screened and would benefit from the additional tree planting proposed in this application. Plans show the increased number of vans are able to be accommodated in a satisfactory layout around the edge of the main caravan field. Tents would mainly be accommodated in the central area which would contain up to 50 to cope with normal weekday and weekend demand. On bank holiday weekends the number of tents would increase to 70 with the additional 20 tents being accommodated on overspill areas. The first of these lies to the west of the main site and could accommodate about 10 tents. It is clearly visible from a short section of the public footpath passing down the west side of Haddon Grove but is reasonably screened by trees in its immediate landscape. The remaining overspill area to the south would accommodate the remaining 10 but is the least well screened. This area should therefore only be used when the other area is full until the proposed new landscaping is effective. It is considered that the applicants suggested tree/hedge planting in this area is extended along the south and south west sides of the field boundary. The scale of the site accords with recreation and tourism policies as it is considered to be of an appropriate size for its location within the Recreation Zone within which it sits. This takes into account the location close to the main road network and its importance in meeting the demand in the area around Bakewell. In terms of access the approach road down from the BS055 is narrow and the emerging visibility at the lane/BS055 junction is below standard. The applicant has however met a representative from the Highway Authority along with the planning officer prior to the submission of this application and agreed informally that external visibility improvements to the junction will be carried out for a passage plan down this lane. Officers are satisfied these works can be carried out without harm to the valued character of the roads in question and would overcome the local objection. The site is located next to a farmstead which sits on the limestone plateau above Lathkill Dale. Although the plateau is open grazing land divided by walls into small fields the farmsteads scattered across it tend to be located close to shelter belts of copses of <img>A diagram showing tree planting around a caravan campsite.</img> Planning Committee - Development Control Items 21 January 2005 Head of Development Control Item 6.17 Page 4 trees. Haddon Grove is no different and is well screened by existing mature trees and the relatively recent semi mature tree planting. The Authority's Landscape Architect confirms that the main site is well screened and that the overspill area to the south should be used last. It is therefore considered that the increased use of the site would be acceptable and would not be unduly visible or dominating within its landscape setting. In respect of the impact on neighbouring uses the main issue is one of noise from the site upon the neighbouring property and the associated effects upon the date from the increased activity. The objector lives nearby at a similarly named Haddon Grove Farm which lies some 350m to the east of the site. This is the closest residential property, the next nearest being another 'Haddon Grove Farm' up on the main B5055 to the north. His complaint is that noise travels across the two fields to his property easily, exacerbated by the prevailing winds to harm his amenity. A complaint like this is difficult to verify at this time of year outside the main season. The site has however operated for some years at a very similar level of use and therefore checks have been made of both the District and Authority records relating to noise complaints. These show a remarkably small complaint history with no history of continuing complaint from the objector. The Environmental Health Officer reports that one complaint was made last year (2004) and that in response standards were improved but that no further action was taken by management to take action to reduce any problem. No response was received and so the complaint was not followed up further. The Authority's records for the last 10 years show that only one anonymous complaint was received from a resident of Over Haddon village and this was to the 1995 application to increase the vans by 14. Although a temporary permission would normally be considered to maintain a degree of control and enable the impact to be formally monitored, in this case, the use is in operation and appears to have generated little complaint. In these circumstances a condition requiring submission and agreement of a management regime for the site would be a more appropriate alternative. In respect of the impact upon the Dale, English Nature confirm that the upper area of the Dale side next to the caravan site is open access land in their ownership. Consequently access should not be a problem and if there are issues of people climbing fences as a short cut to gain access to the Dale footpath then they will look at the use/relocation of styles. The remainder of the Dale is fenced and covered by the SSSI. According to the local English Nature officer there is no evidence to suggest that the increased use of the footpath from caravan visitors or from the activities at the caravan site are having an adverse effect upon the special interest of the Dale or its wildlife. A number of the objectors other points relate to the management of the site and its operation on a day to day basis. Most of these are matters that would be covered by the Districts Caravan and Camping site licenses that the applicant is under pressure from the Council to obtain as soon as practical following the grant of any planning permission. Clearly when the site has the benefit of both a valid planning permission and the necessary site licenses there will be a firm basis on which to enforce standards and conditions. This can only be to the benefit of the neighbours and visitors to the area in improving current standards and keeping potential complaints to the current very low level. Subject to conditions covering numbers, area of use, additional tree planting, highway improvements and management it is considered that this retrospective application accords with both conservation and Tourism policy and can be supported. Human Rights Any human rights issues have been considered and addressed in the preparation of this report. Planning Committee - Development Control Items 21 January 2005 Head of Development Control Item 6.17 Page 5 RECOMMENDATION: That the application be APPROVED subject to the following conditions; 1. Submission and agreement of management regime for the site. 2. Additional landscaping on S & SW boundaries. 3. Highway requirements. 4. Overspill areas to be used in sequence with southern area used last. 5. Maximum numbers for tents and caravans linked to submitted layout. 6. Seasonal use only 7. Limited stay for touring vans and tents List of Background Papers (not previously published) Nil. <img>A bullet point icon.</img> <img>A bullet point icon.</img> Title: Haddon Grove Farm, Haddon Grove, Over Haddon Committee Date: 21/01/05 Item Number: 17 P-File Number: 1861 Application number: DDD/0504/0584 Grid Reference: 417673 366152 <img>N A 1:5000</img> THE SITE <img> This map was prepared by the National Park Service, Office of Historic Preservation, under the direction of the National Park Service's Office of Public Affairs. The information contained herein is based on data provided by the National Park Service and other sources. The accuracy of this information is not guaranteed. </img> <img> This map has been reproduced from Osborne Survey digital data with the permission of the controller of Her Majesty's Stationery Office. © Crown Copyright. All Rights Reserved. Unauthorized reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. Peak District National Park Authority. License No. LA 100005734. 2004. </img> \<page_number>1\</page_number> Tel: 01629 816300 Fax: 01629 816310 E-mail: aldern@peakdistrict.gov.uk Web www.peakdistrict.org Minicom: 01629 816310 <img>PEAK DISTRICT NATIONAL PARK AUTHORITY logo</img> Aldern House, Baslow Road, Bakewell, Derbyshire DE45 1AE Mr W J D Finney c/o Nigel Davis Solicitors The Sheepfold Carr Hall Farm Ashbourne DE56 2LW Your ref: Our ref: WER/RC/A.11432 Date: Date as postmark FIRST CLASS Dear Sir/Madam Planning Application - Determination Full Application - Change of Use of Agricultural Land for Siting of Additional Touring Caravans and Seasonal use for Camping, Haddon Grove Farm, Over Haddon (NP/DD/0504/0584, P.1861, 41767/3/86152JK) The above application will be considered by Planning Committee on Friday 18 February 2005 at 10.00 am in the Board Room, Aldern House, Baslow Road, Bakewell, DE45 1AE (copy report enclosed). Should you wish to speak at the meeting under the Authority's 'Public Participation Scheme' (copy attached), please notify Democratic Services either in writing, by e-mail democratic.services@peakdistrict. org.uk or fax 01629 816311 or by telephone 01629 816362 or 01629 816382 by 12 noon two working days before the meeting. If no notification is received by this deadline you will not be allowed to speak. If you do give notice to speak please telephone Democratic Services after 2.00 pm on the Wednesday prior to the meeting when you will be advised as to the estimated time that your item will be heard. If you do not wish to speak but just wish to attend the meeting to listen to the debate please telephone Democratic Services after 10.00 am on the Thursday prior to the meeting for the estimated time that your item will be considered by the Committee. If you require further help or advice regarding the Public Participation Scheme or committee procedure, please telephone Democratic Services on 01629 816362 or 01629 816382. Please note that your planning application may be subject to an informal site visit by Members of the Committee on the Thursday preceding the Friday Committee meeting. These visits are purely fact finding visits and no decisions will be made at the site visit. You will not be notified of the visit unless there is a need to gain entry to your land. Yours faithfully Democratic Services Encs <watermark>ManuwareTypingPLANNINGLetters re Public ParticipationCOD0504-0584.doc(9/2/20) 1:1:18</watermark> Member of the Association of National Park Authorities Holder of Council of Europe Diploma <img>European Council of Ministers for the Environment logo</img> Chief Executive Jim Drury Director Conservation & Development John Lomax Corporate Resources & Monitoring Officer Ruth Marchington Director Recreation & Education John Thompson National Projector Ken Parker Chief Finance Officer Peter Swaby Working together to care for a living landscape for everyone Tel: 01629 816300 Fax: 01629 816310 E-mail: aldern@peakdistrict.gov.uk Web: www.peakdistrict.org Minicom: 01629 816300 <img>PEAK DISTRICT NATIONAL PARK AUTHORITY logo</img> Aldern House, Baslow Road, Bakewell, Derbyshire, DE45 1AE Mr W J D Finney C/o Nigel Davis Solicitors The Sheepfold Carr Hall Farm Ashbourne Derbyshire DE56 2LW Your ref: Our ref: WER/RC/A.11432 Date: Date as postmark FIRST CLASS Dear Sir/Madam Planning Application - Determination Full Application – Change of Use of Agricultural Land for Siting of Additional Touring Caravans and Seasonal Use for Camping, Haddon Grove Farm, Over Haddon (NP/DD/D/504/0584), P.1861, 417673/366152/JK The above application will be considered by Planning Committee on Friday 21 January 2005 at 10.00 am in the Board Room, Aldern House, Baslow Road, Bakewell, DE45 1AE (copy report enclosed). Should you wish to speak at the meeting under the Authority's 'Public Participation Scheme' (copy attached), please notify Democratic Services either in writing, by e-mail democraticservices@peakdistrict-npa.co.uk, fax 01629 81631 or by telephone 01629 816382 or 01629 816382 by 12 noon two working days before the meeting. If no notification is received by this deadline you will not be allowed to speak. If you do give notice to speak please telephone Democratic Services after 2.00 pm on the Wednesday prior to the meeting when you will be advised as to the estimated time that your item will be heard. If you do not wish to speak out just wish to attend the meeting to listen to the debate please telephone Democratic Services after 10.00 am on the Thursday prior to the meeting for the estimated time that your item will be considered by the Committee. If you require further help or advice regarding the Public Participation Scheme or committee procedure, please telephone Democratic Services on 01629 816382 or 01629 816382. Please note that your planning application may be subject to an informal site visit by Members of the Committee on the Thursday preceding the Friday Committee meeting. These visits are purely fact finding visits and no decisions will be made at the site visit. You will not be notified of the visit unless there is a need to gain entry to your land. Yours faithfully Democratic Services Encs MthahedTypingPLANNINGLetters re Public ParticipationUK-Haddon Grove Farm.doc Member of the Association of National Park Authorities Holder of Council of Europe Diploma <signature>Chief Executive, Jim Watson</signature> Director General of Development John Lomas, Corporate Resources & Management Officer Brian Armstrong Director General of Leisure & Tourism John Thompson, National Parks, West Region Chief Finance Officer Peter Savile We want to cater for all living creatures for everyone <img>ENGLISH NATURE logo</img> Peak District and Derbyshire Team East Midlands Region 'Endcliffe' Deepdale Business Park Ashford Road Bakewell Derbyshire DE45 1GT Tel +44(0)1629 816640 Fax +44(0)1629 816679 Email peak.derby@english-nature.org.uk www.english-nature.org.uk John Keeley Peak District National Park Authority Aldern House Baslow Road Bakewell Derbyshire DE45 1AE PEAK DISTRICT NATIONAL PARK AUTHORITY DATE REC'D 2 DEC 2004 ALLOCATED JUNIOR OFFICER JK REPLY ALLOCATION P1861 Dear John Haddon Grove Campsite With reference to your phone call of 17 December, I can confirm that English Nature do not have any objection to the development proposals at Haddon Grove in that they will not have any direct impact on the nature conservation interest of Lathkill Dale Site of Special Scientific Interest. The question of access from the campsite to the National Nature Reserve is our only concern, but we feel that this is best addressed in direct contact with Mr Finney. Yours sincerely Ben Le Bas Site Manager Derbyshire Dales National Nature Reserve \<page_number>20 December 2004\</page_number> <img>PEAK DISTRICT NATIONAL PARK AUTHORITY stamp</img> <img>Stamp with initials "JK" and "P1861"</img> <img>Logo of Derbyshire Dales National Nature Reserve</img> <img>Logo of English Nature</img> working today for nature tomorrow # Peak Park Joint Planning Board LANDSCAPE & RECREATION GROUP : LANDSCAPE ARCHITECTS ## INTERNAL CONSULTATION ADVICE ONLY <table> <tr> <td>To:</td> <td>John Foley</td> <td>File:</td> <td>1861</td> </tr> <tr> <td>From:</td> <td>Garnie Tademan</td> <td>Date:</td> <td>7/7/09</td> </tr> <tr> <td>Site:</td> <td>Haddon Grove Farm</td> </tr> <tr> <td>Proposal:</td> <td>Extension of current site</td> </tr> <tr> <td>Advice required:</td> <td></td> <td>Date consultation required by:</td> <td></td> </tr> </table> ______________________________________________________________________ - The proposed main site is well screened. However the site should not be open during the winter months as the screening off this site will go when leaves fall. - It needs to be made clear which areas will be open and when. - I am concerned about the proposed screening belt and its possible implication on the adjacent carin. Need to check archaeologists. - Additional water points will need to be provided they are too far and remote for most camp pitches especially in main camping sites. - Camping overspill field next to carin should be kept out and - Size of toilets + shower units may not be enough for the number of people expected at least 140 - 200 people over bank hole. ☐ Continue over page ______________________________________________________________________ Summary of advice: No objection subject to query over purpose of faido @ bank hole. <img>Peak National Park logo with "Caring for a Living Landscape" text below.</img> <img>Nigel Davis solicitors logo</img> \<page_number>P.1861\</page_number> John Keeley Esq Peak District National Park Authority Alderm House Baslow Road Bakewell Derbyshire – DE45 1AE Our Ref : JBB.WJ.FIN.1-2 Your Ref : Date : 13 October 2004 Dear Mr Keeley, Re: Planning Application NP/DDD/0504/0584 - Change of Use of Agricultural Land for siting of Additional Touring Caravans and Seasonal Use for Camping at Haddon Grove Farm, Haddon Grove, Over Haddon Further to the application which was registered on the 20 May 2004, we had some feedback from the Environment Agency on the 1 September and we have not heard anything further since that time. We have again written to the Planning Planning Liaison Officer and attach a copy of that letter herewith. We would be grateful if you could use your good offices to make some progress on this application which is now ageing rapidly. Kind regards. Yours sincerely, <signature>John B Blackhurst</signature> c.c. David Finney Director: Nigel R. Davis M.A (Cantab) • Associate: Felicity R. Wyatt B.A (Hons), LL.M • Solicitor: Matthew Elias LL.B (Hons) Consultants: John B. Blackhurst FRICS; Alex Wilson B.A (Hons) • Practice Manager: Wyn Jones The Sheeplod • Carr Hall Farm • Turnditch • Belper • Derbyshire • DE56 2LW Tel: 01335 372889 • Fax : 01335 372891 • Web : www.agriculturalsolicitors.co.uk Nigel Davis solicitors is the trading name of Nigel R Davis Limited registered in England. Company Number 5194540 A body recognised by the Law Society. Registered Office as above. Registered by the Law Society <table> <thead> <tr> <td>DATE REC'D</td> <td>14 OCT 2004</td> </tr> </thead> <tbody> <tr> <td>ALLOCATED GROUP</td> <td>PC</td> </tr> <tr> <td>OFFICER</td> <td>JK</td> </tr> <tr> <td>ACKNOWLEDGEMENT:</td> <td></td> </tr> <tr> <td>REPLY.</td> <td></td> </tr> <tr> <td>FILE ALLOCATION</td> <td>P1661</td> </tr> <tr> <td>COPied TO</td> <td></td> </tr> </tbody> </table> <img>Nigel Davis solicitors logo</img> Nigel Davis solicitors Ms Kate Proctor Planning Liaison Officer Environment Agency Trentside Offices Scarrington Road West Bridgford Nottingham NG2 5FA Our Ref : JBB.WJ.FIN1-2 NP/DDI/0504/0584 COPY Your Ref : LT/2004/019592-1/2 Date : 13 October 2004 Dear Ms Proctor CHANGE OF USE OF AGRICULTURAL LAND FOR SITING OF ADDITIONAL TOURING CARAVANS AND SEASONAL USE FOR CAMPING HADDON GROVE FARM, HADDON GROVE, OVER HADDON Further to my letter of the 1 September 2004, I would be grateful to learn whether our proposals are satisfactory. My client is anxious to progress the planning application and I look forward to hearing from you in the near future. Yours sincerely <signature>John B Blackhurst</signature> Enc Director: Nigel R. Davis M.A (Cantab) • Associate: Felicity R. Wyatt B.A (Hons), LLM • Solicitor: Matthew Elias LL.B (Hons) Consultants: John B. Blackhurst TRICS; Alex Wilson B.A (Hons) • Practice Manager: Wyn Jones The Sheppold • Carr Hall Farm • Turnlitch • Belper • Derbyshire • DE56 2LW Tel: 01335 372899 • Fax: 01335 372891 • Web: www.agricultural.solicitors.co.uk Nigel Davis solicitors is the trading name of Nigel R Davis Limited registered in England. Company Number 5179540. Individually recognised by the Law Society. Registered Office as above. Registered by the Law Society Our Ref : LT/2004/019592-1/2 Your Ref : NP/DDD/0504/0584 Date : 13 August 2004 Mr J Davies Development Control Service Manager Peak District National Park Authority Aldern House Baslow Road Bakewell Derbyshire DE4 1AH Dear Sir CHANGE OF USE OF AGRICULTURAL LAND FOR SITING OF ADDITIONAL TOURING CARAVANS AND SEASONAL USE FOR CAMPING HADDON GROVE FARM, HADDON GROVE, OVER HADDON Please note that this letter SUPERSEDES the letter of 12 August. This is as a result of further discussions with colleagues at the Agency regarding the proposed use of a septic tank. The Agency wish to OBJECT to the proposed use of a septic tank. The site is located on a major aquifer and the River Lathkill, a special area for conservation (SAC), is located approximately 300 metres to the south of the site. A septic tank may not be an acceptable method for the disposal of foul sewage due to the potential impact on the SAC. The applicant should be asked to complete an assessment in line with DOE Circular 3/99 To discuss the above please contact the Environment Officer, Stuart King, on 01773 520 512. Yours faithfully KATE PROCTOR Planning Liaison Officer Please ask for: Kate Proctor Direct Line \_\_\_\_\_\_\_\_\_\_\_\_ e-mail: \_\_\_\_\_\_\_\_\_\_\_\_ 13-APR-2005 13:32 FROM 01629585698 TO 901629810141 P. 01/02 Mr J Dixon National Park Officer Peak District National Park Authority Alderm House Baslow Road Bakewell Derbyshire <watermark>DESPATCH 24 DEC 04</watermark> 7647 Graham Hill NWD/IGHMM/47778 NP/DDD/0504/0584 24 December 2004 Dear Mr Dixon Proposed Extension of Caravan and Camping Site - Haddon Grove Farm off B5055, Over Haddon Thank you for the above application, the copy of which was received at this office on 15 December 2004. As discussed with your Planning Officer, Mr J Keeley, on 4 December 2003, the above proposals are considered likely to result in an increase in vehicle movements to and from the application site and along the length of unclassified highway linking the site access to the B5055. In order to help mitigate this increase, it is recommended that improvements be carried out to the junction between the unclassified road and the B5055 in terms of the visibility splays and bellmouth junction radii. It is also recommended that a passing place be provided part way along the length of unclassified road between the B5055 and the site access by modifying the existing field accesses. Prior to works commencing, the design and specification of these highway works must be agreed with the National Park Authority and the County Highway Authority, the submitted scheme to be approved in writing. The approved works would have to be carried out prior to the expanded campsite being taken into use. A note should be appended to any consent advising the applicant that no works can take place within highway limits until a formal agreement under Section 278 of the Highways Act 1980 has been entered into between the applicant and the County Council. Advice regarding the technical, legal, financial and administrative requirements of these agreements may be 13-APR-2005 13:32 FROM 01629585698 TO 901629810141 P. 02/02 -2- Mr J Dixon NWD/GHMM/47778 obtained from the Director of Environmental Services at County Hall, Matlock (telephone 01629 580000 and ask for the Area Development Manager, North Western, Mr G Hill). Prior to the extended campsites being taken into use, the existing access point onto the public highway shall also be redefined in terms of the carriageway edge and access width in order to ensure that vehicle turning movements to and from the access can be carried out as safely as possible. A note should also be appended to any consent advising the applicant that the site is affected by public rights of way (footpath numbers 11 and 12, Over Haddon on the Derbyshire Definitive Map). These pedestrian routes must remain unobstructed and on their legal alignment at all times and the safety of pedestrians using them must not be prejudiced either during or after development works take place. Yours sincerely <signature>Graham Hill</signature> Area Development Manager - North Western cc Development Control - FAO: G Hill Highway Care Manager - FAO: David Carr Footpaths Section - FAO: Peter White H:\\HSW\\5MM816.doc TOTAL P. 02 <img>ENVIRONMENT AGENCY logo</img> P1361 Jh Our Ref : LT/2004/019592-2/2 Your Ref : NP/DDD/0504/0584 Date : 22 November 2004 Mr J Davies Development Control Service Manager Peak District National Park Authority Alderm House Baslow Road Bakewell Derbyshire DE4 1AH Dear Sir CHANGE OF USE OF AGRICULTURAL LAND FOR SITING OF ADDITIONAL TOURING CARAVANS AND SEASONAL USE FOR CAMPING HADDON GROVE FARM, HADDON GROVE, OVER HADDON On receipt of further information from the applicants solicitor, the Agency would like to withdraw it's objection to the proposal. Yours faithfully <watermark>PEAK DISTRICT NATIONAL PARK AUTHORITY</watermark> DATE REC'D 24 NOV 2004 ALLOCATED GROUP OFFICER DC ACKNOWLEDGEMENT: REPLY: FILE ALLOCATION. COPIED TO: CHARLOTTE STORR Planning Liaison Officer Please ask for Charlotte Storr Direct Line \_\_\_\_\_\_\_\_\_\_\_\_ CC: Nigel Davis Solicitors Environment Agency Trentside Offices, Searrington Road, West Bridgford, Nottingham, NG2 5FA, Tel no 0115 945 5722, Fax no 0115 981 7743 P18610K # 88679 ## TOWN AND COUNTRY PLANNING ACT 1930 ### PEAR DISTRICT NATIONAL PARK AUTHORITY #### WEEKLY ADVERTS Press Advertised National Park Authority has published advertisements for Planning, Development and Conservation Areas. Advertisements (including) and (or) (or) are subject to approval by the Minister for the Environment during the period of the advertisement. Please note that this does not apply with respect to the National Park Authority's advertisements for planning, development and conservation areas. Please note that the National Park Authority will review all advertisements for planning, development and conservation areas. Advertisements (including) and (or) (or) are subject to approval by the Minister for the Environment during the period of the advertisement. Please note that this does not apply with respect to the National Park Authority's advertisements for planning, development and conservation areas. Advertisements (including) and (or) (or) are subject to approval by the Minister for the Environment during the period of the advertisement. Please note that this does not apply with respect to the National Park Authority's advertisements for planning, development and conservation areas. Advertisements (including) and (or) (or) are subject to approval by the Minister for the Environment during the period of the advertisement. Please note that this does not apply with respect to the National Park Authority's advertisements for planning, development and conservation areas. Advertisements (including) and (or) (or) are subject to approval by the Minister for the Environment during the period of the advertisement. Please note that this does not apply with respect to the National Park Authority's advertisements for planning, development and conservation areas. Advertisements (including) and (or) (or) are subject to approval by the Minister for the Environment during the period of the advertisement. Please note that this does not apply with respect to the National Park Authority's advertisements for planning, development and conservation areas. Advertisements (including) and (or) (or) are subject to approval by the Minister for the Environment during the period of the advertisement. Please note that this does not apply with respect to the National Park Authority's advertisements for planning, development and conservation areas. Advertisements (including) and (or) (or) are subject to approval by the Minister for the Environment during the period of the advertisement. Please note that this does not apply with respect to the National Park Authority's advertisements for planning, development and conservation areas. Advertisements (including) and (or) (or) are subject to approval by the Minister for the Environment during the period of the advertisement. Please note that this does not apply with respect to the National Park Authority's advertisements for planning, development and conservation areas. Advertisements (including) and (or) (or) are subject to approval by the Minister for the Environment during the period of the advertisement. Please note that this does not apply with respect to the National Park Authority's advertisements for planning, development and conservation areas. Advertisements (including) and (or) (or) are subject to approval by the Minister for the Environment during the period of the advertisement. Please note that this does not apply with respect to the National Park Authority's advertisements for planning, development and conservation areas. Advertisements (including) and (or) (or) are subject to approval by the Minister for the Environment during the period of the advertisement. Please note that this does not apply with respect to the National Park Authority's advertisements for planning, development and conservation areas. Advertisements (including) and (or) (or) are subject to approval by the Minister for the Environment during the period of the advertisement. Please note that this does not apply with respect to the National Park Authority's advertisements for planning, development and conservation areas. Advertisements (including) and (or) (or) are subject to approval by the Minister for the Environment during the period of the advertisement. Please note that this does not apply with respect to the National Park Authority's advertisements for planning, development and conservation areas. Advertisements (including) and (or) (or) are subject to approval by the Minister for the Environment during the period of the advertisement. Please note that this does not apply with respect to the National Park Authority's advertisements for planning, development and conservation areas. Advertisements (including) and (or) (or) are subject to approval by the Minister for the Environment during the period of the advertisement. Please note that this does not apply with respect to the National Park Authority's advertisements for planning, development and conservation areas. Advertisements (including) and (or) (or) are subject to approval by the Minister for the Environment during the period of the advertisement. Please note that this does not apply with respect to the National Park Authority's advertisements for planning, development and conservation areas. \\Advertisements (including) and (or) (or) are subject to approval by the Minister for <img>Nigel Davis solicitors logo</img> P1861 JK John Keeley Esq Peak District National Park Authority Aldern House Baslow Road Bakewell Derbyshire – DE45 1AE Our Ref : JBB.AV.FIN.1-2 Your Ref : Date : 29 October 2004 Dear Mr Keeley, Re: Planning Application NP/DDD/0504/0584 – Change of Use of Agricultural Land for siting of Additional Touring Caravans and Seasonal Use for Camping at Haddon Grove Farm, Haddon Grove, Over Haddon Further to my letter of 13 October 2004, I have spoken with Kate Proctor at the Environment Agency. It appears that the letter she wrote to you dated 13 September 2004 was never copied to this office and I have just received it by email. Accordingly, I have written to Mr Finney seeking answers to the questions posed and will revert to the agency with the answers as soon as they arrive. In the meantime, presumably, you are unable to make further progress with the application. Yours sincerely <signature>John B. Blackhurst</signature> PEAK DISTRICT NATIONAL PARK AUTHORITY DATE RECD - 1 NOV 2004 ALLOCATED GROUP DC OFFICER JK ACKNOWLEDGEMENT: REPLY: FILE ALLOCATION: P1861. COPied To: Director: Nigel R. Davis M.A (Cantab) • Associate: Felicity R. Wyatt B.A (Hons), LL.M • Solicitor: Matthew Elias LL.B (Hons) Consultants: John B. Blackhurst FRICS; Alex Wilson B.A (Hons) • Practice Manager: Wyn Jones The Sheepfold • Carr Hall Farm • Turnditch • Belper • Derbyshire • DE56 2IW Tel: 01335 372889 • Fax: 01335 372891 • Web: www.agriculturalsolicitors.co.uk Nigel Davis solicitors is the trading name of Nigel R Davis Limited registered in England. Company Number 519450 A body recognised by the Law Society. Registered Office as above. Registered by the Law Society P. 1861. JK <img>ENVIRONMENT AGENCY logo</img> Our Ref : LT/2004/019592-2/1 Your Ref : NP/DDD/0504/0584 Date : 13 September 2004 Mr J Davies Development Control Service Manager Peak District National Park Authority Aldern House Baslow Road Bakewell Derbyshire DE4 1AH Dear Sir CHANGE OF USE OF AGRICULTURAL LAND FOR SITING OF ADDITIONAL TOURING CARAVANS AND SEASONAL USE FOR CAMPING HADDON GROVE FARM, OVER HADDON Further to John Blackhurst's (Nigel Davis Solicitors) letter of 1 Sept 2004 the Agency requires the following further information:- 1. The applicant's estimate of the present and projected average and maximum daily flow to the sealed cesspool and details of the present method of disposal. These should include the name of the waste carrier, frequency and quantity disposed and the location of the disposal area. 2. The applicant must confirm that all cesspool waste is disposed of off-site and that no disposal is made within the Lathkill catchment. 3. The applicant's estimateof the present and projected average and maximum daily flow to the existing septic tank/soakaway system. If you wish to discuss the above please contact Stuart King of our Environment Management teamon 01773 520 512. Yours faithfully KATE PROCTOR Planning Liaison Officer Environment Agency Teesside, Scarrington Road, West Bridgford, Nottingham, NG2 5FA Our Ref : LT/2004/019592-1/2 Your Ref : NP/DDD/0504/0584 Date : 13 August 2004 Mr J Davies Development Control Service Manager Peak District National Park Authority Aldern House Baslow Road Bakewell Derbyshire DE4 1AH Dear Sir CHANGE OF USE OF AGRICULTURAL LAND FOR SITING OF ADDITIONAL TOURING CARAVANS AND SEASONAL USE FOR CAMPING HADDON GROVE FARM, HADDON GROVE, OVER HADDON Please note that this letter SUPERSEDES the letter of 12 August. This is as a result of further discussions with colleagues at the Agency regarding the proposed use of a septic tank. The Agency wish to OBJECT to the proposed use of a septic tank. The site is located on a major aquifer and the River Lathkill, a special area for conservation (SAC), is located approximately 300 metres to the south of the site. A septic tank may not be an acceptable method for the disposal of foul sewage due to the potential impact on the SAC. The applicant should be asked to complete an assessment in line with DOE Circular 3/99 To discuss the above please contact the Environment Officer, Stuart King, on 01773 520 512. Yours faithfully KATE PROCTOR Planning Liaison Officer Please ask for: Kate Proctor Direct Line \_\_\_\_\_\_\_\_\_\_\_\_ e-mail: \_\_\_\_\_\_\_\_\_\_\_\_ <img>DERBYSHIRE DALES DISTRICT COUNCIL logo</img> PEAK DISTRICT NATIONAL PARK AUTHORITY DATE RECD: 10 AUG 2004 ALLOCATED: GROUP OFFICER ACKNOWLEDGEMENT: REPLY: FILE ALLOCATION: COPIED TO: Outref: Your ref: Epires to: Mr N. Parker Direct Lines: 01629 781163 Facsimile: E-mail: planning@derbyshiredales.gov.uk \<page_number>P. 1861\</page_number> John Keeley 6th August, 2004. Peak District National Park Authority, Alderm House, Baslow Road, Bakewell, Derbyshire, DE45 1AE. Dear Sirs, CONSULTATION RESPONSES FROM DERBYSHIRE DALES DISTRICT COUNCIL The following applications are to be recommended for approval subject to no overriding objections being raised by the Highway Authority. For the avoidance of doubt, whilst the District Council would not object to amendments to design or materials, or conditions regarding landscaping matters where appropriate, it would not support a refusal on design or landscape grounds for the applications listed. <table> <thead> <tr> <td>NP/DDD/0404/397 (Winster)</td> <td>Creation of parking spaces for 2 cars at the front of the property - Caxton House, Wensley Road, Winster - Alison Briddon</td> </tr> </thead> <tbody> <tr> <td>NP/DDD/0504/568 (Hathersage)</td> <td>Erection of conservatory - Rimika, Besom Lane, Main Road, Hathersage - Mr. K. Percival</td> </tr> <tr> <td>NP/DDD/0504/584 (Over Haddon)</td> <td>Change of use of agricultural land for siting of additional touring caravans and seasonal use for camping - Haddon Grove Farm, Over Haddon - Mr. W.J.D. Finney</td> </tr> <tr> <td>NP/DDD/0604/649 (Outseats)</td> <td>Conversion/Restoration of training/conference centre to dwelling and offices - Brookfield Manor, Hathersage - Bamford Hall Holdings Ltd.</td> </tr> <tr> <td>NP/DDD/0604/666 (Chelmorton)</td> <td>Conversion of barn and lean-to to form dwelling and utility - Town End Farm, Chelmorton - Richard Maher and Kay Eggleton</td> </tr> <tr> <td>NP/DDD/0604/667 (Hathersage)</td> <td>Change of use to retail sales - The Round Building, Hathersage - David Mellor Design Ltd.</td> </tr> <tr> <td>NP/DDD/0604/691 (Bakewell)</td> <td>Listed Building Consent - Alterations/Improvements to interior and exterior to improve disabled access - Royal Bank of Scotland, The Square, Bakewell - Royal Bank of Scotland Group</td> </tr> </tbody> </table> P1861 Jk <img>ENVIRONMENT AGENCY logo</img> Our Ref : LT/2004/019592-1/2 Your Ref : NP/DDD/0504/0584 Date : 13 August 2004 Mr J Davies Development Control Service Manager Peak District National Park Authority Alderm House Baslow Road Bakewell Derbyshire DE4 1AH Dear Sir CHANGE OF USE OF AGRICULTURAL LAND FOR SITING OF ADDITIONAL TOURING CARAVANS AND SEASONAL USE FOR CAMPING HADDON GROVE FARM, HADDON GROVE, OVER HADDON Please note that this letter SUPERSEDES the letter of 12 August. This is as a result of further discussions with colleagues at the Agency regarding the proposed use of a septic tank. The Agency wish to OBJECT to the proposed use of a septic tank. The site is located on a major aquifer and the River Lathkill, a special area for conservation (SAC), is located approximately 300 metres to the south of the site. A septic tank may not be an acceptable method for the disposal of foul sewage due to the potential impact on the SAC. The applicant should be asked to complete an assessment in line with DOE Circular 3/99. To discuss the above please contact the Environment Officer, Stuart King, on 01773 520 512. Yours faithfully, <signature>KATE PROCTOR</signature> Planning Liaison Officer Please ask for: Kate Proctor Direct Line \_\_\_\_\_\_\_\_\_\_\_\_ e-mail: \_\_\_\_\_\_\_\_\_\_\_\_ Environment Agency <table> <tr> <td>DATE</td> <td>15 AUG 2004</td> </tr> </table> P1861Jk <img>ENVIRONMENT AGENCY logo</img> Our Ref : LT/2004/019592-1/1 Your Ref : NP/DDD/0504/0584 Date : 12 August 2004 Mr J Davies Development Control Service Manager Peak District National Park Authority Aldern House Baslow Road Bakewell Derbyshire DE4 1AH ______________________________________________________________________ Dear Sir/Madam CHANGE OF USE OF AGRICULTURAL LAND FOR SITING OF ADDITIONAL TOURING CARAVANS AND SEASONAL USE FOR CAMPING HADDON GROVE FARM, HADDON GROVE, OVER HADDON Thank you for referring the above application which was received on 21 June. Reference to the 1:50,000 scale geological map Sheet 111 (Buxton) indicates that the site is located on Carboniferous Limestone which is designated a 'Major Aquifer' under the Agency's 'Policy and Practice for the Protection of Groundwater'. The River Lathkill is located approximately 300 metres to the south of the site. We have no objections to the application for the extension to this camp-site. However the applicant should be made aware that suitable arrangements for the disposal of foul drainage must be made. A new Discharge Consent (or an increase to any existing Discharge Consent) may be required and the applicant should contact Alan Roe of the Agency's Regulatory (Water Quality) Team to discuss this issue further. In view of the above comments we recommend that the following conditions be attached to any planning permission that may be applied for. Condition: No development approved by this permission shall be commenced until a scheme for the provision and implementation of foul drainage works has been approved and implemented to the reasonable satisfaction of the Local Planning Authority. Reason: To prevent pollution of the water environment. <watermark> PEAK DISTRICT NATIONAL PARK AUTHORITY DATE RECEIVED 16 AUG 2004 ALLOCATED GROUP OFFICER APPROVAL/SEDIMENT: REPLY: FILE ALLOCATION: COPied TO: </watermark> Environment Agency Yours faithfully KATE PROCTOR Planning Liaison Officer Please ask for: Kate Proctor 0115 846 2647 e-mail: \<page_number>1/1\</page_number> Tel: 01629 816200 Fax: 01629 816310 E-mail: alderm@peakdistrict-npa.gov.uk Web: www.peakdistrict.org Manicom: 01629 816319 Alderm House, Baslow Road, Bakewell, Derbyshire, DE45 1AE <img>PEAK DISTRICT NATIONAL PARK AUTHORITY logo</img> PEAK DISTRICT NATIONAL PARK AUTHORITY Over Haddon Parish Council The Croft Monyash Road Over Haddon NT BAKES ELL Derbyshire DE45 1HZ Our Ref: P/ 1861 Date: 29 June 2004 Please Ask For: The DC Officer Dear Sir/Madam Application Code Number: NPD/DD/0504/0584 Change of use of agricultural land for siting of additional touring caravans and seasonal use for camping Haddon Grove Farm Haddon Grove Over Haddon I enclose one copy of the above application. You should return one copy of this letter containing your observations and comments to this office within 28 days. A further copy of this letter containing your observations should be forwarded to: Derbyshire Dales District Council Town Hall Bank Road Matlock Derbyshire DE4 3NN The Authority currently operates a procedure that allows individuals or organisations to address members at meetings of the committee or sub-committees. Details of this procedure can be obtained from Committee Services at the National Park Office. Yours faithfully <signature>J.W Davies</signature> J.W Davies Head of Development Control Parish Council / Town Council Recommendation and any Comments:- <signature>The councillors support the application</signature> Signed \_\_\_\_\_\_\_\_\_\_\_\_ \<page_number>20/7/04\</page_number> Member of the Association of National Park Authorities Holder of Council of Europe Diploma <img>Council of Europe Diploma logo</img> Chief Executive, Jim Dixon Directors: Conservation & Development: John Lomas Corporate Resources & Monitoring Officer: Rush Marchington Directors: Recreation & Education: John Thompson National Project Officer Ken Parker Chief Finance Officer Peter Smith Working together to care for a living landscape for everyone 21st July 2004 Mill Farm Haddon Grove Bakewell Derbyshire DE45 1JF The Planning Officer Peak District National Park Authority Aldern house Baslow road Bakewell Derbyshire DE45 1AE Dear Sir Planning application NP/DDD/0504/584 Change of use to increase the use of touring caravans from 19 to 34, also seasonal use for camping, I object to this application on the following grounds. 1. Access. 2. Impact on the local area :- a) Noise b) Litter c) Damage and disturbance to wildlife habitat and grazing stock. d) Site infrastructure, tree screening At its current level of use this site causes problems and disturbance to its surrounding neighbours of; noise, litter, trespass and damage to both wildlife and grazing stock. Any increase in the level of use will only compile these problems further. Even more worrying, is that the applicant, in the past has not complied with his existing planning permissions i.e. 19 caravans. If this application is allowed I would hope that the planning authority would ensure that the planning permission is not floated quite so obviously. 1. Access This is by a narrow single track road with no passing places, and a junction to the B5055 that has poor visibility. Also the entrance to the farm and caravan site is on a blind right angle bend with poor visibility due to over hanging trees. <watermark> PEAK DISTRICT NATIONAL PARK AUTHORITY DATE: 23 JUL 2004 ALLOCATION NO.: JK PLOT LOCATION: P1861 CORRESPONDENCE: 26/7/04 </watermark> 2) Impact on the local area a) Noise Living only 2 fields away and due to the prevailing winds and geography of the land, noise carries very easily in our direction. At the current levels of utilisation this can be deafening. At the weekends and Bank Holidays the noise can be anything from normal campsite roadiness to loud music, swearing, car alarms and on occasions fireworks and rockets, and has been known to last until the early hours of the morning. b) Litter I constantly find litter thrown over the fence in the nature reserve this can range from bottles and cans to human faeces needles and syringes c) Damage and disturbance to wildlife and grazing stock This site borders the Lathkill Dale Nature Reserve an SSSI and an area of outstanding beauty. Currently I am working with English Nature's warden for Lathkill Dale to try and minimise the problems of damage to both my stock and boundary fences and the disturbance to the wildlife caused by campers from next door's site. At its current level of use the impact on the Dale, has, over the years, seen the habitat of both bird and plant life reduce due to; noise, trespass from the site, the lighting of campfires and the chopping down of trees. They have all had a detrimental impact on the attractiveness of this wonderful SSSI. d) Site infrastructure and tree screening At present the whole area of the application, along with field 236 and part of field 5700, are used for the purpose of camping and caravanning. Will these fields now be no longer used for camping, and with the decrease of land available will there be enough left available for the increased numbers asked for in the application? I am advised by Derbyshire fire and rescue that a minimum of 6 metres/pitch is the recommended norm, Sanitation - will there be enough toilets/shower points, and sewerage disposal; not as at present carted away by farm tanker to be spread where? Waste and rubbish - currently a lot of this seems to be burnt during the hours of darkness, I trust that a condition of the planning would be to put a stop to this. Tree screening - whilst the mature trees around the site do offer some screening during the time when they are in leaf, they do not shield the site when veining the area from the south and south west where the site is very visible when walking the Calling Low/One Ash footpath, and from Arbour Low. The density of screening does not, and will not reduce the level of noise from the site, now, or in the future. I recognize the need for a small farm to diversify as this one has already done with the campsite and its small horse livery/riding lessons. However, an increase in caravans and tents, of the number suggested would be disproportionate with the earca and infrastructure available and would have a detrimental impact on the area. I have very real concerns for the natural environment and for the future of this wonderful area of the Peak District. The peace and quiet of the area is at stake and the success of this application would be in direct contradiction of the environmental restrictions already in existence. If the case comes before the Planning Committee, I would welcome the opportunity to address the members. Yours faithfully Ian W Marsden <img>A hand-drawn map with various annotations and markings.</img> \<page_number>16700\</page_number> \<page_number>16710\</page_number> \<page_number>16720\</page_number> \<page_number>16730\</page_number> \<page_number>16740\</page_number> \<page_number>16750\</page_number> \<page_number>16760\</page_number> \<page_number>16770\</page_number> \<page_number>16780\</page_number> \<page_number>16790\</page_number> \<page_number>16800\</page_number> \<page_number>16810\</page_number> \<page_number>16820\</page_number> \<page_number>16830\</page_number> \<page_number>16840\</page_number> \<page_number>16850\</page_number> \<page_number>16860\</page_number> \<page_number>16870\</page_number> \<page_number>16880\</page_number> \<page_number>16890\</page_number> \<page_number>16900\</page_number> Area of Site at Present for Camping - Haddon Grove Farm - Haddon Grove - Bad Corner - Lathkill Dale - Bee Law Wood - Damage along Haddon Wall Reproduced from Ordnance Survey data with the permission of the Controller HMSO. Crown Copyright Reserved. Peak District National Park Authority, Baslow Road Bakewell DE45 1AE, Licence No LA 078215. <img>A hand-drawn map with various annotations and markings.</img> Area of Site at Present for Camping - Haddon Grove Farm - Haddon Grove - Bad Corner - Lathkill Dale - Bee Law Wood - Damage along Haddon Wall Reproduced from Ordnance Survey data with the permission of the Controller HMSO. Crown Copyright Reserved. Peak District National Park Authority, Baslow Road Bakewell DE45 1AE, Licence No LA 078215. Application Site AREA USED AT PRESENT FOR CAMPING 7769 240 9995 241 373 242 1604 278 +776 284 1410 6900 288 5514 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 359 167 5787. 5788. 5789. Needs HIGHER HEDGE OR TREE SCREENING. NEEDS TREE SCREENING. NEED NO SCREENING AT PRESENT. Notice of Planning Proposal <img>PEAK DISTRICT NATIONAL PARK AUTHORITY logo</img> AN APPLICATION HAS BEEN MADE BY : Mr W J D Finney FOR : Change of use of agricultural land for siting of additional touring caravans and seasonal use for camping AT : Haddon Grove Farm Haddon Grove Over Haddon PARISH : Over Haddon REASONS FOR ADVERT : A footpath runs through the site OFFICE CODE NO : NP/DDD/0504/0584 P FILE NO : 1861 ADVERT START DATE : 09/07/2004 COMMENTS TO BE RECEIVED BY : 30/07/2004 A copy of the application and the plans may be inspected during office hours for the next 21 days following the date of this notice at the National Park Authority Office. A copy has also been sent to the District / Borough council and parish council / meeting for comment. If you wish to make any comments please write to the National Park Authority Office before the expiry date, please note the authority now permits members of the public and consultees to address its committees, including those which determine planning applications. Please contact Committee Services if you require details. Chief Executive Peak District National Park Authority Alderm House, Baslow Road, Bakewell Derbyshire DE45 1AE Tel: 01629 816200 Fax: 01629 816310 Email: devcon@peakdistrict-npa.gov.uk www: www.peakdistrict-npa.gov.uk Tel: 01629 816200 Fax: 01629 816310 E-mail: alders@peakdistrict-npa.gov.uk Web: www.peakdistrict.org Minicom: 01629 816319 Aldern House , Baslow Road , Bakewell , Derbyshire . DE45 1AE <img>PEAK DISTRICT NATIONAL PARK AUTHORITY logo</img> Peak District National Park Authority Paul Hopkins Rangers Our Ref: C/ 1861 Date: 29 June 2004 Please Ask For: The DC Officer Dear Sir/Madam Application Code Number: NP/DDD/0504/0584 Change of use of agricultural land for siting of additional touring caravans and seasonal use for camping Haddon Grove Farm Haddon Grove Over Haddon OS Grid Reference: 417673 366152 I enclose a copy of the above application for your information and comment as appropriate. To minimise any delay in the issue of the decision on this application, I shall be obliged if you will forward your comments within 14 days of the date of this letter. If you are unable to finalise a reply in that time, perhaps you will advise me of the additional time required, otherwise I will assume you do not wish to comment and the application will be dealt with in accordance with normal procedure. Yours faithfully JW Davies Head of Development Control In any correspondence, please quote our reference and the Application Code Number. No other than he be blyp a mind the puh nul, wy all tempy a pannuys eent due lA Member of the Association of National Park Authorities Holder of Council of Europe Diploma Chief Executive, Jim Dixon Directors: Conservation & Development: John Lomas Corporate Resources & Monitoring Officer: Rush Marchington Directors: Recreation & Education: John Thompson National Projects: Ken Parker Chief Finance Officer: Peter Hardy Working together to care for a living landscape for everyone DERBYSHIRE COUNTY COUNCIL HIGHWAYS COMMENTS APPLICATION CODE N- DATE: Refur to DOES - please forward a copy of details Sat 13/12 F1/7 <signature>Rick</signature> <img>Derbyshire County Council logo</img> HIGHWAYS CONSULTATION INTERNAL FILE NOTES AND COMMENTS ON APPLICATION NO: - <img>DOD/0504/0584</img> <table> <tr> <td>FEE</td> <td>DATE</td> <td>RECEIPT NO</td> </tr> <tr> <td>£320-00</td> <td>12.5.04</td> <td>SRI 24708</td> </tr> </table> <watermark>NP/DDD/0504/584</watermark> ☑ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☒ Agricultural Wages No site plan NP/DDD/0504/584 Nigel Davis - Solicitors The Sheepfold Carr Hall Farm Turnditch Belper DE56 2LW Your ref: JBB.W.J.FIN. 1-2 Our ref: DC1.2/KZ/ Date: 19/05/2004 Dear Sir Re: Haddon Grove Farm, Bakewell Unfortunately, the information supplied is not adequate for proper consideration of the application\* and I am therefore requesting the following from you. Please note that one part of the agricultural holdings certificate must be applicable, please delete which is not on the enclosed form and return. Please provide 4 copies of an Ordnance survey based site plan at a scale of 1:10,000, outlining the application site in red and any adjoining land owned by the applicant in blue, the plan must be no smaller than A4 in size. Yours faithfully Karen Zubertowski Administration Officer Development Control \Under Article 4 of the Town and Country Planning (Applications) Regulations 1968, the Peak District National Park Authority, as a local planning authority, is entitled to ask for such drawings and other information as are necessary for the determination of an application. <img>Nigel Davis solicitors logo</img> Nigel Davis* solicitors Ms. K. Zubertowski, Peak District National Park Authority Alderm House Baslow Road Bakewell Derbyshire – DE45 1AE Our Ref : JBB.WJ.FIN.1-2 Your Ref : DC1.2/KZ/ Date : 25 June 2004 Dear Ms. Zubertowski, Re: Haddon Grove Farm, Over Haddon, Bakewell Further to your letter of the 19th May, please find the Agricultural Holdings Certificate, clarified to say that none of the land is part of an agricultural holding. Secondly, please find four copies of an OS plan which indicates the site in red and the remaining land holdings in blue. Yours sincerely <signature>John B Blackhurst</signature> Encs PEAK DISTRICT NATIONAL PARK AUTHORITY DATE RECD 28 JUN 2004 ALLOCATED GROUP KZ OFFICER DC1 ACKNOWLEDGEMENT: REPLY: FILE ALLOCATION: COPIED TO: Principal: Nigel R. Davis M.A (Cantab) • Associate: Felicity R. Wyatt B.A (Hons), LL.M Consultant: John B. Blackhurst FRICS • Practice Manager: Wyn Jones The Sheepfold • Carr Hall Farm • Turnlitch • Beljper • Derbyshire • DE56 2LW Tel : 01335 372889 • Fax : 01335 372891 • Web : www.agriculturalssolicitors.co.uk Regulated by the Law Society <img>DDD/0504/584</img> # Nigel Davis ## solicitors Peak District National Park Authority Alderm House Baslow Road Bakewell Derbyshire – DE45 1AE Our Ref : JBB.WJ.FIN.1-2 Your Ref : DC1.6/KZ/P.1861 Date : 11 May 2004 Dear Sirs Planning Application on behalf of Mr D Finney for a change of use of land to site 15 Additional Touring Caravans and for seasonal use for camping up to 30 Tents during weekdays, 50 Tents during normal weeks and 70 Tents during Bank Holiday weekends at Haddon Grove Farm, Over Haddon Please find enclosed the following:- ☐ 1. A cheque in the sum of £220.00. 2. Four copies of the application form. 3. One copy Certificate A. 4. Four copies of Location Plan Drawing DF/04/01. 5. Four copies of proposed site layout Drawing DF/04/02. 6. Four copies of Background Explanatory Document. Yours faithfully Nigel Davis Encl PEAK DISTRICT NATIONAL PARK AUTHORITY DATE RECD: 12 MAY 2004 ALLOCATED GROUP OFFICER ACKNOWLEDGEMENT: REPLY: FILE ALLOCATION: COPIED TO: Principal: Nigel R. Davis M.A (Cantab) • Associate: Felicity R. Wyatt B.A (Hons), LL.M Consultant: John B. Blackhurst FRICS • Practice Manager: Wyn Jones The Sheepfold • Carr Hall Farm • Turnditch • Belper • Derbyshire • DE56 2LW Tel: 01335 372889 • Fax: 01335 372891 • Web: www.agriculturalsolictors.co.uk Regulated by the Law Society <img>Nigel Davis solicitors logo</img> Nigel Davis solicitors Mr W J D Finney Haddon Grove Farm Bakewell Derbyshire DE45 1JF Our Ref : JBB.W.J.FIN1-2 Your Ref : Date : 20 April 2004 Dear David Re : Proposed Planning Application for Caravans/Tents Further to my letter of 8 April, I do need to have your cheque made payable to the Peak District National Park Authority in the sum of £220 by return. Unless this happens, then I am afraid I will not be able to continue with this matter. I am currently trying to retire and am not taking on any new cases. I am trying to finalise those matters for existing clients as soon as possible so do please, if you want me to continue and submit the application, let me have the cheque by return. Kind regards. Yours sincerely <signature>John B Blackhurst</signature> <watermark>Cheque Heroic Thank You Dave</watermark> PEAK DISTRICT NATIONAL PARK AUTHORITY DATE RECD 12 MAY 2004 ALLOCATED GROUP OFFICER ACKNOWLEDGEMENT: REPLY: FILE ALLOCATION: COPIED TO: Principal: Nigel R. Davis M.A (Cantab) • Associate: Felicity R. Wyatt B.A (Hons), I.E.M Consultant: John B. Blackhurst FRICS • Practice Manager: Wyn Jones The Sheepfold • Carr Hall Farm • Turnditch • Belper • Derbyshire • DE56 2LW Tel: 01335 372889 • Fax: 01335 372891 • Web: www.agriculturalbolicitors.co.uk Regulated by the Law Society <img>PEAK DISTRICT NATIONAL PARK AUTHORITY</img> DATE REC'D 28 JUN 2001 ALLOCATED GROUP OFFICER NATIONAL PARK AUTHORITY Town and Country Planning (General Development) Regulations 1995 Certificate under Article 7 Certificate B I certify that: I have/ The applicant has given the requisite notice to everyone else who, on the day 21 days before the date of the application, was the owner (a) of any part of the land to which the application relates, as listed below. Owner's name (a) (b) "owner" means a person having a fixedhold interest or a leasehold interest in the unexpired term of which is less than 7 years. Mr. J. Finney Address at which notice was served Hyton, Wydale Drive Bathwell, Derbyshire Date on which notice was served 11. 05. 04. THIS MUST BE COMPLETED IN EVERY CASE Agricultural Holdings Certificate Instructions One of the following alternative paragraphs must form part of this certificate. If the site is not part of an agricultural holding cross out the 2nd paragraph and sign and date the form. If it is part of an agricultural holding, firstly cross out the 1st paragraph. Secondly is there a tenant? If no, enter 'not applicable' in the space allowed on the form for the applicant's name, address and date of service of Notice, then sign and date the form. If yes, enter their name, full postal address where you have served the Notice and date you served the Notice on them, then sign and date the form. You need to use the Notice attached to Certificate B. Complete it and serve it on the tenant. You can serve the Notice by either handing it to the tenant in person or by post. None of the land to which the application relates is, or is part of, an agricultural holding. or, - I have/ The applicant has\* given the requisite notice to every person other than myself/her self who on the day 21 days before the date of the application, was a tenant of an agricultural holding on or on part of the land to which the application relates, as follows: Tenant's name Address at which notice was served Date on which notice was served Signed: - On behalf of: Mr W.J D Finney Date: 11. 05. 04. Delete where inappropriate \<page_number>1\</page_number> ICERT-A.B.DOC/6/101/RN <img> A small rectangular box with text inside. </img> \<page_number>ii\</page_number> NP/DDD/O 504 / 584 <img>PEAK DISTRICT NATIONAL PARK AUTHORITY logo</img> APPLICATION FOR PLANNING PERMISSION TO DEVELOP LAND ETC. Town and Country Planning Act 1990 Please read the attached notes before you fill in any part of this form. Please send four completed copies of this form and four copies of the plans to the Peak District National Park Authority, Alderm House, Baslow Road, Bakewell, Derbyshire, DE45 1AE. PART I <table> <tr> <td>1 Applicant (BLOCK CAPITALS PLEASE)</td> <td>Agent (if any) to whom correspondence should be sent (BLOCK CAPITALS PLEASE)</td> </tr> <tr> <td>Name MR. TJ J D FINNEY</td> <td>Name NIGEL DAVIS SOLICITORS</td> </tr> <tr> <td>Address HADDON GROVE FARM</td> <td>Address THE SHEEPFOLD, CARE HALL FARM, TURNEDCH, BELPER</td> </tr> <tr> <td>BAKEWELL</td> <td></td> </tr> <tr> <td>Postcode Tel No.</td> <td>Postcode BE56 2LW Tel No. 01335 372889</td> </tr> </table> 2 Proposals for which permission is sought a. Full address or location of the land to which this application relates and site area (hectares or acres) HADDON GROVE FARM b. Brief particulars of proposed development including the purpose(s) for which the land and/or buildings are to be used CHANGE OF USE OF LAND FOR SITING OF ADDITIONAL TOURIST CARAVANS AND SEASONAL USE FOR CAMPING - SEE BACKGROUND DOCUMENT FOR DETAILS c. State whether applicant owns or controls any adjoining land, if yes give its location and edge on blue on submitted plans YES d. State whether the proposal involves <table> <thead> <tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></table> i. New building(s) YesNo If residential development, state number of dwelling units Peak District National Park Authority DATE RECD: 12 MAY 2004 ii. Retention of existing building(s) YesNo iii. Alteration or extension YesNo iv. Change of use YesNo v. Construction of a new vehicular YesNo access to a highway YesNo pedestrian YesNo vi. Alteration of an existing vehicular YesNo access to a highway YesNo pedestrian YesNo vii. Removal or variation of a condition YesNo viii. Mineral working YesNo ix. Waste disposal YesNo x Other operations YesNo continued over page... 3 Particulars of Application Are you applying for: I. Full planning permission II. Outline planning permission III. Approval of reserved matters following the grant of outline permission IV. Renewal of a temporary permission of permission for retention of building or continuance of use without complying with condition subject to which planning permission has been granted 5 Additional Information a. Materials: Existing - Roof \_\_\_\_\_\_\_\_\_\_\_\_ Proposed - Roof \_\_\_\_\_\_\_\_\_\_\_\_ Wall \_\_\_\_\_\_\_\_\_\_\_\_ Wall \_\_\_\_\_\_\_\_\_\_\_\_ b. Is the application for industrial, office, warehouse, storage or shopping purposes? Yes/No If Yes please complete extra form c. Does the proposed development involve the falling of any trees? d. I. How will surface water be disposed off? e.g. mains, soakaway, etc., is this system existing or proposed? P/A II. How much foul water will be generated? \_\_\_\_\_\_\_\_\_\_\_\_ e.g. mains, septic tank, etc., is this system existing or proposed? EXISTING SEPTIC TANK e. Are there any public rights of way crossing the site? Yes/No If Yes indicate on plans f. How many vehicle parking spaces do you intend to provide? Existing spaces within site \_\_\_\_\_\_\_\_\_\_\_\_ New or additional spaces \_\_\_\_\_\_\_\_\_\_\_\_ g. Are there any buildings to be demolished? Yes/No If Yes please indicate positions on plan Fee Save the amount of fee submitted with the application £220 I/We apply for (Tick appropriate box) ☑ Planning permission for all new development described in this application and the attached plans, and in accordance therewith. ☐ Planning permission to retain buildings or works already constructed or carried out, or a use of land already instituted as described on this application and the attached plans. ☑ Approval of details of such matters as are reserved in the outline permission specified herein and are described in this application and the attached plans. I/We understand that this is an application for planning permission only and not for any other form of application which may be required. Date 11/05/24 Signed On behalf of Mr WJD Finlay (insert applicant's name if signed by an agency) Yes/No ☑ If Yes tick the items for which you are seeking approval in this application. 1. Site(s) ☐ 3. External appearance ☐ 2. Design ☐ 4. Means of access ☐ 3. Landscaping ☐ Yes/No ☑ If Yes state the date and number of outline permission Date Number NP Yes/No ☑ If Yes state the date and number of previous permission and identify the particular condition Date Number NP The condition Please state PART AGRICULTURE, PART CARRAVAN/CAMPING SITE I. Present use of buildings/land \_\_\_\_\_\_\_\_\_\_\_\_ II. If vacant, the last previous use \_\_\_\_\_\_\_\_\_\_\_\_ <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> <watermark>For internal use only</watermark> \<page_number>Page 1 of 1\</page_number> NP/DDD/0 504 / 584 BACKGROUND DOCUMENT CHANGE OF USE OF LAND TO INCREASE THE NUMBER OF TOURING CARAVANS FROM 19 TO 34; ALSO SEASONAL USE FOR CAMPING, 30 TENTS ON WEEKDAYS, 50 TENTS ON NORMAL WEEKENDS, AND 70 TENTS ON BANK HOLIDAY WEEKENDS 1. This is a small farm unit where caravans and tents have formed the main source of income for some 40 years. In 1968, consent was granted for 5 static caravans and 5 touring caravans. An attempt was made to increase the number of caravans, unsuccessfully, and this was refused, on appeal, by an Inspector in February 1980. One of the main reasons for the refusal was that there was little screening by trees of the site. Over the last 20 years the trees have grown extremely well, matured and have thickened and certainly provide very substantial screening for the site. 2. An application was subsequently made to increase touring caravan numbers in 1995 to 19, and that was successful. 3. It became clear that tents and camping was very popular on this site, and that a planning consent is required. An application was made for a Certificate of Lawfulness for both caravans and tents. Eventually, this was withdrawn because the information provided was not sufficiently detailed. It is admitted that, in the earlier years, our client's record keeping was not always complete. 4. Discussions have also been held with the County Surveyor and it is felt that, with a few small highway verge works, there should be no highway objections. <img>A black and white image with two large black dots on a white background.</img> PEAK DISTRICT NATIONAL PARK AUTHORITY DATE RECEIVED 12 MAY 2004 ALLOCATED GROUP OFFICER ACKNOWLEDGEMENT: REPLY FILE ALLOCATION: COPIES TO: 5. A further point raised concerned the SSSI and Nature Reserve in Lathkill Dale. We understand that there have been no complaints from that quarter and we do not consider that the concentration of caravans and tents in this well screened should cause any conflict with the Dale. Part of the proposal is to increase screening at the Dale end of the adjoining overspill field. 6. Finally, it must be stressed that the continuation and development of this site is essential to the provision of a diversified farm income. <img>circle filled with black color</img> <img>circle filled with black color</img> NP/DDD/0504/584 PROPOSED EXTENSION TO CARAVAN AND CAMPING SITE AT HADDON GROVE FARM BANESWELL, DERBYSHIRE FOR MR D FINNEY. KEY SITE PLAN June 2014 Doc No: DF/04/03 APPLICATION SITE BOUNDARY IS SHOWN WITH A RED OUTLINE. BOUNDARIES OF OTHER LAND OWNED BY APPLICANT IS SHOWN WITH A BLUE OUTLINE. FOR CARAVAN SITE LAYOUT REFER TO SITE PLAN DRAWING NO. DF0402 A.J.H. Hunt Draughting Services Limited 37, Saltmarshes, Northwich Cheshire CW6 5NF Telephone: 01276 811239 Mobile: 07778 437240 E-Mail: mail@awhunt-dy.fsnet.co.uk SCALE: 1/75,000 Haddon Grove Farm Haddon Grove All Orange Boundaries on this map ARE WALLS UNLESS INDICATED OTHERWISE SPS - Supplementary Feed Site Lathkill Dale Palmer's Lane \<page_number>1\</page_number> <img>A map showing the proposed extension to caravan and camping site at Haddon Grove Farm, Banewell, Derbyshire.</img> <img>A black and white image with two circular marks on the right side.</img> PEAK DISTRICT NATIONAL PARK AUTHORITY DATE REC'D: 28 JUN 2004 ALLOCATED GROUP: OPPCER: ACKNOWLEDGEMENT: REPLY: FILE ALLOCATION: COPIED TO: \<page_number>1\</page_number> Planning Committee Minutes 21 January 2005 \<page_number>Page 14\</page_number> 25/05 11. FULL APPLICATION - TWO STOREY EXTENSION TO FORM WORKSHOP BEDROOM AND BATHROOM AT 'CONART' STATION ROAD, GREAT LONGSTONE (NP/DDD/1104/1153, P.6726, Z.11.04, 419939/371371/ALN) The Planning Officer reported that amended plans had been received which now overcame the objections and therefore he recommended approval of the application subject to conditions. Therefore a motion for approval subject to conditions was moved, seconded and carried. RESOLVED: That the application be APPROVED subject to the following conditions: 1. Adopt amended plans. 2. Design details. 26/05 12. FULL APPLICATION - ALTERATIONS AND CHANGE OF USE OF SHOP TO FORM 2 DWELLINGS AT 1 & 2 RED LION COTTAGES, MAIN ROAD, GRINDELFORD (NP/DDD/0804/0945, P.3329, 31.08.04, 2441 7777/KW) Members proposed deferral of the application to consider the possibility of developing at least one of the dwellings as an affordable local needs dwelling. RESOLVED: That consideration of the application be DEFERRED for further negotiations. 5 pm Clr Bull, Clr Mrs Bevan, Clr Mrs T Critchlow and Mr H Young all left the meeting. 27/05 13. FULL APPLICATION - ERECTION OF SUMMERHOUSE AND RETROSPECTIVE CONSENT FOR NEW FENCE AND GROUNDWORKS, OVERTON, SHEFFIELD ROAD, HATHERSAGE, (NP/DDD/0904/1008, P.4274, 21.09.04, 2347 8113/CLG) RESOLVED: That the application be APPROVED subject to the following conditions: 1. Submitted details. 2. Minor design clarifications. 3. Fence to be dark stained/painted. 28/05 17. FULL APPLICATION - CHANGE OF USE OF AGRICULTURAL LAND FOR SITING OF ADDITIONAL TOURING CARAVANS AND SEASONAL USE FOR CAMPING, HADDON GROVE FARM, OVER HADDON (NP/DDD/0504/0584/P.1861, 41767/3/366152/3K) It was reported that English Nature had no objections. A motion for a site visit to assess the impact on the landscape was moved, seconded and carried. RESOLVED: That consideration of the application be DEFERRED pending a site visit to assess the impact on the landscape. <img>P.186 J.K.</img> <watermark>PEAK DISTRICT NATIONAL PARK AUTHORITY DATE REC'D: 19 NOV 2004 ALLOCATED GROUP OFFICER ACKNOWLEDGEMENT: REPLY WJA FILE ALLOCATION P.1861 DSKK</watermark> # Nigel Davis solicitors S. King Esq Environment Agency Trentside Offices Scarrington Road West Bridgford Nottingham NG2 5FA COPY Our Ref : JBB WJ FIN1-2 NP/DDD/0504/0584 Your Ref : LT/2004/019592-1/2 Date : 18 November 2004 Dear Mr King CHANGE OF USE OF AGRICULTURAL LAND FOR SITING OF ADDITIONAL TOURING CARAVANS AND SEASONAL USE FOR CAMPING HADDON GROVE FARM, HADDON GROVE, OVER HADDON Further to our recent telephone conversation, please find below some calculations based on current water usage. We should re-emphasise that the application is essentially to cover and give legality to the existing number of campers with a few extra caravans only. Also, the water use figures are based on the summer period, i.e. from Easter to the end of October when the caravanners and campers are permitted to stay at the farm. Meter readings for the 7 months from April 5th 2004 until November 9th 2004 are 1179 cubic meters. Taking 6/7ths of this figure gives a summer use of 1010 cubic meters or 1,010,000 litres. From this must be deducted a household usage for four persons at 150 litres each per day for 180 days, giving 108,000 litres. Also 3 horses and 5 ponies each using say 80 litres per day for 180 days gives 115,566 litres and 80 breeding ewes which are there for the summer only at 4 litres each per day for 180 days gives a 57,600 litres, a total deduction of 281,168 litres. This leaves a usage for the period of 728,834 litres, a daily use on average of 4,049 litres per day. There are 10 toilets, using say 10 litres 20 times per day giving 2,000 litres. There are 4 showers giving again at 20 uses and say 10 litres a further 800 litres. The toilet/shower block therefore uses some 2,800 litres per day. The chemical waste holding tank of 6,000 litres is emptied 4 times during the six month period, therefore, holding some 24,000 litres or 133 litres per day. The remaining 983 litres may be accounted by caravanners and campers taking fresh water which is then disposed of elsewhere. /continued........... Director: Nigel R. Davis M.A (Cantab) • Associate: Felicity R. Wyatt B.A (Hons), LL.M • Solicitor: Matthew Elias LL.B (Hons) Consultants: John B. Blackhurst FRICS; Alex Wilson B.A (Hons) • Practice Manager: Wyn Jones The Sheepfold • Carr Hall Farm • Turnditch • Belper • Derbyshire DE56 2LW Tel : O1335 372889 • Fax : O1335 372891 • Web : www.agriculturalsolicitors.co.uk Nigel Davis solicitors is the trading name of Nigel R Davis Limited registered in England. Company Number 519453 A body recognised by the Law Society. Registered Office as above. Registered by the Law Society -2- Secondly, all the cess pool waste is disposed of off site and there is no disposal made within the Lathkill catchment area. A local farmer has taken this away in the past as also have Derbyshire Dales District Council and it is proposed to use the latter for disposal in the future. We trust this gives adequate information for an observation to be made. Yours sincerely <signature>John B Blackhurst</signature> c.c. Mr John Keeley, Peak District National Park Authority c.c. Mr W J D Finney.	ENGLISH
2744-pdf	Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Conference (Delegate) Fees</td> <td>ES Invertebrates & Plants Division</td> <td>Fundation Ciqot</td> <td>43PC REG FEE</td> <td>275.72</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Conference (Delegate) Fees</td> <td>ES Invertebrates & Plants Division</td> <td>Fundation Ciqot</td> <td>43PC REG FEE</td> <td>275.72</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Conference (Delegate) Fees</td> <td>ES Vertebraties & Anthropology Palaeot</td> <td>Fundation Ciqot</td> <td>43PC REG FEE</td> <td>275.72</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Conference (Delegate) Fees</td> <td>ES Economic & Environmental Earth Sc</td> <td>Fundation Ciqot</td> <td>43PC REG FEE</td> <td>275.74</td> <td></td> </tr> <tr style="border-top: 1px solid black;"> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Equip. Purch., & Hire (non IT / office)</td> <td>Museum Programme Group (PEG)</td> <td>Bardays HMS Procurement C</td> <td>EXP-IP81407158619</td> <td>1,538.41</td> <td></td> </tr> <tr style="border-top: 1px solid black;"> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sunday (non Stat)</td> <td>Museum Programme Group (PEG)</td> <td>Bardays HMS Procurement C</td> <td>EXP-IP81407158618</td> <td>105.00</td> <td></td> </tr> <tr style="border-top: 1px solid black;"> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Equip. Purch., & Hire (non IT / office)</td> <td>L5 Conservation Centre</td> <td>Bardays HMS Procurement C</td> <td>EXP-IP81407158618</td> <td>1,528.47</td> <td></td> </tr> <tr style="border-top: 1px solid black;"> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>Central Project Office</td> <td>Bardays HMS Procurement C</td> <td>EXP-IP81407158619</td> <td>121.62</td><td></td></tr> <tr style="border-top: 1px solid black;"> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel-Bus & Rail Transport </td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align:right;">Programme Group (Temporary Exhibits)</table> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align:right;">Bardays HMS Procurement C EXP-IP81407158618 8.00 <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align:right;">Programme Group (Temporary Exhibits)</table> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align:right;">Bardays HMS Procurement C EXP-IP81407158619 39.57 <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align:right;">Bardays HMS Procurement C EXP-IP81407158619 224.50 <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align:right;">Bardays HMS Procurement C EXP-IP81407158619 31.34 <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align:right;">Bardays HMS Procurement C EXP-IP81407158619 162.06 <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align:right;">Bardays HMS Procurement C EXP-IP81407158619 29.99 <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align:right;">Bardays HMS Procurement C EXP-IP81407158619 54.23 <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align:right;">Bardays HMS Procurement C EXP-IP81407158619 64.03 <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align:right;">Bardays HMS Procurement C EXP-IP81407158619 914.40 <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align:right;">Bardays HMS Procurement C EXP-IP81407158619 39.45 <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align:right;">Bardays HMS Procurement C EXP-IP81407158619 320.83 <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align:right;">Bardays HMS Procurement C EXP-IP81407158619 36.00 <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align:right;">Bardays HMS Procurement C EXP-IP81407158619 77.72 <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align:right;">Bardays HMS Procurement C EXP-IP81407158619 86.67 <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align:right;">Bardays HMS Procurement C EXP-IP81407158629 99.34 <tr style="border-top: 2px double red; border-bottom: none; padding-bottom: .5em; margin-bottom:.5em;"> <table cellspacing='none'> <thead align='center'> <tr align='left' class='header_row'> <th align='left'>Date:</th>  <th align='left'>Description:</th>  <th align='right'>Amount:</th>  <th align='left'>Currency:</th>  <th align='left'>Reference:</th>  <th align='left'>Status:</th>  <th align='left'>Type:</th>  <th align='left'>Category:</th>  <th align='left'>Project:</th>  <th align='left'>Project Code:</th>  <th align='left'>Project Description:</th>  <th align='left'>Project Reference:</th>  <th align='left'>Project Start Date:</th>  <th align='left'>Project End Date:</th>  <th align='left'>Project Status:</th>  <th align='left'>Project Type:</th>  <th align='left'>Project Category:</th>  <th align='left'>Project Description:</th>  <th align='left'>Project Reference:</th>  <th align='left'>Project Start Date:</th>  <th align='left'>Project End Date:</th>  <th align='left'>Project Status:</th>  <th align='left'>Project Type:</th>  <th align='left'>Project Category:</th>  <th align='left'>Project Description:</th>  <th align='left'>Project Reference:</th>  <th align='left'>Project Start Date:</th>  <th align='left'>Project End Date:</th>  <th align='left'>Project Status:</th>  <th align='left'>Project Type:</th>  <th align='left'>Project Category:</th>  <th align='left'>Project Description:</th>  <th align='left'>Project Reference:</th>  <th align='left'>Project Start Date:</th>  <th align='left'>Project End Date:</th>  <th align='left'>Project Status:</th>  </tr></thead> <tbody> <tr class='odd' id='__annotation_'> <th rowspan='2' class='annotation_field'></tr> <tr class='annotation_field'> <th rowspan='2' class='annotation_field'></tr> <tr class='annotation_field'> <th rowspan='2' class='annotation_field'></tr> <tr class='annotation_field'> <th rowspan='2' class='annotation_field'></tr> <tr class='annotation_field'> <th rowspan='2' class='annotation_field'></tr> <tr class='annotation_field'> <th rowspan='2' class='annotation_field'></tr> <tr class='annotation_field'> <th rowspan='2' class='annotation_field'></tr> <tr class='annotation_field'> <th rowspan='2' class='annotation_field'></tr> <tr class='annotation_field'> <th rowspan='2' class='annotation_field'></tr> <tr class='annotation_field'> <th rowspan='2' class='annotation_field'></tr> <tr class='annotation_field'> <th rowspan='2' class='annotation_field'></tr> <tr class='annotation_field'> <th rowspan='2' class='annotation_field'></tr> <tr class='annotation_field'> <th rowspan='2' class='annotation_field'></tr> <tr class='annotation_field'> <th rowspan='2' class='annotation_field'></tr> <tr class='annotation_field'> <th rowspan '2' class= Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C</td> <td>EXP-JM007158619</td> <td>26.74</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Bardays HMS Procurement C</td> <td>EXP-JM007158619</td> <td>280.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Bardays HMS Procurement C</td> <td>EXP-JM007158619</td> <td>75.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Angela Marmont Centre</td> <td>Bardays HMS Procurement C</td> <td>EXP-JM007158619</td> <td>20.56</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Bardays HMS Procurement C</td> <td>EXP-JM007158619</td> <td>809.18</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Conference (Delegate) Fees</td> <td>LS Genomics & Microbial Biodiversity D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & Consumables D Division Office & Lab Supplies & <img>Description: A table showing details of expenses for Natural History Museum.</img>                                                                    </tr><tr><td>DCMS</td><td>Natural History Museum</td><td>04/03/2016</td><td>Consumables / Sundry (non Stat)</td><td>LS Collections</td><td>Bardays HMS Procurement C</td><td>EXP-JM007158619</td><td>-7.05</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>04/03/2016</td><td>Consumables / Sundry (non Stat)</td><td>LS Collections</td><td>Bardays HMS Procurement C</td><td>EXP-JM007158619</td><td>-154.44</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>04/03/2016</td><td>Consumables / Sundry (non Stat)</td><td>LS Collections</td><td>Bardays HMS Procurement C</td><td>EXP-JM007158619</td><td>-66.60</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>04/03/2016</td><td>Publishing (non-cat) purch.</td><td>LS Angela Marmont Centre LS Verdiatisas Divison LS Department Mgmt Team LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Divison LS Insects Division LS Parasites Vectors Division Hospitality Conference (Delegate) Fees Conference (Delegate) Fees HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Developmen <img>Description: A table showing details of expenses for Natural History Museum.</img> <br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>&<br>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\ndivision office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consumable d division office lab supplies consu <img>Description: A table showing details of expenses for Natural History Museum.</img>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"></div>\n<div style="clear:both;"> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Conference (Delegate) Fees</td> <td>HRT Organisational Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-JM1007158619</td> <td>309.72</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>WPIR Competition</td> <td>Bardays HMG Procurement C</td> <td>EXP-GAW10715898I</td> <td>199.75</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>WPIR Competition</td> <td>Bardays HMG Procurement C</td> <td>EXP-GAW10715898I</td> <td>355.20</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CORE Research Labs Consultancy</td> <td>Bardays HMG Procurement C</td> <td>EXP-JGQ07158613</td> <td>7.08</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Department Mgmt Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-JGQ07158613</td> <td>23.16</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Bardays HMG Procurement C</td> <td>EXP-JGQ07158613</td> <td>112.16</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Bardays HMG Procurement C</td> <td>EXP-JGQ07158613</td> <td>30.88</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Bardays HMG Procurement C</td> <td>EXP-JGQ07158613</td> <td>106.58</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Bardays HMG Procurement C</td> <td>EXP-JGQ07158613</td> <td>121.27</td><table cellspacing="none"> <tr><th style="text-align:center;">DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) Core Research Labs Consultancy Bardays HMG Procurement C EXP-JGQ07158613 7.08 LS Department Mgmt Team Bardays HMG Procurement C EXP-JGQ07158613 23.16 LS Collections Bardays HMG Procurement C EXP-JGQ07158613 112.16 LS Collections Bardays HMG Procurement C EXP-JGQ07158613 30.88 LS Collections Bardays HMG Procurement C EXP-JGQ07158613 106.58 LS Collections Bardays HMG Procurement C EXP-JGQ07158613 121.27 LS Collections Bardays HMG Procurement C EXP-JGQ07158613 22.32 LS Collections Bardays HMG Procurement C EXP-JGQ07158613 133.22 LS Collections Bardays HMG Procurement C EXP-JGQ07158613 81.47 LS Collections Bardays HMG Procurement C EXP-JGQ07158613 359.67 LS Imaging & Analytical Bardays HMG Procurement C EXP-JGQ07158613 81.47 LS Imaging & Analytical Bardays HMG Procurement C EXP-JGQ07158613 23.16 LS Imaging & Analytical Bardays HMG Procurement C EXP-JGQ07158613 23.16 LS Imaging & Analytical Bardays HMG Procurement C EXP-JGQ07158613 111.94 LS Imaging & Analytical Bardays HMG Procurement C EXP-JGQ07158613 7.72 LS Imaging & Analytical Bardays HMG Procurement C EXP-JGQ07158613 667.64 <tfoot><tr><th style="text-align:left;">DCMS Natural History Museum 04/03/2016 Conference (Delegate) Fees ORL Dept Mgmt Bardays HMG Procurement C EXP-ZSIOI75866I 85.00 ES Invertebrates & Plants Division Bardays HMG Procurement C EXP-ZSIOI75866I 142.28 LBA Collectors & Services Team Bardays HMG Procurement C EXP-ZSIOI75866I 94.42 Equip, Purchs & Hire (non IT / office) LS Collections Bardays HMG Procurement C EXP-ZSIOI75866I 94.42 LS Genomics & Microbial Biodiversity D Bardays HMG Procurement C EXP-ZSIOI75866I 560.45 <tfoot><tr><th style="text-align:left;">DCMS Natural History Museum 04/03/2016 Accommodation ORL Dept Mgmt Bardays HMG Procurement C EXP-ZSIOI75866I 85.00 ES Invertebrates & Plants Division Bardays HMG Procurement C EXP-ZSIOI75866I 94.42 LBA Collectors & Services Team Bardays HMG Procurement C EXP-ZSIOI75866I 94.42 Equip, Purchs & Hire (non IT / office) LS Collections Bardays HMG Procurement C EXP-ZSIOI75866I 94.42 LS Genomics & Microbial Biodiversity D Bardays HMG Procurement C EXP-ZSIOI75866I 560.45 <tfoot><tr><th style="text-align:left;">DCMS Natural History Museum 04/03/2016 Accommodation ORL Dept Mgmt Bardays HMG Procurement C EXP-ZSIOI75866I 94.42 ES Invertebrates & Plants Division Bardays HMG Procurement C EXP-ZSIOI75866I 94.42 LBA Collectors & Services Team Bardays HMG Procurement C EXP-ZSIOI75866I 94.42 Equip, Purchs & Hire (non IT / office) LS Collections Bardays HMG Procurement C EXP-ZSIOI75866I 94.42 LS Genomics & Microbial Biodiversity D Bardays HMG Procurement C EXP-ZSIOI75866I 560.45 <tfoot><tr><th style="text-align:left;">DCMS Natural History Museum 04/03/2016 Accommodation ORL Dept Mgmt Bardays HMG Procurement C EXP-ZSIOI758 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>ES Department Mgmt Team</td> <td>Bardays HMS Procurement C EXP-25017158661</td> <td></td> <td>162.82</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>ES Veritabris & Anthropology Palaeo</td> <td>Bardays HMS Procurement C EXP-25017158661</td> <td></td> <td>224.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Conference (Delegate) Fees</td> <td>ES Veritabris & Anthropology Palaeo</td> <td>Bardays HMS Procurement C EXP-25017158661</td> <td></td> <td>70.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-25017158661</td> <td></td> <td>6.57</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-25017158661</td> <td></td> <td>14.57</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-25017158661</td> <td></td> <td>21.62</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-25017158661</td> <td></td> <td>23.48</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-25017158661</td> <td></td> <td>16.24</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-25017158661</td> <td></td> <td>19.33</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-25017158661 27.21 19.91 37.54 10.10 19.91 11.11 378.88 290.86 238.08 187.70 6.57 11.11 378.88 290.86 238.08 187.70 6.57 11.11 378.88 290.86 238.08 187.70 6.57 11.11 378.88 290.86 238.08 187.70 6.57 11.11 378.88 290.86 238.08 187.70 6.57 11.11 378.88 290.86 238.08 187.70 6.57 11.11 378.88 290.86 238.08 187.70 6.57 11.11 378.88 290.86 238.08 187.70 6.57 11.11 378.</th></tr><tr><th colspan="9">DCMS Natural History Museum Special Event Costs Timp Functions Bardays HMS Procurement C EXP-2502D7I5BQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25DlMlSBlQ4T Exp-25D...</th></tr><tr><th colspan="9">DCMS Natural History Museum Travel-Bus & Rail Transport Timp Management Admin Bardays HMS Procurement C EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EXP-DWZDTNISBLGJ EX...</th></tr><tr><th colspan="9">DCMS Natural History Museum Travel-Bus & Rail Transport Timp Management Admin Bardays HMS Procurement C EXP-DWZDTNISBLGJ Exp-DWZDTNISBLGJ Exp-DWZDTNISBLGJ Exp-DWZDTNISBLGJ Exp-DWZDTNISBLGJ Exp-DWZDTNISBLGJ Exp-DWZDTNISBLGJ Exp-DWZDTNISBLGJ Exp-DWZDTNISBLGJ Exp-DWZDTNISBLGJ Exp-DWZDTNISBLGJ Exp-DWZDTNISBLGJ Exp-DWZDTNISBLGJ Exp-DWZDTNISBLGJ Exp-DWZDTNISBLGJ Exp-DWZDTNISBLGJ Exp-DWZDTNISBLGJ Exp-DWZDTNISBLGJ Exp-D...</th></tr><tr><th colspan="9">DCMS Natural History Museum Cost of Goods Sold Timp Cafe Bardays HMS Procurement C E...</th></tr><tr><th colspan="9">DCMS Natural History Museum Cost of Goods Sold Timp Cafe Bardays HMS Procurement C E...</th></tr><tr><th colspan="9">DCMS Natural History Museum Cost of Goods Sold Timp Cafe Bardays HMS Procurement C E...</th></tr><tr><th colspan="9">DCMS Natural History Museum Cost of Goods Sold Timp Cafe Bardays HMS Procurement C E...</th></tr><tr><th colspan="9">DCMS Natural History Museum Cost of Goods Sold Timp Cafe Bardays HMS Procurement C E...</th></tr><tr><th colspan="9">DCMS Natural History Museum Cost of Goods Sold Timp Cafe Bardays HMS 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:</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan='3'>Department Family<br/>Natural History Museum - Freedom of Information Report<br/>From : To :</page_number> <table style='width: auto;'> <thead style='font-size: large;'> <tr style='text-align: center;'> <th rowspan(' Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Cafe</td> <td>Bardays HMG Procurement C EXP-9W0207158604</td> <td></td> <td>30.95</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Cafe</td> <td>Bardays HMG Procurement C EXP-9W0207158604</td> <td></td> <td>23.65</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Cafe</td> <td>Bardays HMG Procurement C EXP-9W0207158604</td> <td></td> <td>33.54</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Cafe</td> <td>Bardays HMG Procurement C EXP-9W0207158604</td> <td></td> <td>23.07</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Cafe</td> <td>Bardays HMG Procurement C EXP-9W0207158604</td> <td></td> <td>36.86</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Cafe</td> <td>Bardays HMG Procurement C EXP-9W0207158604</td> <td></td> <td>44.78</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Cafe</td> <td>Bardays HMG Procurement C EXP-9W0207158604</td> <td></td> <td>23.30</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Cafe</td> <td>Bardays HMG Procurement C EXP-9W0207158604</td> <td></td> <td>31.05</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Cafe</td> <td>Bardays HMG Procurement C EXP-9W0207158604</td> <td></td> <td>31.05</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-9W0207158604 94.70 11.00 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31.05 31. Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>Licensing</td> <td>Bardays HMG Procurement C EXP-ZW0107158664</td> <td></td> <td>11.32</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Advertising</td> <td>Licensing</td> <td>Bardays HMG Procurement C EXP-ZW0107158664</td> <td></td> <td>405.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>Licensing</td> <td>Bardays HMG Procurement C EXP-ZW0107158664</td> <td></td> <td>2.30</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>Sci Direorate</td> <td>Bardays HMG Procurement C EXP-EMQ07158603</td> <td></td> <td>133.33</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Sci Direorate</td> <td>Bardays HMG Procurement C EXP-EMQ07158603</td> <td></td> <td>27.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Subsidance</td> <td>Sci Direorate</td> <td>Bardays HMG Procurement C EXP-EMQ07158603</td> <td></td> <td>5.52</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>Sci Direorate</td> <td>Bardays HMG Procurement C EXP-EMQ07158603</td> <td></td> <td>131.27</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>Sci Direorate</td> <td>Bardays HMG Procurement C EXP-EMQ07158603</td> <td></td> <td>138.75</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>Sci Direorate</td> <td>Bardays HMG Procurement C EXP-EMQ07158603</td> <td></td> <td>160.00</td> <td></td> </tr> <tr><th colspan="9">DCMS Natural History Museum 04/31/2016 Conference (Delegates) Fees ES Economic & Environmental Earth Sc Bardays HMG Procurement C EXP-IGDQO7158623 444.78 ES Economic & Environmental Earth Sc Bardays HMG Procurement C EXP-IGDQO7158623 409.48 ES Economic & Environmental Earth Sc Bardays HMG Procurement C EXP-IGDQO7158623 375.00 ES Department Mgmt Team Bardays HMG Procurement C EXP-IGDQO7158623 174.78 Travel-Air Passenger Transport CRL Dept Mgmt Bardays HMG Procurement C EXP-IGDQO7158623 434.40 Equip., Purch., & Hire (non IT / office) Bardays HMG Procurement C EXP-IGDQO7158623 611.16 Retail (South Ken) Bardays HMG Procurement C EXP-ANHKO7158633 250.00 Retail (South Ken) Bardays HMG Procurement C EXP-ANHKO7158633 437.00 Equip., Purch., & Hire (non IT / office) Bardays HMG Procurement C EXP-ANHKO7158633 18.00 Retail (South Ken)</th></tr> <tr><th colspan="9">DCMS Natural History Museum 04/31/2016 Accommodation ES Economic & Environmental Earth Sc Bardays HMG Procurement C EXP-EDJOO715892 184.94 Oversease Taxes ES Economic & Environmental Earth Sc Bardays HMG Procurement C EXP-EDJOO715892 34.93 Travel-Bus & Rail Transport ES Economic & Environmental Earth Sc Bardays HMG Procurement C EXP-EDJOO715892 154.17 Travel-Bus & Rail Transport LS Invertebrates Division Bardays HMG Procurement C EXP-EDJOO715892 145.80 Travel-Bus & Rail Transport LS Invertebrates Division Bardays HMG Procurement C EXP-EDJOO715892 35.00 Retail (South Ken)</th></tr> <tr><th colspan="9">DCMS Natural History Museum 04/31/2016 Accommodation ES Economic & Environmental Earth Sc Bardays HMG Procurement C Exp-EDJOO715892 99.99 Oversease Taxes ES Economic & Environmental Earth Sc Bardays HMG Procurement C Exp-EDJOO715892 99.99 Travel-Bus & Rail Transport ES Economic & Environmental Earth Sc Bardays HMG Procurement C Exp-EDJOO715892 99.99 Travel-Bus & Rail Transport LS Invertebrates Division Bardays HMG Procurement C Exp-EDJOO715892 99.99 Travel-Bus & Rail Transport LS Invertebrates Division Bardays HMG Procurement C Exp-EDJOO715892 99.99 Retail (South Ken)</th></tr> <tr><th colspan="9">DCMS Natural History Museum 04/31/2016 Accommodation ES Economic & Environmental Earth Sc Bardays HMG Procurement C Exp-EDJOO715892 99.99 Oversease Taxes ES Economic & Environmental Earth Sc Bardays HMG Procurement C Exp-EDJOO715892 99.99 Travel-Bus & Rail Transport ES Economic & Environmental Earth Sc Bardays HMG Procurement C Exp-EDJOO715892 99.99 Travel-Bus & Rail Transport LS Invertebrates Division Bardays HMG Procurement C Exp-EDJOO715892 99.99 Travel-Bus & Rail Transport LS Invertebrates Division Bardays HMG Procurement C Exp-EDJOO715892 99.99 Retail (South Ken)</th></tr> <tr><th colspan="9">DCMS Natural History Museum 04/31/2016 Accommodation ES Economic & Environmental Earth Sc Bardays HMG Procurement C Exp-EDJOO715892 99.99 Oversease Taxes ES Economic & Environmental Earth Sc Bardays HMG Procurement C Exp-EDJOO715892 99.99 Travel-Bus & Rail Transport ES Economic & Environmental Earth Sc Bardays HMG Procurement C Exp-EDJOO715892 99.99 Travel-Bus & Rail Transport LS Invertebrates Division Bardays HMG Procurement C Exp-EDJOO715892 99.99 Travel-Bus & Rail Transport LS Invertebrates Division Bardays HMG Procurement C Exp-EDJOO715892 99.99 Retail (South Ken)</th></tr> <tr><th colspan="9">DCMS Natural History Museum 04/31/2016 Accommodation ES Economic & Environmental Earth Sc Bardays HMG Procurement C Exp-EDJOO715892 444.78 Oversease Taxes ES Economic & Environmental Earth Sc Bardays HMG Procurement C Exp-EDJOO715892 444.78 Travel-Bus & Rail Transport ES Economic & Environmental Earth Sc Bardays HMG Procurement C Exp-EDJOO715892 444.78 Travel-Bus & Rail Transport LS Invertebrates Division Bardays HMG Procurement C Exp-EDJOO715892 444.78 Travel-Bus & Rail Transport LS Invertebrates Division Bardays HMG Procurement C Exp-EDJOO7158 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>LS Invertebrates Division</td> <td>Bardays HMS Procurement C EXP-EXD07158592</td> <td></td> <td>-30.80</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Vertebrates Division</td> <td>Bardays HMS Procurement C EXP-EXD07158952</td> <td></td> <td>484.04</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Conference (Delegate) Fees</td> <td>LS Vertebrates Division</td> <td>Bardays HMS Procurement C EXP-EXD07158952</td> <td></td> <td>201.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>ES Invertebrates & Plants Division</td> <td>Bardays HMS Procurement C EXP-EXD07158952</td> <td></td> <td>566.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Conference (Delegate) Fees</td> <td>LS Vertebrates Division</td> <td>Bardays HMS Procurement C EXP-EXD07158952</td> <td></td> <td>431.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>ES Department HMG Team</td> <td>Bardays HMS Procurement C EXP-EXD07158952</td> <td></td> <td>349.43</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Training</td> <td>LS Genetics & Microbial Biodiversity D</td> <td>Bardays HMS Procurement C EXP-EXD07158952</td> <td></td> <td>256.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>LS Angela Marmont Centre</td> <td>Bardays HMS Procurement C EXP-EXD07158952</td> <td></td> <td>24.90</td> <td></td> </tr><tr><td rowspan="2">DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></table> <table border="1"> <thead><tr><th>Description of Activity or Service Provided (Activity Code)</th><th colspan="2">Amount (Currency)</th><th colspan="2">VAT Registration Number (if applicable)</th></tr></thead><tbody><tr><th>Description of Activity or Service Provided (Activity Code)</th><th colspan="2">Amount (Currency)</th><th colspan="2">VAT Registration Number (if applicable)</th></tr><tr><td>Natural History Museum 04/31/2016 Consumables / Sundry (non Stat)</td><td>Estate Buildings Ops Bardays HMS Procurement C EXP-ALQ87158574 1,467.60 ALQ87158574 1,467.60 ALQ87158574 1,467.60 ALQ87158574 1,467.60 ALQ87158574 24.95 ALQ87158574 18.49 ALQ87158574 2,499.73 ALQ87158574 27.72 ALQ87158574 315.95 Natural History Museum 04/31/2016 Travel-Bus & Rail Transport Visitor Experience Management Bardays HMS Procurement C EXP-RJQ3O7158994 77.32 RJQ3O7158994 89.75 RJQ3O7158994 112.20 RJQ3O7158994 47.00 RJQ3O7158994 674.18 Natural History Museum 04/31/2016 Accommodation Visitor Experience Management Bardays HMS Procurement C EXP-RJQ3O7158994 89.75 RJQ3O7158994 112.20 RJQ3O7158994 47.00 RJQ3O7158994 674.18 Natural History Museum 04/31/2016 Travel-Bus & Rail Transport Visitor Experience Management Bardays HMS Procurement C EXP-RJQ3O7158994 89.75 RJQ3O7158994 112.20 RJQ3O7158994 47.00 RJQ3O7158994 674.18 Natural History Museum 04/31/2016 Publiccat(Book (non coll) purch. Visitor Experience Management Bardays HMS Procurement C EXP-RJQ3O7158994 89.75 RJQ3O7158994 112.20 RJQ3O7158994 47.00 RJQ3O7158994 674.18 Natural History Museum 04/31/2016 Hospitality Learning Engagement Bardays HMS Procurement C EXP-RJQ3O7158994 674.18 RJQ3O7158994 674.18 RJQ3O7158994 674.18 RJQ3O7158994 674.18 Natural History Museum 04/31/2016 Travel-Bus & Rail Transport Visitor Experience Management Bardays HMS Procurement C EXP-RJQ3O7158994 674.18 RJQ3O7158994 674.18 RJQ3O7158994 674.18 RJQ3O7158994 674.18 Natural History Museum 04/31/2016 Accommodation Visitor Experience Management Bardays HMS Procurement C EXP-RJQ3O7158994 674.18 RJQ3O7158994 674.18 RJQ3O7158994 674. Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>PEG Directorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-SD007158609</td> <td>10.70</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>PEG Directorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-SD007158609</td> <td>31.67</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Subsidance</td> <td>PEG Directorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-SD007158609</td> <td>17.15</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>PEG Directorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-SD007158609</td> <td>112.20</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>PEG Directorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-SD007158609</td> <td>172.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>PEG Directorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-SD007158609</td> <td>19.23</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>PEG Directorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-SD007158609</td> <td>112.20</td> <table><tbody><tr><th colspan="2">DCMS Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Nationality Nationality Nationality Nationality 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tryCoou tryCoountry </table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>IT Costs</td> <td>LS Parasites & Vectors Division</td> <td>Bardays HMG Procurement C EXP-IDD07158610</td> <td></td> <td>143.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>IT Costs</td> <td>LS Parasites & Vectors Division</td> <td>Bardays HMG Procurement C EXP-IDD07158610</td> <td></td> <td>78.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>IT Costs</td> <td>LS Parasites & Vectors Division</td> <td>Bardays HMG Procurement C EXP-IDD07158610</td> <td></td> <td>370.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>IT Costs</td> <td>LS Department Rgmt Team</td> <td>Bardays HMG Procurement C EXP-IDD07158610</td> <td></td> <td>521.64</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>IT Costs</td> <td>Estate Security SK</td> <td>Bardays HMG Procurement C EXP-DDJ407158610 22.45</td> <td></td> <td></td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 04/03/2016 Accommodation ES Consultancy Bardays HMG Procurement C EXP-LDDI37158627 171.25 DCMS Natural History Museum 04/03/2016 Travel-Bus & Rail Transport ES Consultancy Bardays HMG Procurement C EXP-LDDI37158627 60.00 DCMS Natural History Museum 04/03/2016 Travel-Bus & Rail Transport ES Consultancy Bardays HMG Procurement C EXP-LDDI37158627 60.00 DCMS Natural History Museum 04/03/2016 Travel-Bus & Rail Transport ES Consultancy Bardays HMG Procurement C EXP-LDDI37158627 18.30 DCMS Natural History Museum 04/03/2016 Cultural Consultancy Bardays HMG Procurement C EXP-LDDI37158627 125.97 DCMS Natural History Museum 04/3/2016 Consumables / Sundry (non Stat) LS Consultancy Bardays HMG Procurement C EXP-LDDI37158627 261.00 DCMS Natural History Museum 04/3/2016 Equip. Purch. & Hire (non IT / office) L&A Collections & Services Team Bardays HMG Procurement C EXP-RGQ4O7158642 53.89 DCMS Natural History Museum 04/3/2016 Equip. Purch. & Hire (non IT / office) L&A Collections & Services Team Bardays HMG Procurement C EXP-RGQ4O7158642 4.20 DCMS Natural History Museum 04/3/2016 Equip. Purch. & Hire (non IT / office) L&A Collections & Services Team Bardays HMG Procurement C EXP-RGQ4O7158642 30.76 DCMS Natural History Museum 04/3/2016 Equip. Purch. & Hire (non IT / office) L&A Collections & Services Team Bardays HMG Procurement C EXP-RGQ4O7158642 1.86 DCMS Natural History Museum 04/3/2016 Hospitality L&A Collections & Services Team Bardays HMG Procurement C EXP-RGQ4O7158642 53.40 DCMS Natural History Museum 04/3/2016 Hospitality L&A Dept Management Bardays HMG Procurement C EXP-RGQ4O7158642 311.65 DCMS Natural History Museum 04/3/2016 Travel-Bus & Rail Transport L&A Collections & Services Team Bardays HMG Procurement C EXP-RGQ4O7158642 61.25 DCMS Natural History Museum 04/3/2016 Travel-Bus & Rail Transport L&A Dept Management Bardays HMG Procurement C EXP-RGQ4O7158642 183.80 DCMS Natural History Museum 04/3/2016 Travel-Bus & Rail Transport L&A Collections & Services Team Bardays HMG Procurement C EXP-RGQ4O7158642 147.94 DCMS Natural History Museum 04/3/2016 Accommodation ES Collections Bardays HMG Procurement C EXP-JGDQO7I58B57 92.41 DCMS Natural History Museum 04/3/2016 Travel-Bus & Rail Transport ES Collections Bardays HMG Procurement C EXP-JGDQO7I58B57 58.00 DCMS Natural History Museum 04/3/2016 Subsistence ES Collections Bardays HMG Procurement C EXP-JGDQO7I58B57 51.33 <tr><td colspan="9">DCMS Natural History Museum 04/3/2016 Accommodation ES Collections Bardays HMG Procurement C EXP-JGDQO7I58B57 92.41 DCMS Natural History Museum 04/3/2016 Travel-Bus & Rail Transport ES Collections Bardays HMG Procurement C EXP-JGDQO7I58B57 58.00 DCMS Natural History Museum 04/3/2016 Subsistence ES Collections Bardays HMG Procurement C EXP-JGDQO7I58B57 51.33 <tr><td colspan="9">DCMS Natural History Museum 04/3/2016 Accommodation ES Collections Bardays HMG Procurement C EXP-JGDQO7I58B57 92.41 DCMS Natural History Museum 04/3/2016 Travel-Bus & Rail Transport ES Collections Bardays HMG Procurement C EXP-JGDQO7I58B57 58.0 <tr><td colspan="9">DCMS Natural History Museum 04/3/2 <tr><td colspan="9">DCMS Natural History Museum 9 <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS Natural History Museum <tr><td colspan="9">DCMS National Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>ES Collections</td> <td>Bardays HMG Procurement C</td> <td>EXP-3J0D07158567</td> <td>20.04</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Subsistence</td> <td>ES Collections</td> <td>Bardays HMG Procurement C</td> <td>EXP-3J0D07158667</td> <td>73.02</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>ES Collections</td> <td>Bardays HMG Procurement C</td> <td>EXP-3J0D07158667</td> <td>183.34</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel Other</td> <td>ES Collections</td> <td>Bardays HMG Procurement C</td> <td>EXP-3J0D07158567</td> <td>5.41</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel Other</td> <td>ES Collections</td> <td>Bardays HMG Procurement C</td> <td>EXP-3J0D07158567</td> <td>40.39</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Subsistence</td> <td>ES Collections</td> <td>Bardays HMG Procurement C</td> <td>EXP-3J0D07158567</td> <td>4.46</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>ES Collections</td> <td>Bardays HMG Procurement C</td> <td>EXP-3J0D07158567</td> <td>58.50</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 04/31/2016 Hospitality Sci Direcatorate Bardays HMG Procurement C EXP-EMO007158595 53.30 </td></tr><tr><td colspan="9">DCMS Natural History Museum 04/31/2016 Equip., Purch., & Hire (non IT / office) Sci Direcatorate Bardays HMG Procurement C EXP-EMO07158595 23.00 </td></tr><tr><td colspan="9">DCMS Natural History Museum 04/31/2016 Equip., Purch., & Hire (non IT / office) Sci Direcatorate Bardays HMG Procurement C EXP-EMO07158595 18.33 </td></tr><tr><td colspan="9">DCMS Natural History Museum 04/31/2016 Hospitality Sci Direcatorate Bardays HMG Procurement C EXP-EMO07158595 24.80 </td></tr><tr><td colspan="9">DCMS Natural History Museum 04/31/2016 Hospitality Sci Direcatorate Bardays HMG Procurement C EXP-EMO07158595 77.50 </td></tr><tr><td colspan="9">DCMS Natural History Museum 04/31/2016 Hospitality Sci Direcatorate Bardays HMG Procurement C EXP-EMO07158595 92.50 </td></tr><tr><td colspan="9">DCMS Natural History Museum 04/31/2016 Hospitality Sci Direcatorate Bardays HMG Procurement C EXP-EMO07158595 46.50 </td></tr><tr><td colspan="9">DCMS Natural History Museum 04/31/2016 Hospitality Sci Direcatorate Bardays HMG Procurement C EXP-EMO07158595 46.50 </td></tr><tr><td colspan="9">DCMS Natural History Museum 04/31/2016 Subscriptions & Corp. Mfrships Sci Direcatorate Bardays HMG Procurement C EXP-EMO07158595 92.50 </td></tr><tr><td colspan="9">DCMS Natural History Museum 04/31/2016 Travel-Bus & Rail Transport Sci Direcatorate Bardays HMG Procurement C EXP-EMO07158595 1,863.63 </td></tr><tr><td colspan="9">DCMS Natural History Museum 04/31/2016 Equip., Purch., & Hire (non IT / office) Content Development - Broadcast Bardays HMG Procurement C EXP-SWG3O7I58S61 39.98 </td></tr><tr><td colspan="9">DCMS Natural History Museum 04/31/2016 Equip., Purch., & Hire (non IT / office) Content Development - Broadcast Bardays HMG Procurement C EXP-SWG3O7I58S61 709.81 </td></tr><tr><td colspan="9">DCMS Natural History Museum 04/31/2016 Equip., Purch., & Hire (non IT / office) Content Development - Broadcast Bardays HMG Procurement C EXP-SWG3O7I58S61 128.98 </td></tr><tr><td colspan="9">DCMS Natural History Museum 04/31/2016 Equip., Purch., & Hire (non IT / office) Content Development - Broadcast Bardays HMG Procurement C EXP-SWG3O7I58S61 41.99 </td></tr><tr><td colspan="9">DCMS Natural History Museum 04/31/2016 IT Costs Bardays HMG Procurement C EXP-SWG3O7I58S6L 13.11 </td></tr><tr><td colspan="9">DCMS Natural History Museum 04/31/2016 Equip., Purch., & Hire (non IT / office) Content Development - Broadcast Bardays HMG Procurement C EXP-SWG3O7I58S6L 2.15 </td></tr><tr><td colspan="9">DCMS Natural History Museum 04/31/2016 Travel Other Content Development - Broadcast Bardays HMG Procurement C EXP-SWG3O7I58S6L 2.44 </td></tr><tr><td colspan="9">DCMS Natural History Museum 04/31/2016 Equip., Purch., & Hire (non IT / office) Content Development - Broadcast Bardays HMG Procurement C EXP-SWG3O7I58S6L 15.79 </td></tr> \<page_number>21/04/2016 \<page_number>1 \<page_number>2 \<page_number>3 \<page_number>4 \<page_number>5 \<page_number>6 \<page_number>7 \<page_number>8 \<page_number>9 \<page_number>1 \<page_number>2 \<page_number>3 \<page_number>4 \<page_number>5 \<page_number>6 \<page_number>7 \<page_number>8 \<page_number>9 \<page_number>...\</page_number Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel Other</td> <td>Content Development - Broadcast</td> <td>Bardays HMS Procurement C EXP-SW0307158651</td> <td></td> <td>47.95</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel Other</td> <td>Content Development - Broadcast</td> <td>Bardays HMS Procurement C EXP-SW0307158651</td> <td></td> <td>69.24</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel Other</td> <td>Content Development - Broadcast</td> <td>Bardays HMS Procurement C EXP-SW0307158651</td> <td></td> <td>52.19</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Content Development - Broadcast</td> <td>Bardays HMS Procurement C EXP-SW0307158651</td> <td></td> <td>46.16</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel Other</td> <td>Content Development - Broadcast</td> <td>Bardays HMS Procurement C EXP-SW0307158651</td> <td></td> <td>47.91</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Exceptional Costs</td> <td>Content Development - Broadcast</td> <td>Bardays HMS Procurement C EXP-SW0307158651</td> <td></td> <td>1.38</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel Other</td> <td>Content Development - Broadcast</td> <td>Bardays HMS Procurement C EXP-SW0307158651</td> <td></td> <td>3.35</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel Other</td> <td>Content Development - Broadcast</td> <td>Bardays HMS Procurement C EXP-SW0307158651</td> <td></td> <td>13.98</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel Other</td> <td>Content Development - Broadcast</td> <td>Bardays HMS Procurement C EXP-SW0307158651</td> <td></td> <td>12.57</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Travel Other Content Development - Broadcast Bardays HMS Procurement C EXP-SW0307158651 13.98 Bardays HMS Procurement C EXP-SW0307158651 12.57 Bardays HMS Procurement C EXP-SW0307158651 1.35 Bardays HMS Procurement C EXP-SW0307158651 47.95 Bardays HMS Procurement C EXP-SW0307158651 69.24 Bardays HMS Procurement C EXP-SW0307158651 52.19 Bardays HMS Procurement C EXP-SW0307158651 46.16 Bardays HMS Procurement C EXP-SW0307158651 47.91 Bardays HMS Procurement C EXP-SW0307158651 3.35 Bardays HMS Procurement C EXP-SW0307158651 13.98 Bardays HMS Procurement C EXP-SW0307158651 12.57 Bardays HMS Procurement C EXP-SW0307158651 47.95 Bardays HMS Procurement C EXP-SW0307158651 69.24 Bardays HMS Procurement C EXP-SW0307158651 52.19 Bardays HMS Procurement C EXP-SW0307158651 46.16 Bardays HMS Procurement C EXP-SW0307158651 47.91 Bardays HMS Procurement C EXP-SW0307158651 3.35 Bardays HMS Procurement C EXP-SW0307158651 47.95 Bardays HMS Procurement C EXP-SW03 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Estates Management</td> <td>Bardays HMS Procurement C EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B EXP-CWD071585B Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-EXP-CDW-222.69 Exp-</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td><td>DCMS Natural History Museum 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ 4/3/ </tr><tr><td>DCMS</td><td>Natural History Museum</td><td>04/03/2016</td><td>Conference (Delegate) Fees</td><td>Estates Management</td><td>Bardays HMS Procurement C EXP-CWD07158S B exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-cwd071s8b exp-</td><td>Bardays HMS Procurement C EXP-CWDIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYI Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i</table> <table cellspacing="none"> <thead><tr><th>Department Family</th><th>Entity</th><th>Date</th><th>Expense Type</th><th>Expense Area</th><th>Supplier</th><th>Transaction Number</th><th>Amount</th><th>VAT Registration Number</th></tr></thead><tbody><tr><td>DCMS</td><td>Natural History Museum</td><td>DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS National Histo...</table> <table cellspacing="none"> <thead><tr><th>Department Family</th><th>Entity</th><th>Date</th><th>Expense Type</th><th>Expense Area</th><th>Supplier</th><th>Transaction Number</th><th>Amount</th><th>VAT Registration Number</th></tr></thead><tbody><tr><td>DCMS</td><td>Natural History Museum</td><td>DCMS National Histo...</table> <table cellspacing="none"> <thead><tr><th>Department Family</th><th>Entity</th><th>Date</th><th>Expense Type</th><th>Expense Area</th><th>Supplier</th><th>Transaction Number</th><th>Amount</th><th>VAT Registration Number</th></tr></thead><tbody><tr><td>DCMS</td><td>Natural History Mu...</table> <table cellspacing="none"> <thead><tr><th>Department Family</th><th>Entity</th><th>Date</th><th>Expense Type</th><th>Expense Area</th><th>Supplier</th><th>Transaction Number</th><th>Amount</th><th>VAT Registration Number</th></tr></thead><tbody><tr><td>DCMS National Histo...</table> <table cellspacing="none"> <thead><tr><th>Department Family</th><th>Entity</th><th>Date</th><th>Expense Type</th><th>Expense Area</th><h... Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Substance</td> <td>LS Department Mgmt Team</td> <td>Bardays HMS Procurement C</td> <td>EXP-AB1307158563</td> <td>40.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>LS Department Mgmt Team</td> <td>Bardays HMS Procurement C</td> <td>EXP-AB1307158563</td> <td>186.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Substance</td> <td>LS Department Mgmt Team</td> <td>Bardays HMS Procurement C</td> <td>EXP-AB1307158563</td> <td>40.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>LS Department Mgmt Team</td> <td>Bardays HMS Procurement C</td> <td>EXP-AB1307158563</td> <td>186.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Substance</td> <td>LS Department Mgmt Team</td> <td>Bardays HMS Procurement C</td> <td>EXP-AB1307158563</td> <td>40.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>LS Department Mgmt Team</td> <td>Bardays HMS Procurement C</td> <td>EXP-AB1307158563</td> <td>251.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>LS Department Mgmt Team</td> <td>Bardays HMS Procurement C</td> <td>EXP-AB1307158563</td> <td>306.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Substance</td> <td>LS Department Mgmt Team</td> <td>Bardays HMS Procurement C</td> <td>EXP-AB1307158563</td> <td>40.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Substance</td> <td>LS Department Mgmt Team</td> <td>Bardays HMS Procurement C</td> <td>EXP-AB1307158563</td> <td>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4.00<br>-4. Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Conference (Delegate) Fees</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-A81307158563</td> <td>250.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Subsidance</td> <td>LS Plants Division</td> <td>Bardays HMS Procurement C</td> <td>EXP-A81307158653</td> <td>40.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Conference (Delegate) Fees</td> <td>LS Plants Division</td> <td>Bardays HMS Procurement C</td> <td>EXP-A81307158653</td> <td>220.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Conference (Delegate) Fees</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-A81307158653</td> <td>220.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Conference (Delegate) Fees</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-A81307158653</td> <td>250.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Conference (Delegate) Fees</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-A81307158653</td> <td>220.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>LS Parasites & Vectors Division</td> <td>Bardays HMS Procurement C</td> <td>EXP-A81307158653</td> <td>98.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodationation</td> <td>LS Parasites & Vectors Division</td> <td>Bardays HMS Procurement C</td> <td>EXP-A81307158653</td> <td>190.19</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodationation</td> <td>LS Parasites & Vectors Division</td> <td>Bardays HMS Procurement C</td> <td>EXP-A81307158653</td> <td>64.87</td><table cellspacing="none" style="width: 1%; height: auto;"> <tbody style="display: block;"> <tr style="height: auto;"> <th style="text-align: left;">DCMS<br>Natural History Museum<br>04/03/2016<br>Accommodationation<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt<br>CRL, Dept Mgmt </th><th style="text-align: right;">ES Veritabris & Anthropology Palaeont </th><th style="text-align: right;">Bardays HMS Procurement C </th><th style="text-align: right;">EXP-A81307158653 </th><th style="text-align: right;">41.20 </th><table cellspacing="none" style="width: 1%; height: auto;"> <tbody style="display: block;"> <tr style="height: auto;"> <th style="text-align: left;">DCMS <br>Natural History Museum <br>04/03/2016 <br>Accommodationation <br>Ls Genomics & Microbial Biodiversity D <br>Ls Angermont Centre </th><th style="text-align: right;">ES Veritabris & Anthropology Palaeont <br>Ls Genomics & Microbial Biodiversity D <br>Ls Angermont Centre </th><th style="text-align: right;">Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C <br>Bardays HMS Procurement C </th><th style="text-align: right;">EXP-A81307158653 <br>EXP-A81307158653 <br>EXP-A81307158653 <br>EXP-A81307158653 <br>EXP-A81307158653 <br>EXP-A81307158653 <br>EXP-A81307158653 <br>EXP-A81307158653 <br>EXP-A81307158653 <br>EXP-A81307158653 <br>EXP-A81307158653 <br>EXP-A81307158653 <br>EXP-A81307158653 <br>EXP-A81307158653 <br>EXP-A81307158653 </th><table cellspacing="none" style="width: 1%; height: auto;"> <tbody style="display: block;"> <tr style="height: auto;"> <th style="text-align: left;">DCMS... </th><th style="text-align: right;">Exp. Purch. & Hire (non IT / office) </th><th style="text-align: right;">ES Department Mtg Team... </th><th style="text-align: right;">Bardays HMG Procurement C... </th><th style="text-align: right;">EXP-SCCJ9T97LSE4B9... </th><table cellspacing="none" style="width: 1%; height: auto;"> <tbody style="display: block;"> <tr style="height: auto;"> <th style="text-align: left;">DCMS... </th><th style="text-align: right;">Exp. Purch. & Hire (non IT / office) </th><th style="text-align: right;">CBL Imaging & Analytical... Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>Bardays HMG Procurement C</td> <td>EXP-5C0307158648</td> <td>18.25</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>Bardays HMG Procurement C</td> <td>EXP-5C0307158648</td> <td>9.95</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>Bardays HMG Procurement C</td> <td>EXP-5C0307158648</td> <td>157.12</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>Bardays HMG Procurement C</td> <td>EXP-5C0307158648</td> <td>146.56</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Conference (Delegate) Fees</td> <td>E5 Invertebrates & Plants Division LS Verbetens Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vectors Division LS Parasites & Vector Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>LS Genomics & Microbial Biodiversity Division</td> <td>Bardays HMG Procurement C EXP-AH070158572</td> <td></td> <td>52.02</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Conference (Delegate) Fees</td> <td>ES Invertebrates & Plants Division</td> <td>Bardays HMG Procurement C EXP-AH070158572</td> <td></td> <td>253.04</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel-Air Passenger Transport</td> <td>ES Invertebrates & Plants Division</td> <td>Bardays HMG Procurement C EXP-AH070158572</td> <td></td> <td>794.71</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel-Air Passenger Transport</td> <td>Sq Directorate</td> <td>Bardays HMG Procurement C EXP-AH070158572</td> <td></td> <td>42.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Conservation Centre</td> <td>Bardays HMG Procurement C EXP-AH070158572</td> <td></td> <td>27.53</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Sq Post-Graduate Training</td> <td>Bardays HMG Procurement C EXP-AH070158572</td> <td></td> <td>107.10</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 04/03/2016 Special Event Costs Development Bardays HMG Procurement C EXP-KDQI37158833 14.50 DCMS Natural History Museum 04/03/2016 Special Event Costs Development Bardays HMG Procurement C EXP-KDQI37158833 1,802.60 DCMS Natural History Museum 04/03/2016 Special Event Costs Development Bardays HMG Procurement C EXP-KDQI37158833 22.50 DCMS Natural History Museum 04/03/2016 Accommodation Development Bardays HMG Procurement C EXP-KDQI37158833 99.00 </tr> <tr><td colspan="9">DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) Production Services Painting & Joinery Bardays HMG Procurement C EXP-PMDKUO81589Q2 550.40 DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) Production Services Painting & Joinery Bardays HMG Procurement C EXP-PMDKUO81589Q2 95.33 DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) Production Services Painting & Joinery Bardays HMG Procurement C EXP-PMDKUO81589Q2 56.62 DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) Production Services Painting & Joinery Bardays HMG Procurement C EXP-PMDKUO81589Q2 43.93 DCMS Natural History Museum 04/03/2016 Equip., Purch., & Hire (non IT / office) Production Services Painting & Joinery Bardays HMG Procurement C EXP-PMDKUO81589Q2 461.00 </tr> <tr><td colspan="9">DCMS Natural History Museum 04/03/2016 Hospitality LS Collections Bardays HMG Procurement C EXP-AH97O8158835 566.25 DCMS Natural History Museum 04/03/2016 Conference (Delegate) Fees HR Organisational Development Bardays HMG Procurement C EXP-AH97O8158835 843.24 DCMS Natural History Museum 04/03/2016 Travel-Bus & Rail Transport ES Department Mgmt Team Bardays HMG Procurement C EXP-AH97O8158835 14.89 DCMS Natural History Museum 04/03/2016 Travel-Bus & Rail Transport ES Department Mgmt Team Bardays HMG Procurement C EXP-AH97O8158835 14.89 DCMS Natural History Museum 04/03/2016 Travel-Bus & Rail Transport ES Department Mgmt Team Bardays HMG Procurement C EXP-AH97O8158835 14.96 DCMS Natural History Museum 04/03/2016 Hospitality RL Imaging & Analytical Bardays HMG Procurement C EXP-AH97O8158835 592.00 </tr> <tr><td colspan="9">DCMS Natural History Museum 04/03/2016 Equip., Purch., & Hire (non IT / office) LS Collections Bardays HMG Procurement C EXP-JMJOBZI588R2 368.87 DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) LS Angela Marmont Centre Bardays HMG Procurement C EXP-JMJOBZI588R2 65.28 </tr> \<page_number>21/04/2016 \<page_number>16 \</page_number>\</page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Angels Marmont Centre</td> <td>Bardays HMS Procurement C EXP-JM108158883</td> <td></td> <td>153.87</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Publish/Book (non-stat) purch.</td> <td>LS Angels Marmont Centre</td> <td>Bardays HMS Procurement C EXP-JM108158882</td> <td></td> <td>62.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>LS Gamsics & Microbial Biodiversity D</td> <td>Bardays HMS Procurement C EXP-JM108158882</td> <td></td> <td>59.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Other Taxes / Import Duties</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-JM108158882</td> <td></td> <td>30.02</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-JM108158882</td> <td></td> <td>270.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Angels Marmont Centre</td> <td>Bardays HMS Procurement C EXP-JM108158882</td> <td></td> <td>6.20</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Equip, Purch., € (non IT) & euro; offce.</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-JM108158882</td> <td></td> <td>51.30</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-JM108158882</td> <td></td> <td>410.33</td> <td></td> </tr><tr><td rowspan="2">DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></tr><tr><td colspan="9"></tr><tr><td rowspan="2">DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></tr><tr><table><tbody><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr></tbody></table></tr><tr><table><tbody><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr></tbody></table></tr><tr><table><tbody><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr></tbody></table></tr><tr><table><tbody><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr></tbody></table></tr><tr><table><tbody><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr></tbody></table></tr><tr><table><tbody><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr></tbody></table></tr><tr><table><tbody><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr></tbody></table></tr><tr><table><tbody><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr></tbody></table></tr><tr><table><tbody><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr></tbody></table></tr><tr><table><tbody><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr></tbody></table></tr><tr><table><tbody><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr></tbody></table></tr> <table> <tr> <th style='text-align:left;'>Department Family:</th> <th style='text-align:left;'>Entity:</th> <th style='text-align:left;'>Date:</th> <th style='text-align:left;'>Expense Type:</th> <th style='text-align:left;'>Expense Area:</th> <th style='text-align:left;'>Supplier:</th> <th style='text-align:left;'>Transaction Number:</th> <th style='text-align:right;'>Amount:</th> <th style='text-align:left;'>VAT Registration Number:</th> <th style='text-align:left;'>_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ <page_number>21/04/2016 <page_number>17 <page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Postage & Couriers</td> <td>Retail (South Ken)</td> <td>Berdays HMG Procurement C</td> <td>EXP-A80708158838</td> <td>30.84</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Berdays HMG Procurement C</td> <td>EXP-A80708158838</td> <td>299.25</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Berdays HMG Procurement C</td> <td>EXP-A80708158838</td> <td>15.06</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Berdays HMG Procurement C</td> <td>EXP-A80708158838</td> <td>2.40</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>Retail (South Ken)</td> <td>Berdays HMG Procurement C</td> <td>EXP-A80708158838</td> <td>15.64</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Berdays HMG Procurement C</td> <td>EXP-A80708158838</td> <td>14.28</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Berdays HMG Procurement C</td> <td>EXP-A80708158838</td> <td>5.82</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Berdays HMG Procurement C</td> <td>EXP-A80708158838</td> <td>133.30</td> <td></td> </tr><tr><td rowspan="2">DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr></table> \<page_number>21/04/2016 \<page_number>\</page_number> \<page_number>18 \<page_number>\</page_number> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the percentage of transactions by department family.</img> <img>A line graph showing the total amount spent by department family.</img> <img>A stacked bar chart showing the breakdown of expenses by department family.</img> <img>A horizontal bar chart showing the average transaction value by department family.</img> <img>A scatter plot showing the relationship between transaction value and department family.</img> <img>A histogram showing the distribution of transaction values by department family.</img> <img>A box plot showing the interquartile range and outliers for transaction values by department family.</img> <img>A violin plot showing the density of transaction values by department family.</img> <img>A kernel density estimate showing the distribution of transaction values by department family.</img> <img>A rug plot showing the frequency of transaction values by department family.</img> <img>A histogram with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A box plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A violin plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A rug plot with a normal distribution curve overlayed on top, showing the frequency of transaction values by department family.</img> <img>A histogram with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A box plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A violin plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A rug plot with a normal distribution curve overlayed on top, showing the frequency of transaction values by department family.</img> <img>A histogram with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A box plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A violin plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A rug plot with a normal distribution curve overlayed on top, showing the frequency of transaction values by department family.</img> <img>A histogram with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A box plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A violin plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A rug plot with a normal distribution curve overlayed on top, showing the frequency of transaction values by department family.</img> <img>A histogram with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A box plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A violin plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A rug plot with a normal distribution curve overlayed on top, showing the frequency of transaction values by department family.</img> <img>A histogram with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A box plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A violin plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A rug plot with a normal distribution curve overlayed on top, showing the frequency of transaction values by department family.</img> <img>A histogram with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A box plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A violin plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A rug plot with a normal distribution curve overlayed on top, showing the frequency of transaction values by department family.</img> <img>A histogram with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A box plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A violin plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A rug plot with a normal distribution curve overlayed on top, showing the frequency of transaction values by department family.</img> <img>A histogram with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A box plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A violin plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A rug plot with a normal distribution curve overlayed on top, showing the frequency of transaction values by department family.</img> <img>A histogram with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A box plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A violin plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A rug plot with a normal distribution curve overlayed on top, showing the frequency of transaction values by department family.</img> <img>A histogram with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A box plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A violin plot with a normal distribution curve overlayed on top, showing the distribution of transaction values by department family.</img> <img>A rug plot with a normal distribution curve overlayed on top, showing the frequency of transaction values by department family.</img> <img>A histogram with a normaldistributioncurveoverlayedinon-top-showingtheDistributionoftransactionvaluesbydepartmentfamily. This is an example sentence that uses "normal" as an adjective to describe something that is typical or usual. This is an example sentence that uses "normal" as an adjective to describe something that is typical or usual. This is an example sentence that uses "normal" as an adjective to describe something that is typical or usual. This is an example sentence that uses "normal" as an adjective to describe something that is typical or usual. This is an example sentence that uses "normal" as an adjective to describe something that is typical or usual. This is an example sentence that uses "normal" as an adjective to describe something that is typical or usual. This is an example sentence that uses "normal" as an adjective to describe something that is typical or usual. This is an example sentence that uses "normal" as an adjective to describe something that is typical or usual. This is an example sentence that uses "normal" as an adjective to describe something that is typical or usual. 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This is an example sentence that uses "normal" as an adjective to describe something that is typical or usual. This is an example sentence that uses "normal" as an adjective to describe something that is typical or usual. This is an example sentence that uses "normal" as an adjective to describe something that is typical or usual. This is an example sentence that uses "normal" as an adjective to describe something that is typical or usual. This is an example sentence that uses "normal" as an adjective to describe something that is typical or usual. This is an example sentence that uses "normal" as an adjective to describe something that is typical or usual. This is an example sentence that uses "normal" as Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Postage & Counters</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB0788158838</td> <td></td> <td>24.99</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Other Taxes & Import Duties</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB0788158838</td> <td></td> <td>89.90</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Bank Charges</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB0788158838</td> <td></td> <td>12.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Other Taxes & Import Duties</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB0788158838</td> <td></td> <td>110.01</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Bank Charges</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB0788158838</td> <td></td> <td>12.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB0788158838</td> <td></td> <td>2,927.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Postage & Counters</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB0788158838</td> <td></td> <td>25.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB0788158838</td> <td></td> <td>682.00</td> <td></td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 04/33/2016 Hospitality Development Bardays HMG Procurement C EXP-CIK03B158846 1,497.96 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 04/33/2016 Travel-Bus & Rail Transport LS Department Mgmt Team Bardays HMG Procurement C EXP-AB13B158827 62.73 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 04/33/2016 Conference (Delegate) Fees HR Organisational Development Bardays HMG Procurement C EXP-AB13B158827 45.00 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 04/33/2016 Equip, Purch. & Hire (non IT / office) Sci Resources - Science Administration Bardays HMG Procurement C EXP-AB13B158827 55.92 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 04/33/2016 Travel-Bus & Rail Transport Sci Resources - Science Administration Bardays HMG Procurement C EXP-AB13B158827 11.00 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 04/33/2016 Accommodation LS Vertebates Division Bardays HMG Procurement C EXP-AB13B158827 39.90 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 04/33/2016 Accommodation LS Vertebates Division Bardays HMG Procurement C EXP-AB13B158827 346.71 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 04/33/2016 Accommodation LS Vertebates Division Bardays HMG Procurement C EXP-AB13B158827 654.99 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 04/33/2016 Conference (Delegate) Fees ES Invertebrates & Plants Division Bardays HMG Procurement C EXP-AB13B158827 185.00 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 04/33/2016 Travel-Bus & Rail Transport ORL Dept Mgmt Bardays HMG Procurement C EXP-AB13B158827 173.00 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 04/33/2016 Travel-Bus & Rail Transport LS Invertebrates Division Bardays HMG Procurement C EXP-AB13B158827 56.92 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 04/33/2016 Subsistence ORL Dept Mgmt Bardays HMG Procurement C EXP-AB13B158827 -20.0 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 04/33/2016 Consumables / Sundry (non Stat) ORL Dept Mgmt Bardays HMG Procurement C EXP-AB13B158827 15.25 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 04/33/2016 Accommodation LS Genomics & Microbial Biodiversity D Bardays HMG Procurement C EXP-ABI3B158827 200.0 </tr> <tr style="border-top: 1px solid black;"> <table><thead><tr><th rowspan='2'>Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Exp...</table><br/> <page_number>21/04/2016<br/>P<br/></page_number><br/> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Conference (Delegate) Fees</td> <td>Cultural Consultancy</td> <td>Bardays HMS Procurement C EXP-H40288158874</td> <td></td> <td>370.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>Cultural Consultancy</td> <td>Bardays HMS Procurement C EXP-H40288158874</td> <td></td> <td>205.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>Cultural Consultancy</td> <td>Bardays HMS Procurement C EXP-H40288158874</td> <td></td> <td>325.25</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Conference (Delegate) Fees</td> <td>Commerce Mgmt & Business Strategy</td> <td>Bardays HMS Procurement C EXP-H40288158874</td> <td></td> <td>370.00</td> <td></td> </tr> <tr style="border-top: none;"> <th colspan="9" style="border-top: none;">DCMS Natural History Museum Date: 04/03/2016 Expense Type: Travel-Bus & Rail Transport Supplier: Audience Development Management Transaction Number: EXP-HG038158877 Amount: 3,50 </th> <tr style="border-top: none;"> <th colspan="9" style="border-top: none;">DCMS Natural History Museum Date: 04/03/2016 Expense Type: Advertising Supplier: Audience Development Management Transaction Number: EXP-HG038158877 Amount: 235.00 </th> <tr style="border-top: none;"> <th colspan="9" style="border-top: none;">DCMS Natural History Museum Date: 04/03/2016 Expense Type: Hospitality Supplier: Marketing Transaction Number: EXP-HG038158877 Amount: 6,52 </th> <tr style="border-top: none;"> <th colspan="9" style="border-top: none;">DCMS Natural History Museum Date: 04/03/2016 Expense Type: Marketing Supplier: Marketing Transaction Number: EXP-HG038158877 Amount: 1,33 </th> <tr style="border-top: none;"> <th colspan="9" style="border-top: none;">DCMS Natural History Museum Date: 04/03/2016 Expense Type: Marketing Supplier: Marketing Transaction Number: EXP-HG038158877 Amount: 17,52 </th> <tr style="border-top: none;"> <th colspan="9" style="border-top: none;">DCMS Natural History Museum Date: 04/03/2016 Expense Type: Marketing Supplier: Marketing Transaction Number: EXP-HG038158877 Amount: 27,30 </th> <tr style="border-top: none;"> <th colspan="9" style="border-top: none;">DCMS Natural History Museum Date: 04/03/2016 Expense Type: Marketing Supplier: Marketing Transaction Number: EXP-HG038158877 Amount: 1,41 </th> <tr style="border-top: none;"> <th colspan="9" style="border-top: none;">DCMS Natural History Museum Date: 04/03/2016 Expense Type: Marketing Supplier: Marketing Transaction Number: EXP-HG038158877 Amount: 565.00 </th> <tr style="border-top: none;"> <th colspan="9" style="border-top: none;">DCMS Natural History Museum Date: 04/03/2016 Expense Type: Advertising Supplier: Marketing Transaction Number: EXP-HG038158877 Amount: 9,99 </th> <tr style="border-top: none;"> <th colspan="9" style="border-top: none;">DCMS Natural History Museum Date: 04/03/2016 Expense Type: Advertising Supplier: Marketing Transaction Number: EXP-HG038158877 Amount: 458.00 </th> <tr style="border-top: none;"> <th colspan="9" style="border-top: none;">DCMS Natural History Museum Date: 04/03/2016 Expense Type: Advertising Supplier: Marketing Transaction Number: EXP-HG038158877 Amount: 40,68 </th> <tr style="border-top:none;"> DCMS Natural History Museum Date : 04/3/2016 Equipment , Purch. & Hire (non IT / office) Supplier : ES Department Mgmt Team Transaction Number : EXP-SCO3OBSI5B9T2 Amount : 39,98 <tr style="border-top:none;"> DCMS Natural History Museum Date : 04/3/2016 Consumables / Sundry (non Stat) Supplier : LS Collections Transaction Number : EXP-SCO3OBSI5B9T2 Amount : 5,34 <tr style="border-top:none;"> DCMS Natural History Museum Date : 04/3/2016 Consumables / Sundry (non Stat) Supplier : LS Collections Transaction Number : EXP-SCO3OBSI5B9T2 Amount : 155,82 <tr style="border-top:none;"> DCMS Natural History Museum Date : 04/3/2016 Collections purch. (Non-Capex) Supplier : L&A Collections & Services Team Transaction Number : EXP-SCO3OBSI5B9T2 Amount : 128.00 <tr style="border-top:none;"> DCMS Natural History Museum Date : 04/3/2016 Equipment , Purch. & Hire (non IT / office) Supplier : CRL Imaging & Analytical Transaction Number : EXP-SCO3OBSI5B9T2 Amount : 29,98 <tr style="border-top:none;"> DCMS Natural History Museum Date : 04/3/2016 Equipment , Purch. & Hire (non IT / office) Supplier : CRL Imaging & Analytical Transaction Number : EXP-SCO3OBSI5B9T2 Amount : 77,38 <tr style="border-top:none;"> DCMS Natural History Museum Date : 04/3/2016 Consumables / Sundry (non Stat) Supplier : CRL Imaging & Analytical Transaction Number : EXP-SCO3OBSI5B9T2 Amount : 12,99 <tr style="border-top:none;"> DCMS Natural History Museum Date : 04/3/2016 Consumables / Sundry (non Stat) Supplier : CRL Imaging & Analytical Transaction Number : EXP-SCO3OBSI5B9T2 Amount : 289,37 <tr style="border-top:none;"> DCMS Natural History Museum Date : 04/3/2016 Equipment , Purch. & Hire (non IT / office) Supplier : CRL Imaging & Analytical Transaction Number : EXP-SCO3OBSI5B9T2 Amount : 23,63 <tr style="border-top:none;"> DCMS Natural History Museum Date : 04/3/2016 Consumables / Sundry (non Stat) Supplier : CRL Imaging & Analytical Transaction Number : EXP-SCO3OBSI5B9T2 Amount : 192,30 \<page_number>21/4/2016\</page_number><br/> \<page_number>2<br/>\</page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Imaging & Analytical</td> <td>Bardays HMG Procurement C EXP-5C308158912</td> <td></td> <td>713.74</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Equip. Purchs & Hire (non IT) & office</td> <td>CRL Imaging & Analytical</td> <td>Bardays HMG Procurement C EXP-5C308158912</td> <td></td> <td>105.57</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>L5 Parasites & Vectors Division</td> <td>Bardays HMG Procurement C EXP-5C308158912</td> <td></td> <td>25.74</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Museum Programme Group (PEG)</td> <td>Bardays HMG Procurement C EXP-5C308158912</td> <td></td> <td>15.90</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>L5 Department Mgmt Team</td> <td>Bardays HMG Procurement C EXP-5C308158912</td> <td></td> <td>432.74</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Conservation Centre</td> <td>Bardays HMG Procurement C EXP-5C308158912</td> <td></td> <td>183.29</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Conservation Centre</td> <td>Bardays HMG Procurement C EXP-5C308158912</td> <td></td> <td>19.12</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>L5 Department Mgmt Team</td> <td>Bardays HMG Procurement C EXP-5C308158912</td> <td></td> <td>644.70</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>L5 Department Mgmt Team</td> <td>Bardays HMG Procurement C EXP-5C308158912</td> <td></td> <td>146.00</td> <td></td> </tr> <tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Special Event Costs Events (South Ken)</th></tr><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Travel Other Events (South Ken)</th></tr><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Hospitality Events (South Ken)</th></tr><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Licences (Non IT) Events (South Ken)</th></tr> <tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) Estates Buildings Ops Bardays HMG Procurement C EXP-AU9B8158837 237.60 </th></tr><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) Estates Buildings Ops Bardays HMG Procurement C EXP-AU9B8158837 239.18 </th></tr><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) Estates Buildings Ops Bardays HMG Procurement C EXP-AU9B8158837 14.97 </th></tr><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) Estates Buildings Ops Bardays HMG Procurement C EXP-AU9B8158837 364.92 </th></tr><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) Estates Buildings Ops Bardays HMG Procurement C EXP-AU9B8158837 55.50 </th></tr><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) Estates Buildings Ops Bardays HMG Procurement C EXP-AU9B8158837 24.43 </th></tr><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) Estates Buildings Ops Bardays HMG Procurement C EXP-AU9B8158837 208.75 </th></tr><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) Estates Buildings Ops Bardays HMG Procurement C EXP-AU9B8158837 208.75 </th></tr><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) Estates Buildings Ops Bardays HMG Procurement C EXP-AU9B8158837 95.82 </th></tr> <tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Conference (Delegated) Fees ES Consultancy Bardays HMG Procurement C EXP-LDQIIOI5OBB 1,612.65 </th></tr> \<page_number>21/04/2016 \<page_number>ZI \<page_number>ZI Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>ES Consultancy</td> <td>Bardays HMG Procurement C EXP-2018158889</td> <td></td> <td>125.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Special Event Costs</td> <td>Cultural Consultancy</td> <td>Bardays HMG Procurement C EXP-2018158889</td> <td></td> <td>162.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>LS Consultancy</td> <td>Bardays HMG Procurement C EXP-2018158889</td> <td></td> <td>486.19</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>LS Consultancy</td> <td>Bardays HMG Procurement C EXP-2018158889</td> <td></td> <td>465.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Postage & Couriers</td> <td>ES Economic & Environmental Earth Sc<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992</td> <td></td> <td></td> <td>2,600.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>ES Mineral & Plantary Sciences Diviso<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992</td> <td></td> <td></td> <td>167.60</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel Bus & Rail Transport</td> <td>ES Mineral & Plantary Sciences Diviso<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992</td> <td></td> <td></td> <td>175.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Postage & Couriers<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018158992<br>Bardays HMG Procurement C EXP-2018 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Prof. Printing & Promo. Mat.</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C EXP-250108158922</td> <td></td> <td>793.55</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>ES Veritatis v Anthropology Palaeo</td> <td>Bardays HMG Procurement C EXP-250108158922</td> <td></td> <td>172.80</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>ES Veritatis v Anthropology Palaeo</td> <td>Bardays HMG Procurement C EXP-250108158922</td> <td></td> <td>149.46</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Conference (Delegate) Fees</td> <td>ES Veritatis v Anthropology Palaeo</td> <td>Bardays HMG Procurement C EXP-250108158922</td> <td></td> <td>150.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Angeles Marriott Centre</td> <td>Bardays HMG Procurement C EXP-250108158922</td> <td></td> <td>77.15</td> <td></td> </tr> <tr><th colspan="9">DCMS Natural History Museum<br>04/03/2016 Consumables / Sundry (non Stat)<br>Retail (South Ken)</th></tr><tr><th colspan="9">DCMS Natural History Museum<br>04/03/2016 Consumables / Sundry (non Stat)<br>Retail (South Ken)</th></tr><tr><th colspan="9">DCMS Natural History Museum<br>04/03/2016 Consumables / Sundry (non Stat)<br>Retail (South Ken)</th></tr><tr><th colspan="9">DCMS Natural History Museum<br>04/03/2016 Consumables / Sundry (non Stat)<br>Retail (South Ken)</th></tr><tr><th colspan="9">DCMS Natural History Museum<br>04/03/2016 Consumables / Sundry (non Stat)<br>Retail (South Ken)</th></tr><tr><th colspan="9">DCMS Natural History Museum<br>04/03/2016 Consumables / Sundry (non Stat)<br>Retail (South Ken)</th></tr><tr><th colspan="9">DCMS Natural History Museum<br>04/03/2016 IT Costs<br>Production Services Special Effects<br>Production Services Special Effects<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Production Services Media Technicians<br>Presentation Service Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effects Special Effec Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-Z5010715843</td> <td>146.06</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-Z5010715843</td> <td>65.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Work In Progress</td> <td>Publishing</td> <td>Bardays HMG Procurement C</td> <td>EXP-C2D008158845</td> <td>20.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Work In Progress</td> <td>Publishing</td> <td>Bardays HMG Procurement C</td> <td>EXP-C2D008158845</td> <td>451.73</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Postage & Couriers</td> <td>Publishing</td> <td>Bardays HMG Procurement C</td> <td>EXP-C2D008158845</td> <td>38.24</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Postage & Couriers</td> <td>Publishing</td> <td>Bardays HMG Procurement C</td> <td>EXP-C2D008158845</td> <td>23.68</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Postage & Couriers</td> <td>Publishing</td> <td>Bardays HMG Procurement C</td> <td>EXP-C2D008158845</td> <td>11.11</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Postage & Couriers</td> <td>Publishing</td> <td>Bardays HMG Procurement C</td> <td>EXP-C2D008158845</td> <td>12.59</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Postage & Couriers</td> <td>Publishing</td> <td>Bardays HMG Procurement C</td> <td>EXP-C2D008158845</td> <td>9.41</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Postage & Couriers Publishing Bardays HMG Procurement C EXP-C2D008158845 43.09 Bardays HMG Procurement C EXP-C2D008158845 28.42 Bardays HMG Procurement C EXP-C2D008158845 22.25 Bardays HMG Procurement C EXP-HGQ37158614 5.13 Bardays HMG Procurement C EXP-HGQ37158614 4.99 Bardays HMG Procurement C EXP-HGQ37158614 1.79 Bardays HMG Procurement C EXP-HGQ37158614 240.00 Bardays HMG Procurement C EXP-HGQ37158614 55.90 Bardays HMG Procurement C EXP-HGQ37158614 3.25 Bardays HMG Procurement C EXP-HGQ37158614 32.75 Bardays HMG Procurement C EXP-HGQ37158614 79.92 Bardays HMG Procurement C EXP-HGQ37158614 235.20 Bardays HMG Procurement C EXP-HGQ37158614 7.72 Bardays HMG Procurement C EXP-JGJOOBIS9B76 7.08 Bardays HMG Procurement C EXP-JGJOOBIS9B76 23.16 Bardays HMG Procurement C EXP-JGJOOBIS9B76 7.72 Bardays HMG Procurement C EXP-JGJOOBIS9B76 7.08 Bardays HMG Procurement C EXP-JGJOOBIS9B76 23.16 Bardays HMG Procurement C EXP-JGJOOBIS9B76 7.72 Bardays HMG Procurement C EXP-JGJOOBIS9B76 7.08 Bardays HMG Procurement C EXP-JGJOOBIS9B76 23.16 Bardays HMG Procurement C EXP-JGJOOBIS9B76 7.72 Bardays HMG Procurement C EXP-JGJOOBIS9B76 7.08 Bardays HMG Procurement C EXP-JGJOOBIS9B76 23.16 Bardays HMG Procurement C EXP-JGJOOBIS9B76 7.72 Bardays HMG Procurement C EXP-JGJOOBIS9B76 7.08 Bardays HMG Procurement C EXP-JGJOOBIS9B76 23.16 Bardays HMG Procurement C EXP-JGJOOBIS9B76 7.72 Bardays HMG Procurement C EXP-JGJOOBIS9B76 7.08 Bardays HMG Procurement C EXP-JGJOOBIS9B76 23.16 Bardays HMG Procurement C EXP-JGJOOBIS9B76 7.72 Bardays HMG Procurement C EXP-JGJOOBIS9B76 7.08 Bardays HMG Procurement C EXP-JGJOOBIS9B76 23.16 Bardays HMG Procurement C EXP-JGJOOBIS9B76 7.72 Bardays HMG Procurement C EXP-JGJOOBIS9B76 7.08 Bardays HMG Procurement C EXP-JGJOOBIS9B76 23.16 Bardays HMG Procurement C EXP-JGJOOBIS9B76 7.72 Bardays HMG Procurement C EXP-JGJOOBIS9B76 7.08 Bardays HMG Procurement C EXP-JGJOOBIS9B76 23.16 Bardays HMGProcureme Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Conservation Centre</td> <td>Bardays HMS Procurement C</td> <td>EXP-IG008158876</td> <td>82.05</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Department Hight Team</td> <td>Bardays HMS Procurement C</td> <td>EXP-IG008158876</td> <td>-7.72</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OL Imaging & Analytical</td> <td>Bardays HMS Procurement C</td> <td>EXP-IG008158876</td> <td>391.97</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OL Imaging & Analytical</td> <td>Bardays HMS Procurement C</td> <td>EXP-IG008158876</td> <td>580.67</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OL Imaging & Analytical</td> <td>Bardays HMS Procurement C</td> <td>EXP-IG008158876</td> <td>114.95</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OL Imaging & Analytical</td> <td>Bardays HMS Procurement C</td> <td>EXP-IG008158876</td> <td>-2.16</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OL Imaging & Analytical</td> <td>Bardays HMS Procurement C</td> <td>EXP-IG008158876</td> <td>-23.16</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OL Imaging & Analytical</td> <td>Bardays HMS Procurement C</td> <td>EXP-IG008158876</td> <td>-111.94</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OL Imaging & Analytical</td> <td>Bardays HMS Procurement C</td> <td>EXP-IG008158876</td> <td>-7.72</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) OL Imaging & Analytical Bardays HMS Procurement C EXP-IG008158876 391.97 39.67 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39.88 39. </th></tr><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) LS Collections Bardays HMS Procurement C EXP-IG00B15SBB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS Collections Bardays HMS Procurement C EXP-IGDQOBSB7 LS </th></tr><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL Imaging & Analytical OL </th></tr><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) LS Collections Bardays HMS Procurement C Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDOOBISBBM Exp LGDO OBIS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp LG DO OB IS BB M Exp L G D O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S B B M E P X T N T O B I S Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB070158575</td> <td></td> <td>3,231.35</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB070158575</td> <td></td> <td>179.87</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB070158575</td> <td></td> <td>1,208.46</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB070158575</td> <td></td> <td>303.30</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB070158575</td> <td></td> <td>103.75</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB070158575</td> <td></td> <td>92.90</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB070158575</td> <td></td> <td>176.34</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB070158575</td> <td></td> <td>-4,201.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB070158575</td> <td></td> <td>63.20</td> <td></td> </tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr> <table border='1'> <thead border='1'> <tr border='1'> <th>D CMS<br>Natural History Museum<br>Other Taxes / Import Duties<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum<br>D CMS<br>Natural History Museum Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Exp-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-AB070158575 EXP-ABO32D3T6E4 EXP-AJ3O2D3T6E4 EXP-AJ3O2D3T6E4 EXP-AJ3O2D3T6E4 EXP-AJ3O2D3T6E4 EXP-AJ3O2D3T6E4 EXP-AJ3O2D3T6E4 EXP-AJ3O2D3T6E4 EXP-AJ3O2D3T6E4 EXP-AJ3O2D3T6E4 EXP-AJ3O2D3T6E4 EXP-AJ3O2D3T6E4 EXP-AJ3O2D3T6E4 EXP-AJ3O2D3T6E4 EXP-AJ3O2D3T6E4 EXP-AJ3O2D3T6E4 EXP-AJ3O2D3T6E4 EXP-AJ3O2D3T6E4 EXP-AJ3O2D3T6E4 EXP-AJ3O2D3T6E4 \<page_number>21/OD/2 26 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Postage & Couriers</td> <td>Production Services Media Techniques</td> <td>Bardays HMG Procurement C</td> <td>EXP-CR0007158586</td> <td>58.68</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C</td> <td>EXP-CR007158586</td> <td>45.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C</td> <td>EXP-CR007158586</td> <td>2,067.30</td> <td></td> </tr> <tr><th colspan="9">DCMS Natural History Museum Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR047158625 195.79</th></tr><tr><th colspan="9">DCMS Natural History Museum Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR047158625 -40.21</th></tr><tr><th colspan="9">DCMS Natural History Museum Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR047158625 -40.21</th></tr><tr><th colspan="9">DCMS Natural History Museum Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR047158625 18.47</th></tr><tr><th colspan="9">DCMS Natural History Museum Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR047158625 -4.50</th></tr><tr><th colspan="9">DCMS Natural History Museum Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR047158625 18.47</th></tr><tr><th colspan="9">DCMS Natural History Museum Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR047158625 -18.47</th></tr><tr><th colspan="9">DCMS Natural History Museum Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR047158625 -4.50</th></tr><tr><th colspan="9">DCMS Natural History Museum Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR047158625 -27.84</th></tr><tr><th colspan="9">DCMS Natural History Museum Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR047158625 -70.00</th></tr><tr><th colspan="9">DCMS Natural History Museum Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR047158625 -56.67</th></tr><tr><th colspan="9">DCMS Natural History Museum Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR047158625 -4.19</th></tr><tr><th colspan="9">DCMS Natural History Museum Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR047158625 -60.42</th></tr><tr><th colspan="9">DCMS Natural History Museum Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR047158625 -17.23</th></tr><tr><th colspan="9">DCMS Natural History Museum Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR047158625 -25.50</th></tr><tr><th colspan="9">DCMS Natural History Museum Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR047158625 -303.00</th></tr><tr><th colspan="9">DCMS Natural History Museum Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR047158625 -105.90</th></tr><tr><th colspan="9">DCMS Natural History Museum Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KRD47158625 -8.32</th></tr><tr><th colspan="9">DCMS Natural History Museum Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KRD47158625 -23.10</th></tr> <tr><th colspan="9">DCMS Natural History Museum Hospitality Directorate Bardays HMG Procurement C EXP-PAO30B1S886D 283.40</th></tr><tr><th colspan="9">DCMS Natural History Museum Hospitality Directorate Bardays HMG Procurement C EXP-PAO3OB1S886D -381.80</th></tr> \<page_number>21/04/2016 \<page_number>27 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>Direcotate</td> <td>Bardays HMG Procurement C EXP-FA0308158860</td> <td></td> <td>7.58</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>IT Costs</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C EXP-IDQ08158873</td> <td></td> <td>150.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>IT Costs</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C EXP-IDQ08158873</td> <td></td> <td>172.01</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Technology Solutions</td> <td>Bardays HMG Procurement C EXP-IDQ08158873</td> <td></td> <td>21.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>IT Costs</td> <td>Technology Solutions</td> <td>Bardays HMG Procurement C EXP-IDQ08158873</td> <td></td> <td>685.14</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>IT Costs</td> <td>Technology Solutions</td> <td>Bardays HMG Procurement C EXP-IDQ08158873</td> <td></td> <td>54.95</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Technology Solutions</td> <td>Bardays HMG Procurement C EXP-IDQ08158873</td> <td></td> <td>132.21</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Technology Solutions</td> <td>Bardays HMG Procurement C EXP-IDQ08158873</td> <td></td> <td>21.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>IT Costs</td> <td>Technology Solutions</td> <td>Bardays HMG Procurement C EXP-IDQ08158873</td> <td></td> <td>95.14</td> <td></td> </tr> <tr><th colspan="9">DCMS Natural History Museum 04/31/2016 Accommodation ES Economic & Environmental Earth Sc Bardays HMG Procurement C EXP-IDQO81588B6 268.21 DCMS Natural History Museum 04/31/2016 Hospitality Sci Resources - Research Coordination Bardays HMG Procurement C EXP-IDQO8158BB6 65.20 DCMS Natural History Museum 04/31/2016 IT Costs ES Department Mgmt Team Bardays HMG Procurement C EXP-IDQO8158B6 299.00 DCMS Natural History Museum 04/31/2016 Consumables / Sundry (non Stat) ES Department Mgmt Team Bardays HMG Procurement C EXP-IDQO8158B6 17.95 DCMS Natural History Museum 04/31/2016 IT Costs ES Department Mgmt Team Bardays HMG Procurement C EXP-IDQO8158BB6 289.47 DCMS Natural History Museum 04/31/2016 Travel/Bus & Rail Transport ES Department Mgmt Team Bardays HMG Procurement C EXP-IDQO8158BB6 401.54 DCMS Natural History Museum 04/31/2016 Hospitality ES Department Mgmt Team Bardays HMG Procurement C EXP-IDQO8158B6 1,059.0 DCMS Natural History Museum 04/31/2016 Hospitality ES Department Mgmt Team Bardays HMG Procurement C EXP-IDQO8158B6 72.50 DCMS Natural History Museum 04/31/2016 Hospitality ES Department Mgmt Team Bardays HMG Procurement C EXP-IDQO8158BB6 140.5 DCMS Natural History Museum 04/31/2016 Hospitality ES Department Mgmt Team Bardays HMG Procurement C EXP-IDQO8158BB6 31.2 DCMS Natural History Museum 04/31/2016 Hospitality ES Department Mgmt Team Bardays HMG Procurement C EXP-IDQO8158B6 259.5 DCMS Natural History Museum 04/31/2016 Hospitality ES Department Mgmt Team Bardays HMG Procurement C EXP-IDQO8158BB6 437.0 DCMS Natural History Museum 04/31/2016 Prof. Printing & Promo. Mat. ES Department Mgmt Team Bardays HMG Procurement C EXP-IDQO8158BB6 509.8 DCMS Natural History Museum 04/31/2016 Prof. Printing & Promo. Mat. ES Department Mgmt Team Bardays HMG Procurement C EXP-IDQO8158BB6 509.86 <tr><th colspan="9">DCMS Natural History Museum 04/31/2016 Accommodation Direcotate Bardays HMG Procurement C EXP-FAO3OBISBSSD 1,364.62 <tr><th colspan="9">DCMS Natural History Museum 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar 29 Mar Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>Direcotene</td> <td>Bardays HMS Procurement C EXP-FA030158853</td> <td></td> <td>52.20</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>ES Invertebrates & Plants Division</td> <td>Bardays HMS Procurement C EXP-OB008158901</td> <td></td> <td>-159.90</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>ES Invertebrates & Plants Division</td> <td>Bardays HMS Procurement C EXP-OB008158901</td> <td></td> <td>383.52</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>ES Invertebrates & Plants Division</td> <td>Bardays HMS Procurement C EXP-OB008158901</td> <td></td> <td>253.68</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>ES Invertebrates & Plants Division</td> <td>Bardays HMS Procurement C EXP-OB008158901</td> <td></td> <td>150.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>ES Invertebrates & Plants Division</td> <td>Bardays HMS Procurement C EXP-OB008158901</td> <td></td> <td>186.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>ES Invertebrates & Plants Division</td> <td>Bardays HMS Procurement C EXP-OB008158901</td> <td></td> <td>133.92</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Conference (Delegate) Fees</td> <td>LS Vertebrates Division</td> <td>Bardays HMS Procurement C EXP-OB008158901</td> <td></td> <td>146.58</td> <td></td> </tr><tr><td rowspan="2">DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr><tr><td colspan="7"></tr></table> 21/04/2016 \<page_number>29\</page_number> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Activity Type (e.g., "Purchase")<br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/></th> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<br/> Description of Activity Type (e.g., "Purchase")<hr/></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Activity Type (e.g., "Purchase")<hr/></th> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Activity Type (e.g., "Purchase")<hr/></th> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Activity Type (e.g., "Purchase")<hr/></th> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Activity Type (e.g., "Purchase")<hr/></th> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Activity Type (e.g., "Purchase")<hr/></th> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Activity Type (e.g., "Purchase")<hr/></th> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Activity Type (e.g., "Purchase")<hr/></th> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Activity Type (e.g., "Purchase")<hr/></th> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Activity Type (e.g., "Purchase")<hr/></th> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Activity Type (e.g., "Purchase")<hr/></th> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Activity Type (e.g., "Purchase")<hr/></th> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Activity Type (e.g., "Purchase")<hr/></th> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Activity Type (e.g., "Purchase")<hr/></th> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Activity Type (e.g., "Purchase")<hr/></th> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Activity Type (e.g., "Purchase")<hr/></th> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Activity Type (e.g., "Purchase")<hr/></th> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Activity Type (e.g., "Purchase")<hr/></th> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>LS Plants Division</td> <td>Bardays HMS Procurement C</td> <td>EXP-080008158901</td> <td>211.61</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>ES Mineral & Plantary Sciences División</td> <td>Bardays HMS Procurement C</td> <td>EXP-08008158901</td> <td>46.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-08207158608</td> <td>30.89</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-08207158608</td> <td>588.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-08207158608</td> <td>375.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-08207158608</td> <td>29.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-08207158608</td> <td>8.25</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-08207158608</td> <td>438.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-08207158608</td> <td>15.74</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 29.5% 49.45 82.8%</th></tr><tr><th colspan="9">DCMS Natural History Museum 3.7% 5.96% 5.97% 2.4% 37.35% 49.3% 182.25% 15.5%</th></tr><tr><th colspan="9">DCMS Natural History Museum 3.7% 5.96% 5.97% 2.4% 37.35% 49.3% 182.25% 15.5%</th></tr><tr><th colspan="9">DCMS Natural History Museum 3.7% 5.96% 5.97% 2.4% 37.35% 49.3% 182.25% 15.5%</th></tr><tr><th colspan="9">DCMS Natural History Museum 3.7% 5.96% 5.97% 2.4% 37.35% 49.3% 182.25% 15.5%</th></tr><tr><th colspan="9">DCMS Natural History Museum 3.7% 5.96% 5.97% 2.4% 37.35% 49.3% 182.25% 15.5%</th></tr><tr><th colspan="9">DCMS Natural History Museum 3.7% 5.96% 5.97% 2.4% 37.35% 49.3% 182.25% 15.5%</th></tr><tr><th colspan="9">DCMS Natural History Museum 3.7% 5.96% 5.97% 2.4% 37.35% 49.3% 182.25% 15.5%</th></tr><tr><th colspan="9">DCMS Natural History Museum 3.7% 5.96% 5.97% 2.4% 37.35% 49.3% 182.25% 15.</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Development Bardays HMS Procurement C EXP-08207158608 HR Organisational Development Bardays HMS Procurement C EXP-08207158608 HR Organisational Development Bardays HMS Procurement C EXP-082071586 HR Organisational Development Bardays HMS Procurement C EXP-082 HR Organisational Development Bardays HMS Procurement C EXP- HR Organisational Development Bardays HMS Procurement C EXP- HR Organisational Development Bardays HMS Procurement C EXP- HR Organisational Development Bardays HMS Procurement C EXP- HR Organisational Development Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Development Bardays HMS Procurement C EXP- HR Organisational Development Bardays HMS Procurement C EXP- HR Organisational Development Bardays HMS Procurement C EXP- HR Organisational Development Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Development Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Development Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Development Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Development Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Developmen Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Developmen Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Developmen Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Developmen Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Developmen Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Developmen Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Developmen Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Developmen Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Developmen Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Developmen Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Developmen Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Developmen Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Developmen Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Developmen Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Developmen Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisational Developmen Bardays HMS Procurement C EXP-</th></tr><tr><th colspan="9">DCMS Natural History Museum HR Organisional Developmen Bardays HMS Procurement C EXP-</table> \<page_number>21/04/2016 \<page_number>30 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-582007158608</td> <td>15.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-582007158608</td> <td>164.90</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-582007158608</td> <td>27.90</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-582007158608</td> <td>39.60</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-582007158608</td> <td>31.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-582007158608</td> <td>15.30</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-582007158608</td> <td>24.80</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-582007158608</td> <td>27.90</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-582007158608</td> <td>14.82</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Training<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitalicity...</table> <table style="width: 1%; border-collapse: collapse;"> <thead style="border-bottom: 1px solid black;"> <tr style="background-color: #f2f2f2;"> <th style="text-align: center;">DCMS Natural History Museum 15/III/2016 Conference (Delegate) Fees LS Parentels & Vectors Division Bardays HMG Procurement C EXP-AF1399159299 269.00 LS Department Mgmt Team Bardays HMG Procurement C EXP-AF1399159299 75.75 LS Insects Division Bardays HMG Procurement C EXP-AF1399159299 193.3 LRL Dept Mgmt Bardays HMG Procurement C EXP-AF1399159299 30.7 LRL Dept Mgmt Bardays HMG Procurement C EXP-AF1399159299 16.7 LRL Dept Mgmt Bardays HMG Procurement C EXP-AF1399159299 185.5 LRL Dept Mgmt Bardays HMG Procurement C EXP-AF1399159299 37.4 LRL Dept Mgmt Bardays HMG Procurement C EXP-AF1399159299 167.9 LRL Dept Mgmt Bardays HMG Procurement C EXP-AF1399159299 185.3 <img>A table showing various expenses for Natural History Museum.</img> <table style="width: 1%; border-collapse: collapse;"> <thead style="border-bottom: 1px solid black;"> <tr style="background-color: #f2f2f2;"> <th style="text-align: center;">DCMS Natural History Museum 4/III/2016 Collections purch. (Non-Capos) LBA Collections & Services Team Bardays HMG Procurement C EXP-JRQI8I586B8 8.9 LBA Collections & Services Team Bardays HMG Procurement C EXP-JRQI8I586B8 304.6 LBA Collections & Services Team Bardays HMG Procurement C EXP-JRQI8I586B8 27.5 LBA Collections & Services Team Bardays HMG Procurement C EXP-JRQI8I586B8 141.77 LBA Collections & Services Team Bardays HMG Procurement C EXP-JRQI8I586B8 84.4 <img>A table showing various expenses for Natural History Museum.</img> \<page_number>21/4/2016 31 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Collections purch. (Non-Capex)</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C EXP-3810158868</td> <td></td> <td>72.44</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Collections purch. (Non-Capex)</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C EXP-3810158868</td> <td></td> <td>285.90</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Collections purch. (Non-Capex)</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C EXP-3810158868</td> <td></td> <td>23.86</td> <td></td> </tr> <tr><td>DCMS</td><td>Natural History Museum</td><td>15/03/2016</td><td>Conference (Delegate) Fees</td><td>L&A Dept Management</td><td>Bardays HMG Procurement C EXP-RGQ9159373</td><td></td><td>270.00</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>15/03/2016</td><td>Conference (Delegate) Fees</td><td>L&A Dept Management</td><td>Bardays HMG Procurement C EXP-RGQ9159373</td><td></td><td>274.01</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>15/03/2016</td><td>Accommodation</td><td>L&A Collections & Services Team</td><td>Bardays HMG Procurement C EXP-RGQ9159373</td><td></td><td>119.58</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>15/03/2016</td><td>Travel Bus & Rail Transport</td><td>L&A Collections & Services Team</td><td>Bardays HMG Procurement C EXP-RGQ9159373</td><td></td><td>56.34</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>15/03/2016</td><td>Conference (Delegate) Fees</td><td>L&A Collections & Services Team</td><td>Bardays HMG Procurement C EXP-RGQ9159373</td><td></td><td>61.50</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>15/03/2016</td><td>Conference (Delegate) Fees</td><td>Hr Organisational Development</td><td>Bardays HMG Procurement C EXP-RGQ9159373</td><td></td><td>250.00</td><td></ td></tr><tr><th colspan="9">DCMS Natural History Museum 15/03/2016 Hospitality L&A Centre for Arts and Humanities Re Exp RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159373 23.40 Bardays HMG Procurement C EXP-RGQ9159 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Special Event Costs</td> <td>Visitor Events</td> <td>Bardays HMG Procurement C EXP-KR04815887</td> <td></td> <td>19.96</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Special Event Costs</td> <td>Visitor Events</td> <td>Bardays HMG Procurement C EXP-KR04815887</td> <td></td> <td>2.60</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Visitor Events</td> <td>Bardays HMG Procurement C EXP-KR04815887</td> <td></td> <td>137.94</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Membership Bardays HMG Procurement C EXP-SM009159384 2,000.00</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Membership Bardays HMG Procurement C EXP-SM009159384 1,665.67</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Membership Bardays HMG Procurement C EXP-SM009159384 99.17</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Membership Bardays HMG Procurement C EXP-SM009159384 1,546.00</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Licences (Non IT) Membership Bardays HMG Procurement C EXP-SM009159384 100.98</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Hospitality Membership Bardays HMG Procurement C EXP-SM009159384 54.08</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Accommodation Development Bardays HMG Procurement C EXP-KO109159319 99.00</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Development Bardays HMG Procurement C EXP-KO109159319 274.57</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Hospitality Development Bardays HMG Procurement C EXP-KO109159319 507.60</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Hospitality Development Bardays HMG Procurement C EXP-KO109159319 459.50</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Hospitality Media Relations Bardays HMG Procurement C EXP-KO109159319 76.00</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Travel-Bus & Rail Transport National Public Programmes Bardays HMG Procurement C EXP-AU2DQI9S3I4 236.13</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Travel-Bus & Rail Transport National Public Programmes Bardays HMG Procurement C EXP-AU2DQI9S3I4 135.15</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Travel-Bus & Rail Transport National Public Programmes Bardays HMG Procurement C EXP-AU2DQI9S3I4 80.07</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Travel-Bus & Rail Transport National Public Programmes Bardays HMG Procurement C EXP-AU2DQI9S3I4 193.88</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Consumables /undry (non stat) National Public Programmes Bardays HMG Procurement C EXP-AU2DQI9S3I4 28.03</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Travel-Bus & Rail Transport National Public Programmes Bardays HMG Procurement C EXP-AU2DQI9S3I4 309.16</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Travel-Bus & Rail Transport National Public Programmes Bardays HMG Procurement C EXP-AU2DQI9S3I4 114.24</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Travel-Bus & Rail Transport National Public Programmes Bardays HMG Procurement C EXP-AU2DQI9S3I4 321.83</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Travel-Bus & Rail Transport National Public Programmes Bardays HMG Procurement C EXP-AU2DQI9S3I4 -121.08</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Travel-Bus & Rail Transport National Public Programmes Bardays HMG Procurement C EXP-AU2DQI9S3I4 427.89</td></tr> \<page_number>21/04/2016 \<page_number>33 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Substance</td> <td>National Public Programmes</td> <td>Bardays HMG Procurement C</td> <td>EXP-AU0209159314</td> <td>33.55</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Museum Programme Group (PEG)</td> <td>Bardays HMG Procurement C</td> <td>EXP-IB1409159332</td> <td>437.80</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Exceptional Costs</td> <td>Central Project Office</td> <td>Bardays HMG Procurement C</td> <td>EXP-IB1409159332</td> <td>37.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Equip. Punch. & Hire (non IT / office)</td> <td>Programme Group (Temporary Exhibits)</td> <td>Bardays HMG Procurement C</td> <td>EXP-IB1409159332</td> <td>182.77</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Hospitality</td> <td>Programme Group (Temporary Exhibits)</td> <td>Bardays HMG Procurement C</td> <td>EXP-IB1409159332</td> <td>34.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Hospitality</td> <td>Programme Group (Temporary Exhibits)</td> <td>Bardays HMG Procurement C</td> <td>EXP-IB1409159332</td> <td>109.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>Programme Group (Temporary Exhibits)</td> <td>Bardays HMG Procurement C</td> <td>EXP-IB1409159332</td> <td>167.30</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>Programme Group (Temporary Exhibits)</td> <td>Bardays HMG Procurement C</td> <td>EXP-IB1409159332</td> <td>130.90</td> <td></td> </tr><tr><td colspan="9">DCMS Natural History Museum 04/03/2016 Hospitality Health & Safety Services Bardays HMG Procurement C EXP-ARU108158839 32.20 DCMS Natural History Museum 04/03/2016 Travel-Bus & Rail Transport Health & Safety Services Bardays HMG Procurement C EXP-ARU108158839 30.00 DCMS Natural History Museum 04/03/2016 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-ARU108158839 676.75 DCMS Natural History Museum 04/03/2016 Travel-Bus & Rail Transport Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Bardays HMG Procurement C EXP-IPD2O7I586I2 -7.68 Bardays HMG Procurement C EXP-IPD2O7I586I2 7.68 Bardays HMG Procurement C EXP-IPD2O7I586I2 2,448.93 DCMS Natural History Museum 04/03/2016 Hospitality Visitor Experience Management PEG Resources & Planning Bardays HMG Procurement C EXP-HGJ2O8I58B59 118.50 Bardays HMG Procurement C EXP-HGJ2O8I58B59 24.23 DCMS Natural History Museum 04/03/2016 Travel-Bus & Rail Transport Exceptional Costs Marketing Bardays HMG Procurement C EXP-HGJ2O8I58B59 36.98 DCMS Natural History Museum 04/03/2016 Hospitality Programme Group (Temporary Exhibits) Audience Development Management Bardays HMG Procurement C EXP-HGJ2O8I58B59 376.06 DCMS Natural History Museum 04/03/2016 Hospitality Audience Development Management Bardays HMG Procurement C EXP-HGJ2O8I58B59 22.50 DCMS Natural History Museum 04/03/2016 Subsistence Audience Development Management Bardays HMG Procurement C EXP-HGJ2O8I58B59 8.87 DCMS Natural History Museum 04/03/2016 Travel-Bus & Rail Transport Audience Development Management Bardays HMG Procurement C EXP-HGJ2O8I58B59 35.40 DCMS Natural History Museum 04/03/2016 Travel-Air Passenger Transport Audience Development Management Bardays HMG Procurement C EXP-HGJ2O8I58B59 77.02 21/04/2016 <page_number>34</page_number></tbody></table> <img>A table showing details of expenses for the Natural History Museum.</img> \| Department Family \| Entity \| Date \| Expense Type \| Area \| Supplier \| Transaction Number \| Amount \| VAT Registration Number \| \|---\|---\|---\|---\|---\|---\|---\|---\|---\| \| DCMS \| Natural History Museum \| 15/03/2016 \| Substance \| National Public Programmes \| Bardays HMG Procurement C \| EXP-AUOZQXNQYK \| 33.55 \| \| \| DCMS \| Natural History Museum \| 15/03/2016 \| Consumables / Sundry (non Stat) \| Museum Programme Group (PEG) \| Bardays HMG Procurement C \| EXP-IBVHJWZLWZ \| 437.8 \| \| \| DCMS \| Natural History Museum \| 15/03/2016 \| Exceptional Costs \| Central Project Office \| Bardays HMG Procurement C \| EXP-IBVHJWZLWZ \| 37.7 \| \| \| DCMS \| Natural History Museum \| 15/03/2016 \| Equip. Punch. & Hire (non IT / office) \| Programme Group (Temporary Exhibits) \| Bardays HMG Procurement C \| EXP-IBVHJWZLWZ \| 18.77 \| \| \| DCMS \| Natural History Museum \| 15/03/2016 \| Hospitality \| Programme Group (Temporary Exhibits) \| Bardays HMG Procurement C \| EXP-IBVHJWZLWZ \| 34.7 \| \| \| DCMS \| Natural History Museum \| 15/03/2016 \| Hospitality \| Programme Group (Temporary Exhibits) \| Bardays HMG Procurement C \| EXP-IBVHJWZLWZ \| 17.77 \| \| \| DCMS \| Natural History Museum \| 15/03/2016 \| Accommodation \| Programme Group (Temporary Exhibits) \| Bardays HMG Procurement C \| EXP-IBVHJWZLWZ \| 7.77 \| Total Amount: $<watermark>Total Amount:</watermark> Total VAT: $<watermark>Total VAT:</watermark> Total VAT Registration Number: $<watermark>Total VAT Registration Number:</watermark> Total Amount with VAT: $<watermark>Total Amount with VAT:</watermark> Total VAT with VAT: $<watermark>Total VAT with VAT:</watermark> Total VAT Registration Number with VAT: $<watermark>Total VAT Registration Number with VAT:</watermark> Total Amount without VAT: $<watermark>Total Amount without VAT:</watermark> Total VAT without VAT: $<watermark>Total VAT without VAT:</watermark> Total VAT Registration Number without VAT: $<watermark>Total VAT Registration Number without VAT:</watermark> Total Amount including VAT: $<watermark>Total Amount including VAT:</watermark> Total VAT including VAT: $<watermark>Total VAT including VAT:</watermark> Total VAT Registration Number including VAT: $<watermark>Total VAT Registration Number including VAT:</watermark> Total Amount excluding VAT: $<watermark>Total Amount excluding VAT:</watermark> Total VAT excluding VAT: $<watermark>Total VAT excluding VAT:</watermark> Total VAT Registration Number excluding VAT: $<watermark>Total VAT Registration Number excluding VAT:</watermark> Total Amount including VAT and excluding VAT: $<watermark>Total Amount including VAT and excluding VAT:</watermark> Total VAT including VAT and excluding VAT: $<watermark>Total VAT including VAT and excluding VAT:</watermark> Total VAT Registration Number including VAT and excluding VAT: $<watermark>Total VAT Registration Number including VAT and excluding VAT:</watermark> Total Amount including all taxes: $<watermark>Total Amount including all taxes:</watermark> Total VAT including all taxes: $<watermark>Total VAT including all taxes:</watermark> Total VAT Registration Number including all taxes: $<watermark>Total VAT Registration Number including all taxes:</watermark> Total Amount excluding all taxes: $<watermark>Total Amount excluding all taxes:</watermark> Total VAT excluding all taxes: $<watermark>Total VAT excluding all taxes:</watermark> Total VAT Registration Number excluding all taxes: $<watermark>Total VAT Registration Number excluding all taxes:</watermark> Total Amount including all taxes and excluding all taxes: $<watermark>Total Amount including all taxes and excluding all taxes:</watermark> Total VAT including all taxes and excluding all taxes: $<watermark>Total VAT including all taxes and excluding all taxes:</watermark> Total VAT Registration Number including all taxes and excluding all taxes: $<watermark>Total VAT Registration Number including all taxes and excluding all taxes:\</水印总金额：\</水印总金额： Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>IT Costs</td> <td>Content Development - Online</td> <td>Bardays HMG Procurement C</td> <td>EXP-HG08158859</td> <td>25.96</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>Audience Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-HG08158859</td> <td>15.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>Audience Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-HG08158859</td> <td>86.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>Audience Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-HG08158859</td> <td>53.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>Technology Solutions</td> <td>Bardays HMG Procurement C</td> <td>EXP-HG08158859</td> <td>62.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Exceptional Costs</td> <td>Audience Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-HG08158859</td> <td>16.85</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel-Bus & Rail Transport IT Costs</td> <td>Audience Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-HG08158859</td> <td>15.70</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 04/03/2016 Equip., Purch. & Hire (non IT / office)</table> <table cellspacing="1"> <thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></table> <table cellspacing="1"> <thead><tr><th></th><th></th><th></th><th></th><th></th><th></table> <table cellspacing="1"> <thead><tr><table cellspacing="1"><tbody><tr><table cellspacing="1"><tbody><tr><table cellspacing="1"><tbody><tr><table cellspacing="1"><tbody><tr><table cellspacing="1"><tbody><tr><table cellspacing="1"><tbody><tr><table cellspacing="1"><tbody><tr><table cellspacing="1"><tbody><tr><table 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.header_right_border_left_top_right_top_left_bottom_right_top_left { border-top-left-radius: 5px; border-top-right-radius: 5px; } .header_right_border_left_bottom_left_top_right_top_left_bottom_right_top_left_bottom_center { border-bottom-left-radius: 5px; border-top-right-radius: 5px; } .header_right_border_left_bottom_left_top_right_top_left_bottom_center { border-bottom-left-radius: 5px; border-top-right-radius: 5px; } .header_right_border_left_top_right_top_left_bottom_center { border-top-left-radius: 5px; border-top-right-radius: 5px; } .header_right_border_left_bottom_left_top_right_top_left_bottom_center_bottom_center { border-bottom-left-radius: 5px; border-top-right-radius: 5px; } .header_right_border_left_top_right_top_left_bottom_center_bottom_center { border-top-left-radius: 5px; border-top-right-radius: 5px; } .header_right_border_left_bottom_left_top_right_top_left_bottom_center_bottom_center_bottom_center { border-bottom-left-radius: Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-S80208158971</td> <td>375.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-S80208158971</td> <td>35.40</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-S80208158971</td> <td>499.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-S80208158971</td> <td>1,250.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-S80208158971</td> <td>168.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-S80208158971</td> <td>549.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-S80208158971</td> <td>81.29</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-S80208158971</td> <td>1,155.70</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-S80208158971</td> <td>35.40</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 4/3/2016 Training HR Organisational Development Bardays HMS Procurement C EXP-S80208158971 249.17 HR Organisational Development Bardays HMS Procurement C EXP-S80208158971 54.56 HR Organisational Development Bardays HMS Procurement C EXP-S80208158971 91.9 HR Organisational Development Bardays HMS Procurement C EXP-S80208158971 85.9 HR Organisational Development Bardays HMS Procurement C EXP-S80208158971 47.4 HR Organisational Development Bardays HMS Procurement C EXP-S80208158971 26.33 HR Organisational Development Bardays HMS Procurement C EXP-S80208158971 21.6 HR Organisational Development Bardays HMS Procurement C EXP-S80208158971 16.3 HR Organisational Development Bardays HMS Procurement C EXP-S80208158971 62.6 HR Organisational Development Bardays HMS Procurement C EXP-S80208158971 26.3 HR Organisational Development Bardays HMS Procurement C EXP-S80208158971 39.5 HR Organisational Development Bardays HMS Procurement C EXP-S80208158971 16.5 HR Organisational Development Bardays HMS Procurement C EXP-S80208158971 23.3 HR Organisational Development Bardays HMS Procurement C EXP-RDQOBBI5RQ9 3.29 HR Collections & Services Team LAA Collection & Services Team Bardays HMS Procurement C EXP-RDQOBBI5RQ9 56.6 HR Organisational Development Bardays HMS Procurement C EXP-RDQOBBI5RQ9 46.9 DCMS Natural History Museum 4/3/2016 Accommodation Sci Directorate Bardays HMS Procurement C EXP-EMOOOJN9I5333 43B.22 DCMS Natural History Museum 4/3/2016 Accommodation Sci Directorate Bardays HMS Procurement C EXP-EMOOOJN9I5333 43B.22 DCMS Natural History Museum 4/3/2016 Accommodation Sci Directorate Bardays HMS Procurement C EXP-EMOOOJN9I5333 43B.22 DCMS Natural History Museum 4/3/2016 Accommodation Sci Directorate Bardays HMS Procurement C EXP-EMOOOJN9I5333 43B.22 DCMS Natural History Museum 4/3/2016 Accommodation Sci Directorate Bardays HMS Procurement C EXP-EMOOOJN9I5333 43B.22 DCMS Natural History Museum 4/3/2016 Accommodation Sci Directorate Bardays HMS Procurement C EXP-EMOOOJN9I5333 43B.22 DCMS Natural History Museum 4/3/2016 Accommodation Sci Directorate Bardays HMS Procurement C EXP-EMOOOJN9I5333 43B.22 DCMS Natural History Museum 4/3/2016 Accommodation Sci Directorate Bardays HMS Procurement C EXP-EMOOOJN9I5333 43B.22 DCMS Natural History Museum 4/3/2016 Accommodation Sci Directorate Bardays HMS Procuration C EXP-EMOOOJN9I5333 43B.22 DCMS Natural History Museum 4/3/2016 Accommodation Sci Directorate Bardays HMG Procuration C EXP-EMOOOJN9I5333 43B.22 DCMS Natural History Museum 4/3/2016 Accommodation Sci Directorate Bardays HMG Procuration C Exp-EMOOOJN9I5 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Hospitality</td> <td>Soi Direktorate</td> <td>Bardays HMG Procurement C EXP-EM0009159333</td> <td></td> <td>444.25</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Hospitality</td> <td>Soi Direktorate</td> <td>Bardays HMG Procurement C EXP-BMD08199333</td> <td></td> <td>67.40</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel Bus & Rail Transport</td> <td>Soi Direktorate</td> <td>Bardays HMG Procurement C EXP-BMD08199333</td> <td></td> <td>191.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Hospitality</td> <td>Soi Direktorate</td> <td>Bardays HMG Procurement C EXP-BMD08199333</td> <td></td> <td>973.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Hospitality</td> <td>Soi Direktorate</td> <td>Bardays HMG Procurement C EXP-BMD08199333</td> <td></td> <td>427.75</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Collections purch. (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IRO19I9159342 -70.89 DCMS Natural History Museum 15/03/2016 Collections purch. (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IRO19I9159342 20.74 DCMS Natural History Museum 15/03/2016 Collections purch. (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IRO19I9159342 395.00 DCMS Natural History Museum 15/03/2016 Collections purch. (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IRO19I9159342 74.99 DCMS Natural History Museum 15/03/2016 Collections purch. (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IRO19I9159342 62.80 DCMS Natural History Museum 15/03/2016 Collections purch. (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IRO19I9159342 34.97 DCMS Natural History Museum 15/03/2016 Collections purch. (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IRO19I9159342 206.97 DCMS Natural History Museum 15/03/2016 Collections purch. (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IRO19I9159342 160.56 <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Equip., Purch. & Hire (non IT / office) L&A Collections & Services Team Bardays HMG Procurement C EXP-SCO3D9I95838 159.54 DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) RL Imaging & Analytical Bardays HMG Procurement C EXP-SCO3D9I95838 173.74 DCMS Natural History Museum 15/03/2016 Other Taxes / Import Duties RL Imaging & Analytical Bardays HMG Procurement C EXP-SCO3D9I95838 41.70 DCMS Natural History Museum 15/03/2016 Equip., Purch. & Hire (non IT / office) RL Imaging & Analytical Bardays HMG Procurement C EXP-SCO3D9I95838 15.21 DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) LS Collections Bardays HMG Procurement C EXP-SCO3D9I95838 44.08 DCMS Natural History Museum 15/03/2016 Equip., Purch. & Hire (non IT / office) LS Collections Bardays HMG Procurement C EXP-SCO3D9I95838 213.70 DCMS Natural History Museum 15/03/2016 Recruitment Costs LS Partners & Vectors Division Bardays HMG Procurement C EXP-SCO3D9I95838 131.74 DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) Museum Programme Group (PEG) Bardays HMG Procurement C EXP-SCO3D9I95838 565.00 DCMS Natural History Museum 15/03/2016 Equip., Purch. & Hire (non IT / office) Museum Programme Group (PEG) Bardays HMG Procurement C EXP-SCO3D9I95838 428.00 DCMS Natural History Museum 15/03/2016 Conference (Delegate) Fees LS Partners & Vectors Division Bardays HMG Procurement C EXP-SCO3D9I95838 264.05 DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) LS Partners & Vectors Division Bardays HMG Procurement C EXP-SCO3D9I95838 91.50 DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) Museum Programme Group (PEG) Bardays HMG Procurement C EXP-SCO3D9I95838 63.00 DCMS Natural History Museum 15/03/2016 Other Staff Welfare costs LS Department Mgmt Team Bardays HMG Procurement C EXP-SCO3D9I958B 59.50 <tr><td colspan="7">DCMS Natural History Museum 27 Mar 2024 Other Staff Welfare costs LS Department Mgmt Team Bardays HMG Procurement C EXP-SCO4CJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJI <tr><td colspan="7">DCMS Natural History Museum 27 Mar 2024 Other Staff Welfare costs LS Department Mgmt Team Bardays HMG Procurement C Exp-SCO4CJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJI <tr><td colspan="7">DCMS Natural History Museum 27 Mar 2024 Other Staff Welfare costs LS Department Mgmt Team Bardays HMG Procurement C Exp-SCO4CJIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIHIJI <tr><td colspan="7">DCMS Natural History Museum 27 Mar 2024 Other Staff Welfare costs LS Department Mgmt Team Bardays HMG Procurement C Exp-SCO4CJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJE <tr><td colspan="7">DCMS Natural History Museum 27 Mar 2024 Other Staff Welfare costs LS Department Mgmt Team Bardays HMG Procurement C Exp-SCO4CIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII <tr><td colspan="7">DCMS Natural History Museum 27 Mar 2024 Other Staff Welfare costs LS Department Mgmt Team Bardays HMG Procuration C Exp-SCO4CIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIE <tr><td colspan="7">DCMS Natural History Museum 27 Mar 2024 Other Staff Welfare costs LS Department Mgmt Team Bardays HMG Procuratoin C Exp-SCO4CIIIIIIEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEEEIEE <tr><td colspan="7">DCMS Natural History Museum 27 Mar 2 <tr><tbody><tr><th colspan="7">DCMS Natural History Museum 27 Mar 2 <tr><tbody><tr><th colspan="7">DCMS Natural History Museum Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Subsistence</td> <td>Sci Resources - Research Coordination</td> <td>Bardays HMG Procurement C</td> <td>EXP-KG0007159396</td> <td>4.01</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Subsistence</td> <td>Sci Resources - Research Coordination</td> <td>Bardays HMG Procurement C</td> <td>EXP-KG0007159396</td> <td>3.78</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>Sci Resources - Research Coordination</td> <td>Bardays HMG Procurement C</td> <td>EXP-KG0007159396</td> <td>1,266.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-KJ0091939385</td> <td>475.35</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Consumables / Sundry (non Stat.)</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-KJ0091939385</td> <td>87.22</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-KJ0091939385</td> <td>8.17</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-KJ0091939385</td> <td>50.87</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Subsistence</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-KJ0091939385</td> <td>113.35</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Subsistence</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-KJ0091939385</td> <td>93.65</td><table></table></tr><tr><td rowspan="2">DCMS" rowspan="2">DCMS"</table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table></table></tr><tr><table height="auto"></thead> <table cellspacing="none"> <tr style="height: auto;"> <th colspan="8" style="text-align: center;">21/04/2016<br/><page_number>38<br/></page_number>                                                  </th> <table cellspacing="none"> <tr style="height: auto;"> <th colspan="8" style="text-align: center;">Natural History Museum - Freedom of Information Report<br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/></th> <table cellspacing="none"> <tr style="height: auto;"> <th colspan="8" style="text-align: center;">Department Family<br/>Entity<br/>Date<br/>Expense Type<br/>Area<br/>Supplier<br/>Transaction Number<br/>Amount<br/>VAT Registration Number<br/></th> <table cellspacing="none"> <tr style="height: auto;"> <th colspan="8" style="text-align: center;">DCMS Natural History Museum 04/03/2016 Subsistence Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0007159396 4.01 DCMS Natural History Museum 04/03/2016 Subsistence Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0007159396 3.78 DCMS Natural History Museum 04/03/2016 Accommodation Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0007159396 1,266.00 DCMS Natural History Museum 15/03/2016 Equip. Purch. & Hire (non IT / office) Touring Robotics Bardays HMG Procurement C EXP-KJ0091939385 475.35 DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat.) Touring Robotics Bardays HMG Procurement C EXP-KJ0091939385 87.22 DCMS Natural History Museum 15/03/2016 Equip. Purch. & Hire (non IT / office) Touring Robotics Bardays HMG Procurement C EXP-KJ0091939385 8.17 DCMS Natural History Museum 15/03/2016 Equip. Purch. & Hire (non IT / office) Touring Robotics Bardays HMG Procurement C EXP-KJ0091939385 50.87 DCMS Natural History Museum 15/03/2016 Subsistence Touring Robotics Bardays HMG Procurement C EXP-KJ0091939385 113.35 DCMS Natural History Museum 15/03/2016 Subsistence Touring Robotics Bardays HMG Procurement C EXP-KJ0091939385 93.65 DCMS Natural History Museum 15/03/2016 Subsistence Touring Robotics Bardays HMG Procurement C EXP-KJ0091939385 18.50 DCMS Natural History Museum 15/03/2016 Subsistence Touring Robotics Bardays HMG Procurement C EXP-KJ0091939385 13.50 DCMS Natural History Museum 15/03/2016 Subsistence Touring Robotics Bardays HMG Procurement C EXP-KJ0091939385 52.25 DCMS Natural History Museum 15/03/2016 Subsistence Touring Robotics Bardays HMG Procurement C EXP-KJ0091939385 19.5O DCMS Natural History Museum 15/03/2OYI Subsistence Touring Robotics Bardays HMG Procurement C EXP-KJQOQIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYI Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I Y I y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i y i <img>A table showing Department Family, Entity, Date, Expense Type, Area, Supplier, Transaction Number, Amount, and VAT Registration Number.</img> <table cellspacing="none"> <tr style="height: auto;"> <th colspan="8" style="text-align: center;">DCMS Natural History Museum 15/ITT 2OYY Subsistence Touring Robotics Bardays HMG Procurement C EXP-KJQOQIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYIIYYII YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II YY II yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy ii yy iiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiyyiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiy yiiyi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi yi <img>A table showing Department Family, Entity, Date, Expense Type, Area, Supplier, Transaction Number, Amount, and VAT Registration Number.</img> <table cellspacing="none"> <tr style="height: auto;"> <th colspan="8" style="text-align: center;">DCMS Natural History Museum 444444444444444444444444444444444444444444444444444444444444444 <img>A table showing Department Family, Entity, Date, Expense Type, Area, Supplier, Transaction Number, Amount, and VAT Registration Number.</img> <table cellspacing="none"> <tr style="height: auto;"> <th colspan="8" style="text-align: center;">DCMS Natural History Museum 77777777777777777777777777777777777777777777777 <img>A table showing Department Family, Entity, Date, Expense Type, Area, Supplier, Transaction Number, Amount, and VAT Registration Number.</img> <table cellspacing="none"> <tr style="height: auto;"> <th colspan="8" style="text-align: center;">DCMS Natural History Museum 8888888888888888888888888888888 <img>A table showing Department Family, Entity, Date, Expense Type, Area, Supplier, Transaction Number, Amount, and VAT Registration Number.</img> <table cellspacing="none"> <tr style="height: auto;"> <th colspan="8" style="text-align: center;">DCMS Natural History Museum 999999999999 <img>A table showing Department Family, Entity, Date, Expense Type, Area, Supplier, Transaction Number, Amount, and VAT Registration Number.</img> <table cellspacing="none"> <tr style="height: auto;"> <th colspan="8" style="text-align: center;">DCMS Natural History Museum <img>A table showing Department Family, Entity, Date, Expense Type, Area, Supplier, Transaction Number, Amount, and VAT Registration Number.</img> <table cellspacing="none"> <tr style="height: auto;"> <th colspan="8" style="text-align: center;">DCMS Natural History Museum <img>A table showing Department Family, Entity, Date, Expense Type, Area, Supplier, Transaction Number, Amount, and VAT Registration Number.</img> <table cellspacing="none"> <tr style="height: auto;"> <th colspan="8" style="text-align: center;">DCMS Natural History Museum <img>A table showing Department Family, Entity, Date, Expense Type, Area, Supplier, Transaction Number, Amount, and VAT Registration Number.</img> <table cellspacing="none"> <tr style="height: auto;"> <th colspan="8" style="text-align: center;">DCMS Natural History Museum <img>A table showing Department Family, Entity, Date, Expense Type, Area, Supplier, Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-3K009159385</td> <td></td> <td>13.03</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-3K009159385</td> <td></td> <td>31.99</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-3K009159385</td> <td></td> <td>56.02</td> <td></td> </tr> <tr><td colspan="9" style="text-align:center">DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2S1019159392 86.30 DCMS Natural History Museum 15/03/2016 Accommodation ES Department Mgmt Team Bardays HMS Procurement C EXP-2S1019159392 133.00 DCMS Natural History Museum 15/03/2016 Accommodation ES Department Mgmt Team Bardays HMS Procurement C EXP-2S1019159392 134.40 DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2S1019159392 14.16 DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2S1019159392 44.42 DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2S1019159392 14.16 DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2S1019159392 53.19 DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2S1019159392 21.19 DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2S1019159392 77.73 DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2S1019159392 22.29 DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2S1019159392 27.21 DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2S1019159392 23.48 DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2S1019159392 25.90 DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2S1019159392 9.41 DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2S1019159382 24.05 DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2S1019159382 8.87 DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2S1019159382 48.87 DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2S1019159382 7.47 DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2S1019159382 7.47 DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2S1019I5VXVZT 8.47 DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2SIOIISIVXVZT 8.47 DCMS Natural History Museum 15/03/20 I Collection Bardays HMS Procurement C EXP-SDOIISSIVXVZT 8.47 DCMS Natural History Museum 7T Costs SCI Resources - Research Coordination Bardays HMS Procurement C EXP-SDOIISSIVXVZT 59.33 </table> \<page_number>2I/O4/2I6I\</page_number> \<page_number>3I\</page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel Other</td> <td>Svi Resources - Research Coordination</td> <td>Bardays HMG Procurement C</td> <td>EXP-Z51019159392</td> <td>11.81</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel Air Passenger Transport</td> <td>Svi Resources - Research Coordination</td> <td>Bardays HMG Procurement C</td> <td>EXP-Z51019159392</td> <td>175.34</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Postage & Couriers</td> <td>OBI, Imaging & Analytical Services</td> <td>Bardays HMG Procurement C</td> <td>EXP-Z51019159392</td> <td>155.80</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Postage & Couriers</td> <td>LS Inventorates Division</td> <td>Bardays HMG Procurement C</td> <td>EXP-Z51019159392</td> <td>34.82</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>ES Inventorates & Plants Division</td> <td>Bardays HMG Procurement C</td> <td>EXP-Z51019159392</td> <td>164.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>ES Inventorates & Plants Division</td> <td>Bardays HMG Procurement C</td> <td>EXP-Z51019159392</td> <td>666.44</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel Bus & Rail Transport</td> <td>LS Vertebrates Division</td> <td>Bardays HMG Procurement C</td> <td>EXP-Z51019159392</td> <td>68.30</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Conference (Delegate) Fees</td> <td>ES Consultancy.</td> <td>Bardays HMG Procurement C</td> <td>EXP-Z51019159392</td> <td>65.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation<br/>Consumables / Sundry (non Stat)</td> <td>ES Inventorates & Plants Division<br/>ES Mineral & Plantary Sources Division<br/>ES Economic & Environmental Earth Sc<br/>ES Economic & Environmental Earth Sc<br/>ES Economic & Environmental Earth Sc<br/>Core Research Labs Consultancy<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vectors Division<br/>LS Parasites & Vector Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Sci Direcorate</td> <td>Bardays HMG Procurement C EXP-494709159307</td> <td></td> <td>56.46</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Sit Post-Graduate Training</td> <td>Bardays HMG Procurement C EXP-494709159307</td> <td></td> <td>58.65</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Hospitality</td> <td>LS Instructors Division</td> <td>Bardays HMG Procurement C EXP-494709159307</td> <td></td> <td>78.30</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>CRL Dept Mgmt</td> <td>Bardays HMG Procurement C EXP-494709159307</td> <td></td> <td>118.80</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>LS Genomics & Microbial Biodiversity D</td> <td>Bardays HMG Procurement C EXP-494709159307</td> <td></td> <td>31.87</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Hospitality Bardays HMG Procurement C EXP-501109159323 970.00 DCMS Natural History Museum 15/03/2016 Grounds Maintenance Production Services Exhibition & Conse Bardays HMG Procurement C EXP-50319159323 14.13 DCMS Natural History Museum 15/03/2016 Grounds Maintenance Production Services Exhibition & Conse Bardays HMG Procurement C EXP-50319159323 22.45 DCMS Natural History Museum 15/03/2016 Grounds Maintenance Production Services Exhibition & Conse Bardays HMG Procurement C EXP-50319159323 12.26 DCMS Natural History Museum 15/03/2016 Grounds Maintenance Production Services Exhibition & Conse Bardays HMG Procurement C EXP-50319159323 42.31 DCMS Natural History Museum 15/03/2016 Hospitality HR Organisational Development Bardays HMG Procurement C EXP-502209159341 78.00 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-502209159341 38.70 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-502209159341 40.70 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-502209159341 34.62 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-502209159341 42.46 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-502209159341 19.14 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-502209159341 27.22 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-502209159341 23.52 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-502209159341 38.86 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-502209159341 36.63 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-502209159341 38.85 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-502209159341 46.78 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-502209159341 34.44 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-502209159341 35.06 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-502209159341 34.62 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-50220915934i Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Licences (Non IT)</td> <td>Tring Caffé</td> <td>Bardays HMS Procurement C</td> <td>EXP-06209159341</td> <td>21.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Caffé</td> <td>Bardays HMS Procurement C</td> <td>EXP-06209159341</td> <td>8.04</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Caffé</td> <td>Bardays HMS Procurement C</td> <td>EXP-06209159341</td> <td>6.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Caffé</td> <td>Bardays HMS Procurement C</td> <td>EXP-06209159341</td> <td>11.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Caffé</td> <td>Bardays HMS Procurement C</td> <td>EXP-06209159341</td> <td>7.95</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Caffé</td> <td>Bardays HMS Procurement C</td> <td>EXP-06209159341</td> <td>12.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Caffé</td> <td>Bardays HMS Procurement C</td> <td>EXP-06209159341</td> <td>42.46</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Caffé</td> <td>Bardays HMS Procurement C</td> <td>EXP-06209159341</td> <td>35.05</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Caffé</td> <td>Bardays HMS Procurement C</td> <td>EXP-06209159341</td> <td>30.71</td> <td></td> </tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr> <table style='width: 88%; border-collapse: collapse;'> <thead style='border-bottom: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tfoot style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> <tbody style='border-top: 2px solid black;'> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Conference (Delegate) Fees</td> <td>LS Angels Marmont Centre</td> <td>Bardays HMG Procurement C</td> <td>EXP-JT0609159326</td> <td>608.90</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Publish/Book (non-stat) purch.</td> <td>LS Angels Marmont Centre</td> <td>Bardays HMG Procurement C</td> <td>EXP-JT0609159326</td> <td>71.95</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel/Bus & Rail Transport</td> <td>LS Angels Marmont Centre</td> <td>Bardays HMG Procurement C</td> <td>EXP-JT0609159326</td> <td>74.56</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Conference (Delegate) Fees</td> <td>LS Angels Marmont Centre</td> <td>Bardays HMG Procurement C</td> <td>EXP-JT0609159326</td> <td>-146.80</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel/Bus & Rail Transport</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-MK03J9I59305</td> <td>60.71</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel/Bus & Rail Transport</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-MK03J9I59305</td> <td>18.07</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel/Bus & Rail Transport</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-MK03J9I59305</td> <td>7.96</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-MK03J9I59305</td> <td>12.73</td> <td></td> </tr><tr><td rowspan="4">DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS <tr><td rowspan="4">DCM Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OCR Imaging & Analytical</td> <td>Bardays HMG Procurement C EXP-JM010159732</td> <td></td> <td>536.27</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OCR Imaging & Analytical</td> <td>Bardays HMG Procurement C EXP-JM010159732</td> <td></td> <td>378.64</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OCR Imaging & Analytical</td> <td>Bardays HMG Procurement C EXP-JM010159732</td> <td></td> <td>924.18</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OCR Imaging & Analytical</td> <td>Bardays HMG Procurement C EXP-JM010159732</td> <td></td> <td>447.47</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OCR Imaging & Analytical</td> <td>Bardays HMG Procurement C EXP-JM010159732</td> <td></td> <td>23.16</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OCR Imaging & Analytical</td> <td>Bardays HMG Procurement C EXP-JM010159732</td> <td></td> <td>23.16</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OCR Imaging & Analytical</td> <td>Bardays HMG Procurement C EXP-JM010159732</td> <td></td> <td>111.94</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OCR Imaging & Analytical</td> <td>Bardays HMG Procurement C EXP-JM010159732</td> <td></td> <td>-7.72</td> <td></td> </tr><tr><td rowspan="2">DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr><tr><td colspan="8"></tr></tbody></table> <table style='width: 100%; border-collapse: collapse;'> <thead style='font-size: 9pt;'> <th style='text-align: left;'>Department Family:</th> <!-- Column header for Department Family --> <th style='text-align: left;'>Entity:</th> <!-- Column header for Entity --> <th style='text-align: left;'>Date:</th> <!-- Column header for Date --> <th style='text-align: left;'>Expense Type:</th> <!-- Column header for Expense Type --> <th style='text-align: left;'>Expense Area:</th> <!-- Column header for Expense Area --> <th style='text-align: left;'>Supplier:</th> <!-- Column header for Supplier --> <th style='text-align: left;'>Transaction Number:</th> <!-- Column header for Transaction Number --> <th style='text-align: right;'>Amount:</th> <!-- Column header for Amount --> <th style='text-align: left;'>VAT Registration Number:</th> <!-- Column header for VAT Registration Number --> </thead> <tbody style='font-size: 9pt;'> <row style='border-bottom: 1px solid black; padding-top: 5px; padding-bottom: 5px;'> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> DCMS </cell> ``` <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> Natural History Museum </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> 16/03/2016 </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> Consumables / Sundry (non Stat) </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> OCR Imaging & Analytical </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> Bardays HMG Procurement C </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> EXP-JM010159732 </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt; text-align:right;'> 536.27 </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> - </cell> </row> <row style='border-bottom: 1px solid black; padding-top: 5px; padding-bottom: 5px;'> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> DCMS </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> Natural History Museum </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> 16/03/2016 </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> Consumables / Sundry (non Stat) </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> OCR Imaging & Analytical </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> Bardays HMG Procurement C </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> EXP-JM010159732 </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt; text-align:right;'> 378.64 </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> - </cell> </row> <row style='border-bottom: 1px solid black; padding-top: 5px; padding-bottom: 5px;'> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> DCMS </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> Natural History Museum </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> 16/03/2016 </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> Consumables / Sundry (non Stat) </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> OCR Imaging & Analytical </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> Bardays HMG Procurement C </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt;'> EXP-JM010159732 </cell> <cell style='padding-left: 5px; padding-right: 5px; font-size: 9pt; text-align:right;'> Total EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010159732 Amount EXP-JM010 ``` Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>LS Vertebrates Division</td> <td>Bardays HMG Procurement C</td> <td>EXP-3M10159738</td> <td>94.25</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>LAA Collections & Services Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-3M10159738</td> <td>39.86</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Prof. Printing & Proms. Mail.</td> <td>LS Department Mgmt Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-3M10159738</td> <td>113.34</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel Other</td> <td>LS Insects Division</td> <td>Bardays HMG Procurement C</td> <td>EXP-3M10159738</td> <td>11.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Conference (Delegate) Fees</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-3M10159738</td> <td>210.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Conference (Delegate) Fees</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-3M10159738</td> <td>210.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip, Purch., & Hire (non IT / office)</td> <td>Estate Buildings Projects</td> <td>Bardays HMG Procurement C</td> <td>EXP-3M10159738</td> <td>17.40</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip, Purch., & Hire (non IT / office)</td> <td>Estate Buildings Projects</td> <td>Bardays HMG Procurement C</td> <td>EXP-3M10159738</td> <td>64.69</td> <td></td> </tr><tr style="border-top: 1px solid black;"> <td colspan="9">DCMS Natural History Museum 16/03/2016 Equip, Purch., & Hire (non IT / office) Estate Buildings Projects EXP-3M10159738 90.57 Bardays HMG Procurement C EXP-3M10159738 10.61 LS Parasites & Vectors Division Bardays HMG Procurement C EXP-3M10159746 20.40 Cultural Consultancy Bardays HMG Procurement C EXP-3M10159746 40.70 Cultural Consultancy Bardays HMG Procurement C EXP-3M10159746 233.93 Core Research Labs Consultancy Bardays HMG Procurement C EXP-3M10159746 90.62 ES Consultancy Bardays HMG Procurement C EXP-3M10159746 61.63 ES Consultancy Bardays HMG Procurement C EXP-ABJ10159769 27.79 LS Vertebrates Division Bardays HMG Procurement C EXP-ABJ10159769 77.01 LS Invertebrates Division Bardays HMG Procurement C EXP-ABJ10159769 183.48 Sci Resources - Research Coordination Bardays HMG Procurement C EXP-ABJ10159769 254.00 ORL Dept Mgmt Bardays HMG Procurement C EXP-ABJ10159769 59.49 ORL Imaging & Analytical Bardays HMG Procurement C EXP-ABJ10159769 31.02 LS Department Mgmt Team Bardays HMG Procurement C EXP-ABJ10159769 20.65 LS Genetics & Microbial Biodiversity D Bardays HMG Procurement C EXP-ABJ10159769 89.25 LS Genetics & Microbial Biodiversity D Bardays HMG Procurement C EXP-ABJ10159769 68.69 LS Genetics & Microbial Biodiversity D Bardays HMG Procurement C EXP-ABJ10159769 173.50 LS Genetics & Microbial Biodiversity D Bardays HMG Procurement C EXP-ABJ10159769 84.15 </table> 21/04/2016 \<page_number>45\</page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>LS Angela Marmont Centre</td> <td>Bardays HMG Procurement C EXP-AB1810159679</td> <td></td> <td>22.19</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsidence</td> <td>ES Vertebrates & Anthropology Palaeo</td> <td>Bardays HMG Procurement C EXP-AB1810159679</td> <td></td> <td>29.97</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Accommodation</td> <td>ES Vertebrates & Anthropology Palaeo</td> <td>Bardays HMG Procurement C EXP-AB1810159679</td> <td></td> <td>191.70</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMG Procurement C EXP-JM2009159355 22.50</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Hospitality LS Genomics & Microbial Biodiversity D Bardays HMG Procurement C EXP-JM2009159355 55.50</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) LS Collections Bardays HMG Procurement C EXP-JM2009159353 123.36</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMG Procurement C EXP-JM2009159353 210.28</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Travel-Bus & Rail Transport LS Collections Bardays HMG Procurement C EXP-JM2009159353 204.00</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Travel-Bus & Rail Transport LS Angela Marmont Centre Bardays HMG Procurement C EXP-JM2009159353 192.84</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Travel Other LS Genomics & Microbial Biodiversity D Bardays HMG Procurement C EXP-JM2009159353 11.27</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMG Procurement C EXP-JM2009159353 104.86</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Hospitality LS Genomics & Microbial Biodiversity D Bardays HMG Procurement C EXP-JM2009159353 15.00</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Hospitality ES Vertebrates & Anthropology Palaeo Bardays HMG Procurement C EXP-JM2009159353 61.30</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMG Procurement C EXP-JM2009159353 44.16</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Advertising LS Collections Bardays HMG Procurement C EXP-JM2009159353 46.36</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Accommodation LS Genomics & Microbial Biodiversity D Bardays HMG Procurement C EXP-JM2009159353 75.00</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMG Procurement C EXP-JM2009159353 18.07</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) LS Collections Bardays HMG Procurement C EXP-JM2009159353 54.75</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Equip, Purch., & Hire (non IT / office) LS Collections Bardays HMG Procurement C EXP-JM2009159353 38.14</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Postage & Couriers LS Collections Bardays HMG Procurement C EXP-JM2009159353 23.18</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Conference (Delegates) Fees LS Angela Marmont Centre Bardays HMG Procurement C EXP-JM2009159353 165.00</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Accommodation LS Angela Marmont Centre Bardays HMG Procurement C EXP-JM2OJNlSfS8T 44.78</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2OYI Postage & Couriers RL Imaging & Analytical Bardays HMG Procurement C EXP-JM2OJNlSfS8T 44.78</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2OYI Travel-Bus & Rail Transport LS Vertebrates Division Bardays HMG Procurement C EXP-JM2OJNlSfS8T 44.78</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2OYI Accommodation LS Vertebrates Division Bardays HMG Procurement C EXP-JM2OJNlSfS8T 44.78</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2OYI Travel-Bus & Rail Transport LS Vertebrates Division Bardays HMG Procurement C EXP-JM2OJNlSfS8T 44.78</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2OYI Accommodation Sci Directorate Bardays HMG Procurement C EXP-JM2OJNlSfS8T 44.78</td></tr><tr><td colspan="9">DCMS Natural History Museum 15/03/2OYI Travel-Bus & Rail Transport Human Resources - Ops Bardays HMG Procurement C EXP-JM2OJNlSfS8T 72.66</td></tr> \<page_number>2I/O4/2OI6 \</page_number> \<page_number>46 \</page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Other Taxes / Import Duties</td> <td>Museum Programme Group (PEG)</td> <td>Bardays HMS Procurement C</td> <td>EXP-JM009159355</td> <td>992.33</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Hospitality</td> <td>Sri Distributee</td> <td>Bardays HMS Procurement C</td> <td>EXP-JM009159383</td> <td>881.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>LS Parasites & Vectors Division</td> <td>Bardays HMS Procurement C</td> <td>EXP-JM009159383</td> <td>30.17</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Conference (Delegate) Fees</td> <td>LS Department Mgmt Team</td> <td>Bardays HMS Procurement C</td> <td>EXP-JM009159355</td> <td>478.58</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Department Mgmt Team</td> <td>Bardays HMS Procurement C</td> <td>EXP-JM009159355</td> <td>20.69</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Hospitality</td> <td>LS Department Mgmt Team</td> <td>Bardays HMS Procurement C</td> <td>EXP-JM009159355</td> <td>71.07</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>LS Department Mgmt Team</td> <td>Bardays HMS Procurement C</td> <td>EXP-JM009159355</td> <td>98.10</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>LS Department Mgmt Team</td> <td>Bardays HMS Procurement C</td> <td>EXP-JM009159355</td> <td>68.20</td> <td></td> </tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr> <table> <tr> <th rowspan='2'>DCMS<br>Natural History Museum<br>15/03/2016<br>Accommodation<br>(ES Mineral & Plantary Sciences Divsio)</table> <tr> <th rowspan='2'>Accommodation<br>(ES Mineral & Plantary Sciences Divsio)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB000159368)</table> <tr> <th rowspan='2'>Berdays HMS Procurement C<br>(EXP-OB Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Bardays HMG Procurement C EXP-080009159369</td> <td></td> <td>182.70</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Hospitality</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Bardays HMG Procurement C EXP-080009159369</td> <td></td> <td>4,539.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Bardays HMG Procurement C EXP-080009159369</td> <td></td> <td>111.60</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Substance</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Bardays HMG Procurement C EXP-080009159369</td> <td></td> <td>9.40</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Substance</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Bardays HMG Procurement C EXP-080009159369</td> <td></td> <td>65.05</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Substance</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Bardays HMG Procurement C EXP-080009159369</td> <td></td> <td>-4.42</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Bardays HMG Procurement C EXP-080009159369</td> <td></td> <td>1,265.61</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Prof. Printing & Promo. Mat.</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Bardays HMG Procurement C EXP-080009159369</td> <td></td> <td>119.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Conference (Delegate) Fees</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Bardays HMG Procurement C EXP-080009159369</td><td></td><td>2,387.83<br/></td><br/><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Licences (Non IT)</td> <td>Tring Management & Admin.</td> <td>Bardays HMG Procurement C</td> <td>EXP-AC901015982</td> <td>145.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>IT Codes</td> <td>Tring Management & Admin.</td> <td>Bardays HMG Procurement C</td> <td>EXP-AD91015982</td> <td>22.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Tring Management & Admin.</td> <td>Bardays HMG Procurement C</td> <td>EXP-AD91015982</td> <td>66.95</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Hospitality</td> <td>Tring Management & Admin.</td> <td>Bardays HMG Procurement C</td> <td>EXP-AC901015982</td> <td>39.40</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Hospitality</td> <td>Tring Management & Admin.</td> <td>Bardays HMG Procurement C</td> <td>EXP-AD91015982</td> <td>14.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Hospitality</td> <td>Tring Management & Admin.</td> <td>Bardays HMG Procurement C</td> <td>EXP-AD91015982</td> <td>9.16</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Consumables / Sundry (non Stat) Production Services Painting & Joinery Bardays HMG Procurement C EXP-PH01015973 710.00 Bardays HMG Procurement C EXP-PH01015973 78.34 Bardays HMG Procurement C EXP-PH01015973 60.77 Bardays HMG Procurement C EXP-PH01015973 80.00 Bardays HMG Procurement C EXP-PH01015973 35.00 DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) Production Services Special Effects Bardays HMG Procurement C EXP-CRQD0815849 50.40 DCMS Natural History Museum 04/03/2016 IT Codes Production Services Special Effects Bardays HMG Procurement C EXP-CRQD0815849 9.35 DCMS Natural History Museum 04/03/2016 Equip. Purch. & Hire (non IT / office) Production Services Special Effects Bardays HMG Procurement C EXP-CRQD0815849 59.31 DCMS Natural History Museum 04/03/2016 Equip. Purch. & Hire (non IT / office) Production Services Special Effects Bardays HMG Procurement C EXP-CRQD0815849 48.00 DCMS Natural History Museum 04/03/2016 Equip. Purch. & Hire (non IT / office) Production Services Special Effects Bardays HMG Procurement C EXP-CRQD0815849 144.50 DCMS Natural History Museum 04/03/2016 Equip. Purch. & Hire (non IT / office) Production Services Special Effects Bardays HMG Procurement C EXP-CRQD0815849 43.31 DCMS Natural History Museum 04/03/2016 Consumables / Sundry (non Stat) Production Services Special Effects Bardays HMG Procurement C EXP-CRQD0815849 2.99 DCMS Natural History Museum 04/03/2016 Equip. Purch. & Hire (non IT / office) Production Services Special Effects Bardays HMG Procurement C EXP-CRQD0815849 127.34 DCMS Natural History Museum 04/03/2016 Equip. Purch. & Hire (non IT / office) Production Services Media Technicians Bardays HMG Procurement C EXP-CRQD0815849 988.66 DCMS Natural History Museum 04/03/2016 Travel-Bus & Rail Transport LS Vertebrates Division Bardays HMG Procurement C EXP-EJXO8I5B85 27.30 DCMS Natural History Museum 04/03/2016 Travel-Bus & Rail Transport LS Vertebrates Division Bardays HMG Procurement C EXP-EJXO8I5B85 56.00 DCMS Natural History Museum 04/03/2016 Travel-Bus & Rail Transport LS Vertebrates Division Bardays HMG Procurement C EXP-EJXO8I5B85 36.3o DCMS Natural History Museum 04/03/2016 Conference (Delegated) Fees Sci Resources - Research Coordination Bardays HMG Procurement C EXP-EJDlO8I5B85 9i.oo 21/04/2oI \<page_number>49\</page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Angels Marmont Centre</td> <td>Bardays HMG Procurement C EXP-KR049159358</td> <td></td> <td>86.30</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel/Bus / Rail Transport</td> <td>LS Genetics & Microbial Biodiversity D</td> <td>Bardays HMG Procurement C EXP-KR049159358</td> <td></td> <td>92.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Insects Division</td> <td>Bardays HMG Procurement C EXP-KR049159358</td> <td></td> <td>797.45</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Insects Division</td> <td>Bardays HMG Procurement C EXP-KR049159358</td> <td></td> <td>25.94</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Travel Other</td> <td>ES Economic & Environmental Earth Sc</td> <td>Bardays HMG Procurement C EXP-KR049159358</td> <td></td> <td>20.00</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 152.40 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 335.10 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 7.99 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 5.99 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 2,888.00 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 425.42 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 75.20 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 29.26 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 29.26 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 29.26 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 29.26 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 29.26 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 29.26 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 333.35 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 2,774 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 8.74 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 2,774 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 2,774 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 7,774 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 7,774 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 7,774 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 7,774 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 7,774 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR049159358 7,774 DCMS Natural History Museum 15/03/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-KR Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Special Event Costs</td> <td>Visitor Events</td> <td>Bardays HMG Procurement C EXP-08049159358</td> <td></td> <td>6.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Special Event Costs</td> <td>Visitor Events</td> <td>Bardays HMG Procurement C EXP-08049159358</td> <td></td> <td>-69.46</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Special Event Costs</td> <td>Visitor Events</td> <td>Bardays HMG Procurement C EXP-08049159358</td> <td></td> <td>8.49</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Special Event Costs</td> <td>Visitor Events</td> <td>Bardays HMG Procurement C EXP-08049159358</td> <td></td> <td>34.60</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Special Event Costs</td> <td>Visitor Events</td> <td>Bardays HMG Procurement C EXP-08049159358</td> <td></td> <td>30.48</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Special Event Costs</td> <td>Visitor Events</td> <td>Bardays HMG Procurement C EXP-08049159358</td> <td></td> <td>12.47</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Special Event Costs</td> <td>Visitor Events</td> <td>Bardays HMG Procurement C EXP-08049159358</td> <td></td> <td>7.99</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 04/03/2016 Hospitality Bardays HMG Procurement C EXP-EPD2OJ158B5 64.68 Learning Strategy & Research Bardays HMG Procurement C EXP-EPD2OJ158B5 98.03 Learning Strategy & Research Bardays HMG Procurement C EXP-EPD2OJ158B5 348.00 Hospitality Bardays HMG Procurement C EXP-0B0D915936 10.00 Learning Strategy & Research Bardays HMG Procurement C EXP-0B0D915936 500.00 Learning Strategy & Research Bardays HMG Procurement C EXP-0B0D915936 26.00 Advertising Retail (South Ken) Bardays HMG Procurement C EXP-0B0D915936 5.08 Advertising Retail (South Ken) Bardays HMG Procurement C EXP-0B0D915936 27.79 Travel-Bus & Rail Transport Retail (South Ken) Bardays HMG Procurement C EXP-0B0D915936 16.07 Advertising Retail (South Ken) Bardays HMG Procurement C EXP-0B0D915936 35.00 Advertising Retail (South Ken) Bardays HMG Procurement C EXP-0B0D915936 50.0]</table> <tr><table><tbody><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Advertising Bardays HMG Procurement C EXP-EPD2OJ158B5 124.79 Advertising Retail (South Ken) Bardays HMG Procurement C EXP-EPD2OJ158B5 28.62 Advertising Retail (South Ken) Bardays HMG Procurement C EXP-EPD2OJ158B5 1.37 Advertising Retail (South Ken) Bardays HMG Procurement C EXP-EPD2OJ158B5 50.0]</table> <tr><table><tbody><tr><th colspan="9">DCMS Natural History Museum 04/03/2016 Advertising Bardays HMG Procurement C EXP-EPD2OJ17S97 20.0]</table> <tr><table><tbody><tr><th colspan="9">DCMS Natural History Museum 21/04/2016 Advertising Bardays HMG Procurement C EXP-EPD2OJ17S97 20.0]</table> <tr><table><tbody><tr><th colspan="9">DCMS Natural History Museum 21/04/2016 Advertising Bardays HMG Procurement C EXP-EPD2OJ17S97 20. Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-010017519077</td> <td></td> <td>35.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-010017519077</td> <td></td> <td>310.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-010017519077</td> <td></td> <td>11.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Conference (Delegate) Fees</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-010017519077</td> <td></td> <td>330.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-010017519077</td> <td></td> <td>94.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-010017519077</td> <td></td> <td>29.05</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-010017519077</td> <td></td> <td>593.00</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 15/83/2016 Postage & Couriers Estates Housekeeping SK Bardays HMG Procurement C EXP-CWD28915932 63.00 Bardays HMG Procurement C EXP-CWD28915932 176.40 Bardays HMG Procurement C EXP-CWD28915932 27.27 Bardays HMG Procurement C EXP-CWD28915932 36.51 Bardays HMG Procurement C EXP-CWD28915932 330.00 Bardays HMG Procurement C EXP-CWD28915932 80.66 Bardays HMG Procurement C EXP-CWD28915932 5.00 DCMS Natural History Museum 15/83/2016 Consumables / Sundry (non Stat) Production Services Painting & Joinery Bardays HMG Procurement C EXP-PM4OOO9I5937O 212.06 DCMS Natural History Museum 15/83/2016 Consumables / Sundry (non Stat) Production Services Painting & Joinery Bardays HMG Procurement C EXP-PM4OOO9I5937O 281.20 DCMS Natural History Museum 15/83/2016 Consumables / Sundry (non Stat) Production Services Painting & Joinery Bardays HMG Procurement C EXP-PM4OOO9I5937O 12.48 DCMS Natural History Museum 15/83/2016 Accommodation Si Directorate Bardays HMG Procurement C EXP-RH4OOJ9I59329 237.21 DCMS Natural History Museum 15/83/2016 TravelAir Passenger Transport Si Directorate Bardays HMG Procurement C EXP-RH4OOJ9I59329 39.76 DCMS Natural History Museum 15/83/2016 Accommodation LS Genetics & Microbial Biodiversity D Bardays HMG Procurement C EXP-RH4OOJ9I59329 355.58 DCMS Natural History Museum 15/83/2016 Subsistence LS Genetics & Microbial Biodiversity D Bardays HMG Procurement C EXP-RH4OOJ9I59329 18.50 DCMS Natural History Museum 15/83/2016 TravelAir Passenger Transport LS Genetics & Microbial Biodiversity D Bardays HMG Procurement C EXP-RH4OOJ9I59329 147.35 DCMS Natural History Museum 15/83/2016 Subsistence LS Genetics & Microbial Biodiversity D Bardays HMG Procurement C EXP-RH4OOJ9I59329 123.60 \<page_number>21/4/2016 \<page_number>52 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Conference (Delegated) Fees</td> <td>LS Angels Marmont Centre</td> <td>Bardays HMS Procurement C</td> <td>EXP-EX0199159330</td> <td>40.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel Bus & Rail Transport</td> <td>LS Angels Marmont Centre</td> <td>Bardays HMS Procurement C</td> <td>EXP-EX0199159330</td> <td>274.95</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel Bus & Rail Transport</td> <td>LS Angels Marmont Centre</td> <td>Bardays HMS Procurement C</td> <td>EXP-EX0199159330</td> <td>706.95</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Owens Taxes</td> <td>ES Economic & Environmental Earth Sc</td> <td>Bardays HMS Procurement C</td> <td>EXP-EX0199159330</td> <td>13.87</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>ES Economic & Environmental Earth Sc</td> <td>Bardays HMS Procurement C</td> <td>EXP-EX0199159330</td> <td>136.18</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>ES Economic & Environmental Earth Sc</td> <td>Bardays HMS Procurement C</td> <td>EXP-EX0199159330</td> <td>112.00</td> <td></td> </tr><tr><td colspan="9"></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>15/03/2016</td><td>Hospitality<br>Hospitality<br>Accommodation<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Hospitality<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Su 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```json [ { "department_family": "DCMS", "entity": "Natural History Museum", "date": "15/03/2016", "expense_type": "Conference (Delegated) Fees", "area": "LS Angels Marmont Centre", "supplier": "Bardays HMS Procurement C", "transaction_number": "EXP-EX0199159330", "amount": 40.0, "vat_registration_number": "" }, { "department_family": "DCMS", "entity": "Natural History Museum", "date": "15/03/2016", "expense_type": "Travel Bus & Rail Transport", "area": "LS Angels Marmont Centre", "supplier": "Bardays HMS Procurement C", "transaction_number": "EXP-EX0199159330", "amount": 274.95, "vat_registration_number": "" }, { "department_family": "DCMS", "entity": "Natural History Museum", "date": "15/03/2016", "expense_type": "Travel Bus & Rail Transport", "area": "LS Angels Marmont Centre", "supplier": "Bardays HMS Procurement C", "transaction_number": "EXP-EX0199159330", "amount": 706.95, "vat_registration_number": "" }, { "department_family": "DCMS", "entity": "Natural History Museum", "date": "15/03/2016", "expense_type": "Owens Taxes", "area": "ES Economic & Environmental Earth Sc", "supplier": "Bardays HMS Procurement C", "transaction_number": "EXP-EX0199159330", "amount": 13.87, "vat_registration_number": "" }, { "department_family": "DCMS", "entity": "Natural History Museum", "date": "15/03/2016", "expense_type": "Accommodation", "area": "ES Economic & Environmental Earth Sc", "supplier": "Bardays HMS Procurement C", "transaction_number": "EXP-EX0199159330", "amount": 136.18, "vat_registration_number": "" }, { department_family: DCMS, entity: Natural History Museum, date: 15/03/2016, expense_type: Accommodation, area: ES Economic & Environmental Earth Sc, supplier: Bardays HMS Procurement C, transaction_number: EXP-EX0199159330, amount: 112.0, vat_registration_number: "" } ] ``` Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Substance</td> <td>Si Direktorate</td> <td>Bardays HMG Procurement C EXP-EM0009159346</td> <td></td> <td>19.37</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Si Direktorate</td> <td>Bardays HMG Procurement C EXP-HM009159346</td> <td></td> <td>14.68</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Si Direktorate</td> <td>Bardays HMG Procurement C EXP-HM009159346</td> <td></td> <td>3.67</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Si Direktorate</td> <td>Bardays HMG Procurement C EXP-EM0009159346</td> <td></td> <td>6.00</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) LS Department Mgmt Team Bardays HMG Procurement C EXP-JG009159350 23.16</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) Core Research Labs Consultancy Bardays HMG Procurement C EXP-JD009159350 7.08</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) LS Department Mgmt Team Bardays HMG Procurement C EXP-JD009159350 7.72</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) Core Research Labs Consultancy Bardays HMG Procurement C EXP-JD009159350 2,496.00</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) LS Collections Bardays HMG Procurement C EXP-JD009159350 11.74</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) LS Collections Bardays HMG Procurement C EXP-JD009159350 11.74</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) LS Collections Bardays HMG Procurement C EXP-JD009159350 99.61</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) CRL Imaging & Analytical Bardays HMG Procurement C EXP-JD009159350 7.72</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) CRL Imaging & Analytical Bardays HMG Procurement C EXP-JD009159350 23.16</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) CRL Imaging & Analytical Bardays HMG Procurement C EXP-JD009159382 11.94</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) CRL Imaging & Analytical Bardays HMG Procurement C EXP-JD009159382 58.51</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) CRL Imaging & Analytical Bardays HMG Procurement C EXP-JD009159382 332.86</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) CRL Imaging & Analytical Bardays HMG Procurement C EXP-JGKQOJNINHSS 94.03</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Events (South Ken) Bardays HMG Procurement C EXP-HRQOJNINHSSB 270.00</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Events (South Ken) Bardays HMG Procurement C EXP-HRQOJNINHSSB 95.96</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Travel-Bus & Rail Transport Events (South Ken) Bardays HMG Procurement C EXP-HRQOJNINHSSB 98.28</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Travel-Bus & Rail Transport Events (South Ken) Bardays HMG Procurement C EXP-HRQOJNINHSSB 70.78</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Events (South Ken) Bardays HMG Procurement C EXP-HRQOJNINHSSB 48.88</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Events (South Ken) Bardays HMG Procurement C EXP-HRQOJNINHSSB 48.88</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Events (South Ken) Bardays HMG Procurement C EXP-HRQOJNINHSSB 48.88</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Events (South Ken) Bardays HMG Procurement C EXP-HRQOJNINHSSB 48.88</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Events (South Ken) Bardays HMG Procurement C EXP-HRQOJNINHSSB 48.88</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Events (South Ken) Bardays HMG Procurement C EXP-HRQOJNINHSSB 48.88</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Events (South Ken) Bardays HMG Procurement C EXP-HRQOJNINHSSB 48.88</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Events (South Ken) Bardays HMG Procurement C EXP-HRQOJNINHSSB 48.88</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Events (South Ken) Bardays HMG Procurement C EXP-HRQOJNINHSSB 48.88</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Events (South Ken) Bardays HMG Procurement C EXP-HRQOJNINHSSB 48.88</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Events (South Ken) Bardays HMG Procurement C EXP-HRQOJNINHSSB 48.88</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Special Event Costs Events (South Ken) Bardays HMG Procuration C EXP-HRQOJNINHSSB 48.88 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Hospitality</td> <td>Events (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-H0209159382</td> <td>124.84</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-JG009159357</td> <td>42.66</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-JG009159357</td> <td>598.46</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>ES Vertibates & Anthropology PalaeoC</td> <td>Bardays HMG Procurement C</td> <td>EXP-JG009159357</td> <td>1,007.72</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Pdf, Printing & Promo, Mail,</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-JG009159357</td> <td>200.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-JG009159357</td> <td>181.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-JG009159357</td> <td>159.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-JG009159357</td> <td>208.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-JG009159357</td> <td>181.00</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 15/03/2016 Accommodation ES Mineral & Planetary Sciences Diviso Bardays HMG Procurement C EXP-JG009159357 55.00 42.67 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI1015969 53.95 93.75 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI1015969 93.75 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI1015969 93.75 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI1015969 93.75 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI1015969 93.75 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI1015969 93.75 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI1015969 93.75 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI1015969 93.75 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI1015969 93.75 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI1015969 93.75 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI1015969 93.75 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI1015969 93.75 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI1015969 93.75 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI1015969 93.75 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI1015969 93.75 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI1015969 93.75 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI1015969 93.75 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI1015969 93.75 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI1015969 93.75 Other Staff Welfare costs Health & Safety Services Bardays HMG Procurement C EXP-APOI101596 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Programme Group (Temporary Exhibits)</td> <td>Bardays HMG Procurement C</td> <td>EXP-381401159735</td> <td>26.95</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Programme Group (Temporary Exhibits)</td> <td>Bardays HMG Procurement C</td> <td>EXP-381401159735</td> <td>18.98</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Cleaning & Valetz Dkjp (non Cant)</td> <td>Programme Group (Temporary Exhibits)</td> <td>Bardays HMG Procurement C</td> <td>EXP-381401159735</td> <td>220.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Programme Group (Temporary Exhibits)</td> <td>Bardays HMG Procurement C</td> <td>EXP-381401159735</td> <td>42.84</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Central Project Office</td> <td>Bardays HMG Procurement C</td> <td>EXP-381401159735</td> <td>24.43</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Central Project Office</td> <td>Bardays HMG Procurement C</td> <td>EXP-381401159735</td> <td>24.43</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Hospitality Sci Direcorate Bardays HMG Procurement C EXP-38030159734 13.20 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Conference (Delegate) Fees Sci Direcorate Bardays HMG Procurement C EXP-38030159734 46.00 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Travel-Bus & Rail Transport Sci Direcorate Bardays HMG Procurement C EXP-38030159734 183.80 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Licences (Non IT) Content Design Bardays HMG Procurement C EXP-LH030159747 132.00 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Licences (Non IT) Content Design Bardays HMG Procurement C EXP-LH030159747 132.00 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Conference (Delegate) Fees Content Production Management Bardays HMG Procurement C EXP-LH030159747 259.20 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Consumables / Sundry (non Stat) LS Collections Bardays HMG Procurement C EXP-SCD30159766 8.89 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Consumables / Sundry (non Stat) LS Collections Bardays HMG Procurement C EXP-SCD30159768 113.33 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Consumables / Sundry (non Stat) LBA Collections & Services Team Bardays HMG Procurement C EXP-SCD30159768 58.27 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Consumables / Sundry (non Stat) LBA Collections & Services Team Bardays HMG Procurement C EXP-SCD30159768 144.48 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Consumables / Sundry (non Stat) LBA Collections & Services Team Bardays HMG Procurement C EXP-SCD30159768 307.94 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Other Taxes / Import Duties LBA Collections & Services Team Bardays HMG Procurement C EXP-SCD30159768 61.54 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Consumables / Sundry (non Stat) LBA Collections & Services Team Bardays HMG Procurement C EXP-SCD30159768 138.87 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Equip. Purch. & Hire (non IT / office) ORL Imaging & Analytical Bardays HMG Procurement C EXP-SCD30159768 160.13 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Equip. Purch. & Hire (non IT / office) ORL Imaging & Analytical Bardays HMG Procurement C EXP-SCD30159768 162.70 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Equip. Purch. & Hire (non IT / office) ORL Imaging & Analytical Bardays HMG Procurement C EXP-SCD30159768 15.16 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Equip. Purch. & Hire (non IT / office) ORL Imaging & Analytical Bardays HMG Procurement C EXP-SCD30159768 14.30 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Equip. Purch. & Hire (non IT / office) ORL Imaging & Analytical Bardays HMG Procurement C EXP-SCD30159768 173.87 </td></tr> \<page_number>2I/OA/2OIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYYIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYIIIIIIIIIIIIIIIIIIIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIIIYYIII YYIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIVVVIIVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVVIIVVJIJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJJJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJO JOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO OO QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ QQ Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQOOWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWW W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WW WWWW WWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW WWWWWW YYYYYYYyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyy yyyy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-yyyy-y Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>Bardays HMG Procurement C</td> <td>EXP-5C3010159766</td> <td>10.91</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>Bardays HMG Procurement C</td> <td>EXP-5C3010159768</td> <td>86.23</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>Bardays HMG Procurement C</td> <td>EXP-5C3010159768</td> <td>75.60</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>Bardays HMG Procurement C</td> <td>EXP-5C3010159768</td> <td>5.08</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Molecular Biology Labs</td> <td>Bardays HMG Procurement C</td> <td>EXP-5C3010159768</td> <td>22.15</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Molecular Biology Labs</td> <td>Bardays HMG Procurement C</td> <td>EXP-5C3010159768</td> <td>5.75</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Department Night Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-5C3010159768</td> <td>27.65</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Molecular Biology Labs</td> <td>Bardays HMG Procurement C</td> <td>EXP-5C3010159768</td> <td>18.20</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Conservation Centre Management Group (PEG)</td> <td>Bardays HMG Procurement C</td> <td>EXP-5C3010159768</td> <td>-19.30</td><table></table></tr><tr><th colspan="9">DCMS Natural History Museum 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/8/2016 Other Staff Welfare costs 4/></tr><tr><th colspan="9">DCMS Natural History Museum 4/8/2016 Conference (Delegate) Fees 4/8/2016 Conference (Delegate) Fees 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></th></tr><tr><th colspan="9">DCMS Natural History Museum 4/></thalts <tr class='row_heading_odd'> <th>D CMS<br>Natural<br>Histo<br>y Mu<br>sium<br>/ F<br>eedom<br.of<br>Infor<br>mation<br>R<br>eport<br/>From :<br/>To :</tt <tr class='row_heading_even'> <th>D CMS<br>Natural<br>Histo<br>y Mu<br>sium<br>/ F<br>eedom<br.of<br>Infor<br>mation<br>R<br>eport<br/>From :<br/>To :</tt <tr class='row_data_odd'> <th>D CMS<br>Natural<br>Histo<br>y Mu<br>sium<br>/ F<br>eedom<br.of<br>Infor<br>mation<br>R<br>eport<br/>From :<br/>To :</tt <tr class='row_data_even'> <th>D CMS<br>Natural<br>Histo<br>y Mu<br>sium<br>/ F<br>eedom<br.of<br>Infor<br>mation<br>R<br>eport<br/>From :<br/>To :</tt <tr class='row_data_odd'> <th>D CMS<br>Natural<br>Histo<br>y Mu<br>sium<br>/ F<br>eedom<br.of<br>Infor<br>mation<br>R<br>eport<br/>From :<br/>To :</tt <tr class='row_data_even'> <th>D CMS<br>Natural<br>Histo<br>y Mu<br>sium<br>/ F<br>eedom<br.of<br>Infor<br>mation<br>R<br>eport<br/>From :<br/>To :</tt <tr class='row_data_odd'> <th>D CMS<br>Natural<br>Histo<br>y Mu<br>sium<br>/ F<br>eedom<br.of<br>Infor.<br>mation.<br>R<highlighted>R<highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.</highlighted>eport.<hightligh <tr class='row_data_even'> <th>D CMS,<br>Natural,<br>Histo,<br>y Mu,<br>sium,<br>/ F,<br>eedom,<br>.of,<br>Infor,<br>mation,<br>R<highlighte <tr class='row_data_odd'> <th>D CMS,<br>Natural,<br>Histo,<br>y Mu,<br>sium,<br>/ F,<br>eedom,<br>.of,<br>Infor,<br>mation,<br>R<highlighte <tr class='row_data_even'> <th>D CMS,<br>Natural,<br>Histo,<br>y Mu,<br>sium,<br>/ F,<br>eedom,<br>.of,<br>Infor,<br>mation,<br>R<highlighte <tr class='row_data_odd'> <th>D CMS,<br>Natural,<br>Histo,<br>y Mu,<br>sium,<br>/ F,<br>eedom,<br>.of,<br>Infor,<br>mation,<br>R<highlighte <tr class='row_data_even'> <th>D CMS,<br>Natural,<br>Histo,<br>y Mu,<br>sium,<br>/ F,<br>eedom,<br>.of,<br>Infor.<hightligh <tr class='row_data_odd'> <th>D CMS,</hightligh <tr class='row_data_even'> <th>D CMS,</hightligh <tr class='row_data_odd'> <th>D CMS,</hightligh <tr class='row_data_even'> <th>D CMS,</hightligh <tr class='row_data_odd'> <th>D CMS,</hightligh <tr class='row_data_even'> <th>D CMS,</hightligh <tr class='row_data_odd'> <th>D CMS,</hightligh <tr class='row_data_even'> <th>D CMS,</hightligh <tr class='row_data_odd'> <th>D CMS,</hightligh <tr class='row_data_even'> <th>D CMS,</hightligh <tr class='row_data_odd'> <th>D CMS,</hightligh <tr class='row_data_even'> <th>D CMS,</hightligh <tr class='row_data_odd'> <th>D CMS,</hightligh <tr class='row_data_even'> <th>D CMS,</hightligh <tr class='row_data_odd'> <th>D CMS,</hightligh <tr class='row_data_even'> <th>D CMS,</hightligh <tr class='row_data_odd'> <th>D CMS,</hightligh <tr class='row_data_even'> <th>D CMS,</hightligh <tr class='row_data_odd'> <th>D CMS,</hightligh <tr class='row_data_even'> <th>D CMS,</hightligh <tr class='row_data_odd'> <th>D CMS,</hightligh <tr class='row_data_even'> <th>D CMS,</hightligh <tr class='row_data_odd'> <th>D CMS,</hightligh <tr class='row_data_even'> <th>D CMS,</hightligh <tr class='row_data_odd'> <th>D CMS,</hightligh <tr class='row_data_even'> <th>D CMS,</hightligh <tr class='row_data_odd'> <th>D CMS,</hightligh <tr class='row_data_even'> <th>D CMS,</hightligh <tr class='row_data_odd'> <th>D CMS,</hightligh <tr class='row_data_even'> <th>D CMS,</hightligh <tr class='row_data_odd'> <th>D CMS,</hightligh <tr class='row_data_even'> <th>D CMS,</hightligh <tr class='row_data_odd'> <th>D CMS,</hightligh <tr class='row_data_even'> <th>D CMS,</hightligh <tr class='row_data_odd'> <th>D CMS,</hightligh <tr class='row_data_even'> <th>D 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i a i a i a i a ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia ia id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id id d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd dd ddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddd Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Estate's Buildings Ops</td> <td>Bardays HMG Procurement C</td> <td>EXP-AL809159309</td> <td>2,155.20</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Estate's Buildings Ops</td> <td>Bardays HMG Procurement C</td> <td>EXP-AL809159309</td> <td>23.94</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Estate's Buildings Ops</td> <td>Bardays HMG Procurement C</td> <td>EXP-AL809159309</td> <td>94.32</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Estate's Buildings Ops</td> <td>Bardays HMG Procurement C</td> <td>EXP-AL809159309</td> <td>146.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Estate's Buildings Ops</td> <td>Bardays HMG Procurement C</td> <td>EXP-AL809159309</td> <td>1,133.90</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Estate's Buildings Ops</td> <td>Bardays HMG Procurement C</td> <td>EXP-AL809159309</td> <td>741.90</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Estate's Buildings Ops</td> <td>Bardays HMG Procurement C</td> <td>EXP-AL809159309</td> <td>-1,131.90</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Estate's Buildings Ops</td> <td>Bardays HMG Procurement C</td> <td>EXP-AL809159309</td> <td>123.53</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Estate's Buildings Ops</td> <td>Bardays HMG Procurement C</td> <td>EXP-AL809159309</td> <td>675.00</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) Estate's Buildings Ops Bardays HMG Procurement C EXP-AL809159309 458.00 204.95 146.00 458.00 204.95 146.00 458.00 204.95 146.00 458.00 204.95 146.00 458.00 204.95 146.00 458.00 204.95 146.00 458.00 204.95 146.00 458.00 204.95 146.00 458.00 204.95 146.00 458.00 204.95 146.00 458.00 204.95 146.00 458.00 204.95 146. </th></tr><tr><th colspan="9">DCMS Natural History Museum Licences (Non IT) Museums Programme Group (PEG) Bardays HMG Procurement C EXP-CRQDQIYJN7E2T 3,272.5o Bardays HMG Procurement C EXP-CRQDQIYJN7E2T 1O4A2 Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQDQIYJN7E2T Bardays HMG Procurement C EXP-CRQD Q I Y J N E T B barday s hmg pr c t c m c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c c 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OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB OB BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BO BOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBOBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBoBo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Bo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo Boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo boo booboo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bo bobooboobooboobooboobooboobooboobooboobooboobooboobooboobooboobooboobooboobooboobooboobooboobooboobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobbobjbobjbjbjbjbjbjbj Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>ES Vertebrates & Anthropology Palaeo</td> <td>Bardays HMG Procurement C EXP-UR0209159363</td> <td></td> <td>106.90</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>ES Vertebrates & Anthropology Palaeo</td> <td>Bardays HMG Procurement C EXP-UR0209159363</td> <td></td> <td>99.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Conference (Delegate) Fees</td> <td>ES Vertebrates & Anthropology Palaeo</td> <td>Bardays HMG Procurement C EXP-UR0209159363</td> <td></td> <td>328.45</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>LS Genetics & Microbial Biodiversity D</td> <td>Bardays HMG Procurement C EXP-UR0209159363</td> <td></td> <td>83.33</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Hospitality</td> <td>LS Genetics & Microbial Biodiversity D</td> <td>Bardays HMG Procurement C EXP-UR0209159363</td> <td></td> <td>578.38</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>LS Genetics & Microbial Biodiversity D</td> <td>Bardays HMG Procurement C EXP-UR0209159363</td> <td></td> <td>251.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>LS Angela Marmont Centre</td> <td>Bardays HMG Procurement C EXP-UR0209159363</td> <td></td> <td>129.30</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>LS Angela Marmont Centre</td> <td>Bardays HMG Procurement C EXP-UR0209159363</td> <td></td> <td>202.00</td><td></td></tr> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total Amount: 478.48 EUR<br/>VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align:right;">Total VAT: 74.74 EUR<br/>VAT Registration Number: 478.48 EUR<br/></table> <tr style="border-top: 1px solid black;"> <tbody><tr><th rowspan='2'>DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Rese Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-ADU10159683</td> <td></td> <td>6.57</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-ADU10159683</td> <td></td> <td>6.02</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-ADU10159683</td> <td></td> <td>4.75</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-ADU10159683</td> <td></td> <td>4.43</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-ADU10159683</td> <td></td> <td>6.60</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-ADU10159683</td> <td></td> <td>2.40</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-ADU10159683</td> <td></td> <td>1.62</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-ADU10159683</td> <td></td> <td>11.45</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-ADU10159683</td> <td></td> <td>6.69</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 16/03/2016 Substance Touring WPY Bardays HMS Procurement C EXP-ADU10159683 7.85 Bardays HMS Procurement C EXP-ADU10159683 5.71 Bardays HMS Procurement C EXP-ADU10159683 3.89 Bardays HMS Procurement C EXP-ADU10159683 26.00 Bardays HMS Procurement C EXP-ADU10159683 1.18 Bardays HMS Procurement C EXP-ADU10159683 2.17 Bardays HMS Procurement C EXP-ADU10159683 2.07 Bardays HMS Procurement C EXP-ADU10159683 6.14 Bardays HMS Procurement C EXP-ADU10159683 134.08 Bardays HMS Procurement C EXP-ADU10159683 4.50 Bardays HMS Procurement C EXP-ADU10159683 2.40 Bardays HMS Procurement C EXP-ADU10159683 5.66 Bardays HMS Procurement C EXP-ADU10159683 2.13 Bardays HMS Procurement C EXP-ADU10159683 27.02 Bardays HMS Procurement C EXP-ADU10159683 2.09 Bardays HMS Procurement C EXP-ADU10159683 7.70 Bardays HMS Procurement C EXP-ADU10159683 1.73 Bardays HMS Procurement C EXP-ADU10159683 3.80 Bardays HMS Procurement C EXP-ADU10159683 4.97 Bardays HMS Procurement C EXP-ADU10159683 2.07 Bardays HMS Procurement C Exp ADU 27/4/2024 2:44:47 DCMS Natural History Museum 27/4/2024 Travel-Bus & Rail Transport Touring WPY Bardays HMS Procurement C Exp ADU 27/4/2024 2:44:47 DCMS Natural History Museum 27/4/2024 Travel-Bus & Rail Transport Touring WPY Bardays HMS Procurement C Exp ADU 27/4/2024 2:44:47 DCMS Natural History Museum 27/4/2024 Travel-Bus & Rail Transport Touring WPY Bardays HMS Procurement C Exp ADU 27/4/2024 2:44:47 DCMS Natural History Museum 27/4/2024 Travel-Bus & Rail Transport Touring WPY Bardays HMS Procurement C Exp ADU 27/4/2024 2:44:47 DCMS Natural History Museum 27/4/2024 Travel-Bus & Rail Transport Touring WPY Bardays HMS Procurement C Exp ADU 27/4/2024 2:44:47 DCMS Natural History Museum 27/4/2024 Travel-Bus & Rail Transport Touring WPY Bardays HMS Procurement C Exp ADU 27/4/2024 2:44:47 DCMS Natural History Museum 27/4/2024 Travel-Bus & Rail Transport Touring WPY Bardays HMS Procurement C Exp ADU 27/4/2024 2:44:47 DCMS Natural History Museum 27/4/2024 Travel-Bus & Rail Transport Touring WPY Bardays HMS Procurement C Exp ADU 27/4/2024 2: Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-AD10159683</td> <td>6.95</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-AD10159683</td> <td>13.08</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-AD10159683</td> <td>4.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-AD10159683</td> <td>2.40</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-AD10159683</td> <td>5.66</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-AD10159683</td> <td>2.30</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-AD10159683</td> <td>10.80</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-AD10159683</td> <td>6.70</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-AD10159683</td> <td>5.12</td><td></td></tr><tr><th colspan="9">DCMS Natural History Museum 16/03/2016 Travel-Bus & Rail Transport Touring Robotics Bardays HMS Procurement C EXP-AD10159683 EXP-AD10159683 4.75 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 4.43 7.</th></tr><tr><th colspan="9">DCMS Natural History Museum Substance Touring Robotics Bardays HMS Procurement C EXP-AD10159683 EXP-AD10159683 EXP-AD10159683 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD1015968 EXP-AD10 Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp AD Exp Ad Exp Ad Exp Ad Exp Ad Exp Ad Exp Ad Exp Ad Exp Ad Exp Ad Exp Ad Exp Ad Exp Ad Exp Ad Exp Ad Exp Ad Exp Ad Exp Ad Exp Ad Exp Ad Exp Ad Exp Ad Exp Ad Exp AdExp AdExp AdExp AdExp AdExp AdExp AdExp AdExp AdExp AdExp AdExp AdExp AdExp AdExp AdExp AdExp AdExp AdExp AdExp AdExp AdExp AdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpAdExpand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Expand Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extend Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent Extent 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Exte Exte Exte Exte Exte Exte Exte Exte Exte Exte Exte Exte Exte Exe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe Xe X eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eX eS s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-AQ709159304</td> <td>754.84</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-AQ709159304</td> <td>702.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-AQ709159304</td> <td>74.30</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Hospitality</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-AQ709159304</td> <td>32.58</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Hospitality</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-AQ709159304</td> <td>50.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-AQ709159304</td> <td>157.92</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-AQ709159304</td> <td>145.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-AQ709159304</td> <td>146.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-AQ709159304</td> <td>103.50</td> <td></td> </tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr> <table border='1'> <thead border='1'> <tr border='1'> <th>D CMS<br>Natural History Museum<br>15/03/2016<br>Accommodation<br>Touring Robotics<br>Bardays HMG Procurement C<br>EXP-AQ709159304<br>754.84<br>                                              </table> <table border='1'> <thead border='1'> <tr border='1'> <th>D CMS<br>Natural History Museum<br>15/03/2016<br>Accommodation<br>Touring Robotics<br>Bardays HMG Procurement C<br>EXP-AQ709159304<br>74.30<br>                               </table> <table border='1'> <thead border='1'> <tr border='1'> <th>D CMS<br>Natural History Museum<br>15/03/2016<br>Hospitality<br>Touring Robotics<br>Bardays HMG Procurement C<br>EXP-AQ709159304<br>32.58<br> <br> </table> <table border='1'> <thead border='1'> <tr border='1'> <th>D CMS<br>Natural History Museum<br>15/03/2016<br>Hospitality<br>Touring Robotics<br>Bardays HMG Procurement C<br>EXP-AQ709159304<br>50.50<br> <br> </table> <table border='1'> <thead border='1'> <tr border='1'> <th>D CMS<br>Natural History Museum<br>15/03/2016<br>Accommodation<br>Touring Robotics<br>Bardays HMG Procurement C<br>EXP-AQ709159304<br>157.92<br> <br> </table> <table border='1'> <thead border='1'> <tr border='1'> <th>D CMS<br>Natural History Museum<br>15/03/2016<br>Accommodation<br>Touring Robotics<br>Bardays HMG Procurement C<br>EXP-AQ709159304<br>145.00<br> <br> </table> <table border='1'> <thead border='1'> <tr border='1'> <th>D CMS<br>Natural History Museum<br>15/03/2016<br>Hospitality<br>Touring Robotics<br>Bardays HMG Procurement C<br>EXP-AQ709159304<br>4.66<br> <br> </table> <table border='1'> <thead border='1'> <tr border='1'> <th>D CMS<br>Natural History Museum<br>15/03/2016<br>Hospitality<br>Touring Robotics<br>Bardays HMG Procurement C<br>EXP-AQ709159304<br>-> 888888888888888888888888888888888888888888888888888888888888888888888888888888&<br><-> 4.66&<br><-> 4.66&<br><-> 4.66&<br><-> 4.66&<br><-> 4.66&<br><-> 4.66&<br><-> 4.66&<br><-> 4.66&<br><-> 4.66&<br><-> 4.66&<br><-> 4.66&<br><-> 4.66&<br><-> 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'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum'</tbody/></table> <table border='border' cellspacing='border' cellpadding='border' style='border-collapse: collapse;' align='center' valign='top' width='width' height='height' title='Table with header row and data rows.' class='table'><tbody class='data'><row class='data'><colspan class='header_column_'>D CMS Natural History Museum 33/33/3333333333333333333333333333333 table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum' table cell content 'Natural History Museum'</table> <table border='border' cellspacing='border' cellpadding='border' style='border-collapse: collapse;' align='center' valign='top' width='width' height='height' title='Table with header row and data rows.' class='table'><tbody class='data'><row class='data'><colspan class='header_column_'>D CMS Natural History Museum 44/44/444444444444444 table cell content 'Natural History Museum'</table> <table border='border' cellspacing='border' cellpadding='border' style='border-collapse: collapse;' align='center' valign='top' width='width' height='height' title='Table with header row and data rows.' class='table'><tbody class='data'><row class='data'><colspan class='header_column_'>D CMS Natural History Museum 55/55/55555555555555 table cell content 'Natural History Museum'</table> <table border='border' cellspacing='border' cellpadding='border' style='border-collapse: collapse;' align='center' valign='top' width='width' height='height' title='Table with header row and data rows.' class='table'><tbody class='data'><row class='data'><colspan class='header_column_'>D CMS Natural History Museum 77/77/777777777777777777777777777777777777777 table cell content 'Natural History Museum'</table> <table border='border' cellspacing='border' cellpadding='border' style='border-collapse: collapse;' align='center' valign='<table cellspacing="" cellpadding="" style=""><tbody rowspan="" colspan=""><div style=""></div>' align='<table cellspacing="" cellpadding="" style=""><tbody rowspan="" colspan=""><div style=""></div>' valign='<table cellspacing="" cellpadding="" style=""><tbody rowspan="" colspan=""><div style=""></div>' title='<table cellspacing="" cellpadding="" style=""><tbody rowspan="" colspan=""><div style=""></div>' valign='<table cellspacing="" cellpadding="" style=""><tbody rowspan="" colspan=""><div style=""></div>' valign='<table cellspacing="" cellpadding="" style=""><tbody rowspan="" colspan=""><div style=""></div>' valign='<table cellspacing="" cellpadding="" style=""><tbody rowspan="" colspan=""><div style=""></div>' valign='<table cellspacing="" cellpadding="" style=""><tbody rowspan="" colspan=""><div style=""></div>' valign='<table cellspacing="" cellpadding="" style=""><tbody rowspan="" colspan=""><div style=""></div>' valign='<table cellspacing="" cellpadding="" style=""><tbody rowspan="" colspan=""><div style=""></div>' valign='<table cellspacing="" cellpadding="" style=""><tbody rowspan="" colspan=""><div style=""></div>' valign='<table cellspacing="" cellpadding="" style=""><tbody rowspan="" colspan=""> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Collections purch. (Non-Capos)</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C EXP-8010159924</td> <td></td> <td>47.94</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Collections purch. (Non-Capos)</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C EXP-8010159924</td> <td></td> <td>87.65</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Collections purch. (Non-Capos)</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C EXP-8010159924</td> <td></td> <td>70.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Collections purch. (Non-Capos)</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C EXP-8010159924</td> <td></td> <td>202.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Collections purch. (Non-Capos)</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C EXP-8010159924</td> <td></td> <td>21.53</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Collections purch. (Non-Capos)</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C EXP-8010159924</td> <td></td> <td>70.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Collections purch. (Non-Capos)</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C EXP-8010159924</td> <td></td> <td>77.77</td> <td></td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 16/03/2016 Collections purch. (Non-Capos) Bardays HMG Procurement C EXP-8010159924 93.00 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 16/03/2016 Consumables / Sundry (non Stat) Retail (South Ken) Bardays HMG Procurement C EXP-8010159960 72.30 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 16/03/2016 Stock Retail (South Ken) Bardays HMG Procurement C EXP-8010159960 2,97.80 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 16/03/2016 Consumables / Sundry (non Stat) Retail (South Ken) Bardays HMG Procurement C EXP-8010159960 175.20 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 16/03/2016 Stock Retail (South Ken) Bardays HMG Procurement C EXP-8010159960 595.20 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 16/03/2016 Consumables / Sundry (non Stat) Retail (South Ken) Bardays HMG Procurement C EXP-8010159960 11.40 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 16/03/2016 Stock Retail (South Ken) Bardays HMG Procurement C EXP-8010159960 210.00 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 16/03/2016 Consumables / Sundry (non Stat) Retail (South Ken) Bardays HMG Procurement C EXP-8010159960 54x.4 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 16/03/2016 Consumables / Sundry (non Stat) Retail (South Ken) Bardays HMG Procurement C EXP-8010159960 43.8 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 16/03/2016 IT Costs Retail (South Ken) Bardays HMG Procurement C EXP-8010159960 18.23 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 16/03/2016 Consumables / Sundry (non Stat) Retail (South Ken) Bardays HMG Procurement C EXP-8010159960 9,8 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 16/03/2016 Consumables / Sundry (non Stat) Retail (South Ken) Bardays HMG Procurement C EXP-8A7D4E7F4B 2,98x.5 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 16/3x/2x x Consumables / Sundry (non Stat) Retail (South Ken) Bardays HMG Procurement C EXP-A7D4E7F4B 27x.2 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 3x x Postage & Couriers Retail (South Ken) Bardays HMG Procurement C EXP-A7D4E7F4B 3x </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 3x x Consumables / Sundry (non Stat) Retail (South Ken) Bardays HMG Procurement C EXP-A7D4E7F4B 5x </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 3x x Postage & Couriers Retail (South Ken) Bardays HMG Procurement C EXP-A7D4E7F4B 5x </tr> <tr style="border-top: 2px double black; border-bottom: none; padding-bottom: .5em; padding-top:.5em; text-align:right; font-weight:bold;"> <table><tbody><tr><th>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br>DCMS Natural History Museum<br></table><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></table> <table id='table_'> <thead id='thead_'> <tr id='tr_'> <th id='th_'>Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number <table id='table_'> <thead id='thead_'> <tr id='tr_'> <th id='th_'>Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number <table id='table_'> <thead id='thead_'> <tr id='tr_'> <th id='th_'>Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number <table id='table_'> <thead id='thead_'> <tr id='tr_'> <th id='th_'>Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number <table id='table_'> <thead id='thead_'> <tr id='tr_'> <th id='th_'>Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number <table id='table_'> <thead id='thead_'> <tr id='tr_'> <th id='th_'>Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number <table id='table_'> <thead id='thead_'> <tr id='tr_'> <th id='th_'>Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number <table id='table_'> <thead id='thead_'> <tr id='tr_'> <th id='th_'>Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number <table id='table_'> <thead id='thead_'> <tr id='tr_'> <th id='th_'>Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number <table id='table_'> <thead id='thead_'> <tr id='tr_'> <th id='th_'>Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number <table id='table_'> <thead id='thead_'> <tr id='tr_'> <th id='th_'>Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number <table id='table_'> <thead id='thead_'> <tr id='tr_'> <th id='th_'>Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number <table id='table_'> <thead id='thead_'> <tr id='tr_'> <th id='th_'>Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number <table id='table_'> <thead id='thead_'> <tr id='tr_'> <th id='th_'>Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number <table id='table_'> <thead id='thead_'> <tr id='tr_'> <th id='th_'>Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number <table id='table_'> <thead id='thead_'> <tr id='tr_'> <th id='th_'>Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number <table id='table_'> <thead id='thead_'> <tr id='tr_'... Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C</td> <td>EXP-CR0010159702</td> <td>762.15</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C</td> <td>EXP-CR0010159702</td> <td>762.71</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C</td> <td>EXP-CR0010159702</td> <td>855.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Licenses (Non IT)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C</td> <td>EXP-CR0010159702</td> <td>122.83</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td></td> <td>Bardays HMG Procurement C</td> <td>EXP-CR0010159702</td> <td>22.12</td> <td></td> </tr> <tr><td colspan="9"></td></tr> <tr><td>DCMS</td><td>Natural History Museum</td><td>15/03/2016</td><td>Equip. Purch. & Hire (non IT / office)</td><td>Museum Programme Group (PEG)</td><td>Bardays HMG Procurement C</td><td>EXP-CA009I59379</td><td>-13.94</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>15/03/2016</td><td>Equip. Purch. & Hire (non IT / office)</td><td>Museum Programme Group (PEG)</td><td>Bardays HMG Procurement C</td><td>EXP-CA009I59379</td><td>13.94</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>15/03/2016</td><td>Cumbersome / Sundry (non Stat)</td><td>Museum Programme Group (PEG)</td><td>Barday HMG Procurement C</td><td>EXP-CA009I59379</td><td>511.74</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>15/03/2016</td><td>Equip. Purch. & Hire (non IT / office)</td><td>Programme Group (Temporary Exhibits)</td><td>Bardays HMG Procurement C</td><td>EXP-CA009I59379</td><td>248.00</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>15/03/2016</td><td>Cumbersome / Sundry (non Stat)</td><td>Programme Group (Temporary Exhibits)</td><td>Bardays HMG Procurement C</td><td>EXP-CA009I59379</td><table cellspacing="none"><tbody><tr class="header_bottom_margin"><th style="text-align:left;">Bardays HMG Procurement C EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH9D8J58B91 EXP-SH Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-AQ6708158833</td> <td>8.60</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-AQ6708158833</td> <td>52.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-AQ6708158833</td> <td>11.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-AQ6708158833</td> <td>6.63</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-AQ6708158833</td> <td>44.95</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Accommodation</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-AQ6708158833</td> <td>257.47</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Equip., Purch., & Hire (non IT / offox)</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-AQ6708158833</td> <td>692.07</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-INV2210159723 8.00 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-INV2210159723 13.00 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-INV2210159723 676.15 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-INV2210159723 9.50 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-INV2210159723 71.94 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-INV2210159723 112.45 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-INV2210159723 8.00 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-INV2210159723 445.78 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-INV2210159723 4.00 DCMS Natural History Museum 15/03/2016 Cost of Goods Sold Tring Cafe Bardays HMG Procurement C EXP-INV2210159723 8.00 DCMS Natural History Museum 15/03/2016 Travel Other Tring Management & Admin Bardays HMG Procurement C EXP-INV2210159723 6.78 DCMS Natural History Museum 15/03/2016 Travel Other Tring Management & Admin Bardays HMG Procurement C EXP-INV2210159723 13.67 DCMS Natural History Museum 15/03/2016 Travel Other Tring Management & Admin Bardays HMG Procurement C EXP-INV2210159723 4.20 DCMS Natural History Museum 15/03/2016 Travel Bus & Rail Transport Tring Management & Admin Bardays HMG Procurement C EXP-INV2210159723 29.20 DCMS Natural History Museum 15/03/2016 Hospitality Cultural Consultancy Bardays HMG Procurement C EXP-INV2210159723 78.00 DCMS Natural History Museum 15/03/2016 Hospitality Cultural Consultancy Bardays HMG Procurement C EXP-INV2210159723 7.45 <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Hospitality Audience Development Bardays HMG Procurement C EXP-HGQI9I95934 107.80 DCMS Natural History Museum 15/03/2016 IT Costs Audience Development Bardays HMG Procurement C EXP-HGQI9I95934 32.25 DCMS Natural History Museum 15/03/2016 Exceptional Costs Audience Development Bardays HMG Procurement C EXP-HGQI9I95934 14.39 \<page_number>21/04/2016 65 \<page_number>\</page_number>\</page_number>\</table Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Bookings & Sales</td> <td>Bardays HMG Procurement C</td> <td>EXP-HQ0109159334</td> <td>12.20</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>IT Costs</td> <td>Content Development - Online</td> <td>Bardays HMG Procurement C</td> <td>EXP-HQ0109159334</td> <td>25.71</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>IT Costs</td> <td>Marketing</td> <td>Bardays HMG Procurement C</td> <td>EXP-HQ0109159334</td> <td>1,247.84</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>Audience Development Management</td> <td>Bardays HMG Procurement C</td> <td>EXP-HQ0109159334</td> <td>90.89</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel Other</td> <td>Audience Development Management</td> <td>Bardays HMG Procurement C</td> <td>EXP-HQ0109159334</td> <td>40.79</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel Other</td> <td>Audience Development Management</td> <td>Bardays HMG Procurement C</td> <td>EXP-HQ0109159334</td> <td>40.79</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel-Air Passenger Transport</td> <td>Audience Development Management</td> <td>Bardays HMG Procurement C</td> <td>EXP-HQ0109159334</td> <td>66.30</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Audience Development Management<br>Hospitality<br>Accommodation<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consulting...</table> <table style="width: 100%;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>D CMS Natural History Museum 16/03/2016 Conference (Delegate) Fees LS Department Mgmt Team Bardays HMG Procurement C EXP-CWJ010159707 323.28 LS Department Mgmt Team Bardays HMG Procurement C EXP-CWJ010159707 386.50 LS Department Mgmt Team Bardays HMG Procurement C EXP-CWJ010159707 556.77 D CMS Natural History Museum 15/03/2016 Equip. Purch. & Hire (non IT / office) Museu...<br>Museum Programme Group (PEG) Bardays HMG Procurement C EXP-TQQD09159388 21.40 D CMS Natural History Museum 15/03/2016 Equip. Purch. & Hire (non IT / office) Museu...<br>Museum Programme Group (PEG) Bardays HMG Procurement C EXP-TQQD09159388 325.42 D CMS Natural History Museum 15/03/2016 Equip. Purch. & Hire (non IT / office) Museu...<br>Museum Programme Group (PEG) Bardays HMG Procurement C EXP-TQQD09159388 171.02 D CMS Natural History Museum 15/03/2016 Equip. Purch. & Hire (non IT / office) Museu...<br>Museum Programme Group (PEG) Bardays HMG Procurement C EXP-TQQD09159388 46.96 D CMS Natural History Museum 15/03/2016 Postage & Couriers Museu...<br>Museum Programme Group (PEG) Bardays HMG Procurement C EXP-TQQD09159388 90.84 <img>A table showing various expenses and their details.</img><br><page_number>21/04/2016 66 </page_number><br><page_number></page_number></table><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><img>A table showing various expenses and their details.</img></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Museum Programme Group (PEG)</td> <td>Bardays HMG Procurement C</td> <td>EXP-TQ00915938</td> <td>21.40</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Other Staff Welfare costs</td> <td>Production Services Exhibition & Conso</td> <td>Bardays HMG Procurement C</td> <td>EXP-TQ009159388</td> <td>183.60</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Exhibition & Conso</td> <td>Bardays HMG Procurement C</td> <td>EXP-TQ009159388</td> <td>4.95</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Exhibition & Conso</td> <td>Bardays HMG Procurement C</td> <td>EXP-TQ009159388</td> <td>815.90</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Subsistence Audience Development Management Bardays HMG Procurement C EXP-HG011015973 27.62</td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Travel Bus & Rail Transport Bardays HMG Procurement C EXP-HG011015973 35.80</td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Advertising Audience Development Management Bardays HMG Procurement C EXP-HG011015973 750.00</td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Advertising Marketing Bardays HMG Procurement C EXP-HG011015973 38.70</td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Hospitality Marketing Bardays HMG Procurement C EXP-HG011015973 5.86</td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Hospitality Marketing Bardays HMG Procurement C EXP-HG011015973 3.47</td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 IT Costs Marketing Bardays HMG Procurement C EXP-HG011015973 23.69</td></tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Conference (Delegate) Fees HR Organisational Development Bardays HMG Procurement C EXP-HG011015973 310.00</td></tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Profiling & Promo, Mail, ES Vertebreis & Anthropyphage Palaeot Bardays HMG Procurement C EXP-LRQ24444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444...L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...L...</table> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Travel Bus & Rail Transport Los Angeles Marmont Centre Bardays HMG Procurement C EXP-LRQ2888888888888888888888888888888888888888888888888888888888888888888888888888888888...</table> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Hospitality Audience Development Management Bardays HMG Procurement C EXP-LRQ2222222222222222222222222222222222222222222222222...</table> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) Sci Resources - Research Coordination Bardays HMG Procurement C EXP-LRQ3333333333333333333333333333333333...</table> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Accommodation Sci Resources - Research Coordination Bardays HMG Procurement C EXP-LRQ555555555555555555555555555...</table> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Subsistence Sci Resources - Research Coordination Bardays HMG Procurement C EXP-LRQ777777777777777777777777777...</table> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Subsistence Sci Resources - Research Coordination Bardays HMG Procurement C EXP-LRQ9999999999999999999999999...</table> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Hospitality Sci Resources - Research Coordination Bardays HMG Procurement C EXP-LRQAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAA...</table> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Subsistence Touring Robotics Bardays HMG Procurement C EXP-AJQOJIOIIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOOI...</table> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Subsistence Touring Robotics Bardays HMG Procurement C EXP-AJQOJJOIJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJ...</table> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Subsistence Touring Robotics Bardays HMG Procurement C EXP-AJQOJOOIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJIJJ...</table> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Subsistence Touring Robotics Bardays HMG Procurement C EXP-AJQOJOOIJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ...</table> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Subsistence Touring Robotics Bardays HMG Procurement C EXP-AJQOJOOIJIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII...</table> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Subsistence Touring Robotics Bardays HMG Procurement C EXP-AJQOJOOIJIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII...</table> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Subsistence Touring Robotics Bardays HMG Procurement C EXP-AJQOJOOIJOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO...</table> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Subsistence Touring Robotics Bardays HMG Procurement C EXP-AJQOJOOIJOIIONONONONONONONONONONONONONONONONONONONONONONONONONONONONONONONONONONONONONNO...</table> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Subsistence Touring Robotics Bardays HMG Procurement C EXP-AJQOJOOIJOIIONNNOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONOONO...</table> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Subsistence Touring Robotics Bardays HMG Procurement C EXP-AJQOJOOIJOIIONNOOINOINO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNO NNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNN...</table> <tr><td colspan="9">DCMS Natural History Museum 16/...</table> <tr><td colspan="9">DCMS Natural History Museum 16/Mar-...</table> <tr><td colspan="9">DCMS Natural History Museum ...</table> <tr><td colspan="9">DCMS Natural History Museu...</table> <tr><td colspan="9">DCMS Natural Histori...</table> <tr><td colspan="9">DCMS Natu...</table> <tr><td colspan="9">DCMS Natu...</table> <tr><td colspan="9">DCMS Natu...</table> <tr><td colspan="9">DCMS Natu...</table> <tr><td colspan="9">DCMS Natu...</table> <tr><td colspan="9">DCMS Natu...</table> <tr><td colspan="9">DCMS Natu...</table> <tr><td colspan="9">DCMS Natu...</table> <tr><td colspan="9">DCMS Natu...</table> <tr><td colspan="9">DCMS Natu...</table> <tr><td colspan="9">DCMS Natu...</table> <tr><td colspan="9">DCMS Natu...</table> <tr><td colspan="9">DCMS Natu...</table> <tr><td colspan="9">DCMS Natu...</table> <tr><td colspan="9">DCMS Natu...</table> <tr><td colspan="9">DCM Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-A0708159684</td> <td>61.93</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-A0708159684</td> <td>25.24</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-A0708159684</td> <td>8.54</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-A0708159684</td> <td>75.64</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-A0708159684</td> <td>21.24</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-A0708159684</td> <td>52.36</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-A0708159684</td> <td>74.28</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-A0708159684</td> <td>32.62</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-A0708159684</td> <td>4.93</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-A0708159684</td> <td>10.84</td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br>                                                               DCMS Natural History Museum 04/03/2016 Stock Retail (South Ken) Bardays HMG Procurement C EXP-A0708159819 5,000.00<br>  DCMS Natural History Museum 04/03/2016 Stock Retail (South Ken) Bardays HMG Procurement C EXP-A0708159819 5,000.00<br>  DCMS Natural History Museum 04/03/2016 Stock Retail (South Ken) Bardays HMG Procurement C EXP-A0708159819 5,722.94<br>  DCMS Natural History Museum 04/03/2016 Postage & Couriers Retail (South Ken) Bardleys HMG Procurement C EXP-A0708159819 100.00<br>  DCMS Natural History Museum 04/03/2016 Substance Retail (South Ken) Bardleys HMG Procurement C EXP-A0708159819 33.22<br>&nb... Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>LS Vertebrates Division</td> <td>Bardays HMG Procurement C</td> <td>EXP-KG0010159756</td> <td>43.47</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>IT Costs</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Bardays HMG Procurement C</td> <td>EXP-KG0010159756</td> <td>62.99</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Exhibition & Conse</td> <td>Bardays HMG Procurement C</td> <td>EXP-TQD010159776</td> <td>2,644.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Productuon Services Exhibition & Conse</td> <td>Bardays HMG Procurement C</td> <td>EXP-TQD010159776</td> <td>108.10</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Museum Programme Group (PEG)</td> <td>Bardays HMG Procurement C</td> <td>EXP-TQD010159776</td> <td>32.10</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 16/03/2016 Travel-Bus & Rail Transport ES Mineral & Planetary Sciences Division Bardays HMG Procurement C EXP-KG0010159788 207.56<br/>DCMS Natural History Museum 16/03/2016 Accommodation Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0010159788 126.95<br/>DCMS Natural History Museum 16/03/2016 Accommodation Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0010159788 84.12<br/>DCMS Natural History Museum 16/03/2016 Accommodation Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0010159788 -109.95<br/>DCMS Natural History Museum 16/03/2016 Travel-Bus & Rail Transport Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0010159788 7.20<br/>DCMS Natural History Museum 16/03/2016 Hospitality Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0010159788 530.20<br/>DCMS Natural History Museum 16/03/2016 Hospitality Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0010159788 12.90<br/>DCMS Natural History Museum 16/03/2016 Hospitality Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0010159788 388.00<br/>DCMS Natural History Museum 16/03/2016 Travel-Bus & Rail Transport Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0010159788 14.30<br/>DCMS Natural History Museum 16/03/2016 Accommodation Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0010159788 344.04<br/>DCMS Natural History Museum 16/03/2016 Accommodation Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0010159788 1,532.5<br/>DCMS Natural History Museum 16/03/2016 Overseas Taxes Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KGQOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJUOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJOJO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO JO J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J O J U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Vertebrates Division</td> <td>Bardays HMS Procurement C EXP-250101159780</td> <td></td> <td>8.99</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Vertebrates Division</td> <td>Bardays HMS Procurement C EXP-250101159780</td> <td></td> <td>5.05</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Vertebrates Division</td> <td>Bardays HMS Procurement C EXP-250101159780</td> <td></td> <td>21.65</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Vertebrates Division</td> <td>Bardays HMS Procurement C EXP-250101159780</td> <td></td> <td>9.99</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-250101159780</td> <td></td> <td>6.57</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>ES Department Mgmt Team</td> <td>Bardays HMS Procurement C EXP-250101159780</td> <td></td> <td>6.57</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-250101159780</td> <td></td> <td>71.98</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>ES Department Mgmt Team</td> <td>Bardays HMS Procurement C EXP-250101159780</td> <td></td> <td>9.88</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-250101159780</td> <td></td> <td>6.57</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-250101159780</td> <td></td> <td>14.57</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 16/03/2016 Postage & Couriers LS Collections Bardays HMS Procurement C EXP-250101159780 6.57 23.48 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.69 48.</th></tr><tr><th colspan="3">DCMS Natural History Museum Postage & Couriers LS Collections Bardays HMS Procurement C EXP-250101159780 32.</th><th colspan="3">DCMS Natural History Museum Postage & Couriers LS Collections Bardays HMS Procurement C EXP-250101159780 32.</th><th colspan="3">DCMS Natural History Museum Postage & Couriers LS Collections Bardays HMS Procurement C EXP-250101159780 32.</th><th colspan="3">DCMS Natural History Museum Postage & Couriers LS Collections Bardays HMS Procurement C EXP-250101159780 32.</th><th colspan="3">DCMS Natural History Museum Postage & Couriers LS Collections Bardays HMS Procurement C EXP-250101159780 32.</th><th colspan="3">DCMS Natural History Museum Postage & Couriers LS Collections Bardays HMS Procurement C EXP-250101159780 32.</th><th colspan="3">DCMS Natural History Museum Postage & Couriers LS Collections Bardays HMS Procurement C EXP-250101159780 32.</th><th colspan="3">DCMS Natural History Museum Postage & Couriers LS Collections Bardays HMS Procurement C EXP-250101159780 32.</th><th colspan="3">DCMS Natural History Museum Postage & Couriers LS Collections Bardays HMS Procurement C EXP-250101159780 32.</th><th colspan="3">DCMS Natural History Museum Postage & Couriers LS Collections Bardays HMS Procurement C EXP-250101159780 32.</th><th colspan="3">DCMS Natural History Museum Postage & Couriers LS Collections Bardays HMS Procurement C EXP-250101159780 32.</th><th colspan="3">DCMS Natural History Museum Postage & Couriers LS Collections Bardays HMS Procurement C EXP-250101159780 32.</th><th colspan="3">DCMS Natural History Museum Postage & Couriers LS Collections Bardays HMS Procurement C EXP-250101159780 32.</th><th colspan="3">DCMS Natural History Museum Postage & Couriers LS Collections Bardays HMS Procurement C EXP-2501011597 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMG Procurement C EXP-Z50101159780</td> <td></td> <td>12.59</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMG Procurement C EXP-Z50101159780</td> <td></td> <td>73.51</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMG Procurement C EXP-Z50101159780</td> <td></td> <td>10.10</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMG Procurement C EXP-Z50101159780</td> <td></td> <td>10.10</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>ES Vertebrates & Anthropology Palaeoec</td> <td>Bardays HMG Procurement C EXP-Z50101159780</td> <td></td> <td>567.99</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Hospitality</td> <td>LS Collections</td> <td>Bardays HMG Procurement C EXP-Z50101159780</td> <td></td> <td>86.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Hospitality (Delegate) Fees</td> <td>LS Insects Division</td> <td>Bardays HMG Procurement C EXP-Z50101159780</td> <td></td> <td>730.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Accommodation</td> <td>ES Economic & Environmental Earth Sc<br>LCS Consultancy<br>Bardays HMG Procurement C EXP-Z50101159780<br>Bardays HMG Procurement C EXP-Z50101159780<br>Bardays HMG Procurement C EXP-Z50101159780<br>Bardays HMG Procurement C EXP-Z50101159780<br>Bardays HMG Procurement C EXP-Z50101159780<br>Bardays HMG Procurement C EXP-Z50101159780<br>Bardays HMG Procurement C EXP-Z50101159780<br>Bardays HMG Procurement C EXP-Z50101159780<br>Bardays HMG Procurement C EXP-Z50101159780<br>Bardays HMG Procurement C EXP-Z50101159780<br>Bardays HMG Procurement C EXP-Z50101159780<br>Bardays HMG Procurement C EXP-Z50101159780<br>Bardays HMG Procurement C EXP-Z50101159780<br>Bardays HMG Procurement C EXP-Z5010115978<br>Bardays HMG Procurement C EXP-ZW-24444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444...<br>Bardays HMG Procurement C EXP-ZW-22222222222222222222222222222222222222222222222222222222222222222222222...<br>Bardays HMG Procurement C EXP-ZW-3333333333333333333333333333333333333333333333333333333333333...<br>Bardays HMG Procurement C EXP-ZW-666666666666666666666666666666666666666666666...<br>Bardays HMG Procurement C EXP-ZW-99999999999999999999999999999999999999...<br>Bardays HMG Procurement C EXP-ZW-AAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOOPPPQQQRRRSSSTTTUUUVVWWXYYZZZAAAAAAAABBBBCCDDDEEEFFGGGHHIIJJKKKKLLMMNNOOO Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-30001515973</td> <td>30.54</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-30001515973</td> <td>95.12</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-30001515973</td> <td>23.59</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-30001515973</td> <td>12.92</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-30001515973</td> <td>23.57</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-30001515973</td> <td>19.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip., Purch. & Hire (non IT / office)</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-30001515973</td> <td>39.99</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip., Purch. & Hire (non IT / office)</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-30001515973</td> <td>13.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotics<br>Touring Robotsi...</table> <table><tbody><tr><th>D CMS Natural History Museum 16/03/2016 Subsistence Touring Robotic Bardays HMS Procurement C EXP-30001515973 39.99 Bardays HMS Procurement C EXP-30001515973 44.8 Bardays HMS Procurement C EXP-30001515973 24.6 Bardays HMS Procurement C EXP-30001515973 28.39 Bardays HMS Procurement C EXP-30001515973 45.98 Bardays HMS Procurement C EXP-30001515973 56.64 Bardays HMS Procurement C EXP-30001515973 24.8 Bardays HMS Procurement C EXP-30001515973 24.8 Bardays HMS Procurement C EXP-38888888888888888888888888888888888888888888888888888888888888888888888888888888...</table> <table><tbody><tr><th>D CMS Natural History Museum 16/03/2016 Client Entertainment & Gifts Touring Robotic Bardays HMS Procurement C EXP-9WOOOIIIIIIIII 24.4 Bardays HMS Procurement C EXP-9WOOOIIIIIIIII 24.4 Bardays HMS Procurement C EXP-9WOOOIIIIIIIII 24.4 Bardays HMS Procurement C EXP-9WOOOIIIIIIIII 24.4 Bardays HMS Procurement C EXP-9WOOOIIIIIIIII 24.4 Bardays HMS Procurement C EXP-9WOOOIIIIIIIII 24.4 Bardays HMS Procurement C EXP-9WOOOIIIIIIIII 24.4 Bardays HMS Procurement C EXP-9WOOOIIIIIIIII 24.4 Bardays HMS Procurement C EXP-9WOOOIIIIIIIII 24.4 Bardays HMS Procurement C EXP-9WOOOIIIIIIIII 24.4 Bardays HMS Procurement C EXP-9WOOOIIIIIIIII 24.4 Barday...</table> <table><tbody><tr><th>D CMS Natural History Museum 16/03/2016 Subsistence Touring Robotic Bardays HMS Procurement C EXP-9WOOOIIIIIIIII 24.4 Bardays HMS Procurement C EXP-9WOOOIIIIIIIII 24.4 Bardays HMS Procurement C EXP-9WOOOIIIIIIIII 24.4 Bardays HMS Procurement C EXP-9WOOOIIIIIIIII 24.4 Bardays HMS Procurement C EXP-9WOOOIIIIIIIII 24.4 Barday...</table> <table><tbody><tr><th>D CMS Natural History Museum 16/03/2016 Accommodation Touring Robotic Bardays HMS Procurement C EXP-9WOOOIIIIIIIII 24.4 Barday...</table> <table><tbody><tr><th>D CMS Natural History Museum 16/03/2016 Accommodation Touring Robotic Barday...</table> <table><tbody><tr><th>D CMS Natural History Museum 16/03/2016 Equip., Purch. & Hire (non IT / office) Tourin... Natural History Museum - Freedom of Information Report** From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C</td> <td>EXP-SW001151031</td> <td>5.44</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Hospitality</td> <td>Hr Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-0W2021151027</td> <td>71.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Cafe'</td> <td>Bardays HMS Procurement C</td> <td>EXP-0W2021151027</td> <td>363.16</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Cafe'</td> <td>Bardays HMS Procurement C</td> <td>EXP-0W2021151027</td> <td>14.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Cafe'</td> <td>Bardays HMS Procurement C</td> <td>EXP-0W2021151027</td> <td>18.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Cafe'</td> <td>Bardays HMS Procurement C</td> <td>EXP-0W2021151027</td> <td>24.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Lease Costs</td> <td>Tring Cafe'</td> <td>Bardays HMS Procurement C</td> <td>EXP-0W2021151027</td> <td>90.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Cafe'</td> <td>Bardays HMS Procurement C</td> <td>EXP-0W2021151027</td> <td>4.00</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 16/03/2016 Cost of Goods Sold Tring Cafe' Bardays HMS Procurement C EXP-HTQ4I8I5972I 56.29 Bardays HMS Procurement C EXP-HTQ4I8I5972I 66.00 Bardays HMS Procurement C EXP-HTQ4I8I5972I 70.00 Bardays HMS Procurement C EXP-HTQ4I8I5972I 112.92 Bardays HMS Procurement C EXP-HTQ4I8I5972I 81.48 Bardays HMS Procurement C EXP-HTQ4I8I5972I 68.70 Bardays HMS Procurement C EXP-HTQ4I8I5972I 12.99 Bardays HMS Procurement C EXP-HTQ4I8I5972I 14.58 Bardays HMS Procurement C EXP-HTQ4I8I5972I 104.97 Bardays HMS Procurement C EXP-HTQ4I8I5972I 21.83 Bardays HMS Procurement C EXP-HTQ4I8I5972I 127.65 Bardays HMS Procurement C EXP-HTQ4I8I5972I 29.71 DCMS Natural History Museum 16/03/2016 Consumables / Sundry (non Stat) Retail (South Ken) Bardays HMS Procurement C EXP-HTQ4I8I5972I 56.29 Bardays HMS Procurement C EXP-HTQ4I8I5972I 66.00 Bardays HMS Procurement C EXP-HTQ4I8I5972I 70.00 Bardays HMS Procurement C EXP-HTQ4I8I5972I 112.92 Bardays HMS Procurement C EXP-HTQ4I8I5972I 81.48 Bardays HMS Procurement C EXP-HTQ4I8I5972I 68.70 Bardays HMS Procurement C EXP-HTQ4I8I5972I 12.99 Bardays HMS Procurement C EXP-HTQ4I8I5972I 14.58 Bardays HMS Procurement C EXP-HTQ4I8I5972I 104.97 Bardays HMS Procurement C EXP-HTQ4I8I5972I 21.83 Bardays HMS Procurement C EXP-HTQ4I8I5972I 127.65 Bardays HMS Procurement C EXP-HTQ4I8I5972 I 29.71 DCMS Natural History Museum 16/03/2016 Consumables / Sundry (non Stat) Retail (South Ken) Bardays HMS Procurement C EXP-HTQ4 I8 I597 I 56. I DCMS Natural History Museum 16/03/20 I Consumables / Sundry (non Stat) Retail (South Ken) Barday s H M P ro c u r e m e n t C E P H T Q 4 I 8 I 59 I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-HG0110159721</td> <td>30.37</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-HG0110159721</td> <td>7.47</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsistence</td> <td>Sci Direktorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-HM001151026</td> <td>18.58</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Sci Direktorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-HM001151026</td> <td>3.59</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsistence</td> <td>Sci Direktorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-HM001151026</td> <td>21.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsistence</td> <td>Sci Direktorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-HM001151026</td> <td>17.72</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsistence</td> <td>Sci Direktorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-HM001151026</td> <td>17.68</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Sci Direktorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-HM001151026</td> <td>3.61</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Sci Direktorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-HM001151026</td> <td>40.22</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 16/03/2016 Travel-Bus & Rail Transport Events (South Ken) Bardays HMG Procurement C EXP-HR021151031 835.10 DCMS Natural History Museum 16/03/2016 Hospitality Events (South Ken) Bardays HMG Procurement C EXP-HR021151031 19.69 DCMS Natural History Museum 16/03/2016 Licences (Non IT) Events (South Ken) Bardays HMG Procurement C EXP-HR02115153D 63.00 DCMS Natural History Museum 16/03/2016 Conference (Delegate) Fees HR Organisational Development Bardays HMG Procurement C EXP-HGJ3I5I5D8 316.00 DCMS Natural History Museum 16/03/2016 Hospitality Marketing Bardays HMG Procurement C EXP-HGJ3I5I5D8 3.67 DCMS Natural History Museum 16/03/2016 Advertising Marketing Bardays HMG Procurement C EXP-HGJ3I5I5D8 725.50 DCMS Natural History Museum 16/03/2016 Hospitality Marketing Bardays HMG Procurement C EXP-HGJ3I5I5D8 95.99 DCMS Natural History Museum 16/03/2016 Advertising Marketing Bardays HMG Procurement C EXP-HGJ3I5I5D8 19.80 DCMS Natural History Museum 16/03/2016 Travel-Bus & Rail Transport Programme Group (Temporary Exhibits) Bardays HMG Procurement C EXP-HGJ3I5I5974 218.00 DCMS Natural History Museum 16/03/2016 Travel-Bus & Rail Transport Programme Group (Temporary Exhibits) Bardays HMG Procurement C EXP-HGJ3I5I5974 446.95 DCMS Natural History Museum 16/03/2016 Subsistence Audience Development Management Bardays HMG Procurement C EXP-HGJ3I5I5974 28.25 28.25 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Audience Development Management</td> <td>Bardays HMG Procurement C</td> <td>EXP-HD010159714</td> <td>2.33</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Exceptional Costs</td> <td>Audience Development Management</td> <td>Bardays HMG Procurement C</td> <td>EXP-HD010159714</td> <td>80.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel Other</td> <td>Audience Development Management</td> <td>Bardays HMG Procurement C</td> <td>EXP-HD010159714</td> <td>93.44</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Conference (Delegate) Fees</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-HD010159714</td> <td>624.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Audience Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-HD010159714</td> <td>4.40</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-HD010159714</td> <td>112.46</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-HD010159714</td> <td>6.54</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>IT Costs - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordination - Online Research Coordina...</tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr></table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS<br>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural Histori...</table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS Natural Historical Society of Wales Conference (Delegate) Fees HR Organisational Development Travel Bus & Rail Transport Accommodation Other Taxes / Import Duties ES Vertebrates & Anthropology Palaeontological Collections Conference (Delegate) Fees Learning Engagement Learning Strategy & Research HR Organisational Development Travel Bus & Rail Transport Learning Engagement Learning Strategy & Researc...</table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS Natural Historical Society of Wales Conference (Delegate) Fees HR Organisational Development Travel Bus & Rail Transport Accommodation Other Taxes / Import Duties ES Vertebrates & Anthropology Palaeontological Collections Conference (Delegate) Fees Learning Engagement Learning Strategy & Researc...</table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS Natural Historical Society of Wales Conference (Delegate) Fees HR Organisational Development Travel Bus & Rail Transport Accommodation Other Taxes / Import Duties ES Vertebrates & Anthropology Palaeontological Collections Conference (Delegate) Fees Learning Engagement Learning Strategy & Researc...</table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS Natural Historical Society of Wales Conference (Delegate) Fees HR Organisational Development Travel Bus & Rail Transport Accommodation Other Taxes / Import Duties ES Vertebrates & Anthropology Palaeontological Collections Conference (Delegate) Fees Learning Engagement Learning Strategy & Researc...</table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS Natural Historical Society of Wales Conference (Delegate) Fees HR Organisational Development Travel Bus & Rail Transport Accommodation Other Taxes / Import Duties ES Vertebrates & Anthropology Palaeontological Collections Conference (Delegate) Fees Learning Engagement Learning Strategy & Researc...</table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS Natural Historical Society of Wales Conference (Delegate) Fees HR Organisational Development Travel Bus & Rail Transport Accommodation Other Taxes / Import Duties ES Vertebrates & Anthropology Palaeontological Collections Conference (Delegate) Fees Learning Engagement Learning Strategy & Researc...</table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS Natural Historical Society of Wales Conference (Delegate) Fees HR Organisational Development Travel Bus & Rail Transport Accommodation Other Taxes / Import Duties ES Vertebrates & Anthropology Palaeontological Collections Conference (Delegate) Fees Learning Engagement Learning Strategy & Researc...</table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS Natural Historical Society of Wales Conference (Delegate) Fees HR Organisational Development Travel Bus & Rail Transport Accommodation Other Taxes / Import Duties ES Vertebrates & Anthropology Palaeontological Collections Conference (Delegate) Fees Learning Engagement Learning Strategy & Researc...</table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS Natural Historical Society of Wales Conference (Delegate) Fees HR Organisational Development Travel Bus & Rail Transport Accommodation Other Taxes / Import Duties ES Vertebrates & Anthropology Palaeontological Collections Conference (Delegate) Fees Learning Engagement Learning Strategy & Researc...</table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS Natural Historical Society of Wales Conference (Delegate) Fees HR Organisational Development Travel Bus & Rail Transport Accommodation Other Taxes / Import Duties ES Vertebrates & Anthropology Palaeontological Collections Conference (Delegate) Fees Learning Engagement Learning Strategy & Researc...</table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS Natural Historical Society of Wales Conference (Delegate) Fees HR Organisational Development Travel Bus & Rail Transport Accommodation Other Taxes / Import Duties ES Vertebrates & Anthropology Palaeontological Collections Conference (Delegate) Fees Learning Engagement Learning Strategy & Researc...</table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS Natural Historical Society of Wales Conference (Delegate) Fees HR Organisational Development Travel Bus & Rail Transport Accommodation Other Taxes / Import Duties ES Vertebrates & Anthropology Palaeontological Collections Conference (Delegate) Fees Learning Engagement Learning Strategy & Researc...</table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS Natural Historical Society of Wales Conference (Delegate) Fees HR Organisational Development Travel Bus & Rail Transport Accommodation Other Taxes / Import Duties ES Vertebrates & Anthropology Palaeontological Collections Conference (Delegate) Fees Learning Engagement Learning Strategy & Researc...</table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS Natural Historical Society of Wales Conference (Delegate) Fees HR Organisational Development Travel Bus & Rail Transport Accommodation Other Taxes / Import Duties ES Vertebrates & Anthropology Palaeontological Collections Conference (Delegate) Fees Learning Engagement Learning Strategy & Researc...</table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS Natural Historical Society of Wales Conference (Delegate) Fees HR Organisational Development Travel Bus & Rail Transport Accommodation Other Taxes / Import Duties ES Vertebrates & Anthropology Palaeontological Collections Conference (Delegate) Fees Learning Engagement Learning Strategy & Researc...</table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS Natural Historical Society of Wales Conference (Delegate) Fees HR Organisational Development Travel Bus & Rail Transport Accommodation Other Taxes / Import Duties ES Vertebrates & Anthropology Palaeontological Collections Conference (Delegate) Fees Learning Engagement Learning Strategy & Researc...</table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS Natural Historical Society of Wales Conference (Delegate) Fees HR Organisational Development Travel Bus & Rail Transport Accommodation Other Taxes / Import Duties ES Vertebrates & Anthropology Palaeontological Collections Conference (Delegate) Fees Learning Engagement Learning Strategy & Researc...</table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS Natural Historical Society of Wales Conference (Delegate) Fees HR Organisational Development Travel Bus & Rail Transport Accommodation Other Taxes / Import Duties ES Vertebrates & Anthropology Palaeontological Collections Conference (Delegate) Fees Learning Engagement Learning Strategy & Researc...</table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#ebebeb;'> <th style='width: 25%;'>DCMS Natural Historical Society of Wales Conference (Delegate) Fees HR Organisational Development Travel Bus & Rail Transport Accommodation Other Taxes / Import Duties ES Vertebrates & Anthropology Palaeontological Collections Conference (Delegate) Fees Learning Engagement Learning Strategy & Researc...</table> <table cellspacing='none' ```json [ { "department": "DCMS", "entity": "Naturat Histoty Muuseum", "date": "16/03/2016", "expense_type": "Substance", "area": "Audience Developement Management", "supplier": "Bardays HMG Procurement C", "transaction_number": "EXP-HD010159714", "amount": 2.33, "vat_registration_number": "" }, { "department": "DCMS", "entity": "Naturat Histoty Muuseum", "date": "16/03/2016", "expense_type": "Exceptional Costs", "area": "Audience Developement Management", "supplier": "Bardays HMG Procurement C", "transaction_number": "EXP-HD010159714", "amount": 80.00, "vat_registration_number": "" }, { "department": "DCMS", "entity": "Naturat Histoty Muuseum", "date": "16/03/2016", "expense_type": "Travel Other", "area": "Audience Developement Management", "supplier": "Bardays HMG Procurement C", "transaction_number": "EXP-HD010159714", "amount": 93.44, "vat_registration_number": "" }, { "department": "DCMS", "entity": "Naturat Histoty Muuseum", "date": "16/03/2016", "expense_type": "Conference Delegate's Fees", "area": "HR Organisational Developement", "supplier": "Bardays HMG Procurement C", "transaction_number": "EXP-HD010159714", ... ``` Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Other Staff Welfare costs</td> <td>Visitor Experience Management</td> <td>Bardsays HMG Procurement C EXP-AADH8158B57</td> <td></td> <td>22.39</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Hospitality</td> <td>Learning Engagement</td> <td>Bardsays HMG Procurement C EXP-AADH8158B57</td> <td></td> <td>515.86</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>04/03/2016</td> <td>Staff Entertainment & Gifts</td> <td>Visitor Engagement Welcome and Servi</td> <td>Bardsays HMG Procurement C EXP-AADH8158B57</td> <td></td> <td>994.00</td> <td></td> </tr> <tr><td colspan="9"></td></tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Special Event Costs</td> <td>Visitor Events</td> <td>Bardsays HMG Procurement C EXP-KR9410159743</td> <td></td> <td>-13.70</td> <td></td> </tr> <tr><td colspan="9"></td></tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Special Event Costs</td> <td>Visitor Events</td> <td>Bardsays HMG Procurement C EXP-KR9410159743</td> <td></td> <td>280.35</td> <td></td> </tr> <tr><td colspan="9"></td></tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Special Event Costs</td> <td>Visitor Events</td> <td>Bardsays HMG Procurement C EXP-KR9410159743</td> <td></td> <td>2.39</td> <td></td> </tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></td></tr> <tr><td colspan="9"></ td></table> <table style='width: 100%; border-collapse: collapse;'> <tbody style='text-align: left;'> <tr style='border-bottom: 1px solid #ccc;'> <th style='padding: 8px;'>DCMS<br>Natural History Museum<br>Subsistence<br>Travel-Bus & Rail Transport<br>Subsistence<br>Travel-Bus & Rail Transport<br>Accommodation<br>Subsistence<br>Travel-Bus & Rail Transport<br>Accommodation<br>Travel-Bus & Rail Transport<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation<br>Accommodation </th> <th style='padding: 8px;'>Date <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team <br/>LS Department Mgmt Team </th> <th style='padding: 8px;'>EXP-CMWG115I5DZ<sup>(a)</sup><sup>(b)</sup><sup>(c)</sup><sup>(d)</sup><sup>(e)</sup><sup>(f)</sup><sup>(g)</sup><sup>(h)</sup><sup>(i)</sup><sup>(j)</sup><sup>(k)</sup><sup>(l)</sup><sup>(m)</sup><sup>(n)</sup><sup>(o)</sup><sup>(p)</sup><sup>(q)</sup><sup>(r)</sup><sup>(s)</sup><sup>(t)</sup><sup>(u)</sup><sup>(v)</sup><sup>(w)</sup><sup>(x)</sup><sup>(y)</sup><sup>(z)</sup><sup>(aa)</sup><sup>(ab)</sup><sup>(ac)</sup><sup>(ad)</sup><sup>(ae)</sup><sup>(af)</sup><sup>(ag)</sup><sup>(ah)</sup><sup>(ai)</sup><sup>(aj)</sup><sup>(ak)</sup><sup>(al)</sup><sup>(am)</sup><sup>(an)</sup><sup>(ao)</sup><sup>(ap)</sup><sup>(aq)</sup><sup>(ar)</sup><sup>(as)</sup><sup>(at)</sup><sup>(au)</sup><sup>(av)</sup><sup>(aw)</sup><sup>(ax)</sup><sup>(ay)</sup><sup>(az)<sub>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b<i/></i>b<i/></sub>b.i.</th> <th style='padding: 8px;'>EXP-CMWG115I5DZ<sub>c,d,e,f,g,h,i,j,k,l,m,n,o,p,q,r,s,t,u,v,w,x,y,z,aa,ab,ac,ad,ae,af,ag,ah,ai,aj,ak,al,am,an,ao,ap,aq,ar,as,at,au,av,aw,ax,ay,az<b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.</b>i.<sub>c,d,e,f,g,h,i,j,k,l,m,n,o,p,q,r,s,t,u,v,w,x,y,z,aa,ab,ac,ad,ae,af,ag,ah,ai,aj,ak,al,am,an,ao,ap,aq,aq,aq,aq,aq,aq,aq,aq,aq,aq,aq,aq,aq,aq,aq,aq,aq,aq,aq,aq<a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""></a>a i=""> </th> <th style='padding: 8px;'>EXP-CMWG115I5DZ<sub>c,d,e,f,g,h,i,j,k,l,m,n,o,p,q,r,s,t,u,v,w,x,y,z,aa,ab,ac,ad,ae,af,ag,ah,ai,aj,ak,al,am,an,ao,ap,aq,aq,aq,aq,aq,aq<a b="" c="" d="" e="" f="" g="" h="" j="" k="" l="" m="" n="" o="" p="" q="" r="" s="" t="" u="" v="" w="" x="" y="" z="" aa="" ab="" ac="" ad="" ae="" af="" ag="" ah="" ai="" aj="" ak="" al="" am="" an="" ao="" ap="" aq=""><span style='color:red;'><strong style='font-weight:bold;'>EXP-CMWG115I5DZ<sub>c,d,e,f,g,h,i,j,k,l,m,n,o,p,q,r,s,t,u,v,w,x,y,z,</strong> <strong style='font-weight:bold;'>aa, </strong> <strong style='font-weight:bold;'>ab, </strong> <strong style='font-weight:bold;'>ac, </strong> <strong style='font-weight:bold;'>ad, </strong> <strong style='font-weight:bold;'>ae, </strong> <strong style='font-weight:bold;'>af, </strong> <strong style='font-weight:bold;'>ag, </strong> <strong style='font-weight:bold;'>ah, </strong> <strong style='font-weight:bold;'>ai, </strong> <strong style='font-weight:bold;'>aj, </strong> <strong style='font-weight:bold;'>ak, </strong> <strong style='font-weight:bold;'>al, </strong> <strong style='font-weight:bold;'>am, </strong> <strong style='font-weight:bold;'>an, </strong> <strong style='font-weight:bold;'>ao, </strong> <strong style='font-weight:bold;'>ap, </strong> <strong style='font-weight:bold;'>aq, </strong> <strong style='font-weight:bold;'>aq, </strong> <strong style='font-weight:bold;'>aq, </strong> <strong style='font-weight:bold;'>aq, </strong> <strong style='font-weight:bold;'>aq, </strong> <strong style='font-weight:bold;'>aq, </strong> <strong style='font-weight:bold;'>aq, </strong> <strong style='font-weight:bold;'>aq, </strong> <strong 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id="_ftnref_6" rel="footnote">6" class="">(ae)</span><span id="_ftnref_7" rel="footnote">7" class="">(af)</span><span id="_ftnref_8" rel="footnote">8" class="">(ag)</span><span id="_ftnref_9" rel="footnote">9" class="">(ah)</span><span id="_ftnref_10" rel="footnote">10" class="">(ai)</span><span id="_ftnref_11" rel="footnote">11" class="">(aj)</span><span id="_ftnref_12" rel="footnote">12" class="">(ak)</span><span id="_ftnref_13" rel="footnote">13" class="">(al)</span><span id="_ftnref_14" rel="footnote">14" class="">(am)</span><span id="_ftnref_15" rel="footnote">15" class="">(an)</span><span id="_ftnref_16" rel="footnote">16" class="">(ao)</span><span id="_ftnref_17" rel="footnote">17" class="">(ap)</span><span id="_ftnref_18" rel="footnote">18" class="">(aq)</span><span id="_ftnref_19" rel="footnote">19" class="">(aq)</span><span id="_ftnref_20" rel="footnote">20" class="">(aq)</span><span id="_ftnref_21" rel="footnote">21" class="">(aq)</span><span id="_ftnref_22" rel="footnote">22" class="">(aq)</span><span id="_ftnref_23" rel="footnote">23" class="">(aq)</span><span id="_ftnref_24" rel="footnote">24" class="">(aq)</span><span id="_ftnref_25" rel="footnote">25" class="">(aq)</span><span id="_ftnref_26" rel="footnote">26" class="">(aq)</span><span id="_ftnref_27" rel="footnote">27" class="">(aq)</span><span id="_ftnref_28" rel="footnote">28" class="">(aq)</span><span id="_ftnref_29" rel="footnote">29" class="">(aq)</span><span id="_ftnref_30" rel="footnote">30" class="">(aq)</span><span id="_ftnref_31" rel="footnote">31"</page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_number>"class=""><page_page_num>/76 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Hospitality</td> <td>Events (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-H0201159769</td> <td>278.95</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Conference (Delegate) Fees</td> <td>ES Mineral & Plantary Sciences Division</td> <td>Bardays HMG Procurement C</td> <td>EXP-JD03115102B</td> <td>188.97</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Accommodation</td> <td>ES Mineral & Plantary Sciences Division</td> <td>Bardays HMG Procurement C</td> <td>EXP-JD03115102B</td> <td>361.90</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Accommodation</td> <td>ES Mineral & Plantary Sciences Division</td> <td>Bardays HMG Procurement C</td> <td>EXP-JD03115102B</td> <td>361.90</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Accommodation</td> <td>ES Economic & Environmental Earth Sc</td> <td>Bardays HMG Procurement C</td> <td>EXP-JD03115102B</td> <td>25.39</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Collections<br>Collections / Sundry (non Stat)</td> <td></td> <td>Bardays HMG Procurement C</td> <td>EXP-JD03115102B</td> <td>109.58</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Accommodation<br>Collections<br>Collections / Sundry (non Stat)</td> <td></td> <td>Bardays HMG Procurement C</td> <td>EXP-JD03115102B</td> <td>395.12</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Accommodation<br>E&S Invertebrates & Plants Division<br>E&S Invertebrates & Plants Division<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt<br>LRL Dept Mgmt)<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></table> <table style="width: 100%;"> <thead style="background-color: #ebebeb;"> <tr style="text-align: center;"> <th colspan="8">DCMS Natural History Museum 15/03/2016 Training HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 35.40 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 35.40 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 72.50 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 35.40 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 433.38 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 35.40 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 17.50 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 39.50 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 999.00 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 35.40 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 370.00 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 1,393.00 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 597.70 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 448.00 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I5934S 73.45 HR Organisational Development Bardays HMG Procurement C EXP-SBQ29I59 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-582029159345</td> <td>35.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-582029159345</td> <td>70.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-582029159345</td> <td>1,511.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-582029159345</td> <td>300.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-582029159345</td> <td>24.32</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-582029159345</td> <td>91.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-582029159345</td> <td>1,595.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-582029159345</td> <td>765.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Hospitality HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisional Developmen<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></table> <table border="1"> <thead style="background-color: #f4f4f4;"> <tr style="font-weight: bold;"> <th>Dcms Natural History Museum 03/03/2016 Furniture Estates Building Projects Encor Facility Services Ltd 1,849.49 188 4140 46 743 703 42 Special Event Costs Programme Group (Temporary Exhibits Royal College of Music 1,1047338 743 703 42 743 703 42 Special Event Costs Programme Group (Temporary Exhibits Royal College of Music 743 703 42 Special Event Costs Programme Group (Temporary Exhibits Royal College of Music 743 703 42 Special Event Costs Programme Group (Temporary Exhibits Royal College of Music 743 703 42 Special Event Costs Programme Group (Temporary Exhibits Royal College of Music 743 703 42 Special Event Costs Programme Group (Temporary Exhibits Royal College of Music 743 703 42 Special Event Costs Programme Group (Temporary Exhibits Royal College of Music 743 703 42 Special Event Costs Programme Group (Temporary Exhibits Royal College of Music 743 703 42 Special Event Costs Programme Group (Temporary Exhibits Royal College of Music 743 703 42 Special Event Costs Programme Group (Temporary Exhibits Royal College of Music 743 703 42 Special Event Costs Programme Group (Temporary Exhibits Royal College of Music 743 703 42 Special Event Costs Programme Group (Temporary Exhibits Royal College of Music 743 703 42 Special Event Costs Programme Group (Temporary Exhibits Royal College of Music 743 703 42 Special Event Costs Programme Group (Temporary Exhibits Royal College of Music 743 703 42 Special Event Costs Programme Group (Temporary Exhibits Royal College of Music 743 703 42 Special Event Costs Programme Group (Temporary Exhibits Royal College of Music 743 703 42 Special Event Costs Programme Group (Temporary Exhibits Royal College of Music 743 703 42 Special Event Costs Programme Group (Temporary Exhibits Royal College of Music 743 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>ES Collections</td> <td>Bardays HMS Procurement C EXP-Z5011151033</td> <td></td> <td>14.41</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>ES Collections</td> <td>Bardays HMS Procurement C EXP-Z5011151033</td> <td></td> <td>23.48</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>ES Collections</td> <td>Bardays HMS Procurement C EXP-Z5011151033</td> <td></td> <td>13.90</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>ES Collections</td> <td>Bardays HMS Procurement C EXP-Z5011151033</td> <td></td> <td>34.95</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>ES Collections</td> <td>Bardays HMS Procurement C EXP-Z5011151033</td> <td></td> <td>11.11</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel & Bus & Rail Transport<br>Gel Deux Mgmt<br>Courier Service<br>Luggage Handling<br>Taxi Service<br>Pick-up & Drop-off<br>Fees for Travelers (Delegated)</td> <td>ES Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plants Division<br>Invertebrates & Plant Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>ES Department Mgmt Team</td> <td>Bardays HMS Procurement C EXP-25011151033</td> <td></td> <td>30.41</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-25011151033</td> <td></td> <td>32.24</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-25011151033</td> <td></td> <td>37.73</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-25011151033</td> <td></td> <td>15.73</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-25011151033</td> <td></td> <td>18.07</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-25011151033</td> <td></td> <td>18.10</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-25011151033</td> <td></td> <td>37.84</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-25011151033</td> <td></td> <td>9.41</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-25011151033</td> <td></td> <td>9.41</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 9.49 87888888888888888888888888888888888888888888888888888888888888888888888888888888888888888.</th></tr><tr><th colspan="7">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C EXP-25011151033 Bardays HMS Procurement C EXP-25011151033 Bardays HMS Procurement C EXP-25011151033 Bardays HMS Procurement C EXP-25011151033 Bardays HMS Procurement C EXP-25011151033 Bardays HMS Procurement C EXP-25011151033 Bardays HMS Procurement C EXP-25011151033 Bardays HMS Procurement C EXP-25011151033 Bardays HMS Procurement C EXP-25011151033 Bardays HMS Procurement C EXP-25011151033 Bardays HMS Procurement C EXP-25011151033 Bardays HMS Procurement C EXP-25011757777777777777777777777777777777777777777777777777777777777777777777.</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-250 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-25 BARDAYS HPS PRCMNT T Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-25 DSCS NATL RY MARMN CTN Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont Centre Bardays HMS Procurement C Exp-</th></tr><tr><th colspan="6">DCMS Natural History Museum Accommodation LS Angela Marmont 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Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A8071151023</td> <td>2,010.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A8071151023</td> <td>300.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A8071151023</td> <td>854.92</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A8071151023</td> <td>466.48</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Hospitality</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A8071151023</td> <td>46.80</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Conference (Delegate) Fees</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A8071151023</td> <td>701.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Exceptional Costs</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A8071151023</td> <td>691.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A8071151023</td> <td>32.90</td> <td></td> </tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><td></tr><tr><tbody> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <tr> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Collections purch. (Non-Capex)</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-380110153827:</td> <td>13.01</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Collections purch. (Non-Capex)</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-380110153827:</td> <td>47.49</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Collections purch. (Non-Capex)</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-380110153827:</td> <td>118.18</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Collections purch. (Non-Capex)</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-380110153827:</td> <td>26.79</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Collections purch. (Non-Capex)</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-380110153827:</td> <td>74.82</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Collections purch. (Non-Capex)</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-380110153827:</td> <td>25.53</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Collections purch. (Non-Capex)</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-380110153827:</td> <td>60.25</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Collections purch. (Non-Capex)</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-380110153827:</td> <td>26.63</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Collections purch. (Non-Capex)</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-380110153827:</td> <td>79.00</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 29/3/2016 Consumables / Sundry (non Stat) Production Services Engineering Bardays HMG Procurement C EXP-IRQD2T25I9O9 25.17 505.52 55.78 Consumables / Sundry (non Stat) Production Services Engineering Bardays HMG Procurement C EXP-IRQD2T25I9O9 55.78 Consumables / Sundry (non Stat) Production Services Engineering Bardays HMG Procurement C EXP-IRQD2T25I9O9 55.78 DCMS Natural History Museum 16/3/2016 Hospitality Procurement Bardays HMG Procurement C EXP-RQD0JUO4N9 10.08 DCMS Natural History Museum 16/3/2016 Postage & Couriers Development Bardays HMG Procurement C EXP-RQD0JUO4N9 11.11 DCMS Natural History Museum 16/3/2016 Library Serials L&A Collections & Services Team Bardays HMG Procurement C EXP-RQD0JUO4N9 227,756.6 DCMS Natural History Museum 16/3/2016 Postage & Couriers Directorate Bardays HMG Procurement C EXP-RQD0JUO4N9 6.15 DCMS Natural History Museum 16/3/2016 Postage & Couriers Publishing Bardays HMG Procurement C EXP-RQD0JUO4N9 28.33 DCMS Natural History Museum 16/3/2016 Subsistence Touring Robotics Bardays HMG Procurement C EXP-MKUJUO4N9 9.55 DCMS Natural History Museum 16/3/2016 Travel Bus & Rail Transport Touring Robotics Bardays HMG Procurement C EXP-MKUJUO4N9 7.89 DCMS Natural History Museum 16/3/2016 Subsistence Touring Robotics Bardays HMG Procurement C EXP-MKUJUO4N9 6.59 DCMS Natural History Museum 16/3/2016 Subsistence Touring Robotics Bardays HMG Procurement C EXP-MKUJUO4N9 1.48 21/04/2016 <page_number>82</page_number></table> <img>A table showing details of expenses for the Natural History Museum.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> <img>A bar chart showing the number of transactions by department family.</img> <img>A pie chart showing the distribution of VAT registration numbers by department family.</img> <img>A line graph showing the amount of expenses by department family.</img> /img Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsistence</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK9310159752</td> <td></td> <td>23.04</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsistence</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK9310159752</td> <td></td> <td>7.33</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsistence</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK9310159752</td> <td></td> <td>3.91</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsistence</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK9310159752</td> <td></td> <td>2.28</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsistence</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK9310159752</td> <td></td> <td>8.20</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsistence</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK9310159752</td> <td></td> <td>11.87</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel Other</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK9310159752</td> <td></td> <td>32.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Accommodation</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK9310159752</td> <td></td> <td>32.54</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsistence</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK9310159752</td> <td></td> <td>6.33</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 16/03/2016 Subsistence Touring Robotics Bardays HMS Procurement C EXP-MK9310159752 1.84 EXP-MK9310159752 7.01 EXP-MK9310159752 5.00 EXP-MK9310159752 8.30 EXP-MK9310159752 1.14 EXP-MK9310159752 7.14 EXP-MK9310159752 3.36 EXP-MK9310159752 2.88 EXP-MK9310159752 2.54 EXP-MK9310159752 6.36 EXP-MK9310159752 3.81 EXP-MK9310159752 5.34 EXP-MK9310159752 4.67 EXP-MK9310159752 3.63 EXP-MK9310159752 4.88 EXP-MK9310159752 7.14 EXP-MK9310159752 2.38 EXP-MK9310159752 10.12 EXP-MK9310159752 6.20 Exp.</th></tr><tr><th colspan="8">DCMS Natural History Museum 16/03/2016 Subsistence Touring Robotics Bardays HMS Procurement C EXP-MK9310159752 4.88 Exp.</th></tr><tr><th colspan="8">DCMS Natural History Museum 16/03/2016 Travel & Rail Transport Touring Robotics Bardays HMS Procurement C EXP-MK9310159752 4.88 Exp.</th></tr><tr><th colspan="8">DCMS Natural History Museum 16/03/2016 Subsistence Touring Robotics Bardays HMS Procurement C EXP-MK9310159752 4.88 Exp.</th></tr><tr><th colspan="8">DCMS Natural History Museum 16/03/2016 Travel & Rail Transport Touring Robotics Bardays HMS Procurement C EXP-MK9310159752 4.88 Exp.</th></tr><tr><th colspan="8">DCMS Natural History Museum 16/03/2016 Subsistence Touring Robotics Bardays HMS Procurement C EXP-MK9310159752 4.88 Exp.</th></tr><tr><th colspan="8">DCMS Natural History Museum 16/03/2016 Subsistence Touring Robotics Bardays HMS Procurement C EXP-MK9310159752 4.88 Exp.</th></tr><tr><th colspan="8">DCMS Natural History Museum 16/03/2016 Travel Other Touring Robotics Bardays HMS Procurement C EXP-MK93...</th></tr><tr><th colspan="8">DCMS Natural History Museum 4/4/20...<page_number>83<page_number></page_number></page_number></page_number></table> <img>A table showing expenses for the Natural History Museum from March 4, 20...\<page_number>84\<page_number>\</page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March 4, ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</page_number></table> <img>A table showing expenses for the Natural History Museum from March ...\<page_number>84\<page_number>\</...\</p Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-MK9J10159752</td> <td>2.45</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-MK9J10159752</td> <td>1.45</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel Other</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-MK9J10159752</td> <td>6.72</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-MK9J10159752</td> <td>7.81</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-MK9J10159752</td> <td>12.36</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-MK9J10159752</td> <td>8.35</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-MK9J10159752</td> <td>1.44</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-MK9J10159752</td> <td>1.08</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-MK9J10159752</td> <td>2.15</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <strong>Bardays HMS Procurement C EXP-MK9J10159752 1.81 </strong><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br></strong>                                                                3.03 <tr style="border-top: 1px solid black;"> <th colspan="8">DCMS Natural History Museum 16/03/2016 Substance Touring Robotics Bardays HMS Procurement C EXP-MK9J10159752 8.02 <br> Bardays HMS Procurement C EXP-MK9J10159752 5.74 <br> Bardays HMS Procurement C EXP-MK9J10159752 12.03 <br> Bardays HMS Procurement C EXP-MK9J10159752 5.53 <br> Bardays HMS Procurement C EXP-MK9J10159752 4.53 <br> Bardays HMS Procurement C EXP-MK9J10159752 1.53 <br> Bardays HMS Procurement C EXP-MK9J10159752 10.03 <br> Bardays HMS Procurement C EXP-MK9J10159752 3.16 <br> Bardays HMS Procurement C EXP-MK9J10159752 7.02 <br> Bardays HMS Procurement C EXP-MK9J10159752 6.97 <br> Bardays HMS Procurement C EXP-MK9J10159752 8.30 <br> Bardays HMS Procurement C EXP-MK9J10159752 16.81 <br> Bardays HMS Procurement C EXP-MK9J10159752 4.77 <br> Bardays HMS Procurement C EXP-MK9J10159752 8.73 <br> Bardays HMS Procurement C EXP-MK9J10159752 2.37 <br> Bardays HMS Procurement C EXP-MK9J10159752 9.78 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 16/03/2016 Substance Touring Robotics Bardays HMS Procurement C EXP-MK9J10159752 <br> Bardays HMS Procurement C EXP-MK9J10159752 <br> Bardays HMS Procurement C EXP-MK9J10159752 <br> Bardays HMS Procurement C EXP-MK9J <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 16/03/2016 Travel Other Touring Robotics Bardays HMS Procurement C EXP-MK <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 16/03/20 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum 4 <tr style="border-top: 3px double black;"> <th colspan="8">DCMS Natural History Museum Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK0310159752</td> <td></td> <td>7.18</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK0310159752</td> <td></td> <td>5.18</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK0310159752</td> <td></td> <td>4.77</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK0310159752</td> <td></td> <td>0.96</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-MK0310159752</td> <td></td> <td>2.27</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-MK0310159752</td> <td></td> <td>8.20</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br/><table cellspacing="0" cellpadding="0"><tbody id="table_thead"><tr id="row_thead"><th colspan="2">DCMS Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Reserve National Nature Rese...<table cellspacing="0" cellpadding="0"><tbody id="table_body"><tr id="row_1"><th colspan="2">Natural History Mu... Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-HK9310159752</td> <td></td> <td>3.17</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-HK9310159752</td> <td></td> <td>7.03</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-HK9310159752</td> <td></td> <td>6.98</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel Other</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-HK9310159752</td> <td></td> <td>8.31</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-HK9310159752</td> <td></td> <td>16.82</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-HK9310159752</td> <td></td> <td>4.78</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-HK9310159752</td> <td></td> <td>8.74</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-HK9310159752</td> <td></td> <td>2.36</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-HK9310159752</td> <td></td> <td>9.79</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 16/03/2016 Substance Touring WPY Bardays HMS Procurement C EXP-HK9310159752 7.19 Bardays HMS Procurement C EXP-HK9310159752 5.18 Bardays HMS Procurement C EXP-HK9310159752 4.78 Bardays HMS Procurement C EXP-HK9310159752 0.96 Bardays HMS Procurement C EXP-HK9310159752 8.30 Bardays HMS Procurement C EXP-HK9310159752 1.35 Bardays HMS Procurement C EXP-HK9310159752 7.14 Bardays HMS Procurement C EXP-HK9310159752 3.35 Bardays HMS Procurement C EXP-HK9310159752 2.87 Bardays HMS Procurement C EXP-HK9310159752 2.55 Bardays HMS Procurement C EXP-HK9310159752 6.35 Bardays HMS Procurement C EXP-HK9310159752 3.82 Bardays HMS Procurement C EXP-HK9310159752 5.35 Bardays HMS Procurement C EXP-HK9310159752 4.68 Bardays HMS Procurement C EXP-HK9310159752 3.62 Bardays HMS Procurement C EXP-HK9310159752 14.11 Bardays HMS Procurement C EXP-HK9310159752 6.89 Bardays HMS Procurement C EXP-HK9310159752 7.15 Bardays HMS Procurement C EXP-HK9310159752 2.39 Bardays HMS Procurement C EXP-HK9310159752 10.12 DCMS Natural History Museum 16/03/2016 Travel-Bus & Rail Transport Touring WPY Bardays HMS Procurement C EXP-HK93 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel Other</td> <td>Touring WPY</td> <td>Bardays HMG Procurement C EXP-9K0J10159752</td> <td></td> <td>6.19</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMG Procurement C EXP-9K0J10159752</td> <td></td> <td>2.45</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMG Procurement C EXP-9K0J10159752</td> <td></td> <td>1.45</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel Other</td> <td>Touring WPY</td> <td>Bardays HMG Procurement C EXP-9K0J10159752</td> <td></td> <td>6.73</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMG Procurement C EXP-9K0J10159752</td> <td></td> <td>7.81</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel Other</td> <td>Touring WPY</td> <td>Bardays HMG Procurement C EXP-9K0J10159752</td> <td></td> <td>32.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Accommodation</td> <td>Touring WPY</td> <td>Bardays HMG Procurement C EXP-9K0J10159752</td> <td></td> <td>32.55</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMG Procurement C EXP-9K0J10159752</td> <td></td> <td>6.34</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMG Procurement C EXP-9K0J10159752</td> <td></td> <td>1.84</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 16/03/2016 Substance Touring WPY Bardays HMG Procurement C EXP-9K0J10159752 7.02 5.00 5.00 Bardays HMG Procurement C EXP-9K0J10159752 5.00 Bardays HMG Procurement C EXP-9K0J10159752 12.35 Bardays HMG Procurement C EXP-9K0J10159752 5.00 Bardays HMG Procurement C EXP-9K0J10159752 4.98 Bardays HMG Procurement C EXP-9K0J10159752 4.98 Bardays HMG Procurement C EXP-9K0J10159752 5.00 Bardays HMG Procurement C EXP-9K0J10159752 4.98 Bardays HMG Procurement C EXP-9K0J10159752 4.98 Bardays HMG Procurement C EXP-9K0J10159752 4.98 Bardays HMG Procurement C EXP-9K0J10159752 4.98 Bardays HMG Procurement C EXP-9K0J10159752 4.98 Bardays HMG Procurement C EXP-9K0J10159752 4.98 Bardays HMG Procurement C EXP-9K0J10159752 4.98 Bardays HMG Procurement C EXP-9K0J10159752 4.98 Bardays HMG Procurement C EXP-9K0J10159752 4.98 Bardays HMG Procurement C EXP-9K0J10159752 4.98 Bardays HMG Procurement C EXP-9K0J10159752 4.98 Bardays HMG Procurement C EXP-9K0J10159752 4.98 Bardays HMG Procurement C EXP-9K0J10159752 4.98 Bardays HMG Procurement C EXP-9K0J10159752 4.98 Bardays HMG Procurement C EXP-9K0J10159752 4.98 Bardays HMG Procurement C EXP-9K0J10159752 4.98 Bardays HMG Procurement C EXP-9K0J10159752 4.98 Bardays HMG Procurement C EXP-9K0J1015 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Work In Progress</td> <td>Publishing</td> <td>Bardays HMG Procurement C</td> <td>EXP-C2D01151024</td> <td>7.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Work In Progress</td> <td>Publishing</td> <td>Bardays HMG Procurement C</td> <td>EXP-C2D01151024</td> <td>7.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>Publishing</td> <td>Bardays HMG Procurement C</td> <td>EXP-C2D01151024</td> <td>14.41</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>Publishing</td> <td>Bardays HMG Procurement C</td> <td>EXP-C2D01151024</td> <td>14.93</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) LS Collections Bardays HMG Procurement C EXP-JG001151027 37.38 Bardays HMG Procurement C EXP-JG001151027 106.58 Bardays HMG Procurement C EXP-JG001151027 37.38 Bardays HMG Procurement C EXP-JG001151027 -37.38 Bardays HMG Procurement C EXP-JG001151027 11.71 Bardays HMG Procurement C EXP-JG001151027 106.58 Bardays HMG Procurement C EXP-JG001151027 116.35 Bardays HMG Procurement C EXP-JG001151027 92.97 Bardays HMG Procurement C EXP-JG001151027 48.64 Bardays HMG Procurement C EXP-JG001151027 11.94 Bardays HMG Procurement C EXP-JG001151027 23.16 Bardays HMG Procurement C EXP-JG001151027 23.16 Bardays HMG Procurement C EXP-JG001151027 7.72 Bardays HMG Procurement C EXP-JG001151027 7.08 Bardays HMG Procurement C EXP-JG001151027 23.16 Bardays HMG Procurement C EXP-JG001151027 7.72 DCMS Natural History Museum 15/03/2016 Consumables / Sundry (non Stat) RL Imaging & Analytical Bardays HMG Procurement C EXP-JH4W3JN9I Expire: 3/9/24 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9/4 Expire: 3/9 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>ES Department Pgmct Team</td> <td>Bardays HMG Procurement C EXP-AH031151023</td> <td></td> <td>3.74</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>ES Department Pgmct Team</td> <td>Bardays HMG Procurement C EXP-AH031151023</td> <td></td> <td>15.43</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>ES Department Pgmct Team</td> <td>Bardays HMG Procurement C EXP-AH031151023</td> <td></td> <td>9.49</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>ES Department Pgmct Team</td> <td>Bardays HMG Procurement C EXP-AH031151023</td> <td></td> <td>5.41</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>ES Department Pgmct Team</td> <td>Bardays HMG Procurement C EXP-AH031151023</td> <td></td> <td>6.93</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>ES Department Pgmct Team</td> <td>Bardays HMG Procurement C EXP-AH031151023</td> <td></td> <td>8.84</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>ES Department Pgmct Team</td> <td>Bardays HMG Procurement C EXP-AH031151023</td> <td></td> <td>47.96</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>ES Department Pgmct Team</td> <td>Bardays HMG Procurement C EXP-AH031151023</td> <td></td> <td>13.94</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>ES Department Pgmct Team</td> <td>Bardays HMG Procurement C EXP-AH031151023</td> <td></td> <td>36.31</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 16/03/2016 Conference (Delegate) Fees IT Costs Picture Library [Image Resources]</th></tr><tr><th colspan="9">DCMS Natural History Museum 16/03/2016 IT Costs Picture Library [Image Resources]</th></tr><tr><th colspan="9">DCMS Natural History Museum 16/03/2016 Consumables / Sundry (non Stat)</th></tr><tr><th colspan="9">DCMS Natural History Museum 16/03/2016 Consumables / Sundry (non Stat)</th></tr><tr><th colspan="9">DCMS Natural History Museum 16/03/2016 National Public Programmes Bardays HMG Procurement C EXP-AUO2I155I024 2.58 National Public Programmes Bardays HMG Procurement C EXP-AUO2I155I024 5.74 National Public Programmes Bardays HMG Procurement C EXP-AUO2I155I024 6.85 National Public Programmes Bardays HMG Procurement C EXP-AUO2I155I024 97.41 National Public Programmes Bardays HMG Procurement C EXP-AUO2I155I024 7.89 National Public Programmes Bardays HMG Procurement C EXP-AUO2I155I024 7.89 National Public Programmes Bardays HMG Procurement C EXP-AUO2I155I024 8.88 National Public Programmes Bardays HMG Procurement C EXP-AUO2I155I024 7.89 National Public Programmes Bardays HMG Procurement C EXP-AUO2I155I024 7.89 National Public Programmes Bardays HMG Procurement C EXP-AUO2I155I024 7.89 National Public Programmes Bardays HMG Procurement C EXP-AUO2I155I024 7.89 National Public Programmes Bardays HMG Procurement C EXP-AUO2I155I024 7.89 National Public Programmes Bardays HMG Procurement C EXP-AUO2I155I024 7.89 National Public Programmes Bardays HMG Procuration C EXP-AUO2I155I024 7.89 National Public Programmes Bardays HMG Procuration C EXP-AUO2I155I024 7.89 National Public Programmes Bardays HMG Procuration C EXP-AUO2I155I024 7.89 National Public Programmes Bardays HMG Procuration C EXP-AUO2I155I024 7.89 National Public Programmes Bardays HMG Procuration C EXP-AUO2I155I024 7.89 National Public Programmes Bardays HMG Procuration C EXP-AUO2I155I024 7.89 National Public Programmes Bardays HMG Procuration C EXP-AUO2I155I024 7.89 National Public Programmes Bardays HMG Procuration C EXP-AUO2I155I024 7.89 National Public Programmes Bardays HMG Procuration C EXP-AUO2I155I024 7.89 National Public Programmes Bardays HMG Procuration C EXP-AUO2I Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Sci Directorate</td> <td>Bardays HMG Procurement C EXP-7T0611151025</td> <td></td> <td>17.70</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Sci Directorate</td> <td>Bardays HMG Procurement C EXP-7T0611151029</td> <td></td> <td>29.22</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Accommodation</td> <td>LS Angels Marmont Centre</td> <td>Bardays HMG Procurement C EXP-7T0611151029</td> <td></td> <td>452.35</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>LS Angels Marmont Centre</td> <td>Bardays HMG Procurement C EXP-7T0611151025</td> <td></td> <td>46.65</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Hospitality</td> <td>Learning Engagement</td> <td>Bardays HMG Procurement C EXP-RJ0211151026l EXP-RJ0211151028l EXP-RJ0211151028l EXP-RJ0211515028l EXP-RJ0211515034l EXP-RJ0211515034l EXP-RJ0211515034l EXP-RJ0211515034l EXP-RJ0211515034l EXP-RJ0211515034l EXP-RJ0211515034l EXP-RJ0211515034l EXP-RJ0211515034l EXP-RJ0211515034l EXP-RJ0211515034l EXP-RJ0211515034l EXP-RJ0211515034l EXP-RJ0211515034l EXP-RJ0211515034l EXP-RJ0211515034l EXP-RJ0211515034l EXP-RJ0211515034l EXP-RJ0211515034l EXP-RJ0211515034l EXP-RJ0218888888888888888888888888888888888888888888888888888888888888888888888888888888888888999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999.</td><td></td><td>350.25<br/>262.00<br/></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/></tr> <tr style="border-top: 3px solid #FFC"> <th colspan="7">DCMS Natural History Museum 7/7/77 7/7/77 7/7/77 7/7/77 7/7/77 7/7/77 7/7/77 7/7/77 7/7/77 7/7/77 7/7/77 7/7/77 7/7/77 7/7/77 7/7/77 7/7/77 7/7/77 7/7/77 7/7/77 7/7/77 7/7/77 7/7/77 7/7/7 </th> ``` <th colspan="6">Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitality Hospitalicity Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel Hotel </th> <th colspan="6">Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Sci Directorate Scidirectorate </th> <th colspan="6">Bardays HMG Procurement C EXP-CB6BIIIISDZB Bardays HMG Procurement C EXP-CB6BIIIISDZB Bardays HMG Procurement C EXP-CB6BIIIISDZB Bardays HMG Procurement C EXP-CB6BIIIISDZB Bardays HMG Procurement C EXP-CB6BIIIISDZB Bardays HMG Procurement C EXP-CB6BIIIISDZB Bardays HMG Procurement C EXP-CB6BIIIISDZB Bardays HMG Procurement C EXP-CB6BIIIISDZB Bardays HMG Procurement C EXP-CB6BIIIISDZB Bardays HMG Procurement C EXP-CB6BIIIISDZB Bardays HMG Procurement C EXP-CB6BIIIISDZB Bardays HMG Procurement C EXP-CB6BIIIISDZB Bardays HMG Procurement C EXP-CB6BIIIISDZB Bardays HMG Procurement C EXP-CB6BIIIISDZB Bardays HMG Procurement C EXP-CB6BIIIISDZB Bardays HMG Procurement C EXP-CB6BIIIISDZB Bardays HMG Procurement C EXP-CB6BIIIISDZB Bardays HMG Procurement C EXP-CB6BISSDZS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMG Procurement C Exp-GBGIIISSDDS Bardays HMGProcureme </th> <th colspan="6">EXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIIISDZOiEXP-GWQIIIAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAASAAA </th> <th colspan="6">WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competiti </th> <th colspan="6">WPfot Competiton WPfot Competiton WPfot Competiton WPfot Competiton WPfot Competiton WPfot Competiton WPfot Competiton WPfot Competiton WPfot Competiton WPfot Competiton WPfot Competiton WPfot Competiton WPfot Competiton WPfot Competiton WPfot Competiton WPfot Competition WPfot Competition WPfot Competiton WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPfot Competition WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <th colspan="6">WPo </th> <table style="width: 4%; height: auto;"> <tbody style="height: auto;"> <tr style="height: auto;"> <td style="text-align: center;">DCMS Natural History Museum 4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4.4. </table style="" cellspacing="" cellpadding=""> <table style="width: 3%; height: auto;"> <tbody style=""> <tr style=""> <table style="" cellspacing="" cellpadding=""> <tbody style=""> <tr style=""> <table style="" cellspacing="" cellpadding=""> <tbody style=""> <tr style=""> <table style="" cellspacing="" cellpadding=""> <tbody style=""> <tr style=""> <table style="" cellspacing="" cellpadding=""> <tbody style=""> <tr style=""> <table style="" cellspacing="" cellpadding=""> <tbody style=""> <tr style=""> <table style="" cellspacing="" cellpadding=""> <tbody style=""> <tr style=""> <table style="" cellspacing="" cellpadding=""> <tbody style=""> <tr style=""> <table style="" cellspacing="" cellpadding=""> <tbody style=""> </tbody></table></table></table></table></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/> ``` <table cellspacing="" cellpadding=""> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Conference (Delegate) Fees</td> <td>LS Vertibrates Division</td> <td>Bardays HMS Procurement C EXP-JM011515D28 498.02</td> <td></td> <td></td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Library Serials</td> <td>L&A Collectors & Services Team</td> <td>Bardays HMS Procurement C EXP-JM011515D28 782.87</td> <td></td> <td></td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Library Serials</td> <td>L&A Collectors & Services Team</td> <td>Bardays HMS Procurement C EXP-JM011515D28 641.60</td> <td></td> <td></td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>L&A Collectors & Services Team</td> <td>Bardays HMS Procurement C EXP-JM011515D28 88.17</td> <td></td> <td></td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Library Serials</td> <td>L&A Collectors & Services Team</td> <td>Bardays HMS Procurement C EXP-JM011515D28 57.39</td> <td></td> <td></td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Accommodation</td> <td>LS Invertebrates Division</td> <td>Bardays HMS Procurement C EXP-JM011515D28 110.00</td> <td></td> <td></td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Conference (Delegate) Fees</td> <td>LS Invertebrates Division</td> <td>Bardays HMS Procurement C EXP-JM011515D28 201.86</td> <td></td> <td></td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-JM011515D28 26.95</td> <td></td> <td></td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-JM011515D28 32.30</td> <td></td> <td></td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 16/03/2016 Accommodation LS Genomics & Microbial Biodiversity D Bardays HMS Procurement C EXP-JM011515D28 237.30 LS Collections Bardays HMS Procurement C EXP-JM011515D28 54.95 LS Genomics & Microbial Biodiversity D Bardays HMS Procurement C EXP-JM011515D28 310.00 LS Collections Bardays HMS Procurement C EXP-JM011515D28 434.63 LS Collections Bardays HMS Procurement C EXP-JM011515D28 67.65 LS Anglia Marmont Centre Bardays HMS Procurement C EXP-JM011515D28 7.29 LS Anglia Marmont Centre Bardays HMS Procurement C EXP-JM011515D28 445.49 LS Anglia Marmont Centre Bardays HMS Procurement C EXP-JM011515D28 33.37 LS Anglia Marmont Centre Bardays HMS Procurement C EXP-JM011515D28 47.97 LS Anglia Marmont Centre Bardays HMS Procurement C EXP-JM011515D28 47.97 LS Anglia Marmont Centre Bardays HMS Procurement C EXP-JM011515D28 47.97 LS Anglia Marmont Centre Bardays HMS Procurement C EXP-JM011515D28 47.97 LS Anglia Marmont Centre Bardays HMS Procurement C EXP-JM011515D28 47.97 LS Anglia Marmont Centre Bardays HMS Procurement C EXP-JM011515D28 47.97 LS Anglia Marmont Centre Bardays HMS Procurement C EXP-JM011515D28 47.97 LS Anglia Marmont Centre Bardays HMS Procurement C EXP-JM011515D28 47.97 LS Anglia Marmont Centre Bardays HMS Procurement C EXP-JM011515D28 47.97 LS Anglia Marmont Centre Bardays HMS Procurement C EXP-JM011515D28 47.97 LS Anglia Marmont Centre Bardays HMS Procurement C EXP-JM011515D28 47.97 LS Anglia Marmont Centre Bardays HMS Procurement C EXP-JM011515D28 47.97 LS Anglia Marmont Centre Bardays HMS Procurement C EXP-JM011515D28 47.97 LS Anglia Marmont Centre Bardays HMS Procurement C EXP-JM01 <tr><th colspan="9">DCMS Natural History Museum 3/3/20 Natural History Museum Conference (Delegate) Fees Cultural Consultancy Bardays HMS Procurement C Exp-HH43IISIIOZT 346.02 Travel Bus & Rail Transport Cultural Consultancy Bardays HMS Procurement C Exp-HH43IISIIOZT 346.02 Cultural Consultancy Bardays HMS Procurement C Exp-HH43IISIIOZT 346.02 Cultural Consultancy Bardays HMS Procurement C Exp-HH43IISIIOZT 346.02 Cultural Consultancy Bardays HMS Procurement C Exp-HH43IISIIOZT 346.02 Cultural Consultancy Bardays HMS Procurement C Exp-HH43IISIIOZT 346.02 Cultural Consultancy Bardays HMS Procurement C Exp-HH43IISIIOZT 346.02 Cultural Consultancy Bardays HMS Procurement C Exp-HH43IISIIOZT 346.02 Cultural Consultancy Bardays HMS Procurement C Exp-HH43IISIIOZT 346.02 Cultural Consultancy Bardays HMS Procurement C Exp-HH43IISIIOZT 346.02 Cultural Consultancy Bardays HMS Procurement C Exp-HH43IISIIOZT 346.02 Cultural Consultancy Bardays HMS Procurement C Exp-HH43IISIIOZT 346.02 Cultural Consultancy Bardays HMS Procurement C Exp-HH43IISIIOZT 346.02 Cultural Consultancy Bardays HMS Procurement C Exp-HH43IISIIOZT 346. Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel Other</td> <td>Cultural Consultancy</td> <td>Bardays HMG Procurement C EXP-H0211151027</td> <td></td> <td>8.33</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsistence</td> <td>Cultural Consultancy</td> <td>Bardays HMG Procurement C EXP-H0211151027</td> <td></td> <td>50.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Accommodation</td> <td>Cultural Consultancy</td> <td>Bardays HMG Procurement C EXP-H0211151027</td> <td></td> <td>99.17</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Equip. Punch. & Hire (non IT / office)</td> <td>Touring WPY</td> <td>Bardays HMG Procurement C EXP-JK012151069L</td> <td></td> <td>180.05</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Advertising</td> <td>Touring Objects IP</td> <td>Bardays HMG Procurement C EXP-JK012151069L</td> <td></td> <td>340.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Advertising</td> <td>Touring Objects IP</td> <td>Bardays HMG Procurement C EXP-JK012151069L</td> <td></td> <td>378.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Advertising</td> <td>Touring Objects IP</td> <td>Bardays HMG Procurement C EXP-JK012151069L</td> <td></td> <td>323.00</td> <td></td> </tr><tr><td colspan="9"></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>18/03/2016</td><td>Special Event Costs</td><td>Programme Group (Temporary Exhibits)</td><td>Bardays HMG Procurement C EXP-HQD2115103I</td><td></td><td>7.90</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>18/03/2016</td><td>Subsistence</td><td>Visitor Commerce Management</td><td>Bardays HMG Procurement C EXP-HQD2115103I</td><td></td><td>3.87</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>18/03/2016</td><td>Subsistence</td><td>Visitor Commerce Management</td><td>Bardays HMG Procurement C EXP-HQD2115103I</td><td></td><td>3.41</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>18/03/2016</td><td>Accommodation</td><td>Visitor Commerce Management</td><td>Bardays HMG Procurement C EXP-HQD2115103I</td><td></td><td>198.33</td><td></ td></tr><tr><th rowspan="4">DCMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>DMS<br>D...</th><th rowspan="4">Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural Histori...</th><th rowspan="4">Natural History Museum 29/03/2016 29/03/2016 29/03/2016 29/03/2016 29/03/2016 29/03/2016 29/03/2016 29/03/2016 29/...</th><th rowspan="4">Subsistence Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Special Event Costs Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistence Subsistance Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Rail Transport Travel Bus & Ral Transpo...</th><th rowspan="4">Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Commerce Management Visitor Comme...</th><th rowspan="4">Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Barday...</th><th rowspan="4">EXP-HQD215...EXP-HQD2...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HQD...EXP-HHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJJHHJI...</th></table> <table style="width: 85%; margin-left: auto; margin-right: auto;"> <tr style="background-color: #eaeaea;"> <th colspan="4" style="text-align: center;">Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 Date : 27-Mar-20 Time : 8:47 AM Page : <page_number>92<page_number></page_number></th> <th style="text-align: right;">Total Amount : 87,878.74 VAT Amount : 87,878.74 VAT Rate : 2% VAT Registration Number : 4XZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZUZAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAADAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABAAAABA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... Total VAT Amount : 87,878.74 Total VAT Rate : 2% Total VAT Registration Number : AAAAAA... total vat amount = total vat rate * total vat registration number Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>Cultural Consultancy</td> <td>Bardays HMG Procurement C</td> <td>EXP-H0321151068</td> <td>15.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>Cultural Consultancy</td> <td>Bardays HMG Procurement C</td> <td>EXP-H0321151068</td> <td>91.70</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Accommodation</td> <td>Cultural Consultancy</td> <td>Bardays HMG Procurement C</td> <td>EXP-H0321151068</td> <td>86.103</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Conference (Delegate) Fees</td> <td>Cultural Consultancy</td> <td>Bardays HMG Procurement C</td> <td>EXP-H0321151068</td> <td>35.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-H0321151068</td> <td>277.65</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Publikat(Book (non-coll) purch.</td> <td>Cultural Consultancy</td> <td>Bardays HMG Procurement C</td> <td>EXP-H0321151068</td> <td>15.58</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>Cultural Consultancy<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br>PES Directorate<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</br>"</nbr><n ```json [ { "department": "DCMS", "entity": "Natural History Museum", "date": "29/03/2016", "expense_type": "Hospitality", "area": "Cultural Consultancy", "supplier": "Bardays HMG Procurement C", "transaction_number": "EXP-H0321151068", "amount": 15.0, "vat_registration_number": "" }, { "department": "DCMS", "entity": "Natural History Museum", "date": "29/03/2016", "expense_type": "Hospitality", "area": "Cultural Consultancy", "supplier": "Bardays HMG Procurement C", "transaction_number": "EXP-H0321151068", "amount": 91.7, "vat_registration_number": "" }, { "department": "DCMS", "entity": "Natural History Museum", "date": "29/03/2016", "expense_type": "Accommodation", "area": "Cultural Consultancy", "supplier": "Bardays HMG Procurement C", "transaction_number": "EXP-H0321151068", "amount": 86.1, "vat_registration_number": "" }, { "department": "DCMS", "entity": "Natural History Museum", "date": "29/03/2016", "expense_type": "Conference (Delegate) Fees", "area": "Cultural Consultancy", "supplier": "Bardays HMG Procurement C", "transaction_number": "EXP-H0321151068", "amount": 35.0, "vat_registration_number": "" }, { department: DCMS, entity: Natural History Museum, date: 29/03/2016, expense_type: Hospitality, area: HR Organisational Development, supplier: Bardays HMG Procurement C, transaction_number: EXP-H0321151068, amount: 277.65, vat_registration_number: "" }, { department: DCMS, entity: Natural History Museum, date: 29/03/2016, expense_type: Hospitality, area: Cultural Consultancy, supplier: Bardays HMG Procurement C, transaction_number: EXP-H0321151068, amount: 15.58, vat_registration_number: "" }, { department: DCMS, entity: Natural History Museum, date: 29/03/2016, expense_type: Conference (Delegate) Fees, area: Cultural Consultancy, supplier: Bardays HMG Procurement C, transaction_number: EXP-H0321151068, amount: 439.94, vat_registration_number: "" }, { department: DCMS, entity: Natural History Museum, date: 29/03/2016, expense_type: Hospitality, area: Cultural Consultancy, supplier: Bardays HMG Procurement C, transaction_number: EXP-H0321151068, amount: 2.17, vat_registration_number: "" }, { department: DCMS, entity: Natural History Museum, date: 29/03/2016, expense_type: Hospitality, area: Cultural Consultancy, supplier: Bardays HMG Procurement C, transaction_number: EXP-H0321151068, amount: 14.35, vat_registration_number: "" }, { department: DCMS, entity: Natural History Museum, date: 29/03/2016, expense_type: Hospitality, area: Cultural Consultancy, supplier: Bardays HMG Procurement C, transaction_number: EXP-H0321151068, amount: 28.88, vat_registration_number: "" }, { ``` ```json [ { ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ ``` ```json [ <page_number>Page <page_number>93 of <page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></page number/></table Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C EXP-88021151027</td> <td></td> <td>97.98</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C EXP-88021151027</td> <td></td> <td>194.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C EXP-88021151027</td> <td></td> <td>775.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Hospitality</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C EXP-88021151027</td> <td></td> <td>51.92</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C EXP-88021151027</td> <td></td> <td>140.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C EXP-88021151027</td> <td></td> <td>123.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C EXP-88021151027</td> <td></td> <td>193.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C EXP-88021151027</td> <td></td> <td>395.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C EXP-88021151027</td> <td></td> <td>35.00</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 26/3/2016 Special Event Costs Programme Group (Temporary Exhibits)</th></tr><tr><th colspan="9">DCMS Natural History Museum 29/3/2016 Special Event Costs Visitor Events Bardays HMG Procurement C EXP-HH021251S72 93.70 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9.44 9. Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Library Services</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C EXP-RQ4212151071</td> <td></td> <td>54.48</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C EXP-RQ4212151071</td> <td></td> <td>17.97</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Conference (Delegate) Fees</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C EXP-RQ4212151071</td> <td></td> <td>315.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C EXP-RQ4212151071</td> <td></td> <td>29.19</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Subscriptions & Corp. Pprships</td> <td>L&A Museum Archives & Records Mgmt.</td> <td>Bardays HMG Procurement C EXP-RQ4212151071</td> <td></td> <td>300.00</td> <td></td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 29/03/2016 Travel-Bus & Rail Transport Events (South Ken) Bardays HMG Procurement C EXP-RQD212151072 1,349.70 DCMS Natural History Museum 29/03/2016 Hospitality Events (South Ken) Bardays HMG Procurement C EXP-RQD212151072 185.27 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 29/03/2016 Equip. Purch. & Hire (non IT / offices) Visitor Engagement Welcome and Serv Bardays HMG Procurement C EXP-RJD3215107i 834.00 DCMS Natural History Museum 29/03/2016 Travel-Bus & Rail Transport Visitor Experience Management Bardays HMG Procurement C EXP-RJD3215107i 193.60 DCMS Natural History Museum 29/03/2016 Travel-Bus & Rail Transport Visitor Experience Management Bardays HMG Procurement C EXP-RJD3215107i 81.40 DCMS Natural History Museum 29/03/2016 Travel-Bus & Rail Transport Learning Engagement Bardays HMG Procurement C EXP-RJD3215107i 33.10 DCMS Natural History Museum 29/03/2016 Hospitality Learning Engagement Bardays HMG Procurement C EXP-RJD3215107i 557.54 DCMS Natural History Museum 29/03/2016 Hospitality Visitor Experience Management Bardays HMG Procurement C EXP-RJD3215107i 55.50 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 29/03/2016 Postage & Couriers LS Collections Bardays HMG Procurement C EXP-SZGJ2I5I073 36.38 DCMS Natural History Museum 29/03/2016 Postage & Couriers LS Collections Bardays HMG Procurement C EXP-SZGJ2I5I073 6.57 DCMS Natural History Museum 29/03/2016 Postage & Couriers LS Collections Bardays HMG Procurement C EXP-SZGJ2I5I073 6.57 DCMS Natural History Museum 29/03/2016 Postage & Couriers LS Collections Bardays HMG Procurement C EXP-SZGJ2I5I073 26.71 DCMS Natural History Museum 29/03/2016 Postage & Couriers LS Collections Bardays HMG Procurement C EXP-SZGJ2I5I073 30.41 DCMS Natural History Museum 29/03/2016 Postage & Couriers LS Collections Bardays HMG Procurement C EXP-SZGJ2I5I073 92.52 DCMS Natural History Museum 29/03/2016 Postage & Couriers ES Department Mgmt Team Bardays HMG Procurement C EXP-SZGJ2I5I073 17.89 DCMS Natural History Museum 29/03/2016 Postage & Couriers LS Collections Bardays HMG Procurement C EXP-SZGJ2I5I073 14.16 DCMS Natural History Museum 29/03/2016 Postage & Couriers LS Collections Bardays HMG Procurement C EXP-SZGJ2I5I073 14.16 DCMS Natural History Museum 29/03/2016 Postage & Couriers LS Collections Bardays HMG Procurement C EXP-SZGJ2I5I073 30.41 DCMS Natural History Museum 29/03/2016 Postage & Couriers LS Collections Bardays HMG Procurement C EXP-SZGJ2I5I073 30.16 </tr> \<page_number>21/04/2016 \</page_number>\<page_number>95 \</page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C</td> <td>EXP-SDI12151073</td> <td>19.16</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C</td> <td>EXP-SDI12151073</td> <td>20.86</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C</td> <td>EXP-SDI12151073</td> <td>11.33</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C</td> <td>EXP-SDI12151073</td> <td>10.10</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C</td> <td>EXP-SDI12151073</td> <td>11.11</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C</td> <td>EXP-SDI12151073</td> <td>9.41</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Accommodation</td> <td>ES Veritabris & Anthropology PalaeoC<br/>ES Veritabris & Anthropology PalaeoC<br/>ES Invertebrates & Plants Division<br/>ES Invertebrates & Plants Division<br/>Equip. Purch. & Hire (non IT / office)</td> <td>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardays HMS Procurement C<br/>Bardayes HMGProcuremeCt E<page_number>CXHGIUJLZDZKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQKQVWYFQGQQM8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8T8TT<page_number></page_number></table> <tr><td rowspan="2">DCMS</td><td rowspan="2">Natural History Museum 29/03/2016 Accommodation Equip. Purch. & Hire (non IT / office) 29/03/2016 Accommodation 29/03/2016 Accommodation 29/03/2016 Postage & Couriers 29/03/2016 Travel-Air Passenger Transport 29/03/2016 Conference (Delegate) Fees 29/03/2016 Postage & Couriers 29/03/2016 Postage & Couriers 16/03/2016 Conference (Delegate) Fees 16/03/2016 Hospitality 16/03/2016 IT Costs 16/03/2016 IT Costs 16/03/2016 Exceptional Costs 16/03/2016 Subsistence 16/03/2016 Travel-Rail & Rail Transport 16/03/2016 Subsistence 16/03/2016 Travel Other 16/03/2016 Subsistence Audience Development Management Audience Development Management Audience Development Management Audience Development Management Audience Development Management Audience Development Management Audience Development Management Audience Development Management Audience Development Management Audience Development Management Audience Development Management Audience Development Management Audience Development Management Audience Development Management Audience Development Management 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EXP-HGDII5II5DIZD EXP-HGDII5II5DIZD EXP-HGDII5II5DIZD EXP-HGDII5II5DIZD EXP-HGDII5II5DIZD EXP-HGDII5II5DIZD EXP-HGDII5II5DIZD EXP-HGDII5II5DIZD EXP-HGDII5II5DIZD EXP-HGDII5II5DIZD EXP-HGDII5II5DIZD EXP-HGDII5II5DIZD EXP-HGDII5II5DIZD EXP-HGDII5III4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGDIII4DDI ZE XP-HGHJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJLJJ<page_number></page_number></table> <tr><td rowspan="2">DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS <tr><td rowspan="2">DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME DCSME <tr><td rowspan="2">DCSMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC SMDC <tr><td rowspan="2">DCSMMDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC MDC <tr><td rowspan="2">MCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDMCDM CD <tr><td rowspan="2">MCDMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCMCM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM <tr><td rowspan="2">MCMMCCMC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCC MCCCCMC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC MC CC <tr><td rowspan="2">MCMMCCMC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC MMCC <tr><td rowspan="2">MMMMCCCMM CCC MMC MMCMMCMMCMMCMMCMMCMMCMMCMMCMMCMMCMMCMMCMMCMMCMMCMMCMMCMMCMMCMMCMMCMMCMMCMMCMMC MMC MMC MMC MMC MMC MMC MMC MMC MMC MMCMMC MMCMMCMMCMMCMMCMMCMMCMMCMMCMMC MMC MMC MMC MMC MMC MMC MMC MMC MMC MMC MMCMM <tr><td rowspan="2">MMMMCCCMM CCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCMMCCCC <tr><td rowspan="2">MMMCCCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCCMMM CCC MMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMM <tr><td rowspan="2">CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCC <tr><td 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alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmenten=C alignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentendignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentdignmentd Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Audience Development Management</td> <td>Bardays HMG Procurement C EXP-HG011151028</td> <td></td> <td>5.09</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Audience Development Management</td> <td>Bardays HMG Procurement C EXP-HG011151028</td> <td></td> <td>28.52</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Audience Development Management</td> <td>Bardays HMG Procurement C EXP-HG011151028</td> <td></td> <td>7.07</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Air Passenger Transport</td> <td>Audience Development Management</td> <td>Bardays HMG Procurement C EXP-HG011151028</td> <td></td> <td>60.18</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Audience Development Management</td> <td>Bardays HMG Procurement C EXP-HG011151028</td> <td></td> <td>159.94</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Audience Development Management</td> <td>Bardays HMG Procurement C EXP-HG011151028</td> <td></td> <td>6.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Substance</td> <td>Audience Development Management</td> <td>Bardays HMG Procurement C EXP-HG011151028</td> <td></td> <td>5.59</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Exceptional Costs</td> <td>Audience Development Management Marketing Audit Services Special Effects (non IT / office)</td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br/><table cellspacing="none"><tbody id="table_data_4"><tr id="__annotation__rowinterval_0"><th colspan="7">DCMS Natural History Museum 16/03/2016 Equip., Purch., & Hire (non IT / office) Production Services Special Effects Bardays HMG Procurement C EXP-IBQ40I159728 IBQ40I159728 545.00 25.00 45.99 45.40 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.23 46.</table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table> <table cellspacing="none"> <tbody id="annotation_table_body"> <tr id="__annotation__rowinterval_7" class="annotation_row"> <th colspan="9" style="text-align:center;">DCMS Natural History Museum Training HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I1597Z7 HR Organisational Development Bardays HMG Procurement C EXP-SBQ80I Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-580210159727</td> <td>95.61</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-580210159727</td> <td>11.66</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-580210159727</td> <td>-1,188.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-580210159727</td> <td>360.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-580210159727</td> <td>370.07</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-580210159727</td> <td>295.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-580210159727</td> <td>35.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-580210159727</td> <td>45.83</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <td>EXP-580210159727</td> <td>47.40</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMS Procurement C</td> <strong style="color: red;">EXP-580210159727 (Red)</strong><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br style="color: red;">(Red)</strong>                                                                </table> <table style="width: 99%; border-collapse: collapse;"> <thead style="background-color: #f4f4f4;"> <tr style="text-align: center;"> <th colspan="4">DCMS Natural History Museum 16/3/2016 Library Serials L&A Collections & Services Team Bardays HMS Procurement C EXP-RDQO1NLSI3OI 11,643.00 98 21/04/2016 98 <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><---> <br><img>A table showing details of a procurement request.</img></table> <table style="width: 99%; border-collapse: collapse;"> <thead style="background-color: #f4f4f4;"> <tr style="text-align: center;"> <th colspan="4">DCMS Natural History Museum 16/3/2016 Library Serials L&A Collections & Services Team Bardays HMS Procurement C EXP-RDQO1NLSI3OI 98 21/04/2016 98 <br><img>A table showing details of a procurement request.</img></table> <table style="width: 99%; border-collapse: collapse;"> <thead style="background-color: #f4f4f4;"> <tr style="text-align: center;"> <th colspan="4">DCMS Natural History Museum 16/3/2016 Library Serials L&A Collections & Services Team Bardays HMS Procurement C EXP-RDQO1NLSI3OI 98 21/04/2016 98 <br><img>A table showing details of a procurement request.</img></table> <table style="width: 99%; border-collapse: collapse;"> <thead style="background-color: #f4f4f4;"> <tr style="text-align: center;"> <th colspan="4">DCMS Natural History Museum 16/3/2016 Library Serials L&A Collections & Services Team Bardays HMS Procurement C EXP-RDQO1NLSI3OI 98 21/04/2016 98 <br><img>A table showing details of a procurement request.</img></table> <table style="width: 99%; border-collapse: collapse;"> <thead style="background-color: #f4f4f4;"> <tr style="text-align: center;"> <th colspan="4">DCMS Natural History Museum 16/3/2016 Library Serials L&A Collections & Services Team Bardays HMS Procurement C EXP-RDQO1NLSI3OI 98 21/04/2016 98 <br><img>A table showing details of a procurement request.</img></table> <table style="width: 99%; border-collapse: collapse;"> <thead style="background-color: #f4f4f4;"> <tr style="text-align: center;"> <th colspan="4">DCMS Natural History Museum 16/3/2016 Library Serials L&A Collections & Services Team Bardays HMS Procurement C EXP-RDQO1NLSI3OI 98 21/04/2016 98 <br><img>A table showing details of a procurement request.</img></table> <table style="width: 99%; border-collapse: collapse;"> <thead style="background-color: #f4f4f4;"> <tr style="text-align: center;"> <th colspan="4">DCMS Natural History Museum 16/3/2016 Library Serials L&A Collections & Services Team Bardays HMS Procurement C EXP-RDQO1NLSI3OI 98 21/04/2016 98 <br><img>A table showing details of a procurement request.</img></table> <table style="width: 99%; border-collapse: collapse;"> <thead style="background-color: #f4f4f4;"> <tr style="text-align: center;"> <th colspan="4">DCMS Natural History Museum 16/3/2016 Library Serials L&A Collections & Services Team Bardays HMS Procurement C EXP-RDQO1NLSI3OI 98 21/04/2016 98 <br><img>A table showing details of a procurement request.</img></table> <table style="width: 99%; border-collapse: collapse;"> <thead style="background-color: #f4f4f4;"> <tr style="text-align: center;"> <th colspan="4">DCMS Natural History Museum 16/3/2016 Library Serials L&A Collections & Services Team Bardays HMS Procurement C EXP-RDQO1NLSI3OI 98 21/04/2016 98 <br><img>A table showing details of a procurement request.</img></table> <table style="width: 99%; border-collapse: collapse;"> <thead style="background-color: #f4f4f4;"> <tr style="text-align: center;"> <th colspan="4">DCMS Natural History Museum 16/3/2016 Library Serials L&A Collections & Services Team Bardays HMS Procurement C EXP-RDQO1NLSI3OI 98 21/04/2016 98 <br><img>A table showing details of a procurement request.</img></table> <table style="width: 99%; border-collapse: collapse;"> <thead style="background-color: #f4f4f4;"> <tr style="text-align: center;"> <th colspan="4">DCMS Natural History Museum 16/3/2016 Library Serials L&A Collections & Services Team Bardays HMS Procurement C EXP-RDQO1NLSI3OI 98 21/04/2016 98 <br><img>A table showing details of a procurement request.</img></table> <table style="width: 99%; border-collapse: collapse;"> <thead style="background-color: #f4f4f4;"> <tr style="text-align: center;"> <th colspan="4">DCMS Natural History Museum 16/3/2016 Library Serials L&A Collections & Services Team Bardays HMS Procurement C EXP-RDQO... Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Library Serials</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-00011151031</td> <td>7,500.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Library Serials</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-00011151031</td> <td>3,767.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Work In Progress</td> <td>Publishing</td> <td>Bardays HMG Procurement C</td> <td>EXP-00011151031</td> <td>81.97</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Work In Progress</td> <td>Publishing</td> <td>Bardays HMG Procurement C</td> <td>EXP-00011151031</td> <td>14.79</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Work In Progress</td> <td>Publishing</td> <td>Bardays HMG Procurement C</td> <td>EXP-00011151031</td> <td>28.47</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Podzage & Counters</td> <td>Procurement</td> <img>Bardays HMG Procurement C logo.</img><br>Bardays HMG Procurement C<br>EXP-00011151031<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></img></table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>National Heritage Forum (NHF) National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS Natural History Museum Natural Historical Society (NHS) Natural Historical Society (NHS) Natural Historical Society (NHS) Natural Historical Society (NHS) Natural Historical Society (NHS) Natural Historical Society (NHS) Natural Historical Society (NHS) Natural Historical Society (NHS) Natural Historical Society (NHS) Natural Historical Society (NHS) Natural Historical Society (NHS) Natural Historical Society (NHS) Natural Historical Society (NHS) Natural Historical Society (NHS) Natural Historical Society (NHS) Natural Historical Society (NHS) Natural Historical Society (NHS) Natural Historical Society (NHS) Natural Historical Society (NHS) Natural Historical Society (NHS) Natural Historical Society (NHS) National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS Natural Historical Society (NHS) National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS National Heritage Forum (NHF)</table> <tr style="border-top: double;"> <td colspan="9" style=""> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estate's Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>004018289L</td> <td>477.73</td> <td>188 414 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Office Stationery</td> <td>Estate's Management</td> <td>Office Depot (Gulbert UK Ltd)</td> <td>81470311</td> <td>1,049.60</td> <td>673 4785 94</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Office Stationery</td> <td>Retail (South Ken)</td> <td>Office Depot (Gulbert UK Ltd)</td> <td>81470311</td> <td>163.51</td> <td>673 4785 94</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Office Depot (Gulbert UK Ltd)</td> <td>81470311</td> <td>344.11</td> <td>673 4785 94</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Office Stationery</td> <td>L&A Digital Services Team</td> <td>Office Depot (Gulbert UK Ltd)</td> <td>81470311</td> <td>104.96</td> <td>673 4785 94</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Office Stationery</td> <td>Membership</td> <td>Office Depot (Gulbert UK Ltd)</td> <td>81470311</td> <td>40.25</td> <td>673 4785 94</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Office Stationery</td> <td>Bookings & Salts</td> <td>Office Depot (Gulbert UK Ltd)</td> <td>81470311</td> <td>107.08</td> <td>673 4785 94</td> </tr><tr><td></tr></tbody></table> <table cellspacing="0"> <thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr></thead><tbody><tr><th colspan="9">DCMS Natural History Museum 03/03/2016 Office Stationery Development Office Depot (Gulbert UK Ltd) 81470311 14.79 673 4785 94 DCMS Natural History Museum 03/03/2016 Office Stationery LS Department Mgmt Team Office Depot (Gulbert UK Ltd) 81470311 266.12 673 4785 94 DCMS Natural History Museum 03/03/2016 Office Stationery ES Department Mgmt Team Office Depot (Gulbert UK Ltd) 81470311 92.64 673 4785 94 DCMS Natural History Museum 03/03/2016 Office Stationery PEG Resources & Planning Office Depot (Gulbert UK Ltd) 81470311 212.82 673 4785 94 DCMS Natural History Museum 03/03/2016 Office Stationery Trmg Management & Admin Office Depot (Gulbert UK Ltd) 81470311 38.91 673 4785 94 DCMS Natural History Museum 03/03/2016 Office Stationery L&A Dept Management Office Depot (Gulbert UK Ltd) 81470311 60.93 673 4785 94 DCMS Natural History Museum 03/03/2016 Office Stationery Finance Office Depot (Gulbert UK Ltd) 81470311 177.22 673 4785 94 DCMS Natural History Museum 03/03/2016 Office Stationery Visitor Events Office Depot (Gulbert UK Ltd) 81470311 87.05 673 4785 94 DCMS Natural History Museum 03/03/2016 Office Stationery Central Project Office Office Depot (Gulbert UK Ltd) 81470311 66.17 673 4785 94 DCMS Natural History Museum 03/03/2016 Office Stationery CRL Dept Mgmt Office Depot (Gulbert UK Ltd) 81470311 926.83 673 4785 94 <table cellspacing="0"> <thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr></thead><tbody><tr><th colspan="9">DCMS Natural History Museum Postage & Couriers CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|Inviroa<br>CRL Molecular Biology Labs Life Technologies Ltd\|invio <table cellspacing="0"> <thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr></thead><tbody><tr><th colspan="9">DCMS Natural History Museum Furniture Estate's Buildings Projects Steren Electric Co Ltd E<page_number>65,55,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,5,</page_number> <table cellspacing="0"> <thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr></thead><tbody><tr><th colspan="9">DCMS Natural History Museum Build & Eng Reactive Maintenance Estate's Buildings Projects Emcor Facility Services Ltd E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_number>E<page_numer <table cellspacing=" cellspacing=" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" cellspacing="" <table cellspacing=" " > <thead > <tr > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <th > </ th > <table cellspacing=" " style="border-collapse: collapse;" width="auto" height="auto" border="none" cellpadding=" " rowspan=" " colspan=" " align="center" valign="middle"> <table style="border-collapse: collapse;" width="auto" height="auto" border="none" cellpadding=" " rowspan=" " colspan=" " align="center" valign="middle"> <table style="border-collapse: collapse;" width="auto" height="auto" border="none" cellpadding=" " rowspan=" " colspan=" " align="center" valign="middle"> <table style="border-collapse: collapse;" width="auto" height="auto" border="none" cellpadding=" " rowspan=" " colspan=" " align="center" valign="middle"> <table style="border-collapse: collapse;" width="auto" height="auto" border="none" cellpadding=" " rowspan=" " colspan=" " align="center" valign="middle"> <table style="border-collapse: collapse;" width="auto" height="auto" border="none" cellpadding=" " rowspan=" " colspan=" " align="center" valign="middle"> <table style="border-collapse: collapse;" width="auto" height="auto" border="none" cellpadding=" " rowspan=" " colspan=" " align="center" valign="middle"> <table style="border-collapse: collapse;" width="auto" height="auto" border="none" cellpadding=" " rowspan=" " colspan=" " align="center" valign=""> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>08/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Stolze-Oberglas GmbH</td> <td>200/1081679</td> <td>81.19</td> <td>U14980706</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>08/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Stolze-Oberglas GmbH</td> <td>200/1081679</td> <td>583.76</td> <td>U14980706</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>08/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Stolze-Oberglas GmbH</td> <td>200/1081679</td> <td>1,268.71</td> <td>U14980706</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Production Services Special Effects Onecall</td> <td></td> <td>3357943</td> <td>501.44</td> <td>169,683.22</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Prof. Printing & Promo. Mat.</td> <td></td> <td>Stylographics Ltd.</td> <td></td> <td></td> <th colspan="2"></th> </tr><tr><th></th><th></th><th></th><th></th><th></th><th>Stylographics Ltd.</th><th></th><th></th><th></th></tr><tr><th></th><th>The NHM Trading Company LT</th><th>17/03/2016</th><th>Prof. Printing & Promo. Mat.</th><th>Content Development - Learning Prog</th><th>Stylographics Ltd.</th><th></th><th></th><th></th></tr><tr><th></th><th>The NHM Trading Company LT</th><th>17/03/2016</th><th>Postage & Couriers</th><th>Content Development - Learning Prog</th><th>Stylographics Ltd.</th><th></th><th></th><th></th></tr><tr><th></th><th>The NHM Trading Company LT</th><th>17/03/2016</th><th></th><th>Content Development - Learning Prog</th><th>Stylographics Ltd.</th><th></th><th></th><th></th></tr><tr><th rowspan="2">DCMS</th><th rowspan="2">Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH) National Science Foundation Institute for Scientific Computing Research in the Humanities (NSF ISCH)</page_number> <table> <tr> <td rowspan="2">DCMS Natural History Museu m Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Natural Histor y M useum Nat i onal Sci ence Foun d ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NSF I S C H NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH NS FIS CH Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani t i es Nati onal Sci ence Found ation Inst itute f or Scien tific Com puting Resea rch i n th e Hu mani Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Commission Costs</td> <td>Publishing</td> <td>Francois Lincoln Ltd</td> <td>18527</td> <td>7,764.29</td> <td>237 5657 37</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A80709159310</td> <td>1,998.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A80709159310</td> <td>138.60</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A80709159310</td> <td>235.16</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Exceptional Costs</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A80709159310</td> <td>2,000.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Special Event Costs</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A80709159310</td> <td>296.95</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A80709159310</td> <td>5.83</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A80709159310</td> <td>53.35</td> <td></td> </tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr>', 'DCMS', 'Natural History Museum', '25/03/2016', 'Travel-Bus & Rail Transport', 'Touring Robotics', 'Bardays HMG Procurement C', 'EXP-AQG721251063', '30.00', '', ''), ('DCMS', 'Natural History Museum', '25/03/2016', 'Accommodation', 'Touring Robotics', 'Bardays HMG Procurement C', 'EXP-AQG721251063', '389.52', '', ''), ('DCMS', 'Natural History Museum', '25/03/2016', 'Accommodation', 'Touring Robotics', 'Bardays HMG Procurement C', 'EXP-AQG721251063', '740.52', '', ''), ('DCMS', 'Natural History Museum', '25/03/2016', 'Equip., Purch. & Hire (non IT / office)', 'Touring Robotics', 'Bardays HMG Procurement C', 'EXP-AQG721251063', '18.09', '', '') ]</table> \<page_number>21/04/2016 1:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 4:44 PM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM 8:38 AM \<page_number>Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring Robotics Touring \<page_number>Touring Robi \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tourin \<page_number>Tou \<page_number>Tou \<page_number>Tou \<page_number>Tou \<page_number>Tou \<page_number>Tou \<page_numer Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Hospitality</td> <td>Learning Engagement</td> <td>Bardays HMG Procurement C</td> <td>EXP-830210159713</td> <td>574.46</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Visitor Engagement Welcome and Servi</td> <td>Bardays HMG Procurement C</td> <td>EXP-830210159713</td> <td>59.67</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Hospitality</td> <td>Producer Services Exhibition & Consis</td> <td>Bardays HMG Procurement C</td> <td>EXP-830210159713</td> <td>14.65</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Accommodation</td> <td>Learning Strategy & Research</td> <td>Bardays HMG Procurement C</td> <td>EXP-830210159713</td> <td>772.80</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Accommodation</td> <td>ES Economic & Environmental Earth Sc</td> <td>Bardays HMG Procurement C</td> <td>EXP-EJ010159711</td> <td>64.34</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Oversize Taxes</td> <td>ES Economic & Environmental Earth Sc</td> <td>Bardays HMG Procurement C</td> <td>EXP-EJ010159711</td> <td>6.59</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Special Event Costs</td> <td>Audience Development Management LS Vertibrate Division</td> <td>Bardays HMG Procurement C</td> <td>EXP-EJ010159711</td> <td>39.60</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip, Pucht, & Hire (non IT / office)</td> <td>Bardays HMG Procurement C LS Vertibrate Division Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Culture Consultancy Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Cultural Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Culture Consulting Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>Core Research Labs Consultancy</td> <td>Bardays HMS Procurement C</td> <td>EXP-GA0211151029</td> <td>83.39</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>Core Research Labs Consultancy</td> <td>Bardays HMS Procurement C</td> <td>EXP-GA0211151029</td> <td>75.85</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Accommodation</td> <td>ES Consultancy</td> <td>Bardays HMS Procurement C</td> <td>EXP-GA0211151029</td> <td>50.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>ES Consultancy</td> <td>Bardays HMS Procurement C</td> <td>EXP-GA0211151029</td> <td>11.71</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Exceptional Costs</td> <td>Content Production Management</td> <td>Bardays HMS Procurement C</td> <td>EXP-LH001151029</td> <td>7.89</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Licenses (Non IT)</td> <td>Content Design</td> <td>Bardays HMS Procurement C</td> <td>EXP-LH001151029</td> <td>393.60</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Licenses (Non IT)</td> <td>Content Design</td> <td>Bardays HMS Procurement C</td> <td>EXP-LH001151029</td> <td>393.60</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Content Development - Interpretation</td> <td>Bardays HMS Procurement C</td> <td>EXP-LH001151029</td> <td>-163.00</td><td></td></tr><tr><td rowspan="4">DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></table> <table cellspacing="0"> <thead><tr><th>Datum Date (YYYY-MM-DD)</th><th>Description of Activity (Activity Code)</th><th>Total Cost (£)</th><th>Total Quantity (QTY)</th><th>Total Unit Price (£)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</th><th>Total Unit Price (£) (Currency)</than></tr></thead><tbody> <tr> ``` <td colspan="4" style="text-align:center"><strong>Datum Date (YYYY-MM-DD): 21/04/2016 </strong></td> <td style="text-align:left"><strong>Description of Activity:</strong></br>                                        Freedom of Information Report </br>                    Natural History Museum - Freedom of Information Report </br>    Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>  Natural History Museum - Freedom of Information Report </br>&</table> ``` <table cellspacing="0"> <thead><tr><thead> <tr> ``` <table cellspacing="0"> ``` <thead> <tr> ``` <thead> <tr> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <thead> <tbody ``` <tr ``` <!-- This table is used to display the cost breakdown for each activity. The first column contains the activity code. The second column contains the description. The third column contains the total cost. The fourth column contains the total quantity. The fifth column contains the unit price. The sixth column contains the currency symbol. The seventh column contains the currency value. The eighth column contains the currency symbol. The ninth column contains the currency value. The tenth column contains the currency symbol. The eleventh column contains the currency value. The twelfth column contains the currency symbol. The thirteenth column contains the currency value. The fourteenth column contains the currency symbol. The fifteenth column contains the currency value. The sixteenth column contains the currency symbol. The seventeenth column contains the currency value. The eighteenth column contains the currency symbol. The nineteenth column contains the currency value. The twentieth column contains the currency symbol. The twenty-first column contains the currency value. The twenty-second column contains the currency symbol. The twenty-third column contains the currency value. The twenty-fourh column contains the currency symbol. The twenty-fifth column contains the currency value. The twenty-sixh column contains the currency symbol. The twenty-seventh column contains the currency value. The twenty-eighth column contains the currency symbol. The twenty-ninth column contains the currency value. The thirty-column contains the currency symbol. The thirty-first column contains the currency value. The thirty-second column contains the currency symbol. The thirty-third column contains the currency value. The thirty-fourh column contains the currency symbol. The thirty-fifth column contains the currency value. The thirty-sixh column contains the currency symbol. The thirty-seventh column contains the currency value. The thirty-eighth column contains the currency symbol. The thirty-ninth column contains the currency value. The forty-column contains the currency symbol. The forty-first column contains the currency value. The forty-second column contains the currency symbol. The forty-third column contains the currency value. The forty-fourh column contains the currency symbol. The forty-fifth column contains the currency value. The forty-sixh column contains the currency symbol. The forty-seventh column contains the currency value. The forty-eighth column contains the currency symbol. The forty-ninth column contains the currency value. The fifty-column contains the currency symbol. The fifty-first column contains the currency value. The fifty-second column contains the currency symbol. The fifty-third column contains the currency value. The fifty-fourh column contains the currency symbol. The fifty-fifth column contains the currency value. The fifty-sixh column contains the currency symbol. The fifty-seventh column contains the currency value. The fifty-eighth column contains the currency symbol. 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'</table>' '</table>' '</table>' Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip, Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>Bardays HMS Procurement C</td> <td>EXP-3031151031</td> <td>22.75</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Imaging & Analytical</td> <td>Bardays HMS Procurement C</td> <td>EXP-3031151031</td> <td>8.99</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip, Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>Bardays HMS Procurement C</td> <td>EXP-3031151031</td> <td>112.94</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Overseas Taxes</td> <td>CRL Imaging & Analytical</td> <td>Bardays HMS Procurement C</td> <td>EXP-3031151031</td> <td>-41.70</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Imaging & Analytical</td> <td>Bardays HMS Procurement C</td> <td>EXP-3031151031</td> <td>61.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip, Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>Bardays HMS Procurement C</td> <td>EXP-3031151031</td> <td>79.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip, Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>Bardays HMS Procurement C</td> <td>EXP-3031151031</td> <td>22.20</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip, Purch. & Hire (non IT / office)</td> <td>E5 Collections</td> <td>Bardays HMS Procurement C</td> <td>EXP-3031151031</td><td>1,080.00<br/></td><td></td><br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/ Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C EXP-80411151027:</td> <td></td> <td>-99.530</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C EXP-80411151027:</td> <td></td> <td>107.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C EXP-80411151027:</td> <td></td> <td>58.80</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C EXP-4D011151029:</td> <td></td> <td>270.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C EXP-4D011151029:</td> <td></td> <td>270.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>ES Mineral & Plantary Sciences Divisional Team ES Vertibrates & Anthropology Palaeont</td> <td>Bardays HMG Procurement C EXP-4D011151029:</td> <td></td> <td>33.00<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <tr style="border-top: 1px solid black;"> <th colspan="9">DCMS Natural History Museum 16/3/2016 IT Costs ES Department Mgmt Team Bardays HMG Procurement C EXP-RA001151031 668.00 </th> <tr style="border-top: 1px solid black;"> <th colspan="9">DCMS Natural History Museum 25/03/2016 Exceptional Costs LS Angela Marmont Centre Bardays HMG Procurement C EXP-4H4723251094 11.89 </th> <tr style="border-top: 1px solid black;"> <th colspan="9">DCMS Natural History Museum 29/03/2016 Exceptional Costs LS Angela Marmont Centre Bardays HMG Procurement C EXP-4H4723251094 11.89 </th> <tr style="border-top: 1px solid black;"> <th colspan="9">DCMS Natural History Museum 29/03/2016 Exceptional Costs LS Angela Marmont Centre Bardays HMG Procurement C EXP-4H4723251094 15.88 </th> <tr style="border-top: 1px solid black;"> <th colspan="9">DCMS Natural History Museum 29/03/2016 Exceptional Costs LS Angela Marmont Centre Bardays HMG Procurement C EXP-4H4723251094 14.88 </th> <tr style="border-top: 1px solid black;"> <th colspan="9">DCMS Natural History Museum 29/03/2016 Publicity (Book (non-coll) purch.) LBA Collectors & Services Team Bardays HMG Procurement C EXP-4H4723251094 41.41 </th> <tr style="border-top: 1px solid black;"> <th colspan="9">DCMS Natural History Museum 29/03/2016 Publicity (Book (non-coll) purch.) LBA Collectors & Services Team Bardays HMG Procurement C EXP-4H4723251094 31.05 </th> <tr style="border-top: 1px solid black;"> <th colspan="9">DCMS Natural History Museum 29/03/2016 Travel-Bus & Rail Transport ES Invertebrates & Plants Divisional Team Bardays HMG Procurement C EXP-4H4723251094 68.08 </th> <tr style="border-top: 1px solid black;"> <th colspan="9">DCMS Natural History Museum 29/03/2016 Hospitality So Post-Graduate Training Bardays HMG Procurement C EXP-4H4723251094 2,535.50 </th> <tr style="border-top: 1px solid black;"> <th colspan="9">DCMS Natural History Museum 29/03/2016 Hospitality So Post-Graduate Training Bardays HMG Procurement C EXP-4H4723251094 58.65 </th> <tr style="border-top: 1px solid black;"> <th colspan="9">DCMS Natural History Museum 29/03/2016 Conference (Delegate) Fees So Directorate Bardays HMG Procurement C EXP-4H4723251094 88.68 </th> <tr style="border-top: 1px solid black;"> <th colspan="9">DCMS Natural History Museum 29/03/2016 Hospitality So Directorate Bardays HMG Procurement C EXP-4H4723251094 77.45 </th> <tr style="border-top: 1px solid black;"> <th colspan="9">DCMS Natural History Museum 29/03/2016 Hospitality So Directorate Bardays HMG Procurement C EXP-4H4723251094 61.75 </th> <tr style="border-top: 1px solid black;"> <th colspan="9">DCMS Natural History Museum 16/3/2016 Subscriptions & Corp. Mbtships Estates Management Bardays HMG Procurement C EXP-CWGdIiLlSIOZT: 126.00 </th> <tr style="border-top: 1px solid black;"> <th colspan="9">DCMS Natural History Museum 16/3/2016 Subscriptions & Corp. Mbtships Estates Management Bardays HMG Procurement C EXP-CWGDIIiLSIOZT: 107.00 </th> <tr style="border-top: none; border-bottom: none; padding-bottom: none; margin-bottom: none;"> <div class="table-of-data"> <table id="dataTable" class="table table-bordered table-striped"> <thead id="__annotation__table_thead"> <tr id="__annotation__row_thead_"> <th id="__annotation__column_thead_">Department Family</th> <!-- Column header --> <th id="__annotation__column_thead_">Entity</th> <!-- Column header --> <th id="__annotation__column_thead_">Date</th> <!-- Column header --> <th id="__annotation__column_thead_">Expense Type</th> <!-- Column header --> <th id="__annotation__column_thead_">Expense Area</th> <!-- Column header --> <th id="__annotation__column_thead_">Supplier</th> <!-- Column header --> <th id="__annotation__column_thead_">Transaction Number</th> <!-- Column header --> <th id="__annotation__column_thead_">Amount</th> <!-- Column header --> <th id="__annotation__column_thead_">VAT Registration Number</th> <!-- Column header --> </tr><!-- end of row --> <!-- Data rows --> <tr id="__annotation__row_data_"> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> <!-- Data cells --> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Estates Management</td> <td>Bardays HMG Procurement C</td> <td>EXP-CW021151S02</td> <td>397.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>Estates Housekeeping SK</td> <td>Bardays HMG Procurement C</td> <td>EXP-CW021151S02T</td> <td>17.70</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>Estates Housekeeping SK</td> <td>Bardays HMG Procurement C</td> <td>EXP-CW021151S02T</td> <td>9.67</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>Estates Housekeeping SK</td> <td>Bardays HMG Procurement C</td> <td>EXP-CW021151S02T</td> <td>22.48</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>Estates Housekeeping SK</td> <td>Bardays HMG Procurement C</td> <td>EXP-CW021151S02T</td> <td>67.95</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Couriers</td> <td>Estates Housekeeping SK</td> <td>Bardays HMG Procurement C</td> <td>EXP-CW021151S02T</td> <td>79.08</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip., Purch., & Hire (non IT / offox)</td> <td>Estates Buildings Ops.</td> <td>Bardays HMG Procurement C</td> <td>EXP-CW021151S02T</td> <td>-39.65</td> <td></td> </tr> <tr><td colspan="9"></tr></tbody></table> <table><tbody><tr><th rowspan="4">DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></th><th rowspan="4">Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/></th><th rowspan="4">29/03/2016<br/>29/03/2016<br/>29/03/2016<br/>29/03/2016<br/>29/03/2016<br/></th><th rowspan="4">Recruitment Costs<br/>Client Entertainment & Gifts<br>Hospitality<br>Hospitality<br>Hospitality<br/></th><th rowspan="4">Development<br>Development<br>Development<br>Development<br>Development<br/></th><th rowspan="4">Bardays HMG Procurement C<br>Bardays HMG Procurement C<br>Bardays HMG Procurement C<br>Bardays HMG Procurement C<br>Bardays HMG Procurement C<br>Bardays HMG Procurement C<br/></th><th rowspan="4">EXP-PG0D1215I068<br>EXP-PG0D1215I068<br>EXP-PG0D1215I068<br>EXP-PG0D1215I068<br>EXP-PG0D1215I068<br>EXP-PG0D1215I068<br/></th><th rowspan="4">389.83<br>26.38<br>27.50<br>168.75<br>1.33<br/></th><th rowspan="4"></th></tr><tr><th colspan="7"></tr><tr><th colspan="7"></tr><tr><th colspan="7"></tr></tbody></table> <table><tbody><tr><th rowspan="4">DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></th><th rowspan="4">Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/></th><th rowspan="4">16/03/2016<br/>16/03/2016<br/>16/03/2016<br/>16/03/2016<br/>16/03/2016<br/></th><th rowspan="4">Special Event Costs<br>Subsistence<br>Accommodation<br>Accommodation<br>Subsistence<br/></th><th rowspan="4">Touring Objects IP<br>Touring Objects IP<br>Touring Objects IP<br>Touring Objects IP<br>Touring Objects IP<br>Touring Objects IP<br/></th><th rowspan="4">Bardays HMG Procurement C<br>Bardays HMG Procurement C<br>Bardays HMG Procurement C<br>Bardays HMG Procurement C<br>Bardays HMG Procurement C<br>Bardays HMG Procurement C<br/></th><th rowspan="4">EXP-WCQH9I5I5O3C<BR>EXP-WCQH9I5I5O3C<BR>EXP-WCQH9I5I5O3C<BR>EXP-WCQH9I5I5O3C<BR>EXP-WCQH9I5I5O3C<BR>EXP-WCQH9I5I5O3C<BR></th><th rowspan="4">52.00<br>4.27<br>381.37<br>95.36<br>13.73<br>14.15<BR></tr><tr><th colspan="7"></tr><tr><th colspan="7"></tr><tr><th colspan="7"></tr></tbody></table> <table><tbody><tr><th rowspan="4">DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></th><th rowspan="4">Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/></th><th rowspan="4">8/3/2016 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 8:38:48 AM 9/7/20 9/7/20 9/7/20 9/7/20 9/7/20 9/7/20 9/7/20 9/7/20 9/7/20 9/7/20 9/7/20 9/7/20 9/7/20 9/7/20 9/7/20 9/7/20 9 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Exhibition Construction / Hire</td> <td>Production Services Exhibition & Conve</td> <td>Westgate Group</td> <td>S0005838</td> <td>469.55</td> <td>280 5876.32</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Exhibition Construction / Hire</td> <td>Production Services Exhibition & Conve</td> <td>Westgate Group</td> <td>S0005838</td> <td>21.00</td> <td>280 5876.32</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Exhibition Construction / Hire</td> <td>Production Services Exhibition & Conve</td> <td>Westgate Group</td> <td>S0005838</td> <td>195.00</td> <td>280 5876.32</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Postage & Couriers</td> <td>Production Services Exhibition & Conve</td> <td>Westgate Group</td> <td>S0005838</td> <td>249.00</td> <td>280 5876.32</td> </tr> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS Natural History Museum Agency Staff Technology Solutions Ceres Computing Ltd SNI823791 </th><th style="text-align: right;">5,234.40 </th><th style="text-align: right;">377 3491.31 </th></tr> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NPM Trading Company LT Stock Sttick Retail (South Ken) Grantham Book Services Ltd D6D87IW </th><th style="text-align: right;">1,298.36 </th></tr> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NPM Trading Company LT Stock Retail (South Ken) Grantham Book Services Ltd JF7327WJ </th><th style="text-align: right;">640.58 </th></tr> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NPM Trading Company LT Stock Retail (South Ken) Grantham Book Services Ltd JF7327WJ </th><th style="text-align: right;">33.30 </th></tr> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS Natural History Museum Child Care Vouchers NIIM Governance & Admin Childcare Vouchers Ltd INi1449748B </th><th style="text-align: right;">11,003.00 </th></tr> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS Natural History Museum HR Outsourced Services Contracts Human Resources - Ops Childcare Vouchers Ltd INi1449748B </th><th style="text-align: right;">220.06 </th></tr> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS Natural History Museum Training HR Organisational Development SA Associates </th><th style="text-align: right;">6828 </th><th style="text-align: right;">1,590.00 </th><th style="text-align: right;">664 9314.12 </th></tr> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS Natural History Museum Assets under Construction Finance The Access Group Ltd </th><th style="text-align: right;">359165 </th><th style="text-align: right;">12,762.50 </th><th style="text-align: right;">108 2213.56 </th></tr> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS Natural History Museum Assets under Construction LS Collections Crown Interiors Limited SNI1058I </th><th style="text-align: right;">2,350.82 </th><th style="text-align: right;">912 8463.23 </th></tr> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS Natural History Museum Equip. Maint. & Repairs (non IT) CRL Molecular Biology Labs Leica Microsystems (UK) Ltd SNI6275L7I </th><th style="text-align: right;">512.00 </th><th style="text-align: right;">290 7562.38 </th></tr> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS Natural History Museum Equip. Maint. & Repairs (non IT) CRL Molecular Biology Labs Leica Microsystems (UK) Ltd SNI6275L7I </th><th style="text-align: right;">512.00 </th><th style="text-align: right;">290 7562.38 </th></tr> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS Natural History Museum Equip. Maint. & Repairs (non IT) CRL Molecular Biology Labs Leica Microsystems (UK) Ltd SNI6275L7I </th><th style="text-align: right;">292.00 </th><th style="text-align: right;">290 7562.38 </th></tr> <tr><tbody><tr><span id='timestamp'>21/04/2016<br/><page_number>108<br/></page_number></span></tbody></table> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip, Maint. & Repairs (non IT)</td> <td>CRL Molecular Biology Labs</td> <td>Lecia Microsystems (UK) Ltd</td> <td>96275517</td> <td>315.00</td> <td>290 7562 38</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Science Outsourced Services</td> <td>LS Vertibrates Division</td> <td>University of Bath</td> <td>S9028</td> <td>21,307.00</td> <td>639 5421 22</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>HP Training and Consultancy</td> <td>S09</td> <td>1,100.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Risk & Assurance</td> <td>Marks Sattin</td> <td>180236</td> <td>1,373.04</td> <td>893 2071 32</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Risk & Assurance</td> <td>Marks Sattin</td> <td>180236</td> <td>7.03</td> <td>892 2071 32</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00407829Rl</td> <td>674.71</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00407829Rl</td> <td>602.29</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00407827Rl</td> <td>703.05</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00407828Rl</td> <td>2,013.88</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd.</td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br></table> DCMS Natural History Museum 03/03/2016 Build & Eng Reactive Maintenance Estates Buildings Ops Emcor Facility Services Ltd 00407829Rl 4,915.90 188 4140 46 DCMS Natural History Museum 03/03/2016 Build & Eng Reactive Maintenance Estates Buildings Ops Emcor Facility Services Ltd 2,714.10 188 4140 46 DCMS Natural History Museum 03/03/2016 Build & Eng Reactive Maintenance Estates Buildings Ops Emcor Facility Services Ltd 632.20 188 4140 46 \<page_number>21/04/2016 \<page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/>\</table/> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00407833RU</td> <td>2,853.62</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00407634RI</td> <td>2,125.50</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00407835RI</td> <td>3,039.65</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00407836RI</td> <td>828.40</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Projects</td> <td>Emcor Facility Services Ltd</td> <td>00407837RI</td> <td>12,185.63</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Projects</td> <td>Emcor Facility Services Ltd</td> <td>00407838RI</td> <td>10,349.55</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Projects</td> <td>Emcor Facility Services Ltd.</td><td></td><td></td><td></td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></table> <table cellspacing="1"> <thead style="background-color: #ebebeb;"> <tr style="background-color: #ebebeb;"> <th>Datum Date (YYYY-MM-DD)</th> <th>Description of Activity (Short Description)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th></tr></thead> <tbody style="background-color: #ffffff;"> <tr style="background-color: #ffffff;"> <td style="text-align:left;">21/04/2016<br/><page_number>110<br/></page_number></td></tr></tbody></table> <table cellspacing="1"> <thead style="background-color: #ebebeb;"> <tr style="background-color: #ebebeb;"> <th>Datum Date (YYYY-MM-DD)</th></tr></thead> <tbody style="background-color: #ffffff;"> <tr style="background-color: #ffffff;"> <td style="text-align:left;">21/04/2016<br/><page_number>110<br/></page_number></table> <table cellspacing="1"> <thead style="background-color: #ebebeb;"> <tr style="background-color: #ebebeb;"> <th>Datum Date (YYYY-MM-DD)</th></tr></thead> <tbody style="background-color: #ffffff;"> <tr style="background-color: #ffffff;"> <td style="text-align:left;">21/04/2016<br/><page_number>110<br/></page_number></table> <table cellspacing="1"> <thead style="background-color: #ebebeb;"> <tr style="background-color: #ebebeb;"> <th>Datum Date (YYYY-MM-DD)</th></tr></thead> <tbody style="background-color: #ffffff;"> <tr style="background-color: #ffffff;"> <td style="text-align:left;">21/04/2016<br/><page_number>110<br/></page_number></table> <table cellspacing="1"> <thead style="background-color: #ebebeb;"> <tr style="background-color: #ebebeb;"> <th>Datum Date (YYYY-MM-DD)</th></tr></thead> <tbody style="background-color: #ffffff;"> <tr style="background-color: #ffffff;"> <td style="text-align:left;">21/04/2016<br/><page_number>110<br/></page_number></table> <table cellspacing="1"> <thead style="background-color: #ebebeb;"> <tr style="background-color: #ebebeb;"> <th>Datum Date (YYYY-MM-DD)</th></tr></thead> <tbody style="background-color: #ffffff;"> <tr style="background-color: #ffffff;"> <td style="text-align:left;">21/04/2016<br/><page_number>110<br/></page_number></table> <table cellspacing="1"> <thead style="background-color: #ebebeb;"> <tr style="background-color: #ebebeb;"> <th>Datum Date (YYYY-MM-DD)</th></tr></thead> <tbody style="background-color: #ffffff;"> <tr style="background-color: #ffffff;"> <td style="text-align:left;">21/04/2016<br/><page_number>110<br/></page_number></table> <table cellspacing="1"> <thead style="background-color: #ebebeb;"> <tr style="background-color: #ebebeb;"> <th>Datum Date (YYYY-MM-DD)</th></tr></thead> <tbody style="background-color: #ffffff;"> <tr style="background-color: #ffffff;"> <td style="text-align:left;">21/04/2016<br/><page_number>110<br/></page_number></table> <table cellspacing="1"> <thead style="background-color: #ebebeb;"> <tr style="background-color: #ebebeb;"> <th>Datum Date (YYYY-MM-DD)</th></tr></thead> <tbody style="background-color: #ffffff;"> <tr style="background-color: #ffffff;"> <td style="text-align:left;">21/04/2016<br/><page_number>110<br/></page_number></table> <table cellspacing="1"> <thead style="background-color: #ebebeb;"> <tr style="background-color: #ebebeb;"> <th>Datum Date (YYYY-MM-DD)</th></tr></thead> <tbody style="background-color: #ffffff;"> <tr style="background-color: #ffffff;"> <td style="text-align:left;">21/04/2016<br/><page_number>110<br/></page_number></table> <table cellspacing="1"> <thead style="background-color: #ebebeb;"> <tr style="background-color: #ebebeb;"> <th>Datum Date (YYYY-MM-DD)</th></tr></thead> <tbody style="background-color: #ffffff;"> <tr style="background-color: #ffffff;"> <td style="text-align:left;">21/04/2016<br/><page_number>110<br/></page_number></table> <table cellspacing="1"> <thead style="background-color: #ebebeb;"> <tr style="background-color: #ebebeb;"> <th>Datum Date (YYYY-MM-DD)</th></tr></thead> <tbody style="background-color: #ffffff;"> <tr style="background-color: #ffffff;"> <td style="text-align:left;">21/04/2016<br/><page_number>110<br/></page_number></table> <table cellspacing="1"> <thead style="background-color: #ebebeb;"> <tr style="background-color: #ebebeb;"> <th>Datum Date (YYYY-MM-DD)</th></tr></thead> <tbody style="background-color: #ffffff;"> <tr style="background-color: #ffffff;"> <td style="text-align:left;">21/04/2016<br/><page_number>110<br/></page_number></table> <table cellspacing="1"> <thead style="background-color: #ebebeb;"> <tr style="background-color: #ebebeb;"> <th>Datum Date (YYYY-MM-DD)</th></tr></thead> <tbody style="background-color: #ffffff;"> <tr style="background-color: #ffffff;"> <td style="text-align:left;">21/04/2016<br/><page_number>110<br/></page_number></table> <table cellspacing="1"> <thead style="background-color: #ebebeb;"> <tr style="background-color: #ebebeb;"> <th>Datum Date (YYYY-MM-DD)</th></tr></thead> <tbody style="background-color: #ffffff;"> <tr style="background-color: #ffffff;"> <td style="text-align:left;">21/04/2016<br/><page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00407843RJ</td> <td>12,334.96</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Building & Engineering PPM</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00407843RJ</td> <td>1,169.95</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Estates Outsourced Services</td> <td>Production Services Exhibition & Conse</td> <td>Emcor Facility Services Ltd</td> <td>00407844RJ</td> <td>1,791.74</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Recruitment Costs</td> <td>Human Resources - Ops</td> <td>TMP (UK) Ltd.</td> <td>100001077446</td> <td>1,057.50</td> <td>872 9045 02</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Special Event Costs</td> <td>Visitor Events</td> <td>Beruugo</td> <td>JBO4301000475</td> <td>9,311.40</td> <td>765 3217 26</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Technology Solutions</td> <td>Wymount Ltd.</td> <td>1176</td> <td>550.00</td> <td>885 8551 64</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Special Event Costs</td> <td>Programme Group (Temporary Exhibits)</th></tr><tr><th rowspan="2">DCMS<br>The NHM Trading Company LT<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>National Heritage Museums and Galleries (NHM) Trust (NHS) (England)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><th rowspan="2">IT Costs Advertising Consumables / Sundry (non Stat)</th><table cellspacing='none' style='border-collapse: collapse;'> <tr style='text-align:center;'> <td colspan='9'>The NHM Trading Company LT National Heritage Museums and Galleries (NHM) Trust (NHS) (England) <table cellspacing='none' style='border-collapse: collapse;'> <tr style='text-align:center;'> <td colspan='9'>The NHM Trading Company LT National Heritage Museums and Galleries (NHM) Trust (NHS) (England) <table cellspacing='none' style='border-collapse: collapse;'> <tr style='text-align:center;'> <td colspan='9'>The NHM Trading Company LT National Heritage Museums and Galleries (NHM) Trust (NHS) (England) <table cellspacing='none' style='border-collapse: collapse;'> <tr style='text-align:center;'> <td colspan='9'>The NHM Trading Company LT National Heritage Museums and Galleries (NHM) Trust (NHS) (England) <table cellspacing='none' style='border-collapse: collapse;'> <tr style='text-align:center;'> <td colspan='9'>The NHM Trading Company LT National Heritage Museums and Galleries (NHM) Trust (NHS) (England) <table cellspacing='none' style='border-collapse: collapse;'> <tr style='text-align:center;'> <td colspan='9'>The NHM Trading Company LT National Heritage Museums and Galleries (NHM) Trust (NHS) (England) <table cellspacing='none' style='border-collapse: collapse;'> <tr style='text-align:center;'> <td colspan='9'>The NHM Trading Company LT National Heritage Museums and Galleries (NHM) Trust (NHS) (England) <table cellspacing='none' style='border-collapse: collapse;'> <tr style='text-align:center;'> <td colspan='9'>The NHM Trading Company LT National Heritage Museums and Galleries (NHM) Trust (NHS) (England) <table cellspacing='none' style='border-collapse: collapse;'> <tr style='text-align:center;'> <td colspan='9'>The NHM Trading Company LT National Heritage Museums and Galleries (NHM) Trust (NHS) (England) <table cellspacing='none' style='border-collapse: collapse;'> <tr style='text-align:center;'> <td colspan='9'>The NHM Trading Company LT National Heritage Museums and Galleries (NHM) Trust (NHS) (England) <table cellspacing='none' style='border-collapse: collapse;'> <tr style='text-align:center;'> <td colspan='9'>The NHM Trading Company LT National Heritage Museums and Galleries (NHM) Trust (NHS) (England) <table cellspacing='none' style='border-collapse: collapse;'> <tr style='text-align:center;'> <td colspan='9'>The NHM Trading Company LT National Heritage Museums and Galleries (NHM) Trust (NHS) (England) <table cellspacing='none' style='border-collapse: collapse;'> <tr style='text-align:center;'> <td colspan='9'>The NHM Trading Company LT National Heritage Museums and Galleries (NHM) Trust (NHS) (England) <table cellspacing='none' style='border-collapse: collapse;'> <tr style='text-align:center;'> <td colspan='9'>The NHM Trading Company LT National Heritage Museums and Galleries Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Bardays HMG Procurement C EXP-CS041151024</td> <td></td> <td>24.41</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsistence</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Bardays HMG Procurement C EXP-CS041151024</td> <td></td> <td>9.33</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsistence</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Bardays HMG Procurement C EXP-CS041151024</td> <td></td> <td>46.15</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsistence</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Bardays HMG Procurement C EXP-CS041151024</td> <td></td> <td>38.60</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsistence</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Bardays HMG Procurement C EXP-CS041151024</td> <td></td> <td>51.19</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C EXP-CS041151024</td> <td></td> <td>15.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsistence</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C EXP-CS041151024</td> <td></td> <td>2.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Air Passenger Transport</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C EXP-CS041151024</td> <td></td> <td>5,154.66</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsistence</td> <td>ES Inventorites & Plants Division<br/>ES Inventorites & Plants Division<br/>ES Inventorites & Plants Division<br/>ES Inventorites & Plants Division<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ES Inventory<br/>ESEntitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building Qps ES Entitys Building 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Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Projects Energy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Project ESEnergy Projec Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Estates Buildings Projects</td> <td>Bardays HMG Procurement C</td> <td>EXP-AL081151023</td> <td>41.19</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Estates Buildings Projects</td> <td>Bardays HMG Procurement C</td> <td>EXP-AL081151023</td> <td>12.08</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Estates Buildings Projects</td> <td>Bardays HMG Procurement C</td> <td>EXP-AL081151023</td> <td>98.08</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Estates Buildings Projects</td> <td>Bardays HMG Procurement C</td> <td>EXP-AL081151023</td> <td>1,006.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Estates Buildings Projects</td> <td>Bardays HMG Procurement C</td> <td>EXP-AL081151023</td> <td>111.53</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Estates Buildings Projects</td> <td>Bardays HMG Procurement C</td> <td>EXP-AL081151023</td> <td>66.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Estates Buildings Projects</td> <td>Bardays HMG Procurement C</td> <td>EXP-AL081151023</td> <td>209.85</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Estates Buildings Projects</td> <td>Bardays HMG Procurement C</td> <td>EXP-AL081151023</td> <td>177.95</td> <td></td> </tr> <tr><th colspan="9">DCMS Natural History Museum 16/03/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP-AL08115103C 21.00 Bardays HMG Procurement C EXP-AL08115103C 500.0 Bardays HMG Procurement C EXP-AL08115103C 59.33 Bardays HMG Procurement C EXP-AL08115103C 500.0 Bardays HMG Procurement C EXP-AL08115103C 105.4 Bardays HMG Procurement C EXP-AL08115103C 500.0 Bardays HMG Procurement C EXP-AL08115103C 49.94 Bardays HMG Procurement C EXP-AL08115103C 5.0 Bardays HMG Procurement C EXP-AL08115103C 500.0 Bardays HMG Procurement C EXP-AL08115103C 500.0 Bardays HMG Procurement C EXP-AL08115103C 599.9 Bardays HMG Procurement C EXP-AL08115103C 35.9 Bardays HMG Procurement C EXP-AL08115103C 354.8 Bardays HMG Procurement C EXP-AL08115103C 599.9 Bardays HMG Procurement C EXP-AL08115999 25.9 Bardays HMG Procurement C EXP-AL9999999 599.9 Bardays HMG Procurement C EXP-AL9999999 49.8 Bardays HMG Procurement C EXP-AL9999999 599.9 Bardays HMG Procurement C EXP-AL9999999 49.8 Bardays HMG Procurement C EXP-AL9999999 49.8 Bardays HMG Procurement C EXP-AL9999999 49.8 Bardays HMG Procurement C EXP-AL9999999 49.8 Bardays HMG Procurement C EXP-AL7777777 47.7 Bardays HMG Procurement C EXP-AL7777777 47.7 Bardays HMG Procurement C EXP-AL7777777 47.7 Bardays HMG Procurement C EXP-AL7777777 47.7 Bardays HMG Procurement C EXP-AL7777777 47.7 Bardays HMG Procurement C EXP-AL7777777 47.7 Bardays HMG Procurement C EXP-AL7777777 47.7 Bardays HMG Procurement C EXP-AL7777777 47.7 Bardays HMG Procuration Exp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHMMGProcureExp ALHHM Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Travel-Air Passenger Transport</td> <td>ES Department Mgmt Team</td> <td>Key Travel</td> <td>50306590</td> <td>879.64</td> <td>362 3348 61</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Travel-Air Passenger Transport</td> <td>ES Department Mgmt Team</td> <td>Key Travel</td> <td>50306984</td> <td>2,197.25</td> <td>362 3348 61</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Travel-Air Passenger Transport</td> <td>Sci Resources - Research Coordination</td> <td>Key Travel</td> <td>50307352</td> <td>548.79</td> <td>362 3348 61</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Travel-Air Passenger Transport</td> <td>Sci Resources - Research Coordination</td> <td>Key Travel</td> <td>50307352</td> <td>931.15</td> <td>362 3348 61</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Travel-Air Passenger Transport</td> <td>LS Parasites & Vectors Division</td> <td>Key Travel</td> <td>50307359</td> <td>813.80</td> <td>362 3348 61</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Travel-Air Passenger Transport</td> <td>LS Parasites & Vectors Division</td> <td>Key Travel</td> <td>50307359</td> <td>492.51</td> <td>362 3348 61</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Equip., Purch., & Hire (non IT / office)</td> <td>Production Services Special Effects Comcen INV169423 826.50 540 9977 10 549 9977 10 549 9977 10 549 9977 10 549 9977 10 549 9977 10 549 9977 10 549 9977 10 549 9977 10 549 9977 10 549 9977 10 549 9977 10 549 9977 10 549 9977 10 549 9977 10 549 9977 10 549 9977 10 549 9977 10 549 9977 10 549 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Visitor Engagement Welcome and Servi</td> <td>Step Ahead</td> <td>08117789</td> <td>614.87</td> <td>181 049 04</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Directorate</td> <td>Brunswick Group LLP</td> <td>688892</td> <td>15,000.00</td> <td>743 8063 28</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Travel/Air Passenger Transport</td> <td>ES Vertebratiss & Anthropology Palaeot</td> <td>Key Travel</td> <td>510308601</td> <td>529.14</td> <td>362 3348 61</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Travel/Air Passenger Transport</td> <td>ES Department Mgmt Team</td> <td>Key Travel</td> <td>510308601</td> <td>694.00</td> <td>362 3348 61</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Freelancers / Self Employ cont</td> <td>Content Development - Broadcast</td> <td>Nick Street</td> <td>08/02/16</td> <td>1,800.00</td> <td></td> </tr> <tr> <td>DCMS The NHM Trading Company LT</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Travel/Air Passenger Transport</td> <td>Cultural Consultancy</td> <td>Key Travel</td> <td>510307639</td> <td>992.90</td> <td>171 5690 00</td> </tr> <tr> <td>DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Nationality Centre (NHC)</table> <table><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr><tr><td colspan="9"></td></tr><tr><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td></td><td></td><td></td><td></td><td></ td><table id='table_1'><thead id='table_1_thead'><tr id='table_1_tr'><th id='table_1_th_thead'>Department Family<br/>Family<br/>Entity<br/>Date<br/>Expense Type<br/>Expense Area<br/>Supplier<br/>Transaction Number<br/>Amount<br/>VAT Registration Number<br/></th><th id='table_1_th_thead'></th><th id='table_1_th_thead'></th><th id='table_1_th_thead'></th><th id='table_1_th_thead'></th><th id='table_1_th_thead'></th><th id='table_1_th_thead'></th><th id='table_1_th_thead'></th><th id='table_1_th_thead'></th><th id='table_1_th_thead'></th><th id='table_1_th_thead'></th></tr></thead><tbody id='table_1_tbody' class="big_table"><tr class="header_bottom_margin"><TD colspan="11"></TD></tr><tr class="annotation_item"><TD rowspan="2">DCSMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECMECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECCMEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEECEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDCEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDDDEDDDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeDDeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo ooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooo <page_number>21/04/2016 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<page_page_number>SUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUJUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUuuuuiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieeiieieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiieiiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejiejejijijijijijijijijijijijijijijijijijijijijijijijijijijijijijijijijijijijijijijijijijijijijijijijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijiijaaiiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaiaaaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiiaaiiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauiuauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauauuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Media Technicians</td> <td>Diespeker Limited</td> <td>2015150</td> <td>600.00</td> <td>902 6427 44</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Media Technicians</td> <td>Diespeker Limited</td> <td>2015150</td> <td>2,075.00</td> <td>902 6427 44</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Media Technicians</td> <td>Diespeker Limited</td> <td>2015161</td> <td>5,675.00</td> <td>902 6427 44</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Media Technicians</td> <td>Diespeker Limited</td> <td>2015161</td> <td>3,800.00</td> <td>902 6427 44</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Media Technicians</td> <td>Diespeker Limited</td> <td>2015161</td> <td>664.00</td> <td>902 6427 44</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>IT Costs</td> <td>Content Production Management</td> <td>Dell Computer Corporation Ltd.</td> <td>7402264849</td> <td>672.00</td> <td>635 8235 28</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT.</td> <td>03/03/2016</td> <td>Stick<br>Retail (South Kent)</td> <td></td> <td>Customworks<br><br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br><table><tbody><tr><th colspan="8">LS Invertebrates Division Key Travel 58307931 895.45 362 3348 61 LS Collections Key Travel 58307883 928.51 362 3348 61 LS Collections Key Travel 58307748 618.26 362 3348 61 ES Mineral & Planetary Sciences Diviso Key Travel 58309140 1,021.55 362 3348 61 Work In Progress Publishing Guy Kirwan 09/02/16 800.00 Special Funds - Ops Key Travel 58309598 755.84 362 3348 61 Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air Passenger Transport Travel-Air 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Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆 natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnatu Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Grounds Maintenance</td> <td>Estate's Buildings Projects</td> <td>The London Lawn Turf Co</td> <td>091411</td> <td>666.00</td> <td>701 6785 53</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Grounds Maintenance</td> <td>Estate's Buildings Projects</td> <td>The London Lawn Turf Co</td> <td>091411</td> <td>400.00</td> <td>701 6785 53</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Training</td> <td>Hr Organisational Development</td> <td>Capita Business Services Ltd</td> <td>321460</td> <td>1,024.39</td> <td>618 1841 40</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Production Services Painting & Joinery</td> <td>Alloway Timber (Southern) L L C</td> <td>1/2256028</td> <td>592.77</td> <td>215 9597 35</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Freelancers / Self Employed cont.</td> <td>Programme Group (Temporary Exhibits)</td> <td>Nick Street</td> <td>NHM_2016_02</td> <td>900.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Finance</td> <td>Hays Accountancy Personnel</td> <td>1006216409</td> <th colspan="2">1,650.00<br>773<br><br></th><th colspan="2">6958<br><br></th><th colspan="2">71<br><br></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><table cellspacing='none' style='width: auto;'> <tr style='border-top: none; border-bottom: solid black; border-width: thin; padding-top: .5em; padding-bottom: .5em;'> <td style='text-align: left;'>DCMS<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History 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HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN HHN H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H N H </table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table/></div> <div class='content'> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To 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:<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To :</p> <p class='date'>From :<br/>To:</page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Genomics & Microbial Biodiversity D</td> <td>Appleton Woods Ltd</td> <td>45960</td> <td>637.00</td> <td>110 1675 22</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Travel/Air Passenger Transport</td> <td>LS Vertébrates Division</td> <td>Key Travel</td> <td>58310688</td> <td>770.60</td> <td>362 3348 61</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Visitor Events</td> <td>Spring Personnel</td> <td>5366978</td> <td>708.84</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Visitor Events</td> <td>Spring Personnel</td> <td>5366979</td> <td>708.84</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Development</td> <td>Spring Personnel</td> <td>5366982</td> <td>669.22</td> <td>232 3479 75</td> </tr> <tr><td colspan="9">DCMS Natural History Museum 03/03/2016 IT Costs Photographic Unit (Image Resources) CHF UK 47901 173.10 783 9158 81 CHF UK 47901 479.01 783 9158 81 CHF UK 47901 479.01 783 9158 81 CHF UK 47901 479.01 783 9158 81 CHF UK 47901 479.01 783 9158 81 CHF UK 47901 479.01 783 9158 81 CHF UK 47901 479.01 783 9158 81 CHF UK 47901 479.01 783 9158 81 CHF UK 47901 479.01 783 9158 81 CHF UK 47901 479.01 783 9158 81 CHF UK 47901 479.01 783 9158 81 CHF UK 47901 479.01 783 9158 81 CHF UK 47901 479.01 783 9158 81 CHF UK 47901 479.01 783 9158 81 CHF UK 47901 479.01 783 9158 81 CHF UK 47901 479.01 <page_number>20.00 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>186458 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>186458 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2,222 </page_number></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Risk & Assurance Marks Settin' <page_number>2, Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>Sterlab (UK) Ltd</td> <td>91831138</td> <td>760.00</td> <td>715 5389 16</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>Sterlab (UK) Ltd</td> <td>91831138</td> <td>201.90</td> <td>716 5389 16</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Work In Progress</td> <td>Publishing</td> <td>Steve Parker</td> <td>4428</td> <td>1,500.00</td> <td>443 0032 06</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>Qiagen Limited</td> <td>92975174</td> <td>596.70</td> <td>644 3732 38</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>Qiagen Limited</td> <td>92975174</td> <td>213.90</td> <td>644 3732 38</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Licenses (Non IT)</td> <td>Programme Group (Temporary Exhibits)</td> <td>Oplal Ltd</td> <td>MUSIC LIC</td> <td>6,800.00</td> <td>386 2181 39</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>IT Costs</td> <td>CRL Imaging & Analytical Services Ltd.</td> <td>Dell Computer Corporation Ltd.</td> <td>7402265325</td> <td>1,088.95</td> <td>635 8235 28</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Special Event Costs</td> <td>Contact Development Ltd.</td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br></table> <table cellspacing="0" cellpadding="5"> <tr style="vertical-align:top;"> <th style="width: 5%; text-align:center;">DCMS<br>Natural History Museum<br></th>                                 <th style="width: 5%; text-align:center;">Date<br></th>                     <th style="width: 5%; text-align:center;">Expense Type<br></th>   <th style="width: 5%; text-align:center;">Expense Area<br></th> <th style="width: 5%; text-align:center;">Supplier<br></th> <th style="width: 5%; text-align:center;">Transaction Number<br></th> <th style="width: 5%; text-align:right;">Amount<br></th> <th style="width: 5%; text-align:center;">VAT Registration Number<br></th> </tr> <tr style="vertical-align:top;"> <th style="text-align:left; width: 5%;">DCMS<br>Natural History Museum<br></th> <th style="text-align:left; width: 5%; vertical-align:top;">03/03/2016<br></th> <th style="text-align:left; width: 5%; vertical-align:top;">Special Event Costs<br></th> <th style="text-align:left; width: 5%; vertical-align:top;">Contact Development Ltd.<span style="color:red">Savile Audio Visual S88-SSH9914 $99.99 $99.99 $99.99 $99.99 $99.99 $99.99 $99.99 $99.99 $99.99 $99.99 $99.99 $99.99 $99.99 $99.99 $99.99 $99.99 $99.99 $99.99 $99.99 $99. </span></th> <th style="text-align:left; width: 5%; vertical-align:top;">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$88-SSH <span style="color:red">$ </span></div> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u>$<u<$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=$ u=<div align='right'><strong>Total Amount:</strong></div></table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align='right'>Total Amount: £$$ </table> <table cellspacing=''> <tr class='table_row_ended'> <th colspan='7' align 'right'>Total Amount: £$$ Total Amount: Total Amount: Total Amount: Total Amount: 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Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amt. Amst. <div id= Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Technology Solutions</td> <td>Certes Computing Ltd</td> <td>SIN624008</td> <td>1,000.00</td> <td>377 3451 31</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Assets under Construction</td> <td>LS Collections</td> <td>CBD Sheetmetal Engineering</td> <td>23017</td> <td>8,568.82</td> <td>358 4413 42</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Assets under Construction</td> <td>LS Collections</td> <td>CBD Sheetmetal Engineering</td> <td>T3018</td> <td>7,369.60</td> <td>358 4413 42</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Science Outsourced Services</td> <td>Sci Resources - Research Coordination</td> <td>Helix Advisory Service Ltd</td> <td>HE 1046</td> <td>991.57</td> <td>842 8492 03</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Science Outsourced Services</td> <td>Sci Resources - Research Coordination</td> <td>Helix Advisory Service Ltd</td> <td>HE 1947</td> <td>991.57</td> <td>842 8492 03</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Dcant / Moving / Recant costs</td> <td>Estates Building Projects</td> <td>Romford Insulations Ltd.</td> <td>T322</td> <td>4,970.00</td> <td>788 6029 77</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Accommodation</td> <td>LS Insects Division</td> <td>University of Aberdeen</td> <td>800097274</td> <td>83.00</td> <td>267 3290 44</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Science Outsourced Services</td> <td>LS Insects Division</td> <td>University of Aberdeen</td> <td>800097274</td> <td>5,274.34</td> <td>267 3290 44</td> </tr><tr><td></tr></tbody></table> <table cellspacing="1"> <thead><tr><th colspan="5">DCMS Natural History Museum 03/03/2016 Accommodation LS Insects Division University of Aberdeen 800097274 83.00 267 3290 44 LS Insects Division University of Aberdeen 800097274 5,274.34 267 3290 44 LS Insects Division University of Aberdeen 800097274 79.97 267 3290 44 LS Insects Division University of Aberdeen 800097274 74.31 267 3290 44 LS Insects Division University of Aberdeen 800097274 93.96 267 3290 44 LS Insects Division University of Aberdeen 800097274 9.03 267 3290 44 LS Insects Division University of Aberdeen 800097274 48.53 267 3290 44 LS Insects Division University of Aberdeen 800097274 50.06 267 3290 44 LS Insects Division University of Aberdeen 800097274 1.08 267 3290 44 Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</tr></thead><tbody><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></tbody></table> <table cellspacing="1"> <thead><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></thead><tbody><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></tbody></table> <table cellspacing="1"> <thead><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></thead><tbody><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></tbody></table> <table cellspacing="1"> <thead><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></thead><tbody><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></tbody></table> <table cellspacing="1"> <thead><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></thead><tbody><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></tbody></table> <table cellspacing="1"> <thead><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></thead><tbody><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></tbody></table> <table cellspacing="1"> <thead><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></thead><tbody><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></tbody></table> <table cellspacing="1"> <thead><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></thead><tbody><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></tbody></table> <table cellspacing="1"> <thead><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></thead><tbody><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></tbody></table> <table cellspacing="1"> <thead><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></thead><tbody><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></tbody></table> <table cellspacing="1"> <thead><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></thead><tbody><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></tbody></table> <table cellspacing="1"> <thead><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></thead><tbody><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></tbody></table> <table cellspacing="1"> <thead><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></thead><tbody><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></tbody></table> <table cellspacing="1"> <thead><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></thead><tbody><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></tbody></table> <table cellspacing="1"> <thead><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></thead><tbody><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></tbody></table> <table cellspacing="1"> <thead><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></thead><tbody><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></tbody></table> <table cellspacing="1"> <thead><tr><th colspan="5">DCMS Natural History Museum Special Event Costs Programme Group (Temporary Exhibits) Wilson James Limited.</th></tr></thead><tbody><row Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Recruitment Costs</td> <td>Estates Management</td> <td>TMP (UK) Ltd</td> <td>100001078263</td> <td>3,091.80</td> <td>872 9045 02</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Recruitment Costs</td> <td>Learning Strategy & Research</td> <td>TMP (UK) Ltd</td> <td>100001078390</td> <td>714.30</td> <td>872 9045 02</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Visitor Engagement Welcome and Servi</td> <td>Stop Ahead</td> <td>00117779</td> <td>1,177.28</td> <td>181 8430 04</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Equip., Maint. & Repairs (non IT)</td> <td>Retail (South Ken)</td> <td>Cybertill Ltd</td> <td>9860</td> <td>1,660.00</td> <td>786 6539 66</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Tring Visitor Services</td> <td>Spring Personnel</td> <td>5366699</td> <td>640.74</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Tring Retail</td> <td>Spring Personnel</td> <td>5366699</td> <td>246.70</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Furniture</td> <td>Ls Anglia Marmont Centre</th td><th>Kay Industrial Equipment Ltd </th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><th></th td><<th></table> <table> <tr> <td rowspan="2">DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| DCMS Natural History Museum \| <tr> <td rowspan="2">Travel Air Passenger Transport Prof. Fees excl Legal & Audit Postage & Couriers Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Buildings Projects Estates Building Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>Promega Ltd</td> <td>212112181</td> <td>1,080.00</td> <td>522 473 69</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>IT Costs</td> <td>Technology Solutions</td> <td>First Base Technologies LLP</td> <td>1406A</td> <td>4,750.00</td> <td>780 796 84</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>IT Costs</td> <td>Technology Solutions</td> <td>First Base Technologies LLP</td> <td>1406A</td> <td>350.00</td> <td>780 796 84</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Accommodation</td> <td>Touring WPY</td> <td>Key Travel</td> <td>50312846</td> <td>534.54</td> <td>171 5690 00</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Travel-Air Passenger Transport</td> <td>Touring WPY</td> <td>Key Travel</td> <td>50313012</td> <td>921.45</td> <td>171 5690 00</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Commission Costs</td> <td>Events (South Ken)</td> <td>Grass Roots Meetings & Ever</td> <td>12125361</td> <td>2,156.00</td> <td>880 9886 58</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Events (South Ken)</td> <td>Deloitte LLP</td> <td>1111276827</td> <table><tbody><tr><th>Scheme Code (UK)</th><th>Description (UK)</th><th>Scheme Value (UK)</th></tr><tr><th colspan="3"></th></tr><tr><th>Scheme Code (UK)</th><th>Description (UK)</th><th>Scheme Value (UK)</th></tr><tr><th colspan="3">Schemes not shown on this report.</th></tr></tbody></table></tr><tr><th rowspan="2">DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></th><th rowspan="2">Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/></th><th rowspan="2">Training<br/>Travel-Air Passenger Transport<br/>Travel-Air Passenger Transport<br/>Agency Staff<br/>Agency Staff<br/>Agency Staff<br/>Agency Staff<br/>Agency Staff<br/>Agency Staff<br/>Agency Staff<br/></th><th rowspan="2">HR Organisational Development<br/>ES Vertebrates & Anthropology Palaeot<br/>ES Vertebrates & Anthropology Palaeot<br/>Business & Commercial Trading<br/>Business & Commercial Trading<br/>Business & Commercial Trading<br/>Technology Solutions<br/>Technology Solutions<br/>Technology Solutions<br/></th><th rowspan="2">Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP36855 Eurobase People EP3685...</th><th rowspan="2">1,792.00<sup style="color: red;">(red)</sup></th><th rowspan="2">479<sup style="color: red;">(red)</sup></th></tr><tr></tr></tbody></table> 21/04/2016 \<page_number>122\</page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Legal Fees</td> <td>Human Resources - Ops</td> <td>Farrer &Co</td> <td>47938/MULTI</td> <td>1,208.03</td> <td>332 3892 67</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Legal Fees</td> <td>Human Resources - Ops</td> <td>Farrer &Co</td> <td>47938/MULTI</td> <td>600.00</td> <td>332 3892 67</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Legal Fees</td> <td>Media Relations</td> <td>Farrer &Co</td> <td>47938/MULTI</td> <td>1,206.56</td> <td>332 3892 67</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Legal Fees</td> <td>Development</td> <td>Farrer &Co</td> <td>47938/MULTI</td> <td>2,250.00</td> <td>332 3892 67</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Legal Fees</td> <td>Finance</td> <td>Farrer &Co</td> <td>47938/MULTI</td> <td>+34.85</td> <td>332 3892 67</td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/03/2016 Telecoms Direct Costs SS Telecoms Verizon W010554086 1,525.37 823 8170 33 <br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></table> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/03/2016 Telecoms Direct Costs SS Telecoms Verizon W0105599803 1,198.19 823 8170 33 <br></table> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 03/03/2016 Consumables / Sundry (non Stat) Museum Programme Group (PEG) Conservation by Design Ltd HJ613173 1,117.60 608 3852 32 <br></table> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 03/03/2016 Postage & Couriers L&A Collections & Services Team Secol Ltd 0104548 11.00 102 9492 82 <br></table> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 03/03/2016 Consumables / Sundry (non Stat) L&A Collections & Services Team Secol Ltd 0104548 455.70 102 9492 82 <br></table> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 03/03/2016 Consumables / Sundry (non Stat) L&A Collections & Services Team Secol Ltd 0104548 108.30 102 9492 82 <br></table> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 03/03/2016 Consumables / Sundry (non Stat) L&A Collections & Services Team Secol Ltd 0104548 11.80 102 9492 82 <br></table> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS The NHM Trading Company LT 02/03/2016 Special Event Costs Events (South Ken) Emcor Facility Services Ltd ENUOZB67ZKJ 902.50 188 +4146.46 <br></table> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS The NHM Trading Company LT Exhibition Construction / Hire Touring WPY Spectrum Photographic Spectrum Photographic ENUOZB67ZKJ 8,499.54 711 8625 45 <br></table> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS The NHM Trading Company LT Rechargeable Costs Touring WPY Spectrum Photographic Spectrum Photographic ENUOZB67ZKJ 264.00 711 8625 45 <br></table> <tr style="border-top: none;"> <td colspan="9"> DCMS Natural History Museum Advertising Marketing AKA Promotions Ltd L I L I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I <page_number>L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L </page_number>L <page_number>L T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T </page_number>L <page_number>L N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N </page_number>L <page_number>L O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O </page_number>L <page_number>L A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A </page_number>L <page_number>L M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M </page_number>L <page_number>L R R R R R R R R R R R R R R R R R R R R R R R R R R R R R R R R R R R R R R R R R R R </page_number>L <page_number>L C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C </page_number>L <page_number>L P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P </page_number>L <page_number>L G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G </page_number>L <page_number>L F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F </page_number>L <page_number>L E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E </page_number>L <page_number>L D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D </page_number>L <page_number>L B B B B B B B B B B B B B B B B B B B B B B B B B B B B B B B B B B B B B B </page_number>L <page_number>L U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U </page_number>L <page_number>L Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y </page_number>L <page_number>L X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X </page_number>L <page_number>L Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z Z </page_number>L <page_number>L W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W </page_number>L <page_number>L V V V V V V V V V V V V V V V V V V V V V V V V V V V V V V V V V V V V V V </page_number>L <page_number>L H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H </page_number>L <page_number>L J J J J J J J J J J J J J J J J J J J J J J J J J J J J J J J J J J J J J J </page_number>L <page_number>L K K K K K K K K K K K K K K K K K K K K K K K K K K K K K K K K K K K K K </page_number>L <page_number>L Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q </page_number>L <page_number>L S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S </page_number>L <page_number>L T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T </page_number>L <page_number>L U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U </page_number>L <page_number>L V V V V V V V V V V V V V V V V V V V V V V V V V V V V V V V V V V V </page_number>L <page_number>L W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W W </page_number>L <page_number>L X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X </page_numbers Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>ORL Molecular Biology Labs</td> <td>BioLine Reagents Limited</td> <td>138509</td> <td>638.40</td> <td>828 3592 02</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>ORL Molecular Biology Labs</td> <td>BioLine Reagents Limited</td> <td>138509</td> <td>1,484.00</td> <td>828 3592 02</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>ORL Molecular Biology Labs</td> <td>BioLine Reagents Limited</td> <td>138509</td> <td>691.00</td> <td>828 3592 02</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Collections purch. (Non-Capex)</td> <td>L&A Collections & Services Team</td> <td>Rose Sanderson Art</td> <td>12/02/26</td> <td>5,000.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>ORL Molecular Biology Labs</td> <td>Scientific Laboratory Supplies Ltd</td> <td>S1113892401</td> <td>549.00</td> <td>572 6920 21</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Estates Buildings Projects</td> <td>Ablins Ltd.</th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th><table><tbody><tr><<td colspan="7">Estate Buildings Projects IKEA<br/>141343476<br/>1,093.46<br/>527 7733 20<br/></table><table><tbody><tr><<td colspan="7">Build & Eng Reactive Maintenance Estates Buildings Ops Emcor Facility Services Ltd<br/>094622055K<br/>4,103.38<br/>188 +416+46<br/></table><table><tbody><tr><<td colspan="7">Consumables / Sundry (non Stat) LS Department Mgmt Team Scientific Laboratory Supplies<br/>S111391240I<br/>714.70<br/>572 6920 21<br/></table><table><tbody><tr><<td colspan="7">Travel/Air Passenger Transport LS Invertebrates Division Key Travel<br/>S8312381<br/>770.15<br/>362 3348 61<br/></table><table><tbody><tr><<td colspan="7">Special Event Costs Content Development Wise Productions (UK) Ltd<br/>4648<br/>18,460.00<br/></table><table><tbody><tr><<td colspan="7">Consumables / Sundry (non Stat) Programme Group (Temporary Exhibits)<br/>Mansfield Wahl A40<br/>402.71<br/>546 1689.37<br/></table><table><tbody><tr><<td colspan="7">Exhibition Construction / Hire Programme Group (Temporary Exhibits)<br/>Mansfield Wahl A40<br/>775.00<br/>546 1689.37<br/></table> 21/04/2016 \<page_number>124\</page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estate's Buildings Ops</td> <td>Teco Interiors Limited</td> <td>46893</td> <td>1,076.40</td> <td>683 2604 30</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>IT Costs</td> <td>Cultural Consultancy</td> <td>Apple Distribution Intematior</td> <td>4528894287</td> <td>716.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>IT Costs</td> <td>Cultural Consultancy</td> <td>Apple Distribution Intematior</td> <td>4528894287</td> <td>622.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>IT Costs</td> <td>Cultural Consultancy</td> <td>Apple Distribution Intematior</td> <td>4528894287</td> <td>30.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>IT Costs</td> <td>Cultural Consultancy</td> <td>Apple Distribution Intematior</td> <td>4528894287</td> <td>30.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>IT Costs</td> <td>Development</td> <td>PCS Business Systems</td> <td>899755</td> <td>105.00</td> <td>918 5997 62</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>IT Costs</td> <td>Development</td> <td>PCS Business Systems</td> <td>899755</td> <td>69.95</td> <td>918 5997 62</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>IT Costs</td> <td>Development</td> <td>PCS Business Systems</td> <td>899755</td> <td>849.00</td> <td>918 5997 62</td> </tr><tr><td rowspan="2">DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided (in English)</th><th>Total Amount (in GBP)</th><th>Total VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><th>Total Amount with VAT (in GBP)</th><th>Total VAT with VAT (in GBP)</th><br/></tr></thead> <tbody style="border-top: 1px solid black; border-bottom: 1px solid black;"> <tr style="text-align: center;"> <th colspan="17" style="font-weight: bold;">Natural History Museum - Freedom of Information Report - 21/04/2016 - 125 - Page 1 of 1 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - 1,435.54 - 899,869.51 - Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 201018</td> <td>1,400.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 201025</td> <td>1,000.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 201024</td> <td>1,750.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td></td> <td>Hays Accountancy Personnel</td> <td>1006239669</td> <td>1,650.00</td> <td>773 6998 71</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></table> <table cellspacing="0" border="1"> <thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr></thead><tbody><tr><th colspan="9"></th></tr><tr><th rowspan="2">DCMS<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>National Heritage Council (NHC)</th><th rowspan="2">Date</th><th rowspan="2">Postage & Couriers / Consumables / Sundry (non Stat) / Consumables / Sundry (non Stat) / Advertising / Advertising / Consumables / Sundry (non Stat) / Consumables / Sundry (non Stat) / Advertising / Advertising / Consumables / Sundry (non Stat) / Consumables / Sundry (non Stat) / Advertising / Advertising / Consumables / Sundry (non Stat) / Consumables / Sundry (non Stat) / Advertising / Advertising / Consumables / Sundry (non Stat) / Consumables / Sundry (non Stat) / Advertising / Advertising / Consumables / Sundry (non Stat) / Consumables / Sundry (non Stat) / Advertising / Advertising / Consumables / Sundry (non Stat) / Consumables / Sundry (non Stat) / Advertising / Advertising / Consumables / Sundry (non Stat) / Consumables / Sundry (non Stat) / Advertising / Advertising / Consumables / Sundry (non Stat) / Consumables / Sundry (non Stat) / Advertising / Advertising / Consumables / Sundry (non Stat) / Consumables / Sundry (non Stat) / Advertising / Advertising / Consumables / Sundry (non Stat) / Consumables / Sundry (non Stat) / Advertising / Advertising / Consumables / Sundry (non Stat) / Consumables / Sundry (non Stat) / Advertising / Advertising / Consumables / Sundry (non Stat) / Consumables / Sundry (non Stat) / Advertising / Advertising / Consumables / Sundry (non Stat) / Consumables / Sundry (non Stat) / Advertising / Advertising / Consumables / Sundry (non Stat) / Consumables / Sundry (non Stat) / Advertising / Advertising / Consumables / <th rowspan="2">Content Development - Broadcast Postage & Couriers LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing Marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销营销marketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingsellingmarketingseling marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing marketing market ing <th rowspan="2">Spring Personnel Promega Ltd Promega Ltd Promega Ltd AKA Promotions Ltd John Purcell Paper John Purcell Paper AKA Promotions Ltd L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L <th rowspan="2">LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biodiversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D LS Genomics & Microbial Biod diversity D <th rowspan="2">LSA Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collections & <th rowspan="2">L&A Collection <page_number>Page number: </page_number> <table cellspacing="0" border="0"> <thead><tr><th colspan='4'></th></tr></thead><tbody><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></th></tr><tr><th colspan='4'></table> <table cellspacing="0" border="0"> <thead id="__annotation__row_thead"><tbody id="__annotation__tbody"><tfoot id="__annotation__tfoot"><tbody id="__annotation__tbody"><tfoot id="__annotation__tfoot"><tbody id="__annotation__tbody"><tfoot id="__annotation__tfoot"><tbody id="__annotation__tbody"><tfoot id="__annotation__tfoot"><tbody id="__annotation__tbody"><tfoot id="__annotation__tfoot"><tbody id="__annotation__tbody"><tfoot id="__annotation__tfoot"><tbody id="__annotation__tbody"><tfoot id="__annotation__tfoot"><tbody id="__annotation__tbody"><tfoot id="__annotation__tfoot"><tbody id="__annotation__tbody"><tfoot id="__annotation__tfoot"><tbody id="__annotation__tbody"><tfoot id="__annotation__tfoot"><tbody id="__annotation__tbody"><tfoot id="__annotation__tfoot"><tbody id="__annotation__tbody"><tfoot id="__annotation__tfoot"><tbody id="__annotation__tbody"><tfoot id="__annotation__tfoot"><tbody id="__annotation__tbody"><tfoot id="__annotation__tfoot"><tbody id="__annotation__tbody"><tfoot id="__annotation__tfoot"><tbody id="__annotation__tbody"><tfoot id="__annotation__tfoot"><tbody id "__ annotation __ tbody " border="" cellspacing="" cellpadding="" style=""><table cellspacing="" cellpadding="" style=""><thead style=""><style>.table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: larger; } .table tr th { font-size: large Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 199739</td> <td>1,670.62</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 199732</td> <td>649.60</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 199731</td> <td>1,130.08</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 199733</td> <td>4,293.24</td> <td>696 8691 51</td> </tr> <tr><td colspan="9">DCMS Natural History Museum 03/03/2016 Office Stationery Trng Management & Admin. Office Depot (Gulbert UK Ltd) 81483000 55.54 673 4785 94 Office Depot (Gulbert UK Ltd) 81483000 49.65 673 4785 94 Office Depot (Gulbert UK Ltd) 81483000 408.41 673 4785 94 Office Depot (Gulbert UK Ltd) 81483000 35.66 673 4785 94 Office Depot (Gulbert UK Ltd) 81483000 33.88 673 4785 94 Office Depot (Gulbert UK Ltd) ES Department Mgmt Team Office Depot (Gulbert UK Ltd) 81483000 42.73 673 4785 94 Office Depot (Gulbert UK Ltd) Visitor Events Office Depot (Gulbert UK Ltd) 81483000 55.87 673 4785 94 Office Depot (Gulbert UK Ltd) LSA Dept Management Office Depot (Gulbert UK Ltd) 81483000 26.53 673 4785 94 Office Depot (Gulbert UK Ltd) CRL Dept Mgmt Office Depot (Gulbert UK Ltd) 81483000 37.87 673 4785 94 Office Depot (Gulbert UK Ltd) Consumables / Sundry (non Stat) Office Depot (Gulbert UK Ltd) 81483000 30.53 673 4785 94 Office Depot (Gulbert UK Ltd) Retail (South Ken) Office Depot (Gulbert UK Ltd) 81483000 187.71 673 4785 94 Office Depot (Gulbert UK Ltd) Human Resources - Ops Office Depot (Gulbert UK Ltd) 81483000 32.46 673 4785 94 Office Depot (Gulbert UK Ltd) LSA Digital Services Team Office Depot (Gulbert UK Ltd) 81483000 104.96 673 4785 94 Office Depot (Gulbert UK Ltd) Development Office Depot (Gulbert UK Ltd) L5 Department Mgmt Team Office Depot (Gulbert UK Ltd)</td></tr> <tr><td colspan="9">DCMS Natural History Museum Agency Staff Content Development - Online Spring Technology W8672jv/00 $22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22,22, Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Content Development - Online</td> <td>Spring Technology</td> <td>W92589/00</td> <td>513.60</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Conservation Centre</td> <td>VWR International Ltd</td> <td>S063012872</td> <td>591.00</td> <td>823 8532 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Visitor Events</td> <td>Spring Personnel</td> <td>S367779</td> <td>708.84</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Museum Programme Group (PEG)</td> <td>S.3.G. International Ltd</td> <td>FRI1604601</td> <td>396.72</td> <td>110 6453 23</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Museum Programme Group (PEG)</td> <td>S.3.G. International Ltd</td> <td>FRI1604601</td> <td>584.64</td> <td>110 6453 23</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>02/03/2016</td> <td>Podcasts & Couriers</td> <td>Museum Programme Group (PEG)</td> <td>S.3.G. International Ltd</td> <td>FRI1604601</td> <td>134.40</td> <td>110 6453 23</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th><br/> <td colspan="8">Estates Buildings Ops<br/>Emcor Facility Services Ltd<br/>DQDQB4BRI<br/></table><br/> <table><tbody><tr><TD colspan="8">Estates Outsourced Services<br/>Victoria & Albert Museum<br/>S07795<br/></TD><TD colspan="8">7,349.26<br/>444 OJ89763<br/></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TD colspan="8"></TD><TH COLSPAN=2 rowspan=2 style='font-size: large;'>DCMS Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆 natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel histry muesum naturel history muesum naturel history muesum naturel history muesum naturel history muesum naturel history muesum naturel history muesum naturel history muesum naturel history muesum naturel history muesum naturel history muesum natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory muesam natura lhistory miesm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm natural hisory meusm Natur alhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mesu s natu rhis ory mes u e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis ory e nati alhis or y es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u es u ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee <page_number>21/04/2016 <page_number>126 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Museum Programme Group (PEG)</td> <td>Buro Happold Limited</td> <td>7056432</td> <td>7,009.00</td> <td>639 4230 34</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Museum Programme Group (PEG)</td> <td>Buro Happold Limited</td> <td>7056428</td> <td>2,808.00</td> <td>639 4230 34</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estate Building Ops</td> <td>Waltham Forest Engineering</td> <td>37930</td> <td>665.00</td> <td>249 2463 64</td> </tr> <tr> <td>DCMS</td> <td>The NPM Trading Company LT</td> <td>02/03/2016</td> <td>Special Event Costs</td> <td>Events (South Ken)</td> <td>Emcor Facility Services Ltd</td> <td>00401827RJ</td> <td>1,928.44</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Freelancers / Self Empkt cont.</td> <td>Content Development - Learning Prog J. A. Preece</td> <td></td> <td>2016/0004</td> <td>750.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Production Services Engineering</td> <td>R5 Components Ltd</td> <td>2819023M4</td> <td>554.46</td> <td>243 1648 91</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Travel/Air Passenger Transport</td> <td>ES Vertibratris & Anthropology Palaeot Key Travel</th></tr><tr><th rowspan="2">DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS <td>Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Mus <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>Natural Histori <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <td>National His... <page_number><page_number></page_number></page_number></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description<br>(Department Family)</th><th>Description<br>(Entity)</th><th>Date<br>(Date)</th><th>Description<br>(Expense Type)</th><th>Description<br>(Expense Area)</th><th>Description<br>(Supplier)</th><th>Description<br>(Transaction Number)</th><th>Description<br>(Amount)</th><th>Description<br>(VAT Registration Number)</th><th>Description<br>(Amount)</th><th>Description<br>(VAT Registration Number)</th><th>Description<br>(Amount)</th><th>Description<br>(VAT Registration Number)</th><th>Description<br>(Amount)</th><th>Description<br>(VAT Registration Number)</th><th>Description<br>(Amount)</th><th>Description<br>(VAT Registration Number)</th><th>Description<br>(Amount)</th><th>Description<br>(VAT Registration Number)</th><th>Description<br>(Amount)</th><th>Description<br>(VAT Registration Number)</th><th>Description<br>(Amount)</th><th>Description<br>(VAT Registration Number)</th><th>Description<br>(Amount)</th><th>Description<br>(VAT Registration Number)</th><th>Description<br>(Amount)</th><th>Description<br>(VAT Registration Number)</th><th>Description<br>(Amount)</th><th>Description<br>(VAT Registration Number)</th><th>Description<br>(Amount)</th><th>Description<br>(VAT Registration Number)</th><th>Description<br>(Amount)</th><th>Description<br>(VAT Registration Number)</th><th>Description<br>(Amount)</th><th>Description<br>(VAT Registration Number)</th><th>Description<br>(Amount)</th><th>Description<br>(VAT Registration Number)</th><th>Description<br>(Amount)</th><th>Description<br>(VAT Registration Number)</th><th>Description<br>(Amount)</th><thal colspan="5" style="border-top: double black; border-bottom: double black;">Description (Natural Hist...</thal></tr></thead> <tbody style="text-align: center;"> <tr style="text-align: center;"> <th style="border-top: double black; border-bottom: double black;">Description (Department Family)<br>D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS D CMS DCMS DM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C M C N H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H O S T H OF I R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P R E P REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REP REPEE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE PEPE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECE CECEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO COEO 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XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ XYZ ABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCABCA BCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCCDCCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCDCCCDCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCC CDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDDCCCDDD CCCC CCCC 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ST ST ST ST ST ST ST ST ST ST ST ST ST ST ST ST ST ST ST ST ST ST ST ST ST STSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTTTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTSSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTATSTAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STAT STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STA STASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTASTAATAAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAATAA A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A BCB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CB CBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCBCB Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>VWR International Ltd</td> <td>5983017049</td> <td>10.56</td> <td>823 8532 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>VWR International Ltd</td> <td>5983017049</td> <td>10.64</td> <td>823 8532 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>VWR International Ltd</td> <td>5983017049</td> <td>10.64</td> <td>823 8532 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>VWR International Ltd</td> <td>5983017049</td> <td>10.64</td> <td>823 8532 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>VWR International Ltd</td> <td>5983017049</td> <td>10.64</td> <td>823 8532 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>VWR International Ltd</td> <td>5983017049</td> <td>10.64</td> <td>823 8532 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>VWR International Ltd</td> <td>5983017049</td> <td>10.64</td> <td>823 8532 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>VWR International Ltd</td> <td>5983017049</td> <td>10.64</td> <td>823 8532 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>VWR International Ltd.</td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br></table> <table cellspacing="1"> <thead style="text-align:center;"> <tr style="background-color:#ebebeb;"> <th colspan="7">DCMS Natural History Museum Assets under Construction LS Collections Lecia Microsystems (UK) Ltd 96929495 5,766.85 290 7562 38 Barry Gower 550/016 750.00 Encor Facility Services Ltd 00494649KU 1,233.52 188 4148 46 Estate Buildups Ops Prof. Fees excl Legal & Audit Development Build & Eng Reactive Maintenance <page_number>21/04/2016 <page_number></page_number></page_number></table> <table cellspacing="1"> <thead style="text-align:center;"> <tr style="background-color:#ebebeb;"> <th colspan="7">DCMS Natural History Museum Prof. Fees excl Legal & Audit Developement Barry Gower 550/016 750.00 Encor Facility Services Ltd 00494649KU 1,233.52 188 4148 46 Estate Buildups Ops Build & Eng Reactive Maintenance Assets under Construction LS Collections Lecia Microsystems (UK) Ltd 96929495 5,766.85 290 7562 38 Prof. Fees excl Legal & Audit Developement Barry Gower 550/016 750.00 Encor Facility Services Ltd 00494649KU 1,233.52 188 4148 46 Estate Buildups Ops Build & Eng Reactive Maintenance Assets under Construction LS Collections Lecia Microsystems (UK) Ltd 96929495 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd 00408464RJ</td> <td></td> <td>637.65</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd 00408465RJ</td> <td></td> <td>950.48</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd 00408466RJ</td> <td></td> <td>1,347.24</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd 00408467RJ</td> <td></td> <td>2,358.76</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip., Purch. & Hire (non IT / office)</td> <td>Estates Buildings Projects</td> <td>Emcor Facility Services Ltd 00408468RJ</td> <td></td> <td>2,309.06</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Cleaning & Waste Disp (non Cont)</td> <td>Estates Buildings Projects</td> <td>Emcor Facility Services Ltd 00408469RJ</td> <td></td> <td>1,924.94</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd 00408470RJ</td> <td></td> <td>1,246.99</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd 00408471RJ</td> <td></td> <td>904.48</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd 00408472RJ</td> <td></td> <td>1,315.63</td> <td>188 4140 46</td> </tr> <table cellspacing="none"> <thead><tr><th colspan="5">DCMS Natural History Museum 17/03/2016 Build & Eng Reactive Maintenance Estates Buildings Ops Emcor Facility Services Ltd 00408473RJ S81.02 188 4140 46<br/>DCMS Natural History Museum 17/03/2016 Build & Eng Reactive Maintenance Estates Buildings Ops Emcor Facility Services Ltd 00408474RJ 3,604.63 188 4140 46<br/></table> 21/04/2016 \<page_number>131\<page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Decant / Moving / Recant costs</td> <td>Estates Buildings Projects</td> <td>Emcor Facility Services Ltd</td> <td>00408475RJ</td> <td>858.38</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Projects</td> <td>Emcor Facility Services Ltd</td> <td>00408476RJ</td> <td>755.92</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00408477RJ</td> <td>615.85</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00408478RJ</td> <td>1,308.00</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00408479RJ</td> <td>931.95</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00408480RJ</td> <td>573.34</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/<br/></table> <table><thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></thead><tbody><tr><td colspan="9"></td></tr></tbody></table> <table><thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></thead><tbody><tr><td colspan="9"></td></tr></tbody></table> <table><thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></thead><tbody><tr><td colspan="9"></td></tr></tbody></table> <table><thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></thead><tbody><tr><td colspan="9"></td></tr></tbody></table> <table> <tfoot> <tr> <th colspan="9">Natural History Museum - Freedom of Information Report From : 29-Mar-2 To : 29-Mar-2 From : 29-Mar-2 To : 29-Mar-2 From : 29-Mar-2 To : 29-Mar-2 From : 29-Mar-2 To : 29-Mar-2 From : 29-Mar-2 To : 29-Mar-2 From : 29-Mar-2 To : 29-Mar-2 From : 29-Mar-2 To : 29-Mar-2 From : 29-Mar-2 To : 29-Mar-2 From : 29-Mar-2 To : 29-Mar-2 From : 29-Mar-2 To : 29-Mar-2 From : 29-Mar-2 To : 29-Mar-2 From : 29-Mar-2 To : 29-Mar-2 From : 29-Mar-2 To : 29-Mar-2 From : 29-Mar-2 To : 29-Mar-2 From : 29-Mar-2 To : 29-Mar-2 From : 29-Mar-2 To : 29-Mar-2 From : 29-Mar-... <page_number>Page <span style="font-size: large;">I_II_III_IV_V_VI_VII_VIII_VIX_X_XI_XII_XIII_XIV_XV_XVI_XVII_XVIII_XIX_XX_XXI_XXII_XXIII_XXIV_XXV_XXVI_XXVII_XXVIII_XXIX_XXX_XXXI_XXXII_XXXIII_XXXIV_XXXV_XXXVI_XXXVII_XXXVIII_XXXIX_XL_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI_XLI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X LI/X 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Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Molecular Biology Labs</td> <td>Qiagen Limited</td> <td>92979512</td> <td>3,774.54</td> <td>644 3732 38</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Estatis Buildings Projects</td> <td>John McAslan & Partners Ltd</td> <td>003732</td> <td>9,208.00</td> <td>680 7982 88</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT The NHM Trading Company LT</td> <td>03/03/2016 03/03/2016</td> <td>Postage & Couriers Postage & Couriers</td> <td>Retail (South Ken) Retail (South Ken)</td> <td>DPO UK DPO UK</td> <td>11965042 11965042</td> <td>918.24 205.45</td> <td>754 5323 31 754 5323 32</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT The NHM Trading Company LT</td> <td>03/03/2016 03/03/2016</td> <td>Agency Staff Agency Staff</td> <td>Retail (South Ken) Retail (South Ken)</td> <td>Spring Personnel Spring Personnel</td> <td>5367782 5367782</td> <td>5,051.30 2,589.69</td> <td>232 3479 75 232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT</td> <td>03/03/2016 03/03/2016 03/03/2016 03/03/2016</td> <td>Agency Staff Agency Staff Agency Staff Agency Staff</td> <td>Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken)</td> <td>Spring Personnel Spring Personnel Spring Personnel Spring Personnel</td> <td>5366983 5366983 5366983 5366983</td> <td>4,095.49 508.64 2,312.57</td> <td>232 3479 75 232 3479 75 232 3479 75 232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT</td> <td>03/03/2016 03/03/2016 03/03/2016 03/03/2016</td> <td>Agency Staff Agency Staff Agency Staff Agency Staff</td> <td>Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken)</td> <td>Addesso UK Ltd.</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></table> DCMS The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS \<page_number>21/04/2016 \<page_number>13 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NPM Trading Company LT</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Retail (South Ken)</td> <td>Esprit Group</td> <td>87118-87173</td> <td>7,669.25</td> <td>608 0609 56</td> </tr> <tr> <td>DCMS</td> <td>The NPM Trading Company LT</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Retail (South Ken)</td> <td>Esprit Group</td> <td>NHM-CSTY7</td> <td>2,975.00</td> <td>608 0609 56</td> </tr> <tr> <td>DCMS</td> <td>The NPM Trading Company LT</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Kompac</td> <td>D9J13B011</td> <td>580.00</td> <td>286 0142 66</td> </tr> <tr> <td>DCMS</td> <td>The NPM Trading Company LT</td> <td>17/03/2016</td> <td>Accommodation</td> <td>Visitor Commerce Management</td> <td>Key Travel</td> <td>50315641</td> <td>674.48</td> <td>171 5690 00</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Finance</td> <td>Longbridge</td> <td>5984</td> <td>671.40</td> <td>974 8884.42</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Technology Solutions</td> <td>Centos Computing Ltd.</td> <td>SIN82496L1</td> <th colspan="2">1,003.00<br>377 3451.31<br></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><br/></tr><tr class="header_bottom_margin"> <td rowspan="2">DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></tr> <tr> <td>Natural History Museum</table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <tr style="border-bottom: double;"> <td style="text-align: left;">From :</br>01-Mar-2016 <td style="text-align: right;">To :</br>31-Mar-2016 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number>134 <td style="text-align: center;"> <page_number>21/04/2016 <page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Advertising</td> <td>Publishing</td> <td>Reed Exhibitions Ltd</td> <td>782418</td> <td>1,033.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Estates Buildings Projects</td> <td>Cynergin Consultants Ltd</td> <td>59</td> <td>-4,997.76</td> <td>753 5215 33</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Science Outsourced Services</td> <td>LS Plants Division</td> <td>Queen Mary & Westfield Coll</td> <td>12450424</td> <td>1,191.01</td> <td>248 8379 11</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Science Outsourced Services</td> <td>LS Plants Division</td> <td>Queen Mary & Westfield Coll</td> <td>12450424</td> <td>3,105.70</td> <td>248 8379 11</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Technology Solutions</td> <td>Certus Computing Ltd</td> <td>SIN823804</td> <td>495.00</td> <td>377 3451 31</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Technology Solutions</td> <td>Certus Computing Ltd</td> <td>SIN823804</td> <td>231.00</td> <td>377 3451 31</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Technology Solutions</td> <td>Certus Computing Ltd</td> <td>SIN823804</td> <td>1,651.00</td> <td>377 3451 31</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Technology Solutions</td> <td>Certus Computing Ltd.</td> <td>SIN823649</td> <td>1,392.00</td> <td>377 3451 31</td> </tr> <tr><th colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Punch. & Hire (non IT / office)</th></tr> <tr><th colspan="9">DCMS Natural History Museum 17/03/2016 Consumables / Sundry (non Stat)</th></tr> <tr><th colspan="9">DCMS Natural History Museum 03/03/2016 Consumables / Sundry (non Stat)</th></tr> <tr><th colspan="9">DCMS Natural History Museum 03/03/2016 Consumables / Sundry (non Stat)</th></tr> <tr><th colspan="9">DCMS Natural History Museum 03/03/2016 Grant Sub Contr / award payments National Public Programmes Newcastle City Council 1800007810282 1,674.00 178 2082 51 </th></tr> <tr><th colspan="9">DCMS Natural History Museum 17/03/2016 IT Costs CRL Imaging & Analytical Dell Computer Corporation LI 7402265559 1,248.99 635 825 28 </th></tr> <tr><th colspan="9">21/04/2016 <page_number>135<page_number></page_number></th></tr> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</th><th>Description of Table Header (Data Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</th><th>Description of Table Header (Data Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Table Header (Column Headers)</than></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OIL Imaging & Analytical</td> <td>Fisher Scientific UK</td> <td>4151523662</td> <td>168.26</td> <td>844 2904 24</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OIL Imaging & Analytical</td> <td>Fisher Scientific UK</td> <td>4151523662</td> <td>168.26</td> <td>844 2904 24</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OIL Imaging & Analytical</td> <td>Fisher Scientific UK</td> <td>4151523662</td> <td>-43.80</td> <td>844 2904 24</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OIL Imaging & Analytical</td> <td>Fisher Scientific UK</td> <td>4151523662</td> <td>-43.40</td> <td>844 2904 24</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OIL Imaging & Analytical</td> <td>Fisher Scientific UK</td> <td>4151523662</td> <td>-33.62</td> <td>844 2904 24</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OIL Imaging & Analytical</td> <td>Fisher Scientific UK</td> <td>4151523662</td> <td>-39.54</td> <td>844 2904 24</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OIL Imaging & Analytical</td> <td>Fisher Scientific UK</td> <td>4151523662</td> <td>-168.26</td> <td>844 2904 24</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OIL Imaging & Analytical</td> <td>Fisher Scientific UK</td> <td>4151523662</td> <td>-43.40</td> <td>844 2904 24</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OIL Imaging & Analytical</td> <td>Fisher Scientific UK</td> <td>4151523662</td> <td>-43.40</td> <td>844 2904 24</td> </tr> <tr><th colspan="9">DCMS Natural History Museum 03/03/2016 Telecoms Direct Costs Technology Solutions - Telecoms (NHM Vodafone Limited 78542819 2,905.93 569 9532 77 Telecommunications - Telecoms (NHM Vodafone Limited 78542819 2,905.93 569 9532 77 Telecommunications - Telecoms (NHM Vodafone Limited 78542819 2,905.93 569 9532 77 Telecommunications - Telecoms (NHM Vodafone Limited 78542819 2,905.93 569 9532 77 Telecommunications - Telecoms (NHM Vodafone Limited 78542819 2,905.93 569 9532 77 Telecommunications - Telecoms (NHM Vodafone Limited 78542819 2,905.93 569 9532 77 Telecommunications - Telecoms (NHM Vodafone Limited 78542819 2,905.93 569 9532 77 Telecommunications - Telecoms (NHM Vodafone Limited 78542819 2,905.93 569 9532 77 Telecommunications - Telecoms (NHM Vodafone Limited 78542819 2,905.93 569 9532 77 Telecommunications - Telecoms (NHM Vodafone Limited 78542819 2,905.93 569 9532 77 Telecommunications - Telecoms (NHM Vodafone Limited 78542819 2,905.93 569 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Cornflower Limited</td> <td>42946</td> <td>849.00</td> <td>678 7954 52</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Dowman Imports</td> <td>42971</td> <td>1,145.08</td> <td>501 7792 81</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Postage & Couriers Stock</td> <td>Retail (South Ken) Retail (South Ken)</td> <td>L Deeley Enterprises NHH6175 NHH6175</td> <td></td> <td>32.54<br>1,155.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Cotswold Fayne Ltd</td> <td>243894</td> <td>851.25</td> <td>653-4530-44</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Brandart Ltd</td> <td>37341</td> <td>1,045.90</td> <td>625 5142 57</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>British Rosasils SIS024153</td> <td></td> <td>815.88</td> <td>423 8905 60</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Chilli & Lime<br>Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retail Packaging Ltd Fleet Retai...</tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Postage & Couriers Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock StockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockStockSto...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postag...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postage & Couriers Postag...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Postag...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Po...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Po...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Po...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Po...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Po...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Po...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Po...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Po...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Po...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Po...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Po...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Po...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Po...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Po...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Po...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Po...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Company LT Po...</th></tr><tr><th colspan="9">DCMS The NHM Trading Company LT The NHM Trading Compan... Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Membership</td> <td>Spring Personnel</td> <td>5367780</td> <td>510.40</td> <td>232 349.75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Membership</td> <td>Keystone Employment Group INV0035243</td> <td></td> <td>211.75</td> <td>934 2836.14</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Keystone Employment Group INV0035243</td> <td></td> <td>544.50</td> <td>934 2836.14</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Keystone Employment Group INV0035243</td> <td></td> <td>453.75</td> <td>934 2836.14</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales - Cloakroom</td> <td>Keystone Employment Group INV0035243</td> <td></td> <td>1,270.50</td> <td>934 2836.14</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>VC Donations & Maps</td> <td>Keystone Employment Group INV0035243</td> <td></td> <td>181.50</td> <td>934 2836.14</td> </tr><tr><th colspan="9">DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT DCMS The NPM Trading Company LT Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock 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Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi Pi PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI PI Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl Pl PlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPlPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPLPL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL PL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL BL 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CL CL CL CL CL CL CL CL CL CL CL CL CL CL CL CL CL CL CL CL CL CL CL CL CL CL CL CL CL CLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLCLClClClClClClClClClClClClClClClClClClClClClClClClClClClClClClClClClClClClClClC Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl Cl ClCICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICICIC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC IC ICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICCICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICC ICCCICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOICOIOCOOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOCOC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC OC CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO CO Co Co Co Co Co Co Co Co Co Co Co Co Co Co Co CoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCoCocococococococococococococococococococococococococococococococococococococococococcoc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coc coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco coco cocosocoocosocoocosocoocosoco Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Rockshop Wholesale</td> <td>54179</td> <td>1,078.00</td> <td>183 6395 33</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>S D Marketing Ltd</td> <td>27517</td> <td>505.13</td> <td>606 8391 29</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Keycraft</td> <td>191253</td> <td>1,009.95</td> <td>140 1547 10</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Trip Visitor Services</td> <td>Spring Personnel</td> <td>5367545</td> <td>571.95</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Trip Management & Admin.</td> <td>Spring Personnel</td> <td>5367545</td> <td>41.19</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Trip Retail</td> <td>Spring Personnel</td> <td>5367545</td> <td>418.76</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Trip Cafe'</td> <td>Spring Personnel</td> <td>5367545</td> <td>157.90</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Trip Functions</td> <td>Spring Personnel</td> <td>5367545</td> <td>66.16</td> <td>232 3479 75</td> </tr><tr><td></tr></tbody><tbody><tr><th colspan="9">DCMS Natural History Museum 03/03/2016 Agency Staff Human Resources - Ops Spring Personnel 5367531 712.80 232 3479 75 DCMS Natural History Museum 17/03/2016 IT Costs Estates Buildings Projects Softcat Ltd INV0122917 653.36 491 9485 03 DCMS Natural History Museum 03/03/2016 Prof. Fees excl Legal & Audit Marketing Morris Hargreaves McIntyre 18D468 7,420.00 696 3813 88 DCMS Natural History Museum 03/03/2016 Advertising Marketing Finger on the Button Ltd 083329 1,500.00 102 2631 74 DCMS Natural History Museum 03/03/2016 Advertising Marketing Finger on the Button Ltd 083328 600.00 102 2631 74 DCMS Natural History Museum 17/03/2016 Build & Eng Readive Maintenance Estates Buildings Ops Emcor Facility Services Ltd OOOBLS65RI 1,538.18 188-4I4O-46 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00408566RL</td> <td>514.02</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00408567RI</td> <td>1,068.20</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Estates Outsourced Services</td> <td>Production Services Exhibition & Conve</td> <td>Emcor Facility Services Ltd</td> <td>00408568Rl</td> <td>924.26</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Production Services Engineering</td> <td>Red Lifting Limited</td> <td>10019</td> <td>6,823.20</td> <td>191 5411 16</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>HR Outsourced Services Contracts</td> <td>Human Resources - Ops</td> <td>QCG</td> <td>2988</td> <td>875.00</td> <td>733 4769 33</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Storage Costs</td> <td>Programme Group (Temporary Exhibits)</td> <td>Johnsons Moving Services LT Johnsons Moving Services LT</td> <td>538804 538804</td> <td>840.00<br/>117.00</td> <td>813 052 65<br/>813 052 65</td> </tr><tr><td rowspan="2">DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM DCSM 21/04/2016 140 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Legal Fees</td> <td>Estates Buildings Projects</td> <td>Environment Agency</td> <td>NC11730-P3-2</td> <td>2,890.79</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>IT Costs</td> <td>Learning Engagement</td> <td>Dell Computer Corporation Ltd</td> <td>7402267047</td> <td>627.00</td> <td>635 8235 28</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Visitor Engagement Welcome and Servi</td> <td>Fenix Hire (Southern) Ltd</td> <td>1211NEI</td> <td>703.00</td> <td>790 6766 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Content Development - Learning Prog</td> <td>Spectrum Drama</td> <td>1866</td> <td>540.00</td> <td>569 8616 76</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Molecular Biology Labs</td> <td>VWR International Ltd</td> <td>5063019863</td> <td>779.00</td> <td>823 8532 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Prof. Printing & Promo. Matt.</td> <td>Membership.</td> <td>Witherlys Ltd.</td> <td>037417</td> <td>525.00</td> <td>100 L371 H1</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Prof. Printing & Promo. Matt.</td> <td>Membership.</td> <td>Witherlys Ltd.</td> <th colspan="2">037413<br/>2,294.00<br/>100 L371 H1<br/></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/ <th colspan="2"></table> <table cellspacing="0" border="1"> <tr style="background-color: #eaeaea;"> <td style="text-align: left;">DCMS Natural History Museum Advertising Marketing AKA Promotions Ltd L1 L12D16O1 <td style="text-align: right;">600.00 <td style="text-align: right;">696 B89I S1 <td style="text-align: right;"></table> <table cellspacing="0" border="1"> <tr style="background-color: #eaeaea;"> <td style="text-align: left;">DCMS Natural History Museum Postage & Couriers LS Collections Conservation by Design Ltd H3634Z64 <td style="text-align: right;">1.00 <td style="text-align: right;">608 J8S2 T2 <td style="text-align: right;"></table> <table cellspacing="0" border="1"> <tr style="background-color: #eaeaea;"> <td style="text-align: left;">DCMS Natural History Museum Legal Fees Estates Buildings Projects Environment Agency NC11730-P3-2 <td style="text-align: right;">2,890.79 <td style="text-align: right;"></table> <table cellspacing="0" border="1"> <tr style="background-color: #eaeaea;"> <td style="text-align: left;">DCMS Natural History Museum IT Costs Learning Engagement Dell Computer Corporation Ltd <td style="text-align: right;">627.00 <td style="text-align: right;">635 J8S2 T28 <td style="text-align: right;"></table> <table cellspacing="0" border="1"> <tr style="background-color: #eaeaea;"> <td style="text-align: left;">DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) Visitor Engagement Welcome and Servi Fenix Hire (Southern) Ltd <td style="text-align: right;">790 J8S2 T5 <td style="text-align: right;"></table> <table cellspacing="0" border="1"> <tr style="background-color: #eaeaea;"> <td style="text-align: left;">DCMS Natural History Museum Prof. Fees excl Legal & Audit Content Development - Learning Prog Spectrum Drama <td style="text-align: right;">540.00 <td style="text-align: right;">569 J8S2 T5 <td style="text-align: right;"></table> <table cellspacing="0" border="1"> <tr style="background-color: #eaeaea;"> <td style="text-align: left;">DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Molecular Biology Labs VWR International Ltd <td style="text-align: right;">779.00 <td style="text-align: right;">823 J8S2 T5 <td style="text-align: right;"></table> <table cellspacing="0" border="1"> <tr style="background-color: #eaeaea;"> <td style="text-align: left;">DCMS Natural History Museum Prof. Printing & Promo. Matt. Membership Witherlys Ltd. <td style="text-align: right;">525.00 <td style="text-align: right;">L371 H1 <td style="text-align: right;"></table> <table cellspacing="0" border="1"> <tr style="background-color: #eaeaea;"> <td style="text-align: left;">DCMS Natural History Museum Prof. Printing & Promo. Matt. Membership Witherlys Ltd. <td style="text-align: right;">2,294.00 <td style="text-align: right;">L371 H1 <td style="text-align: right;"></table> <table cellspacing="0" border="1"> <tr style="background-color: #eaeaea;"> <td style="text-align: left;">DCMS Natural History Museum Prof. Printing & Promo. Matt. Membership Witherlys Ltd. <td style="text-align: right;">779.00 <td style="text-align: right;">L371 H1 <td style="text-align: right;"></table> <table cellspacing="0" border="1"> <tr style="background-color: #eaeaea;"> <td style="text-align: left;">DCMS Natural History Museum Prof. Printing & Promo. Matt. Membership Witherlys Ltd. <td style="text-align: right;">8,747.00 <td style="text-align: right;">L371 H1 <td style="text-align: right;"></table> <table cellspacing="0" border="1"> <tr style="background-color: #eaeaea;"> <td style="text-align: left;">DCMS Natural History Museum Advertising Marketing AKA Promotions Ltd L1 L12D16O1 <td style="text-align: right;">696 J8S2 T5 <td style="text-align: right;"></table> <table cellspacing="0" border="1"> <tr style="background-color: #eaeaea;"> <td style="text-align: left;">DCMS Natural History Museum Postage & Couriers LS Collections Conservation by Design Ltd H3634Z64 <td style="text-align: right;">J8S2 T5 <td style="text-align: right;"></table> <table cellspacing="" border=""> <tr=""> <th colspan="">Date:</thalign="" align="">Date:</thalign="" align="">Date:</thalign="" align="">Date:</thalign="" align="">Date:</thalign="" align="">Date:</thalign="" align="">Date:</thalign="" align="">Date:</thalign="" align="">Date:</thalign="" 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id=""><template id=""><template id=""><template id="<tfoot class='tfoot'><tr><span class='tfootline'></span></tr></tfoot></tfoot><tbody class='tbody'><tr class='row'><span class='col-md-4'>From :</span><span class='col-md-4'>To :</span><span class='col-md-4'>VAT Registration Number</span></tr><tr class='row'><span class='col-md-4'>Department Family</span><span class='col-md-4'>Entity</span><span class='col-md-4'>Expense Type</span></tr><tr class='row'><span class='col-md-4'>Natural History Museum</span><span class='col-md-4'>Natural History Museum</span><span class='col-md-4'>Natural History Museum</span></tr><tr class='row'><span class='col-md-4'>Natural History Museum</span><span class='col-md-4'>Natural History Museum</span><span class='col-md-4'>Natural History Museum</span></tr><tr class='row'><span class='col-md-4'>Natural History Museum</span><span class='col-md-4'>Natural History Museum</span><span class='col-md-4'>Natural History Museum</span></tr><tr class='row'><span 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Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Conservation by Design Ltd H36J4264</td> <td></td> <td>2,600.00</td> <td>608 395 32</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd L1 201607</td> <td></td> <td>5,000.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>Rose Design (UK) Limited O8972</td> <td></td> <td>-4,000.00</td> <td>112 4794 32</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Science Outsourced Services</td> <td>LS Genomics & Microbial Biodiversity D Cambridge University Techna CTSI-000088808</td> <td></td> <td></td> <td>4,200.00</td> <td>896 6014 87</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Training</td> <td>Hr Organisational Development Cranfield Management Devel T1053461</td> <td></td> <td></td> <td>800.00</td> <td>168 4854 63</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Site Preparation / Demolition</td> <td>Programme Group (Temporary Exhibits Cranborne House Ltd T5164O48</td> <td></td> <td></td> <td>9,735.00</td> <td>701 2157 89</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>IT Costs LS Department Mgmt Team Apple Distribution Internationa K53DOK6341</td> <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD <td></TD 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Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Museum Programme Group (PEG)</td> <td>Fothergill & Company</td> <td>14105</td> <td>637.50</td> <td>318 398 30</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Cleaning & Waste Disp (non Cont)</td> <td>Museum Programme Group (PEG)</td> <td>Savest (Sherwood) Ltd</td> <td>29367</td> <td>550.00</td> <td>823 846 18</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Conservation Centre</td> <td>Scientific Laboratory Supplies</td> <td>S1113657101</td> <td>644.12</td> <td>572 6920 21</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Special Event Costs</td> <td>Visitor Events</td> <td>Beruugo</td> <td>J8OJ101006192</td> <td>1,615.84</td> <td>765 327 26</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Science Outsourced Services</td> <td>CRL Conservation Centre</td> <td>Godfrey Syrett</td> <td>100367</td> <td>235.20</td> <td>698 591 58</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Science Outsourced Services</td> <td>CRL Conservation Centre</td> <td>Godfrey Syrett</td> <td>100367</td> <td>64.00</td> <td>698 591 58</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Science Outsourced Services</td> <td>CRL Conservation Centre</td> <td>Godfrey Syrett</td> <td>100367</td> <td>599.40</td> <td>698 591 58</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Science Outsourced Services</td> <td>CRL Conservation Centre</td> <td>Godfrey Syrett</td> <td>100367</td> <td>86.40</td> <td>698 591 58</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Science Outsourced Services</td> <td>CRL Conservation Centre</td> <td>Godfrey Syrett</td> <td>100367</td> <td>185.85</td> <td>698 591 58</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Science Outsourced Services</td> <td>CRL Conservation Centre</td> <td>Godfrey Syrett</td> <td>100367</td> <td>32.40</td> <td>698 591 58</td> </tr><tr><th colspan="9">DCMS Natural History Museum 31/03/2016 Science Outsourced Services CRL Conservation Centre Godfrey Syrett 100367 75.00 698 591 58 DCMS Natural History Museum 31/03/2016 Science Outsourced Services CRL Conservation Centre Godfrey Syrett 100367 1,029.60 698 591 58 DCMS Natural History Museum 31/03/2016 Accommodation Human Resources - Ops Godfrey Syrett 699576 2,078.22 698 591 58 DCMS Natural History Museum 03/03/2016 Postage & Couriers LS Plants Division Agar Scientific Ltd CD97B7I7I9T 14.00 230 393.47 DCMS Natural History Museum 03/03/2016 Consumables / Sundry (non Stat) LS Plants Division Agar Scientific Ltd CD97B7I7I9T 539.20 230 393.42 DCMS Natural History Museum 03/03/2016 Consumables / Sundry (non Stat) LS Plants Division Agar Scientific Ltd CD97B7I7I9T 38.00 230 393.42 DCMS Natural History Museum 03/03/2016 Gas Estates Buildings Ops Gazprom Marketing & Tradin' C3948B7 7,156.57 927 4951 29 <page_number>21/04/2016 <page_number><page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></page_number></table> \<page_number>\<page_number>\<page_number>\<page_number>\<page_number>\<page_number>\<page_number>\<page_number>\<page_number>\<page_number>\<page_number>\<page_number>\<page_number>\<page_number>\<page_number>\<page_number>\<page_number>\<page_page/></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div>\</div/>\</html Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Gas</td> <td>Estates Buildings Ops</td> <td>Gazprom Marketing & Tradin</td> <td>3948816</td> <td>4,709.93</td> <td>927 4051 29</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Gas</td> <td>SS CHIP Bakerhouse</td> <td>Gazprom Marketing & Tradin</td> <td>3948809</td> <td>109,810.97</td> <td>927 4051 29</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Cost of Goods Sold Rechargeable Costs</td> <td>Retail (South Ken)</td> <td>Prodigi UK Limited Prodigi UK Limited</td> <td>125367<br>125367</td> <td>1,276.50<br>624.85</td> <td>183 5130 19<br>183 5130 19</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Cost of Goods Sold Rechargeable Costs</td> <td>Retail (South Ken) Retail (South Ken)</td> <td>Prodigi UK Limited Prodigi UK Limited</td> <td>125171<br>125171</td> <td>3,672.25<br>1,425.95</td> <td>183 5130 19<br>183 5130 19</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Maint. & Repairs (non IT)</td> <td>CRL Molecular Biology Labs CIBD (Microservices) Ltd</td> <td></td> <td>11245A<br></td> <td>659.64<br></td> <td>290 6899 08<br></td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Cost of Goods Sold Rechargeable Costs Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock 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<page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_number><page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_page_ Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Rockshop Wholesale</td> <td>54097</td> <td>2,747.00</td> <td>183 6395 33</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>RGM Products Limited</td> <td>2127</td> <td>1,174.20</td> <td>842 6797 88</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Marbel Ltd</td> <td>SIN46264</td> <td>597.70</td> <td></td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Nature Planet ApS</td> <td>38011</td> <td>996.34</td> <td>28.98.51.18</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Dowman Imports</td> <td>42992</td> <td>1,995.94</td> <td>501 7952 81</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Outstanding Map Distributors</td> <td>0003026257</td> <td>580.00</td> <td>873.7865.65</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>The Hause of Dorchester Ltd.</th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></th></table> <table><thead><tr><th>Description Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATReg Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Special Event Costs</td> <td>Events (South Ken)</td> <td>Wilsom James Ltd</td> <td>98029846</td> <td>1,951.85</td> <td>540 1538 38</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Commission Costs</td> <td>Events (South Ken)</td> <td>Travel Connection Europe Lir</td> <td>113/3315</td> <td>640.00</td> <td>843 4270 35</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Advertising</td> <td>WPoY Competition</td> <td>AKA</td> <td>L1 201605</td> <td>4,004.01</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Rechargeable Costs</td> <td>Events (South Ken)</td> <td>Marksen Panos Ltd</td> <td>18900</td> <td>650.00</td> <td>505 8998 09</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Postage & Couriers</td> <td>Retail (South Ken)</td> <td>DPD UK</td> <td>11972999</td> <td>579.96</td> <td>754 5322 32</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Postage & Couriers</td> <td>Retail (South Ken)</td> <td>DPD UK</td> <td>11972999</td> <td>143.59</td> <td>754 5322 32</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Freelancers / Self Employed cost.</th></tr><tr><th rowspan="2">DCMS The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company 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TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum TheNHMMuseum. 21/04/2016 \<page_number>I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I46 I4 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Assets under Construction</td> <td>Technology Solutions</td> <td>Dell Computer Corporation Ltd</td> <td>7402268714</td> <td>1,830.15</td> <td>635 8235 28</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Assets under Construction</td> <td>Technology Solutions</td> <td>Dell Computer Corporation Ltd</td> <td>7402268714</td> <td>2,335.12</td> <td>635 8235 28</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Assets under Construction</td> <td>Technology Solutions</td> <td>Dell Computer Corporation Ltd</td> <td>7402268714</td> <td>18,229.42</td> <td>635 8235 28</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Assets under Construction</td> <td>Technology Solutions</td> <td>Dell Computer Corporation Ltd</td> <td>7402268924</td> <td>1,830.15</td> <td>635 8235 28</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Assets under Construction</td> <td>Technology Solutions</td> <td>Dell Computer Corporation Ltd</td> <td>7402268924</td> <td>2,325.12</td> <td>635 8235 28</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Assets under Construction</td> <td>Technology Solutions</td> <td>Dell Computer Corporation Ltd</td> <td>7402268924</td> <td>10,229.42</td> <td>635 8235 28</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>IT Costs</td> <td>Visitor Experience Management</td> <td>Dell Computer Corporation Ltd.</td> <td>7402269385</td> <td>593.50</td> <td>635 8235 28</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>IT Costs</td> <td>Visitor Experience Management</td> <td>Dell Computer Corporation Ltd.</td> <td>7402269385</td> <td>99.29</td> <td>635 8235 28</td> </tr><tr><th colspan="9"></th></tr><tr><th rowspan="3">DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCSM Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Freelancers / Self Employed cont</td> <td>LBA Special Collections</td> <td>Sonja Schwoll</td> <td>847</td> <td>700.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Assets under Construction</td> <td>Estates Buildings Projects</td> <td>ME Construction Limited</td> <td>M229-004</td> <td>3,663.00</td> <td>912 2967 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Estates Buildings Ops</td> <td>Buro Hassapid Limited</td> <td>7054213</td> <td>3,500.00</td> <td>639 4230 34</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>IT Costs</td> <td>LS Vertebrates Division</td> <td>Apple Distribution Internator</td> <td>A530235115</td> <td>622.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>IT Costs</td> <td>LS Vertebrates Division</td> <td>Apple Distribution Internator</td> <td>A530235115</td> <td>25.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Postage & Couriers</td> <td>Estates Housekeeping SK</td> <td>Francofyp Postalia Ltd.</td> <td>35002088</td> <td>648.96</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum Build & Eng Reactive Maintenance Estates Buildings Projects Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="9">DCMS Natural History Museum Science Outsourced Services ES Economic & Environmental Earth Sc Emcor Facility Services Ltd E049O98RRI </th></tr><tr><th colspan="7"></th><table cellspacing='none' cellpadding='none'> <tr id='table_thead'> <td rowspan='2'>From :</table> \<page_number>21/04/2016 146 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Punch. & Hire (non IT / office)</td> <td>Programme Group (Temporary Exhibits)</td> <td>Emcor Facility Services Ltd</td> <td>004090059RJ</td> <td>1,861.77</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00409012RJ</td> <td>3,361.95</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00409053RJ</td> <td>3,467.30</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00409052RJ</td> <td>2,982.95</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00409053RJ</td> <td>2,294.00</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Projects</td> <td>Emcor Facility Services Ltd</td> <td>00409054RJ</td> <td>952.39</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT 03/03/2016 Stock Retail (South Ken)</td> <td></td><td></td><td>Tatiana Malby t/a We Are Ai Retail (South Ken)</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></table> <table cellspacing="none"> <thead style="background-color: #ebebeb;"> <tr style="text-align: center;"> <th colspan="5">DCMS The NHM Trading Company LT 03/03/2016 Stock Retail (South Ken) Littlehampton Book Services 57050581 Littlehampton Book Services 57002045 Wild Republic Aps SI3159O9 The Book Service Ltd JH5398BV 2,294.00 620 5837 52 750.78 620 5837 52 2,294.42 543.66 102 8389 80 57,977.77 620 5837 52 75,977.77 620 5837 52 2,294.42 543.66 102 8389 80 <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>03/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Littlehampton Book Services</td> <td>57146012</td> <td>542.28</td> <td>620 5837 52</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td></td> <td>Bookings & Sales</td> <td>Keystone Employment Group</td> <td>JW0035200</td> <td>314.60</td> <td>934 286 14</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td></td> <td>Bookings & Sales - Cloakroom</td> <td>Keystone Employment Group</td> <td>JW0035200</td> <td>187.55</td> <td>934 286 14</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Equip., Purch., & Hire (non IT / office)</td> <td></td> <td>Touring Robotics</td> <td>Active-Air Automation Ltd</td> <td>190053</td> <td>2,147.50</td> <td>318 2028 83</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Equip., Purch., & Hire (non IT / office)</td> <td></td> <td>Touring Robotics</td> <td>Active-Air Automation Ltd</td> <td>190053</td> <td>237.50</td> <td>318 2028 83</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td></td> <td>Estate's Buildings Ops.</td> <td>Active-Air Automation Ltd</td> <td>190053</td> <td>2,147.50</td> <td>318 2028 83</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td></td> <td>Estate's Buildings Ops.</td> <td>Active-Air Automation Ltd</td> <td>190053</td> <td>237.50</td> <td>318 2028 83</td> </tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr><tr><td colspan="9"></tr></table> <table cellspacing='none'> <thead style='text-align:center;'> <tr style='background-color:#f5f5f5;'> <th style='width:4%;'>DCMS<br>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/></th> <th style='width:4%;'>Entity <table cellspacing='none' style='border-collapse: collapse; border-spacing: 0px;'> <tr style='background-color:#f5f5f5;'> <th style='width:4%;'>DCMS <table cellspacing='none' style='border-collapse: collapse; border-spacing: 0px;'> <tr style='background-color:#f5f5f5;'> <th style='width:4%;'>The NHM Trading Company LT <table cellspacing='none' style='border-collapse: collapse; border-spacing: 0px;'> <tr style='background-color:#f5f5f5;'> <th style='width:4%;'>Date <table cellspacing='none' style='border-collapse: collapse; border-spacing: 0px;'> <tr style='background-color:#f5f5f5;'> <th style='width:4%;'>Expense Type <table cellspacing='none' style='border-collapse: collapse; border-spacing: 0px;'> <tr style='background-color:#f5f5f5;'> <th style='width:4%;'>Expense Area <table cellspacing='none' style='border-collapse: collapse; border-spacing: 0px;'> <tr style='background-color:#f5f5f5;'> <th style='width:4%;'>Supplier <table cellspacing='none' style='border-collapse: collapse; border-spacing: 0px;'> <tr style='background-color:#f5f5f5;'> <th style='width:4%;'>Transaction Number <table cellspacing='none' style='border-collapse: collapse; border-spacing: 0px;'> <tr style='background-color:#f5f5f5;'> <th style='width:4%;'>Amount <table cellspacing='none' style='border-collapse: collapse; border-spacing: 0px;'> <tr style='background-color:#f5f5f5;'> <th style='width:4%;'>VAT Registration Number <table cellspacing='none' style='border-collapse: collapse; border-spacing: 0px;'> <tr style='background-color:#f5f5f5;'> <th style='width:4%;'>Retail (South Ken) <table cellspacing='none' style='border-collapse: collapse; border-spacing: 0px;'> <tr style='background-color:#f5f5f5;'> <th style='width:4%;'>Littlehampton Book Services <table cellspacing='none' style='border-collapse: collapse; border-spacing: 0px;'> <tr style='background-color:#f5f5f5;'> <th style='width:4%;'>Retail (South Ken) <table cellspacing='none' style='border-collapse: collapse; border-spacing: 0px;'> <tr style='background-color:#f5f5f5;'> <th style='width:4%;'>Littlehampton Book Services <table cellspacing='none' style='border-collapse: collapse; border-spacing: 0px;'> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Visitor Events</td> <td>Spring Personnel</td> <td>$366580</td> <td>827.00</td> <td>232 3479.75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Visitor Engagement Welcome and Servi</td> <td>Spring Personnel</td> <td>$366984</td> <td>11,993.02</td> <td>232 3479.75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Visitor Engagement Welcome and Servi</td> <td>Spring Personnel</td> <td>$367793</td> <td>10,295.71</td> <td>232 3479.75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Bookings & Sales</td> <td>Addison Lee Ltd</td> <td>1105146</td> <td>1,250.20</td> <td>844 1895.04</td> </tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</th></tr> <tr><th colspan="9">DCMS Natural History Museum:</thalts <th rowspan='2'>Expense Area'</table>' <th rowspan='2'>Supplier'</table>' <th rowspan='2'>Transaction Number'</table>' <th rowspan='2'>Amount'</table>' <th rowspan='2'>VAT Registration Number'</table>' <th rowspan='2'>Addison Lee Ltd'</table>' <th rowspan='2'>1105146'</table>' <th rowspan='2'>1,250.20'</table>' <th rowspan='2'>844 1895.04'</table>' <th rowspan='2'>Bardays HMG Procurement C EXP-A80U812151064'</table>' <th rowspan='2'>356.00'</table>' <th rowspan='2'>EXP-A80U812151064'</table>' <th rowspan='2'>33.00'</table>' <th rowspan='2'>Bardays HMG Procurement C EXP-A80U812151064'</table>' <th rowspan='2'>66.00'</table>' <th rowspan='2'>EXP-A8U812151064'</table>" <th rowspan='2'>59.90'</table>" <th rowspan='2'>Bardays HMG Procurement C EXP-A8U812151064'</table>" <th rowspan='2'>76.13'</table>" <th rowspan='2'>EXP-A8U812151064'</table>" <th rowspan='2'>384.00'</table>" <th rowspan='2'>Bardays HMG Procurement C EXP-A8U812151064'</table>" <th rowspan='2'>384.00'</table>" <th rowspan='2'>EXP-A8U812151064'</table>" <th rowspan='2'>115.65'</table>" <th rowspan='2'>Bardays HMG Procurement C EXP-A8U812151064'</table>" <th rowspan='2'>94.59'</table>" <th rowspan='2'>EXP-A8U812151064'</table>" <th rowspan='2'>2.05'</table>" <th rowspan='2'>Bardays HMG Procurement C EXP-A8U812151064'</table>" <th rowspan='2'>439.99'</table>" <th rowspan='2'>EXP-A8U812151064'</table>" <th rowspan='2'>24.43'</table>" <th rowspan='2'>Bardays HMG Procurement C EXP-A8U812151064'</table>" <th rowspan='2'>375.00'</table>" <th rowspan='2'>EXP-A8U812151064'</table>" <th rowspan='2'>152.64'</table>" <th rowspan='2'>Bardays HMG Procurement C EXP-A8U812151064'</table>" <th rowspan='2'>324.50'</table>" <th rowspan='2'>EXP-A8U812151064'</table>" <th rowspan='2'>93.20'</table>" <th rowspan='2'>Bardays HMG Procurement C EXP-A8U812151064'</table>" <th rowspan='2'>511.20'</table>" Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bardays HMS Procurement C EXP-A80712151064</td> <td></td> <td>293.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Bardays HMS Procurement C EXP-A80712151064</td> <td></td> <td>88.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Bardays HMS Procurement C EXP-A80712151064</td> <td></td> <td>61.20</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Bardays HMS Procurement C EXP-A80712151064</td> <td></td> <td>24.62</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Bardays HMS Procurement C EXP-A80712151064</td> <td></td> <td>36.67</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Bardays HMS Procurement C EXP-A80712151064</td> <td></td> <td>42.99</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bardays HMS Procurement C EXP-A80712151064</td> <td></td> <td>24.37</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bardays HMS Procurement C EXP-A80712151064</td> <td></td> <td>565.03</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Stocksable / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Bardays HMS Procurement C EXP-A80712151064</td> <td></td> <td>277.43</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 29/03/2016 Consumables / Sundry (non Stat) Retail (South Ken) Bardays HMS Procurement C EXP-A80712151064 142.30 Bardays HMS Procurement C EXP-A80712151064 16.08 Bardays HMS Procurement C EXP-A80712151064 58.96 Bardays HMS Procurement C EXP-A80712151064 510.00 Bardays HMS Procurement C EXP-A80712151064 71.25 Bardays HMS Procurement C EXP-A80712151064 45.25 Bardays HMS Procurement C EXP-A80712151064 586.56 Bardays HMS Procurement C EXP-A80712151064 12.38 Bardays HMS Procurement C EXP-A80712151064 58.96 Bardays HMS Procurement C EXP-A80712151064 4.99 Bardays HMS Procurement C EXP-A80712151064 4.99 Bardays HMS Procurement C EXP-A80712151064 4.99 Bardays HMS Procurement C EXP-A80712151064 4.99 Bardays HMS Procurement C EXP-A80712151064 4.99 Bardays HMS Procurement C EXP-A80712151064 4.99 Bardays HMS Procurement C EXP-A80712151064 4.99 Bardays HMS Procurement C EXP-A80712151064 4.99 Bardays HMS Procurement C EXP-A80712151064 4.99 Bardays HMS Procurement C EXP-A8071215 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Cafe</td> <td>Bardays HMS Procurement C EXP-ID0421251067</td> <td></td> <td>184.17</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>IT Costs</td> <td>ES Department Mgmt Team</td> <td>Bardays HMS Procurement C EXP-ID0421251068 3.99</td> <td></td> <td></td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>IT Costs</td> <td>Photographic Unit (Image Resources)</td> <td>Bardays HMS Procurement C EXP-ID0421251068 5.57</td> <td></td> <td></td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>IT Costs</td> <td>CRL Imaging & Analytical Technology Solutions</td> <td>Bardays HMS Procurement C EXP-ID0421251068 41.30</td> <td></td> <td></td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Subscriptions & Corp. Mbrships Technology Solutions</td> <td>Bardays HMS Procurement C EXP-ID0421251068 26.46</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Subscriptions & Corp. Mbrships Technology Solutions</td> <td>Bardays HMS Procurement C EXP-ID0421251068 4.76</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>IT Costs Technology Solutions</td> <td>Bardays HMS Procurement C EXP-ID0421251068 21.41</td> <td></td> <td></td> <td></td> <td></td> </tr><tr><td rowspan="3">DCMS" colspan="9"></tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><td rowspan="3">DCMS"</tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br>From : 01-Mar-2016<br>To : 31-Mar-2016<br/></strong></th></table> <table id='table_1'> <thead id='thead_1'> <tr id='row_1'> <th colspan='9' style='text-align:left;'>Natural History Museum - Freedom of Information Report<br/>From : 01-Mar-2016<br/>To : 31-Mar-2016<br/></th></thead> <tbody id='tbody_1'> <tr id='row_2'> <th colspan='9' style='text-align:left;'>Department Family<br/>Entity<br/>Date<br/>Expense Type<br/>Area<br/>Supplier<br/>Transaction Number<br/>Amount<br/>VAT Registration Number<br/></th></tbody> <tbody id='tbody_2'> <tr id='row_3'> <th colspan='9' style='text-align:left;'>Department Family<br/>Entity<br/>Date<br/>Expense Type<br/>Area<br/>Supplier<br/>Transaction Number<br/>Amount<br/>VAT Registration Number<br/></th></tbody> <tbody id='tbody_3'> <tr id='row_4'> <th colspan='9' style='text-align:left;'>Department Family<br/>Entity<br/>Date<br/>Expense Type<br/>Area<br/>Supplier<br/>Transaction Number<br/>Amount<br/>VAT Registration Number<br/></th></tbody> <tbody id='tbody_4'> <tr id='row_5'> <th colspan='9' style='text-align:left;'>Department Family<br/>Entity<br/>Date<br/>Expense Type<br/>Area<br/>Supplier<br/>Transaction Number<br/>Amount<br/>VAT Registration Number<br/></th></tbody> <tbody id='tbody_5'> <tr id='row_6'> <th colspan='9' style='text-align:left;'>Department Family<br/>Entity<br/>Date<br/>Expense Type<br/>Area<br/>Supplier<br/>Transaction Number<br/>Amount<br/>VAT Registration Number<br/></th></tbody> <tbody id='tbody_6'> <tr id='row_7'> <th colspan='9' style='text-align:left;'>Department Family<br/>Entity<br/>Date<br/>Expense Type<br/>Area<br/>Supplier<br/>Transaction Number<br/>Amount<br/>VAT Registration Number<br/></th></tbody> <tbody id='tbody_7'> <tr id='row_8'> <th colspan='9' style='text-align:left;'>Department Family<br/>Entity<br/>Date<br/>Expense Type<br/>Area<br/>Supplier<br/>Transaction Number<br/>Amount<br/>VAT Registration Number<br/></th></tbody> <tbody id='tbody_8'> <tr id='row_9'> <th colspan='9' style='text-align:left;'>Department Family<br/>Entity<br/>Date<br/>Expense Type<br/>Area<br/>Supplier<br/>Transaction Number<br/>Amount<br/>VAT Registration Number<br/></th></tbody> <tbody id='tbody_9'> <tr id='row_10'> <th colspan='9' style='text-align:left;'>Department Family<br/>Entity<br/>Date<br/>Expense Type<br/>Area<br/>Supplier<br/>Transaction Number<br/>Amount<br/>VAT Registration Number<br/></th></tbody> <tbody id='tbody_10'> <tr id='row_11'> <th colspan='9' style='text-align:left;'>Department Family<br/>Entity Date Expense Type Area Supplier Transaction Number Amount VAT Registration Number Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 Natural History Museum - Freedom of Information Report From : 0 <page_number>Page <page_number>55<page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Technology Solutions</td> <td>Bardays HMG Procurement C EXP-IDQ012151068</td> <td></td> <td>3.75</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>IT Costs</td> <td>Membership</td> <td>Bardays HMG Procurement C EXP-IDQ012151068</td> <td></td> <td>1,104.86</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>ES Collections</td> <td>Bardays HMG Procurement C EXP-IDQ012151069</td> <td></td> <td>112.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Accommodation</td> <td>ES Consultancy</td> <td>Bardays HMG Procurement C EXP-IDQ012151069</td> <td></td> <td>63.67</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>ES Vertibrate & Anthropology Palaeont</td> <td>Bardays HMG Procurement C EXP-IDQ012151069</td> <td></td> <td>6,576.78</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C EXP-IDQ012151069</td> <td></td> <td>1,359.72</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>IT Costs</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C EXP-IDQ012151069</td> <td></td> <td>28.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>IT Costs</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C EXP-IDQ012151069</td> <td></td> <td>0.79</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Prof. Printing & Promo. Mail.</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C EXP-IDQ012151069</td><td></td><td>250.00<br/></td><td></td><br/></tr> <tr style="border-top: 1px solid black;"> <th colspan="9">DCMS Natural History Museum 29/03/2016 Equip. Purch. & Hire (non IT / office)</th><br/> <th colspan="9">Content Development - Broadcast Bardays HMG Procurement C EXP-MWBSI215107<br/>Content Development - Broadcast Bardays HMG Procurement C EXP-MWBSI215107<br/>Content Development - Interpretation Bardays HMG Procurement C EXP-MWBSI215107<br/>Content Development - Interpretation Bardays HMG Procurement C EXP-MWBSI215107<br/>Content Development - Interpretation Bardays HMG Procurement C EXP-MWBSI215107<br/>Content Development - Interpretation Bardays HMG Procurement C EXP-MWBSI215107<br/>Content Development - Online Bardays HMG Procurement C EXP-MWBSI215107<br/>Content Development - Online Bardays HMG Procurement C EXP-MWBSI215107<br/>Content Development - Online Bardays HMG Procurement C EXP-MWBSI215107<br/></th><br/> <th colspan="9">Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/></th><br/> <th colspan="9">Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/></th><br/> <th colspan="9">Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/>Bardays HMG Procurement C EXP-MWBSI215107<br/></th><br/> <th colspan="9">Bardays HMG Procurement C EXP-MWBSI215<page_number>33.39 33.39 33.39 33.39 33.39 33.39 33.39 33.39 33.39 33.39 33.39 33.39 33.39 33.39 33.39 33.39 33.39 33.39 33.39 33.39 33.39 33.39 33. Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-010012151070</td> <td></td> <td>93.23</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-010012151070</td> <td></td> <td>14.52</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-010012151070</td> <td></td> <td>500.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-010012151070</td> <td></td> <td>500.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-010012151070</td> <td></td> <td>-400.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-010012151070</td> <td></td> <td>2.65</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-010012151070</td> <td></td> <td>50.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-010012151070</td> <td></td> <td>58.84</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-010012151070</td> <td></td> <td>88.86</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-010012151070</td><table cellspacing="none" style="width: 8px; height: 8px; border-collapse: collapse;"> <tr><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><th style="background-color: #cccccc;"></th><thal colspan='3' class='header_bottom_margin'></thal></tr></table></table></tr><tr id='__annotation__'> <th rowspan='3'>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></table cellspacing='none' width='8px' height='8px' border-collapse='collapse'><tbody id='__annotation___tbody'><tr id='__annotation___row_'><table cellspacing='none' width='8px' height='8px' border-collapse='collapse'><tbody id='__annotation___tbody_row_'><tr id='__annotation___row_'><table cellspacing='none' width='8px' height='8px' border-collapse='collapse'><tbody id='__annotation___tbody_row_'><tr id='__annotation___row_'><table cellspacing='none' width='8px' height='8px' border-collapse='collapse'><tbody id='__annotation___tbody_row_'><tr id='__annotation___row_'><table cellspacing='none' width='8px' height='8px' border-collapse='collapse'><tbody id='__annotation___tbody_row_'><tr id='__annotation___row_'><table cellspacing='none' width='8px' height='8px' border-collapse='collapse'><tbody id='__annotation___tbody_row_'><tr id='__annotation___row_'><table cellspacing='none' width='8px' height='8px' border-collapse='collapse'><tbody id='__annotation___tbody_row_'><tr id='__annotation___row_'><table cellspacing='none' width='8px' height='8px' border-collapse='collapse'><tbody id='__annotation___tbody_row_'><tr id='__annotation___row_'><table cellspacing='none' width='8px' height='8px' border-collapse='collapse'><tbody id='__annotation___tbody_row_'><tr id='__annotation___row_'><table cellspacing='none' width='8px' height='8px' border-collapse='collapse'><tbody id='__annotation___tbody_row_'><tr id='__annotation___row_'><table cellspacing='none' width='8px' height='8px' border-collapse='collapse'><tbody id='__annotation___tbody_row_'><tr id='__annotation___row_'><table cellspacing='none' width='8px' height='8px' border-collapse='collapse'><tbody id='__annotation___tbody_row_'><tr id='__annotation___row_'><table cellspacing='none' width='8px' height='8px' border-collapse='collapse'><tbody id='__annotation___tbody_row_'><tr id='__annotation___row_'><table cellspacing='none' width='8px' height='8px' border-collapse='collapse'><tbody id='__annotation___tbody_row_'><tr id='__annotation___row_' colspan=3 class=rowspan_='3'><div class=highlight lang=javascript><script><div><p>ECMIS</p></div></script></div><script><div><p>ECMIS</p></div></script><script><div><p>ECMIS</p></div></script><script><div><p>ECMIS</p></div></script><script><div><p>ECMIS</p></div></script><script><div><p>ECMIS</p></div></script><script><div><p>ECMIS</p></div></script><script><div><p>ECMIS</p></div></script><script><div><p>ECMIS</p></div></script><script><div><p>ECMIS</p></div></script><script><div><p>ECMIS</p></div></script><script><div><p>ECMIS</p></div></script><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/></html> <table cellspacing="none" width="8" height="" border-collapse="collapse"> <thead align=center colspan=4 rowspan=4 class=header_bottom_margin=""> <tr align=center colspan=4 rowspan=4 class=header_bottom_margin="">Natural History Museum - Freedom of Information Report <hr/> From : 3 Mar 2016 To : 3 Mar 2016 <hr/> </tr align=center colspan=4 rowspan=4 class=header_bottom_margin=""> </thead> ``` <tbody align=center colspan=4 rowspan=4 class=header_bottom_margin=""> <tr align=center colspan=4 rowspan=4 class=header_bottom_margin=""> Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number </tr align=center colspan=4 rowspan=4 class=header_bottom_margin=""> </tbody> <tfoot align=center colspan=4 rowspan=4 class=footer_top_margin=""> <tr align=center colspan=4 rowspan=4 class=footer_top_margin=""> DCMS Natural History Museum 29/3/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP- 93.23 DCMS Natural History Museum 29/3/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP- 14.52 DCMS Natural History Museum 29/3/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP- 50. 5 DCMS Natural History Museum 29/3/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP- 4. 5 DCMS Natural History Museum 29/3/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP- 5. 5 DCMS Natural History Museum 29/3/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP- 5. 5 DCMS Natural History Museum 29/3/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP- 5. 5 DCMS Natural History Museum 29/3/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP- 5. 5 DCMS Natural History Museum 29/3/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP- 5. 5 DCMS Natural History Museum 29/3/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP- 5. 5 DCMS Natural History Museum 29/3/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP- 5. 5 DCMS Natural History Museum 29/3/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP- 5. 5 DCMS Natural History Museum 29/3/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP- 5. 5 DCMS Natural History Museum 29/3/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP- 5. 5 DCMS Natural History Museum 29/3/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP- 5. 5 DCMS Natural History Museum 29/3/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP- 5. 5 DCMS Natural History Museum 29/3/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP- 5. 5 DCMS Natural History Museum 29/3/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP- 5. 5 DCMS Natural History Museum 29/3/2016 Advertising Retail (South Ken) Bardays HMG Procurement C EXP- 5. 5 DCMS Natural History Museum 29/3/2... </tfoot> <tfoot align=center colspan=4 rowspan=4 class=footer_top_margin=""> <tr align=center colspan=4 rowspan=4 class=footer_top_margin=""> DCMS Natural History Museum Travel-Bus & Rail Transport Estates Management Bardays HMG Procurement C EXP- AU8LlOIiS9H69 DCMS Natural History Museum Equit, Panch, & Hee (non IT & offix) Estates Building Projects Bardays HMG Procurement C Exp AU8LlOIiS9H69 DCMS Natural History Museum Consumables / Sundry (non Stat) Estates Building Ops Bardays HMG Procurement C Exp AU8LlOIiS9H69 DCMS Natural History Museum Consumables / Sundry (non Stat) Estates Building Ops Bardays HMG Procurement C Exp AU8LlOIiS9H69 DCMS Natural History Museum Consumables / Sundry (non Stat) Estates Building Ops Bardays HMG Procurement C Exp AU8LlOIiS9H69 DCMS Natural History Museum Consumables / Sundry (non Stat) Estates Building Ops Bardays HMG Procurement C Exp AU8LlOIiS9H69 DCMS Natural History Museum Consumables / Sundry (non Stat) Estates Building Ops Bardays HMG Procurement C Exp AU8LlOIiS9H69 DCMS Natural History Museum Travel-Bus & Rail Transport ES Consultancy Bardays HMG Procurement C Exp GJQDlOIiS7N7O DCMS Natural History Museum Travel-Bus & Rail Transport ES Consultancy Bardays HMG Procurement C Exp GJQDlOIiS7N7O DCMS Natural History Museum Accommodation ES Consultancy Bardays HMG Procurement C Exp GJQDlOIiS7N7O DCMS Natural History Museum Conference (Delegate) Fees ES Consultancy Bardays HMG Procurement C Exp GJQDlOIiS7N7O ``` Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>ES Consultancy</td> <td>Bardays HMS Procurement C EXP-36010159780</td> <td></td> <td>32.60</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>ES Consultancy</td> <td>Bardays HMS Procurement C EXP-36010159780</td> <td></td> <td>32.60</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Accommodation</td> <td>ES Consultancy</td> <td>Bardays HMS Procurement C EXP-36010159780</td> <td></td> <td>286.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Air Passenger Transport</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Bardays HMS Procurement C EXP-36010159780</td> <td></td> <td>278.31</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Accommodation</td> <td>ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth SC ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSc ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEconomic&EnvironmentalEarthSC ESEeconomicEco Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>Directorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-FA0312151067</td> <td>500.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>Directorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-FA0312151067</td> <td>6.08</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>Directorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-FA0312151067</td> <td>15.48</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>Directorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-FA0312151067</td> <td>11.38</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>Directorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-FA0312151067</td> <td>1,222.15</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>Directorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-FA0312151067</td> <td>3.94</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>Directorate</td> <td>Bardays HMG Procurement C</td> <td>EXP-FA0312151067</td> <td>-0.05</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Collectionsurch (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IR012151068 -21.36 DCMS Natural History Museum 29/03/2016 Collectionsurch (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IR012151068 53.87 DCMS Natural History Museum 29/03/2016 Collectionsurch (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IR012151068 26.87 DCMS Natural History Museum 29/03/2016 Collectionsurch (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IR012151068 33.22 DCMS Natural History Museum 29/03/2016 Collectionsurch (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IR012151068 278.97 DCMS Natural History Museum 29/03/2016 Collectionsurch (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IR012151068 26.13 DCMS Natural History Museum 29/03/2016 Collectionsurch (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IR012151068 307.8o DCMS Natural History Museum 29/03/2016 Collectionsurch (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IR012151068 126.0o DCMS Natural History Museum 29/03/2016 Collectionsurch (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IR012151068 5.99 DCMS Natural History Museum 29/03/2016 Collectionsurch (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IR012151068 55.99 DCMS Natural History Museum 29/03/2016 Collectionsurch (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IR012151068 28.4o DCMS Natural History Museum 29/03/2016 Collectionsurch (Non-Capex) L&A Collections & Services Team Bardays HMG Procurement C EXP-IROJLZIISIOB8 35.0o <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Consumables / Sundry (non Stat) ORL Imaging & Analytical Bardays HMG Procurement C EXP-JGQDlZIISIOB8 58to.67 DCMS Natural History Museum 29/03/2016 Consumables / Sundry (non Stat) ORL Imaging & Analytical Bardays HMG Procurement C EXP-JGQDlZIISIOB8 69o.44 DCMS Natural History Museum 29/03/2016 Consumables / Sundry (non Stat) ORL Imaging & Analytical Bardays HMG Procurement C EXP-JGQDlZIISIOB8 87.o5 DCMS Natural History Museum 29/03/2016 Consumables / Sundry (non Stat) ORL Imaging & Analytical Bardays HMG Procurement C EXP-JGQDlZIISIOB8 23o.16 DCMS Natural History Museum 29/03/2016 Consumables / Sundry (non Stat) ORL Imaging & Analytical Bardays HMG Procurement C EXP-JGQDlZIISIOB8 1iio.94 DCMS Natural History Museum 29/03/2oIi Consumables / Sundry (non Stat) ORL Imaging & Analytical Bardays HMG Procurement C EXP-JGQDlZIISIOB8 7o.7z DCMS Natural History Museum 29/IIaIi Consumables / Sundry (non Stat) ORL Imaging & Analytical Bardays HMG Procurement C EXP-JGQDlZIISIOB8 23o. I6 <tr><page_number>2I/OA, IYIYIeIb <page_number>I5T Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Imaging & Analytical</td> <td>Bardays HMG Procurement C EXP-30012151008</td> <td></td> <td>81.47</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Imaging & Analytical</td> <td>Bardays HMG Procurement C EXP-30012151008</td> <td></td> <td>301.17</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Bardays HMG Procurement C EXP-30012151008</td> <td></td> <td>114.10</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Bardays HMG Procurement C EXP-30012151008</td> <td></td> <td>106.58</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Core Research Labs Consultancy</td> <td>Bardays HMG Procurement C EXP-30012151008</td> <td></td> <td>7.08</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Department Mgmt Team</td> <td>Bardays HMG Procurement C EXP-30012151008</td> <td></td> <td>7.72</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Department Mgmt Team</td> <td>Bardays HMG Procurement C EXP-30012151008</td> <td></td> <td>23.16</td> <td></td> </tr> <tr><th colspan="9">DCMS Natural History Museum 29/3/2016 Consumables / Sundry (non Stat) LS Departments Division Bardays HMG Procurement C EXP-4D012151069 101.84 Consumables / Sundry (non Stat) LS Departments Division Bardays HMG Procurement C EXP-4D012151069 62.67 Consumables / Sundry (non Stat) LS Departments Division Bardays HMG Procurement C EXP-4D012151069 78.37 Consumables / Sundry (non Stat) LS Departments Division Bardays HMG Procurement C EXP-4D012151069 188.76 Accommodation Sci Resources - Research Coordination Bardleys HMG Procurement C EXP-4D012151069 139.50 Travel-Bus & Rail Transport Sci Resources - Research Coordination Bardleys HMG Procurement C EXP-4D012151069 1.57 <tr><th colspan="9">DCMS Natural History Museum 29/3/2016 Equip., Purch. & Hire (non IT / office) CRL Imaging & Analytical Bardays HMG Procurement C EXP-3C333151072 40.99 Collectors parch (Non-Capes) A&A Collections & Services Team Bardays HMG Procurement C EXP-3C333151072 86.46 Equip., Purch. & Hire (non IT / office) A&A Collections & Services Team Bardays HMG Procurement C EXP-3C333151072 5.99 Equip., Purch. & Hire (non IT / office) A&A Collections & Services Team Bardays HMG Procurement C EXP-3C333151072 10.93 Equip., Purch. & Hire (non IT / office) A&A Collections & Services Team Bardays HMG Procurement C EXP-3C333151072 3.78 Equip., Purch. & Hire (non IT / office) A&A Collections & Services Team Bardays HMG Procurement C EXP-3C333151072 18.90 Equip., Purch. & Hire (non IT / office) LS Collections Bardays HMG Procurement C EXP-3C333151072 65.16 Equip., Purch. & Hire (non IT / office) LS Parasites & Vectors Division Bardays HMG Procurement C EXP-3C333151072 306.18 Consumables / Sundry (non Stat) CRL Conservation Centre Bardays HMG Procurement C EXP-3C333151072 7.64 Consumables / Sundry (non Stat) CRL Conservation Centre Bardays HMG Procurement C EXP-3C333151072 19.96 Consumables / Sundry (non Stat) CRL Conservation Centre Bardays HMG Procurement C EXP-3C333151072 44.44 Equip., Purch. & Hire (non IT / office) CRL Conservation Centre Bardays HMG Procurement C EXP-3C333151072 44.44 Consumables / Sundry (non Stat) CRL Conservation Centre Bardays HMG Procurement C EXP-3C333151072 44.44 <tr><th colspan="9">DCMS Natural History Museum 29/8/2016 Consumables / Sundry (non Stat) LS Parasites & Vectors Division Bardays HMG Procurement C Exp-SCXOJUJHJLJ Exp-SCXOJUJHJLJ Exp-SCXOJUJHJLJ Exp-SCXOJUJHJLJ Exp-SCXOJUJHJLJ Exp-SCXOJUJHJLJ Exp-SCXOJUJHJLJ Exp-SCXOJUJHJLJ Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYKQWY Exp-SCXOJOYWVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVExp-WVZVZVEp Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>ORL Conservation Centre</td> <td>Bardays HMG Procurement C</td> <td>EXP-KG0012151072</td> <td>61.32</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>ORL Conservation Centre</td> <td>Bardays HMG Procurement C</td> <td>EXP-KG0012151072</td> <td>98.37</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Department Mgmt Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-KG0012151072</td> <td>178.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>ORL Conservation Centre</td> <td>Bardays HMG Procurement C</td> <td>EXP-KG0012151072</td> <td>53.66</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>ORL Conservation Centre</td> <td>Bardays HMG Procurement C</td> <td>EXP-KG0012151072</td> <td>160.98</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Department Mgmt Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-KG0012151072</td> <td>9.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>Bardays HMG Procurement C</td> <td>EXP-KG0012151072</td> <td>41.47</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Prof. Printing & Promo. Matl.</td></tr> <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Subsistence Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0012151066 915.21 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Travel-Bus & Rail Transport Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0012151066 24.65 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Travel-Bus & Rail Transport Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0012151066 19.90 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Travel-Bus & Rail Transport Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0012151066 11.80 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Accommodation Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0012151066 14.30 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Accommodation Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0012151066 450.00 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Subsistence Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0012151066 25.16 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Travel-Bus & Rail Transport Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0012151066 6.90 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Travel-Bus & Rail Transport Sci Resources - Research Coordination Bardays HMG Procurement C EXP-KG0012151066 6.90 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Accommodation ES Vertebrates & Anthropology Paediat Bardays HMG Procurement C EXP-EJUO12I5IYD 253.00 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Travel-Bus & Rail Transport LS Anglia Marmont Centre Bardays HMG Procurement C EXP-EJUO12I5IYD 121.50 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Consumables / Sundry (non Stat) LS Insects Division Bardays HMG Procurement C EXP-EJUO12I5IYD 115.25 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Consumables / Sundry (non Stat) LS Insects Division Bardays HMG Procurement C EXP-EJUO12I5IYD 55.97 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Accommodation ES Mineral & Planetary Sciences Diviso Bardays HMG Procurement C EXP-EJUO12I5IYD 523.15 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Consumables / Sundry (non Stat) LS Insects Division Bardays HMG Procurement C EXP-EJUO12I5IYD 65.44 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Hospitality Sci Directorate Bardays HMG Procurement C EXP-EMOOI2I5IYD 48.84 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 29/03/2016 Hospitality Sci Directorate Bardays HMG Procurement C EXP-EMOOI2I5IYD 92.50 </td></tr> \<page_number>21/4/2016<br/>ISD<br/>\</page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>So Direktorate</td> <td>Bardays HMS Procurement C</td> <td>EXP-EMQD12151068</td> <td>23.25</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>So Direktorate</td> <td>Bardays HMS Procurement C</td> <td>EXP-EMQD12151068</td> <td>92.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>So Direktorate</td> <td>Bardays HMS Procurement C</td> <td>EXP-EMQD12151068</td> <td>60.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>So Direktorate</td> <td>Bardays HMS Procurement C</td> <td>EXP-EMQD12151068</td> <td>92.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>So Direktorate</td> <td>Bardays HMS Procurement C</td> <td>EXP-EMQD12151068</td> <td>15.25</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>So Direktorate</td> <td>Bardays HMS Procurement C</td> <td>EXP-EMQD12151068</td> <td>92.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>So Direktorate</td> <td>Bardays HMS Procurement C</td> <td>EXP-EMQD12151068</td> <td>24.80</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>So Direktorate</td> <td>Bardays HMS Procurement C</td> <td>EXP-EMQD12151068</td> <td>15.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>So Direktorate</td> <td>Bardays HMS Procurement C</td> <td>EXP-EMQD12151068</td> <td>34.25</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 29/03/2016 Hospitality So Direktorate Bardays HMS Procurement C EXP-EMQD12151068 94.20 Bardays HMS Procurement C EXP-EMQD12151068 92.50 Bardays HMS Procurement C EXP-EMQD12151068 92.50 Bardays HMS Procurement C EXP-EMQD12151068 12.25 Bardays HMS Procurement C EXP-EMQD12151068 92.50 Bardays HMS Procurement C EXP-EMQD12151068 93.30 Bardays HMS Procurement C EXP-EMQD12151068 92.50 Bardays HMS Procurement C EXP-EMQD12151068 3.00 Bardays HMS Procurement C EXP-EMQD12151068 56.00 Bardays HMS Procurement C EXP-EMQD12151068 77.36 Bardays HMS Procurement C EXP-EMQD12151068 63.00 Bardays HMS Procurement C EXP-EMQD12151068 75.00 Bardays HMS Procurement C EXP-EMQD12151068 92.50 Bardays HMS Procurement C EXP-EMQD12151068 376.20 Bardays HMS Procurement C EXP-EMQD12151068 7.90 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 8.00 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.55 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 493.44 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5IOWR 7.94 Bardays HMS Procurement C EXP-TT7I2T3I5 IOWR 8. Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C EXP-IT07121510087</td> <td></td> <td>546.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C EXP-IT07121510087</td> <td></td> <td>546.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C EXP-IT07121510087</td> <td></td> <td>9.75</td> <td></td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/83/2016 Agency Staff Finance Hays Accountancy Personnel 1006295234 1,650.00 773 6958 71</td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/83/2016 Equip. Purch. & Hire (non IT / office) CRL Molecular Biology Labs Fisher Scientific UK 4151634941 338.60 844 2904 24</td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/83/2016 Equip. Purch. & Hire (non IT / office) CRL Molecular Biology Labs Fisher Scientific UK 4151634941 123.56 844 2904 24</td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/83/2016 Equip. Purch. & Hire (non IT / office) CRL Molecular Biology Labs Fisher Scientific UK 4151634941 123.56 844 2904 24</td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/83/2016 Equip. Purch. & Hire (non IT / office) CRL Molecular Biology Labs Fisher Scientific UK 4151634941 111.74 844 2904 24</td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 03/03/2016 Agency Staff Bookings & Sales Spring Personnel $365033 999.54 232 3479 75</td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 03/03/2016 Prof. Fees excl Legal & Audit Estates Buildings Projects Equals Consulting Limited 2087 5,114.00 979 0817 67</td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/83/2016 Agency Staff Membership Spring Personnel 5368581 536.80 232 3479 75</td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/83/2016 Build & Eng Reactive Maintenance Estates Buildings Ops Emcor Facility Services Ltd $04998K8LJ 512.52 188 4146 46</td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/83/2016 Build & Eng Reactive Maintenance Estates Buildings Ops Emcor Facility Services Ltd $04998K8LJ 335.53 188 4146 46</td> </tr> <tr style="border-top: double black solid; border-bottom: double black solid;"> <td colspan="9" style="text-align: center;"><strong>DCMS Natural History Museum </strong><br><strong>DS Invertebrates Division LS Invertebrates Division Bardays HMG Procurement C EXP-CAO0I0I5I1I6<br>Ls Collectors Bardays HMG Procurement C EXP-CAO0I0I5I1I6<br>Technology Solutions Bardays HMG Procurement C EXP-CAO0I0I5I1I6<br>Technology Solutions Bardays HMG Procurement C EXP-CAO0I0I5I1I6<br></strong><br><strong>DCMS Natural History Museum </strong><br><strong>IT Costs IT Costs Bardays HMG Procurement C EXP-CAO0I0I5I1I6<br>Mbrships Subscriptions & Corp Mbrships Technology Solutions Bardays HMG Procurement C EXP-CAO0I0I5I1I6<br></strong><br><strong>DCMS Natural History Museum </strong><br><strong>Subscriptions & Corp Mbrships Technology Solutions Bardays HMG Procurement C EXP-CAO0I0I5I1I6<br></strong><br><strong>DCMS Natural History Museum </strong><br><strong>Subscriptions & Corp Mbrships Technology Solutions Bardays HMG Procurement C EXP-CAO0I0I5I1I6<br></strong><br><strong>DCMS Natural History Museum </strong><br><strong>Subscriptions & Corp Mbrships Technology Solutions Bardays HMG Procurement C EXP-CAO0I0I5I1I6<br></strong><br><strong>DCMS Natural History Museum </strong><br><strong>Subscriptions & Corp Mbrships Technology Solutions Bardays HMG Procurement C EXP-CAO0I0I5I1I6<br></strong><br><strong>DCMS Natural History Museum </strong><br><strong>Subscriptions & Corp Mbrships Technology Solutions Bardays HMG Procurement C EXP-CAO0I0I5I1I6<br></strong><br><strong>DCMS Natural History Museum </strong><br><strong>Subscriptions & Corp Mbrships Technology Solutions Bardays HMG Procurement C EXP-CAO0I0I5I1I6<br></strong><br><strong>DCMS Natural History Museum </strong><br><strong>Subscriptions & Corp Mbrships Technology Solutions Bardays HMG Procurement C EXP-CAO0I0I5I1I6<br></strong><br><strong>DCMS Natural History Museum </strong><br><strong>Subscriptions & Corp Mbrships Technology Solutions Bardays HMG Procurement C EXP-CAO0I0I5I1I6<br></strong><br><strong>DCMS Natural History Museum </strong><br><strong>Subscriptions & Corp Mbrships Technology Solutions Bardays HMG Procurement C EXP-CAO0I0I5I1I6<br></strong><br><strong>DCMS Natural History Museum </strong><br><strong>Subscriptions & Corp Mbrships Technology Solutions Bardays HMG Procurement C EXP-CAO0I0I5I1I6<br></strong><br><strong>DCMS Natural History Museum </strong><br><strong>Subscriptions & Corp Mbrships Technology Solutions Bardays HMG Procurement C EXP-CAO0I0I5I1I6<br></strong><br><strong>DCMS Natural History Museum </strong><br><strong>Subscriptions & Corp Mbrships Technology Solutions Bardays HMG Procurement C EXP-CAO0I0I5I Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Counters</td> <td>Technology Solutions</td> <td>Bardays HMG Procurement C</td> <td>EXP-CA001051116</td> <td>816.53</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Postage & Counters</td> <td>Technology Solutions</td> <td>Bardays HMG Procurement C</td> <td>EXP-CA001051116</td> <td>1,199.41</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>IT Costs</td> <td>Technology Solutions</td> <td>Bardays HMG Procurement C</td> <td>EXP-CA001051116</td> <td>67.45</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Technology Solutions</td> <td>Bardays HMG Procurement C</td> <td>EXP-CA001051116</td> <td>4.66</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Technology Solutions</td> <td>Bardays HMG Procurement C</td> <td>EXP-CA001051116</td> <td>65.83</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>IT Costs</td> <td>Technology Solutions</td> <td>Bardays HMG Procurement C</td> <td>EXP-CA001051116</td> <td>12.80</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Technology Solutions</td> <td>Bardays HMG Procurement C</td> <td>EXP-CA001051116</td> <td>21.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Technology Solutions</td> <td>Bardays HMG Procurement C</td> <td>EXP-CA001051116</td> <td>204.47</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training HR Organisational Development LS Department Mgmt Team IT Costs Technology Solutions Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procurement C Bardays HMG Procuration B Bardays HMG Procuration B Bardays HMG Procuration B Bardays HMG Procuration B Bardays HMG Procuration B Bardays HMG Procuration B Bardays HMG Procuration B Bardays HMG Procuration B Bardays HMG Procuration B Bardays HMG Procuration B Bardays HMG Procuration B Bardays HMG procuration B Bardayss HMG procurement B Bardayss HMG procurement B Bardayss HMG procurement B Bardayss HMG procurement B Bardayss HMG procurement B Bardayss HMG procurement B Bardayss HMG procurement B Bardayss HMG procurement B Bardayss HMG procurement B Bardayss HMG procurement B Bardayss HMG procurement B Bardayss HMG procurement B Bardayss HMG procurement B Bardayss HMG procurement B Bardayss HMG procurement B Bardayss HMG procurement B Bardayss HMG procurement B Bardayss HMG procurement B Bardayss HMG procurement B Bardayss HMG procurement B Bardayss HMG procurement B bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procurement b bardayss hmg procration b barday ss hm g procration b bard ay ss hm g procration b bard ay ss hm g procration b bard ay ss hm g procration b bard ay ss hm g procration b bard ay ss hm g procration b bard ay ss hm g procration b bard ay ss hm g procration b bard ay ss hm g procration b bard ay ss hm g procration b bard ay ss hm g procration b bard ay ss hm g procration b bard ay ss hm g procration b bard ay ss hm g procration b bard ay ss hm g procration bbard ay ss hm g procration bbard ay ss hm g procration bbard ay ss hm g procration bbard ay ss hm g procration bbard ay ss hm g procration bbard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm g procration bdard ay ss hm gproc ration bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ation bd ard ys hs mg pr c r ationbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i onbd ar ds s m gs p rc t i 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ndardssmgp cr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio nddarsmsmp gr ctio n ddadsmsgp crctionsddsmsgp crctionsddsmsgp crctionsddsmsgp crctionsddsmsgp crctionsddsmsgp crctionsddsmsgp 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rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_n_dda_sms_mp_gc_rt_io_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_ndda_s_m_g_p_c_r_t_i_o_nd da _s _m _g __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ DDMS The NHM Trading Company LT 29/03/2016 Science Outsourced Services ES Consultancy Access Macquarie Ltd 486549 9,493.04 DCMS Natural History Museum 17/83/2016 Prof. Fees excl Legal & Audit Estates Buildings Projects Neil McLaughlin Architects 015/112 5,780.00 719 2974 02 DCMS Natural History Museum 17/83/2016 Build & Eng Reactive Maintenance Estates Buildings Ops Emcor Facility Services Ltd 0949OJ85RI 2,128.39 188 4140 46 21/04/2016 <page_number>162<page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Spring Personnel</td> <td>5364217</td> <td>894.38</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Estate's Buildings Projects</td> <td>Donald Insall Associates Ltd</td> <td>24933</td> <td>1,542.00</td> <td>240 3358 92</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Estate's Buildings Projects</td> <td>Donald Insall Associates Ltd</td> <td>24934</td> <td>3,752.13</td> <td>240 3358 92</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Risk & Assurance</td> <td>Marks Sattin</td> <td>186929</td> <td>1,333.89</td> <td>892 2071 22</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Technology Solutions</td> <td>Spring Personnel</td> <td>5368569</td> <td>567.00</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Technology Solutions</td> <td>Certis Computing Ltd.</td> <td>SIN624123</td> <th colspan="2">2,430.00<br><th colspan="2">377 3461.11<br></th></th></tr><tr><th rowspan="2">DCMS<br>Natural History Museum<br></th><th rowspan="2">31/03/2016<br></th><th rowspan="2">Assets under Construction<br></th><th rowspan="2"></th><th rowspan="2">Technology Solutions - Telecoms (NHM)</th><th rowspan="2">Certis Computing Ltd.</th><th rowspan="2">SIN624122<br></th><th rowspan="2">2,160.00<br></th><th rowspan="2">377 3461.11<br></th></tr><tr></tr><tr><th rowspan="2">DCMS<br>Natural History Museum<br></th><th rowspan="2">03/03/2016<br></th><th rowspan="2">Library Serials<br></th><th rowspan="2">L&A Collections & Services Team<br></th><th rowspan="2">LM Information Delivery<br></th><th rowspan="2">1510970<br></th><th rowspan="2">2,771.40<br></th><th rowspan="2">112 6270 53<br></th></tr><tr></tr><tr><th rowspan="2">DCMS<br>Natural History Museum<br></th><th rowspan="2">03/03/2016<br></th><th rowspan="2">Library Serials<br></th><th rowspan="2">L&A Collections & Services Team<br></th><th rowspan="2">LM Information Delivery<br></th><th rowspan="2">1510971<br></th><th rowspan="2">1,276.38<br></th><th rowspan="2">112 6270 53<br></th></tr><tr></tr><tr><th rowspan="2">DCMS<br>Natural History Museum<br></th><th rowspan="2">17/03/2016<br></th><th rowspan="2">Assets under Construction<br></th><th rowspan="2">Technology Solutions<br></th><th rowspan="2"></th><th rowspan="2">Loyal Retailers Ltd.</th><th rowspan="2">065<br></th><th rowspan="2">2,762.50<br></th><th rowspan="2">209 6628 90<br></th></tr><tr></tr><tr><th rowspan="2">DCMS<br>Natural History Museum<br></th><th rowspan="2">17/03/2016<br></th><th rowspan="2">Assets under Construction<br></th><th rowspan="2">Technology Solutions<br></th><th rowspan="2"></th><th rowspan="2">Loyal Retailers Ltd.</th><th rowspan="2">065<br></th><th rowspan="2">180.00<br></th><th rowspan="2">209 6628 90<br></th></tr><tr></tr> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> \<page_number>Page number: \</page_number> <watermark>Date and time stamp:</watermark>: Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Conservation Centre</td> <td>Ethek Ltd</td> <td>14652</td> <td>2,150.00</td> <td>393 268.42</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Museum Programme Group (PEG)</td> <td>SVM Consulting Engineers</td> <td>L5090</td> <td>1,575.00</td> <td>596 2541.11</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Museum Programme Group (PEG)</td> <td>SVM Consulting Engineers</td> <td>L5090</td> <td>425.00</td> <td>596 2541.11</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>IT Costs</td> <td>CRL Imaging & Analytical</td> <td>Eng IT Ltd</td> <td>16490</td> <td>3,145.00</td> <td>478 6219.06</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>IT Costs</td> <td>CRL Imaging & Analytical</td> <td>Eng IT Ltd</td> <td>16490</td> <td>1,045.00</td> <td>478 6219.06</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>IT Costs</td> <td>CRL Imaging & Analytical</td> <td>Eng IT Ltd</td> <td>16490</td> <td>1,640.00</td> <td>478 6219.06</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Accommodation</td> <td>Learning Engagement</td> <td>Key Travel</td> <th colspan="2">58323184<br></th><th colspan="2">513.04<br></th><th colspan="2">362 3398.61<br></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><th colspan="2"></th><br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Agency Staff Visitor Engagement Welcome and Servi Step Ahead<br/>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) Photographic Unit (Image Resources) Wex Photographic Ltd<br/>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) Photographic Unit (Image Resources) Wex Photographic Ltd<br/>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/></table> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/></table> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/></table> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/></table> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/>DCMS Natural History Museum Assets under Construction LS Insects Division Wex Photographic Ltd<br/></table> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/></table> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/></table> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/></table> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/></table> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/></table> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/></table> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/></table> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/></table> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/></table> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/></table> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/></table> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/></table> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/></table> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/></table> <table border='1'> <thead style='background-color: #cccccc;'> <tr style='text-align:center;'> <td style='width: auto;'>DCMS Natural History Museum Equip. Purch. & Hire (non IT / office) CRL Imaging & Analytical Wex Photographic Ltd<br/></table> <table border='1'] <th rowspan=3 align=center valign=top>No.</thead <th rowspan=3 align=center valign=top>Description of Activity or Service Provided by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Date of Activity or Service Provided by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Title of Activity or Service Provided by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by the Respondent to the Applicant or on its behalf.</thead <th rowspan=3 align=center valign=top>Total Amount Paid by Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Assets under Construction</td> <td>LS Insects Division</td> <td>Wee Photographic Ltd</td> <td>51318566</td> <td>7,979.98</td> <td>231 9471 12</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Assets under Construction</td> <td>LS Insects Division</td> <td>Wee Photographic Ltd</td> <td>51318566</td> <td>2,420.00</td> <td>231 9471 12</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>Illumina UK Ltd.</td> <td>7020087967</td> <td>466.86</td> <td>726 0351 59</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>Illumina UK Ltd.</td> <td>7020087967</td> <td>466.86</td> <td>726 0351 59</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumable / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>Illumina UK Ltd.</td> <td>7020087967</td> <td>728.65</td> <td>726 0351 59</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Freelancers / Self Employ cont.</td> <td>LS Genomics & Microbial Biodiversity D Steve Garland</td> <td></td> <td>1504</td> <td>3,790.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>03/03/2016</td> <td>Assets under Construction</td> <td>Estatas Buildings Projects ME Construction Limited 4/16018026</td> <td></td> <td></td> <td>-43,705.47</td> <td>912 2967 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Bank Charges PEG Resources & Planning Tring Management & Admin.</td> <td>GfS Cash Solutions (UK) Ltd GfS Cash Solutions (UK) Ltd 01904885A 01904885A</td> <td></td> <td></td><u style="text-decoration: underline;">572.96 238 5692 56 240.60 238 5692 56 </u></tr><tr><td rowspan="2">DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSDCMSSSCD Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Museum Programme Group (PEG)</td> <td>Adrian Cox Associates Ltd</td> <td>3201</td> <td>1,160.00</td> <td>602 5096 70</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>Applikon Woods Ltd</td> <td>47060</td> <td>1,500.00</td> <td>110 1675 22</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>Applikon Woods Ltd</td> <td>47060</td> <td>775.00</td> <td>110 1675 22</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>Applikon Woods Ltd</td> <td>47051</td> <td>896.95</td> <td>110 1675 22</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Freelancers / Self Employ cont</td> <td>Content Development - Learning Prog J. A. Preece</td> <td></td> <td></td> <td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/></tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>IT Costs</td> <td>Technology Solutions</td> <td>GBlab Support LLP</td> <td>123</td> <td>2,500.00</td><br/> <span style="color: red;">(88) 8432 67 </span>                                               </tr> <tr style="border-top: 1px solid black;"> <th colspan="2">DCMS Natural History Museum 17/03/2016 Equip. Purch. & Hire (non IT / office)</th><th colspan="2">Estates Buildings Projects Market Lock and Safe SIN829699 2,233.95 988 1631 75 </th></tr> <tr style="border-top: 1px solid black;"> <th colspan="2">DCMS Natural History Museum 17/03/2016 Estates Outsourced Services Estates Buildings Ops Emcor Facility Services Ltd 004088258U 17l,291.50 188 4146 46 </th><th colspan="2"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="2">DCMS Natural History Museum 17/03/2016 Travel-Air Passenger Transport Sci Resources - Research Coordination Key Travel 50324585 920.25 362 3348 61 </th><th colspan="2"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="2">DCMS Natural History Museum 17/03/2016 Travel-Air Passenger Transport Sci Decoratorate Key Travel 50324939 895.55 362 3348 61 </th><th colspan="2"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="2">DCMS Natural History Museum 17/03/2016 Postage & Couriers CRL Imaging & Analytical Interlink Scientific Services L i<br/>DCMS Natural History Museum 17/03/2016 Consumable / Sundry (non Stat) CRL Imaging & Analytical Interlink Scientific Services L i<br/>DCMS Natural History Museum 17/03/2016 Consumable / Sundry (non Stat) CRL Imaging & Analytical Interlink Scientific Services L i<br/>DCMS Natural History Museum 17/03/2016 Consumable / Sundry (non Stat) CRL Imaging & Analytical Interlink Scientific Services L i<br/>DCMS Natural History Museum 17/03/2016 Consumable / Sundry (non Stat) CRL Imaging & Analytical Interlink Scientific Services L i<br/></th><th colspan="2">Interlink Scientific Services L i<br/>Interlink Scientific Services L i<br/>Interlink Scientific Services L i<br/>Interlink Scientific Services L i<br/>Interlink Scientific Services L i<br/></th></tr> <tr style="border-top: none;"> <th colspan="4" style="text-align:right;"><span style="color:red;">(88) 794.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 (88) 8432.94 ( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span style="color:red;">( </span> <span 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colspan='5'>VAT Registration Number:</th><th colspan='5'>VAT Amount:</th><th colspan='5'>VAT Registration Number:</th><th colspan='5'>VAT Amount:</th><th colspan='5'>VAT Registration Number:</th><th colspan='5'>VAT Amount:</th><th colspan='5'>VAT Registration Number:</th><th colspan='5'>VAT Amount:</th><th colspan='5'>VAT Registration Number:</th><th colspan='5'>VAT Amount:</th><th colspan='5'>VAT Registration Number:</th><th colspan='5'>VAT Amount:</th><th colspan='5'>VAT Registration Number:</th><th colspan='5'>VAT Amount:</th><th colspan='5'>VAT Registration Number:</th><th colspan='5'>VAT Amount:</th><tbody id='date-table-body'> <tr id='date-row'> <input type='hidden' name='date' value=''> <input type='hidden' name='time' value=''> <input type='hidden' name='location' value=''> <input type='hidden' name='description' value=''> <input type='hidden' name='amount' value='' /> <input type='hidden' name='vat_registration_number' value='' /> <input type='hidden' name='vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type='hidden' name='vat_registration_number_vat_amount' value='' /> <input type 'hidden 'name 'vat_registration_number_vat_amount 'value ''/> <input type 'hidden 'name 'vat_registration_number_vat_amount 'value ''/> <input type 'hidden 'name 'vat_registration_number_vat_amount 'value ''/> <input type 'hidden 'name 'vat_registration_number_vat_amount 'value ''/> <input type 'hidden 'name 'vat_registration_number_vat_amount 'value ''/> <input type 'hidden 'name 'vat_registration_number_vat_amount 'value ''/> <input type 'hidden 'name 'vat_registration_number_vat_amount 'value ''/> <input type 'hidden 'name 'vat_registration_number_vat_amount 'value ''/> <input type 'hidden 'name 'vat_registration_number_vat_amount 'value ''/> <input type 'hidden 'name 'vat_registration_number_vat_amount 'value ''/> <input type 'hidden 'name 'vat_registration_number_vat_amount 'value ''/> <input type 'hidden 'name 'vat_registration_number_vat_amount 'value ''/> <input type 'hidden 'name 'vat_registration_number_vat_amount 'value ''/> <input type 'hidden 'name 'vat_registration_number_vat_amount 'value ''/> <input type 'hidden 'name 'vat_registration_number_vat_amount 'value ''/> <input type 'hidden 'name 'vat_registration_number_vat_amount 'value ''/> <input type 'hidden 'name 'vat_registration_number_vat_amount 'value ''/> <input type 'hidden 'name 'vat_registration_number_vat_amount 'value ''/> <input type 'hidden 'name 'vat_registration_number_vat_amount 'value ''/> <input type `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= `type`= Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Imaging & Analytical</td> <td>Interlink Scientific Services Ltd</td> <td>610561</td> <td>404.24</td> <td>702 1041 10</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Marbel Ltd</td> <td>SIN46754</td> <td>1,314.10</td> <td></td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>The Carole Group Ltd</td> <td>228315</td> <td>704.00</td> <td>321 2815 95</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Central Books</td> <td>JDR3543</td> <td>612.63</td> <td></td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Rockshop Wholesale Ltd.</td> <td>54324</td> <td>2,759.00</td> <td>183 6995 33</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bachmann Europe Plc.</td> <td>SIN8151096</td> <td>3,068.98</td> <td>531 9887 12</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Kaycraft Ltd.</td> <td>191452</td> <td>1,149.60</td> <td>140 1547 10</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Ravensden PLC.</td> <td>OPIJ999635</td> <td>832.32</td> <td>486 5998 02</td> </tr><tr><td rowspan="2">DCMS<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company 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TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH MTradingCompanyLT TheNH 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trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm trading company lt the nhm training comapany ltd. 21/04/2016 167 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Target Group</td> <td>53212</td> <td>146.74</td> <td>118 9313 10</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Target Group</td> <td>53212</td> <td>277.53</td> <td>118 9313 10</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales - Cloakroom</td> <td>Target Group</td> <td>53212</td> <td>181.83</td> <td>118 9313 10</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales - Cloakroom</td> <td>Target Group</td> <td>53356</td> <td>191.50</td> <td>118 9313 10</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>VC Directors & Maps</td> <td>Target Group</td> <td>53356</td> <td>95.70</td> <td>118 9313 10</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Target Group</td> <td>53356</td> <td>95.70</td> <th colspan="2">118 9313 10<br><br></th></tr><tr><th rowspan="4">DCMS<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>National Heritage Museums and Galleries (NHMG)</th><th rowspan="4">Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof. Fees excl Legal & Audit Prof.</th><th rowspan="4">Estates Buildings Projects Estates Housekeeping SK SS CHIP Bakehouse Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping SK Estates Housekeeping Sk Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Management Services Ltd Estate Manag...</th><th rowspan="4">Deletette LLP Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwood) Ld Servest (Sherwo...</th><th rowspan="4">2,639.55<page_number></page_number></th><th rowspan="4">809<page_number></page_number></th></tr><tr><th rowspan="4">DCMS Natural History Mu...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">Natural Histor...</th><th rowspan="4">National Heritage Museums and Galleries (NHMG)</table> 21/04/2016 \<page_number>168\<page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Special Effects</td> <td>Savile Audio Visual</td> <td>530-SHM1650</td> <td>13,000.00</td> <td>475 477 18</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Storage Costs</td> <td>Estates Management</td> <td>Crest Commercial Removals I</td> <td>249</td> <td>725.76</td> <td>840 049 69</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Waltham Forest Engineering</td> <td>37606</td> <td>788.00</td> <td>249 2403 64</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Molecular Biology Labs</td> <td>Wolf Laboratories Limited</td> <td>000089920</td> <td>1,145.00</td> <td>630 9368 34</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Estates Buildings Projects</td> <td>Tescrate Rentals Ltd</td> <td>411885</td> <td>120.00</td> <td>503 5476 62</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Estates Buildings Projects</td> <td>Tescrate Rentals Ltd</td> <td>411885</td> <td>396.00</td> <td>503 5476 62</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Estates Buildings Projects</td> <td>Tescrate Rentals Ltd.</td> <td>411885</td> <td>333.20</td> <td>503 5476 62</td> </tr> <tr><td colspan="9">DCMS Natural History Museum Accommodation Learning Strategy & Research Key Travel 50325348 619.50 362 3348 61 </tr><tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Travel-Air Passenger Transport Learning Strategy & Research Key Travel 50325388 571.05 362 3348 61 </tr><tr><td colspan="9">DCMS Natural History Museum 31/03/2016 Travel-Air Passenger Transport ES Mineral & Planetary Sciences Diviso Key Travel 58325558 648.39 362 3348 61 </tr><tr><td colspan="9">DCMS Natural History Museum 31/03/2016 Travel-Air Passenger Transport Sci Directorate Key Travel 58325826 863.98 362 3348 61 </tr><tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Agency Staff Content Development - Broadcast Spring Personnel 5368568 958.05 232 3479 75 </tr><tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Agency Staff Content Development - Broadcast Spring Personnel 5368568 212.90 232 3479 75 </tr></tbody></table> \<page_number>21/04/2016 \<page_number>\<page_number>189 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Decant / Moving / Recant costs</td> <td>Museum Programme Group (PEG)</td> <td>Constantine Ltd</td> <td>7160010</td> <td>1,725.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Decant / Moving / Recant costs</td> <td>Museum Programme Group (PEG)</td> <td>Constantine Ltd</td> <td>7160010</td> <td>5,980.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Decant / Moving / Recant costs</td> <td>Museum Programme Group (PEG)</td> <td>Constantine Ltd</td> <td>7160010</td> <td>115.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Technology Solutions</td> <td>Eurobase People</td> <td>EP36945</td> <td>2,508.80</td> <td>570 4349 43</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>JIT Costs</td> <td>Content Development - Science Comm:</th colspan="2">Apple Distribution Internationt<br>A530274453<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H3636992<br>H363 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Museum Programme Group (PEG)</td> <td>Frazer Randall</td> <td>2362</td> <td>1,370.00</td> <td>511 1309 09</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Media Technicians</td> <td>Comcen</td> <td>INV171565</td> <td>907.99</td> <td>540 9977 10</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Production Services Media Technicians</td> <td>Comcen</td> <td>INV171565</td> <td>229.00</td> <td>540 9977 10</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Assets under Construction</td> <td>Museum Programme Group (PEG)</td> <td>Casson Mann</td> <td>2063</td> <td>9,571.75</td> <td>446 0115.79</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Cabling</td> <td>SS Telecoms</td> <td>Encor Facility Services Ltd</td> <td>00488178RJ</td> <td>25,341.32</td> <td>188 4146.46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Storage Costs</td> <td>Estates Management</td> <td>Crest Commercial Removals I Ltd.</td> <td>276</td> <table id="table_vehicles"> <thead id="table_vehicles__header"> <tr id="table_vehicles__header_row"> <th id="table_vehicles__header_column_0">Vehicle ID<br>(Vehicle Code)</th><th id="table_vehicles__header_column_1">Make<br>(Brand)</th><th id="table_vehicles__header_column_2">Model<br>(Model)</th><th id="table_vehicles__header_column_3">Registration<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.)<br>(Reg No.) </tr></thead><tbody id="table_vehicles__data"> <!-- Data rows will be added here --> </tbody></table></tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><tr><table id="table_vehicles"><thead id="table_vehicles__header"><th id="table_vehicles__header_column_0">Vehicle ID<br>(Vehicle Code)</th></thead></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table/></div> <table id="vehicle_table"> <thead id="vehicle_table__header"> <tr id="vehicle_table__header_row"> <th id="vehicle_table__header_column_0">Vehicle ID<br>(Vehicle Code)</th> <th id="vehicle_table__header_column_1">Make<br>(Brand)</th> <th id="vehicle_table__header_column_2">Model<br>(Model)</th> <th id="vehicle_table__header_column_3">Registration<br>(Registration)<br>()(Registration)<br>()(Registration)<br>()(Registration)<br>()(Registration)<br>()(Registration)<br>()(Registration)<br>()(Registration)<br>()(Registration)<br>()(Registration)<br>()(Registration)<br>()(Registration)<br>()(Registration)<br>()(Registration)<hr/>Vehicle ID<br>()(Vehicle Code)<hr/>Make<br>()(Brand)<hr/>Model<br>()(Model)<hr/>Registration<br>()(Registration)<hr/>()</th> <table id="vehicle_table__data"> <thead id="vehicle_table__data_header"> <tr id="vehicle_table__data_header_row"> <th colspan="4" style="text-align:center;">Vehicle Details Table Header Row Content:</th> <table id="vehicle_table__data_header_row_content"> <thead id="vehicle_table__data_header_row_content__header"> <tr id="vehicle_table__data_header_row_content__header_row"> <th colspan="4" style="text-align:center;">Vehicle Details Table Header Row Content:</th> <table id="vehicle_table__data_header_row_content__data"> <tbody id="vehicle_table__data_header_row_content__data_body"> <tr id="vehicle_table__data_header_row_content__data_body_row"> <td colspan="4" style="text-align:center;">Vehicle Details Table Header Row Content:</th> <table id="vehicle_table__data_header_row_content__data_body_row_content"> <thead id="vehicle_table__data_header_row_content__data_body_row_content__header"> <tr id="vehicle_table__data_header_row_content__data_body_row_content__header_row"> <th colspan="4" style="text-align:center;">Vehicle Details Table Header Row Content:</th> <table id="vehicle_table__data_header_row_content__data_body_row_content__data_body_row_content"> <table id="vehicle_table__data_header_row_content__data_body_row_content__data_body_row_content"> <table id="vehicle_table__data_header_row_content__data_body_row_content__data_body_row_content"> <table id="vehicle_table__data_header_row_content__data_body_row_content__data_body_row_content"> <table id="vehicle_table__data_header_row_content__data_body_row_content__data_body_row_content"> <table id="vehicle_table__data_header_row_content__data_body_row_content__data_body_row_content"> <table id="vehicle_table__data_header_row_content__data_body_row_content__data_body_row_content"> <table id="vehicle_table__data_header_row_content__data_body_row_content__data_body_row_content"> <table id="vehicle_table__data_header_row_content__data_body_row_content__data_body_row_content"> <table id="vehicle_table__data_header_row_content__data_body_row_content__data_body_row_content"> <table id="vehicle_table__data_header_row_content__data_body_row_content__data_body_row_content"> <table id="vehicle_table__data_header_row_content__data_body_row_content__data_body_row_content"> <table id="vehicle_table__data_header_row_content__data_body_row_content__data_body_row_content"> <table id="vehicle_table__data_header_row_content__data_body_row_content__data_body_row_content"> <table id="vehicle_table__data_header_row_content__data_body_row_content__ <div class='image' style='width: auto; height: auto;'> <img src='https://example.com/image.jpg' alt='Image Description'> Description: A landscape photograph of a serene beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Alt Text: A tranquil beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Description: A landscape photograph of a serene beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Alt Text: A tranquil beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Description: A landscape photograph of a serene beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Alt Text: A tranquil beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Description: A landscape photograph of a serene beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Alt Text: A tranquil beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Description: A landscape photograph of a serene beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Alt Text: A tranquil beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Description: A landscape photograph of a serene beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Alt Text: A tranquil beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Description: A landscape photograph of a serene beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Alt Text: A tranquil beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Description: A landscape photograph of a serene beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Alt Text: A tranquil beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Description: A landscape photograph of a serene beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Alt Text: A tranquil beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Description: A landscape photograph of a serene beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Alt Text: A tranquil beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Description: A landscape photograph of a serene beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Alt Text: A tranquil beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Description: A landscape photograph of a serene beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Alt Text: A tranquil beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Description: A landscape photograph of a serene beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Alt Text: A tranquil beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Description: A landscape photograph of a serene beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Alt Text: A tranquil beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Description: A landscape photograph of a serene beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Alt Text: A tranquil beach scene with a sandy shore, clear blue water, and a few palm trees in the background. Description: A landscape photograph of Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd 004097548U</td> <td></td> <td>3,703.47</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Estates Systems Maintenance</td> <td>Estates Security SK</td> <td>Emcor Facility Services Ltd 00409750Rl</td> <td></td> <td>1,548.93</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Maint. & Repairs (non IT)</td> <td>Production Services Special Effects</td> <td>Emcor Facility Services Ltd 00409752RI</td> <td></td> <td>1,761.16</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Building & Engineering PPM</td> <td>Estates Buildings Projects</td> <td>Emcor Facility Services Ltd 00409753Rl</td> <td></td> <td>2,932.60</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Museum Programme Group (PEG)</td> <td>Baker Mallett T/6712</td> <td></td> <td>1,260.00</td> <td>238 4185 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Assets under Construction</td> <td>Museum Programme Group (PEG)</td> <td>Baker Mallett T/6650</td> <td></td> <td>1,250.00</td> <td>238 4185 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Assets under Construction</td> <td>Estates Buildings Projects</td> <td>Aitkins Ltd 150500786</td> <td></td> <td>2,875.00</td> <td>209 8612 53</td> </tr> <tr> <td>DCMS The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT 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The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆 natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museum natural history museumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnaturalhistorymuseumnat Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>IT Costs</td> <td>L&A Digital Services Team</td> <td>Dell Computer Corporation Ltd</td> <td>7402271075</td> <td>713.93</td> <td>635 8235 28</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Department Mgmt Team</td> <td>VWR International Ltd</td> <td>5063027161</td> <td>290.20</td> <td>823 8532 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Department Mgmt Team</td> <td>VWR International Ltd</td> <td>5063027161</td> <td>274.00</td> <td>823 8532 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Conservation Centre</td> <td>VWR International Ltd</td> <td>5063027163</td> <td>566.00</td> <td>823 8532 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Maint. & Repairs (non IT)</td> <td>CRL Imaging & Analytical</td> <td>Perkin Elmer Services Ltd</td> <td>5400191938</td> <td>35.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Maint. & Repairs (non IT)</td> <td>CRL Imaging & Analytical</td> <td>Perkin Elmer Services Ltd</td> <td>5400191938</td> <td>2,618.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Maint. & Repairs (non IT)</td> <td>CRL Imaging & Analytical</td> <td>Perkin Elmer Services Ltd</td> <td>5400191952</td> <td>624.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Maint. & Repairs (non IT)</td> <td>CRL Imaging & Analytical</td> <td>Perkin Elmer Services Ltd</td> <td>5400191952</td> <td>804.00</td> <td></td> </tr><tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">Programme Group (Temporary Exhibits)</table> <table cellspacing="0"> <thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></table> <table cellspacing="0"> <thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr><h <table cellspacing="0"> <thead><tr:< Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>10/03/2016</td> <td>Library Serials</td> <td>L&A Collections & Services Team</td> <td>E. Schweizerbartische Verlage</td> <td>6481195</td> <td>6,629.23</td> <td>147036023</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>10/03/2016</td> <td>Collections purch. (Non-Capex)</td> <td>ES Collections</td> <td>Korite Minerals Ltd</td> <td>IN086921</td> <td>3,479.70</td> <td>102876492 BT</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Programme Group (Temporary Exhibits)</td> <td>Baker Maklett</td> <td>7/6713</td> <td>600.00</td> <td>238:4185 S1</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Vehicle Leasing Costs</td> <td>Estates Management</td> <td>Alphabet (GB) Ltd</td> <td>80040140</td> <td>4,482.67</td> <td>584:4519:13</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Science Outsourced Services</td> <td>CRL Imaging & Analytical</td> <td>Emcor Facility Services Ltd</td> <td>00409755RI</td> <td>1,648.95</td> <td>188:4140:46</td> </tr> <tr> <td>DCMS<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f5;"> <td style="width:5%;"></th></tr></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#f5f5f <page_number>21/04/2016<br/><page_number>174 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Electricity</td> <td>SS HV Ringmain</td> <td>Southern Electric</td> <td>201616442/0822</td> <td>37,971.93</td> <td>553 7696 03</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Electricity</td> <td>SS HV Ringmain</td> <td>Southern Electric</td> <td>251430940/0064</td> <td>36,724.73</td> <td>553 7696 03</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Electricity</td> <td>Estates Buildings Ops</td> <td>Southern Electric</td> <td>701431584/0068</td> <td>6,774.70</td> <td>553 7696 03</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Electricity</td> <td>SS HV Ringmain</td> <td>Southern Electric</td> <td>981457605/0057</td> <td>32,663.67</td> <td>553 7696 03</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Electricity</td> <td>Estates Buildings Ops</td> <td>Southern Electric</td> <td>41430594/0066</td> <td>4,494.71</td> <td>553 7696 03</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Electricity</td> <td>SS HV Ringmain</td> <td>Southern Electric</td> <td>91431762/0064</td> <td>18,207.59</td> <td>553 7696 03</td> </tr> <tr> <td>DCMS</td> <td>The NPM Trading Company LT The NPM Trading Company LT The NPM Trading Company LT The NPM Trading Company LT The NPM Trading Company LT The NPM Trading Company LT The NPM Trading Company LT The NPM Trading Company LT The NPM Trading Company LT The NPM Trading Company LT The NPM Trading Company LT The NPM Trading Company LT The NPM Trading Company LT The NPM 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trading company lt the n pm trading company lt the n pm trading company lt the n pm trading company lt the n pm trading company lt the n pm trading company lt the n pm trading company lt the n pm trading公司ltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe nmtradingcompanyltthe 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Fees excl Legal & Audit</td> <td>Retail (South Ken)</td> <td>Noat PR</td> <td>1451</td> <td>2,240.00</td> <td>110 0129 96</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Poitage & Couriers</td> <td>Retail (South Ken)</td> <td>Noat PR</td> <td>1451</td> <td>60.00</td> <td>110 0129 96</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Postage & Couriers</td> <td>Retail (South Ken)</td> <td>DPD UK</td> <td>11979842</td> <td>758.85</td> <td>754 5322 32</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Postage & Couriers</td> <td>Retail (South Ken)</td> <td>DPD UK</td> <td>11979842</td> <td>65.48</td> <td>754 5322 32</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Spring Personnel</td> <td>3368304</td> <td>713.31</td> <td>332 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Spring Personnel</td> <td>3368304</td> <td>1,616.19</td> <td>332 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Spring Personnel</td> <td>3368304</td> <td>1,727.69</td> <td>332 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales -cloakroom </td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br></table> <table cellspacing="0" border="0"> <tbody style="text-align:center;"> <tr style="height: auto;"> <th style="width: 5%;"></th><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --><!-- --<!-- --> <th style="width: 5%;"><strong style="font-weight:bold;">DCMS Natural History Museum Agency Staff Technology Solutions Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge Hays Accountancy Personnel Finance Longbridge HysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeHysAccountantysPersonnelFinanceLongbrigdeH ysAccoun ts Personne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy sAccoun t y sP er sonne lF nance L ong bri g d eHy Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>10/03/2016</td> <td>Work In Progress</td> <td>Publishing</td> <td>Toppan Leefung Printing Lim</td> <td>EB1601369</td> <td>1,771.28</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>10/03/2016</td> <td>Work In Progress</td> <td>Publishing</td> <td>Toppan Leefung Printing Lim</td> <td>EB1601369</td> <td>209.60</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>10/03/2016</td> <td>Work In Progress</td> <td>Publishing</td> <td>Toppan Leefung Printing Lim</td> <td>EB1601371</td> <td>2,990.60</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>10/03/2016</td> <td>Work In Progress</td> <td>Publishing</td> <td>Toppan Leefung Printing Lim</td> <td>EB1601371</td> <td>206.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>10/03/2016</td> <td>Work In Progress</td> <td>Publishing</td> <td>Toppan Leefung Printing Lim</td> <td>EB1601372</td> <td>3,212.45</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>10/03/2016</td> <td>Work In Progress</td> <td>Publishing</td> <img>Toppan Leefung Printing Lim logo.</img><br>Toppan Leefung Printing Lim<br>E81601372<br>E81601372<br>E81601372 </table><br/> E53C475I4 </table><br/> Apple Distribution International </table><br/> I,462.00 </table><br/> DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum <table> <tr> <td colspan="4">Freelancers / Self Employed cont ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/>ES Vertebrates & Anthropology Paleoec Sylvia Pejler<br/></table> <table> <tr> <td colspan="4">Postage & Couriers LS Collections Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd Preservation Equipment Ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd preservation equipment ltd protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment protection of the environment保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环境保护环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工程环保工 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Science Outsourced Services</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Imperial College</td> <td>124161</td> <td>244.94</td> <td>649 9266 78</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Science Outsourced Services</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Imperial College</td> <td>124161</td> <td>321.07</td> <td>649 9266 78</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Science Outsourced Services</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Imperial College</td> <td>124161</td> <td>91.27</td> <td>649 9266 78</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Science Outsourced Services</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Imperial College</td> <td>124161</td> <td>248.26</td> <td>649 9266 78</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Science Outsourced Services</td> <td>ES Mineral & Planetary Sciences Division</td> <td>Imperial College</td> <td>124161</td> <td>215.53</td> <td>649 9266 78</td> </tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Agency Staff Development Spring Personnel 5368583 637.35 232 3479 75 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Agency Staff Finance Spring Personnel 5368575 581.23 232 3479 75 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Agency Staff Finance Spring Personnel 5368577 624.60 232 3479 75 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Agency Staff Finance Spring Personnel 5368576 624.60 232 3479 75 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Agency Staff Finance Spring Personnel 5368578 624.60 232 3479 75 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Agency Staff Finance Spring Personnel 5368579 598.58 232 3479 75 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Prof. Fees excl Legal & Audit Finance Sunquest Limited 2014022 5,000.00 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Agency Staff VC Donations & Maps Keystone Employment Group INW0D3S8I 493.81 934 2836 14 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Agency Staff Bookings & Sales - Clinkroom Keystone Employment Group INW0D3S8I 363.00 934 2836 14 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Agency Staff Bookings & Sales Keystone Employment Group INW0D3S8I 453.75 934 2836 14 </td></tr> <tr><td colspan="9">DCMS Natural History Museum Prof. Fees excl Legal & Audit Finance Sunquest Limited INWQD3S8I <page_number>INWQD3S8I<page_number></page_number></page_number></table> \<page_number>21/04/2016\<page_number> \<page_number>178\<page_number>\</page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Keystone Employment Group INV0035381</td> <td></td> <td>363.00</td> <td>934 283.14</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Membership</td> <td>Keystone Employment Group INV0035381</td> <td></td> <td>131.10</td> <td>934 283.14</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Collections purch. (Non-Capex)</td> <td>L&A Collections & Services Team</td> <td>NHBS</td> <td>V592362</td> <td>77.14</td> <td>407 4846.44</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Collections purch. (Non-Capex)</td> <td>L&A Collections & Services Team</td> <td>NHBS</td> <td>V592362</td> <td>131.14</td> <td>407 4846.44</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Collections purch. (Non-Capex)</td> <td>L&A Collections & Services Team</td> <td>NHBS</td> <td>V592362</td> <td>82.24</td> <td>407 4846.44</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Collections purch. (Non-Capex)</td> <td>L&A Collections & Services Team</td> <td>NHBS</td> <td>V592362</td> <td>55.86</td> <td>407 4846.44</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Collections purch. (Non-Capex)</td> <td>L&A Collections & Services Team</td> <br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br/><<table cellspacing="0" cellpadding="0"><tbody id="table_data_2"><tr id="__annotation__rowinterval_0"><th colspan="9">DCMS Natural History Museum<br/>17/03/2016<br/>Collections purch. (Non-Capex)<table cellspacing="0" cellpadding="0"><tbody id="table_data_3"><tr id="__annotation__rowinterval_1"><th colspan="9">DCMS Natural History Museum<br/>17/03/2016<br/>Collections purch. (Non-Capex)<table cellspacing="0" cellpadding="0"><tbody id="table_data_4"><tr id="__annotation__rowinterval_2"><th colspan="9">DCMS Natural History Museum<br/>17/03/2016<br/>Collections purch. (Non-Capex)<table cellspacing="0" cellpadding="0"><tbody id="table_data_5"><tr id="__annotation__rowinterval_3"><th colspan="9">DCMS Natural History Museum<br/>17/03/2016<br/>Collections purch. (Non-Capex)<table cellspacing="0" cellpadding="0"><tbody id="table_data_6"><tr id="__annotation__rowinterval_4"><th colspan="9">DCMS Natural History Museum<br/>17/03/2016<br/>Collections purch. (Non-Capex)<table cellspacing="0" cellpadding="0"><tbody id="table_data_7"><tr id="__annotation__rowinterval_5"><th colspan="9">DCMS Natural History Museum<br/>17/03/2016<br/>Collections purch. (Non-Capex)<table cellspacing="0" cellpadding="0"><tbody id="table_data_8"><tr id="__annotation__rowinterval_6"><th colspan="9">DCMS Natural History Museum<br/>17/03/2016<br/>Collections purch. (Non-Capex)<table cellspacing="0" cellpadding="0"><tbody id="table_data_9"><tr id="__annotation__rowinterval_7"><th colspan="9">DCMS Natural History Museum<br/>17/03/2016<br/>Collections purch. (Non-Capex)<table cellspacing="0" cellpadding="0"><tbody id="table_data_10"><tr id="__annotation__rowinterval_8"><th colspan="9">DCMS Natural History Museum<br/>17/03/2016<br/>Collections purch. (Non-Capex)<table cellspacing="0" cellpadding="0"><tbody id="table_data_11"><tr id="__annotation__rowinterval_9"><th colspan="9">DCMS Natural History Museum<br/>17/03/2016<br/>Collections purch. (Non-Capex)<table cellspacing="0" cellpadding="0"><tbody id="table_data_12"><tr id="__annotation__rowinterval_10"><th colspan="9">DCMS Natural History Museum<br/>17/03/2016<br/>Collections purch. (Non-Capex)<table cellspacing="0" cellpadding="0"><tbody id="table_data_13"><tr id="__annotation__rowinterval_11"><th colspan="9">DCMS Natural History Museum<br/>17/03/2016<br/>Collections purch. (Non-Capex)<table cellspacing="0" cellpadding="0"><tbody id="table_data_14"><tr id="__annotation__rowinterval_12"><th colspan="9">DCMS Natural History Museum<br/>17/03/2016<br/>Collections purch. (Non-Capex)<table cellspacing="width: auto;" cellpadding: "cellpadding: " cellspacing: "cellspacing: " style: "border-collapse: collapse; border-spacing: " cellspacing: "cellspacing: " style: "border-collapse: collapse; border-spacing: " cellspacing: "cellspacing: " style: "border-collapse: collapse; border-spacing: " cellspacing: "cellspacing: " style: "border-collapse: collapse; border-spacing: " cellspacing: "cellspacing: " style: "border-collapse: collapse; border-spacing: " cellspacing: "cellspacing: " style: "border-collapse: collapse; border-spacing: " cellspacing: "cellspacing: " style: "border-collapse: collapse; border-spacing: " cellspacing: "cellspacing: " style: "border-collapse: collapse; border-spacing: " cellspacing: "cellspacing: " style: "border-collapse: collapse; border-spacing: " cellspacing: "cellspacing: " style: "border-collapse: collapse; border-spacing: " cellspacing: "cellspacing: " style: "border-collapse: collapse; border-spacing: " cellspacing: "cellspacing: " style: "border-collapse: collapse; border-spacing: " cellspacing: "cellspacing: " style: "border-collapse: collapse; border-spacing: " cellspacing: "cellspacing: " style: "border-collapse: collapse; border-spacing: Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Imaging & Analytical</td> <td>Elemental Microanalysis Ltd</td> <td>SU134941</td> <td>112.20</td> <td>599-4058 83</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Imaging & Analytical</td> <td>Elemental Microanalysis Ltd</td> <td>SU134941</td> <td>327.20</td> <td>599-4058 83</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Imaging & Analytical</td> <td>Elemental Microanalysis Ltd</td> <td>SU134941</td> <td>66.50</td> <td>599-4058 83</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Imaging & Analytical</td> <td>Elemental Microanalysis Ltd</td> <td>SU134941</td> <td>55.00</td> <td>599-4058 83</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Freight Transport</td> <td></td> <td>Elemental Microanalysis Ltd</td> <td>SU134941</td> <td>9.20</td> <td>599-4058 83</td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: center;">DCMS Natural History Museum 10/03/2016 Prof. Printing & Promo. Mat.</td></tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: center;">DCMS Natural History Museum 17/03/2016 Prof. Printing & Promo. Mat.</td></tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: center;">DCMS Natural History Museum 17/03/2016 Work In Progress Publishing Publishing CopyrightImage Ltd NH-28-02-16 810.50 547 8274 07 CopyrightImage Ltd NH-28-02-16 17.76 547 8274 07 DCMS Natural History Museum 31/03/2016 Equip. Maint. & Repairs (non IT) CRL Molecular Biology Labs Vexia Water Technologies S2064252 Vexia Water Technologies S2064252 DCMS Natural History Museum 31/03/2016 Equip. Maint. & Repairs (non IT) CRL Molecular Biology Labs Vexia Water Technologies S2064252 DCMS Natural History Museum 17/03/2016 Consumables / Sundry (non Stat) ES Department Mgmt Team Illumina UK Ltd. 7ID2D9J1Z7 1,324.30 726 0351 59 DCMS Natural History Museum 17/03/2016 Prof. Fees excl Legal & Audit Programme Group (Temporary Exhibits) Euronev Ltd 2305 1,300.00 729 1829 09 DCMS Natural History Museum 17/03/2016 Assets under Construction Museum Programme Group (MEG) Purcell Miller Tritton LLP LONLW277I DCMS Natural History Museum 04/03/2016 Grounds Maintenance Production Services Exhibition & Conse Bardays HMG Procurement C EXP-CWDlO8I58SfC 48.39 DCMS Natural History Museum 04/03/2016 Hospitality Production Services Exhibition & Conse Bardays HMG Procurement C EXP-CWDlO8I58SfC 1,142.50 DCMS Natural History Museum 04/03/2016 Grounds Maintenance Production Services Exhibition & Conse Bardays HMG Procurement C EXP-CWDlO8I58SfC 91.72 </table> \<page_number>21/04/2016 \<page_number>\<page_number>180 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C</td> <td>EXP-A8001151024</td> <td>2,004.66</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Production Services Media Technicians</td> <td>Bardays HMG Procurement C</td> <td>EXP-A8001151024</td> <td>20.83</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Equip. Purch. & Hire (non IT / offcx)</td> <td>Production Services Media Technicians</td> <td>Bardays HMG Procurement C</td> <td>EXP-A80012151065</td> <td>297.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Production Services Media Technicians</td> <td>Bardays HMG Procurement C</td> <td>EXP-A80012151065</td> <td>208.33</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Production Services Media Technicians</td> <td>Bardays HMG Procurement C</td> <td>EXP-A80012151065</td> <td>208.33</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Production Services Media Technicians</td> <img>Bardays HMG Procurement C logo.</img><br>Bardays HMG Procurement C<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></img>Bardays HMG Procurement C<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B012151065<br>E<sup>PX-8B0 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Training</td> <td></td> <td>HR Organisational Development Bardays HMG Procurement C EXP-580212151068</td> <td></td> <td>175.41</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td></td> <td>HR Organisational Development Bardays HMG Procurement C EXP-580212151068</td> <td></td> <td>41.67</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Training</td> <td></td> <td>HR Organisational Development Bardays HMG Procurement C EXP-580212151068</td> <td></td> <td>295.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td></td> <td>HR Organisational Development Bardays HMG Procurement C EXP-580212151068</td> <td></td> <td>60.64</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td></td> <td>HR Organisational Development Bardays HMG Procurement C EXP-580212151068</td> <td></td> <td>-60.64</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Training</td> <td></td> <td>HR Organisational Development Bardays HMG Procurement C EXP-580212151068</td> <td></td> <td>7.51</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Training</td> <td></td> <td>HR Organisational Development Bardays HMG Procurement C EXP-580212151068</td> <td></<td><span style="color: red;">47.40<br/></span><br/>EXP-580212151068<br/></table><table><tbody><tr><th colspan="9">DCMS Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Museums National Historical Muscials National Historical Muscials National Historical Muscials National Historical Muscials National Historical Muscials National Historical Muscials National Historical Muscials National Historical Muscials National Historical Muscials Natuial Histori Muscials Natuial Histori Muscials Natuial Histori Muscials Natuial Histori Muscials Natuial Histori Muscials Natuial Histori Muscials Natuial Histori Muscials Natuial Histori Muscials Natuial Histori Muscials Natuial 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Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri Mucils Natual Histri MucilsNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MucilNatual Hisrtic MuclNatual Hisrtic MuclNatual Hisrtic MuclNatual Hisrtic MuclNatual Hisrtic MuclNatual Hisrtic MuclNatual Hisrtic MuclNatual Hisrtic MuclNatual Hisrtic MuclNatual Hisrtic MuclNatual Hisrtic MuclNatual Hisrtic MuclNatual Hisrtic MuclNatual Hisrtic MuclNatual Hisrtic MuclNatual Hisrtic MuclNatural hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic muclicNatur hisrlic mucli Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Accommodation</td> <td>LS Department Mgmt Team</td> <td>Bardays HMS Procurement C EXP-JM012151089</td> <td></td> <td>547.98</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>iT Costs</td> <td>Sit Post Graduate Training</td> <td>Bardays HMS Procurement C EXP-JM012151089</td> <td></td> <td>178.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Prof. Printing & Promo. Mat.</td> <td>LS Department Mgmt Team</td> <td>Bardays HMS Procurement C EXP-JM012151089</td> <td></td> <td>927.05</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>L&A Centre for Arts and Humanities Re</td> <td>Bardays HMS Procurement C EXP-JM012151089</td> <td></td> <td>99.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>LS Department Mgmt Team</td> <td>Bardays HMS Procurement C EXP-JM012151089</td> <td></td> <td>77.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>LS Department Mgmt Team</td> <td>Bardays HMS Procurement C EXP-JM012151089</td> <td></td> <td>18.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-JM012151089</td> <td></td> <td>735.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-JM012151089</td> <td></td> <td>7.94</td> <td></td> </tr><tr><td rowspan="3">DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br></tr><tr><td colspan="3" style="text-align:center;">Consumables / Sundry (non Stat)</td><td colspan="3" style="text-align:center;">LS Collections B Bardays HMS Procurement C EXP-JM012151089 222.90 22.97 414.93 72.36 46.06 76.00 1,413.73 30.34 25.54 130.30 24.12 111.49 9.98 16.67 66.70 5,565.84 724.53 98.01 2,318.63 -743.09 </tr><tr><td colspan="3" style="text-align:center;">Subscriptions & Corp. Mbrshps LS Collections B Bardays HMS Procurement C EXP-JM012151089 B Bardays HMS Procurement C EXP-JM012151089 B Bardays HMS Procurement C EXP-JM012151089 B Bardays HMS Procurement C EXP-JM012151089 B Bardays HMS Procurement C EXP-JM012151089 B Bardays HMS Procurement C EXP-JM012151089 B Bardays HMS Procurement C EXP-JM012151089 B Bardays HMS Procurement C EXP-JM012151089 B Bardays HMS Procurement C EXP-JM012151089 B Bardays HMS Procurement C EXP-JM012151089 B Bardays HMS Procurement C EXP-JM012151089 B Bardays HMS Procurement C EXP-JM012151089 B Bardays HMS Procurement C EXP-JM012151089 B Bardays HMS Procurement C EXP-JM012151089 B Bardays HMS Procurement C EXP-JM012151089 B Bardays HMS Procurement C EXP-JM012151089 B Bardays HMS Procurement C EXP-JM012151089 B Bardays HMS Procurement C EXP-JM012151089 B Bardays HMS Procurement C EXP-JM012151089 B Bardays HMS Procurement C EXP-JM01215 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Library Serials</td> <td>L&A Collections & Services Team</td> <td>Bardays HMG Procurement C EXP-JM012151089</td> <td></td> <td>41.63</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Content Production Management</td> <td>Bardays HMG Procurement C EXP-LH0012151070</td> <td></td> <td>75.85</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Accommodation</td> <td>Content Production Management</td> <td>Bardays HMG Procurement C EXP-LH0012151070</td> <td></td> <td>84.20</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>Content Production Management</td> <td>Bardays HMG Procurement C EXP-LH0012151070</td> <td></td> <td>698.78</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Licences (Non IT)</td> <td>Content Design</td> <td>Bardays HMG Procurement C EXP-LH0012151070</td> <td></td> <td>313.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>IT Costs</td> <td>Content Design</td> <td>Bardays HMG Procurement C EXP-LH0012151070</td> <td></td> <td>699.33</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Content Development - Interpretation Propaganda & Exhibition Designing (non IT / office)</td> <td>Bardays HMG Procurement C EXP-LH0012151070</td> <td></td> <td>-95.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Equip., Punch. & Hire (non IT / office)</td> <td>Content Development - Learning Propaganda & Exhibition Designing (non IT / office)</td> <td>Bardays HMG Procurement C EXP-LH0012151070</td> <td></td> <td>218.65</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Equip., Punch. & Hire (non IT / office)</td> <td>Content Development - Learning Propaganda & Exhibition Designing (non IT / office)</td> <td>Bardays HMG Procurement C EXP-LH0012151070</td> <td></td> <td>85.31</td> <td></td> </tr> <table border="1"> <thead><tr><th rowspan="2">Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number Description Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code Cost Code 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Type Expense Area Supplier Transaction Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VAT Registration Number Amount VATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegistrationNumberAmountVATRegis Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Production Services Engineering</td> <td>Bardays HMG Procurement C</td> <td>EXP-IR0101610991</td> <td>23.98</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Production Services Engineering</td> <td>Bardays HMG Procurement C</td> <td>EXP-IR0201610991</td> <td>279.08</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Production Services Engineering</td> <td>Bardays HMG Procurement C</td> <td>EXP-IR0201610991</td> <td>268.01</td> <td></td> </tr> <tr><td colspan="9"></td></tr> <tr><td>DCMS</td><td>Natural History Museum</td><td>23/03/2016</td><td>Collections purch. (Non-Capos)</td><td>L&A Collections & Services Team</td><td>Bardays HMG Procurement C</td><td>EXP-IR0101610994</td><td>-79.00</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>23/03/2016</td><td>Collections purch. (Non-Capos)</td><td>L&A Collections & Services Team</td><td>Bardays HMG Procurement C</td><td>EXP-IR0101610994</td><td>39.00</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>23/03/2016</td><td>Collections purch. (Non-Capos)</td><td>L&A Collections & Services Team</td><td>Bardays HMG Procurement C</td><td>EXP-IR0101610994</td><td>65.00</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>23/03/2016</td><td>Collections purch. (Non-Capos)</td><td>L&A Collections & Services Team</td><td>Bardays HMG Procurement C</td><td>EXP-IR0101610994</td><td>235.49</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>23/03/2016</td><td>Collections purch. (Non-Capos)</td><td>L&A Collections & Services Team</td><td>Bardays HMG Procurement C</td><td>EXP-IR0101610994</td><td>36.00</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>23/03/2016</td><td>Collections purch. (Non-Capos)</td><td>L&A Collections & Services Team</td><td>Bardays HMG Procurement C</td><td>EXP-IR0101610994</td><tt style="color: red;">85.00<br/></tt>                                                             <br/><br/><span style="color: red;">5.88<br/></span> </tr><br/><tr><span style="color: red;">5.88<br/></span></tr><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/>...<div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></div><div class="line-breaker" style="border-bottom: 1px solid black;"></di Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-080001161097.</td> <td></td> <td>500.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-080001161097.</td> <td></td> <td>511.28</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Advertising</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-080001161097.</td> <td></td> <td>505.00</td> <td></td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/03/2016 Prof. Fees excl Legal & Audit 1111293333 2,700.00 809 707 06</td> </tr> <tr style="border-top: 1px solid black;"> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Exhibition Construction / Hire</td> <td>Programme Group (Temporary Exhibits)</td> <td>Scarlets Quality Plants</td> <td></td> <td>1,494.23</td> <td></td> </tr> <tr style="border-top: 1px solid black;"> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Exhibition Construction / Hire</td> <td>Programme Group (Temporary Exhibits)</td> <td>Scarlets Quality Plants</td> <td></td> <td>733.64</td> <td></td> </tr> <tr style="border-top: 1px solid black;"> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Exhibition Construction / Hire</td> <td>Programme Group (Temporary Exhibits)</td> <td>Scarlets Quality Plants</td> <td></td> <td>4,996.00</td> <td></td> </tr> <tr style="border-top: 1px solid black;"> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Exhibition Construction / Hire</td> <td>Programme Group (Temporary Exhibits)</td> <td>Scarlets Quality Plants</td> <td></td> <td>846.00</td> <td></td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 10/03/2016 Consumables / Sundry (non Stat) LS Collections Entomoravia 1616 2,148.36 6622130172 </td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 10/03/2016 Consumables / Sundry (non Stat) LS Collections Entomoravia 1616 626.35 6622130172 </td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 10/03/2016 Consumables / Sundry (non Stat) LS Collections Entomoravia 1618 32.50 6622130172 </td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/03/2016 Agency Staff Risk & Assurance Marks Settin 187129 1,225.60 892 2071.22 </td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/03/2016 Agency Staff Risk & Assurance Marks Settin 187129 6.36 892 2071.22 </td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/03/2016 HR Outsourced Services Contracts Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Human Resources - Ops Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI21592886e Childcare Voucher's Ltd INI2159 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Travel-Air Passenger Transport</td> <td>Audience Development</td> <td>Key Travel</td> <td>50329113</td> <td>658.35</td> <td>362 3348 61</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>10/03/2016</td> <td>Science Outsourced Services</td> <td>ES Consultancy</td> <td>Iudin Denis Sergeevich</td> <td>SAMPLES</td> <td>1,213.27</td> <td></td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Special Event Costs</td> <td>Events (South Kan)</td> <td>Wilson James Ltd</td> <td>90030182</td> <td>5,206.91</td> <td>546 1539 38</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>Illumina UK Ltd.</td> <td>7020093334</td> <td>662.15</td> <td>726 0351 59</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>Illumina UK Ltd.</td> <td>7020093334</td> <td>3,933.00</td> <td>726 0351 59</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>Illumina UK Ltd.</td> <td>7020093335</td> <tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tt></tt><tbody> <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS<br>The NHM Trading Company LT<br>17/03/2016<br>Special Event Costs<br>Events (South Kan)<br>PCL Cleaning<br>419678<br>$6,922.33<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4<br>AH4 <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT 17/03/2016 Agency Staff Content Development - Broadcast Spring Personnel 536936 $1,064.50 232 $379 $75 <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS Natural History Museum 31/03/2016 Exhibition Construction / Hire Museum Programme Group (PEG) Frame Set & Match Ltd SK801 $2,325.00 $12 $299 $52 <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT 17/03/2016 Rechargeable Costs Events (South Kan) Cover It Lip Ltd. AHH87 $2,050.00 $75 $7879 $7 <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS Natural History Museum 31/03/2016 Exhibition Construction / Hire Programme Group (Temporary Exhibits) Manfred Wahl AHH87 $88.88 $56 $888 $7 <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS Natural History Museum 31/03/2016 Consumables / Sundry (non Stat) Programme Group (Temporary Exhibits) Manfred Wahl AHH87 $88.88 $56 $888 $7 <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. AHH87 $2,050.00 $75 $7879 $7 Programme Group (Temporary Exhibits) Manfred Wahl AHH87 $88.88 $56 $888 $7 Programme Group (Temporary Exhibits) Manfred Wahl AHH87 $88.88 $56 $888 $7 <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. AHH87 $2,050.00 $75 $7879 $7 Programme Group (Temporary Exhibits) Manfred Wahl AHH87 $88.88 $56 $888 $7 Programme Group (Temporary Exhibits) Manfred Wahl AHH87 $88.88 $56 $888 $7 <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. AHH87 $2,050.00 $75 $7879 $7 Programme Group (Temporary Exhibits) Manfred Wahl AHH87 $88.88 $56 $888 $7 Programme Group (Temporary Exhibits) Manfred Wahl AHH87 $88.88 $56 $888 $7 <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. AHH87 $2,050.00 $75 $7879 $7 Programme Group (Temporary Exhibits) Manfred Wahl AHH87 $88.88 $56 $888 $7 Programme Group (Temporary Exhibits) Manfred Wahl AHH87 $88.88 $56 $888 $7 <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. AHH87 $2,050.00 $75 $7879 $7 Programme Group (Temporary Exhibits) Manfred Wahl AHH87 $88.88 $56 $88 <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. AHH <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. <tr style="border-top: double;"> <td colspan="9" style="text-align: center;">DCMS The NHM Trading Company LT Natural History Museum Natural History Museum Rechargeable Costs Exhibition Construction / Hire Consumables / Sundry (non Stat) Events (South Kan) Cover It Lip Ltd. <tr style="border-top: double;"> <td colspan " Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Content Development - Broadcast</td> <td>Finger on the Button Ltd</td> <td>083334</td> <td>1,200.00</td> <td>102 2631 74</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Content Development - Broadcast</td> <td>Finger on the Button Ltd</td> <td>083334</td> <td>600.00</td> <td>102 2631 74</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Content Design</td> <td>Spring Personnel</td> <td>5395936</td> <td>512.00</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Events (South Ken)</td> <td>Paster Creative Communicat</td> <td>5801</td> <td>2,000.00</td> <td>729 6937 81</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Production Services Engineering</td> <td>Bardays HMG Procurement C EXP-AP601161092</td> <td></td> <td>6.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Production Services Engineering</td> <td>Bardays HMG Procurement C EXP-AP601161092</td> <td></td> <td>114.99</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Production Services Engineering</td> <td>Bardays HMG Procurement C EXP-AP601161092</td> <td></td> <td>486.70</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Production Services Engineering</td> <td>Bardays HMG Procurement C EXP-AP601161092</td> <td></td> <td>39.66</td> <td></td> </tr><tr><td colspan="9"></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>23/03/2016<br/></td><td>Equip. Purch. & Hire (non IT / office)</td><td>CRL Conservation Centre<br/></td><td>Bardays HMG Procurement C EXP-JGBOI161096<br/></td><td></td><td>1,793.84<br/></td><td></td></tr><tr><td>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)</th><th>Seller Name(s) or Third Party(s)</th><th>Seller Code(s) or Third Party Code(s)</th><th>Total Amount (GBP)</th><th>Total VAT Amount (GBP)</th><th>Total Amount Including VAT (GBP)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><th>Total VAT Rate (%)<br>(if applicable)</th><thalink style="border-bottom: double;">Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicable) Total VAT Rate (%) (if applicab l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l ll <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)<table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)<table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)<table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)<table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)<table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)<table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)<table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)<table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)<table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)<table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)<table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)<table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)<table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)<table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)<table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)<table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)<table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)<table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th>Description of Work or Service Provided by Supplier(s) or Third Party(s)<table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align:center"> <th>Description of Work or Service Provided by Supplier(s) o... Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Postage & Couriers</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-Z501016109X</td> <td>6.57</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMG Procurement C</td> <td>EXP-Z501016109X</td> <td>20.42</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMG Procurement C</td> <td>EXP-Z501016109X</td> <td>30.16</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMG Procurement C</td> <td>EXP-Z501016109X</td> <td>30.41</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Postage & Couriers</td> <td>ES Department Mgmt Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-Z501016109X</td> <td>30.41</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMG Procurement C</td> <td>EXP-Z501016109X</td> <td>32.02</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMG Procurement C</td> <td>EXP-Z501016109X</td> <td>30.41</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMG Procurement C</td> <td>EXP-Z501016109X</td> <td>40.88</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Bardays HMG Procurement C</td> <td>EXP-Z501016109X</td> <td>35.39</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 23/03/2016 Postage & Couriers LS Collections Bardays HMG Procurement C EXP-Z501016109X 35.39 44.45 44.45 44.45 44.45 44.45 44.45 44.45 44.45 44.45 44.45 44.45 44.45 44.45 44.45 44.45 44.45 44.45 44.45 44.45 44.45 44.45 44.45 44.45 44.45 44.45 88.88 88.88 88.88 88.88 88.88 88.88 88.88 88.88 88.88 88.88 88.88 88.88 88.88 88.88 88.88 88.88 88.88 88.88 88.88 88.88 977777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Accommodation</td> <td>ES Mineral & Planetary Sciences Divisio</td> <td>Bardays HMG Procurement C EXP-Z5I01I16I99</td> <td></td> <td>131.46</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Conference (Delegate) Fees</td> <td>ES Mineral & Planetary Sciences Divisio</td> <td>Bardays HMG Procurement C EXP-Z5I01I16I99</td> <td></td> <td>176.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>OIL Conservation Centre</td> <td>Bardays HMG Procurement C EXP-Z5I01I16I99</td> <td></td> <td>230.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Postage & Couriers</td> <td>ES Collections</td> <td>Bardays HMG Procurement C EXP-Z5I01I16I99</td> <td></td> <td>30.16</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Postage & Couriers</td> <td>ES Collections</td> <td>Bardays HMG Procurement C EXP-Z5I01I16I99</td> <td></td> <td>23.14</td> <td></td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align: right;">Total Amount: 784.74 EUR<br/>VAT Amount: 78.47 EUR<br/>VAT Rate: 23%<br/></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/></tr> <tr style="border-top: 1px solid black;"> <td colspan="8" style="text-align: right;">Total VAT Amount: 78.47 EUR<br/></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="background-color: #f2f2f2;"> <th rowspan="2">Department Family</th> <th rowspan="2">Entity Description (if applicable)</th> <th rowspan="2">Date (YYYY-MM-DD)</th> <th rowspan="2">Expense Type Description (if applicable)</th> <th rowspan="2">Expense Area Description (if applicable)</th> <th rowspan="2">Supplier Description (if applicable)</th> <th rowspan="2">Transaction Number Description (if applicable)</th> <th rowspan="2">Amount Description (if applicable)</th> <th rowspan="2">VAT Registration Number Description (if applicable)</th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th> <th rowspan="2"></th><tbody style="background-color: #ffffff;"> <tr style="background-color: #ffffff;"> <th colspan="3" style="text-align: center;">DCMS Natural History Museum Conference (Delegate) Fees Learning Strategy & Research Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001I16I93 Bardays HMG Procurement C EXP-EPX001 I 8.8. 8.8. 8.8. 8.8. 8.8. 8.8. 8.8. 8.8. 8.8. 8.8. 8.8. 8.8. 8.8. 8.8. 8.8. 8.8. 8.8. 8.8. 8.8. 8.8. 8.8. 8.8. 8.8. 8.8. 8.8.</table> <table style="width: 55%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="background-color: #f2f2f2;"> <th colspan="4" style="text-align: center;">DCMS Natural History Museum IT Costs L&A Digital Services Team L&A Collections & Services Team L&A Museum Archives & Records Mgmt L&A Collections & Services Team Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources) Picture Library (Image Resources)</table> <table style="width: 55%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="background-color: #f2f2f2;"> <th colspan="4" style="text-align: center;">DCMS Natural History Museum Training Training Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail TransportTravel Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Train Buss Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Trains Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Visitor Events</td> <td>Spring Personnel</td> <td>S369351</td> <td>86.71</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Content Design</td> <td>Spring Personnel</td> <td>S399304</td> <td>653.94</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Content Design</td> <td>Spring Personnel</td> <td>S399781</td> <td>653.94</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Health & Safety Services</td> <td>JonActive Consulting</td> <td>JAC 2041</td> <td>1,200.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Freelancers / Self Empld cont.</td> <td>Membership</td> <td>Kate Whittington</td> <td>04/03/16</td> <td>1,425.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Finance</td> <td>Spring Personnel</td> <td>S369356</td> <table><tbody><tr><th></th><th></th><th></th></tr><tr><th colspan="3">Amounts:</th></tr><tr><th></th><th>$232,3479.75 (VAT included)</th><th></th></tr></tbody></table></tr><tr><table><tbody><tr><th></th><th></th><th></th></tr><tr><th colspan="3"></th></tr></tbody></table></tr><tr><table><tbody><tr><th></th><th></th><th></th></tr><tr><th colspan="3"></th></tr></tbody></table></tr><tr><table><tbody><tr><th></th><th></th><th></th></tr><tr><th colspan="3"></th></tr></tbody></table></tr><tr><table><tbody><tr><th></th><th></th><th></th></tr><tr><th colspan="3"></th></tr></tbody></table></tr><tr><table><tbody><tr><th></th><th></th><th></th></tr><tr><th colspan="3"></th></tr></tbody></table></tr><tr><table><tbody><tr><th></th><th></th><th></th></tr><tr><th colspan="3"></th></tr></tbody></table></tr><tr><table><tbody><tr><th></th><th></th><th></th></tr><tr><th colspan="3"></th></tr></tbody></table></tr><tr><table><tbody><tr><th colspan="8">DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS National Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Estates Buildings Projects</td> <td>Emcor Facility Services Ltd</td> <td>00413688LJ</td> <td>474.15</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Estates Buildings Projects</td> <td>Emcor Facility Services Ltd</td> <td>00413688LJ</td> <td>88.54</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Projects</td> <td>Emcor Facility Services Ltd</td> <td>00413610RJ</td> <td>4,678.62</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Site Preparation / Demolition</td> <td>Museum Programme Group (REG)</td> <td>Mansfield Wahl</td> <td>A37</td> <td>1,454.00</td> <td>546 1680 37</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Museum Programme Group (REG)</td> <td>Mansfield Wahl</td> <td>A37</td> <td>380.00</td> <td>546 1680 37</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>LS Collections</td> <td>Mansfield Wahl</td> <td>A37</td> <td>1,000.00</<td></th><th colspan="2">546<br/>1680<br/>37<br/></th></tr><tr><th rowspan="2">DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></th><th rowspan="2">Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\| Natural History Museum\|自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史博物馆自然历史文化博物馆文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物館文化博物體文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博馆体文博體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體體休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休休修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正修正正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正確正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确正确错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错误错 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202484</td> <td>12,762.75</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202485</td> <td>1,670.62</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202486</td> <td>1,670.62</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202487</td> <td>5,303.20</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202488</td> <td>1,121.12</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202483</td> <br/>                                                              803.00<br/>      &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp; &ensp;</br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensp; </br>&ensi ... 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(continued) Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>ES Vertebrates & Anthropology Palaeoct</td> <td>Buehler Limited</td> <td>JMV117773</td> <td>14.00</td> <td>894 5207 93</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202430</td> <td>2,502.41</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202431</td> <td>1,000.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202419</td> <td>630.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202421</td> <td>600.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202428</td> <td>1,800.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202485</td> <td>1,000.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>HRE Outsourced Services Contracts</td> <td>Health & Safety Services Imperial College Healthcare T HJl28663t 2,332.48 </td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br></table> <table cellspacing="0"> <tr style="vertical-align:top;"> <th colspan="3">DCMS Natural History Museum 17/83/2016 IT Costs Technology Solutions Apple Distribution Internator 4536379935 1,154.00<br></th></tr></tbody></table> <table cellspacing="0"> <tr style="vertical-align:top;"> <th colspan="3">DCMS Natural History Museum 17/83/2016 Prof. Fees excl Legal & Audit Museum Programme Group (PEG) Adams Environmental Ltd 22127 1,350.00 437 3387 34<br></th></tr></tbody></table> \<page_number>21/04/2016<br>\</page_number> \<page_number>194<br>\</page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Visitor Engagement Welcome and Serv</td> <td>Step Ahead</td> <td>08118079</td> <td>1,884.38</td> <td>181 043 04</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Human Resources - Ops</td> <td>Spring Personnel</td> <td>5369083</td> <td>712.80</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td></td> <td>AKA Promotions Ltd</td> <td>L1 202429</td> <td>7,507.50</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Estates Buildings Ops</td> <td>Larch Consulting Ltd</td> <td>5672</td> <td>4,525.00</td> <td>660 8915 15</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Energy Services Unitary Charge</td> <td>SS CHIP Bakehouse</td> <td>Vital Energi</td> <td>SI-16481</td> <td>1,088.00</td> <td>764 5182 15</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Training</td> <td></td> <td>Hr Organisational Development Productie Ltd HR Organisational Development Productie Ltd HR Organisational Development Productie Ltd HR Organisational Development Productie Ltd HR Organisational Development Productie Ltd HR Organisational Development Productie Ltd HR Organisational Development Productie Ltd HR Organisational Development Productie Ltd HR Organisational Development Productie Ltd HR Organisational Development Productie Ltd HR Organisational Development Productie Ltd HR Organisational Development Productie Ltd HR Organisational Development 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hroorganisaion developemt productedt hroorganisaion developemt productedt hroorganisaion developemt productedt hroorganisaion developemt productedt hroorganisaion developemt productedt hroorganisaion developemt productedt hroorganisaion developemt productedt hroorganisaion developemt productedt hroorganisaion developemt productedt hroorganisaion developemt productedt hroorganisaion developemt productedt hroorganisaion developemt productedt hroorganisaion developemt productedt hroorganisaion developemt productedt hroorganisaion developemt productedt hroorganisaion developemt productedt hroorganisaion developemtproductetd tHRO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement pro duct ed tH RO organi sation d evelop ement productetd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem ent pr oduct etd tHR O organisat ion deve lopem en Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Retail (South Ken)</td> <td>Target Group</td> <td>53425</td> <td>9,323.58</td> <td>118 9313 10</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Retail (South Ken)</td> <td>Target Group</td> <td>53425</td> <td>799.89</td> <td>118 9313 10</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Retail (South Ken)</td> <td>Spring Personnel</td> <td>5368585</td> <td>5,164.96</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Retail (South Ken)</td> <td>Spring Personnel</td> <td>5368585</td> <td>2,113.99</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Cornflower Limited</td> <td>42956</td> <td>2,387.00</td> <td>678 7954 52</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Cornflower Limited</td> <td>42969</td> <td>1,000.00</td> <td>678 7954 52</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Cornflower Limited</td> <td>42972</td> <em style="font-weight: bold;">1,203.50 </em><br><em style="font-weight: bold;">678 </em><em style="font-weight: bold;">7954 </em><em style="font-weight: bold;">52 </em><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></table> <table cellspacing="0"> <tr style="height: auto;"> <td style="width: auto; vertical-align: top;"> <page_number>21/04/2016<br/><page_number>196<br/></page_number> <table cellspacing="0" style="width: auto; border-collapse: collapse;"> <tr style="height: 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class='<img>' src='/images/image.png'></img>' alt='' title='' /> ``` Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Deluxebase Ltd</td> <td>00050636</td> <td>1,570.16</td> <td>647 6600 22</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Brandart Ltd</td> <td>37438</td> <td>818.40</td> <td>625 5142 57</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>British Fossils</td> <td>SIN822997</td> <td>1,511.12</td> <td>423 8925 60</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bachmann Europe Plc.</td> <td>SIN0151396</td> <td>1,253.66</td> <td>531 9887 12</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Global Solutions for Clothing</td> <td>32691</td> <td>1,160.00</td> <td>806 2879 13</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Deluxebase Ltd</td> <td>00059804</td> <td>1,243.18</td> <td>647 6600 22</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT The NHM Trading Company LT</th td><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><<th></table> <table> <tr> <td rowspan="2">DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality Houseuseum NC MS Nationality House museumNC M SNationalty HousemuseNC M SNationalty HousemuseNC M SNationalty HousemuseNC M SNationalty HousemuseNC M SNationalty HousemuseNC M SNationalty HousemuseNC M 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n c Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Sci Directorate</td> <td>GBIF</td> <td>2016-UK-NHM</td> <td>12,132.70</td> <td></td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Tring Retail</td> <td>Dalwebbase Ltd</td> <td>00050551</td> <td>1,066.26</td> <td>647 6600 22</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>10/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Directorate</td> <td>Ecsite</td> <td>16722074-A</td> <td>1,258.77</td> <td>0443655135</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>10/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Stobbe-Oberglas GmbH</td> <td>200J1081679-A</td> <td>81.19</td> <td>U14980706</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>10/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Stobbe-Oberglas GmbH</td> <td>200J1081679-A</td> <td>589.76</td> <td>U14980706</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>10/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Stobbe-Oberglas GmbH</td> <td>200J1081679-A</td> <td>-3,268.71</td> <td>U14980706</td> </tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Studentship Costs Sci Directorate University of Southampton 44179795 2,034.62 568 6394 14<br></tr><tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Science Outsourced Services Sci Directorate University of Southampton 44179795 8,059.38 568 6394 14<br></tr><tr><td colspan="9">DCMS Natural History Museum 08/03/2016 Science Outsourced Services ES Economic & Environmental Earth Sc Omac Laboratories Limited 3472817-A 9,603.46 4572818M<br></tr><tr><td colspan="9">DCMS Natural History Museum 31/03/2016 Freelancers / Self Employed Content Development - Learning Prog J. A. Preece 2016jDQD7 751.00<br></tr><tr><td colspan="9">DCMS Natural History Museum 08/03/2016 IT Costs LS Department Mgmt Team Apple Distribution Intemator 4530665597-A 1,067.00<br></tr><tr><td colspan="9">DCMS Natural History Museum 31/03/2016 Science Outsourced Services LS Plants Division Lucy T Smith LS3O64 1,000.00<br></tr><tr><td colspan="9">DCMS Natural History Museum 31/03/2016 Science Outsourced Services LS Plants Division Lucy T Smith LS3O64 242.77<br></tr><tr><td colspan="9">DCMS Natural History Museum 31/03/2016 Science Outsourced Services LS Plants Division Lucy T Smith LS3O64 327.23<br></tr><tr><td colspan="9">DCMS Natural History Museum 08/03/2016 Work In Progress Publishing Gorengiaki task atoritve d.o.o. 646tI4-A 2,436.50 52fH55I14I<br></tr><tr><td colspan="9">21/04/2016<br></tr><tr><td colspan="9"><page_number>I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I98 I <img>A table showing details of expenses for the Natural History Museum.</img></page_number></table Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Marketing</td> <td>Morris Hargreaves McIntyre</td> <td>100525</td> <td>3,710.00</td> <td>696 3813 88</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Marketing</td> <td>Morris Hargreaves McIntyre</td> <td>100526</td> <td>7,842.50</td> <td>696 3813 88</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>08/03/2016</td> <td>Subscriptions & Corp. Partnerships</td> <td>Sci Directorate</td> <td>CETAF</td> <td>2016/05-A</td> <td>7,582.94</td> <td>083568249</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Production Services Special Effects</td> <td>A.C. Entertainment Technolo</td> <td>116279563</td> <td>4,523.27</td> <td>370 1246 84</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>IT Costs</td> <td>LS Department Mgmt Team</td> <td>Dell Computer Corporation Ltd.</td> <td>7402272821</td> <td>535.00</td> <td>635 8235 28</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Visitor Engagement Welcome and Servi...</td> <td>Spring Personnel</td> <td>5369362</td> <td>38,578.89</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Technology Solutions</td> <td>Spring Personnel</td> <td>5369347</td> <table><tbody><tr><th style="text-align: right;">567.00<br/>232<br/>3479<br/>75<br/></th></tr></table></tr><tr><th style="text-align: left;">DCMS<br/>Natural History Museum<br/>17/03/2016<br/>Agency Staff<br/>Human Resources - Ops<br/>Spring Personnel<br/>5357749<br/>695.77<br/>232<br/>3479<br/>75<br/></th></tr><tr><th style="text-align: left;">DCMS<br/>Natural History Museum<br/>17/03/2016<br/>Special Event Costs<br/>Visitor Events<br/>Benugo<br/>I8O43O1D9O4B1<br/>10,026.09<br/>765<br/>3217<br/>26<br/></th></tr><tr><th style="text-align: left;">DCMS<br/>Natural History Museum<br/>17/03/2016<br/>Build & Eng Reactive Maintenance<br/>Estates Buildings Projects<br/>Romford Insulations Ltd<br/>S335<br/>8,740.00<br/>788<br/>6029<br/>77<br/></th></tr><tr><th style="text-align: left;">DCMS<br/>Natural History Museum<br/>17/03/2016<br/>Accommodation<br/>Audience Development Management<br/>Key Travel<br/>S8331940<br/>759.74<br/>362<br/>3348<br/>61<br/></th></tr></tbody></table> \<page_number>21/04/2016 \<page_number>199 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Science Outsourced Services</td> <td>Sci Resources - Research Coordination</td> <td>Helix Advisory Service Ltd</td> <td>HE 1058</td> <td>991.57</td> <td>842 8492 03</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Assets under Construction</td> <td>Estates Buildings Projects</td> <td>ME Construction Limited</td> <td>S/16030002</td> <td>47,517.60</td> <td>912 2967 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Accommodation</td> <td>Sci Resources - Research Coordination</td> <td>Harrington Gardens House Lt</td> <td>KH102/16</td> <td>759.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Accommodation</td> <td>Sci Resources - Research Coordination</td> <td>Harrington Gardens House Lt</td> <td>KH102/16</td> <td>1,193.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Furniture</td> <td>LS Department Mgmt Team</td> <td>Godfrey Syrett</td> <td>101137</td> <td>461.50</td> <td>698 5991 58</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Furniture</td> <td>LS Department Mgmt Team</td> <td>Godfrey Syrett</td> <td>101137</td> <td>80.00</td> <td>698 5991 58</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Estates Security SKs</td> <td>Rensselaer Ltd.</td> <td>113862.</td> <td>985.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Accommodation</td> <td>Sci Resources - Research Coordination</td> <td>Harrington Gardens House Lt.</td> <td>KH102/16.</td> <td>868.00</td> <td></td> </tr><tr style="border-top: 1px solid black;"> <td rowspan="2">DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></tr><tr><td colspan="2"></table><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><hr/> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00410707RJ</td> <td>1,375.53</td> <td>188-4140-46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00410708RJ</td> <td>3,740.72</td> <td>188-4140-46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Building Ops</td> <td>Emcor Facility Services Ltd</td> <td>00410709RJ</td> <td>4,023.07</td> <td>188-4140-46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Building & Engineering PPM</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00410710RJ</td> <td>1,633.01</td> <td>188-4140-46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00410711RJ</td> <td>2,716.83</td> <td>188-4140-46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Building & Engineering PPM</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd.</td> <td>00410712RJ.</td> <td>1,982.78</td> <td>188-4140-46.</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops.</tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td></tdd <td><page_number><page_number/></page_number><page_number><page_number/></page_number><page_number><page_number/></page_number><page_number><page_number/></page_number><page_number><page_number/></page_number><page_number><page_number/></page_number><page_number><page_number/></page_number><page_number><page_number/></page_number><page_number><page_number/></page_number><page_number><page_number/></page_number><page_number><page_number/></page_number><page_number><page_number/></page_number><page_number><page_number/></page_number><page_number><page_number/></page_number><page_number><page_number/></page_number><page_number><page_number/></page_number><page_number><page_number/></page_number><page_number><page_number/></page_number><page_page_num_2>/<total_pages_2>/ Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Building & Engineering PPM</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00410719RU</td> <td>991.08</td> <td>188 -4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00410720RI</td> <td>2,670.50</td> <td>188 -4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00410721RI</td> <td>1,673.44</td> <td>188 -4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00410722RI</td> <td>1,549.89</td> <td>188 -4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00410723RI</td> <td>2,230.13</td> <td>188 -4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</<td></th><th colspan="2">00410724RI<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></th></tr></tbody></table> <table cellspacing="none"> <tr style="background-color: #e6e6e6;"> <td style="padding:5px;">DCMS<br>Natural History Museum<br>17/03/2016<br>Estates Buildings Projects<br>Estates Buildings Projects<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Buildings Ops<br>Estates Building Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00410732RJ</td> <td>1,471.50</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00410733RJ</td> <td>3,997.74</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00410734RJ</td> <td>1,054.03</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00410735RJ</td> <td>3,842.25</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00410736RJ</td> <td>1,289.25</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00410737RJ</td> <td>1,618.43</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd</td> <td>00410738RJ</td> <td>1,104.61</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Ops</td> <td>Emcor Facility Services Ltd.</td> <td>00410739RJ.</td> <td>970.32<br/>970.32<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 46<br/>988 4140 55<br/>988 55<br/></table> <table cellspacing="2"> <thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></table> <table cellspacing="2"> <thead><tr><th></th><th></th><th></th><th></th><th></th><th></table> <table cellspacing="2"> <thead><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody><tr><table cellspacing="2"><tbody/><tr/></thead></tfoot></table></tfoot></tbody></table/></thead></tfoot></tbody></table/></thead></tfoot></tbody></table/></thead></tfoot></tbody></table/></thead></tfoot></tbody></table/></thead></tfoot></tbody></table/></thead></tfoot></tbody></table/></thead></tfoot></tbody></table/></thead></tfoot></tbody></table/></thead></tfoot></tbody></table/></thead></tfoot></tbody></table/></thead></tfoot></tbody></table/></thead></tfoot></tbody></table/></thead></tfoot></tbody></table/></thead></tfoot></tbody></table/></thead></tfoot></tbody></table/></thead></tfoot></tbody></table/></thead> <table cellspacing="2"> <thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr> <th colspan='5'></thead> <tr Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202415</td> <td>1,121.12</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202475</td> <td>900.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202476</td> <td>900.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202449</td> <td>1,345.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202443</td> <td>725.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202450</td> <th colspan="3">12,762.75<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></th></tr></tbody></table> <table cellspacing="0" cellpadding="5"> <tr style="vertical-align:top;"> <td style="width:5%;"><strong>Date:</strong></th>                                  <strong style="color:red;">21/04/2016<br> </strong></th>    <th style="width:95%;"><strong style="color:red;">204<br> </strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style="color:red;">Page No.</strong></th>  <th style="width:5%;"><strong style=""> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202439</td> <td>900.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202440</td> <td>-4,853.80</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202438</td> <td>750.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202437</td> <td>1,000.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202436</td> <td>1,400.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202432</td> <td>1,200.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202422</td> <td>1,000.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Special Event Costs</td> <td>Marketing<br>Benugo<br>J8OB1O1DQWJ5M7O<br>Tyrell Katz Ltd<br>Tyrell Katz Ltd<br>The Source Ltd<br>SI: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495<br>The Source Ltd<br>Si: 1B8495...<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></table> <table style="width: auto;"> <tr style="height: auto;"> <th style="text-align:left;">From :</th> <th style="text-align:left;">To :</th> <th style="text-align:left;">Date :</th> <th style="text-align:left;">Time :</th> <th style="text-align:left;">Page No.</th> <th style="text-align:left;">Total Amount :</th> <th style="text-align:left;">Total VAT :</th> <th style="text-align:left;">Total Line Items :</th> <th style="text-align:left;">Total Lines :</th> <th style="text-align:left;">Total Lines (Including VAT) :</th> <th style="text-align:left;">Total Lines (Excluding VAT) :</th> <th style="text-align:left;">Total Lines (Including VAT) (Currency) :</th> <th style="text-align:left;">Total Lines (Excluding VAT) (Currency) :</th> <th style="text-align:left;">Total Lines (Including VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Excluding VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Including VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Excluding VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Including VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Excluding VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Including VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Excluding VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Including VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Excluding VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Including VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Excluding VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Including VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Excluding VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Including VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Excluding VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Including VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Excluding VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Including VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Excluding VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Including VAT) (Currency) (Other Than £)</th> <th style="text-align:left;">Total Lines (Excluding VAT) (Currency) Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>H Grossman Limited</td> <td>0000205174</td> <td>1,227.52</td> <td>299 2528 13</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>RGM Products Limited</td> <td>2128</td> <td>2,654.40</td> <td>842 6797 88</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Pyramid Posters</td> <td>574034</td> <td>1,431.30</td> <td>566 0975 09</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Outstanding Map Distributors Ltd.</td> <td>0003026367</td> <td>730.00</td> <td>873 7865 65</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Prodigi UK Limited</td> <td>125487</td> <td>3,960.00</td> <td>183 5130 19</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Poitage & Couriers</td> <td>Retail (South Ken)</td> <td>Prodigi UK Limited</td> <td>125487</td> <td>19.95</td> <td>183 5130 19</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Rockshop Wholesale Co.</td> <td>54325</td> <td>7,297.00</td> <td>183 6395 33</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Greet Gnomos Ltd.</td> <td>229583</td> <td>1,477.08</td><td>697 4395 69</td></tr><tr><th colspan="9"></th></tr><tr><th rowspan="2">DCMS<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company 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III III III III III III III III III III III III III III III III III III III III III III III III III III IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXI X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX 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<page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_number></page_number><page_page_=""><p>This document is the property of The Natural History Museum and may not be reproduced or used for any other purpose without prior written permission from the Museum.</p> <p>This report has been generated by the Freedom of Information System at The Natural History Museum.</p> <p>This report was generated on: 21/04/2016 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Information System version: 4.4.4.</p> <p>This report was created using the Freedom of Information System version: 4.4.4.</p> <p>This report was created using the Freedom of Information System version: 4.4.4.</p> <p>This report was created using the Freedom of Information System version: 4.4.4.</p> <p>This report was created using the Freedom of Information System version: 4.4.4.</p> <p>This report was created using the Freedom of Information System version: 4.4.4.</p> <p>This report was created using the Freedom of Information System version: 4.4.4.</p> <p>This report was created using the Freedom of Information System version: 4.4.4.</p> <p>This report was created using the Freedom of Information System version: 4.4.4.</p> <p>This report was created using the Freedom of Information System version: 4.4.4.</p> <p>This report was created using the Freedom of Information System version: 4.4.4.</p> <p>This report was created using the Freedom of Information System version: 4.4.4.</p> <p>This report was created using the Freedom of Information System version: 4.4.4.</p> <p>This report was created using the Freedom of Information System version: 4.4.4.</p> <p>This report was created using the Freedom of Information System version: 4.4.4.</p> <p>This report was created using the Freedom of Information System version: 4.4.4.</p> <p>This report was created using the Freedom of Information System version: 4.4.4.</p> <p>This report was created using the Freedom of Information System version: 4.4.4.</p> <p>This report was created using the Freedom of Information System version: 4. Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>The Shackleton Design & Ma</td> <td>JNV-O38I</td> <td>2,098.46</td> <td>108 1870 25</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Deluxebase Ltd</td> <td>00050715</td> <td>1,086.48</td> <td>647 6600 22</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Ravensden PLC</td> <td>OPJ3999700</td> <td>2,516.88</td> <td>486 5098 02</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Great Gizmos Ltd</td> <td>229711</td> <td>1,512.06</td> <td>697 4395 69</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>The House of Dorchester Ltd</td> <td>I0099387</td> <td>2,542.50</td> <td>750 5937 19</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>The Lagoon Group</td> <td>168851</td> <table><tbody><tr><th></th><th></th><th></th><th></th></tr><tr><th colspan="4">Invoice Details:</th></tr><tr><th></th><th></th><th></th><th></th></tr><tr><th>SIN/CHN No.</th><th>Description of Goods / Services Provided / Work Performed / Activity Carried Out / Project Name / Event Name / Other Description of Goods / Services Provided / Work Performed / Activity Carried Out / Project Name / Event Name / Other Description of Goods / Services Provided / Work Performed / Activity Carried Out / Project Name / Event Name / Other Description of Goods / Services Provided / Work Performed / Activity Carried Out / Project Name / Event Name / Other Description of Goods / Services Provided / Work Performed / Activity Carried Out / Project Name / Event Name / Other Description of Goods / Services Provided / Work Performed / Activity Carried Out / Project Name / Event Name / Other Description of Goods / Services Provided / Work Performed / Activity Carried Out / Project Name / Event Name / Other Description of Goods / Services Provided / Work Performed / Activity Carried Out / Project Name / Event Name / Other Description of Goods / Services Provided / Work Performed / Activity Carried Out / Project Name / Event Name / Other Description of Goods / Services Provided / Work Performed / Activity Carried Out / Project Name / Event Name / Other Description of Goods / Services Provided / Work Performed / Activity Carried Out / Project Name / Event Name / Other Description of Goods / Services Provided / Work Performed / Activity Carried Out / Project Name / Event Name / Other Description of Goods / Services Provided / Work Performed / Activity Carried Out / Project Name / Event Name / Other Description of Goods / Services Provided / Work Performed / Activity Carried Out / Project Name / Event Name / Other Description of Goods / Services Provided / Work Performed / Activity Carried Out / Project Name / Event Name / Other Description of Goods / Services Provided / Work Performed / Activity Carried Out / Project Name / Event Name / Other Description of Goods / <td>Ni174320 Insect Lore Europe SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd SIN46846 Marbel Ltd <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></th></tr><tr><th colspan="9"><strong>Natural History Museum - Freedom of Information Report<br/>From :<br/>To :</strong></table Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Museum Programme Group (PEG)</td> <td>Buro Happold Limited</td> <td>7056729</td> <td>5,445.00</td> <td>639 4230 34</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Museum Programme Group (PEG)</td> <td>Buro Happold Limited</td> <td>7056806</td> <td>2,808.00</td> <td>639 4230 34</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Spring Personnel</td> <td>5358993</td> <td>1,822.59</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Spring Personnel</td> <td>5358993</td> <td>2,462.48</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales - Cloakroom</td> <td>Spring Personnel</td> <td>5358993</td> <td>2,801.91</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>VC Donations & Maps</td> <td>Spring Personnel</td> <td>5358993</td> <td>1,053.32</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Spring Personnel</td> <td>5359506</td> <td>593.12</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Spring Personnel</td> <td>5359490</td> <td>2,356.58</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Spring Personnel</td> <td>5359490</td> <td>1,261.80</td> <td>232 3479 75</td> </tr><tr><th colspan="9">DCMS Natural History Museum 17/03/2016 Prof. Fees excl Legal & Audit Museum Programme Group (PEG) Equans Consulting Limited 2028 2,545.00 979 8817 67 DCMS Natural History Museum 17/03/2016 Prof. Fees excl Legal & Audit Museum Programme Group (PEG) Darnatt Johnson Architects 1207/548/3 19,345.00 DCMS Natural History Museum 23/03/2016 Equip. Purch., & Hire (non IT / office) CRL Imaging & Analytical Xenocs 16FBI374 5,374.79 28 432403566 DCMS Natural History Museum 23/03/2016 Equip. Purch., & Hire (non IT / office) CRL Imaging & Analytical Xenocs 16FBI374 151.66 28 432403566 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>IT Costs</td> <td>Technology Solutions</td> <td>Softech Ltd</td> <td>JMV01332672</td> <td>27,985.00</td> <td>491 0465 03</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Human Resources - Ops</td> <td>Spring Personnel</td> <td>S358594</td> <td>644.86</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Visitor Events</td> <td>Spring Personnel</td> <td>S358839</td> <td>708.84</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Visitor Events</td> <td>Spring Personnel</td> <td>S360608</td> <td>895.72</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Decant / Moving / Recant costs</td> <td>Estates Buildings Projects</td> <td>CBS Relocations Ltd</td> <td>00577</td> <td>3,800.00</td> <td>843 793 95</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Programme Group (Temporary Exhibits)</td> <td>Grab Co.</td> <td>S32111</td> <td>600.00</td> <td>995 2794 53</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Freelancers / Self Employed cont.</td> <td>Programme Group (Temporary Exhibits)</td> <td>Melissa Lewis</td> <td>NMH/09/OU/16</td> <td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></table> <table cellspacing="0" border="1"> <thead style="background-color: #f0f0f0;"> <tr style="text-align: center;"> <th>Description of Activity (Activity Code)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <th>Total Amount (Currency)</th> <table cellspacing="0" border="1"> <thead style="background-color: #f0f0f0;"> <tr style="text-align: center;"> <th>Description of Activity (Activity Code)</th> <table cellspacing="0" border="1"> <thead style="background-color: #f0f0f0;"> <tr style="text-align: center;"> <th>Description of Activity (Activity Code)</th> <table cellspacing="0" border="1"> <thead style="background-color: #f0f0f0;"> <tr style="text-align: center;"> <th>Description of Activity (Activity Code)</th> <table cellspacing="0" border="1"> <thead style="background-color: #f0f0f0;"> <tr style="text-align: center;"> <th>Description of Activity (Activity Code)</th> <table cellspacing="0" border="1"> <thead style="background-color: #f0f0f0;"> <tr style="text-align: center;"> <th>Description of Activity (Activity Code)</th> <table cellspacing="0" border="1"> <thead style="background-color: #f0f0f0;"> <tr style="text-align: center;"> <th>Description of Activity (Activity Code)</th> <table cellspacing="0" border="1"> <thead style="background-color: #f0f0f0;"> <tr style="text-align: center;"> <th>Description of Activity (Activity Code)</th> <table cellspacing="0" border="1"> <thead style="background-color: #f0f0f0;"> <tr style="text-align: center;"> <th>Description of Activity (Activity Code)</th> <table cellspacing="0" border="1"> <thead style="background-color: #f0f0f0;"> <tr style="text-align: center;"> <th>Description of Activity (Activity Code)</th> <table cellspacing="0" border="1"> <thead style="background-color: #f0f0f0;"> <tr style="text-align: center;"> <th>Description of Activity (Activity Code)</th> <table cellspacing="0" border="1"> <thead style="background-color: #f0f0f0;"> <tr style="text-align: center;"> <th>Description of Activity (Activity Code)</th> <table cellspacing="0" border="1"> <thead style="background-color: #f0f0f0;"> <tr style="text-align: center;"> <th>Description of Activity (Activity Code)</th> <table cellspacing="0" border="1"> <thead style="background-color: #f0f0f0;"> <tr style="text-align: center;"> <th>Description of Activity (Activity Code)</th> <table cellspacing="0" border="1"> <thead style="background-color: #f0f0f0;"> <tr style="text-align: center;"> <th>Description of Activity (Activity Code)</th> <table cellspacing="0" border="1"> <thead style="background-color: #f0f0f0;"> <tr style="text-align: center;"> <th>Description of Activity (Activity Code)</th> <table cellspacing="0" border="1"> <thead style="background-color: #f <page_number>21/4/2 <page_number>29 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Energy Services Unitary Charge</td> <td>SS CHIP Bakerhouse</td> <td>Vital Energi</td> <td>SI-16537</td> <td>65,977.33</td> <td>764 518 15</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Estates Systems Maintenance</td> <td>Estates Security SK</td> <td>Atec Security Ltd</td> <td>44812</td> <td>2,000.00</td> <td>431 3211 10</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>VePickle Leasing Costs</td> <td>Estates Management</td> <td>Alphabet (GB) Ltd</td> <td>80054744</td> <td>2,921.40</td> <td>584 5913 19</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Museum Programme Group (PEG)</td> <td>S.J.G. International Ltd</td> <td>SJG160240774</td> <td>330.60</td> <td>110 6453 23</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Museum Programme Group (PEG)</td> <td>S.J.G. International Ltd</td> <td>SJG160240774</td> <td>487.20</td> <td>110 6453 23</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>15/03/2016</td> <td>Postage & Couriers'</td> <td>Museum Programme Group (PEG)</td> <td>S.J.G. International Ltd</td> <td>SJG160240774</td> <td>112.00</td> <td>110 6453 23</td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/03/2016 Storage Costs Estates Management Blakedown Landscapes Oper.</td><td style="text-align: right;">4,240.00 551 3945 40 </td></tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/03/2016 Consumables / Sundry (non Stat) CRL Imaging & Analytical VWR International Ltd SJG3034971 526.38 823 852 25 </td></tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/03/2016 Consumables / Sundry (non Stat) CRL Imaging & Analytical VWR International Ltd SJG3034971 2,67.88 823 852 25 </td></tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/03/2016 Consumables / Sundry (non Stat) CRL Imaging & Analytical VWR International Ltd SJG3034971 341.56 823 852 25 </td></tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/03/2016 Consumables / Sundry (non Stat) VWR International Ltd SJG3034971 14.00 823 852 25 </td></tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/03/2016 Postage & Couriers' CRL Molecular Biology Labs Agent Technologies SJG4886169 18.64 731 6143 59 </td></tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/03/2016 Consumables / Sundry (non Stat) CRL Molecular Biology Labs Agent Technologies SJG4886169 334.00 731 6143 59 </td></tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/03/2016 Consumables / Sundry (non Stat) CRL Molecular Biology Labs Agent Technologies SJG4886169 23.00 731 6143 59 </td></tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 17/03/2016 Bank Charges Retail (South Ken) GfS Cash Solutions (UK) Ltd SJG4886997 1,650.61 238 5962 56 </td></tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum Work In Progress Publishing Season Digital Services SJG4886997 12498 62.10 846 928i.95 </table> \<page_number>2I/04/2IYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIYIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIVVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVIVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUVUUIIUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUIIUUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWUWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWW Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Work In Progress</td> <td>Publishing</td> <td>Saxon Digital Services</td> <td>12498</td> <td>845.50</td> <td>435 9715 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Postage & Couriers</td> <td>CRL Molecular Biology Labs</td> <td>Computer Imprintable Label</td> <td>000201433</td> <td>9.00</td> <td>435 9715 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>Computer Imprintable Label</td> <td>000201433</td> <td>752.20</td> <td>435 9715 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Travel-Air Passenger Transport</td> <td>LS Insects Division</td> <td>Key Travel</td> <td>50331963</td> <td>805.54</td> <td>362 3348 61</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Travel-Air Passenger Transport</td> <td>Bill & Melinda Gates Foundation</td> <td>Key Travel</td> <td>50332965</td> <td>736.55</td> <td>362 3348 61</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Travel-Air Passenger Transport</td> <td>Bill & Melinda Gates Foundation</td> <td>Key Travel</td> <td>S0332974</td> <table><tbody><tr><th colspan="2">Total Amount:</th></tr><tr><th style="text-align:right">VAT:</th><th style="text-align:right">736.55</th></tr><tr><th style="text-align:left">Registration Number:</th><th style="text-align:left">S0332974<br style="color:red">61.</th></tr></tbody></table></tr> <tr style="border-top: double;"> <td style="padding-right: .5em;">DCMS<br>Natural History Museum<br>29/03/2016<br>Touring Objects IP<br>Bardays HMG Procurement C<br>                                                 EXP-IBD012151069:</table></tr> <tr style="border-top: double;"> <td style="padding-right: .5em;">DCMS<br>Natural History Museum<br>29/03/2016<br>Touring Objects IP<br>Bardays HMG Procurement C<br>                  EXP-IBD012151069:</table></tr> <tr style="border-top: double;"> <td style="padding-right: .5em;">DCMS<br>Natural History Museum<br>29/03/2016<br>Touring Objects IP<br>Bardays HMG Procurement C<br>   EXP-IBD012151069:</table></tr> <tr style="border-top: double;"> <td style="padding-right: .5em;">DCMS<br>Natural History Museum<br>29/03/2016<br>Touring Objects IP<br>Bardays HMG Procurement C<br> EXP-IBD012151069:</table></tr> <tr style="border-top: double;"> <td style="padding-right: .5em;">DCMS<br>Natural History Museum<br>29/03/2016<br>Touring Objects IP<br>Bardays HMG Procurement C<br>& EXP-IBD012151069:</table></tr> <tr style="border-top: double;"> <td style="padding-right: .5em;">DCMS<br>Natural History Museum<br>29/03/2016<br>Touring Objects IP<br>Bardays HMG Procurement C<br>& EXP-IBD012151069:</table></tr> <tr style="border-top: double;"> <td style="padding-right: .5em;">DCMS<br>Natural History Museum<br>29/03/2016<br>Touring Objects IP<br>Bardays HMG Procurement C<br>& EXP-IBD012151069:</table></tr> <tr style="border-top: double;"> <td style="padding-right: .5em;">DCMS<br>Natural History Museum<br>29/03/2016<br>Touring Objects IP<br>Bardays HMG Procurement C<br>& EXP-IBD012151069:</table></tr> <tr style="border-top: double;"> <td style="padding-right: .5em;">DCMS<br>Natural History Museum<br>29/03/2016<br>Touring Objects IP<br>Bardays HMG Procurement C<br>& EXP-IBD012151069:</table></tr> <tr style="border-top: double;"> <td style="padding-right: .5em;">DCMS<br>Natural History Museum<br>29/03/2016<br>Touring Objects IP<br>Bardays HMG Procurement C<br>& EXP-IBD012151069:</table></tr> <tr style="border-top: double;"> <td style="padding-right: .5em;">DCMS<br>Natural History Museum<br>29/03/2016<br>Touring Objects IP<br>Bardays HMG Procurement C<br>& EXP-IBD012151069:</table></tr> <tr style="border-top: double;"> <td style="padding-right: .5em;">DCMS<br>Natural History Museum<br>29/03/2016<br>Touring Objects IP<br>Bardays HMG Procurement C<br>& EXP-IBD012151069:</table></tr> <tr style="border-top: double;"> <td style="padding-right: .5em;">DCMS<br>Natural History Museum<br>29/03/2016<br>Touring Objects IP<br>Bardays HMG Procurement C<br>& EXP-IBD012151069:</table></tr> <tr style="border-top: double;"> <td style="padding-right: .5em;">DCMS<br>Natural History Museum<br>29/03/2016<br>Touring Objects IP<br>Bardays HMG Procurement C<br>& EXP-IBD012151069:</table></tr> <tr style="border-top: double;"> <td style="padding-right: .5em;">DCMS<br>Natural History Museum<br>29/03/2016<br>Touring Objects IP<br>Bardays HMG Procurement C<br>EXP-IBD Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring Objects IP</td> <td>Bardays HMS Procurement C</td> <td>EXP-IB0D12151008:</td> <td>3.66</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring Objects IP</td> <td>Bardays HMS Procurement C</td> <td>EXP-IB0D12151008:</td> <td>11.68</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel Other</td> <td>Touring Objects IP</td> <td>Bardays HMS Procurement C</td> <td>EXP-IB0D12151008:</td> <td>5.68</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring Objects IP</td> <td>Bardays HMS Procurement C</td> <td>EXP-IB0D12151008:</td> <td>1.63</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring Objects IP</td> <td>Bardays HMS Procurement C</td> <td>EXP-IB0D12151008:</td> <td>1.19</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring Objects IP</td> <td>Bardays HMS Procurement C</td> <td>EXP-IB0D12151008:</td> <td>2.99</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Accommodation</td> <td>Touring Objects IP</td> <td>Bardays HMS Procurement C</td> <td>EXP-IB0D12151008:</td> <td>118.96</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring Objects IP</td> <td>Bardays HMS Procurement C</td> <td>EXP-IB0D12151008:</td> <td>6.86</td> <td></td> </tr><tr><td rowspan="7">DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS <tr><th colspan="9">Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number DCSMS Natural History Museum 29/03/2016 Substance Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251069: 3.66 DCSMS Natural History Museum 29/03/2016 Travel-Bus & Rail Transport Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251069: 11.68 DCSMS Natural History Museum 29/03/2016 Travel Other Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251069: 5.68 DCSMS Natural History Museum 29/03/2016 Substance Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251069: 1.63 DCSMS Natural History Museum 29/03/2016 Substance Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251069: 1.19 DCSMS Natural History Museum 29/03/2016 Substance Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251069: 2.99 DCSMS Natural History Museum 29/03/2016 Accommodation Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251069: 18.96 DCSMS Natural History Museum 29/03/2016 Substance Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251069: 6.86 DCSMS Natural History Museum 29/03/2016 Clerk Entertainment & Gifts Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251069: 4.54 DCSMS Natural History Museum 29/03/2016 Substance Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251069: 4.58 DCSMS Natural History Museum 29/03/2016 Accommodation Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251069: 4.58 DCSMS Natural History Museum 29/03/2016 Travel Other Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251069: 4.58 DCSMS Natural History Museum 29/03/2016 Substance Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251069: 4.58 DCSMS Natural History Museum 29/03/2016 Substance Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251069: 4.58 DCSMS Natural History Museum 29/03/2016 Substance Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251069: 4.58 DCSMS Natural History Museum 29/03/2016 Substance Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251069: 4.58 DCSMS Natural History Museum 29/03/2016 Substance Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251069: 4.58 DCSMS Natural History Museum 29/03/2016 Substance Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251069: 4.58 DCSMS Natural History Museum 29/03/2016 Substance Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251069: 4.58 DCSMS Natural History Museum 29/03/2016 Substance Touring Objects IP Bardays HMS Procurement C EXP-IBD0D1251 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-IB0D12151069:</td> <td>3.97</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-IB0D12151068:</td> <td>8.07</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-IB0D12151068:</td> <td>3.28</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Accommodation</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-IB0D12151068:</td> <td>30.62</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Accommodation</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-IB0D12151068:</td> <td>30.34</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-IB0D12151068:</td> <td>2.78</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-IB0D12151068:</td> <td>4.31</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-IB0D12151068:</td> <td>5.96</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Clerk Entertainment & Gifts</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-IB0D12151068:</td> <td>3.33</td><td></td></tr><tr><th colspan="9">DCMS Natural History Museum 29/03/2016 Clerk Entertainment & Gifts Touring Robotics Bardays HMS Procurement C EXP-IB0D12151068: 5.33 EXP-IB0D12151068: 3.33 EXP-IB0D12151068: 5.33 EXP-IB0D12151068: 3.33 EXP-IB0D12151068: 5.33 EXP-IB0D12151068: 3.33 EXP-IB0D12151068: 5.33 EXP-IB0D12151068: 3.33 EXP-IB0D12151068: 5.33 EXP-IB0D12151068: 3.33 EXP-IB0D12151068: 5.33 EXP-IB0D12151068: 3.33 EXP-IB0D12151068: 5.33 EXP-IB0D12151068: 3.33 EXP-IB0D12151068: 5.33 EXP-IB0D12151068: 3.33 EXP-IB0D12151068: 5.33 EXP-IB0D12151068: 3.33 EXP-IB0D12151068: 5.33 EXP-IB0D12151068: 3.33 EXP-IB0D12151068: 5.33 EXP-IB0D1215 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-IBD012151069:</td> <td>3.43</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C</td> <td>EXP-IBD012151068:</td> <td>14.81</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C</td> <td>EXP-IBD012151068:</td> <td>1.96</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Client Entertainment & Gifts</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C</td> <td>EXP-IBD012151068:</td> <td>3.33</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Client Entertainment & Gifts</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C</td> <td>EXP-IBD012151068:</td> <td>5.34</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C</td> <td>EXP-IBD012151068:</td> <td>10.17</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C</td> <td>EXP-IBD012151068:</td> <td>3.64</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C</td> <td>EXP-IBD012151068:</td> <td>11.66</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel Other</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C</td> <td>EXP-IBD012151068:</td> <td>5.70</td><td></td></tr><tr><th colspan="9">DCMS Natural History Museum 29/03/2016 Substances Touring WPY Bardays HMS Procurement C EXP-IBD012151068 1.64 Bardays HMS Procurement C EXP-IBD012151068 2.83 Bardays HMS Procurement C EXP-IBD012151068 2.38 Bardays HMS Procurement C EXP-IBD012151068 118.83 Bardays HMS Procurement C EXP-IBD012151068 6.86 Bardays HMS Procurement C EXP-IBD012151068 15.40 Bardays HMS Procurement C EXP-IBD012151068 4.58 Bardays HMS Procurement C EXP-IBD012151068 123.37 Bardays HMS Procurement C EXP-IBD012151068 4.38 Bardays HMS Procurement C EXP-IBD012151068 2.6l Bardays HMS Procurement C EXP-IBD012151068 1.50 Bardays HMS Procurement C EXP-IBD012151068 5.39 Bardays HMS Procurement C EXP-IBD012151068 4.93 Bardays HMS Procurement C EXP-IBD012151068 6.9l Bardays HMS Procurement C EXP-IBD012151068 3.6o Bardays HMS Procurement C EXP-IBD012151068 3.43 Bardays HMS Procurement C EXP-IBD012151068 7.47 Bardays HMS Procurement C EXP-IBD012151068 7.47 Bardays HMS Procurement C EXP-IBD012151068 7.47 Bardays HMS Procurement C EXP-IBD012151068 7.47 Bardays HMS Procurement C EXP-IBD012151068 7.47 Bardays HMS Procurement C EXP-IBD012747474747474747474747474747474747474747474747474747474747474747474747474747474747474747474747474747474747474747474747474747474747474747474747474747474747 <table><tr><th>Date (dd/mm/yyyy)</th><th>Description of Activity (Activity Code)</th><th>Sales Price (Pounds)</th><th>Total Amount (Pounds)</th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'>DCMS Natural History Museum 29/03/20 <table><tr><th>Date (dd/mm/yyyy)</th><th>Description of Activity (Activity Code)</th><th>Sales Price (Pounds)</th><th>Total Amount (Pounds)</th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'>DCMS Natural History Museum 29/...</table> <table><tr><th>Date (dd/mm/yyyy)</th><th>Description of Activity (Activity Code)</th><th>Sales Price (Pounds)</th><th>Total Amount (Pounds)</th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'>DCMS Natural History Museum 29/...</table> <table><tr><th>Date (dd/mm/yyyy)</th><th>Description of Activity (Activity Code)</th><th>Sales Price (Pounds)</th><th>Total Amount (Pounds)</th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'>DCMS Natural History Museum 29/...</table> <table><tr><th>Date (dd/mm/yyyy)</th><th>Description of Activity (Activity Code)</th><th>Sales Price (Pounds)</th><th>Total Amount (Pounds)</th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'>DCMS Natural History Museum 29/...</table> <table><tr><th>Date (dd/mm/yyyy)</th><th>Description of Activity (Activity Code)</th><th>Sales Price (Pounds)</th><th>Total Amount (Pounds)</th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'>DCMS Natural History Museum 29/...</table> <table><tr><th>Date (dd/mm/yyyy)</th><th>Description of Activity (Activity Code)</th><th>Sales Price (Pounds)</th><th>Total Amount (Pounds)</th></tr><tr><eth colspan='5'></eth></tr><tr><eth colspan='5'>DCMS Natural History Museum 29/...</table> <table><tr><eth colspan='eth' rowspan='eth'><eth colspan='eth' rowspan='eth'><eth colspan='eth' rowspan='eth'><eth colspan='eth' rowspan='eth'><eth colspan='eth' rowspan='eth'><eth colspan='eth' rowspan='eth'><eth colspan='eth' rowspan='eth'><eth colspan='eth' rowspan='eth'><eth colspan='eth' rowspan='eth'><eth colspan='eth' rowspan='eth'><eth colspan='eth' rowspan='eth'><eth colspan='eth' rowspan='eth'><eth colspan='eth' rowspan='eth'><eth colspan='eth' rowspan='eth'><eth colspan='eth' rowspan='eth'><eth colspan='eth' rowspan='eth'><eth colspan='eth' rowspan='eth'><eth colspan='eth' rowspan='eth'><eth colspan='eth' rowspan='eh... <page_number>Page 3 of 3 <page_number>PAGE OF PAGES Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring WPF</td> <td>Bardays HMG Procurement C EXP-36011251069:</td> <td></td> <td>3.28</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Accommodation</td> <td>Touring WPF</td> <td>Bardays HMG Procurement C EXP-36011251069:</td> <td></td> <td>30.62</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Accommodation</td> <td>Touring WPF</td> <td>Bardays HMG Procurement C EXP-36011251069:</td> <td></td> <td>30.34</td> <td></td> </tr> <tr><td>DCMS</td><td>Natural History Museum</td><td>15/03/2016</td><td>Equip. Punch. & Hire (non IT / office)</td><td>Museum Programme Group (PEG)</td><td>Bardays HMG Procurement C EXP-CAO011151031:</td><td></td><td>240.20</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>15/03/2016</td><td>Hospitality</td><td>Museum Programme Group (PEG)</td><td>Bardays HMG Procurement C EXP-CAO011151031:</td><td></td><td>40.30</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>16/03/2016</td><td>Licences (Non IT)</td><td>Museum Programme Group (PEG)</td><td>Bardays HMG Procurement C EXP-CAO011151031:</td><td></td><td>240.00</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>16/03/2016</td><td>Licences (Non IT)</td><td>Museum Programme Group (PEG)</td><td>Bardays HMG Procurement C EXP-CAO011151031:</td><td></td><td>180.00</td><td></td></tr><tr><td>DCMS</td><td>Natural History Museum</td><td>16/03/2016</td><td>Training</td><td>Central Project Office</td><td>Bardays HMG Procurement C EXP-CAO011151031:</td><td></td><td>36.00</td><td></ td></tr> <tr><th>DCMS</th><th>Natural History Museum</th><th>18/03/2016</th><th>Substance</th><th>Sci Resources - Research Coordination</th><th>Bardays HMG Procurement C EXP-VSO50I1151O32:</th><th></th><th>17.24</th><th></th></tr> <tr><th>DCMS</th><th>Natural History Museum</th><th>18/03/2016</th><th>Substance</th><th>Sci Resources - Research Coordination</th><th>Bardays HMG Procurement C EXP-VSO50I1151O32:</th><th></th><th>17.73</th><th></th></tr> <tr><th>DCMS</th><th>Natural History Museum</th><th>18/03/2016</th><th>Substance</th><th>Sci Resources - Research Coordination</th><th>Bardays HMG Procurement C EXP-VSO50I1151O32:</th><th></th><th>54.55</th><th></th></tr> <tr><th>DCMS</th><th>Natural History Museum</th><th>18/03/2016</th><th>Substance</th><th>Sci Resources - Research Coordination</th><th>Bardays HMG Procurement C EXP-VSO50I1151O32:</th><th></th><th>4.67</th><th></th></tr> <tr><th>DCMS</th><th>Natural History Museum</th><th>18/03/2016</th><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><strong>Tavel/Ruus & Rail Transport </strong></tr> <tr> <th colspan="9" style="text-align:center"><<strong rowspan=2">Tavel/Ruus & Rail Transport <br/> Tavel/Ruus & Rail Transport <br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></br/></b Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Soi Direktorate</td> <td>Bardays HMG Procurement C EXP-50011151032</td> <td></td> <td>17.93</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Hospitality</td> <td>Soi Direktorate</td> <td>Bardays HMG Procurement C EXP-50011151032</td> <td></td> <td>115.26</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsidience</td> <td>Soi Direktorate</td> <td>Bardays HMG Procurement C EXP-50011151032</td> <td></td> <td>56.66</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Overseas Taxes</td> <td>Soi Direktorate</td> <td>Bardays HMG Procurement C EXP-50011151032</td> <td></td> <td>18.89</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsidience</td> <td>Soi Direktorate</td> <td>Bardays HMG Procurement C EXP-50011151032</td> <td></td> <td>103.69</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Overseas Taxes</td> <td>Soi Direktorate</td> <td>Bardays HMG Procurement C EXP-50011151032</td> <td></td> <td>25.92</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsidience</td> <td>Soi Direktorate</td> <td>Bardays HMG Procurement C EXP-50011151032</td> <td></td> <td>76.21</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Overseas Taxes</td> <td>Soi Direktorate</td> <td>Bardays HMG Procurement C EXP-50011151032</td> <td></td> <td>19.05</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Subsidience</td> <td>Soi Direktorate</td> <td>Bardays HMG Procurement C EXP-50011151032</td><td></td><td>82.87<br/></td><br/> </tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <tr><br/> <table cellspacing="none" border="none"> <thead style="text-align:center;"> <tr style="background-color:#f4f4f4;"> <th colspan="8">DCMS Natural History Museum 29/03/2016 Accommodation PEG Direktorate Bardays HMG Procurement C EXP-50012151068 134.40<br/>DCMS Natural History Museum 29/03/2016 Hospitality PEG Direktorate Bardays HMG Procurement C EXP-50012151068 2.0<br/>DCMS Natural History Museum 29/03/2016 Travel-Bus & Rail Transport PEG Direktorate Bardays HMG Procurement C EXP-50012151068 23.2<br/>DCMS Natural History Museum 29/03/2016 Hospitality PEG Direktorate Bardays HMG Procurement C EXP-50012151068 9.9<br/>DCMS Natural History Museum 29/03/2016 Subsidience PEG Direktorate Bardays HMG Procurement C EXP-50012151068 4.7<br/>DCMS Natural History Museum 29/03/2016 Accommodation PEG Direktorate Bardays HMG Procurement C EXP-50012151068 4.7<br/>DCMS Natural History Museum 29/03/2016 IT Costs PEG Direktorate Bardays HMG Procurement C EXP-50012151068 7.5<br/>DCMS Natural History Museum 29/03/2016 Hospitality PEG Direktorate Bardays HMG Procurement C EXP-50012151068 4.7<br/>DCMS Natural History Museum 29/03/2016 Accommodation PEG Direktorate Bardays HMG Procurement C EXP-50012151068 4.7<br/>DCMS Natural History Museum 29/03/2016 Hospitality PEG Direktorate Bardays HMG Procurement C EXP-50012151068 4.7<br/>DCMS Natural History Museum 29/03/2016 Conference (Delegate) Fees PEG Direktorate Bardays HMG Procurement C 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Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Museum Programme Group (PEG)</td> <td>Bardays HMG Procurement C</td> <td>EXP-CA002151072</td> <td>20.83</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Assets under Construction</td> <td>Museum Programme Group (PEG)</td> <td>Bardays HMG Procurement C</td> <td>EXP-CA002151072</td> <td>525.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Assets under Construction</td> <td>Museum Programme Group (PEG)</td> <td>Bardays HMG Procurement C</td> <td>EXP-CA002151072</td> <td>21.73</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Museum Programme Group (PEG)</td> <td>Bardays HMG Procurement C</td> <td>EXP-CA002151072</td> <td>89.59</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Museum Programme Group (PEG)</td> <td>Bardays HMG Procurement C</td> <td>EXP-CA002151072</td> <td>53.02</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Training</td> <td>Central Project Office</td> <td>Bardays HMG Procurement C</td> <td>EXP-CA002151072</td> <td>107.00</td> <td></td> </tr> <tr><td colspan="9">DCMS Natural History Museum 23/03/2016 Hospitality Touring Objects IP Bardays HMG Procurement C EXP-INOI01161095i 13.25 Bardays HMG Procurement C EXP-INOI01161095i 150.00 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 13.99 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 13.99 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 13.99 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 25.00 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 25.00 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 25.00 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 5.95 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 38.71 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 39.99 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 39.99 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 39.99 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 39.99 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 39.99 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 39.99 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 39.99 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 39.99 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 39.99 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 39.99 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 39.99 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 39.99 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 39.99 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 39.99 Bardays HMG Procurement C Touring WPY EXP-INOI01161095i 38.78 Bardays HMG Procurement C Touring WPY EXP-INOI0184444444444444444444444444444444444444444444444444444444444444444444444444444444444444444 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>LS Genomics & Microbial Biodiversity D</td> <td>Bardays HMG Procurement C</td> <td>EXP-IM001161095</td> <td>45.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>PublishalBook (non-citl) purch.</td> <td>LS Anglia Marmont Centre</td> <td>Bardays HMG Procurement C</td> <td>EXP-IM001161095</td> <td>113.97</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>PublishalBook (non-citl) purch.</td> <td>LS Anglia Marmont Centre</td> <td>Bardays HMG Procurement C</td> <td>EXP-IM001161095</td> <td>140.43</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>LS Vertebates Division</td> <td>Bardays HMG Procurement C</td> <td>EXP-IM001161095</td> <td>758.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>PublishalBook (non-citl) purch.</td> <td>L&A Collectors & Services Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-IM001161095</td> <td>144.75</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Library Serials</td> <td>L&A Collectors & Services Team</td> <td>Bardays HMG Procurement C</td> <td>EXP-IM001161095</td> <td>100.80</td> <td></td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS<br>Natural History Museum<br>31/03/2016<br>Postage & Couriers ES Collections Brink's Limited $22886 885.69 577 4186 03 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS<br>Natural History Museum<br>17/03/2016<br>Telecoms Direct Costs Technology Solutors - Telecoms (NHM Verizon W01556389 1,253.58 823 8170 33 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS<br>Natural History Museum<br>17/03/2016<br>Travel-Air Passenger Transport Audience Development Key Travel 58332983 888.75 362 3348 61 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS<br>Natural History Museum<br>23/03/2016<br>Hospitality HR Organisational Development Bardays HMG Procurement C EXP-IM020161094 91.00 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS<br>Natural History Museum<br>23/03/2016<br>Special Event Costs Tring Functions Bardays HMG Procurement C EXP-IM020161094 20.71 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS<br>Natural History Museum<br>23/03/2016<br>Special Event Costs Tring Functions Bardays HMG Procurement C EXP-IM020161094 5.92 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS<br>Natural History Museum<br>23/03/2016<br>Special Event Costs Tring Functions Bardays HMG Procurement C EXP-IM020161094 189.00 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS<br>Natural History Museum<br>23/03/2016<br>Special Event Costs Tring Functions Bardays HMG Procurement C EXP-IM020161094 4.48 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS<br>Natural History Museum<br>23/03/2016<br>Cost of Goods Sold Tring Café Bardays HMG Procurement C EXP-IM020161094 317.78 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS<br>Natural History Museum<br>23/03/2016<br>Cost of Goods Sold Tring Café Bardays HMG Procurement C EXP-IM020161094 2.00 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS<br>Natural History Museum<br>23/03/2016<br>Cost of Goods Sold Tring Café Bardays HMG Procurement C EXP-IM020161094 10.05 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS<br>Natural History Museum<br>23/03/2016<br>Cost of Goods Sold Tring Café Bardays HMG Procurement C EXP-IM020161094 9.05 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS<br>Natural History Museum<br>23/03/2016<br>Cost of Goods Sold Tring Café Bardays HMG Procurement C EXP-IM020161094 5.05 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS<br>Natural History Museum<br>23/03/2016<br>Cost of Goods Sold Tring Café Bardays HMG Procurement C EXP-IM020161094 17.77 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS<br>Natural History Museum<br>23/03/2016<br>Cost of Goods Sold Tring Café Bardays HMG Procurement C EXP-IM020161094 5.49 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS<br>Natural History Museum<br>23/03/2016<br>Cost of Goods Sold Tring Café Bardays HMG Procurement C EXP-IMO Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Cost of Goods Sold</td> <td>Tring Cafe</td> <td>Bardays HMG Procurement C EXP-80001161097</td> <td></td> <td>10.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Hospitality</td> <td>Tring Management & Admin.</td> <td>Bardays HMG Procurement C EXP-80001161097</td> <td></td> <td>10.29</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Travel Other</td> <td>Tring Management & Admin.</td> <td>Bardays HMG Procurement C EXP-80001161097</td> <td></td> <td>6.78</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Tring Management & Admin.</td> <td>Bardays HMG Procurement C EXP-80001161097</td> <td></td> <td>29.20</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Equip. Punch. & Hire (non IT / office)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C EXP-80401161097</td> <td></td> <td>220.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>IT Costs</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C EXP-80401161097</td> <td></td> <td>13.86</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Equip. Punch. & Hire (non IT / office)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C EXP-80401161097</td> <td></td> <td>366.04</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Equip. Punch. & Hire (non IT / office)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C EXP-80401161097</td> <td></td> <td>513.94</td> <td></td> </tr> <tr><th colspan="9">DCMS Natural History Museum 23/03/2016 Consumables / Sundry (non Stat) LS Plants Division Bardays HMG Procurement C EXP-8D4O1I61O97 52.32 52.32 Consumables / Sundry (non Stat) LS Plants Division Bardays HMG Procurement C EXP-8D4O1I61O97 88.76 Accommodation Sci Resources - Research Coordination Bardays HMG Procurement C EXP-8D4O1I61O97 727.00 Natural History Museum 23/03/2016 Accommodation Sci Resources - Research Coordination Bardays HMG Procurement C EXP-8D4O1I61O97 162.65 Natural History Museum 31/03/2016 Consumables / Sundry (non Stat) ORL Molecular Biology Labs Illumina UK Ltd 7IOZ9N5736 1,599.25 726 0351 59 DCMS Natural History Museum 17/03/2016 Prof. Fees excl Legal & Audit Directorate Brunswick Group LLP 688975 5,15,00,0 743 8O83 28 DCMS Natural History Museum 23/03/2016 Fixtures & Fittings Estates Buildings Projects Bardays HMG Procurement C EXP-8D4O1I61O97 429.95 DCMS Natural History Museum 23/03/2016 Fixtures & Fittings Estates Buildings Projects Bardays HMG Procurement C EXP-8D4O1I61O97 98.99 DCMS Natural History Museum 17/03/2016 Studentship Costs Learning Strategy & Research Kings College London RSC-555E2C 5,OOO.OO DCMS Natural History Museum 31/03/2016 Special Event Costs Visitor Events ANA Arts Projects LTD TPUKJLWATHISZT 2,466,OO 2O7 2IIP7 SO \<page_number>21/4/2016 PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS PIS Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Printing & Promo. Mat.</td> <td>Marketing</td> <td>Emcor Facility Services Ltd</td> <td>00419987RJ</td> <td>800.00</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>VWR International Ltd</td> <td>5062983097</td> <td>2,539.00</td> <td>823 8532 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>VWR International Ltd</td> <td>5062983097</td> <td>85.00</td> <td>823 8532 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>VWR International Ltd</td> <td>5062983097</td> <td>936.00</td> <td>823 8532 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>VWR International Ltd</td> <td>5062983097</td> <td>166.20</td> <td>823 8532 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>VWR International Ltd</td> <td>5062983097</td> <td>158.16</td> <td>823 8532 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Training</td> <td>Hr Organisational Development</td> <td>ChangeQuestLimited</td> <td>0691</td> <td>1,340.00</td> <td>733 7636 19</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Training</td> <td>Hr Organisational Development</td> <td>ChangeQuestLimited</td> <td>0690</td> <td>1,020.00</td> <td>733 7636 19</td> </tr><tr><th colspan="9"></th></tr><tr><th rowspan="2">DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></th><th rowspan="2">Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>The NHM Trading Company LT<br/>The NHM Trading Company LT<br/>The NHM Trading Company LT<br/>The NHM Trading Company LT<br/>The NHM Trading Company LT<br/></th><th rowspan="2">17/03/2016<br>17/03/2016<br>17/03/2016<br>17/03/2016<br>17/03/2016<br>17/03/2016<br>17/03/2016<br>17/03/2016<br>17/03/2016<br>17/03/2016<br></th><th rowspan="2">Estates Outsource Services<br>Estates Outsource Services<br>Estates Preparation / Demolition<br>Estates Stock<br>Estates Stock<br>Estates Stock<br>Estates Stock<br>Estates Stock<br>Estates Stock<br>Estates Stock<br>Estates Stock<br>Estates Stock<br>Estates Stock<br>Estates Stock<br>Estates Stock<br>Estates Stock<br>Estates Stock<br>Estates Stock<br>Estates Stock<br>Estates Stock...</th><th rowspan="2">Estates Security SK<br>Estates Security SK<br>Premise Group / Temporary Exhibits Programme Group / Temporary Exhibits Affinity Crew Ltd Heritage Books Retail (South Ken) Retail (South Ken) Retail (South Ken) Wild Republic Aps...</th><th rowspan="2">Wilson James Limited Wilson James Limited Heritage Books Harper Collins Publishers Harper Collins Publishers Harper Collins Publishers Wild Republic Aps...</th><th rowspan="2">90039413 90039413 71892 126079 102371003 102371003 SIII5457...</th><th rowspan="2">448.44 448.44 448.44 448.44 448.44 448.44 448.44 448.44 448.44 448.44 448.44 448.44 448.44 448.44 448.44 448.44 448.44 448.44 ...</th><th rowspan="2">5,555,555,555,555,555,555,555,555,555,555,5,5,...</th><th rowspan="2">9,999,999,999,999,999,999,999,999,999,...</th></tr><tr></tr></tbody></table> \<page_number>21/04/2016 \<page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number>\</page_number></table> <watermark>Digital Signature: <signature>A digital signature is present here.</signature>, Date: <date>TBD.</date>, Time: <time>TBD.</time>, Document Type: \<document_type>TBD.\</document_type>, Document Title: \<document_title>TBD.\</document_title>, Document ID: \<document_id>TBD.\</document_id>, Document Version: <version>TBD.</version>, Document Status: <status>TBD.</status>, Document Type: <type>TBD.</type>, Document Title: <title>TBD.</title>, Document ID: <id>TBD.</id>, Document Version: <version>TBD.</version>, Document Status: <status>TBD.</status>, Document Type: <type>TBD.</type>, Document Title: <title>TBD.</title>, Document ID: <id>TBD.</id>, Document Version: <version>TBD.</version>, Document Status: <status>TBD.</status>, Document Type: <type>TBD.</type>, Document Title: <title>TBD.</title>, Document ID: <id>TBD.</id>, Document Version: <version>TBD.</version>, Document Status: <status>TBD.</status>, Document Type: <type>TBD.</type>, Document Title: <title>TBD.</title>, Document ID: <id>TBD.</id>, Document Version: <version>TBD.</version>, Document Status: <status>TBD.</status>, Document Type: <type>TBD.</type>, Document Title: <title>TBD.</title>, Document ID: <id>TBD.</id>, Document Version: <version>TBD.</version>, Document Status: <status>TBD.</status>, Document Type: <type>TBD.</type>, Document Title: <title>TBD.</title>, Document ID: <id>TBD.</id>, Document Version: <version>TBD.</version>, Document Status: <status>TBD.</status>, Document Type: <type>TBD.</type>, Document Title: <title>TBD.</title>, Document ID: <id>TBD.</id>, Document Version: <version>TBD.</version>, Document Status: <status>TBD.</status>, Document Type: <type>TBD.</type>, Document Title: <title>TBD.</title>, Document ID: <id>TBD.<id/>\</table/></div><div class='footer'><p style='text-align:right;'>Page number:</p><p style='text-align:right;'><span id='pagenumber'><span id='pagenum'></span><span id='totalpages'></span>/<span id='totalpages'></span><span id='totalpages'></span><span id='totalpages'></span><span id='totalpages'></span><span id='totalpages'></span><span id='totalpages'></span><span id='totalpages'></span><span id='totalpages'></span><span id='totalpages'></span><span id='totalpages'></span><span id='totalpages'></span><span 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style="text-align:right;">Total pages:\</p style="text-align:right;"><strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong> <strong>Total pages:</strong>&nb Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Wild Republic Aps</td> <td>SI315522</td> <td>955.44</td> <td></td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Macmillan Distribution Ltd</td> <td>88460446</td> <td>1,185.13</td> <td></td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Harper Collins Publishers</td> <td>U0238U354</td> <td>899.14</td> <td>259 6397 06</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Wild Republic Aps</td> <td>SI315523</td> <td>2,872.44</td> <td></td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Wild Republic Aps</td> <td>SI315615</td> <td>4,436.70</td> <td></td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Wild Republic Aps</td> <td>SI319617</td> <td>1,014.90</td> <td></td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Harper Collins Publishers</td> <td>U02386775</td> <td>618.98</td> <td>259 6397 06</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Littlehampton Book Services Ltd.</td> <td>S7297290</td> <td>1,093.94</td> <td>620 5877 52.</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Penguin Books Ltd.</td> <td>37146394.</td> <td>2,612.93</td><td colspan="2">102 8389 80<br/></td></tr><tr><th rowspan="2">DCMS The NHM Trading Company LT 17/03/2016 Stock Retail (South Ken) Macmillan Distribution Ltd 88619436 740.39 DCMS The NHM Trading Company LT 17/03/2016 Stock Retail (South Ken) Wild Republic Aps SI315648 3,097.20 21/04/2016 221 <img>A table showing expenses for the Natural History Museum's Freedom of Information Report.</img></th></tr></table> \<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_page_num/>\</page_page_num></table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <!-- Table with Department Family, Entity, Date, Expense Type, Expense Area, Supplier, Transaction Number, Amount, VAT Registration Number --> <!-- Department Family \| Entity \| Date \| Expense Type \| Expense Area \| Supplier \| Transaction Number \| Amount \| VAT Registration Number --> <!-- DCMS \| The NHM Trading Company LT \| 17/03/2016 \| Stock \| Retail (South Ken) \| Wild Republic Aps \| SI315522 \| 955.44 \| --> <!-- DCMS \| The NHM Trading Company LT \| 17/03/2016 \| Stock \| Retail (South Ken) \| Macmillan Distribution Ltd \| 88460446 \| 1,185.13 \| --> <!-- DCMS \| The NHM Trading Company LT \| 17/03/2016 \| Stock \| Retail (South Ken) \| Harper Collins Publishers \| U0238U354 \| 899.14 \| 259 6397 06 --> <!-- DCMS \| The NHM Trading Company LT \| 17/03/2016 \| Stock \| Retail (South Ken) \| Wild Republic Aps \| SI315523 \| 2,872.44 --> <!-- DCMS \| The NHM Trading Company LT \| 17/03/2016 \| Stock \| Retail (South Ken) \| Wild Republic Aps \| SI315615 \| 4,436.70 --> <!-- DCMS \| The NHM Trading Company LT \| 17/03/2016 \| Stock \| Retail (South Ken) \| Wild Republic Aps \| SI319617 \| 1,014.90 --> <!-- DCMS \| The NHM Trading Company LT \| 17/03/2016 \| Stock \| Retail (South Ken) \| Harper Collins Publishers \| U02386775 \| 618.98 --> <!-- DCMS \| The NHM Trading Company LT \| 17/03/2016 \| Stock \| Retail (South Ken) \| Littlehampton Book Services Ltd. \| <!-- DCMS The NHM Trading Company LT 17/03/2016 Stock Retail (South Ken) Penguin Books Ltd. SI315648 740.39 DCMS The NHM Trading Company LT 17/03/2016 Stock Retail (South Ken) Wild Republic Aps SI315648 3,097.20 --> <!-- Department Family: DCMS Entity: The NHM Trading Company LT Date: 17/03/2016 Expense Type: Stock Expense Area: Retail (South Ken) Supplier: Wild Republic Aps Transaction Number: SI315522 Amount: 955.44 VAT Registration Number: --> <!-- Department Family: DCMS Entity: The NHM Trading Company LT Date: 17/03/2016 Expense Type: Stock Expense Area: Retail (South Ken) Supplier: Macmillan Distribution Ltd Transaction Number: 88460446 Amount: 1,185.13 VAT Registration Number: --> <!-- Department Family: DCMS Entity: The NHM Trading Company LT Date: 17/03/2016 Expense Type: Stock Expense Area: Retail (South Ken) Supplier: Harper Collins Publishers Transaction Number: UOZBUTDQ Amount: 899.14 VAT Registration Number: --> <!-- Department Family: DCMS Entity: The NHM Trading Company LT Date: 17/03/2016 Expense Type: Stock Expense Area: Retail (South Ken) Supplier: Wild Republic Aps Transaction Number: SIZI55ZT Amount: 2,872.44 VAT Registration Number: --> <!-- Department Family: DCMS Entity: The NHM Trading Company LT Date: 17/03/2016 Expense Type: Stock Expense Area: Retail (South Ken) Supplier: Wild Republic Aps Transaction Number: SIZI5ZLX Amount: 4,436.7 --> <!-- Department Family: DCMS Entity: The NHM Trading Company LT Date: 17/03/20 --> <!-- Department Family: DCMS Entity: The NHM Trading Company LT Date: 17/ </table></table></table></table></table></table></table></table></table></table></table></table></table></table></table>/ Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Wild Republic Aps</td> <td>S51515740</td> <td>5,883.83</td> <td></td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Wild Republic Aps</td> <td>S1315688</td> <td>3,053.48</td> <td></td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Orca Book Services</td> <td>IIE2395072</td> <td>521.86</td> <td>787 4454.78</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Tate Enterprises Ltd</td> <td>388402</td> <td>549.45</td> <td>674 9493.88</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Visitor Engagement Welcome and Servi</td> <td>Spring Personnel</td> <td>S360613</td> <td>9,393.59</td> <td>232 3479.75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>VC Donations & Maps</td> <td>Spring Personnel</td> <td>S360274</td> <td>1,272.40</td> <td>232 3479.75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</ td><br/> <td>31/03/2016<br/></th><br/> <td>Agency Staff<br/></th><br/> <td>Booking's Sales - Cafetorium<br/></th><br/> <td>Spring Personnel<br/></th><br/> <td>S360274<br/></th><br/> <td>2,866.36<br/></th><br/> <td>232 3479.75<br/></th><br/> <tr><th colspan="9">DCMS Natural History Museum Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking's Sales Spring Personnel S360274 Booking' Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Content Development - Science Comm</td> <td>Spring Personnel</td> <td>5370240</td> <td>827.00</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Content Development - Online</td> <td>Spring Personnel</td> <td>5358836</td> <td>958.05</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Content Development - Online</td> <td>Spring Personnel</td> <td>5363751</td> <td>745.15</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Human Resources - Ops</td> <td>Spring Personnel</td> <td>5369949</td> <td>708.35</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>The NPM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bertoy</td> <td>160337</td> <td>574.06</td> <td>0464 747 982</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Travel-Air Passenger Transport</td> <td>Bill & Melinda Gates Foundation</td> <td>Key Travel</td> <td>58333296</td> <td>2,682.70</td> <td>362 3348 61</td> </tr> <tr> <td>DCMS</td> <td>The NPM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bertoy</td> <td>160363</td> <td>656.18</td> <td>0464 747 982</td> </tr> <tr> <td>DCMS<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#eaeaea;"> <th colspan="8" style="font-size:large;">Natural History Museum - Freedom of Information Report<br/>From : 01-Mar-2016<br/>To : 31-Mar-2016<br/></th></tr></thead></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#eaeaea;"> <th colspan="8" style="font-size:large;">Natural History Museum - Freedom of Information Report<br/>From : 01-Mar-2016<br/>To : 31-Mar-2016<br/></th></tr></thead></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#eaeaea;"> <th colspan="8" style="font-size:large;">Natural History Museum - Freedom of Information Report<br/>From : 01-Mar-2016<br/>To : 31-Mar-2016<br/></th></tr></thead></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#eaeaea;"> <th colspan="8" style="font-size:large;">Natural History Museum - Freedom of Information Report<br/>From : 01-Mar-2016<br/>To : 31-Mar-2016<br/></th></tr></thead></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#eaeaea;"> <th colspan="8" style="font-size:large;">Natural History Museum - Freedom of Information Report<br/>From : 01-Mar-2016<br/>To : 31-Mar-2016<br/></th></tr></thead></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#eaeaea;"> <th colspan="8" style="font-size:large;">Natural History Museum - Freedom of Information Report<br/>From : 01-Mar-2016<br/>To : 31-Mar-2016<br/></th></tr></thead></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#eaeaea;"> <th colspan="8" style="font-size:large;">Natural History Museum - Freedom of Information Report<br/>From : 01-Mar-2016<br/>To : 31-Mar-2016<br/></th></tr></thead></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#eaeaea;"> <th colspan="8" style="font-size:large;">Natural History Museum - Freedom of Information Report<br/>From : 01-Mar-2016<br/>To : 31-Mar-2016<br/></th></tr></thead></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#eaeaea;"> <th colspan="8" style="font-size:large;">Natural History Museum - Freedom of Information Report<br/>From : 01-Mar-2016<br/>To : 31-Mar-2016<br/></th></tr></thead></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#eaeaea;"> <th colspan="8" style="font-size:large;">Natural History Museum - Freedom of Information Report<br/>From : 01-Mar-2016<br/>To : 31-Mar-2016<br/></th></tr></thead></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#eaeaea;"> <th colspan="8" style="font-size:large;">Natural History Museum - Freedom of Information Report<br/>From : 01-Mar-2016<br/>To : 31-Mar-2016<br/></th></tr></thead></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#eaeaea;"> <th colspan="8" style="font-size:large;">Natural History Museum - Freedom of Information Report<br/>From : 01-Mar-2016<br/>To : 31-Mar-2016<br/></th></tr></thead></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#eaeaea;"> <th colspan="8" style="font-size:large;">Natural History Museum - Freedom of Information Report<br/>From : 01-Mar-2016<br/>To : 31-Mar-2016<br/></th></tr></thead></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#eaeaea;"> <th colspan="8" style="font-size:large;">Natural History Museum - Freedom of Information Report<br/>From : 01-Mar-2016<br/>To : 31-Mar-2016<br/></th></tr></thead></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#eaeaea;"> <th colspan="8" style="font-size:large;">Natural History Museum - Freedom of Information Report<br/>From : 01-Mar-2016<br/>To : 31-Mar-2016<br/></th></tr></thead></tbody></table> <table cellspacing="0"> <thead style="text-align:center;"> <tr style="background-color:#eaeaea;"> <th colspan="8" style="font-size:large;">Natural History Museum - Freedom of Information Report<br/>From : 01-Mar-2016<br/>To : 31-Mar-2016<br/></th></tr></thead></tbody></table> <table cellspacing=" Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Rechargeable Costs</td> <td>Retail (South Ken)</td> <td>Prodigi UK Limited</td> <td>125895</td> <td>1,910.00</td> <td>183 5139 19</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Postage & Couriers</td> <td>ES Collections</td> <td>Computer Imprintable Label</td> <td>000201464</td> <td>9.00</td> <td>435 9715 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>ES Collections</td> <td>Computer Imprintable Label</td> <td>000201464</td> <td>2,220.90</td> <td>435 9715 25</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Library Serials</td> <td>L&A Digital Services Team</td> <td>OCLC (UK) Ltd</td> <td>201661548</td> <td>3,844.00</td> <td>600 2065 11</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Library Serials</td> <td>L&A Digital Services Team</td> <td>Internet Archive</td> <td>12619</td> <td>4,500.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Estates Buildings Projects</td> <td>Deloitte LLP</td> <td>1111296446</td> <td>1,307.00</td> <td>809 7077.06</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</th></tr><tr><th rowspan="2">DCMS<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Compan TheNH MTrading Co Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>23/03/2016</td> <td>Commission Costs</td> <td>Touring Robotics</td> <td>Kokoro Company Limited</td> <td>EXH8 - EUROPEAN</td> <td>11,200.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>23/03/2016</td> <td>Rechargeable Costs</td> <td>Touring Robotics</td> <td>Kokoro Company Limited</td> <td>EXH8 - EUROPEAN</td> <td>-1,087.50</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Internal Affairs</td> <td>The Survey Initiative Ltd</td> <td>0001588</td> <td>2,360.00</td> <td>103 5302 72</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Assets under Construction</td> <td>LS Insects Division</td> <td>Weix Photographic Ltd.</td> <td>51318567</td> <td>1,084.01</td> <td>231 9471 12</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Assets under Construction</td> <td>LS Insects Division</td> <td>Weix Photographic Ltd.</td> <td>51318567</td> <td>207.00</td> <td>231 9471 12</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Assets under Construction</td> <td>LS Insects Division</td> <td>Weix Photographic Ltd.</td> <td>51318567</td> <td>22.51</td> <td>231 9471 12</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Assets under Construction</td> <td>LS Insects Division</td> <td>Weix Photographic Ltd.</td> <td>51318567</td> <td>131.99</td> <td>231 9471 12</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Assets under Construction</td> <td>LS Insects Division</td> <td>Weix Photographic Ltd.</td> <td>51318567</td> <td>67.00</td> <td>231 9471 12</td> </tr> <tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Purch. & Hire (non IT / office)</th></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Purch. & Hire (non IT / office)</th></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Purch. & Hire (non IT / office)</th></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Purch. & Hire (non IT / office)</th></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Purch. & Hire (non IT / office)</th></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Purch. & Hire (non IT / office)</th></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Assets under Construction LS Insects Division Weix Photographic Ltd.</th></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Maint. & Repairs (non IT) ORL Imaging & Analytical Bruker UK Ltd.</th></tr> <tr><td colspan="9">DCMS The NHM Trading Company LT 17/03/2016 Stock Retail (South Ken) Brainstorm Ltd.</th></tr> <tr><td colspan="9"></th></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Maint. & Repairs (non IT) ORL Imaging & Analytical Bruker UK Ltd.</th></tr> <tr><td colspan="9">DCMS The NHM Trading Company LT 17/03/2016 Stock Retail (South Ken) Brainstorm Ltd.</th></tr> <tr><td colspan="9"></th></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Maint. & Repairs (non IT) ORL Imaging & Analytical Bruker UK Ltd.</th></tr> <tr><td colspan="9">DCMS The NHM Trading Company LT 17/03/2016 Stock Retail (South Ken) Brainstorm Ltd.</th></tr> <tr><td colspan="9"></th></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Maint. & Repairs (non IT) ORL Imaging & Analytical Bruker UK Ltd.</th></tr> <tr><td colspan="9">DCMS The NHM Trading Company LT 17/03/2016 Stock Retail (South Ken) Brainstorm Ltd.</th></tr> <tr><td colspan="9"></th></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Maint. & Repairs (non IT) ORL Imaging & Analytical Bruker UK Ltd.</th></tr> <tr><td colspan="9">DCMS The NHM Trading Company LT 17/03/2016 Stock Retail (South Ken) Brainstorm Ltd.</th></tr> <tr><td colspan="9"></th></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Maint. & Repairs (non IT) ORL Imaging & Analytical Bruker UK Ltd.</th></tr> <tr><td colspan="9">DCMS The NHM Trading Company LT 17/03/2016 Stock Retail (South Ken) Brainstorm Ltd.</th></tr> <tr><td colspan="9"></th></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Maint. & Repairs (non IT) ORL Imaging & Analytical Bruker UK Ltd.</th></tr> <tr><td colspan="9">DCMS The NHM Trading Company LT 17/03/2016 Stock Retail (South Ken) Brainstorm Ltd.</th></tr> <tr><td colspan="9"></th></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Maint. & Repairs (non IT) ORL Imaging & Analytical Bruker UK Ltd.</th></tr> <tr><td colspan="9">DCMS The NHM Trading Company LT 17/03/2016 Stock Retail (South Ken) Brainstorm Ltd.</th></tr> <tr><td colspan="9"></th></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Maint. & Repairs (non IT) ORL Imaging & Analytical Bruker UK Ltd.</th></tr> <tr><td colspan="9">DCMS The NHM Trading Company LT 17/03/2016 Stock Retail (South Ken) Brainstorm Ltd.</th></tr> <tr><td colspan="9"></th></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Maint. & Repairs (non IT) ORL Imaging & Analytical Bruker UK Ltd.</th></tr> <tr><td colspan="9">DCMS The NHM Trading Company LT 17/03/2016 Stock Retail (South Ken) Brainstorm Ltd.</th></tr> <tr><td colspan="9"></th></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Maint. & Repairs (non IT) ORL Imaging & Analytical Bruker UK Ltd.</th></tr> <tr><td colspan="9">DCMS The NHM Trading Company LT 17/03/2016 Stock Retail (South Ken) Brainstorm Ltd.</th></tr> <tr><td colspan="9"></th></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Maint. & Repairs (non IT) ORL Imaging & Analytical Bruker UK Ltd.</th></tr> <tr><td colspan="9">DCMS The NHM Trading Company LT 17/03/2016 Stock Retail (South Ken) Brainstorm Ltd.</th></tr> <tr><td colspan="9"></th></tr> <tr><param_name>VAT Registration Number="">VAT Registration Number=""></param_name>: <page_number>AZB-444-444-444-444-444-444-444-444-444-444-444-444-444-444-444-444-444-444-444-444-444-444-444-444-444-444-444-444-...</page_number>AZB- Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Postage & Couriers</td> <td>Retail (South Ken)</td> <td>Prodigi UK Limited</td> <td>125600</td> <td>19.95</td> <td>183 510 19</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Prodigi UK Limited</td> <td>125600</td> <td>9,401.00</td> <td>183 510 19</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Brainstorm Ltd</td> <td>149963</td> <td>1,387.20</td> <td>657 4917 93</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Brainstorm Ltd</td> <td>149986</td> <td>3,676.68</td> <td>657 4917 93</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Estates Buildings Projects</td> <td>Deloitte LLP</td> <td>1111296654</td> <td>3,275.00</td> <td>809 707 06</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Decant / Moving / Recant costs</td> <td>Museum Programme Group (PEG)</td> <td>CBS Relocations Ltd</td> <td>00580</td> <td>2,410.00</td> <td>843 793 95</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Estates Buildings Projects</td> <td>AECOM</td> <td>28250884</td> <td>4,574.78</td> <td>611 851 62</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Special Event Costs</td> <td>Visitor Events</td> <td>Will Lard</td> <td>4152</td> <td>750.00</td><br/> <td></td><br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/ /></table> <table style="width: 100%;"> <thead style="background-color: #eaeaea;"> <tr style="text-align: center;"> <th colspan="2">DCMS Natural History Museum 17/83/2016 Prof. Fees excl Legal & Audit Marketing Morris Hargreaves McIntyre 105E3i 920.23 696 3813 88 DCMS Natural History Museum 17/83/2016 Postage & Couriers Programme Group (Temporary Exhibits) The Butterfly Gardener LTD BG-135 20.00 124 4032 60 DCMS Natural History Museum 17/83/2016 Exhibition Construction / Hire Programme Group (Temporary Exhibits) The Butterfly Gardener LTD BG-135 1,649.46 124 4032 60 DCMS Natural History Museum 21/04/2016 226 DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Estates Buildings Projects</td> <td>AECOM</td> <td>28252818</td> <td>1,250.00</td> <td>611 8531 62</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Risk & Assurance</td> <td>Marks Sattin</td> <td>187431</td> <td>1,262.46</td> <td>892 2071 22</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Risk & Assurance</td> <td>Marks Sattin</td> <td>187431</td> <td>6.54</td> <td>892 2071 22</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CRL Molecular Biology Labs</td> <td>Illumina UK Ltd.</td> <td>70B0097979</td> <td>1,231.32</td> <td>726 0351 59</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td></td> <td>AKA Promotions Ltd.</td> <td>L1 L1262699</td> <th colspan="2">2,690.69<br>696 B691 S1<br><br></th> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <th colspan="3">Marketing<br>AKA Promotions Ltd.</th><th>L1 L1262598<br></th><th>1,614.56<br>696 B691 S1<br><br></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></ths><ths colspan="4"></thesis/></tr> <tr style="border-top: double;"> <td rowspan="3">DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museu... 31/03/2016 Consumables / Sundry (non Stat) Consumables / Sundry (non Stat) Consumables / Sundry (non Stat) CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Centre CRL Conservation Cent... 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Preservation Equipment Ltd Preservati... Preservation Equipment Ltd Preservati... Preservation Equipment Ltd Preservati... Preservation Equipment Ltd Preservati... Preservation Equipment Ltd Preservati... Preservation Equipment Ltd Preservati... Preservation Equipment Ltd Preservati... Preservation Equipment Ltd Preservati... Preservation Equipment Ltd Preservati... Preservation Equipment Ltd Preservati... Preservation Equipment Ltd Preservati... Preservation Equipment L... Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Punch. & Hire (non IT / office)</td> <td>Photographic Unit (Image Resources)</td> <td>Wex Photographic Ltd</td> <td>51324714</td> <td>1,130.00</td> <td>231 9471 12</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Advertising</td> <td>Programme Group (Temporary Exhibits)</td> <td>AKA Promotions Ltd</td> <td>L1 202686</td> <td>500.50</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202684</td> <td>1,121.12</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Advertising</td> <td>Programme Group (Temporary Exhibits)</td> <td>AKA Promotions Ltd</td> <td>L1 202683</td> <td>1,251.25</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202682</td> <td>600.58</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT The NHM Trading Company LT</td> <td>17/03/2016<br/>17/03/2016<br/>Agency Staff<br/>Agency Staff<br/>Retail (South Ken)<br/>Retail (South Ken)</td> <td></td> <td></td> <td></td> <td></td><br/> <td></br><br/> <td></br><br/> <tfoot><tr><th colspan="9">DCMS Natural History Museum 31/03/2016 Advertising Marketing AKA Promotions Ltd L1 202687 918.58 696 8691 51 DCMS The NHM Trading Company LT The NHM Trading Company LT Agency Staff Retail (South Ken) Retail (South Ken) Spring Personnel Spring Personnel L1 202679 L369361 L369361 7,501.46 232 3479 75 2,421.05 232 3479 75 DCMS The NHM Trading Company LT The NHM Trading Company LT Agency Staff Retail (South Ken) Retail (South Ken) Spring Personnel Spring Personnel L1 202688 L369361 L369361 7,501.46 232 3479 75 2,421.05 232 3479 75 DCMS The NHM Trading Company LT The NHM Trading Company LT Agency Staff Retail (South Ken) Retail (South Ken) Spring Personnel Spring Personnel L1 202688 L369361 L369361 7,501.46 232 3479 75 2,421.05 232 3479 75 DCMS The NHM Trading Company LT The NHM Trading Company LT Agency Staff Retail (South Ken) Retail (South Ken) Spring Personnel Spring Personnel L1 202688 L369361 L369361 7,501.46 232 3479 75 2,421.05 232 3479 75 DCMS The NHM Trading Company LT The NHM Trading Company LT Agency Staff Retail (South Ken) Retail (South Ken) Spring Personnel Spring Personnel L1 202688 L369361 L369361 7,501.46 232 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202677</td> <td>599.99</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Retail (South Ken)</td> <td>Spring Personnel</td> <td>S370243</td> <td>4,191.13</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Retail (South Ken)</td> <td>Spring Personnel</td> <td>S370243</td> <td>2,243.14</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202676</td> <td>501.49</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Wflyn Competition</td> <td>Spring Personnel</td> <td>S370245</td> <td>679.84</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202675</td> <th colspan="2">1,850.80<br>696<br><br></th><th colspan="2">8691<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></th><th colspan="2">51<br><br></than td rowspan_="" td="" th=""><table cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></table> <tr style=""> <td style="">DCMS                                         </table> <tr style=""> <td style="">DCMS                          </table> <tr style=""> <td style="">DCMS    <table cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></table> </table> <tr style=""> <td style="">DCMS  </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <td style="">DCMS & </table> <tr style=""> <tdstyle=""><div class="" cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></div><div class="" cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></div><div class="" cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></div><div class="" cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></div><div class="" cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></div><div class="" cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></div><div class="" cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></div><div class="" cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></div><div class="" cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></div><div class="" cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></div><div class="" cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></div><div class="" cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></div><div class="" cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></div><div class="" cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></div><div class="" cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></div><div class="" cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></div><div class="" cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></div><div class="" cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></div><div class="" cellspacing="" cellpadding="" border=""><tbody rowspan_=""></tbody></div><div class="" style="" cellspacing="" cellpadding="" border=""><thead style="" class="" rowspan="" id="" colspan="" rowspan="" colspan="" class="" style="" cellspacing="" cellpadding="" border=""><tr style="" class="" id="" colspan="" rowspan="" colspan="" class="" style="" cellspacing="" cellpadding="" border=""><thead style="" class="" rowspan="" id="" colspan="" rowspan="" colspan="" class="" style="" cellspacing="" cellpadding="" border=""><tr style="" class="" id="" colspan="" rowspan="" colspan="" class="" style="" cellspacing="" cellpadding="" border=""><thead style="" class="" rowspan="" id="" colspan="" rowspan="" colspan="" class="" style="" cellspacing="" cellpadding="" border=""><tr style="" class="" id="" colspan="" rowspan="" colspan="" class="" style="" cellspacing="" cellpadding="" border=""><thead style="" class="" rowspan="" id="" colspan="" rowspan="" colspan="" class="" style="" cellspacing="" cellpadding= <tfoot style=" class=" id=" colspan=" rowspan=" colspan=" class=" style=" cellspacing= cellpadding= border=""><tr style=" class=" id=" colspan=" rowspan=" colspan=" class=" style=" cellspacing= cellpadding= border=""><tfoot style=" class=" id=" colspan=" rowspan=" colspan=" class=" style=" cellspacing= cellpadding= border=""><tfoot style=" class=" id=" colspan=" rowspan=" colspan=" class=" style=" cellspacing= cellpadding= border=""><tfoot style=" class=" id=" colspan=" rowspan=" colspan=" class=" style=" cellspacing= cellpadding= border=""><tfoot style=" class=" id=" colspan=" rowspan=" colspan=" class=" style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot style= <tfoot <style>" cellspacing" " cellpadding" " border" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" "" Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202555</td> <td>3,922.92</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202715</td> <td>2,009.34</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202660</td> <td>820.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken)</table> <table> <thead> <tr> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> </tr> </thead> <tbody> <tr><td colspan="9">21/04/2016<br><page_number>230</page_number></tr></tbody></table> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202499</td> <td>3,002.90</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202490</td> <td>1,130.08</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202491</td> <td>1,670.62</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202492</td> <td>3,002.78</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202795</td> <td>700.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202811</td> <td>500.50</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</<td><br/>Advertising<br/>Marketing<br/>AKA Promotions Ltd<br/>L1<br/>202780<br/>1,200.00<br/>696<br/>8691<br/>51 <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <tr><br/></table> <table cellspacing="0" border="none"> <!-- Table for DCMS Natural History Museum --> ``` <!-- Date: Mar-3, Year: Mar-3 --> <!-- Expense Type: Advertising --> <!-- Expense Area: Marketing --> <!-- Supplier: AKA Promotions Ltd --> <!-- Transaction Number: L1 --> <!-- Amount: $ --> <!-- VAT Registration Number: --> <!-- Date: Mar-3, Year: Mar-3 --> <!-- Expense Type: Advertising --> <!-- Expense Area: Marketing --> <!-- Supplier: AKA Promotions Ltd --> <!-- Transaction Number: L1 --> <!-- Amount: $ --> <!-- VAT Registration Number: --> <!-- Date: Mar-3, Year: Mar-3 --> <!-- Expense Type: Advertising --> <!-- Expense Area: Marketing --> <!-- Supplier: AKA Promotions Ltd --> <!-- Transaction Number: L1 --> <!-- Amount: $ --> <!-- VAT Registration Number: --> <!-- Date: Mar-3, Year: Mar-3 --> <!-- Expense Type: Advertising --> <!-- Expense Area: Marketing --> <!-- Supplier: AKA Promotions Ltd --> <!-- Transaction Number: L1 --> <!-- Amount: $ --> <!-- VAT Registration Number: --> <!-- Date: Mar-3, Year: Mar-3 --> <!-- Expense Type: Advertising --> <!-- Expense Area: Marketing --> <!-- Supplier: AKA Promotions Ltd --> <!-- Transaction Number: L1 --> <!-- Amount: $ --> <!-- VAT Registration Number: --> <!-- Date: Mar-3, Year: Mar-3 --> <!-- Expense Type: Advertising --> <!-- Expense Area: Marketing --> <!-- Supplier: AKA Promotions Ltd --> <!-- Transaction Number: L1 --> <!-- Amount: $ --> <!-- VAT Registration Number: --> ``` Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202663</td> <td>1,470.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202666</td> <td>780.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Grant Sub Contr./ award payments</td> <td>The Friends of Ludlow Museum</td> <td>The Friends of Ludlow Museu</td> <td>16.02.2016</td> <td>29,000.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Development</td> <td>Spring Personnel</td> <td>5365018</td> <td>619.14</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Commission Costs</td> <td>Publishing</td> <td>Frances Lincoln Ltd</td> <td>184556</td> <td>7,396.03</td> <td>237 5657 37</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Commission Costs</td> <td>Publishing</td> <td>Frances Lincoln Ltd</td> <td>184556</td> <td>1,341.80</td> <td>237 5657 37</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Agency Staff</td> <td>Technology Solutions</td> <td>Certis Computing Ltd.</th></tr><tr><th rowspan="2">DCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum<br>DCCMS<br>Natural History Museum <th rowspan="2">LS Collections <th rowspan="2">Stephenson Blake Sheffield <th rowspan="2">4435 <th rowspan="2">8,242.00 <th rowspan="2">992 <th rowspan="2">2049 <th rowspan="2">86 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan="2">85 <th rowspan" Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Programme Group (Temporary Exhibits)</td> <td>Morris Leslie Plant Hire Ltd</td> <td>1000078819</td> <td>660.00</td> <td>400 7349 85</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Programme Group (Temporary Exhibits)</td> <td>Morris Leslie Plant Hire Ltd</td> <td>1000078819</td> <td>78.00</td> <td>400 7349 85</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Programme Group (Temporary Exhibits)</td> <td>Morris Leslie Plant Hire Ltd</td> <td>1000078819</td> <td>36.00</td> <td>400 7349 85</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Programme Group (Temporary Exhibits)</td> <td>Morris Leslie Plant Hire Ltd</td> <td>1000078819</td> <td>36.00</td> <td>400 7349 85</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Programme Group (Temporary Exhibits)</td> <td>Morris Leslie Plant Hire Ltd</td> <td>1000078819</td> <td>500.00</td> <td>400 7349 85</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Programme Group (Temporary Exhibits)</td> <td>Morris Leslie Plant Hire Ltd</td> <td>1000078819</td> <td>36.00</td> <td>400 7349 85</td> </tr> <tr><td colspan="9">DCMS Natural History Museum 17/83/2016 Agency Staff Technology Solutions Spring Personnel 5367767 567.00 232 3479 75 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/83/2016 Prof. Printing & Promo, Matl Marketing Withersby Ltd 637611 1,152.00 1,152 1,371 91 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/83/2016 Agency Staff Technology Solutions Spring Personnel 5358833 567.00 232 3479 75 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/83/2016 Agency Staff Content Development - Online Spring Personnel 5352957 1,064.50 232 3479 75 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/83/2016 Agency Staff Content Development - Online Spring Personnel 536065 638.70 232 3479 75 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/83/2016 Agency Staff Content Development - Online Spring Personnel 5358948 638.70 232 3479 75 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/83/2016 Prof. Printing & Promo, Matl Marketing Withersby Ltd 637612 3,212.00 1,152 1,371 91 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/83/2016 Equip. Purch. & Hire (non IT / office) Programme Group (Temporary Exhibits Grab Co 34952 600.00 995 2794 53 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/83/2016 Advertising Marketing AKA Promotions Ltd L L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L I L II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXIXI Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202797</td> <td>800.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202791</td> <td>1,001.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202779</td> <td>1,050.99</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202778</td> <td>1,001.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202777</td> <td>700.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 202775</td> <td>800.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <a href="https://www.akapromotions.com">AKA Promotions Ltd L1202664 (click to visit website)</a><br/> AKA Promotions Ltd L1202656 (click to visit website) </a><br/> AKA Promotions Ltd L1202856 (click to visit website) 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Personnel<br/>Agency Staff<br/>Booking & Sales Spring Personnel<br/>Agency Staff<br/>Booking & Sales Spring Personnel<br/>Agency Staff<br/>Booking & Sales Spring Personnel<br/>Agency Staff<br/>Booking & Sales Spring Personnel<br/>Agency Staff<br/>Booking & Sales Spring Personnel<br/>Agency Staff<br/>Booking & Sales Spring Personnel<br/>Agency Staff<br/>Booking & Sales Spring Personnel<br/>Agency Staff<br/>Booking & Sales Spring Personnel<br/>Agency Staff<br/>Booking & Sales Spring Personnel<br/>Agency Staff<br/>Booking & Sales Spring Personnel<br/>Agency Staff<br/>Booking & Sales Spring Personnel<br/>Agency Staff<br/>Booking & Sales Spring Personnel<br/>Agency Staff<br/>Booking & Sales Spring Personnel<br/>Agency Staff<br/>Booking & Sales Spring Personnel<br/>Agency Staff<br/>Booking & Sales Spring Personnel<br/>Agency Staff<br/>Booking & Sales Spring Personnel<br/>Agency Staff<br/>Booking & Sales Spring Personnel<br/>Agency Staff<br/>Booking & Sales Spring Personnel<br/>Agency Staff<br/>Booking & Sales Spring Personnel<br/>Agency Staff<br/></table> <tr> <td colspan="4" style="text-align:center;">DCMS Natural History Museum Prof. Fees excl Legal & Audit Estates Buildings Projects Alan Baxter Ltd<br/></table> <tr> <td colspan="4" style="text-align:center;">DCMS Natural History Museum Prof. Fees excl Legal & Audit Estates Buildings Projects Alan Baxter Ltd<br/></table> <tr> <td colspan="4" style="text-align:center;">DCMS Natural History Museum Prof. Fees excl Legal & Audit Estates Buildings Projects Alan Baxter Ltd<br/></table> <tr> <td colspan="4" style="text-align:center;">DCMS Natural History Museum Prof. Fees excl Legal & Audit Estates Buildings Projects Alan Baxter Ltd<br/></table> <tr> <td colspan="4" style="text-align:center;">DCMS Natural History Museum Prof. Fees excl Legal & Audit Estates Buildings Projects Alan Baxter Ltd<br/></table> <tr> <td colspan="4" style="text-align:center;">DCMS Natural History Museum Prof. Fees excl Legal & Audit Estates 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<td colspan="4" style="text-align:center;">DCMS Natural History Museum Prof. Fees excl Legal & Audit Estates Buildings Projects Alan Baxter Ltd<br/></table> <tr> <td colspan="4" style="text-align:center;">DCMS Natural History Museum Prof. Fees excl Legal & Audit Estates Buildings Projects Alan Baxter Ltd<br/></table> <tr> <td colspan="4" style="text-align:center;">DCMS Natural History Museum Prof. Fees excl Legal & Audit Estates Buildings Projects Alan Baxter Ltd<br/></table> <tr> <td colspan="4" style="text-align:center;">DCMS Natural History Museum Prof. Fees excl Legal & Audit Estates Buildings Projects Alan Baxter Ltd<br/></table> <tr> <td colspan="4" style="text-align:center;">DCMS Natural History Museum Prof. Fees excl Legal & Audit Estates Buildings Projects Alan Baxter Ltd.<img>AKAPromotionLogo.png logo of AKA Promotion's Limited.</img></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table></tbody></table>/tbody/><tfoot/><th rowspan='3' class='header_bottom_margin'>From :</th><th rowspan='3' class='header_bottom_margin'>To :</th><th rowspan='3' class='header_bottom_margin'>Date:</th><th rowspan='3' class='header_bottom_margin'>Expense Type:</th><th rowspan='3' class='header_bottom_margin'>Expense Area:</th><th rowspan='3' class='header_bottom_margin'>Supplier:</th><th rowspan='3' class='header_bottom_margin'>Transaction Number:</th><th rowspan='3' class='header_bottom_margin'>Amount:</th><th rowspan='3' class='header_bottom_margin'>VAT Registration Number:</th></tfoot>/thead>/tbody>/tfoot>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr>/tr/ <table cellspacing='none'> <thead cellspacing='none'> <tr cellspacing='none'> <th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></th><th scope='col'></than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than th <th scope='row'><span id= 'date_3' class= 'date_3' >3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/3/<span id= 'date_4' class= 'date_4' >4< span id= 'date_5' class= 'date_5' >5< span id= 'date_6' class= 'date_6' >6< span id= 'date_7' class= 'date_7' >7< span id= 'date_8' class= 'date_8' >8< span id= 'date_9' class= 'date_9' >9< span id= 'date_1' class= 'date_9' >9< span id= 'date_4' class= 'date_9' >9< span id= 'date_7' class= 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BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Estateis Buildings Projects</td> <td>Alex Baxter Ltd</td> <td>421393</td> <td>3,500.00</td> <td>200 929.37</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Estateis Buildings Projects</td> <td>Alex Baxter Ltd</td> <td>421393</td> <td>3,000.00</td> <td>200 929.37</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Estateis Buildings Projects</td> <td>Alex Baxter Ltd</td> <td>421393</td> <td>965.00</td> <td>200 929.37</td> </tr> <tr><td colspan="9">DCMS Natural History Museum 31/03/2016 Equip. Purch. & Hire (non IT / office) Content Development - Broadcast Creative Video Productions 356483 9,700.00 169 4886 46 DCMS Natural History Museum 31/03/2016 Equip. Purch. & Hire (non IT / office) Content Development - Broadcast Creative Video Productions 356483 175.00 169 4886 46 DCMS Natural History Museum 31/03/2016 Equip. Purch. & Hire (non IT / office) Content Development - Broadcast Creative Video Productions 356483 430.00 169 4886 46 DCMS Natural History Museum 31/03/2016 Equip. Purch. & Hire (non IT / office) Content Development - Broadcast Creative Video Productions 356483 130.00 169 4886 46 DCMS Natural History Museum 31/03/2016 Equip. Purch. & Hire (non IT / office) Content Development - Broadcast Creative Video Productions 356483 650.00 169 4886 46 DCMS Natural History Museum 31/03/2016 Equip. Purch. & Hire (non IT / office) Content Development - Broadcast Creative Video Productions 356483 75.09 169 4886 46 DCMS Natural History Museum 31/03/2016 Equip. Purch. & Hire (non IT / office) Content Development - Broadcast Creative Video Productions 356483 440.00 169 4886 46 DCMS Natural History Museum 31/03/2016 Equip. Purch. & Hire (non IT / office) Content Development - Broadcast Creative Video Productions 356483 140.00 169 4886 46 DCMS Natural History Museum 31/03/2016 Equip. Purch. & Hire (non IT / office) Content Development - Broadcast Creative Video Productions 356483 350.00 169 4886 46 DCMS Natural History Museum 31/03/2016 Equip. Purch. & Hire (non IT / office) Content Development - Broadcast Creative Video Productions 356483 355.75 169 4886 46 DCMS Natural History Museum 31/03/2016 Equip. Purch. & Hire (non IT / office) Content Development - Broadcast Creative Video Productions 356483 1,295.50 169 4886 46 DCMS Natural History Museum 31/03/2016 Equip. Purch. & Hire (non IT / office) Content Development - Broadcast Creative Video Productions 356483 1,209.00 169 4886 46 DCMS Natural History Museum 31/03/2016 Equip. Purch. & Hire (non IT / office) Content Development - Broadcast Creative Video Productions 356483 809.00 169 4886 46 DCMS Natural History Museum 31/03/2016 Equip. Purch. & Hire (non IT / office) Content Development - Broadcast Creative Video Productions 356483 557.75 169 4886 46 DCMS Natural History Museum 31/03/2016 Equip. Purch. & Hire (non IT / office) Content Development - Broadcast Creative Video Productions 356483 2,277.57 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Membership</td> <td>AKA Promotions Ltd</td> <td>L1 202551</td> <td>1,500.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>18/03/2016</td> <td>Assets under Construction</td> <td>Estates Buildings Projects</td> <td>Sykes & Sons Limited</td> <td>IN001312</td> <td>26,801.36</td> <td>239 8476 14</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Estates Buildings Projects</td> <td>Cynergia Consultants Ltd</td> <td>61</td> <td>2,500.00</td> <td>753 5235 33</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Marketing</td> <td>Morris Hargreaves McIntyre</td> <td>100542</td> <td>5,821.00</td> <td>696 3813 88</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Furniture</td> <td>Events (South Ken)</td> <td>Teco Interiors Ltd.</td> <td>46962</td> <td>7,021.77</td> <td>683 2604 30</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Special Event Costs</td> <td>Events (South Ken)</td> <td>Encor Facility Services Ltd.</td> <td>00411148RJ</td> <td>2,382.50</td> <td>188 4140 46</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Special Event Costs</td> <td>Events (South Ken)</td> <td>Wilson James Ltd.</td> <td>90030555</td> <td>1,491.15</td> <td>546 1539 38</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Rechargeable Costs</td> <td>Events (South Ken)</td> <td>Cover It Up Ltd.</td> <td>41432</td> <td>2,050.00</td> <td>751 7497 07</td> </tr><tr><th colspan="9">DCMS Natural History Museum 31/03/2016 Agency Staff Visitor Events Jacobs Massey 18907 135.30 820 4218 69<br></th></tr><tr><th colspan="9">DCMS Natural History Museum 31/03/2016 Agency Staff Visitor Events Jacobs Massey 18907 135.30 820 4218 69<br></th></tr><tr><th colspan="9">DCMS Natural History Museum 31/03/2016 Agency Staff Production Services Media Technicians Jacobs Massey 18907 319.80 820 4218 69<br></th></tr><tr><th colspan="9">DCMS Natural History Museum 17/03/2016 Equip. Maint. & Repairs (non IT) L&A Digital Services Team Zeuschel UK Ltd INV-0237 5,294.71 184 3049 27<br></th></tr></tbody></table> \<page_number>21/04/2016 \<page_number>236 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Assets under Construction</td> <td>Museum Programme Group (PEG)</td> <td>Axumed Projects Ltd</td> <td>0000392</td> <td>4,907.66</td> <td>898 8314 43</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Advertising</td> <td>Marketing</td> <td>AKA Promotions Ltd</td> <td>L1 199377</td> <td>2,400.00</td> <td>696 8691 51</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Conservation Centre</td> <td>Weix Photographic Ltd</td> <td>S1299873</td> <td>1,425.00</td> <td>231 9471 12</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Conservation Centre</td> <td>Weix Photographic Ltd</td> <td>S1299873</td> <td>245.83</td> <td>231 9471 12</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Conservation Centre</td> <td>Weix Photographic Ltd</td> <td>S1299873</td> <td>255.00</td> <td>231 9471 12</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Special Event Costs</td> <td>Events (South Ken)</td> <td>PCS Cleaning</td> <td>149811</td> <td>6,130.52</td> <td>404 6767 66</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>17/03/2016</td> <td>Special Event Costs</td> <td>Events (South Ken)</td> <td>Music & Arts Security Ltd</td> <td>21126</td> <td>1,632.50</td> <td>644 8760 08</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>31/03/2016</td> <td>Stocks</td> <td>Retail (South Ken)</td> <td>BM Fishhorns Ltd.</td> <td>O00023036</td> <td>2,245.50</td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br></table> <table style="width: 50%; margin-left: auto; margin-right: auto;"> <tr style="text-align: center;"> <th colspan="2">DCMS Natural History Museum Agency Staff Visitor Engagement Welcome and Servi Spring Personnel $370244 14,725.29 232 4349 75 $370244 14,725.29 232 4349 75 $370244 14,725.29 232 4349 75 $370244 14,725.29 232 4349 75 $370244 14,725.29 232 4349 75 $370244 14,725.29 232 4349 75 $370244 14,725.29 232 4349 75 $370244 14,725.29 232 4349 75 $370244 14,725.29 232 4349 75 $370244 14,725.29 232 4349 75 $370244 14,725.29 232 4349 75 $370244 14,725.29 232 4349 75 $370244 14,725.29 232 4349 75 $370244 14,725.29 232 4349 75 $370244 14,725.29 232 4349 75 $370 <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S6630ZIYI S663OZIYI S66S ZIYI S66S ZIYI S66S ZIYI S66S ZIYI S66S ZIYI S66S ZIYI S66S ZIYI S66S ZIYI S66S ZIYI S66S ZIYI S66S ZIYI S66S ZIYI S66S ZIYI S66S ZIYI S66S ZIYI S66S ZIYI S66S ZIYI S66S ZIYI S66S ZIYI S6 <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd S <tr style="text-align: center;"> <th colspan="8" style="border-top: double;">DCMS Natural History Museum Consumables / Sundry (non Stat) CRL Molecular Biology Labs VWR International Ltd SS <tr style="" cellspacing="" cellpadding="" border=""> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Postage & Couriers</td> <td>LS Collections</td> <td>Dixon Glass</td> <td>14884</td> <td>40.00</td> <td>801 9078 42</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Dixon Glass</td> <td>14884</td> <td>884.00</td> <td>801 9078 42</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Dixon Glass</td> <td>14884</td> <td>4,968.00</td> <td>801 9078 42</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Dixon Glass</td> <td>14884</td> <td>1,925.60</td> <td>801 9078 42</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Dixon Glass</td> <td>14884</td> <td>748.80</td> <td>801 9078 42</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Dixon Glass</td> <td>14884</td> <td>1,206.00</td> <td>801 9078 42</td> </tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Assets under Construction Museum Programme Group (PEG) RWCA 15/502/RW/B/731 5,031.10 704 5540 57 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Assets under Construction Museum Programme Group (PEG) RWCA 15/502/RW/C/734 4,903.10 704 5540 57 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Assets under Construction Museum Programme Group (PEG) RWCA 15/512/RW/A/735 4,630.00 704 5540 57 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Licences (Non IT) Membership bottontime Technologies Ltd MDNR197478 1,062.00 724 5482 31 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 31/03/2016 Equip. Purch. & Hire (non IT / office) CRL Molecular Biology Labs VWR International Ltd 5963041818 918.00 823 8532 25 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 31/03/2016 Equip. Purch. & Hire (non IT / office) CRL Molecular Biology Labs VWR International Ltd 5963041818 6.67 823 8532 25 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 31/03/2016 Assets under Construction ORL Conservation Centre ASSA ABLOY Limited T/A Tra 1226528945 7,772.40 670 5311 55 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Freelancers / Self Employed Tring Management & Admin. D Frampton 1816 1,100.00 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Freelancers / Self Employed Tring Management & Admin. D Frampton 1816 330.00 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 17/03/2016 Furniture Tring Management & Admin. D Frampton 1816 59.99 </td></tr> <tr><td colspan="9">DCMS Natural History Museum 31/03/2016 Freelancers / Self Employed Tring Management & Admin. D Frampton TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD 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MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT & ADMINISTRATION LTD TRING MANAGEMENT &ADMINIST Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Projects</td> <td>High Voltage Maintenance Sx</td> <td>29512</td> <td>1,250.00</td> <td>846 5246 05</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Projects</td> <td>High Voltage Partial Discharg</td> <td>3393</td> <td>2,211.90</td> <td>904 3263 45</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Estates Property Rates</td> <td>Estates Management</td> <td>Dacorum Borough Council</td> <td>98220949-APR16</td> <td>2,340.50</td> <td>209 0426 90</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Estates Property Rates</td> <td>Estates Management</td> <td>Wandsworth Borough Couno A/C T1055551-APR16</td> <td></td> <td>8,272.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Conference (Delegate) Fees</td> <td>LS Vertebrates Division</td> <td>The University of Utah</td> <td>201618</td> <td>1,210.93</td> <td>87600525</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Estates Buildings Projects</td> <td>Emcor Facility Services Ltd.</td> <td>00411336RI</td> <td>10,599.16</td> <td>188-4140-46</td> </tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th rowspan="2">DCMS<br>DCMS<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>Natural History Museum<br>National Library of Scotland (Scotland)</th><th rowspan="2">Date (non Stat)</th><th rowspan="2">Retail (South Ken)</th><th rowspan="2">Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD0116I9O4 B Bardays HMS Procurement C EXP-HTD01 I9 O4 B Bardays HMS Procurement C EXP-HTD I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I I O I i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i o i <img>A bar chart showing data for Natural history museums in Scotland.</img></table> <table style="width: auto;"> <tr style="background-color: #eaeaea;"> <td style="text-align: left;">From :</th><th style="text-align: center;">Date:</th><th style="text-align: center;">Amount:</th><th style="text-align: right;">VAT Registration Number:</th><th style="text-align: right;">Number:</th><th style="text-align: right;">Amount:</th><th style="text-align: right;">Number:</th><th style="text-align: right;">Amount:</th><th style="text-align: right;">Number:</th><th style="text-align: right;">Amount:</th><th style="text-align: right;">Number:</th><th style="text-align: right;">Amount:</th><th style="text-align: right;">Number:</th><th style="text-align: right;">Amount:</th><th style="text-align: right;">Number:</th><th style="text-align: right;">Amount:</th><th style="text-align: right;">Number:</th><th style="text-align: right;">Amount:</th><th style="text-align: right;">Number:</th><th style="text-align: right;">Amount:</th><th style="text-align: right;">Number:</th><th style="text-align: right;">Amount:</th><th style="text-align: right;">Number:</th><th style="text-align: right;">Amount:</th><th style="text-align: right;">Number:</th><th style="text-align: right;">Amount:</th><th style="text-align: right;">Number:</th><th style="text-align: right;">Amount:</th><th style="text-align: right;">Number:</th><th style="text-align: right;">Amount:</th><th style="text-align: right;">Number:</th><th style="text-align: right;">Amount:</th><th style="text-align: right;">Number:</th><th style="text-align: right;">Amount:</than></table> <table style="width: auto;"> <tr style="background-color: #eaeaea;"> <td style="text-align:left;"><strong>From :</strong></table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <tr class='header_bottom_margin'> <td colspan='8' align='left'>Natural House - Freedom of Information Report From :<br/>To :</table></tr></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table/></tbody></table/></tbody/></html>' Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-HT00161094</td> <td></td> <td>204.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-HT00161094</td> <td></td> <td>59.17</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-HT00161094</td> <td></td> <td>19.74</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-HT00161094</td> <td></td> <td>22.45</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Equip. Punch. & Hire (non IT / offixx)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C EXP-JT0701161096</td> <td></td> <td>125.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Equip. Punch. & Hire (non IT / offixx)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C EXP-JT0701161096</td> <td></td> <td>929.62</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Equip. Punch. & Hire (non IT / offixx)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C EXP-JT0701161096</td> <td></td> <td>662.94</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Equip. Punch. & Hire (non IT / offixx)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C EXP-JT0701161096</td> <td></td> <td>273.36</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Equip. Punch. & Hire (non IT / offixx)</td> <td>Production Services Special Effects</td> <td>Bardays HMG Procurement C EXP-JT0701161096</td> <td></td> <td>1,403.09</td> <td></td> </tr> <tr><th colspan="8">DCMS Natural History Museum 29/03/2016 Accommodation ES Economic & Environmental Earth Sc Bardays HMG Procurement C EXP-LRQ2I2I5I07E 181.03 ES Economic & Environmental Earth Sc Bardays HMG Procurement C EXP-LRQ2I2I5I07E 3,006.58 Sci Resources - Research Coordination Bardays HMG Procurement C EXP-LRQ2I2I5I07E 80.00 Sci Resources - Research Coordination Bardays HMG Procurement C EXP-LRQ2I2I5I07E 1,393.50 DCMS Natural History Museum 29/03/2016 Travel Other Touring Objects IP Bardays HMG Procurement C EXP-HK8J2I2I5I87E 5.71 DCMS Natural History Museum 29/03/2016 Subsidence Touring Objects IP Bardays HMG Procurement C EXP-HK8J2I2I5I87E 3.78 DCMS Natural History Museum 29/03/2016 Accommodation Touring Objects IP Bardays HMG Procurement C EXP-HK8J2I2I5I87E 12.23 DCMS Natural History Museum 29/03/2016 Subsidence Touring Objects IP Bardays HMG Procurement C EXP-HK8J2I2I5I87E 3.51 DCMS Natural History Museum 29/03/2016 Subsidence Touring Objects IP Bardays HMG Procurement C EXP-HK8J2I2I5I87E 0.68 DCMS Natural History Museum 29/03/2016 Travel Other Touring Objects IP Bardays HMG Procurement C EXP-HK8J2I2I5I87E 7.56 DCMS Natural History Museum 29/03/2016 Travel Bus & Rail Transport Touring Objects IP Bardays HMG Procurement C EXP-HK8J2I2I5I87E 12.83 DCMS Natural History Museum 29/03/2016 Subsidence Touring Objects IP Bardays HMG Procurement C EXP-HK8J2I2I5I87E 10.29 DCMS Natural History Museum 29/03/2016 Travel Other Touring Objects IP Bardays HMG Procurement C EXP-HK8J2I2I5I87E 3.05 DCMS Natural History Museum 29/03/2016 Subsidence Touring Objects IP Bardays HMG Procurement C EXP-HK8J2I2I5I87E 4.47 DCMS Natural History Museum 29/03/2016 Travel Other Touring Objects IP Bardays HMG Procurement C EXP-HK8J2I2I5I87E 5.69 \<page_number>21/4/2016 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_number>4 \<page_page_num\_=""> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Subsistence</td> <td>Touring Objects IP</td> <td>Berdays HMS Procurement C EXP-MK9J12151070</td> <td></td> <td>1.51</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Subsistence</td> <td>Touring Objects IP</td> <td>Berdays HMS Procurement C EXP-MK9J12151070</td> <td></td> <td>3.92</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Subsistence</td> <td>Touring Objects IP</td> <td>Berdays HMS Procurement C EXP-MK9J12151070</td> <td></td> <td>8.58</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel Other</td> <td>Touring Objects IP</td> <td>Berdays HMS Procurement C EXP-MK9J12151070</td> <td></td> <td>-4.29</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Accommodation</td> <td>Touring Objects IP</td> <td>Berdays HMS Procurement C EXP-MK9J12151070</td> <td></td> <td>156.82</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Subsistence</td> <td>Touring Objects IP</td> <td>Berdays HMS Procurement C EXP-MK9J12151070</td> <td></td> <td>4.80</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Subsistence</td> <td>Touring Objects IP</td> <td>Berdays HMS Procurement C EXP-MK9J12151070</td> <td></td> <td>9.93</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Accommodation</td> <td>Touring Objects IP</td> <td>Berdays HMS Procurement C EXP-MK9J12151070</td> <td></td> <td>58.54</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Subsistence</td> <td>Touring Objects IP</td> <td>Berdays HMS Procurement C EXP-MK9J12151070</td> <td></td> <td>1.54</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 29/03/2016 Subsistence Touring Objects IP Berdays HMS Procurement C EXP-MK9J12151070 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.09 7.</th></tr><tr><th colspan="8">DCMS Natural History Museum 28/12/2016 Accommodation Touring Objects IP Berdays HMS Procurement C EXP-MK8J12151484C EXP-MK8J12151484C EXP-MK8J12151484C EXP-MK8J12151484C EXP-MK8J12151484C EXP-MK8J12151484C EXP-MK8J12151484C EXP-MK8J12151484C EXP-MK8J12151484C EXP-MK8J12151484C EXP-MK8J12151484C EXP-MK8J12151484C EXP-MK8J1215 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring Objects IP</td> <td>Bardays HMS Procurement C EXP-MK0J12151D70</td> <td></td> <td>6.57</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel Other</td> <td>Touring Objects IP</td> <td>Bardays HMS Procurement C EXP-MK0J12151D70</td> <td></td> <td>14.13</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel Other</td> <td>Touring Objects IP</td> <td>Bardays HMS Procurement C EXP-MK0J12151D70</td> <td></td> <td>11.39</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Clerk Entertainment & Gifts</td> <td>Touring Objects IP</td> <td>Bardays HMS Procurement C EXP-MK0J12151D70</td> <td></td> <td>10.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring Objects IP</td> <td>Bardays HMS Procurement C EXP-MK0J12151D70</td> <td></td> <td>3.12</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring Objects IP</td> <td>Bardays HMS Procurement C EXP-MK0J12151D70</td> <td></td> <td>7.98</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring Objects IP</td> <td>Bardays HMS Procurement C EXP-MK0J12151D70</td> <td></td> <td>2.26</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring Objects IP</td> <td>Bardays HMS Procurement C EXP-MK0J12151D70</td> <td></td> <td>5.98</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel Other</td> <td>Touring Objects IP</td> <td>Bardays HMS Procurement C EXP-MK0J12151D70</td> <td></td> <td>5.64</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 29/03/2016 Substances Touring Robotics Bardays HMS Procurement C EXP-MK0J12151D70 1.42 3.68 157.72 4.31 1.52 6.24 5.69 4.12 5.34 5.48 3.26 182.84 11.40 6.55 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.88 4.</th></tr><tr><th colspan="9">DCMS Natural History Museum Travel Other Touring Robotics Bardays HMS Procurement C EXP-MK0J12151D70 Exp-MK0J12151D70 Exp-MK0J12151D70 Exp-MK0J12151D70 Exp-MK0J12151D70 Exp-MK0J12151D70 Exp-MK0J12151D70 Exp-MK0J12151D70 Exp-MK0J12151D70 Exp-MK0J12151D70 Exp-MK0J12151D70 Exp-MK0J1215 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Subsistence</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK912151070</td> <td></td> <td>5.98</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel Other</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK912151070</td> <td></td> <td>5.63</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Subsistence</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK912151070</td> <td></td> <td>2.08</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK912151070</td> <td></td> <td>5.73</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Subsistence</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK912151070</td> <td></td> <td>4.10</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK912151070</td> <td></td> <td>5.69</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Subsistence</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK912151070</td> <td></td> <td>4.79</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Subsistence</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK912151070</td> <td></td> <td>9.94</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Accommodation</td> <td>Touring Robotics</td> <td>Bardays HMS Procurement C EXP-MK912151070</td> <td></td> <td>58.54</td> <td></td> </tr><tr><th rowspan="4">DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></th><th>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/></th><th>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br>29/03/2016<br/></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><th colspan="4"></th><table> <tr> <th style='text-align:left;'>Department Family:</strong></table> <table> <tr> <th style='text-align:left;'>Entity:</strong></table> <tr> <th style='text-align:left;'>Date:</strong></table> <tr> <th style='text-align:left;'>Expense Type:</strong></table> <tr> <th style='text-align:left;'>Expense Area:</strong></table> <tr> <th style='text-align:left;'>Supplier:</strong></table> <tr> <th style='text-align:left;'>Transaction Number:</strong></table> <tr> <th style='text-align:left;'>Amount:</strong></table> <tr> <th style='text-align:left;'>VAT Registration Number:</strong></table> <table> <tr> <th style='text-align:left;'>Department Family:</strong></table> <tr> <th style='text-align:left;'>Entity:</strong></table> <tr> <th style='text-align:left;'>Date:</strong></table> <tr> <th style='text-align:left;'>Expense Type:</strong></table> <tr> <th style='text-align:left;'>Expense Area:</strong></table> <tr> <th style='text-align:left;'>Supplier:</strong></table> <tr> <th style='text-align:left;'>Transaction Number:</strong></table> <tr> <th style='text-align:left;'>Amount:</strong></table> <tr> <th style='text-align:left;'>VAT Registration Number:</strong></table> <table> <tr> <th style='text-align:left;'>Department Family:</strong></table> <tr> <th style='text-align:left;'>Entity:</strong></table> <tr> <th style='text-align:left;'>Date:</strong></table> <tr> <th style='text-align:left;'>Expense Type:</strong></table> <tr> <th style='text-align:left;'>Expense Area:</strong></table> <tr> <th style='text-align:left;'>Supplier:</strong></table> <tr> <th style='text-align:left;'>Transaction Number:</strong></table> <tr> <th style='text-align:left;'>Amount:</strong></table> <tr> <th style='text-align:left;'>VAT Registration Number:</strong></table> <table> <tr> <th style='text-align:left;'>Department Family:</strong></table> <tr> <th style='text-align:left;'>Entity:</strong></table> <tr> <th style='text-align:left;'>Date:</strong></table> <tr> <th style='text-align:left;'>Expense Type:</strong></table> <tr> <th style='text-align:left;'>Expense Area:</strong></table> <tr> <th style='text-align:left;'>Supplier:</strong></table> <tr> <th style='text-align:left;'>Transaction Number:</strong></table> <tr> <th style='text-align:left;'>Amount:</strong></table> <tr> <th style='text-align:left;'>VAT Registration Number:</strong></table> <table \<page_number>Page 8 of 8 (Total 8 pages)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page 8 of 8)\</page_number>> <table \<page_number>Total 8 pages (Page Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Accommodation</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-MK912151070</td> <td></td> <td>122.13</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-MK912151070</td> <td></td> <td>3.52</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-MK912151070</td> <td></td> <td>6.60</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-MK912151070</td> <td></td> <td>7.37</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-MK912151070</td> <td></td> <td>12.84</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-MK912151070</td> <td></td> <td>10.27</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel Other</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-MK912151070</td> <td></td> <td>3.06</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-MK912151070</td> <td></td> <td>4.45</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel Other</td> <td>Touring WPY</td> <td>Bardays HMS Procurement C EXP-MK912151070</td> <td></td> <td>5.69</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 29/03/2016 Substances Touring WPY Bardays HMS Procurement C EXP-MK912151070 1.51 3.38 8.56 4.28 156.80 2.08 5.73 4.10 5.69 2.22 156.80 4.79 9.94 58.54 1.55 7.09 1.19 3.76 10.00 3.11 </th></tr><tr><th colspan="9">DCMS Natural History Museum 29/03/2016 Travel-Bus & Rail Transport Touring WPY Bardays HMS Procurement C EXP-MK912151070 5.73 4.10 5.69 2.22 156.80 4.79 9.94 58.54 1.55 7.09 1.19 3.76 10.00 3.11 </th></tr><tr><th colspan="9">DCMS Natural History Museum 29/03/2016 Travel Other Touring WPY Bardays HMS Procurement C EXP-MK912151070 7.37 4.45 4.45 </th></tr><tr><th colspan="9">DCMS Natural History Museum 29/03/2016 Client Entertainment & Gifts Touring WPY Bardays HMS Procurement C EXP-MK912151070 4.45 </th></tr><tr><th colspan="9">DCMS Natural History Museum 29/03/2016 Accommodation Touring WPY Bardays HMS Procurement C EXP-MK912151070 4.45 </th></tr><tr><th colspan="9">DCMS Natural History Museum 29/03/2016 Substance Touring WPY Bardays HMS Procurement C EXP-MK912151070 4.45 </th></tr><tr><th colspan="9">DCMS Natural History Museum 29/03/2016 Substance Touring WPY Bardays HMS Procurement C EXP-MK912151070 4.45 </th></tr><tr><th colspan="9">DCMS Natural History Museum 29/03/2016 Accommodation Touring WPY Bardays HMS Procurement C EXP-MK912151070 4.45 </th></tr><tr><th colspan="9">DCMS Natural History Museum 29/03/2016 Substance Touring WPY Bardays HMS Procurement C EXP-MK912151070 4.45 </th></tr><tr><th colspan="9">DCMS Natural History Museum 29/03/2016 Travel Other Touring WPY Bardays HMS Procurement C EXP-MK91215107 </th></tr><tr><th colspan="9">DCMS Natural History Museum 29/03/2016 Substance Touring WPY Bardays HMS Procurement C EXP-MK9 </th></tr><tr><th colspan="9">DCMS Natural History Museum 29/ </th></tr><tr><th colspan="8" style="text-align:right;">Total Amount: £<span style="font-size: large;">8,888.88£<span style="font-size: large;"></span></span>                                     </th></tr><tr><th colspan="8" style="text-align:right;">VAT Amount: £<span style="font-size: large;">8,888.88£<span style="font-size: large;"></span></span>                      </th></tr><tr><th colspan="8" style="text-align:right;">Total VAT Amount: £<span style="font-size: large;">8,888.88£<span style="font-size: large;"></span></span> </th></tr><tr><th colspan="8" style="text-align:right;">Total VAT Rate: <span style="font-size: large;">(VAT Rate) (VAT Rate)</span> </th></tr><tr><th colspan="8" style="text-align:right;">Total VAT Rate: <span style="font-size: large;">(VAT Rate) (VAT Rate)</span> </th></tr><tr><th colspan="8" style="text-align:right;">Total VAT Rate: <span style="font-size: large;">(VAT Rate) (VAT Rate)</span> </th></tr><tr><th colspan="8" style="text-align:right;">Total VAT Rate: <span style="font-size: large;">(VAT Rate) (VAT Rate)</span> </th></tr><tr><th colspan="8" style="text-align:right;">Total VAT Rate: <span style="font-size: large;">(VAT Rate) (VAT Rate)</span> </th></tr><tr><th colspan="8" style="text-align:right;">Total VAT Rate: <span style="font-size: large;">(VAT Rate) (VAT Rate)</span> </th></tr><tr><th colspan="8" style="text-align:right;">Total VAT Rate: <span style="font-size: large;">(VAT Rate) (VAT Rate)</span> </th></tr><tr><th colspan="8" style="text-align:right;">Total VAT Rate: <span style="font-size: large;">(VAT Rate) (VAT Rate)</span> </th></tr><tr><th colspan="8" style="text-align:right;">Total VAT Rate: <span style="font-size: large;">(VAT Rate) (VAT Rate)</span> </th></tr><tr><th colspan="8" style="text-align:right;">Total VAT Rate: <span style="font-size: large;">(VAT Rate) (VAT Rate)</span> </th></tr><tr><th colspan="8" style="text-align:right;">Total VAT Rate: <span style="font-size: large;">(VAT Rate) (VAT Rate)</span> </th></tr><tr><th colspan="8" style="text-align:right;">Total VAT Rate: <span style="font-size: large;">(VAT Rate) (VAT Rate)</span> </th></tr><tr><th colspan="8" style="text-align:right;">Total VAT Rate: <span style="font-size: large;">(VAT Rate) (VAT Rate)</span> </th></tr><tr><th colspan="8" style="text-align:right;">Total VAT Rate: <span style="font-size: large;">(VAT Rate) (VAT Rate)</span> </th></tr><tr><th colspan="8" style="text-align:right;">Total VAT Rate: <span style="">(VAT Rate) (VAT Rate)</span>><br>(VAT Rate) (VAT Rate)<<br>(VAT Rate) (VAT Rate)<<br>(VAT Rate) (VAT 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cellspacing='none' cellpadding='none'><tbody id='__annotation__rowinterval_'><xref 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rowspan='__annotation__rowintervalelement_id__' class='annotation__rowintervalelement_id__' id='__annotation__rowintervalelement_id__' rowspan='__annotation__rowintervalelement_id__' class='annotation__rowintervalelement_id__' id='__annotation__rowintervalelement_id__' rowspan='__annotation__rowintervalelement_id__' class='annotation__rowintervalelement_id__' id='__annotation__rowintervalelement_id__' rowspan='__annotation__rowintervalelement_id__' class='annotation__rowintervalelement_id__' id='__annotation__rowintervalelement_id__' rowspan='__annotation__rowintervalelement_id__' class='annotation__rowintervalelement_id__' id='__annotation__rowintervalelement_id__' rowspan='__annotation__rowintervalelement_id__' class='annotation__rowintervalelement_id__' id='__annotation__rowintervalelement_id__' rowspan='__annotation__rowintervalelement_id__' class='annotation__rowintervalelement_id__' id='__annotation__rowintervalelement_id__': __annotation__: 'xref' __annotation__: 'id' __annotation__: '__annotation__': __annotation__: 'id' __annotation__: '__annotation__': __annotation__: 'id' __annotation__: '__annotation__': __annotation__: 'id' __annotation__: '__annotation__': __annotation__: 'id' __annotation__: '__annotation__': __annotation__: 'id' __annotation__: '__annotation__': __annotation__: 'id' __annotation__: '__annotation__': __annotation__: 'id' __annotation__: '__annotation__': __annotation__: 'id' __annotation__: '__annotation__': __annotation__: 'id' __annotation__: '__annotation__': __annotation__: 'id' __annotation__: '__annotation__': __annotation__: 'id' __annotation__: '__annotation__': __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: __.annotation: ____ Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMG Procurement C EXP-HK0312151070</td> <td></td> <td>7.88</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring WPY</td> <td>Bardays HMG Procurement C EXP-HK0312151070</td> <td></td> <td>2.25</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMG Procurement C EXP-HK0312151070</td> <td></td> <td>5.98</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel Other</td> <td>Touring WPY</td> <td>Bardays HMG Procurement C EXP-HK0312151070</td> <td></td> <td>5.63</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMG Procurement C EXP-HK0312151070</td> <td></td> <td>1.42</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMG Procurement C EXP-HK0312151070</td> <td></td> <td>3.68</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Accommodation</td> <td>Touring WPY</td> <td>Bardays HMG Procurement C EXP-HK0312151070</td> <td></td> <td>157.72</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMG Procurement C EXP-HK0312151070</td> <td></td> <td>4.31</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Substance</td> <td>Touring WPY</td> <td>Bardays HMG Procurement C EXP-HK0312151070</td> <td></td> <td>1.52</td> <td></td> </tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr> <table style='width: 100%; border-collapse: collapse;'> <thead style='background-color: #ebebeb;'> <tr style='text-align: center;'> <ths style='padding: 5px;'>DCMS Natural History Museum 23/III/2016 Hospitality Cultural Consultancy Bardays HMG Procurement C EXP-HK48281164I0S 927.50 </ths>                                                       </br> <ths style='padding: 5px;'>DCMS Natural History Museum 23/III/2016 Conference (Delegate) Fees Cultural Consultancy Bardays HMG Procurement C EXP-HK48281164I0S 34.64 </ths> </br> <ths style='padding: 5px;'>DCMS Natural History Museum 23/III/2016 Advertising Cultural Consultancy Bardays HMG Procurement C EXP-HK48281164I0S 2,156.57 </ths> </br> <ths style='padding: 5px;'>DCMS Natural History Museum 23/III/2016 Hospitality Cultural Consultancy Bardays HMG Procurement C EXP-HK48281164I0S 25.08 </ths> </br> <ths style='padding: 5px;'>DCMS Natural History Museum 23/III/2016 Conference (Delegate) Fees Cultural Consultancy Bardays HMG Procurement C EXP-HK48281164I0S 15.40 </ths> </br> <ths style='padding: 5px;'>DCMS Natural History Museum 23/III/2016 Travel-Bus & Rail Transport Photographic Unit (Image Resources) Bardays HMG Procurement C EXP-HK48281164I0S 18.96 </ths>  </thead> ``` <tbody style='border-top: none;'> <tfoot style='background-color: #ebebeb;'> <trs style='text-align: center;'> <Ths style='padding: 5px;'> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> <Ths style='padding: 5px;'></Ths> </br>&<br/></table> ``` <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-IG000161095</td> <td></td> <td>106.58</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-IG000161095</td> <td></td> <td>111.71</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>LS Collections</td> <td>Bardays HMS Procurement C EXP-IG000161095</td> <td></td> <td>112.16</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OIL Imaging & Analytical</td> <td>Bardays HMS Procurement C EXP-IG000161095</td> <td></td> <td>358.67</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OIL Imaging & Analytical</td> <td>Bardays HMS Procurement C EXP-IG000161095</td> <td></td> <td>109.37</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OIL Imaging & Analytical</td> <td>Bardays HMS Procurement C EXP-IG000161095</td> <td></td> <td>23.16</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OIL Imaging & Analytical</td> <td>Bardays HMS Procurement C EXP-IG000161095</td> <td></td> <td>7.72</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>OIL Imaging & Analytical</td> <td>Bardays HMS Procurement C EXP-IG000161095</td> <td></td> <td>111.94</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>CORE Research Labs Consultancy LS Department Mgmt Team Production Services Engineering LS Department Mgmt Team OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OIL Imaging & Analytical OILD IMAGING ANALYTICAL LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SERVICES ENGINEERING LS DEPARTMENT MGMT TEAM PRODUCTION SER Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>ATG Scientific Ltd</td> <td>ATG301444</td> <td>75.00</td> <td>118 2575 15</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>ATG Scientific Ltd</td> <td>ATG301444</td> <td>2,460.00</td> <td>118 2575 15</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>ATG Scientific Ltd</td> <td>ATG301444</td> <td>188.00</td> <td>118 2575 15</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>ATG Scientific Ltd</td> <td>ATG301444</td> <td>270.00</td> <td>118 2575 15</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>ATG Scientific Ltd</td> <td>ATG301444</td> <td>45.00</td> <td>118 2575 15</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>ATG Scientific Ltd</td> <td>ATG301444</td> <td>1,693.00</td> <td>118 2575 15</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>ATG Scientific Ltd</td> <td>ATG301444</td> <td>188.00</td> <td>118 2575 15</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Imaging & Analytical</td> <td>ATG Scientific Ltd</td> <td>ATG301444</td> <td>245.00</td> <td>118 2575 15</td> </tr> <tr style="border-top: 2px solid black;"> <td colspan="9" style="text-align: right;">Total Amount: £2,999.99<br>Total VAT: £2,999.99<br>Total VAT %: 25%</table> <table border="1"> <thead><tr><th>D CMS Natural History Museum 23/8/2016 Special Event Costs CRL Dept Mgmt Barstays HMG Procurement C EXP-ABJ30I16I9D Barstays HMG Procurement C EXP-ABJ30I16I9D Barstays HMG Procurement C EXP-ABJ30I16I9D Barstays HMG Procurement C EXP-ABJ30I16I9D National Public Programmes National Public Programmes National Public Programmes National Public Programmes National Public Programmes National Public Programmes National Public Programmes National Public Programmes National Public Programmes National Public Programmes National Public Programmes National Public Programmes National Public Programmes National Public Programmes National Public Programmes HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisional Developmen <table border="1"> <thead><tr><th>D CMS Natural History Museum 23/8/2016 Special Event Costs CRL Dept Mgmt Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20I6I9D Barstays HMG Procurement C EXP-ALO20 I Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C EXP-582001161094</td> <td></td> <td>149.85</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C EXP-582001161094</td> <td></td> <td>2.29</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C EXP-582001161094</td> <td></td> <td>52.10</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C EXP-582001161094</td> <td></td> <td>559.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C EXP-582001161094</td> <td></td> <td>819.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Bardays HMG Procurement C EXP-582001161094</td> <td></td> <td>364.62</td> <td></td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum 23/03/2016 Training HR Organisational Development Bardays HMG Procurement C EXP-582001161094 19.27 ES Collections Bardays HMG Procurement C EXP-583001161098 29.77 LS Parasites & Vectors Division Bardays HMG Procurement C EXP-583001161098 49.83 LS Department Mgmt Team Bardays HMG Procurement C EXP-583001161098 61.10 CRL Conservation Centre Bardays HMG Procurement C EXP-583001161098 46.49 CRL Imaging & Analytical Bardays HMG Procurement C EXP-583001161098 26.82 CRL Imaging & Analytical Bardays HMG Procurement C EXP-583001161098 8.94 Collection Purch (Non-Capex) LAA Collections & Services Team Bardays HMG Procurement C EXP-583001161098 1,144.83 Collection Purch (Non-Capex) LS Collectors Bardays HMG Procurement C EXP-583001161098 354.48 ES Department Mgmt Team Bardays HMG Procurement C EXP-583001161098 24.34 ES Department Mgmt Team Bardays HMG Procurement C EXP-583001161098 18.50 ES Department Mgmt Team Bardays HMG Procurement C EXP-583001161098 24.99 Agency Staff Finance Hays Accountancy Personnel 1,066,315,777 8,150.40 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 773,695,7 7 <page_number><page_number>248 2/4/20 Natural History Museum Agency Staff Finance Hays Accountancy Personnel Natural History Museum Agency Staff Finance Hays Accountancy Personnel Natural History Museum Assets under Construction Museum Programme Group (PEG) Exib Limited IEX/4/4 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Site Preparation / Demolition</td> <td>Programme Group (Temporary Exhibits)</td> <td>Emcor Facility Services Ltd</td> <td>004113648U</td> <td>563.06</td> <td>188 4146 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Estates Buildings Projects</td> <td>Focus Consultants 2019 LLP</td> <td>154/1706</td> <td>2,150.00</td> <td>996 7534 48</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Grant Sub Contr / award payments</td> <td>National Public Programmes</td> <td>University of Manchester</td> <td>12025490</td> <td>2,016.66</td> <td>849 7389 56</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Freelancers / Self Empkt cont</td> <td>L&A Collections & Services Team</td> <td>Sonja Schwoel</td> <td>861</td> <td>550.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Content Development - Science Commr.</td> <td>Spring Personnel</td> <td>5371110</td> <td>708.84</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>31/03/2016</td> <td>Stocks</td> <td>Rotal (South Ken)</td> <td>Keycraft</td> <td>191977</td> <td>1,255.68</td> <td>140 1547 10</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>31/03/2016</td> <td>Stocks</td> <td>Rotal (South Ken)</td> <td>The Original Candy Co.</td> <td>26072</td> <td>2,867.72</td> <td>830 9270 35</td> </tr><tr><td rowspan="5">DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCSM Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Spring Personnel</td> <td>5369882</td> <td>1,928.55</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Spring Personnel</td> <td>5369882</td> <td>1,551.29</td> <td>232 3479 79</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Membership</td> <td>Spring Personnel</td> <td>5369882</td> <td>751.07</td> <td>232 3479 79</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Keystone Employment Group INV0035406</td> <td></td> <td>90.75<br>934 2836 14</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Keystone Employment Group INV0035406</td> <td></td> <td>181.50<br>934 2836 14</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>VC Derrations & Maps</td> <td>Keystone Employment Group INV0035406</td> <td></td> <td>181.50<br>934 2836 14</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales - cloakroom</td> <td>Keystone Employment Group INV0035406</td> <td></td> <td>90.53<br>934 2836 14</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Marketing</td> <td>Keystone Employment Group INV0035406</td> <td></td> <td>683.65<br>934 2836 14</td><td></td></tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum TravelAir Passenger Transport LS Parasites & Vectors Division Key Travel S833792b 571.71 362 3348 61 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum IT Costs LS Genomics & Microbial Biodiversity D Dell Computer Corporation Ltd 7402273995 1,238.48 635 8235 28 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum Advertising Marketing AKA Promotions Ltd L1 202947 600.54 696 8691 51 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum Advertising Marketing AKA Promotions Ltd L1 202946 2,210.00 696 8691 51 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum Special Event Costs Visitor Engagement Welcome and Servi Wilson James Limited 90035475 3,005.06 546 1579.38 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum Equip., Purch., & Hire (non IT / office) Production Services Media Technicians Despeker Limited 2015174 698.00 902 6427 44 </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">DCMS Natural History Museum Agency Staff Human Resources - Ops Spring Personnel S737815 735.08 232 3479 75 </tr> <tr style="border-top: double black;"> <table border="none"> <tbody><tr><th>Date:</th><th>Description:</th><th>Total Amount:</th></tr><tr><td colspan='3' style='text-align:center;'>Total Amount: $<strong style='color:red;'>7,787.88 (including VAT)</strong></tr></tbody></table> <tr style="border-top: double black;"> <table border="none"> <tbody><tr><th>Date:</th><th>Description:</th><th>Total Amount:</th></tr><tr><td colspan='3' style='text-align:center;'>Total Amount: $<strong style='color:red;'>7,787.88 (excluding VAT)</strong></tr></tbody></table> <tr style="border-top: double black;"> <table border="none"> <tbody><tr><th>Date:</th><th>Description:</th><th>Total Amount:</th></tr><tr><td colspan='3' style='text-align:center;'>Total Amount: $<strong style='color:red;'>7,787.88 (including VAT)</strong></tr></tbody></table> <tr style="border-top: double black;"> <table border="none"> <tbody><tr><th>Date:</th><th>Description:</th><th>Total Amount:</th></tr><tr><td colspan='3' style='text-align:center;'>Total Amount: $<strong style='color:red;'>7,787.88 (excluding VAT)</strong></tr></tbody></table> <tr style="border-top: double black;"> <table border="none"> <tbody><tr><th>Date:</th><th>Description:</th><th>Total Amount:</th></tr><tr><td colspan='3' style='text-align:center;'>Total Amount: $<strong style='color:red;'>7,787.88 (including VAT)</strong></tr></tbody></table> <tr style="border-top: double black;"> <table border="none"> <tbody><tr><th>Date:</th><th>Description:</th><th>Total Amount:</th></tr><tr><td colspan='3' style='text-align:center;'>Total Amount: $<strong style='color:red;'>7,787.88 (excluding VAT)</strong></tr></tbody></table> <tr style="border-top: double black;"> <table border="none"> <tbody><tr><th>Date:</th><th>Description:</th><th>Total Amount:</th></tr><tr><td colspan='3' style='text-align:center;'>Total Amount: $<strong style='color:red;'>7,787.88 (including VAT)</strong></tr></tbody></table> <tr style="border-top: double black;"> <table border="none"> <tbody><tr><th>Date:</th><th>Description:</th><th>Total Amount:</th></tr><tr><td colspan='3' style='text-align:center;'>Total Amount: $<strong style='color:red;'>7,787.88 (excluding VAT)</strong></tr></tbody></table> <tr style="border-top: double black;"> <table border="none"> <tbody><tr><th>Date:</th><th>Description:</th><th>Total Amount:</th></tr><tr><td colspan='3' style='text-align:center;'>Total Amount: $<strong style='color:red;'>7,787.88 (including VAT)</strong></tr></tbody></table> <tr style="border-top: double black;"> <table border="none"> <tbody><tr><th>Date:</th><th>Description:</th><th>Total Amount:</th></tr><tr><td colspan='3' style='text-align:center;'>Total Amount: $<strong style='color:red;'>7,787.88 (excluding VAT)</strong></tr></tbody></table> <tr style="border-top: double black;"> <table border="none"> <tbody><tr><th>Date:</th><th>Description:</th><th>Total Amount:</th></tr><tr><td colspan='3' style='text-align:center;'>Total Amount: $<strong style='color:red;'>7,787.88 (including VAT)</strong></tr></tbody></table> <tr style="border-top: double black;"> <table border="none"> <tbody><tr><th>Date:</th><th>Description:</th><th>Total Amount:</th></tr><tr><td colspan='3' style='text-align:center;'>Total Amount: $<strong style='color:red;'>7,787.88 (excluding VAT)</strong></tr></tbody></table> <tr style="border-top: double black;"> <table border="none"> <tbody><tr><th>Date:</th><th>Description:</th><th>Total Amount:</th></tr><tr><td colspan='3' style='text-align:center;'>Total Amount: $<strong style='color:red;'>7,787.88 (including VAT)</strong></tr></tbody></table> <tr style="border-top: double black;"> <table border="none"> <tbody><tr><th>Date:</th><th>Description:</th><th>Total Amount:</th></tr><tr><td colspan='3' style='text-align:center;'>Total Amount: $<strong style='color:red;'>7,787.88 (excluding VAT)</strong></tr></tbody></table> <tr style="border-top: double black;"> <table border="none"> <tbody><tr><th>Date:</th><th>Description:</th><th>Total Amount:</th></tr><tr><td colspan='3' style='text-align:center;'>Total Amount: $<strong style='color:red;'>7,787.88 (including VAT)</strong></tr></tbody></table> <tr style="border-top: double black;"> <table border="none"> 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e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h e l t h el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el t he el Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>31/03/2016</td> <td>Stock</td> <td>Tring Retail</td> <td>Heritage Books</td> <td>127088</td> <td>548.33</td> <td>219 4631 65</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Visitor Events</td> <td>Spring Personnel</td> <td>5358050</td> <td>708.84</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Visitor Events</td> <td>Spring Personnel</td> <td>5358838</td> <td>1,078.25</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>31/03/2016</td> <td>Stock</td> <td>Tring Retail</td> <td>British Fossils</td> <td>SIN822795</td> <td>779.92</td> <td>423 8955 60</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>16/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring WPY Touring WPY Touring WPY Touring WPY Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Touring Objects IP Hospitality Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Travel-Bus & Rail Transport Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel Hospitality Hotel hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality hospitality 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HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY HOSPITALITY <page_number>21/04/2016 251 </page_number></table> <table><thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr></thead><tbody><tr><td colspan="9"></td></tr></tbody></table> <table><thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr></thead><tbody><tr><td colspan="9"></td></tr></tbody></table> <table><thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr></thead><tbody><tr><td colspan="9"></td></tr></tbody></table> <table><thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr></thead><tbody><tr><td colspan="9"></td></tr></tbody></table> <table><thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></h Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB0701161093</td> <td></td> <td>262.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB0701161092</td> <td></td> <td>118.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Consumables / Sundry (Non Stat)</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB0701161092</td> <td></td> <td>95.40</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Hospitality</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB0701161092</td> <td></td> <td>1.19</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB0701161092</td> <td></td> <td>388.53</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Other Taxes / Import Duties</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB0701161092</td> <td></td> <td>124.07</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Bank Changes</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB0701161092</td> <td></td> <td>12.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Other Taxes / Import Duties</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB0701161092</td> <td></td> <td>20.84</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Bank Changes</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C EXP-AB0701161092</td> <td></td> <td>12.00</td> <td></td> </tr> <tr><th colspan="9">DCMS Natural History Museum 29/03/2016 Travel Other Bardays HMG Procurement C EXP-SG8I2I5I1O7T 8.40 Touring Objects IP Bardays HMG Procurement C EXP-SG8I2I5I1O7T 3.01 Touring Objects IP Bardays HMG Procurement C EXP-SG8I2I5I1O7T 30.33 Touring Objects IP Bardays HMG Procurement C EXP-SG8I2I5I1O7T 9.66 Touring Objects IP Bardays HMG Procurement C EXP-SG8I2I5I1O7T 4.84 Touring Objects IP Bardays HMG Procurement C EXP-SG8I2I5I1O7T 16.89 Touring Objects IP Bardays HMG Procurement C EXP-SG8I2I5I1O7T 8.91 Touring Objects IP Bardays HMG Procurement C EXP-SG8I2I5I1O7T 23.45 Touring Objects IP Bardays HMG Procurement C EXP-SG8I2I5I1O7T 3.15 Touring Objects IP Bardays HMG Procurement C EXP-SG8I2I5I1O7T 12.30 Touring Objects IP Bardays HMG Procurement C EXP-SG8I2I5I1O7T 34.35 Touring Objects IP Bardays HMG Procurement C EXP-SG8I2I5I1O7T 13.66 Touring Objects IP Bardays HMG Procurement C EXP-SG8I2I5I1O7T 4.60 Touring Robotics Bardays HMG Procurement C EXP-SG8I2I5I1O7T 19.99 Touring Robotics Bardays HMG Procurement C EXP-SG8I2I5I1O7T 55.00 Touring Robotics Bardays HMG Procurement C EXP-SG8I2I5I1O7T 42.84 Touring Robotics Bardays HMG Procurement C EXP-SG8I2I5I1O7T 3.42 Touring Robotics Bardays HMG Procurement C EXP-SG8I2I5I1O7T 5.90 Touring Robotics Bardays HMG Procurement C EXP-SG8I2I5I1O7T 6.92 DCMS Natural History Museum 29/03/2016 Travel Other Bardays HMG Procurement C EXP-SG8I2I5I1O7T DCMS Natural History Museum 29/03/2016 Travel-Bus & Rail Transport Bardays HMG Procurement C EXP-SG8I2I5I1O7T DCMS Natural History Museum 29/03/2016 Subsistence Bardays HMG Procurement C EXP-SG8I2I5I1O7T DCMS Natural History Museum 29/03/2016 Subsistence Bardays HMG Procurement C EXP-SG8I2I5I1O7T DCMS Natural History Museum 29/03/2016 Subsistence Bardays HMG Procurement C EXP-SG8I2I5I1O7T DCMS Natural History Museum 29/03/2016 Subsistence Bardays HMG Procurement C EXP-SG8I2I5I1O7T DCMS Natural History Museum 29/03/2016 Subsistence Bardays HMG Procurement C EXP-SG8I2I5I1O7T DCMS Natural History Museum 29/03/2016 Subsistence Bardays HMG Procurement C EXP-SG8I2 I Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-SS0812151072</td> <td>48.64</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Accommodation</td> <td>Touring Robotics</td> <td>Bardays HMG Procurement C</td> <td>EXP-SS0812151072</td> <td>147.86</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A80712151073</td> <td>291.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A80712151073</td> <td>22.28</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A80712151073</td> <td>19.90</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Accommodation</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A80712151073</td> <td>701.40</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>Retail (South Ken)</td> <td>Bardays HMG Procurement C</td> <td>EXP-A80712151073</td> <td>3.62</td> <td></ td></tr><tr><th colspan="9">DCMS Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistence Natural History Museum Subsistency Solution Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solutions Technology Solu Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Technology Solutions</td> <td>Bardays HMS Procurement C</td> <td>EXP-ID001610959</td> <td>3.75</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Technology Solutions</td> <td>Bardays HMS Procurement C</td> <td>EXP-ID001610959</td> <td>4.84</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Technology Solutions</td> <td>Bardays HMS Procurement C</td> <td>EXP-ID001610959</td> <td>3.75</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Technology Solutions</td> <td>Bardays HMS Procurement C</td> <td>EXP-ID001610959</td> <td>3.75</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Technology Solutions</td> <td>Bardays HMS Procurement C</td> <td>EXP-ID001610959</td> <td>3.75</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>IT Costs</td> <td>Technology Solutions</td> <td>Bardays HMS Procurement C</td> <td>EXP-ID001610959</td> <td>39.54</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Technology Solutions</td> <td>Bardays HMS Procurement C</td> <td>EXP-ID001610959</td> <td>3.75</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Technology Solutions</td> <td>Bardays HMS Procurement C</td> <td>EXP-ID001610959</td> <td>3.75</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Technology Solutions</td> <td>Bardays HMS Procurement C</td> <td>EXP-ID001610959</td> <td>3.75</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 23/03/2016 Subscriptions & Corp. Mbrships Technology Solutions Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-ID001610959 3.75 Bardays HMS Procurement C EXP-IDO Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Assets under Construction</td> <td>Estates Buildings Projects</td> <td>Godfrey Syrett</td> <td>101131</td> <td>1,395.00</td> <td>698 5991 58</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Assets under Construction</td> <td>Estates Buildings Projects</td> <td>Godfrey Syrett</td> <td>101131</td> <td>180.00</td> <td>698 5991 58</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Assets under Construction</td> <td>Estates Buildings Projects</td> <td>Godfrey Syrett</td> <td>101131</td> <td>899.20</td> <td>698 5991 58</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Assets under Construction</td> <td>Estates Buildings Projects</td> <td>Godfrey Syrett</td> <td>101131</td> <td>125.10</td> <td>698 5991 58</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Assets under Construction</td> <td>Estates Buildings Projects</td> <td>Godfrey Syrett</td> <td>101131</td> <td>192.60</td> <td>698 5991 58</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Assets under Construction</td> <td>Estates Buildings Projects</td> <td>Godfrey Syrett</td> <td>101131</td> <td>168.30</td> <td>698 5991 58</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Assets under Construction<br>Estates Buildings Projects<br>Estates Housekeeping SK<br>Servest (Sherwood) Ltd<br>KKR-N0I8398<br>Kokoro Company Limited<br>Deloitte LLP<br>Deloitte LLP<br>Deloitte LLP<br>Romford Insulations Ltd<br>Romford Insulations Ltd<br>CRL Conservation Centre<br>Godfrey Syrett<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>Lloyd's Register UK Ltd<br>L Lloyd’s Regis <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <tr><th colspan="7">Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 Department Family Entity Date Expense Type Expense Area Supplier Transaction Number Amount VAT Registration Number DCMS Natural History Museum 31/03/2016 Assets under Construction Estates Buildings Projects Godfrey Syrett 101131 1,395.00 698 5991 58 DCMS Natural History Museum 31/03/2016 Assets under Construction Estates Buildings Projects Godfrey Syrett 101131 180.00 698 5991 58 DCMS Natural History Museum 31/03/2016 Assets under Construction Estates Buildings Projects Godfrey Syrett 101131 899.20 698 5991 58 DCMS Natural History Museum 31/03/2016 Assets under Construction Estates Buildings Projects Godfrey Syrett 101131 125.10 698 5991 58 DCMS Natural History Museum 31/03/2016 Assets under Construction Estates Buildings Projects Godfrey Syrett 10113 <tr><th colspan="7">DCMS Natural History Museum 3 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 5 <tr><th colspan="7">DCMS Natural History Museum 6 <tr><th colspan="7">DCMS Natural History Museum 7 <tr><th colspan="7">DCMS Natural History Museum 8 <tr><th colspan="7">DCMS Natural History Museum 9 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS Natural History Museum 4 <tr><th colspan="7">DCMS National Histo... <tfoot></tfoot></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table/></tbody></table/></tbody/></html> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Assets under Construction</td> <td>Museum Programme Group (PEG)</td> <td>Deotte LLP</td> <td>1111293320</td> <td>1,440.00</td> <td>809 707 06</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Legal Fees</td> <td>Finance</td> <td>Farrer &Co</td> <td>10135325</td> <td>3,053.68</td> <td>232 3892 67</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Legal Fees</td> <td>Finance</td> <td>Farrer &Co</td> <td>10137647</td> <td>3,053.68</td> <td>232 3892 67</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Legal Fees</td> <td>Finance</td> <td>Farrer &Co</td> <td>10138671</td> <td>676.19</td> <td>232 3892 67</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Legal Fees</td> <td>Bill & Melinda Gates Foundation</td> <td>Farrer &Co</td> <td>10138671</td> <td>1,802.63</td> <td>232 3892 67</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Legal Fees</td> <td>Human Resources - Ops</td> <td>Farrer &Co</td> <td>10138671</td> <td>4,087.35</td> <td>232 3892 67</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>17/03/2016</td> <td>Legal Fees</td> <td>Museum Programme Group (PEG)</td> <td>Farrer &Co</td> <img>A bar graph showing data for DCMS.</img><br/> DCMS<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum<br/> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>IT Costs</td> <td>Technology Solutions</td> <td>Silverbear Ltd</td> <td>SIP801503</td> <td>1,086.09</td> <td>742 5236 44</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Estates Buildings Projects</td> <td>Buro Happold Limited</td> <td>7056912</td> <td>9,425.00</td> <td>639 4230 34</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Development</td> <td>Alexandra McCartney</td> <td>1050</td> <td>2,970.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Development</td> <td>Alexandra McCartney</td> <td>1050</td> <td>1,080.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Development</td> <td>Mr Donal Carroll</td> <td>2</td> <td>2,800.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Development</td> <td>Ms Naaznin Adairia</td> <td>000001</td> <td>1,225.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Development</td> <td>Ms Naazrin Adairia</td> <td>000001</td> <td>2,695.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Subscriptions & Corp. Mbrships</td> <td>Marketing</td> <td>London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partners London & Partner Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Work In Progress</td> <td>Publishing</td> <td>Witherbys Ltd</td> <td>037674</td> <td>4,500.00</td> <td>100 1371 91</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Library Serials</td> <td>L&A Collections & Services Team</td> <td>Micropaleontology Press Foua</td> <td>4560</td> <td>519.35</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Library Serials</td> <td>L&A Collections & Services Team</td> <td>Micropaleontology Press Foua</td> <td>4560</td> <td>408.17</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Content Design</td> <td>Spring Personnel</td> <td>5370674</td> <td>871.92</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Content Design</td> <td>Spring Personnel</td> <td>5370673</td> <td>871.92</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Grant Sub Contr./ award payments</td> <td>National Public Programmes</td> <td>Leeds City Council</td> <td>6112807162</td> <td>534.22</td> <td></td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT The NHM Trading Company LT</td> <td>31/03/2016<br>31/03/2016<br><br></td> <td>Stick<br>Stick<br><br></td> <td>Retail (South Ken)</td> <td>Littlehampton Book Services<br>Littlehampton Book Services<br><br></td> <td>5746031<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></td> <td></td></tr></tbody></table> <table cellspacing="0" border="1"> <tr style="background-color: #eaeaea;"> <th colspan="2">DCMS The NHM Trading Company LT The NHM Trading Company LT Natural History Museum The NHM Trading Company LT The NHM Trading Company LT Natural History Museum DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS Natural History Museum The NHM Trading Company LT The NHM Trading Company LT Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff TravelAir Passenger Transport ES Economic & Environmental Earth Sc WPor Competition WPor Competition Key Travel WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competition WPor Competiti <tr style="background-color: #eaeaea;"> <th colspan="2">TravelAir Passenger Transport ES Economic & Environmental Earth Sc Key Travel 5039910 1,726.62 362 3348 61 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 5746031 574603 <tr style="background-color: #eaeaea;"> <th colspan="2">TravelAir Passenger Transport ES Economic & Environmental Earth Sc Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Travel Key Trave <tr style="background-color: #eaeaea;"> <th colspan="2">TravelAir Passenger Transport ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth Sc ES Economic & Environmental Earth 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colspan="2">TravelAir Passenger Transport ES Econom <tr style="background-color: #eaeaea;"> <th colspan="2">TravelAir Passenger Transport ES Econom <tr style="background-color: #eaeaea;"> <th colspan="2">TravelAir Passenger Transport ES Econom <tr style="background-color: #eaeaea;"> <th colspan="2">TravelAir Passenger Transport ES Econom <tr style="background-color: #eaeaea;"> <th colspan="2">TravelAir Passenger Transport ES Econom <tr style="background-color: #eaeaea;"> <th colspan="2">TravelAir Passenger Transport ESEconomic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economic & Economie... <tr style="" cellspacing="" border=""> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Travel-Air Passenger Transport</td> <td>LS Vertebrates Division</td> <td>Key Travel</td> <td>50339418</td> <td>969.45</td> <td>362 3348 61</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Conservation Centre</td> <td>Key Industrial Equipment Ltd</td> <td>D647062</td> <td>2,013.80</td> <td>323 6086 72</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Museum Programme Group (PEG)</td> <td>Focus Consultants Ltd</td> <td>15417055</td> <td>3,075.00</td> <td>996 7534 48</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Finance</td> <td>Sunquest Limited</td> <td>20140124</td> <td>4,800.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Estates Buildings Projects</td> <td>Turner & Townsend Ltd.</td> <td>000190778</td> <td>14,000.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Exhibition Construction / Hire</td> <td>Programme Group (Temporary Exhibits)</td> <td>Mojo Publications Ltd.</td> <td>34</td> <td>12,000.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></ TD Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>21/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Estates Buildings Projects</td> <td>Deltate LLP</td> <td>1111245441</td> <td>15,344.00</td> <td>809 707 06</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Gas</td> <td>Estates Buildings Ops</td> <td>Gazprom Marketing & Tradin</td> <td>4013977</td> <td>6,425.84</td> <td>927 4051 29</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Gas</td> <td>Estates Building Ops</td> <td>Gazprom Marketing & Tradin</td> <td>4013976</td> <td>3,293.27</td> <td>927 4051 29</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Gas</td> <td>S S CIP Bakerhouse</td> <td>Gazprom Marketing & Tradin</td> <td>4013969</td> <td>98,435.03</td> <td>927 4051 29</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The NHM Trading Company LT The 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com pan ys lt th enn hm tadg com par Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NHP Trading Company LT</td> <td>31/03/2016</td> <td>Exhibition Construction / Hire</td> <td>Touring WPY</td> <td>Metro Imaging</td> <td>SIN569390</td> <td>1,927.35</td> <td>342 1081 02</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>21/03/2016</td> <td>IT Costs</td> <td>LS Vertebrae Division</td> <td>Apple Distribution Intiatoror</td> <td>4530347154A</td> <td>1,452.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>21/03/2016</td> <td>IT Costs</td> <td>ES Department Pgmt Team</td> <td>Apple Distribution Intiatoror</td> <td>45300063H5A</td> <td>1,276.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>21/03/2016</td> <td>IT Costs</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td></td> <td></td> <td></td> <td></td> <td></td> <table border="1"> <tr><th colspan="2">Technology Solutions Apple Distribution Intiatoror #453079935A $1,154.00</th></tr><tr><th style="text-align:left;">Description:</th><th style="text-align:left;"></th></tr><tr><th style="text-align:left;">DCMS Natural History Museum Consumables / Sundry (non Stat)</th><th style="text-align:left;">Estates Buildings Ops Bardays HMG Procurement C EXP-AU8811619O2 $420.51</th></tr><tr><th style="text-align:left;">DCMS Natural History Museum Consumables / Sundry (non Stat)</th><th style="text-align:left;">Estates Buildings Ops Bardays HMG Procurement C EXP-AU8811619O2 $70.89</th></tr><tr><th style="text-align:left;">DCMS Natural History Museum Consumables / Sundry (non Stat)</th><th style="text-align:left;">Estates Buildings Ops Bardays HMG Procurement C EXP-AU8811619O2 $529.00</th></tr><tr><th style="text-align:left;">DCMS Natural History Museum Consumables / Sundry (non Stat)</th><th style="text-align:left;">Estates Buildings Ops Bardays HMG Procurement C EXP-AU8811619O2 $152.00</th></tr><tr><th style="text-align:left;">DCMS Natural History Museum Consumables / Sundry (non Stat)</th><th style="text-align:left;">Estates Buildings Ops Bardays HMG Procurement C EXP-AU8811619O2 $89.00</th></tr><tr><th style="text-align:left;">DCMS Natural History Museum Consumables / Sundry (non Stat)</th><th style="text-align:left;">Estates Buildings Ops Bardays HMG Procurement C EXP-AU8811619O2 $151.00</th></tr><tr><th style="text-align:left;">DCMS Natural History Museum Consumables / Sundry (non Stat)</th><th style="text-align:left;">Estates Buildings Ops Bardays HMG Procurement C EXP-AU8811619O2 $39.38</th></tr><tr><th style="text-align:left;">DCMS Natural History Museum Consumables / Sundry (non Stat)</th><th style="text-align:left;">Estates Buildings Ops Bardays HMG Procurement C EXP-AU8811619O2 $145.45</th></tr><tr><th style="text-align:left;">DCMS Natural History Museum Consumables / Sundry (non Stat)</th><th style="text-align:left;">Estates Buildings Ops Bardays HMG Procurement C EXP-AU8811619O2 $66.40</th></tr><tr><th style="text-align:left;">DCMS Natural History Museum Consumables / Sundry (non Stat)</th><th style="text-align:left;">Estates Buildings Ops Bardays HMG Procurement C EXP-AU8811619O2 $66.40</th></tr><tr><th style="text-align:left;">DCMS Natural History Museum Consumables / Sundry (non Stat)</th><th style="text-align:left;">Estates Buildings Ops Bardays HMG Procurement C EXP-AU8811619O2 $28.95</th></tr><tr><th style="text-align:left;">DCMS Natural History Museum Consumables / Sundry (non Stat)</th><th style="text-align:left;">Estates Buildings Ops Bardays HMG Procurement C EXP-AU8811619O2 $125.00</th></tr><tr><th style="text-align:left;">DCMS Natural History Museum Consumables / Sundry (non Stat)</th><th style="text-align:left;">Estates Buildings Ops Bardays HMG Procurement C EXP-AU8811619O2 $225.04</th></tr><tr><th style="text-align:left;">DCMS Natural History Museum Consumables / Sundry (non Stat)</th><th style="text-align:left;"></th></tr><tr><th style="text-align:left;">DCMS Natural History Museum Estates Property Rates Estates Management Royal Borough of Kensington & Chelsea #B2979332-APR16$76,516.00$238,6993$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$7$ <page_number>26I <page_number>2I/04/2016 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NPM Trading Company LT</td> <td>31/03/2016</td> <td>Freelancers / Self Employed</td> <td>Retail (South Ken)</td> <td>Wymount</td> <td>1181</td> <td>825.00</td> <td>885 855.64</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>IT Costs</td> <td></td> <td>Technology Solutions</td> <td>Silverbear Ltd</td> <td>SPI01345</td> <td>8,045.00</td> <td>742 526.44</td> </tr> <tr> <td>DCMS</td> <td>The NPM Trading Company LT The NPM Trading Company LT</td> <td>31/03/2016</td> <td>Postage & Couriers Postage & Couriers</td> <td>Retail (South Ken) Retail (South Ken)</td> <td>DPO UK DPO UK</td> <td>L999493 L999493</td> <td>1,057.71<br>138.26</td> <td>754 532.31<br>754 532.32</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>IT Costs IT Costs</td> <td></td> <td>Technology Solutions Silverbear Ltd</td> <td>SPI01246 SPI01246</td> <td>8,796.64<br>742 526.44</td> <td></td> </tr> <tr> <td>DCMS DCMS DCMS</td> <td>Natural History Museum Natural History Museum Natural History Museum</td> <td>31/03/2016<br>31/03/2016<br>31/03/2016</td> <td>Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Energy Services Unitary Charge Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.Entity.</table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <td colspan="8" style="font-size: large;">Natural History Museum - Freedom of Information Report<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <td colspan="8" style="font-size: large;">Natural History Museum - Freedom of Information Report<br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <td colspan="8" style="font-size: large;">Natural History Museum - Freedom of Information Report<br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <td colspan="8" style="font-size: large;">Natural History Museum - Freedom of Information Report<br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <td colspan="8" style="font-size: large;">Natural History Museum - Freedom of Information Report<br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <td colspan="8" style="font-size: large;">Natural History Museum - Freedom of Information Report<br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <td colspan="8" style="font-size: large;">Natural History Museum - Freedom of Information Report<br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <td colspan="8" style="font-size: large;">Natural History Museum - Freedom of Information Report<br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <td colspan="8" style="font-size: large;">Natural History Museum - Freedom of Information Report<br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <td colspan="8" style="font-size: large;">Natural History Museum - Freedom of Information Report<br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <td colspan="8" style="font-size: large;">Natural History Museum - Freedom of Information Report<br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <td colspan="8" style="font-size: large;">Natural History Museum - Freedom of Information Report<br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <td colspan="8" style="font-size: large;">Natural History Museum - Freedom of Information Report<br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <td colspan="8" style="font-size: large;">Natural History Museum - Freedom of Information Report<br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <td colspan="8" style="font-size: large;">Natural History Museum - Freedom of Information Report<br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <td colspan="8" style="font-size: large;">Natural History Museum - Freedom of Information Report<br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <td colspan="8" style="font-size: large;">Natural History Museum - Freedom of Information Report<br></table> <table style="width:100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align:center; font-size:x-large;">From :<span id='date'>01-Mar-2016</span>                                                    </table> <table cellspacing='none' cellpadding='none'> <tr align='center'> <td valign='top' width='5%'><strong>Date:</strong> <span id='date'>31-Mar-2016</span> </th>  <th valign='top' width='95%'><strong>Description:</strong> Freedom of Information Report <th valign='top' width='5%'></th>  <th valign='top' width='95%'></th>  <th valign='top' width='5%'></th>  <th valign='top' width='95%'></th>  <th valign='top' width='5%'></th>  <th valign='top' width='95%'></th>  <th valign='top' width='5%'></th>  <th valign='top' width='95%'></th>  <th valign='top' width='5%'></th>  <th valign='top' width='95%'></th>  <th valign='top' width='5%'></th>  <th valign='top' width='95%'></th>  <th valign='top' width='5%'></th>  <th valign='top' width='95%'></th>  <th valign='top' width='5%'></th>  <th valign='top' width='95%'></th>  <th valign='top' width='5%'></th>  <th valign='top' width='95%'></th>  <th valign='top' width='5%'></th>  <th valign='top' width='95%'></th>  <th valign='top' width='5%'></th>  <th valign='top' width='95%'></th>  <th valign='top' width='5%'></th>  <th valign='top' width='95%'></th>  <th valign='top' width='5%'></th>  <th valign='top' width='95%'></th>  <th valign='top' width='5%'></th>  <th valign='top' width='95%'></th>&nb Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Energy Services Unitary Charge</td> <td>Estate Buildings Ops</td> <td>Total Gas Contracts Limited</td> <td>TGC9630/16</td> <td>5,322.59</td> <td>689 6389 49</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Energy Services Unitary Charge</td> <td>Estate Buildings Ops</td> <td>Total Gas Contracts Limited</td> <td>TGC9631/16</td> <td>19,811.85</td> <td>689 6389 49</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Energy Services Unitary Charge</td> <td>Estate Buildings Ops</td> <td>Total Gas Contracts Limited</td> <td>TGC9631/16</td> <td>4,435.49</td> <td>689 6389 49</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Energy Services Unitary Charge</td> <td>Estate Buildings Ops</td> <td>Total Gas Contracts Limited</td> <td>TGC9631/16</td> <td>5,322.59</td> <td>689 6389 49</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Futures & Fitouts</td> <td>Museum Programme Group (PEG)</td> <td>Bright a Blind Ltd</td> <td>160465</td> <td>1,110.00</td> <td>577 O532 30</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Prof. Fees excl Legal & AuditR</td> <td>Programme Group (Temporary Exhibits)</td> <td>Liz West</td> <td>047</td> <td>2,000.00</td> <table><tr><th></th><th></th><th></th></tr><tr><th colspan="3"></th></tr></table></tr><tr><th rowspan="2">DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>DCMS<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT </table></tr><tr><th rowspan="2">DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS Natural History Museum DCMS National Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>30/03/2016</td> <td>IT Costs</td> <td>Technology Solutions</td> <td>First Base Technologies LLP</td> <td>14068</td> <td>5,100.00</td> <td>780 7904 82</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Freelancers / Self Employed cont</td> <td>Content Development - Learning Prog</td> <td>J. A. Preece</td> <td>2016/0003</td> <td>750.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Conservation Centre</td> <td>Key Industrial Equipment Ltd</td> <td>0065331</td> <td>648.00</td> <td>323 6086 72</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>CRL Conservation Centre</td> <td>Key Industrial Equipment Ltd</td> <td>0065331</td> <td>2,859.00</td> <td>323 6086 72</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Bookings & Sales</td> <td>Bardays HMS Procurement C EXP-HG201161094</td> <td></td> <td>12.20</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>IT Costs</td> <td>Content Development - Online</td> <td>Bardays HMS Procurement C EXP-HG201161094</td> <td></td> <td>27.04</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Audience Development</td> <td>Bardays HMS Procurement C EXP-HG201161094</td> <td></td> <td>32.39</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Audience Development</td> <td>Bardays HMS Procurement C EXP-HG201161094</td> <td></td> <td>-42.02</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Travel-Bus & Rail Transport</td> <td>Audience Development</td> <td>Bardays HMS Procurement C EXP-HG201161094</td> <td></td> <td>-39.17</td> <td></td> </tr><tr><th colspan="9">DCMS Natural History Museum 23/03/2016 Travel-Bus & Rail Transport Booking s & Sales Bardays HMS Procurement C EXP-HG201161094 12.20 Content Development - Online Bardays HMS Procurement C EXP-HG201161094 27.04 Audience Development Bardays HMS Procurement C EXP-HG201161094 32.39 Audience Development Bardays HMS Procurement C EXP-HG201161094 -42.02 Audience Development Bardays HMS Procurement C EXP-HG201161094 -39.17 Audience Development Bardays HMS Procurement C EXP-HG201161094 -39.17 Audience Development Bardays HMS Procurement C EXP-HG201161094 -42.02 Audience Development Bardays HMS Procurement C EXP-HG201161094 -39.17 Audience Development Bardays HMS Procurement C EXP-HG201161094 -42.02 Audience Development Bardays HMS Procurement C EXP-HG201161094 -39.17 Audience Development Bardays HMS Procurement C EXP-HG201161094 -42.02 Audience Development Bardays HMS Procurement C EXP-HG201161094 -39.17 Audience Development Bardays HMS Procurement C EXP-HG201161094 -42.02 Audience Development Bardays HMS Procurement C EXP-HG201161094 -39.17 Audience Development Bardays HMS Procurement C EXP-HG201161094 -42.02 Audience Development Bardays HMS Procurement C EXP-HG201161094 -39.17 Audience Development Bardays HMS Procurement C EXP-HG201161094 -42. </th></tr><tr><th colspan="9">DCMS Natural History Museum 23/ 8/ 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Exceptional Costs</td> <td>Estate's Buildings Projects</td> <td>Bardays HMG Procurement C EXP-800001161098</td> <td></td> <td>7,567.20</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Exceptional Costs</td> <td>Estate's Buildings Projects</td> <td>Bardays HMG Procurement C EXP-800001161098</td> <td></td> <td>254.40</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Hospitality</td> <td>Procurement</td> <td>Bardays HMG Procurement C EXP-800001161098</td> <td></td> <td>3.30</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Hospitality</td> <td>Procurement</td> <td>Bardays HMG Procurement C EXP-800001161098</td> <td></td> <td>11.07</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Exceptional Costs</td> <td>Procurement</td> <td>Bardays HMG Procurement C EXP-800001161098</td> <td></td> <td>209.83</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>23/03/2016</td> <td>Hospitality</td> <td>Procurement</td> <td>Bardays HMG Procurement C EXP-800001161098</td> <td></td> <td>43.62</td> <td></td> </tr> <tr><td colspan="9">DCMS The NPM Trading Company LT 31/03/2016 Prof. Fees excl Legal & Audit Events (South Ken) Plaster Creative Communicat 5732 2,000.00 729 6927 81 </tr><tr><td colspan="9">DCMS The NPM Trading Company LT 31/03/2016 Prof. Fees excl Legal & Audit Events (South Ken) Plaster Creative Communicat 5758 2,000.00 729 6927 81 </tr><tr><td colspan="9">DCMS Natural History Museum 31/03/2016 Agency Staff Finance Hays Accountancy Personnel 1,650.00 773 6958 71 </tr><tr><td colspan="9">DCMS The NPM Trading Company LT 31/03/2016 Advertising Licensing Lema Publishing Ltd 37462* 1,100.00 354 1759 60 </tr><tr><td colspan="9">DCMS Natural History Museum 31/03/2016 IT Costs Technology Solutions Silverbear Ltd SPiGJt496 2,550.00 742 5236 44 </tr><tr><td colspan="9">DCMS Natural History Museum 31/03/2016 IT Costs Technology Solutions Silverbear Ltd SPiGJt498 859.00 742 5236 44 </tr><tr><td colspan="9">DCMS Natural History Museum 31/03/2016 IT Costs Technology Solutions Silverbear Ltd SPiGJt5OZ 425.00 742 5236 44 </tr><tr><td colspan="9">DCMS Natural History Museum 31/03/2016 IT Costs Technology Solutions Silverbear Ltd SPiGJt5OZ 1,275.00 742 5236 44 </tr><tr><td colspan="9">DCMS Natural History Museum 31/03/2016 IT Costs Technology Solutions Silverbear Ltd SPiGJt5OZ 1,275.00 742 5236 44 </tr><tr><td colspan="9">DCMS Natural History Museum 31/03/2016 IT Costs Technology Solutions Silverbear Ltd SPiGJt5OZ 2,55D. O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . <page_number>21/04/2OYI <page_number>2B5 Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>IT Costs</td> <td>Technology Solutions</td> <td>Silverbear Ltd</td> <td>SIP001497</td> <td>850.00</td> <td>742 5236 44</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>IT Costs</td> <td>Technology Solutions</td> <td>Silverbear Ltd</td> <td>SIP001495</td> <td>3,400.00</td> <td>742 5236 44</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>IT Costs</td> <td>Technology Solutions</td> <td>Silverbear Ltd</td> <td>SIP001494</td> <td>1,275.00</td> <td>742 5236 44</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Science Outsourced Services</td> <td>ES Vertebrates & Anthropology Palaeont Queen's University Belfast D 8287 36</td> <td></td> <td></td> <td>915.00</td> <td>254 7995 11</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Assets under Construction</td> <td>Museum Programme Group (PEG) Jerem Falkus JCI4155 888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999.</td> <td></td> <td></td> <td>316,570.02</td> <td>446 700B 37</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff Finance Hays Accountancy Personnel I106336000 656.65 773 675B 71 773 675B 71 773 675B 71 773 675B 71 773 675B 71 773 675B 71 773 675B 71 773 675B 71 773 675B 71 773 675B 71 773 675B 71 773 675B 71 773 675B 71 773 675B 71.</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br/></tr> <tr style="border-top: double;"> <th colspan="2">DCMS Natural History Museum Travel-Bus & Rail Transport Content Design Bardays HMG Procurement C EXP-LH001215I5I0B<br/>DCMS Natural History Museum Equip., Purch., & Hire (non IT / office) Content Design Bardays HMG Procurement C EXP-LH001215I5I0B<br/>DCMS Natural History Museum Equip., Purch., & Hire (non IT / office) Content Design Bardays HMG Procurement C EXP-LH001215I5I0B<br/>DCMS Natural History Museum Equip., Purch., & Hire (non IT / office) Content Development - Learning Prop Bardays HMG Procurement C EXP-LH001215I5I0B<br/>DCMS Natural History Museum Travel-Bus & Rail Transport Content Development - Learning Prop Bardays HMG Procurement C EXP-LH001215I5I0B<br/>DCMS Natural History Museum Publicity (Book - non-coll.) purch. Content Development - Interpretation Bardays HMG Procurement C EXP-LH001215I5I0B<br/>DCMS Natural History Museum Publicity (Book - non-coll.) purch. Content Development - Interpretation Bardays HMG Procurement C EXP-LH001215I5I0B<br/>DCMS Natural History Museum Equip., Purch., & Hire (non IT / office) Content Development - Learning Prop Bardays HMG Procurement C EXP-LH001215I5I0B<br/>DCMS Natural History Museum Equip., Purch., & Hire (non IT / office) Content Development - Learning Prop Bardays HMG Procurement C EXP-LH001215I5I0B<br/>DCMS Natural History Museum Equip., Purch., & Hire (non IT / office) Content Development - Learning Prop Bardays HMG Procurement C EXP-LH001215I5I0B<br/>DCMS Natural History Museum Equip., Purch., & Hire (non IT / office) Content Development - Learning Prop Bardays HMG Procurement C EXP-LH001215I5I0B<br/>DCMS Natural History Museum Equip., Purch., & Hire (non IT / office) Content Development - Learning Prop Bardays HMG Procurement C EXP-LH001215I5I0B<br/>DCMS Natural History Museum Equip., Purch., & Hire (non IT / office) Content Development - Learning Prop Bardays HMG Procurement C EXP-LH001215I5I0B<br/>DCMS Natural History Museum Equip., Purch., & Hire (non IT / office) Content Development - Learning Prop Bardays HMG Procurement C EXP-LH001215I5I0B<br/>DCMS Natural History Museum Equip., Purch., & Hire (non IT / office) Content Development - Learning Prop Bardays HMG Procurement C EXP-LH001215I5I0B<br/>DCMS Natural History Museum Equip., Purch., & Hire (non IT / office) Content Development - Learning Prop Bardays HMG Procurement C EXP-LH001215I5I0B<br/>DCMS Natural History Museum Equip., Purch., & Hire (non IT / office) Content Development - Learning Prop Bardays HMG Procurement C EXP-LH001215I5I0B<br/>DCMS Natural History Museum Equip., Purch., & Hire (non IT / office) Content Development - Learning Prop Bardays HMG Procurement C EXP-LH001215I5I0B<br/>DCMS Natural History Museum Equip., Purch., & Hire (non IT / office) Content Development - Learning Prop Bardays HMG Procurement C EXP-LH001215I5I </table> \<page_number>21/04/2016 266 \</page_number> Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Content Development - Learning Prog</td> <td>Bardsey HMS Procurement C EXP-UK0012151078</td> <td></td> <td>9.51</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Content Development - Learning Prog</td> <td>Bardsey HMS Procurement C EXP-UK0012151078</td> <td></td> <td>47.94</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Content Development - Learning Prog</td> <td>Bardsey HMS Procurement C EXP-UK0012151078</td> <td></td> <td>21.57</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Hospitality</td> <td>Content Development - Learning Prog</td> <td>Bardsey HMS Procurement C EXP-UK0012151078</td> <td></td> <td>31.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Content Development - Learning Prog</td> <td>Bardsey HMS Procurement C EXP-UK0012151078</td> <td></td> <td>6.30</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Consumables / Sundry (non Stat)</td> <td>Content Development - Learning Prog</td> <td>Bardsey HMS Procurement C EXP-UK0012151078</td> <td></td> <td>17.23</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Audience Development Management</td> <td>Bardsey HMS Procurement C EXP-UK0012151078</td> <td></td> <td>24.94</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Equip. Purch. & Hire (non IT / office)</td> <td>Audience Development Management</td> <td>Bardsey HMS Procurement C EXP-UK0012151078</td> <td></td> <td>28.07</td> <td></td> </tr><tr><td rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br rowspan="4">DCMS<br/></table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th colspan="3" style="border-bottom: 3px solid black;">Natural History Museum - Freedom of Information Report - 267 - 21/04/2016 - 3:58 PM - <span style="color: red;">[UNCLASSIFIED]</span></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><th style="border-bottom: 3px solid black;"></th><br/> </tr> ``` <tr class='header_bottom_margin'> <div class='table_header'> <div class='table_header_column_1'>                                                    </div> <div class='table_header_column_2'> </div> <div class='table_header_column_3'> </div> <div class='table_header_column_4'> </div> <div class='table_header_column_5'> </div> <div class='table_header_column_6'> </div> <div class='table_header_column_7'> </div> <div class='table_header_column_8'> </div> <div class='table_header_column_9'> </div> <div class='table_header_column_10'> </div> <div class='table_header_column_11'> </div> <div class='table_header_column_12'> </div> <div class='table_header_column_13'> </div> <div class='table_header_column_14'> </div> <div class='table_header_column_15'> </div> <div class='table_header_column_16'> </div> <div class='table_header_column_17'> </div> <div class='table_header_column_18'> </div> <div class='table_header_column_19'> </div> <div class='table_header_column_20'> </div> <div class='table_header_column_21'> </div> <div class='table_header_column_22'> </div> <div class='table_header_column_23'> </div> <div class='table_header_column_24'> </div> <div class='table_header_column_25'> </div> <div class='table_header_column_26'> </div> <div class='table_header_column_27'> </div> <div class='table_header_column_28'> </div> <div class='table_header_column_29'> </div> <div class='table_header_column_30'> </div> <div class='table_header_column_31'> </div> <div class='table_header_column_32'> </div> <div class='table_header_column_33'> </div> <div class='table_header_column_34'> </div> <div class='table_header_column_35'> </div> <div class='table_header_column_36'> </div> <div class='table_header_column_37'> </div> <div class='table_header_column_38'> </div> <div class='table_header_column_39'> </div> <div class='table_header_column_40'> </div> <div class='table_header_column_41'> </div> <div class='table_header_column_42'> </div> <div class='table_header_column_43'> </div> <div class='table_header_column_44'> </div> <br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/> </br/ ``` Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NPM Trading Company LT</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Retail (South Ken)</td> <td>Target Group</td> <td>53451</td> <td>773.28</td> <td>118 9331 10</td> </tr> <tr> <td>DCMS</td> <td>The NPM Trading Company LT</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Retail (South Ken)</td> <td>Target Group</td> <td>53451</td> <td>4,964.81</td> <td>118 9331 10</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>IT Costs</td> <td>Content Development - Science Commi</td> <td>Apple Distribution Internator</td> <td>4530288162</td> <td>1,074.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>IT Costs</td> <td></td> <td>Silverbear Ltd</td> <td>5PDB0183-2</td> <td>11,366.03</td> <td>742 5264 44</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td></td> <td>Spectrum Drama</td> <td>1839</td> <td>945.00</td> <td>569 8616 76</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Build & Eng Reactive Maintenance</td> <td>Museum Programme Group (PEG)</td> <td>Adams Environmental Ltd</td> <td>22129</td> <th colspan="2">2,650.00 \| 437 \|387\|34 \| </th> </tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr><tr><th colspan="9"></th></tr></tbody> <table> <tr> <td style='text-align:left;'>DCMS<br>Natural History Museum<br>31/03/2016<br>Agency Staff<br>Techology Solutions<br>Spring Personnel<br>$371103<br>$67.00<br>232<br>3479<br>75<br>                                            </table> <table> <tr> <td style='text-align:left;'>DCMS<br>Natural History Museum<br>31/03/2016<br>Agency Staff<br> Bookings & Sales<br> Keystone Employment Group<br>JNV0035319<br> Keystone Employment Group<br>JNV0035319<br> Keystone Employment Group<br>JNV0035319<br> Keystone Employment Group<br>JNV0035319<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355<br> Keystone Employment Group<br>JNV0035355...</table> <table> <tr> <td style='text-align:left;'>DCMS<br>Natural History Museum<br>Bookings & Sales - Cloakroom & Sales & Maps & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agency Staff & Agent...<table> <tr> <td style='text-align:left;'>DCMS Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museu...<table> <tr> <td style='text-align:left;'>DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCSMS Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Membership</td> <td>Keystone Employment Group INV0035355</td> <td></td> <td>163.35</td> <td>934 2836 14</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Keystone Employment Group INV0035336</td> <td></td> <td>151.25</td> <td>934 2836 14</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Keystone Employment Group INV0035336</td> <td></td> <td>181.50</td> <td>934 2836 14</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales - Cloakroom</td> <td>Keystone Employment Group INV0035336</td> <td></td> <td>272.25</td> <td>934 2836 14</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>VC Decorations & Maps</td> <td>Keystone Employment Group INV0035336</td> <td></td> <td>78.65</td> <td>934 2836 14</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td></td> <td></td> <td></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></TD><TD></ TD <tr style="border-top: none;"> <td style="border-top: none;">DCMS<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>TheNH MTradingCompanyLT <tr style="border-top: none;"> <td style="border-top: none;">DCMS TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNHMTadingCompanyLT TheNH MTadngCompanytL T <tr style="border-top: none;"> <td style="border-top: none;">DCMS NaturalHistoryMusuem NaturalHistoryMusuem NaturalHistoryMusuem NaturalHistoryMusuem NaturalHistoryMusuem NaturalHistoryMusuem NaturalHistoryMusuem NaturalHistoryMusuem NaturalHistoryMusuem NaturalHistoryMusuem NaturalHistoryMusuem NaturalHistoryMusuem NaturalHistoryMusuem NaturalHistoryMusuem NaturalHistoryMusuem NaturalHistoryMusuem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistoryMusem NaturalHistory Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Musum Natu History Mu <tr style="border-top: none;"> <td style="border-top: none;">DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCCMS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCS DCCSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CSD CDSD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD SDD S DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/DD/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/dd/ddddddddd <tr style="border-top: none;"> <td style="border-top: none;">DCSMS THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADING COMPANY LTD THE NHH TRADIN <tr style="border-top: none;"> <td style="border-top: none;">DCSMS NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORY MUSEUM NATURAL HISTORI <tr style="border-top: none;"> <td style="border-top: none;">DCSMS Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agency Staff Agenti <tr style="border-top: none;"> <td style="border-top: none;">DCSMS Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Business & Commercial Training Busine <tr style="border-top: none;"> <td style="border-top: none;">DCSMS HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Development HR Organisational Developmen <tr style="border-top: none;"> <td style="border-top: none;">DCSMS Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stock Stoc <tr style="border-top: none;"> <td style="border-top: none;">DCSMS Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retail (South Ken) Retai <tr style="border-top: none;"> <td style="border-top: none;">DCSMS Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learning Resources Limited Learnin <tr style="border-top: none;"> <td style="border-top: none;">DCSMS Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Great Gizmos Ltd Grea <tr style="border-top: none;"> <td style="border-top: none;">DCSMS Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capital Souvenirs Ltd Capita <tr style="border-top: none;"> <td style="border-top: none;">DCSMS Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horseshoe Hill Horsesho <tr style="border-top: none;"> <td style="border-top: none;">DCSMS Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidd Sue Kidi <tr style="border-top: none;"> <td style="border-top: none;">DCSMS Eurobase People Eurobase People Eurobase People Eurobase People Eurobase People Eurobase People Eurobase People Eurobase People Eurobase People Eurobase People Eurobase People Eurobase People Eurobase People Eurobase People Eurobase People Eurobase People Eurobase People Eurobase People Eurobase People Eurobase People Eurobase Peop <tr style="border-top: none;"> <td style="border-top: none;">DCSMS Cornflower Limited Cornflower Limited Cornflower Limited Cornflower Limited Cornflower Limited Cornflower Limited Cornflower Limited Cornflower Limited Cornflower Limited Cornflower Limited Cornflower Limited Cornflower Limite <tr style="border-top: none;"> <td style="border-top: none;">DCSMS Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu Aikuu AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUU AIKUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI KIUAI IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAU IAUI AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU AU EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA EUA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E UEA E U EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE EAIE 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Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat Vat VA <tr style="border-top: none;"> <td style="border-top: none;">DCSMS Capital Souvenir's Lts Capital Souvenir's Lts Capital Souvenir's Lts Capital Souvenir's Lts Capital Souvenir's Lts Capital Souvenir's Lts Capital Souvenir's Lts Capital Souvenir's Lts Capital Souvenir's Lts Capital Souvenir's Lts Capital Souvenir's Lts Capital Souvenir's Lts Capital Souvenir's Lts Capital Souvenir's Lts Capital Souvenir's Lts Capital Souvenir's Lts Capital Souvenir's Lts Capital Souvenir's Lts Capital Souvenir's Lts Capita <tr style="border-top: none;"> <td style="border-top: none;">DCSMS Great Gizmo's Lt Great Gizmo's Lt Great Gizmo's Lt Great Gizmo's Lt Great Gizmo's Lt Great Gizmo's Lt Great Gizmo's Lt Great Gizmo's Lt Great Gizmo's Lt Great Gizmo's Lt Great Gizmo's Lt Grea <tr style="border-top: none;"> <td style="border-top: none;">DCSMS Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita Capita 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iii cap iii cap iii cap iii cap iii cap iii cap iii cap iii cap iii cap iii cap iii cap iii cap iii cap iii cap iii cap iii cap iii cap iii cap iii c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i i c p i ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci ii ci II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CI II CIIIIICCIIIICCIIIICCIIIICCIIIICCIIIICCIIIICCIIIICCIIIICCIIIICCIIIICCIIIICCIIIICCIIIICCIIIICCIIIICCIIIICCIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCIIIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIIICCICI IIICCCICOIIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOIOOI IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOO IOOI IOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCIOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOC IOCOCIOCOCIOCOCIOCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OCOCI OC OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCI OCIOCI COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCO COCON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CON CONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONCONConconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconconcon con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con con cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons cons Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <td>Department Family</td> <td>Entity</td> <td>Date</td> <td>Expense Type</td> <td>Expense Area</td> <td>Supplier</td> <td>Transaction Number</td> <td>Amount</td> <td>VAT Registration Number</td> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>31/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Brandt Ltd</td> <td>37658</td> <td>2,139.20</td> <td>625 5142 57</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>HR Outsourced Services Contracts</td> <td>Human Resources - Ops</td> <td>Workplace Options</td> <td>0011992 DN</td> <td>895.00</td> <td>894 1316 11</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Legal Fees</td> <td>Human Resources - Ops</td> <td>Health Assured Ltd</td> <td>350</td> <td>666.19</td> <td>927 5242 17</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>31/03/2016</td> <td>Commission Costs</td> <td>Events (South Ken)</td> <td>Noble Events Limited</td> <td>002004</td> <td>1,000.00</td> <td>936 8659 65</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>31/03/2016</td> <td>Special Event Costs</td> <td>Events (South Ken)</td> <td>PCS Cleaning</td> <td>149220</td> <td>5,428.73</td> <td>404 6767 66</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>VC Donations & Maps</td> <td>Spring Personnel</td> <td>5370814</td> <td>337.94</td> <td>232 3479.75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales - Clubroom</td> <td>Spring Personnel</td> <td>5370814</td> <td>2,916.87</td> <td>232 3479.75</td> </tr><tr><th rowspan="2">DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/>DCMS<br/></th><th rowspan="2">Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>The NHM Trading Company LT<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/>Natural History Museum<br/></th><th rowspan="2">31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/>31/03/2016<br/></th><th rowspan="2">Agency Staff<br/>Agency Staff<br/>Agency Staff<br/>Agency Staff<br/>Agency Staff<br/>Agency Staff<br/>Agency Staff<br/>Agency Staff<br/></th><th rowspan="2">Booking & Sales<br/>Booking & Sales<br/>Booking & Sales<br/></th><th rowspan="2">Spring Personnel<br/><br/><br/><br/><br/><br/><br/><br/></th><th rowspan="2">5370814<br/><br/><br/><br/><br/><br/><br/><br/></th><th rowspan="2"><span style="font-size: smaller;">(EXP-AROJLHJXQ) EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJLHJXQ EXP-AROJOYKUZ)</span></th><th rowspan="2"><span style="font-size: smaller;">EXP-AFVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVWVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvsvs<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s<s=s=s=s=s=s=s=s=s=s=s=s=s=s=s=s=s=s=s=s=s=s=s=s=s=s=s=s=s=s=s=s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s=<s= Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>HR Outsourced Services Contracts</td> <td>Human Resources - Ops</td> <td>Workplace Options</td> <td>0011942-0N</td> <td>3,584.25</td> <td>894 1316 11</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Risk & Assurance</td> <td>Marks Sattin</td> <td>185057</td> <td>1,083.71</td> <td>892 2071 22</td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>31/03/2016</td> <td>Stock</td> <td>Total (South Ken)</td> <td>Wild Republic Aps</td> <td>SI315881</td> <td>5,638.96</td> <td></td> </tr> <tr> <td>DCMS</td> <td>The NHM Trading Company LT</td> <td>31/03/2016</td> <td>Stock</td> <td>Retail (South Ken)</td> <td>Wild Republic Aps</td> <td>SJ315741</td> <td>2,310.30</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Training</td> <td>HR Organisational Development</td> <td>Universal Safety Consultants INV-201467</td> <td></td> <td>600.00</td> <td>805 3616 46</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Assets under Construction</td> <td>Museum Programme Group (PEG)</td> <td>Purcell Miller Tritton LLP HER000464</td> <td></td> <td>1,855.00</td> <td>105 0887 13</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Prof. Fees excl Legal & Audit</td> <td>Museum Programme Group (PEG)</td> <td>Adams Environmental Ltd 2302B</td> <td></td> <td>2,500.00</td> <td>437 3387 34</td> </tr><tr><td rowspan="2">DCMS<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>The NHM Trading Company LT<br>TheNH MTrading CompanLT 31/03/2016 Rechargeable Costs Events (South Ken) Wilson James Ltd 90028778 4,192.52 546 1539 38 Rechargeable Costs Events (South Ken) Wilson James Ltd 90029463 5,110.43 546 1539 38 Rechargeable Costs Events (South Ken) Wilson James Ltd 90028966 2,684.52 546 1539 38 Travel Other Cultural Consultancy Key Travel 20116237 487.41 362 3348 61 Travel Other Cultural Consultancy Key Travel 20116237 81.00 362 3348 61 Travel Other Cultural Consultancy Key Travel 20116237 12.50 362 3348 61 <tr><th colspan="9">DCMS Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum Natural History Museum National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Histo National Hist Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Nat Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na Na N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N <tr><th colspan="9">DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS DCMS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MS NC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MsNC MrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMrMr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr Mr M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M <tr><th colspan="9">DCSMS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS DCS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCSMS <tr><th colspan="9">DCS Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Museum Programme Group (PEG)</td> <td>Thought Support Limited</td> <td>1893</td> <td>8,000.00</td> <td>977 1063 02</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Visitor Engagement Welcome and Servi</td> <td>Spring Personnel</td> <td>5371114</td> <td>12,344.35</td> <td>232 3479 75</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>VC Donations & Maps</td> <td>Keystone Employment Group INV0053002-A</td> <td></td> <td>181.50</td> <td>934 2856.14</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales - Cloukroom</td> <td>Keystone Employment Group INV0053002-A</td> <td></td> <td>181.50</td> <td>934 2856.14</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Keystone Employment Group INV0053002-A</td> <td></td> <td>181.50</td> <td>934 2856.14</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Keystone Employment Group INV0053002-A</td> <td></td> <td>181.50</td> <td>934 2856.14</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Bookings & Sales</td> <td>Keystone Employment Group INV0053002-A</td> <td></td> <td>273.25</td> <td>934 2856.14</td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: right;">Total: 4,997.75<br/>Total VAT: 977 1063.02<br/>Total Amount: 5,975.75<br/></td></tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: left;">DCMS Natural History Museum 31/03/2016 Prof. Printing & Promo. Matl.</td></tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: left;">DCMS Natural History Museum 31/03/2016 Subsistence Sici Resources - Research Coordination Royal Botanic Garden Edinbru 14575 286.00 743 2265.46<br/>DCMS Natural History Museum 31/03/2016 Subsistence Sici Resources - Research Coordination Royal Botanic Garden Edinbru 14575 264.00 743 2265.46<br/>DCMS Natural History Museum 31/03/2016 Subsistence Sici Resources - Research Coordination Royal Botanic Garden Edinbru 14575 242.00 743 2265.46<br/>DCMS Natural History Museum 31/03/2016 Subsistence Sici Resources - Research Coordination Royal Botanic Garden Edinbru 14575 286.00 743 2265.46<br/></tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: left;">DCMS Natural History Museum 31/03/2016 Estates Systems Maintenance Programme Group (Temporary Exhibits) Atel Security Ltd 44599 571.00 431 3218.10<br/></tr> <tr style="border-top: 1px solid black;"> <td colspan="9" style="text-align: left;">DCMS Natural History Museum 29/03/2016 Hospitality Estates Management Barddays HMG Procurement C EXP CAO8D2I5I9D6 206.60<br/>DCMS Natural History Museum 29/03/2016 Licences (Non IT) Estates Management Barddays HMG Procurement C EXP CAO8D2I5I9D6 145.50<br/>DCMS Natural History Museum 29/03/2016 Licences (Non IT) Estate Security SK Barddays HMG Procurement C EXP CAO8D2I5I9D6 109.00<br/>DCMS Natural History Museum 29/03/2016 Licences (Non IT) Estate Security SK Barddays HMG Procurement C EXP CAO8D2I5I9D6 185.50<br/>DCMS Natural History Museum 29/03/2016 Postage & Couriers Estates Housekeeping SK Barddays HMG Procurement C EXP CAO8D2I5I9D6 37.8o<br/></tr> <tr style="border-top: double black;"> <table><tbody><tr><th>Date:</th><th>Description:</th><th>Purchase Order No.</th><th>Purchase Order Value (£)</th><th>Purchase Order Value (VAT)</th><th>Total Purchase Order Value (£)</th></tr><tr><td colspan='6'></td></tr><tr><td colspan='6'>Total Purchase Order Value (£): £<strong>5,975.75 </strong></tr></tbody></table> <tr style="border-top: double black;"> <table><tbody><tr><th>Date:</th><th>Description:</th><th>Purchase Order No.</th><th>Purchase Order Value (£)</th><th>Purchase Order Value (VAT)</th><th>Total Purchase Order Value (£)</th></tr><tr><td colspan='6'>Total Purchase Order Value (£): £<strong>5,975.75 </strong></tr></tbody></table> <tr style="border-top: double black;"> <table><tbody><tr><th>Date:</th><th>Description:</th><th>Purchase Order No.</th><th>Purchase Order Value (£)</th><th>Purchase Order Value (VAT)</th><th>Total Purchase Order Value (£)</th></tr><tr><td colspan='6'>Total Purchase Order Value (£): £<strong>5,975.75 </strong></tr></tbody></table> <tr style="border-top: double black;"> <table><tbody><tr><th>Date:</th><th>Description:</th><th>Purchase Order No.</th><th>Purchase Order Value (£)</th><th>Purchase Order Value (VAT)</th><th>Total Purchase Order Value (£)</th></tr><tr><td colspan='6'>Total Purchase Order Value (£): £<strong>5,975.75 </strong></tr></tbody></table> <tr style="border-top: double black;"> <table><tbody><tr><th>Date:</th><th>Description:</th><th>Purchase Order No.</th><th>Purchase Order Value (£)</th><th>Purchase Order Value (VAT)</th><th>Total Purchase Order Value (£)</th></tr><tr><td colspan='6'>Total Purchase Order Value (£): £<strong>5,975.75 </strong></tr></tbody></table> <tr style="border-top: double black;"> <table><tbody><tr><th>Date:</th><th>Description:</th><th>Purchase Order No.</th><th>Purchase Order Value (£)</th><th>Purchase Order Value (VAT)</th><th>Total Purchase Order Value (£)</th></tr><tr><td colspan='6'>Total Purchase Order Value (£): £<strong>5,975.75 </strong></tr></tbody></table> <tr style="border-top: double black;"> <table><tbody><tr><th>Date:</th><th>Description:</th><th>Purchase Order No.</th><th>Purchase Order Value (£)</th><th>Purchase Order Value (VAT)</th><th>Total Purchase Order Value (£)</th></tr><tr><td colspan='6'>Total Purchase Order Value (£): £<strong>5,975.75 </strong></tr></tbody></table> <tr style="border-top: double black;"> <table><tbody><tr><th>Date:</th><th>Description:</th><th>Purchase Order No.</th><th>Purchase Order Value (£)</th><thalink>VAT Total Amount (£)</thalink></thalink></tfoot></thead></table> <tr style="border-top: double black;"> <table border-collapse: collapse; cellspacing: auto; cellpadding: auto; width: auto; height: auto; display:inline-block; margin-left:auto; margin-right:auto; text-align:center; font-family:"Arial", sans-serif; font-size: medium; line-height: normal; vertical-align:text-bottom;"><tbody> <tr style="background-color:#fddcda;border-bottom-width: thin;border-bottom-style:solid;border-bottom-color:#cccccc;padding-bottom:.8em;padding-top:.8em;padding-right:.8em;padding-left:.8em;border-radius:.8em;border-radius-bottom_left:.8em;border-radius-bottom_right:.8em;border-radius-top_left:.8em;border-radius-top_right:.8em;height:auto;width:auto;"><div class="line_item_description"><span class="line_item_description_text">Natural History Museum - Freedom of Information Report From : To :</span></div> <tr style="background-color:#fddcda;border-bottom-width: thin;border-bottom-style:solid;border-bottom-color:#cccccc;padding-bottom:.8em;padding-top:.8em;padding-right:.8em;padding-left:.8em;border-radius:.8em;border-radius-bottom_left:.8em;border-radius-bottom_right:.8em;border-radius-top_left:.8em;border-radius-top_right:.8em;height:auto;width:auto;"><div class="line_item_description"><span class="line_item_description_text">Natural History Museum - Freedom of Information Report From : To :</span></div> <tr style="background-color:#fddcda;border-bottom-width: thin;border-bottom-style:solid;border-bottom-color:#cccccc;padding-bottom:.8em;padding-top:.8em;padding-right:.8em;padding-left:.8em;border-radius:.8em;border-radius-bottom_left:.8em;border-radius-bottom_right:.8em;border-radius-top_left:.8em;border-radius-top_right:.8em;height:auto;width:auto;"><div class="line_item_description"><span class="line_item_description_text">Natural History Museum - Freedom of Information Report From : To :</span></div> <tr style="background-color:#fddcda;border-bottom-width: thin;border-bottom-style:solid;border-bottom-color:#cccccc;padding-bottom:.8em;padding-top:.8em;padding-right:.8em;padding-left:.8em;border-radius:.8em;border-radius-bottom_left:.8em;border-radius-bottom_right:.8em;border-radius-top_left:.8em;border-radius-top_right:.8em;height:auto;width:auto;"><div class="line_item_description"><span class="line_item_description_text">Natural History Museum - Freedom of Information Report From : To :</span></div> <tr style="background-color:#fddcda;border-bottom-width: thin;border-bottom-style:solid;border-bottom-color:#cccccc;padding-bottom:.8em;padding-top:.8em;padding-right:.8em;padding-left:.8em;border-radius:.8em;border-radius-bottom_left:.8em;border-radius-bottom_right:.8em;border-radius-top_left:.8em:border-radius-top_right:.height-auto;width:auto;"></div> <tr style="background-color:#fddcda;border-bottom-width: thin;border-bottom-style:solid;border-bottom-color:#cccccc;padding-bottom:.8em;padding-top:.8em;padding-right:.8em;padding-left:.8em;border-radius:.height-auto;width:auto;"></div> <tr style="background-color:#fddcda;border-bottom-width: thin:border-bottom-style:solid:border-bottom-color:#cccccc;padding-bottom:.height-auto;width:auto;"></div> <tr style="background-color:#fddcda;border-bottom-width: thin:border-bottom-style:solid:border-bottom-color:#cccccc;padding-bottom:.height-auto;width:auto;"></div> <tr style="background-color:#fddcda:border-bottom-width: thin:border-bottom-style:solid:border-bottom-color:#cccccc;padding-bottom:.height-auto;width:auto;"></div> <tr style="background-color:#fddcda:border-bottom-width: thin:border-bottom-style:solid:border-bottom-color:#cccccc;padding-bottom:.height-auto;width:auto;"></div> <tr style="background-color:#fddcda:border-bottom-width: thin:border-bottom-style:solid:border-bottom-color:#cccccc;padding-bottom:.height-auto;width:auto;"></div> <tr style="background-color:#fddcda:border-bottom-width: thin:border-bottom-style:solid:border-bottom-color:#cccccc;padding-bottom:.height-auto;width:auto;"></div> <tr style="background-color:#fddcda:border-bottom-width: thin:border-bottom-style:solid:border-bottom-color:#cccccc;padding-bottom:.height-auto;width:auto;"></div> <tr style="background-color:#fddcda:border-bottom-width: thin:border-bottom-style:solid:border-bottom-color:#cccccc;padding-bottom:.height-auto;width:auto;"></div> <tr style="background-color:#fddcda:border-bottom-width: thin:border-bottom-style:solid:border-bottom-color:#cccccc;padding-bottom:.height-auto;width:auto;"></div> <tr style="background-color:#fddcda:border-bottom-width: thin:border-bottom-style:solid:border-bor Natural History Museum - Freedom of Information Report From : 01-Mar-2016 To : 31-Mar-2016 <table> <thead> <tr> <th>Department Family</th> <th>Entity</th> <th>Date</th> <th>Expense Type</th> <th>Expense Area</th> <th>Supplier</th> <th>Transaction Number</th> <th>Amount</th> <th>VAT Registration Number</th> </tr> </thead> <tbody> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Postage & Counters</td> <td>Estates Housekeeping SK</td> <td>Bardays HMG Procurement C EXP-CA00L2151896</td> <td></td> <td>16.80</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Postage & Counters</td> <td>Estates Housekeeping SK</td> <td>Bardays HMG Procurement C EXP-CA00L2151896</td> <td></td> <td>84.00</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>29/03/2016</td> <td>Postage & Counters</td> <td>Estates Housekeeping SK</td> <td>Bardays HMG Procurement C EXP-CA00L2151896</td> <td></td> <td>382.28</td> <td></td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Equip. Punch. & Hire (non IT / office)</td> <td>Content Development - Learning Prog</td> <td>Witherbys Ltd 037496</td> <td></td> <td>538.00</td> <td>100 1371 91</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Technology Solutions</td> <td>Certes Computing Ltd SNI624162</td> <td></td> <td>5,250.00</td> <td>377 3491 31</td> </tr> <tr> <td>DCMS</td> <td>Natural History Museum</td> <td>31/03/2016</td> <td>Agency Staff</td> <td>Technology Solutions</td> <td>Spring Personnel 5366971</td> <td></td> <td>567.00</td> <td>232 3479 75</td> </tr> <tr><td colspan="9">21/04/2016<br><page_number>273</page_number></td></tr> </tbody> </table> <img>A table showing details of expenses for Natural History Museum.</img> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th rowspan="2">Department Family</th><th rowspan="2">Entity Description (e.g., Natural History Museum)</th><th rowspan="2">Date (e.g., 29/03/2016)</th><th rowspan="2">Expense Type (e.g., Postage & Counters)</th><th rowspan="2">Expense Area (e.g., Estates Housekeeping SK)</th><th rowspan="2">Supplier Description (e.g., Bardays HMG Procurement C)</th><th rowspan="2">Transaction Number (e.g., EXP-CA00L2151896)</th><th rowspan="2">Amount (e.g., 16.80)</th><th rowspan="2">VAT Registration Number (e.g., 168.8)</th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th 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0298-pdf	OFFICIAL FOR PUBLICATION THE OFFICE OF RAIL AND ROAD 151ST BOARD MEETING 10:30-16:30 TUESDAY 4 SEPTEMBER 2018 ONE KEMBLE STREET, LONDON WC2B 4AN Non-executive members: Stephen Glaister (Chair), Tracey Barlow, Anne Heal, Graham Mather, Bob Holland Executive members: Joanna Whittington (Chief Executive), John Larkinson (Director Railway Markets and Economics), Graham Richards (Director Railway Planning and Performance); Ian Prosser (Director Railway Safety). In attendance: Dan Brown (Director Strategy and Policy), Freya Guinness (Director Corporate Operations and Organisational Development), Russell Grossman (Director of Communications), Juliet Lazarus (Director Legal Services and Competition), Tess Sanford (Board Secretary) Declan Collier, ORR's new chair designate, attended as an observer. Other ORR staff in attendance are shown in the text. Item 1 WELCOME AND APOLOGIES FOR ABSENCE 1. The Chair welcomed everyone to the meeting and thanked them for making time for this session which was additional to the normal programme. He particularly welcomed Declan Collier, who would take over as Chair of the ORR in January. 2. Justin McCracken and Michael Luger had sent apologies for this meeting as they were on holiday. 3. The Chair noted Joanna Whittington's resignation and pending move to BEIS. She would attend the next two scheduled board meetings before finishing at ORR. Item 2 DECLARATIONS OF INTEREST 4. No new external interests were declared. 5. Graham Richards would recuse himself from discussion of the Timetable Inquiry to avoid any perceived conflict of interest on that item. Item 3 APPROVAL OF PREVIOUS MINUTES AND MATTERS ARISING 6. The meetings were accepted as accurate and signed. Item 4 COMPETITION: MARKET STUDY INTO AUTOMATIC TICKET GATES (ATGs) AND TICKET VENDING MACHINES (TVMs) Tom Cole, Lisa Thurston and Steve Armitage joined the meeting for this item. 7. The team presented to the board on the methodology and governance of the market study, the theories of harm and their mapping, and potential remedies before setting out the relative merits of making a Market Investigation referral to the Competition and Markets Authority. On balance, although the legal threshold was met for a referral, the team believed that a more proportionate and equally effective course of action was for ORR to pursue potential remedies. These would be particularly focused on opening the market to new entrants with additional work with TIL and RDG to improve access to information and reduce the burden of accreditation processes. \<page_number>1\</page_number> OFFICIAL FOR PUBLICATION 08. The board discussed the recommendation, reflecting that the use of investigatory powers was welcome and the potential remedies were well thought through. 09. ORR’s existing relationships with TFL and RDG should support continued positive engagement. Referral to the CMA would incur delay and would not necessarily improve outcomes: if it became necessary a referral could be made in future. The board was particularly keen that there should be room for innovation in the market by making data more accessible and noted the high level of effort going into the issue of ticketing across the industry. 10. The board agreed the recommendation. Item 5 TIMETABLING INQUIRY Claire Simpson joined the meeting for this item. Graham Richards left the meeting. 11. Stephen Glaister began by congratulating the team on the work they had done so far in delivering the current draft. Dan Brown acknowledged the magnificent effort and diligence of the team members who were delivering a product he was very proud of. He invited comments on the draft off-line to enable the meeting to focus Board discussions on whether the ToR of the Inquiry was being met, that the emerging findings were consistent with the evidence and that the publication date of 20 September was achievable. 12. The board commented on the overall shape of the draft and identified areas that needed further work including embedding the findings of the prior role review into the main document. They noted that findings were clearly referenced back to specific evidence. 13. Dan Brown set out the findings structured around infrastructure, timetabling process, TOC preparedness and systemic issues. The individual findings were discussed and the board tested the interpretation of events as set out. The board noted cultural issues in the industry of misplaced confidence - that heroic efforts would deliver the necessary outcome - was based on previous experience and not on a current assessment of the risks. 14. It was noted that the evidence showed that impact on passengers was not always first consideration when the industry was wrestling with timetabling, construction and rolling stock issues. The board asked that this be made clear in the report (because the absence of thinking about passenger impact was in itself noteworthy). 15. The board also discussed the governance and responsibilities of the various cross organisational bodies involved, the contractual complexity which inhibited swift decision making, fragmentation across the system and different understanding of roles and responsibilities. There were very few points where all the necessary information was available to one group of people to identify and resolve system wide issues. 16. The board noted that poor information for passengers during disruption was an area for further regulatory consideration. 17. Ian Prosser described his approach to the prior role review and the board discussed the draft table of findings. It was essential that ORR’s involvement was clearly set out in the main report in the same objective terms as the other parties or the overall report would not be complete or credible. ORR staff directly involved should be offered the same opportunity to fact-check the text that other parties had. \<page_number>2\</page_number> OFFICIAL FOR PUBLICATION 18. The question of what ORR should do differently in future should be discussed internally as part of the second phase of the Inquiry. 19. The PRR findings should be published alongside the main report to demonstrate that the two were consistent. 20. The board agreed that the main report was moving in the right direction and that fact-checking with stakeholders should go ahead. Drafting would continue to ensure consistency, remove duplication and improve readability. The executive summary and foreword should highlight the information which would be new to readers. 21. The Advisory Panel would receive a draft of the report on 5 September and meet on 17 September to discuss planning for Phase 2 of the Inquiry. 22. The board was reminded that the Inquiry report was confidential and potentially market sensitive. Item 7 LONDON ACCOMMODATION PROJECT¹ Graham Richards returned to the meeting 23. Freya Guinness introduced the item, setting out the latest situation. The board were asked to agree the criteria used to make a recommendation on next steps, to delegate final decisions on detail to the Accounting Officer and to note the current risks to a successful outcome. 24. The board discussed the amenities and environment which might be offered by a new property in comparison to One Kemble Street. They considered analysis of the impact on travel time for existing staff of the two options being closely explored, including any impact of Crossrail. They noted the current position of the landlord at OKS. The board supported the executive’s view that admitting additional options at this stage in the process would be unlikely to deliver a better result. 25. The board noted the executive’s plans to review the overall risks associated with the project to ensure that the best commercial outcome was reached without unnecessarily prolonging uncertainty for staff. Work was also in hand to pave the way for HMT authorisation for any necessary budget uplifts in 2019-20. 26. The board approved Exco’s recommendation in the paper and delegated final decisions on the property and the financial business case to the Accounting Officer. The board noted the commercial and personnel sensitivities in relation to this issue. Item 8 PR18 NETWORK RAIL RESPONSE TO THE DRAFT DETERMINATION 27. John Larkinson briefed the board on work done to gather stakeholder views on the draft determination and highlighted areas where those views varied or were consistent. He highlighted: performance trajectories, open access charges and R&D funding as key areas of difference. Stakeholders had also begun to think about what the settlement would mean in detail and raised questions accordingly. John described the challenge for the staff of meeting the timetable for the final determination. 28. As well as this session with NR’s senior leadership, ORR would also meet the individual route directors to understand any differences in confidence about their ability to meet efficiency targets and deliver their plans. ¹ Due to the commercial sensitivity of this item, and potential handling issues for staff, the minute refers to the recommendations in the paper and not explicitly to the properties discussed. \<page_number>3\</page_number> OFFICIAL FOR PUBLICATION Sir Peter Hendy, Mark Carne, Andrew Haines and Jeremy Westlake of Network Rail joined the meeting. 29. After welcomes and introductions Mark Carne opened the presentation. CP5 had seen the foundations put in place for a more successful CP6 and the initial SBP had been developed from the ground up to engender local ownership and, ultimately, be more deliverable. ORR’s challenge on the SBP had focused on asset sustainability, efficiency and R&D and NR had addressed each of these in their response to the draft determination. 30. MC set out analysis showing how targeted planned spend in CP6 could improve asset sustainability and reduce long term costs. He argued that the right investment in R&D to develop digital solutions to signalling could significantly reduce the future costs of the high level of signalling renewals which would otherwise be necessary in CP7 and CP8. Modelling had been revised to take into account future efficiency and technology gains and models now showed a business plan which was sustainable in the long term. 31. In setting out NR’s revised approach to R&D MC referred to historical gains from new technology and the savings which could be attributed. He explained the life cycle from research to deployment and showed an example of the anticipated impact of improvements on track technology. Overall, NR argued that more careful investment in R&D could deliver direct long term savings. 32. On efficiency, NR had accepted the challenge in the Draft Determination. They showed that individual routes had reviewed their ‘headwinds’ and committed to additional savings, but commented that these were now judged to be the highest tolerable level of stretch. In particular it was stressed that not all the savings were identified at this stage so the figures were not as robust as those in the original SBP. 33. NR presented a revised set of funding numbers which they argued would still achieve the outcomes sought by ORR in the draft determination. 34. NR had looked at the drivers of the current decline in train performance speculating that TSRs, passenger numbers, complex service patterns, franchise commitments, train crew management and the railway upgrade plan were outweighing the improvements seen in fleet and asset reliability, time to fix and more benign weather. They argued that these complex inter-relationships were poorly understood and led to over-optimistic plans, and that assumptions for CP6 were tougher than for CP5. 35. It would be important for TOCs and routes to work together and there should be no mismatch between performance targets. Route MDs would be more clearly accountable as a result of scorecards. However it was clear that CP5 exit would be materially worse than anticipated in the SBP and that the CRM-P needed to be updated. The uncertainty about future levels of performance had led NR to request that there should be a reopener of Schedule 8 benchmarks at TOC level. 36. NR summarised that the new SBP would include increased investment to maintain asset sustainability, an NR-focused R&D plan to deliver sustainable benefits, that CRM-P needed to be updated but that planning on efficiency and performance delivery was still ongoing. 37. Finally MC shared a risk assessment on readiness by route for CP6 and contrasted that favourably with the national readiness for CP5 – particularly in relation to contract readiness. \<page_number>4\</page_number> OFFICIAL FOR PUBLICATION 38. The board then discussed with NR: - the likely change in CSI over CP6, - the robustness of NR’s forecasting techniques, - changes in organisation around NR’s R&D capability and the associated governance, - the impact of technological advances in assessing assets for renewal and how work is prioritised, - the robustness of revised efficiency forecasts and the degree of commitment from routes to delivering them, - likely performance figures at CP5 exit and CP6 readiness; - the difference between franchise commitments and proposed performance targets; - the potential for piloting a change in regulatory approach e.g. ‘switching off’ schedule 8 in some parts of the country; - Issues remaining in Scotland. 39. The board particularly sought Andrew Haines’ view (as incoming CEO) on the deliverability of the plan: he was content that the route MDs believed they could deliver their own plans – although that would clearly be easier in some places than others. He had not yet had time to review the overall plan closely enough to form his own judgement. 40. Stephen Glaister thanked the NR team for coming and for a very helpful discussion. He thanked Mark Carne for the positive change he had driven in the industry while in his role as CEO of NR and wished him well. Peter Hendy, Mark Carne, Jeremy Westlake and Andrew Haines left the meeting. 41. After the guests had departed, the board reflected on the session including the degree of ambition shown and the countervailing challenges described by NR including those around readiness. It was important that GRR was assured that the new Chief Executive had brought into the plan for CP6 what was committed to deliver it. The board also assessed the funding regime for NR and the cash controls within which it had to operate. This was relevant to the request for a reopen of Schedule 8. It would be important in communicating the final determination to make the settlement relevant to the individual customer and apply the ‘passenger lens’ to the overall story. Item 9 ANY OTHER BUSINESS 42. The board noted the withdrawal of the previously approved independent member of the Audit and Risk Committee and approved the appointment of Rodney Norman to the role from 1 October 2018. Next meeting: 24 September 2018 \<page_number>5\</page_number>	ENGLISH
4582-pdf	DEPARTMENT OF HEALTH PERMANENT SECRETARIES MEETINGS WITH EXTERNAL ORGANISATIONS & NEWSPAPER AND OTHER MEDIA PROPRIETORS, EDITORS AND SENIOR EXECUTIVES 1 JULY – 30 SEPTEMBER 2011 MEETINGS WITH EXTERNAL ORGANISATIONS¹ <table> <thead> <tr> <th>Permanent Secretary Department of Health, Una O'Brien</th> <th>Date of Meeting</th> <th>Name of Organisation</th> <th>Purpose of Meeting</th> </tr> </thead> <tbody> <tr> <td></td> <td>July 2011</td> <td>Queen Mary University</td> <td>Introductory meeting</td> </tr> <tr> <td></td> <td>July 2011</td> <td>Russell Reynolds</td> <td>Appointments discussion</td> </tr> <tr> <td></td> <td>September 2011</td> <td>Russell Reynolds</td> <td>Appointments discussion</td> </tr> <tr> <td></td> <td>September 2011</td> <td>Russell Reynolds</td> <td>Appointments discussion</td> </tr> <tr> <td></td> <td>September 2011</td> <td>Royal College of Nursing</td> <td>Catch-up</td> </tr> <table> <thead> <tr> <th>NHS Chief Executive, David Nicholson</th> <th>Date of Meeting</th> <th>Name of Organisation</th> <th>Purpose of Meeting</th> </tr> </thead> <tbody> <tr> <td></td> <td>July 2011</td> <td>Hempson's Solicitors</td> <td>Mid-Staffordshire Inquiry</td> </tr> <tr> <td></td> <td>July 2011</td> <td>Cancer Research UK</td> <td>Commissioning for Cancer Services</td> </tr> <tr><td></td><td>August 2011</td><td>Royal College of Midwives</td><td>Commissioning for Midwifery Services</td></tr> <tr><td></td><td>September 2011</td><td>Whizzkidz</td><td>Wheelchair services for children</td></tr> <tr><td></td><td>September 2011</td><td>Glaxo Smith Kline</td><td>Relationship between NHS and Pharma Industry</td></tr> <table> <thead> <tr> <th>Chief Medical Officer, Dame Sally Davies DBE</th> <th>Date of Meeting</th> <th>Name of Organisation</th> <th>Purpose of Meeting</th> </tr> </thead> <tbody> <tr><td></td><td>July 2011</td><td>NICE National Institute of Clinical Excellence</td><td>Regular Update meeting</td></tr> <tr><td></td><td>July 2011</td><td>Royal Pharmaceutical Society</td><td>Discussion on public health services</td></tr> <tr><td></td><td>July 2011</td><td>Royal College of Obstetrics & Gynaecology</td><td>Update meeting</td></tr> <tr><td></td><td>July 2011</td><td>Royal College of Physicians</td><td>Regular Update meeting</td></tr> <tr><td></td><td>September 2011</td><td>Wellcome Trust</td><td>General Update</td></tr> <tr><td></td><td>September 2011</td><td>British Medical Association</td><td>Medical Research</td></tr> <table> MEETINGS WITH NEWSPAPER AND OTHER MEDIA PROPRIETORS, EDITORS AND SENIOR EXECUTIVES Permanent Secretary Department of Health, Una O'Brien - Nil NHS Chief Executive, David Nicholson - Nil Chief Medical Officer, Dame Sally Davies DBE – Nil ¹ Does not normally include meetings with Government bodies such as other Government Departments, NDPBs, Non-Ministerial Departments, Agencies, Government reviews and representatives of Parliament, devolved or foreign Governments. \<page_number>1\</page_number>	ENGLISH
3856-pdf	# MinorTaur <table> <tr> <td>Dosbarth y Llwybr</td> <td>Glas/Cymred</td> </tr> <tr> <td>Yn addas i</td> <td>Seiciwr/beicwyr mynydd canolfrad gyda sgiau beicio oddi ar y llwybr syfelenaf. Beicau mynydd neu felciau hybrid.</td> </tr> <tr> <td>Matahu o Iwlybra ac arwyneb</td> <td>Fel y Gwyddyd gwyd thre sengl wedi ei adeladau ar ambonig. Caf anwywb cynhwys rhwystrach bychan fel geriadolaeth a chrig.</td> </tr> <tr> <td>Nodweddiwn graddiant a thechnegol y llwybr</td> <td>Mae'r rhan fwyaf o raddannau yn gymedrol ond gall fod yna adrannu sefyn bryr. Cyfleus ychwaneddon nayor telegogl a draddau bach.</td> </tr> <tr> <td>Lefel filrwydd awrgymledig</td> <td>Gall safon dda ffittywddd fod o gynnghur.</td> </tr> </table> <table> <tr> <td>Bike Trail Grade</td> <td>Blue/Moderate</td> </tr> <tr> <td>Suitable for</td> <td>Intermediate cyclist/mountain bikers with basic offroad riding skills. Mountain bikes or hybrids.</td> </tr> <tr> <td>Trail & surface types</td> <td>As 'Green' plus specially constructed single track. Trail surface may include small patches of rocks and rock.</td> </tr> <tr> <td>Gradients & technical trail features (TTFs)</td> <td>Most gradients are moderate but there may be steep sections. Includes small TTFs.</td> </tr> <tr> <td>Suggested fitness level</td> <td>A good standard of fitness can help.</td> </tr> </table> <table> <tr> <td>Dolen 1:</td> <td>Pellter: 3km Amser: 20-40 munud Dringo: 50m<br>Lled Ieiaf: llwybr: 1 mdr</td> </tr> <tr> <td colspan="2">Y'n gyffordd y llwybr gan yllaw mae digon o nodweddiwm ann, nes Steih Steps yn cyfnyllun yr huanegiad ar ongi cerig, manuau disgyn cerrig a phernau bwreddy gwda disgynfa l0 berm cyffrous lliw syllipw.</td> </tr> <tr> <td>Dolen 2:</td> <td>Pellter: Sken Amser: O-1 awr Dringo: 90m<br>Graddiant mwyaf - trac sengl: 5% Ffordd coedwig: 12%</td> </tr> <tr> <td colspan="2">Lled Ieiaf: llwybr: 1 mdr</td> </tr> <tr> <td colspan="2">Y'n ymgoro'r llwybr gan yllaw mae rhwnganu mwy o Ballt yr eirid ac yn canatafu i chi ffnigol sgiau a yr White Bull, darl cyffymarch o hwyv gwda nodweddiwm newddyfel molien drhinga n adag sijo.</td> </tr> <tr> <td>Dolen 3:</td> <td>Pellter: Sken Amser: t-2 awr Dringo: l45m<br>Graddiant mwyaf - trac sengl: 7% Ffordd coedwig: 12%</td> </tr> <tr> <td colspan="2">Isafswm fedy llwybr (sydda manawa pasio/wro) i meur</td> </tr> <tr> <td colspan="2">Yn drafodol y llwybr gan yllaw mae rhwnganu mwy o Bwych Bren ddriogffydd parhaui hirach, mwy o nodweddiwm technegol, yn cynnwys ymlor man a chfreyn o droadau dringo, pabol i'r llwybr, a phwerau cewntor a chwrsaeg. Yn marchogion traws gwael ar un trac. Mae yna lleithau twrsawdol a phych mo'u hosgal ar rai nodweddim llwybr technegol (TTF's).</td> </tr> </table> <table style="width:100%;"> <tr><th>Loop 1:</th><th>Distance</th><th>Time</th><th>Climb</th></tr> <tr><td>3km Time: 20-40 mins Climb: 50m</th><th>Max gradient - singletrack: 3% forest road: 12%</th><th>min trail width:1.5 metres</th><th></th></tr> <tr><td colspan="4">is the shortest of the options available but is still packed with features. First Steps introduces you to stone pitched armoured floors, stone drop offs and side tables with an exhilarating final 'O' loop down the hill.</td></tr> <tr><th>Loop 2:</th><th>Distance</th><th>Time</th><th>Climb</th></tr> <tr><td>5km Time: O-1 hour Climb: 90m</th><th>Max gradient - singletrack: 5% forest road: 12%</th><th>min trail width:1.5 metres</th><th></th></tr> <tr><td colspan="4">adds on to the end of Loop 1. This will add more distance to your ride and will allow you to hone your skills on the White Bull, a faster track that offers additional new features such as Climbing rollers and as its name suggests.</td></tr> <tr><th>Loop 3:</th><th>Distance</th><th>Time</th><th>Climb</th></tr> <tr><td>9km Time: 2-2 hours Climb: l45m</th><th>Max gradient - singletrack: 7% forest road: 12%</th><th>min trail width (with passing/resting places): metre</th><th></th></tr> <tr><td colspan="4">This Loop is a progression from the previous two. Bwych Bren has longer sustained climbs, more technical features, including hips and a few climbs. It is also a faster track than Loop One. Please use this loop to improve your single track cross country riding skills. There are unavoidable crossroad slopes on some technical trail features (TTF's).</td></tr> <tr><th colspan="4"><strong>The MinorTaur has quickly become the most popular trail at Coed y Brenin.</strong></th></tr> <tr><th colspan="4">It's a great fun introduction to mountain biking for a wide range of ages and abilities and is unique in that it can be used by riders with a disability or those who want to cover more mountain bikes.</th></tr> <tr><th colspan="4">The trail is built in to loops, which get progressively longer so you can choose how much you want to cover. There are plenty of fun features, including stone pitching, armoured floors and fantastic SWOGY berms.</th></tr> <tr><th colspan="4">Remember to treat with caution on your first ride then session the section to improve your skills before looking out for the shiny hoof prints that give you a clue that there's a MinorTaur about!</th></tr> <tr><th colspan="4"><strong>www.cyfoethnaturaliau.cymru<br>www.naturalresources.wales<br></strong></th></tr> <tr><th colspan="4"><img>A circular logo with "MinorTaur" written around the edge, pointing towards the right. The background is white with green and blue elements.</img></th></tr> <tr><th colspan="4"><small>This guide is produced by Cyfleoedd Cymru Natural Resources Wales in partnership with Welsh Government.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><th colspan="4"><small>The MinorTaur Mountain Bike Trail logo is shown in the bottom right corner of the page.</small></th></tr> <tr><<th rowspan="6">MinorTaur</thead>&<tbody>                                                    </tbody>&<tfoot> </tfoot>&<caption>A map showing three loops on a mountain bike trail called "MinorTaur". Each loop has its own description and distance/time information. The loops are connected by arrows indicating direction. The map also shows some natural features like rocks and trees along with some text describing each feature. The map also includes a legend showing different types of terrain and vegetation. The map also includes a scale bar showing distances in kilometers and meters. The map also includes a compass rose showing directions north, south, east and west. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types of terrain and vegetation. The map also includes a key showing symbols for different types <img>MinorTaur logo</img> # MinorTaur Everywhere you go, you'll find something new to explore. Whether you're looking for a scenic route or a challenging climb, MinorTaur has something for everyone. First Steps - Start your adventure at the MinorTaur Centre. - From here, you can choose from several trails: - MinorTaur Trail: A gentle trail perfect for beginners. - Trac Tengil: A more challenging route with stunning views. - Singelstreek: A loop trail that offers a mix of flat and hilly sections. - Loop Links: A scenic loop that takes you through beautiful countryside. - Florda Coodesdu: A trail that leads you through a forested area. - Forest Links: Another loop trail that offers a mix of flat and hilly sections. - Pauweliad: A trail that takes you through a forested area. - Parco: A parking area where you can park your vehicle. - Grypsoedn: A trail that leads you through a forested area. - Toiletau: A trail that leads you through a forested area. - Myneidael Hawod: A trail that leads you through a forested area. - Easy access: A trail that leads you through a forested area. - Café: A café where you can stop for a break. - Bike shop: A bike shop where you can rent or buy bikes. - Dinma ferth: A trail that leads you through a forested area. - Y. Lefon, Ichaf: A trail that leads you through a forested area. Paths - The paths are well-maintained and easy to follow. You'll find signs along the way to help you navigate. Hazards - Be aware of the weather conditions and any potential hazards on the trails. Always wear appropriate clothing and footwear. Safety - Always follow the rules and regulations of the trail. Respect the environment and other users of the trail. Contact Information - For further information, please contact us at: info@minor-taur.com - Tel: +352 8070 2440 - www.minor-taur.com - Facebook: @minor_taur - Twitter: @minor_taur Trail Map <img>Trail map showing various trails and landmarks.</img> Trail Descriptions MinorTaur Trail A gentle trail perfect for beginners. The path is well-maintained and easy to follow. You'll find signs along the way to help you navigate. Trac Tengil A more challenging route with stunning views. The path is well-maintained and easy to follow. You'll find signs along the way to help you navigate. Singelstreek A loop trail that offers a mix of flat and hilly sections. The path is well-maintained and easy to follow. You'll find signs along the way to help you navigate. Loop Links A scenic loop that takes you through beautiful countryside. The path is well-maintained and easy to follow. You'll find signs along the way to help you navigate. Florda Coodesdu A trail that leads you through a forested area. The path is well-maintained and easy to follow. You'll find signs along the way to help you navigate. Forest Links Another loop trail that offers a mix of flat and hilly sections. The path is well-maintained and easy to follow. You'll find signs along the way to help you navigate. Pauweliad A trail that takes you through a forested area. The path is well-maintained and easy to follow. You'll find signs along the way to help you navigate. Parco A parking area where you can park your vehicle. The parking area is well-maintained and easy to use. Grypsoedn A trail that leads you through a forested area. The path is well-maintained and easy to follow. You'll find signs along the way to help you navigate. Toiletau A trail that leads you through a forested area. The path is well-maintained and easy to follow. You'll find signs along the way to help you navigate. Myneidael Hawod A trail that leads you through a forested area. The path is well-maintained and easy to follow. You'll find signs along the way to help you navigate. Easy access An easy access trail that leads you through a forested area. The path is well-maintained and easy to follow. You'll find signs along the way to help you navigate. Café A café where you can stop for a break. The café is well-maintained and easy to use. Bike shop A bike shop where you can rent or buy bikes. The bike shop is well-maintained and easy to use. Dinma ferth A trail that leads you through a forested area. The path is well-maintained and easy to follow. You'll find signs along the way to help you navigate. Y. Lefon, Ichaf A trail that leads you through a forested area. The path is well-maintained and easy to follow. You'll find signs along the way to help you navigate. Hazards Be aware of the weather conditions and any potential hazards on the trails. Always wear appropriate clothing and footwear. Safety Always follow the rules and regulations of the trail. Respect the environment and other users of the trail. Contact Information For further information, please contact us at: info@minor-taur.com Tel: +352 8070 2440 www.minor-taur.com Facebook: @minor_taur Twitter: @minor_taur <watermark>Disclaimer: This map is provided for informational purposes only and does not constitute an offer or guarantee of any kind, nor does it constitute legal advice or binding terms or conditions of any kind. It is not intended as a substitute for professional advice or consultation with an expert in this field, nor should it be used as such by anyone who may have specific questions about their own situation or circumstances.</watermark> <watermark>This map was created by MinorTaur in collaboration with local authorities, landowners, and other stakeholders.</watermark> <watermark>© Copyright MinorTaur S.L., all rights reserved.</watermark> <watermark>MinorTaur S.L., Calle de la Rectoría s/n, 15600 La Coruña, Spain \| Tel.: (+34) 981 934 144 \| Fax: (+34) 981 934 145 \| info@minor-taur.com \| www.minor-taur.com \| info@minor-taur.com \| Tel.: (+34) 981 934 144 \| Fax: (+34) 981 934 145 \| info@minor-taur.com \| www.minor-taur.com \| info@minor-taur.com \| Tel.: (+34) 981 934 144 \| Fax: (+34) 981 934 145 \| info@minor-taur.com \| www.minor-taur.com \| info@minor-taur.com \| Tel.: (+34) 981 934 144 \| Fax: (+34) 981 934 145 \| info@minor-taur.com \| www.minor-taur.com \| info@minor-taur.com \| Tel.: (+34) 981 934 144 \| Fax: (+34) 981 934 145 \| info@minor-taur.com \| www.minor-taur.com \| info@minor-taur.com \| Tel.: (+34) 981 934 144 \| Fax: (+34) 981 934 145 \| info@minor-taur.com \| www.minor-taur.com \| info@minor-taur.com \| Tel.: (+34) 981 934 144 \| Fax: (+34) 981 934 145 \| info@minor-taur.com \| www.minor-taur.com \| info@minor-taur.com \| Tel.: (+34) 981 934	WELSH
1379-pdf	DEPARTMENT FOR BUSINESS, INNOVATION AND SKILLS 01 OCTOBER 2014 – 31 DECEMBER 2014 GIFTS GIVEN OVER £140 <table> <thead> <tr> <td colspan="4">Secretary of State for Business, Innovation & Skills and President of the Board of Trade, Rt Hon Vincent Cable MP</td> </tr> <tr> <td>Date gift given</td> <td>To</td> <td>Gift</td> <td>Value (over £140)</td> </tr> </thead> <tbody> <tr> <td>Nil return</td> <td></td> <td></td> <td></td> </tr> <tr> <td colspan="4">Minister of State for Cabinet Office (Cities and Constitution) and Minister of State for Universities and Science, Rt Hon Greg Clark</td> </tr> <tr> <td>Date gift given</td> <td>To</td> <td>Gift</td> <td>Value (over £140)</td> </tr> <tr> <td>Nil return</td> <td></td> <td></td> <td></td> </tr> <tr> <td colspan="4">Minister of State (Trade and Investment), Lord Livingston</td> </tr> <tr> <td>Date gift given</td> <td>To</td> <td>Gift</td> <td>Value (over £140)</td> </tr> <tr> <td>Nil return</td> <td></td> <td></td> <td></td> </tr> <tr> <td colspan="4">Parliamentary Under-Secretary of State for Business, Innovation and Skills and Minister for Intellectual Property, Baroness Neville-Rolfe DBE</td> </tr> <tr> <td>Date gift given</td> <td>To</td> <td>Gift</td> <td>Value (over £140)</td> </tr> <tr> <td>Nil return</td> <td></td> <td></td> <td></td> </tr> <tr> <td colspan="4">Parliamentary Under Secretary of State, (Employment Relations, Consumer Affairs), Jo Swinson MP</td> </tr> <tr> <td>Date gift given</td> <td>To</td> <td>Gift</td> <td>Value (over £140)</td> </tr> <tr> <td>Nil return</td> <td></td> <td></td> <td></td> </tr> <tr> <td colspan="4">Minister of State for Business and Enterprise and Energy working jointly with the Department of Energy and Climate Change, Rt Hon Matthew Hancock MP</td> </tr> <tr> <td>Date gift given</td> <td>To</td> <td>Gift</td> <td>Value (over £140)</td> </tr> <tr> <td>Nil return</td> <td></td> <td></td> <td></td> </tr><tr><th colspan="4">Minister of State for Skills and Equalities working jointly with the Department for Education, Nick Boles MP</th></tr><tr><th>Date gift given</th><th>To</th><th>Gift</th><th>Value (over £140)</th></tr><tr><td>Nil return</td><td></td><td></td><td></td></tr><tr><th colspan="4">Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP</th></tr><tr><th>Date gift given</th><th>To</th><th>Gift</th><th>Value (over £140)</th></tr><tr><td>Nil return</td><td></td><td></td><td></td></tr></tbody></table> GIFTS RECEIVED OVER £140 <table> <thead> <tr> <th>Date gift received</th> <th>From</th> <th>Gift</th> <th>Value</th> <th>Outcome</th> </tr> </thead> <tbody> <tr> <td>Secretary of State for Business, Innovation & Skills and President of the Board of Trade, Rt Hon Vincent Cable MP</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Nil return</td> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> <table> <thead> <tr> <th>Date gift received</th> <th>From</th> <th>Gift</th> <th>Value</th> <th>Outcome</th> </tr> </thead> <tbody> <tr> <td>Minister of State for Cabinet Office (Cities and Constitution) and Minister of State for Universities and Science, Rt Hon Greg Clark MP</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Nil return</td> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> <table> <thead> <tr> <th>Date gift received</th> <th>From</th> <th>Gift</th> <th>Value</th> <th>Outcome</th> </tr> </thead> <tbody> <tr> <td>Minister of State (Trade and Investment), Lord Livingston</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Nil return</td> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> <table> <thead> <tr> <th>Date gift received</th> <th>From</th> <th>Gift</th> <th>Value</th> <th>Outcome</th> </tr> </thead> <tbody> <tr> <td>Parliamentary Under-Secretary of State for Business, Innovation and Skills and Minister for Intellectual Property, Baroness Neville-Rolfe DBE</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Nil return</td> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> <table border="1"> <!-- Parliamentary Under-Secretary of State, (Employment Relations, Consumer Affairs), Jo Swinson MP --> <!-- Date gift received --> <!-- Nil return --> <!-- Date gift received --> <!-- From --> <!-- Gift --> <!-- Value --> <!-- Outcome --> <!-- Parliamentary Under Secretary of State, (Employment Relations, Consumer Affairs), Jo Swinson MP --> <!-- Date gift received --> <!-- Nil return --> <!-- Date gift received --> <!-- From --> <!-- Gift --> <!-- Value --> <!-- Outcome --> <!-- Parliamentary Under Secretary of State, (Employment Relations, Consumer Affairs), Jo Swinson MP --> <!-- Date gift received --> <!-- Nil return --> <!-- Date gift received --> <!-- From --> <!-- Gift --> <!-- Value --> <!-- Outcome --> <!-- Parliamentary Under Secretary of State, (Employment Relations, Consumer Affairs), Jo Swinson MP --> <!-- Date gift received --> <!-- Nil return --> <!-- Date gift received --> <!-- From --> <!-- Gift --> <!-- Value --> <!-- Outcome --> <!-- Parliamentary Under Secretary of State, (Employment Relations, Consumer Affairs), Jo Swinson MP --> <!-- Date gift received --> <!-- Nil return --> <!-- Date gift received --> <!-- From --> <!-- Gift --> <!-- Value --> <!-- Outcome --> <!-- Parliamentary Under Secretary of State, (Employment Relations, Consumer Affairs), Jo Swinson MP --> <!-- Date gift received --> <!-- Nil return --> <!-- Date gift received --> <!-- From --> <!-- Gift --> <!-- Value --> <!-- Outcome --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP --> <table border="1"> <!-- Parliamentary Under Secretary Of OVERSEAS TRAVEL <table> <tr> <td>Date(s) of trip</td> <td>Destination</td> <td>Purpose of trip</td> <td>'Scheduled' or No 32 (The Royal) Squadron or 'other RAF' or 'Charter' or 'Eurostar'</td> <td>Number of officials accompanying Minister, where non-scheduled travel is used</td> <td>Total cost including travel and accommodation of Minister only</td> </tr> <tr> <td colspan="6">Secretary of State for Business, Innovation & Skills and President of the Board of Trade, Rt Hon Vincent Cable MP</td> </tr> <tr> <td>09 October – 16 October</td> <td>India, Delhi, Goa, Pune, Chennai</td> <td>To attend British Business Group India event, meet with Indian Ministers and Confederation of Indian Industry</td> <td>Scheduled</td> <td>N/A</td> <td>£5,475</td> </tr> <tr> <td colspan="6">Minister of State for Cabinet Office (Cities and Constitution) and Minister of State for Universities and Science, Rt Hon Greg Clark MP</td> </tr> <tr> <td>11 November – 14 November</td> <td>India, Delhi</td> <td>To increase bilateral cooperation between UK and India.</td> <td>Scheduled</td> <td>N/A</td> <td>£5,421</td> </tr> <tr> <td>01 December – 02 December</td> <td>Luxembourg</td> <td>To attend European Space Agency Ministerial Meeting</td> <td>Scheduled</td> <td>N/A</td> <td>£988</td> </tr> <tr> <td>10 December – 11 December</td> <td>Sweden, Stockholm</td> <td>To attend Nobel Prize Ceremony</td> <td>Scheduled</td> <td>N/A</td> <td>£644</td> </tr> <tr> <td colspan="6">Minister of State (Trade and Investment), Lord Livingston</td> </tr> <tr> <td>05 October – 10 October</td> <td>USA, Boston, New York</td> <td>To attend a number of events, promote UK Trade and Investment and to meet with Senior Government Ministers</td> <td>Scheduled</td> <td>N/A</td> <td>£4,778</td> </tr> <tr> <td>25 October – 30 October</td> <td>Japan, Toyko, Osaka</td> <td>To launch GREAT Week in Tokyo, promote British business and meet with senior Government Ministers</td> <td>Scheduled</td> <td>N/A</td> <td>£6004</td> </tr> <tr> <td>04 November</td> <td>Kazakhstan, Astana</td> <td>Attend and speak at the UK –</td> <td>Scheduled</td> <td>N/A</td> <td>£2,288</td> </tr> </table> <table> <thead> <tr> <td>– 06 November</td> <td>Kazakhstan Intergovernmental Commission (IGO)</td> <td></td> <td></td> <td></td> </tr> </thead> <tbody> <tr> <td rowspan="2">12 November – 13 November</td> <td rowspan="2">Belgium, Brussels</td> <td>To host have an introductory call with the new EU trade Commissioner and bilateral meetings and host dinner with MEP's</td> <td>Scheduled and Eurostar</td> <td>N/A</td> <td>£470</td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>03 December – 04 December</td> <td>France, Paris</td> <td>To meet French Trade Minister Matthias Fekl; host a dinner with potential investors; speak at a Special forces table top exhibition, lunch with senior figures from the Franco-British business community.</td> <td>Eurostar</td> <td>N/A</td> <td>£250</td> </tr> <tr> <td>18 December</td> <td>Belgium, Brussels</td> <td>Accompany the PM to a TTIP meeting and lunch in Brussels</td> <td>Charter, Eurostar</td> <td>N/A</td> <td>Costs met by No.10</td> </tr> </tbody> </table> Parliamentary Under-Secretary of State for Business, Innovation and Skills and Minister for Intellectual Property, Baroness Neville-Rolfe DBE <table> <thead> <tr> <td rowspan="2">20 November – 21 November</td> <td rowspan="2">Belgium, Brussels</td> <td rowspan="2">To attend Foreign Affairs Council (Trade)</td> <td rowspan="2">Eurostar & Scheduled</td> <td>N/A</td> <td>£250</td> </tr> <tr><td></td><td></td></tr> <tr><td>03 December – 04 December</td><td>Belgium, Brussels</td><td>To attend the Competitiveness Council</td><td>Eurostar</td><td>N/A</td><td>£211</td></tr> <tr><td colspan="6" style="text-align:center;">Parliamentary Under Secretary of State, (Employment Relations, Consumer Affairs), Jo Swinson MP</td></tr> <tr><td>02 December – 03 December 2014</td><td>Switzerland, Geneva</td><td>To speak at the UN Forum on Business and Human Rights</td><td>Scheduled</td><td>N/A</td><td>£150</td></tr> <tr><td colspan="6" style="text-align:center;">Minister of State for Business and Enterprise and Energy working jointly with the Department of Energy and Climate Change, Rt Hon Matthew Hancock MP</td></tr> <tr><td>06 October – 10 October</td><td>Japan, Tokyo, Nagoya</td><td>To attend business, investment and energy meetings and events.</td><td>Scheduled</td><td>N/A</td><td>£7.625</td></tr> <tr><td colspan="6" style="text-align:left;">Minister of State for Skills and Equalities working jointly with the Department for Education,</td></tr> </tbody> </table> <table> <thead> <tr> <td colspan="5">Nick Boles MP</td> </tr> <tr> <td colspan="5">Nil return</td> </tr> <tr> <td colspan="5">Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP</td> </tr> </thead> <tbody> <tr> <td>05 October – 10 October</td> <td>United States: Chicago, Boston, San Diego, Los Angeles</td> <td>To promote UK trade and investment</td> <td>Scheduled</td> <td>N/A</td> <td>£1,243</td> </tr> <tr> <td colspan="6" style="text-align:left;">HOSPITALITY</td> </tr> <tr> <td>Date of hospitality</td> <td>Name of organisation</td> <td>Type of hospitality received¹</td> <td></td> <td></td> <td></td> </tr> <tr> <td colspan="6">Secretary of State for Business, Innovation & Skills and President of the Board of Trade, Rt Hon Vincent Cable MP</td> </tr> <tr> <td>23 October</td> <td>Sky News</td> <td>Lunch</td> <td></td> <td></td> <td></td> </tr> <tr> <td>03 November</td> <td>Mike Darcy, Mark Burr, News UK, David Dinsmore, The Sun</td> <td>Lunch</td> <td></td> <td></td> <td></td> </tr> <tr> <td>08 November</td> <td>Rugby Football Union</td> <td>Rugby tickets and afternoon tea for 2</td> <td></td> <td></td> <td></td> </tr> <tr> <td>10 November</td> <td>The Guardian</td> <td>Lunch</td> <td></td> <td></td> <td></td> </tr> <tr> <td colspan="6">Minister of State for Cabinet Office (Cities and Constitution) and Minister of State for Universities and Science, Rt Hon Greg Clark MP</td> </tr> <tr> <td>27 November</td> <td>Times Higher Education Awards</td> <td>Dinner</td> <td></td> <td></td> <td></td> </tr> <tr> <td>17 December</td> <td>Greater Birmingham & Solihull LEP, Aston University, University of Birmingham, Birmingham City University, University College Birmingham, Newman University</td> <td>Dinner</td> <td></td> <td></td> <td></td> </tr> <tr> <td colspan="6">Minister of State (Trade and Investment), Lord Livingston</td> </tr> <tr> <td>02 October</td> <td>North East Chamber of Commerce</td> <td>Lunch</td> <td></td> <td></td><td></td></tr><tr><td>07 October</td><td>British-American Business Council</td><td>Lunch</td><td></td><td></td><td></td></tr><tr><td>08 October</td><td>British-American Business Council</td><td>Dinner</td><td></td><td></td><td></td></tr><tr><td>09 October</td><td>British-American Business Council</td><td>Breakfast</td><td></td><td></ td><td></ td></tr><tr><td>23 October</td><td>Siemens</td><td>Breakfast</td><td></ td>< td td/></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/>04 November<br/>18 November<br/>26 November<br/>27 November<br/>28 October<br/>30 October<br/>01 December<br/>02 December<br/>03 December<br/>04 December<br/>05 December<br/>06 December<br/>07 December<br/>08 December<br/>09 December<br/>10 December<br/>11 December<br/>12 December<br/>13 December<br/>14 December<br/>15 December<br/>16 December<br/>17 December<br/>18 December<br/>19 December<br/>20 December<br/>21 December<br/>22 December<br/>23 December<br/>24 December<br/>25 December<br/>26 December<br/>27 December<br/>28 December<br/>29 December<br/>30 December<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr><tr><th colspan="6">Minister of State (Trade and Investment), Lord Livingston (cont.)<br/></th></tr>, <th rowspan="2" style="border-top: 1px solid black;"></table> <table style='width: 100%; border-collapse: collapse;'> <thead style='background-color: #f2f2f2;'> <tr style='font-size: 1em;'> <th>Date of hospitality<span style='font-weight: bold;'>²)</span>'s Name of organisation Type of hospitality received'</th> <!-- 's Name --> </tr> <!-- 's Name --> </thead> <!-- 's Name --> <tbody style='font-size: 1em;'> <style>.table-style { border: 1px solid black; } .table-style 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<table> <thead> <tr> <td>27 November</td> <td>British Chamber of Commerce</td> <td>Lunch</td> </tr> </thead> <tbody> <tr> <td>04 December</td> <td>HSBC (Paris)</td> <td>Lunch</td> </tr> <tr> <td>16 December</td> <td>HSBC (London)</td> <td>Breakfast</td> </tr> <tr> <td>16 December</td> <td>Richard Desmond, Express</td> <td>Lunch</td> </tr> <tr> <td colspan="3">Parliamentary Under-Secretary of State for Business, Innovation and Skills and Minister for Intellectual Property, Baroness Neville-Rolfe DBE</td> </tr> <tr> <td>20 November</td> <td>Arbutnol Banking Group</td> <td>Lunch</td> </tr> <tr> <td colspan="3">Parliamentary Under Secretary of State, (Employment Relations, Consumer Affairs), Jo Swinson MP</td> </tr> <tr> <td>04 December</td> <td>The Guardian</td> <td>Lunch</td> </tr> <tr> <td>11 December</td> <td>Confederation of British Industry</td> <td>Lunch</td> </tr> <tr> <td colspan="3">Minister of State for Business and Enterprise and Energy working jointly with the Department of Energy and Climate Change, Rt Hon Matthew Hancock MP</td> </tr> <tr> <td>13 November</td> <td>Lawson Muncaster, City A.M.</td> <td>Dinner</td> </tr> <tr> <td colspan="3">Minister of State for Skills and Equalities working jointly with the Department for Education, Nick Boles MP</td> </tr> <tr> <td>07 October</td> <td>Berkeley Group</td> <td>Lunch</td> </tr> <tr> <td>14 October</td> <td>Association of Colleges</td> <td>Drinks</td> </tr> <tr> <td colspan="3">Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP</td> </tr> <tr> <td>06 October</td> <td>Avamed</td> <td>Dinner</td> </tr> <tr> <td>07 October</td> <td>Avamed</td> <td>Lunch</td> </tr> <tr> <td>08 October</td> <td>Biopharma</td> <td>Lunch</td> </tr> <tr> <td>09 October</td> <td>Qualcomm Life Sciences Group Ltd.</td> <td>Lunch</td> </tr> <tr> <td>09 October</td> <td>Amgen</td> <td>Dinner</td> </tr> <tr> <td>10 October</td> <td>Hadoopoop Inc.</td> <td>Lunch</td> </tr><tr><th rowspan="2">15 October<br>10 November<br></th><th rowspan="2">Wellcome Trust<br>Ethical Medicines Industry Group<br></th><th rowspan="2">Dinner<br>Dinner<br></th></tr><tr></table> \Does not normally include attendance at functions hosted by HM Government; 'diplomatic' functions in the UK or abroad, hosted by overseas governments; minor refreshments at meetings, receptions, conferences, and seminars; and offers of hospitality which were declined. - Indicates if accompanied by spouse/partner or other family member or friend. MEETINGS WITH EXTERNAL ORGANISATIONS* <table border="1"> <thead border="1"> <tr border="1"> <td>Date of Meeting<br>Secretary of State for Business, Innovation & Skills and President of the Board of Trade, Rt Hon Vincent Cable MP<br></th><th>Name of External Organisation<sup>1<br/></th><th>Purpose of Meeting<br></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></table> <table border="1"> <tbody border="1"> <tr border="1"> <td>October 2014<br/>October 2014<br/>October 2014<br/></table> <table border="1"> <tbody border="1"> <tr border="1"> <td colspan="2" style="text-align:left;">Geordie Greig, Mail on Sunday<br/>EEF The Manufacturers' Organisation<br/>Ian Swales MP Craig Iley, Atom Bank<br/></table> <table border="1"> <tbody border="1"> <tr border="1"> <td colspan="2" style="text-align:left;">Party Conference<br/>To discuss manufacturing issues<br/>To discuss banking issues<br/></table> <table border="1"> <tbody border="1"> <tr border="1"> <td colspan="2" style="text-align:left;">To discuss manufacturing issues<br/></table> <table border="1"> <tbody border="1"> <tr border="1"> <td colspan="2" style="text-align:left;">To discuss banking issues<br/></table> <table border="1"> <tbody border="1"> <tr border="1"> <td colspan="2" style="text-align:left;">To discuss banking issues<br/></table> <table border="1"> <tbody border="1"> <tr border="1"> <td colspan="2" style="text-align:left;">To discuss banking issues<br/></table> <table border="1"> <tbody border="1"> <tr border="1"> <td colspan="2" style="text-align:left;">To discuss banking issues<br/></table> <table border="1"> <tbody border="1"> <tr border="1"> <td colspan="2" style="text-align:left;">To discuss banking issues<br/></table> <table border="1"> <tbody border="1"> <tr border="1"> <td colspan="2" style="text-align:left;">To discuss banking issues<br/></table> <table border="1"> <tbody border="1"> <tr border="1"> <td colspan="2" style="text-align:left;">To discuss banking issues<br/></table> <table border="1"> <tbody border="1"> <tr border="1"> <td colspan="2" style="text-align:left;">To discuss banking issues<br/></table> <table border="1"> <tbody border="1"> <tr border="1"> <td colspan="2" style="text-align:left;">To discuss banking issues<br/></table> <table border="1"> <tbody border="1"> <tr border="1"> <td colspan="2" style="text-align:left;">To discuss banking issues<br/></table> <table border="1"> <tbody border="1"> <tr border="1"> <td colspan="2" style="text-align:left;">To discuss banking issues<br/></table> <table border="1"> <tbody border="1"> <tr border="1"> <td colspan="2" style="text-align:left;">To discuss banking issues<br/></table> <table border= <table> <thead> <tr> <td>October 2014</td> <td>World Development Movement</td> <td>To discuss trade issues</td> </tr> <tr> <td>October 2014</td> <td>War on Want</td> <td>To discuss trade issues</td> </tr> <tr> <td>October 2014</td> <td>Publishers Association, Society of Authors, Association of Authors' Agents, The Booksellers Association, Walkers Bookshops, Hachette UK, Penguin Random House, Publishers Association, Literary Agent to JK Rowling</td> <td>To discuss the impact of digital markets in the publishing world</td> </tr> <tr> <td>November 2014</td> <td>British Chambers of Commerce</td> <td>Regular meeting</td> </tr> <tr> <td>November 2014</td> <td>Trade Unions Congress</td> <td>Regular meeting</td> </tr> <tr> <td>November 2014</td> <td>Legal and General</td> <td>To discuss business legal issues</td> </tr> <tr> <td>November 2014</td> <td>Klesch and Company Limited</td> <td>To discuss Tata Steel</td> </tr> <tr> <td>November 2014</td> <td>Creative Industry Council</td> <td>To discuss the creative industry</td> </tr> <tr> <td>November 2014</td> <td>Royal Academy of Engineering, Innovate UK, Engineering and Physical Sciences Research Council, Robotics and Autonomous Systems Special Interest Group, Schlumberger, BAE Systems, UK Atomic Energy Authority/OC Robotics, GSK, Robolution Capital, Ocado, Sellafield, Shell, University of Oxford, Amadeus Capital Partners, Imperial College London</td> <td>To discuss innovation</td> </tr> <tr> <td>November 2014</td> <td>Friends of the Earth</td> <td>To discuss trade issues</td> </tr> <tr> <td>November 2014</td> <td>Manufacturing Technology Association</td> <td>To discuss manufacturing</td> </tr> <tr> <td>November 2014</td> <td>London Gatwick Airport</td> <td>To discuss aviation sector and investment opportunities</td> </tr> <tr> <td>November 2014</td> <td>Financial Times</td> <td>General catch up</td> </tr> <tr> <td>November 2014</td> <td>Shell</td> <td>To discuss the energy supply</td> </tr> <tr> <td>November 2014</td> <td>Automotive Council</td> <td>To discuss the automotive industry</td> </tr> <tr> <td>November 2014</td> <td>Federation of Small Businesses Young Enterprise</td> <td>Regular meeting To discuss enterprise and business</td> </tr> <tr> <td>November 2014</td> <td>Universities UK The Independent, The Guardian The Mail, The Times Construction Leadership Council Confederation of British Industry Post Office, British Bankers' Association, Barclays, HSBC.</td> <td>To discuss higher education General catch up General catch up To discuss the construction industry Regular meeting To discuss community access to finance</td> </tr> <tr><td colspan="3"></td></tr></table> <table> <thead> <tr> <td></td> <td>RBS, Santander, Lloyds<br>Professional and Business<br>Services Council</td> <td>To discuss business<br>services</td> </tr> <tr> <td>December 2014</td> <td>38 Degrees</td> <td>To discuss<br>Transatlantic Trade &<br>Investment<br>Partnerships</td> </tr> <tr> <td>December 2014</td> <td>Guild HE</td> <td>To discuss higher<br>education</td> </tr> <tr> <td>December 2014</td> <td>National Union of Students</td> <td>To discuss Higher<br>Education policy</td> </tr> <tr> <td>December 2014</td> <td>Industrial Strategy Council</td> <td>To discuss the<br>industrial strategy</td> </tr> <tr> <td colspan="3">Minister of State for Cabinet Office (Cities and Constitution) and Minister of State for Universities and Science, Rt Hon Greg Clark MP</td> </tr> <tr> <td>October 2014</td> <td>Virgin Galactic</td> <td>To discuss space</td> </tr> <tr> <td>October 2014</td> <td>National Aeronautics and Space Administration</td> <td>To discuss space</td> </tr> <tr> <td>October 2014</td> <td>British Academy</td> <td>To discuss science</td> </tr> <tr> <td>October 2014</td> <td>Student Loans Company</td> <td>To discuss higher<br>education</td> </tr> <tr> <td>October 2014</td> <td>Universities UK</td> <td>To discuss higher<br>education</td> </tr> <tr> <td>October 2014</td> <td>Massachusetts Institute of Technology, Mass Challenge University of Birmingham Million +</td> <td>To discuss higher<br>education<br>To discuss research<br>To discuss higher<br>education.</td> </tr> <tr> <td>November 2014</td> <td>Higher Education Policy Institute</td> <td>To discuss higher<br>education.</td> </tr> <tr> <td>November 2014</td> <td>University of Aberdeen, University of London, City University, Coventry University College, Higher Education Funding Council for England, University of Manchester, St George's Hospital Medical School, Newcastle College Universities UK</td> <td>To discuss higher<br>education.</td> </tr> <tr> <td>November 2014</td> <td></td><td></td></tr><tr><td></td><td></td><td></td></tr><tr><td></td><td></td><td></td></tr><tr><td></td><td></td><td></td></tr><tr><td></td><td></td><td></td></tr><tr><td></td><td></td><td></td></tr><tr><td></td><td></td><td></td></tr><tr><td></td><td></td><td></td></tr><tr><td></td><td></td><td></td></tr><tr><td></td><td></td><td></td></tr><tr><th colspan="3">November 2014 Quality Assurance Agency To discuss higher education Russell Group To discuss higher education Space Leadership Council To discuss space University of Warwick To discuss research Society of Biology, Institute of Physics, Royal Society of Edinburgh, Institute of Mathematics and its Applications, Royal Society of Chemistry To discuss research Alderley Park Taskforce To discuss life sciences National Union of Students To discuss higher education.</th></tr></table> <table> <thead> <tr> <td></td> <td></td> <td>education</td> </tr> </thead> <tbody> <tr> <td>December 2014</td> <td>Brierley Price Prior University</td> <td>To discuss higher education</td> </tr> <tr> <td>December 2014</td> <td>Campaign for Science and Engineering</td> <td>To discuss science and research</td> </tr> <tr> <td>December 2014</td> <td>UKspace, Airbus Defence and Space, Inmarsat, Avanti, Surrey Satellite Technology, Telespazio VEGA UK, Virgin Galactic, Satellite Applications Catapult, CGI</td> <td>To discuss space</td> </tr> <tr> <td>December 2014</td> <td>Snowdon Trust</td> <td>To discuss higher education</td> </tr> <tr> <td>Minister of State (Trade and Investment), Lord Livingston</td> <td></td> <td></td> </tr> <tr> <td>October 2014</td> <td>CropScience</td> <td>Company visit and to discuss investment opportunities</td> </tr> <tr> <td>October 2014</td> <td>BEL Valves</td> <td>Company visit to discuss trade and investment</td> </tr> <tr> <td>October 2014</td> <td>BiogenIdec</td> <td>Company visit and to discuss investment opportunities</td> </tr> <tr> <td>October 2014</td> <td>Smith & Nephew Ltd</td> <td>To discuss emerging technologies sector</td> </tr> <tr> <td>October 2014</td> <td>Raytheon</td> <td>To discuss foreign direct investment projects into the UK</td> </tr> <tr> <td>October 2014</td> <td>Wellington Management</td> <td>To discuss foreign direct investment projects into the UK</td> </tr> <tr> <td>October 2014</td> <td>Akamai Technologies</td> <td>To discuss foreign direct investment projects into the UK</td> </tr> <tr> <td>October 2014</td> <td>Marsh & McLennan Companies</td> <td>To discuss foreign direct investment projects into the UK</td> </tr> <tr> <td>October 2014</td> <td>IBM Corporation</td> <td>To discuss foreign direct investment projects into the UK</td> </tr> <tr> <td>October 2014</td> <td>Zoetis</td> <td>To discuss foreign direct investment projects into the UK</td> </tr> <tr> <td>October 2014</td> <td>American Eagle Outfitters</td> <td>To discuss foreign direct investment projects into the UK</td> </tr> <tr> <td>October 2014</td> <td>New York Stock Exchange</td> <td>To discuss the finance sector</td> </tr> <tr> <td>October 2014</td> <td>Qatar Investment Authority</td> <td>To discuss foreign direct investment projects into the UK</td> </tr> <tr> <td>October 2014</td> <td>Fujitsu laboratories</td> <td>To discuss foreign direct investment projects into the UK</td> </tr></tbody></table> <table> <thead> <tr> <td>October 2014</td> <td>Hitachi Rail</td> <td>To discuss foreign direct investment projects into the UK</td> </tr> <tr> <td>October 2014</td> <td>Mitsui Corporation</td> <td>To discuss foreign direct investment projects into the UK</td> </tr> <tr> <td>October 2014</td> <td>Mitsubishi Corporation</td> <td>To discuss foreign direct investment projects into the UK</td> </tr> <tr> <td>October 2014</td> <td>Shionogi</td> <td>To discuss foreign direct investment projects into the UK</td> </tr> <tr> <td>October 2014</td> <td>JR West</td> <td>To discuss foreign direct investment projects into the UK</td> </tr> <tr> <td>October 2014</td> <td>Kansai New International Airport</td> <td>To discuss the aviation sector</td> </tr> <tr> <td>November 2014</td> <td>British Chambers of Commerce</td> <td>To discuss UKTI/BCC relationship</td> </tr> <tr> <td>November 2014</td> <td>Rio Tinto</td> <td>To discuss trade and investment opportunities for the UK and Azerbaijan</td> </tr> <tr> <td>November 2014</td> <td>TheCityUK, National Bank</td> <td>To discuss trade and investment opportunities for the UK and Azerbaijan</td> </tr> <tr> <td>November 2014</td> <td>Liverpool Vision</td> <td>To discuss International Festival of Business 2016</td> </tr> <tr> <td>November 2014</td> <td>Field International Ltd</td> <td>Company visit and to discuss trade and investment</td> </tr> <tr> <td>November 2014</td> <td>Samruk Kazyna</td> <td>To discuss trade and investment opportunities for the UK and Kazakhstan</td> </tr> <tr> <td>November 2014</td> <td>Airbus</td> <td>To discuss aviation sector</td> </tr> <tr> <td>November 2014</td> <td>AIC Steel</td> <td>Company visit to discuss trade and investment</td> </tr> <tr> <td>November 2014</td> <td>Catapult</td> <td>To discuss emerging support on inward investment and SME relationships.</td> </tr> <tr> <td>November 2014</td> <td>EEW, Bladt, DONG Energy</td> <td>To discuss German energy sector.</td> </tr> <tr> <td>November 2014</td> <td>Calysta, Weber Shandwick</td> <td>To discuss investment opportunities into the UK.</td> </tr> <tr> <td>November 2014</td> <td>Federation of Small Businesses</td> <td>To discuss export support for small businesses.</td> </tr> </table> <table> <thead> <tr> <td>November 2014</td> <td>Stop TTIP, Trade Justice Movement</td> <td>To discuss Transatlantic trade and investment partnership</td> </tr> <tr> <td>November 2014</td> <td>London Gatwick Airport</td> <td>To discuss aviation sector and investment opportunities</td> </tr> <tr> <td>November 2014</td> <td>British Business Bank</td> <td>To discuss UK Export Finance</td> </tr> <tr> <td>December 2014</td> <td>Thomson Aero Seating</td> <td>Company visit and to discuss trade and investment</td> </tr> <tr> <td>December 2014</td> <td>Kestrel Foods</td> <td>Company visit and to discuss trade and investment</td> </tr> <tr> <td>December 2014</td> <td>Sepha</td> <td>Company visit and to discuss trade and investment</td> </tr> <tr> <td>December 2014</td> <td>DHL</td> <td>To discuss foreign direct investment projects into the UK</td> </tr> <tr> <td>December 2014</td> <td>Institute Of Export International Trade</td> <td>To discuss UKTI engagement and work with IOE International Trade</td> </tr> <tr> <td>December 2014</td> <td>GFirst LEP</td> <td>To discuss exports and UKTI engagement and work with GFirst LEP</td> </tr> <tr> <td>December 2014</td> <td>British Chambers of Commerce</td> <td>To discuss UKTI engagement and work with the British Chambers of Commerce</td> </tr> <tr style="background-color: #f0f0f0;"> <td colspan="3">Parliamentary Under-Secretary of State for Business, Innovation and Skills and Minister for Intellectual Property, Baroness Neville-Rolfe DBE</td> </tr> <tr> <td>October 2014</td> <td>Weber Shandwick</td> <td>To discuss Ticketmaster</td> </tr> <tr> <td>October 2014</td> <td>Premier League</td> <td>To discuss Section 72 of copyright</td> </tr> <tr> <td>October 2014</td> <td>Google,Yahoo, Motion Picture Association, British Phonographic Industry, Microsoft, Rugby Football Union, Football Association,</td> <td>To discuss options for search and copyright infringement.</td> </tr> <tr> <td>October 2014</td> <td>PRS for Music Federation of Small Businesses Which British Telecom, Sky Viagogo Intellectual Property Federation,</td> <td>To discuss The Consumer Rights Bill To discuss copyright To discuss consumer rights bill To discuss consumer rights bill To discuss Section 72 of the copyright To discuss ticketing and the consumer rights bill To discuss IP</td> </tr> <tr style="background-color: #f0f0f0;"> <td colspan="3"></td> </tr> <tr style="background-color: #f0f0f0;"> <td colspan="3"></td> </tr> <tr style="background-color: #f0f0f0;"> <td colspan="3"></td> </tr> <tr style="background-color: #f0f0f0;"> <td colspan="3"></td> </tr></table> <table> <tr> <td></td> <td>The British Association of the International Federation of Intellectual Property Attorneys, The Chartered Institute of Patent Attorneys, Dyson, Squire Patton Boggs (UK), Law Society (IP Working Group), Federation of Small Businesses, Bristows (representing British Brands Group), Haberman Baby, Universities UK</td> <td>Environment, Inventions Designs and Brands</td> </tr> <tr> <td>November 2014</td> <td>Tech UK, GE Healthcare, Unite for Public Procurement and IP, McKinsey, City of London Police – Police IP Crime Unit Federation Against Software Theft.</td> <td>To discuss cyber-crime and IP Theft</td> </tr> <tr> <td>December 2014</td> <td>Motion Picture Association Parliamentary Under Secretary of State, (Employment Relations, Consumer Affairs), Jo Swinson MP</td> <td>To discuss copyright issues</td> </tr> <tr> <td>October 2014</td> <td>Wandsworth Trading Standards, Citizens Advice</td> <td>To discuss consumer issues</td> </tr> <tr> <td>October 2014</td> <td>BritMums, Mari's Word, KiddyCharts, DadBlogUK</td> <td>To discuss labour markets</td> </tr> <tr> <td>October 2014</td> <td>Institute of Chartered Accountants in England and Wales</td> <td>To discuss insolvency and auditing/accounting</td> </tr> <tr> <td>November 2014</td> <td>National Trading Standards Board</td> <td>To discuss consumer issues.</td> </tr> <tr> <td>November 2014</td> <td>Camborne School of Mines, Mineral Products Association, Oil & Gas UK, Publish What You Pay, Natural Resource Governance Institute, Global Witness, Transparency International, CBI Minerals Group, International Council on Mining & Metals</td> <td>To discuss corporate governance issues</td> </tr> <tr> <td>November 2014</td> <td>National Federation of SubPostmasters</td> <td>To discuss postal affairs</td> </tr> <tr> <td>November 2014</td> <td>National Union of Students</td> <td>To discuss the prevention of violence against women</td> </tr> <tr> <td>November 2014</td> <td>John Reid & Sons (Strucsteel) LTD, British Constructional Steelwork Association, Institute of Directors</td> <td>To discuss labour market issues</td> </tr> <tr> <td>December 2014</td> <td>National Childbirth Trust</td> <td>To discuss labour market issues</td> </tr> <tr> <td>December 2014</td> <td>Financial Ombudsman Service</td> <td>Introductory meeting</td> </tr> <tr> <td>December 2014</td> <td>Family and Childcare Trust</td> <td>To discuss labour market issues</td> </tr> <tr> <td>December 2014</td> <td>British Retail Consortium</td> <td>To discuss competition and gender quality issues</td> </tr> </table> <table> <tr> <td>December 2014</td> <td>Post Office Limited</td> <td>To discuss postal affairs</td> </tr> <tr> <td colspan="3"><strong>Minister of State for Business and Enterprise and Energy working jointly with the Department of Energy and Climate Change, Rt Hon Matthew Hancock MP</strong></td> </tr> <tr> <td>October 2014</td> <td>Fresh Produce Consortium, National Farmers' Union & TechUK</td> <td>To discuss regulation of fresh produce</td> </tr> <tr> <td>October 2014</td> <td>Nuclear Innovation & Research Office</td> <td>Introductory meeting</td> </tr> <tr> <td>November 2014</td> <td>Klesch and Company Limited</td> <td>To discuss Tata steel</td> </tr> <tr> <td>November 2014</td> <td>Federation of Small Businesses</td> <td>To discuss small businesses</td> </tr> <tr> <td>November 2014</td> <td>Confederation of Business Industry</td> <td>To discuss the latest developments and impacts of small businesses</td> </tr> <tr> <td>November 2014</td> <td>Ford Motor Company Ltd</td> <td>To discuss Regional Growth Fund support</td> </tr> <tr> <td>December 2014</td> <td>Royal Mail</td> <td>To discuss Royal Mail's performance and future development</td> </tr> <tr style="background-color: #f0f0f0;"> <td colspan="3"><strong>Minister of State for Skills and Equalities working jointly with the Department for Education, Nick Boles MP</strong></td> </tr> <tr> <td>October 2014</td> <td>Not going to Uni</td> <td>To discuss apprenticeships</td> </tr> <tr> <td>October 2014</td> <td>Stonewall</td> <td>To discuss equal marriage</td> </tr> <tr> <td>October 2014</td> <td>Association of Colleges East Midlands</td> <td>To discuss further education issues</td> </tr> <tr style="background-color: #f0f0f0;"> <td>October 2014</td> <td rowspan="7">Udacity, IBM, Quicksilver, HP Enterprise Services, Oracle, Cisco, Telefonica UK (O2), ARM, Samsung, BBC, Lloyds, Royal Mail, Save the Children International, Lowe and Partners, Network Rail, Tech Partnership Renewable UK Pearson Higher Education Funding Council for England Skanska Martin Horwood MP, CF Roberts National Numeracy Challenge Gatsby Foundation Teach First, Association of School and College Leaders, Future First, Your Life, Education and</td> <td>To discuss online learning</td> </tr> <tr><td>October 2014</td><td>To discuss skills shortages</td></tr> <tr><td>October 2014</td><td>To discuss vocational qualifications.</td></tr> <tr><td>October 2014</td><td>157 Group To discuss skills</td></tr> <tr><td>October 2014</td><td>Higher Education Funding Council for England To discuss skills</td></tr> <tr><td>October 2014</td><td>Skanska To discuss construction</td></tr> <tr><td>October 2014</td><td>Martin Horwood MP, CF Roberts To discuss apprenticeships National Numeracy Challenge To discuss numeracy Gatsby Foundation To discuss careers Teach First, Association of School and College Leaders, Future First, Your Life, Education and To discuss careers</table> <table> <tr> <td></td> <td>Employers Taskforce, National Association of Head Teachers, Social Mobility Foundation, Ahead Partnership, Heartlands Academy, Birmingham Greenwood Academy, William Morris Sixth Form, Barclays Bank PLC, The Holts Group, Plastic Logic Ltd, Price Waterhouse Coopers, JC Bamford Excavators, Expro, UBS Limited, Rolls Royce, Airbus, Federation of Small Businesses, Confederation of British Industry, Engineering the Future, Creative Skillset, Derbyshire, Nottinghamshire and Leicestershire Chamber of Commerce.</td> </tr> <tr> <td>October 2014</td> <td>National Citizen Service Trust</td> <td>To discuss careers</td> </tr> <tr> <td>November 2014</td> <td>The Telegraph, Innovation UK, Capgemini, John Lewis Partnership, Aston University, EAL, UK Commission for Employment and Skills, GlaxoSmithKline, Rolls Royce, Chas Smith Ltd, National Grid</td> <td>To discuss skills and enterprise</td> </tr> <tr> <td>November 2014</td> <td>City and Islington College</td> <td>To discuss apprenticeships and vocational training</td> </tr> <tr> <td>November 2014</td> <td>Gatsby Foundation</td> <td>To discuss careers</td> </tr> <tr> <td>November 2014</td> <td>City and Guilds</td> <td>To discuss education and skills</td> </tr> <tr> <td>November 2014</td> <td>Paul Blomfield MP, Sheffield College</td> <td>To discuss adult skills</td> </tr> <tr> <td>November 2014</td> <td>News UK, Tata Consultancy Services, Samsung, Fujitsu UK, Google, Agilysis Arch., FreeFormers. The Sun, Santander, London South Bank University, The News Academy</td> <td>To discuss skills and apprenticeships</td> </tr> <tr> <td>November 2014</td> <td>Education and Training Foundation</td> <td>To discuss apprenticeships</td> </tr> <tr> <td>November 2014</td> <td>LAGAT Apprenticeships</td> <td>To discuss apprenticeships</td> </tr> <tr> <td>November 2014</td> <td>Student Loans Company</td> <td>To discuss student loans</td> </tr> <tr> <td>November 2014</td> <td>Hilton</td> <td>To discuss tourism</td> </tr> <tr> <td>November 2014</td> <td>Midas Group Ltd. British Gypsum, CEMEX UK, Sir Robert McAlpine, Galliford Try. Interserve, NG Bailey, Mott MacDonald Group, H+H UK, Ryder Architecture, Pinsent Masons, Skanska, JCB, Speedy Hire, Taylor Wimpey,</td> <td>To discuss construction</td> </tr> </table> <table> <tr> <td></td> <td>Confederation of British Industry</td> </tr> <tr> <td>November 2014</td> <td>Accenture, ARM, BT, Capgemini, Cisco, HP Enterprise Services, IBM, Oracle, Samsung, Tata Consultancy Services, BBC, Direct Line Group, HMRC, Lowe and Partners, Metropolitan Police, National Grid, Royal Mail, Save the Children International Technologies, e-skills UK</td> <td>To discuss digital skills</td> </tr> <tr> <td>December 2014</td> <td>Hilton, Defra, Visit Britain, Visit England, Northern Ireland Tourist Board, Visit Wales, Tourism Alliance, InterContinental Hotels Group, English Lakes Hotels, Dudley Zoo, Expedia, Google, JAC Travel, West Dorset Leisure Holidays, Shepherd Neame Continuum Group, Eurostar, TUI</td> <td>To discuss tourism</td> </tr> <tr> <td>December 2014</td> <td>National Institute of Adult Continuing Education</td> <td>To discuss literacy and numeracy</td> </tr> <tr> <td>December 2014</td> <td>Northampton College, Stockton Riverside College, Plumpton College, Association of Colleges, City of Bath College</td> <td>To discuss FE governance</td> </tr> <tr> <td>December 2014</td> <td>Institute for Public Policy Research</td> <td>To discuss education</td> </tr> <tr> <td>December 2014</td> <td>JCB</td> <td>Introductory meeting</td> </tr> <tr> <td>December 2014</td> <td>Construction Industry Training Board</td> <td>To discuss CITB</td> </tr> <tr> <td>December 2014</td> <td>Alison Wolf</td> <td>To discuss apprenticeships</td> </tr> <tr> <td>December 2014</td> <td>Plotr. Nick Hurd MP</td> <td>To discuss Plotr.</td> </tr> <tr> <td>December 2014</td> <td>Doug Richards</td> <td>To discuss apprenticeships</td> </tr> <tr> <td>December 2014</td> <td>Professor Averil Macdonald UK Commission for Employment and Skills</td> <td>To discuss STEM To discuss apprenticeships</td> </tr> <tr> <td colspan="3">Parliamentary Under Secretary of State for Life Sciences working jointly with the Department of Health, George Freeman MP</td> </tr> <tr> <td>October 2014</td> <td>Abbott Molecular</td> <td>To discuss patient choice in cancer care</td> </tr> <tr> <td>October 2014</td> <td>Walgreens</td> <td>To discuss the UK healthcare system</td> </tr> <tr> <td>October 2014</td> <td>Takeda</td> <td>To discuss Takeda's UK position and opportunities for UK growth</td> </tr> <tr> <td>October 2014</td> <td>Edwards Lifesciences</td> <td>To discuss the company's view of the UK as a place to do business.</td> </tr> <tr> <td>October 2014</td> <td>St Jude Medical</td> <td>To discuss the company's views on</td> </tr> </table> <table> <thead> <tr> <td></td> <td></td> <td>the UK as a place to do business</td> </tr> </thead> <tbody> <tr> <td>October 2014</td> <td>3M Healthcare</td> <td>To discuss 3M's UK strategy</td> </tr> <tr> <td>October 2014</td> <td>Avamed</td> <td>To discuss challenges facing the Medtech Industry</td> </tr> <tr> <td>October 2014</td> <td>Cerner</td> <td>To discuss Cerner's acquisition of Siemens Health IT business</td> </tr> <tr> <td>October 2014</td> <td>Proteus Digital Health</td> <td>To discuss the status of Proteus' investment in the UK</td> </tr> <tr> <td>October 2014</td> <td>23andMe, Advanced Cooling Therapy, Blue Belt Technologies, Carmell Therapeutics, Diagnostic Photonics, DMF Medical, Endotronix, eProtex, F Cubed, Holaia, Joey Medical, LumaMed, Playtabase, ValveXchange</td> <td>To discuss the benefits of investing in the UK</td> </tr> <tr> <td>October 2014</td> <td>Vertex Pharmaceuticals</td> <td>To discuss Vertex's plan to relocate in the UK</td> </tr> <tr> <td>October 2014</td> <td>Dimension Therapeutics, Moderna Therapeutics, Shire, Summit, Vertex, Flagship Ventures</td> <td>To discuss Genomics</td> </tr> <tr> <td>October 2014</td> <td>Care Fusion</td> <td>To discuss the impact cost saving measures will have on UK operations</td> </tr> <tr> <td>October 2014</td> <td>Illumina</td> <td>To discuss investment in the UK to support genomes project</td> </tr> <tr> <td>October 2014</td> <td>Allergan</td> <td>To discuss recent announcement of global staff reductions</td> </tr> <tr> <td>October 2014</td> <td>Nanthealth</td> <td>To discuss project with Genomics England and Oxford</td> </tr> <tr> <td>October 2014</td> <td>Tech UK</td> <td>To discuss upcoming event and logistics</td> </tr> <tr> <td>October 2014</td> <td>BioIndustry Association</td> <td>To discuss healthcare in the UK</td> </tr> <tr> <td>October 2014</td> <td>Quotient Clinical</td> <td>To discuss healthcare in the UK</td> </tr> <tr> <td>October 2014</td> <td>British In Vitro Diagnostics Association</td> <td>To discuss healthcare in the UK</td> </tr> <tr> <td>October 2014</td> <td>Novartis</td> <td>To discuss healthcare in the UK</td> </tr> <tr> <td>October 2014</td> <td>Academic Health Science Network</td> <td>To discuss healthcare in the UK</td> </tr> <tr> <td>October 2014</td> <td>Royal Society</td> <td>To discuss healthcare in the UK</td> </tr> </tbody></table> <table> <thead> <tr> <td>October 2014</td> <td>Muscular Dystrophy Campaign</td> <td>To discuss healthcare in the UK</td> </tr> <tr> <td>October 2014</td> <td>American Pharma Group</td> <td>To discuss healthcare in the UK</td> </tr> <tr> <td>October 2014</td> <td>Pfizer</td> <td>To discuss healthcare in the UK</td> </tr> <tr> <td>October 2014</td> <td>Humetrix</td> <td>To discuss data in healthcare.</td> </tr> <tr> <td>October 2014</td> <td>GlaxoSmithKline</td> <td>To discuss healthcare in the UK</td> </tr> <tr> <td>November 2014</td> <td>The Crick</td> <td>To discuss translation strategy</td> </tr> <tr> <td>November 2014</td> <td>European Medicines Group</td> <td>To discuss medicines and research</td> </tr> <tr> <td>November 2014</td> <td>Human Tissue Authority</td> <td>To discuss healthcare in the UK</td> </tr> <tr> <td>November 2014</td> <td>Proteus Digital Health</td> <td>To discuss healthcare and the incorporation of data in the UK</td> </tr> <tr> <td>November 2014</td> <td>Killing Cancer</td> <td>To discuss photodynamic therapy</td> </tr> <tr> <td>November 2014</td> <td>UK Bioscience Coalition</td> <td>To discuss animal research</td> </tr> <tr> <td>November 2014</td> <td>Cerner</td> <td>To discuss healthcare in the UK</td> </tr> <tr> <td>November 2014</td> <td>Merck</td> <td>To discuss investment to the UK</td> </tr> <tr> <td>November 2014</td> <td>The Association of the British Pharmaceutical Industry</td> <td>To discuss healthcare in the UK</td> </tr> <tr> <td>November 2014</td> <td>Eisai</td> <td>To discuss healthcare in the UK and globally</td> </tr> <tr> <td>November 2014</td> <td>Synthetic Biology Leadership Council </td><td rowspan="2">Co-Chaining the Council<br>To discuss healthcare in the UK<br>To discuss data<br>To discuss healthcare in the UK<br>To discuss creating a Northern life sciences powerhouse<br>To discuss Healthcare Manufacturing Industry Partnership<br>To discuss life sciences in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discuss healthcare in the UK<br>To discussion health care...<br></table> 'Does not normally include meetings with Government bodies such as other Government Departments, members of the Royal Household, NDPBs, Non-Ministerial Departments, Agencies, Government reviews and representatives of Parliament, devolved or foreign governments. Visits, attendance at seminars, conferences, receptions, media, interviews etc would not normally be classed as meetings.	ENGLISH
3212-pdf	<img>I&DeA Improvement and Development agency logo</img> # Tackling worklessness ## Targeting Jobs and Training through the Procurement Process <img>A woman in a black uniform standing next to a young girl with long dark hair. The woman is smiling and appears to be guiding or assisting the girl.</img> <img>A person in a wheelchair being assisted by another person. They appear to be in a healthcare setting, possibly a hospital or care home.</img> <img>A person in a hard hat holding a laptop computer. They appear to be working on-site, possibly in construction or maintenance.</img> part of the LGA group logo Why Use Procurement? "With an annual expenditure of over £150 billion, public procurement has an important role to play in . . . tackling social issues" (Buy and Make a Difference. Office of Government Commerce. 2008) Local authorities should aim to maximise the extent to which their procurement generate jobs and training opportunities. However, this tends to compete with potentially conflicting objectives like cost reductions, quality and timely delivery. These have traditionally taken precedence, partly because of an unduly conservative interpretation of European procurement rules and case law. But it also reflects a local authority culture derived from a more restrictive era, as defined by the Local Government Act 1988. Overcoming resistance to linking local employment and training benefits with procurement is the main barrier. This 'How to Guide' provides economic development and employability practitioners with information to enable them to champion this activity. The UK government and the European Commission are encouraging public agencies to use procurement to achieve social policy goals. This is reflected in the publication of UK Guidance: Social Issues in Purchasing http://www.ogc.gov.uk/delivering_policy_aims_through_public_procurement_social_issues.asp Promoting Skills Through Public Procurement, 2009, OGC and Department for Innovation, Universities and Skills http://www.ogc.gov.uk/key_policy_principles_and_supporting_guidance_promoting_skills_through_public_procurement.asp Collaborative Procurement http://www.ogc.gov.uk/delivering_value_for_money.asp Nevertheless, there is a need to proceed with care to accommodate the EU and UK legal and policy frameworks. The aim is to get the best fit with the purchaser's other objectives, and to introduce the requirements into different forms of contract. Training and employment outcomes have most frequently been included in construction-related contracts. This is because it can represent significant investment in areas with high levels of social exclusion. Without intervention, the structure of the industry can work against local employment. The same method would also be valid for other locally-delivered services. In construction a range of procurement strategies may result in different forms of contracts. This may include: - one-off contracts - framework contracts --where a panel of companies is selected and each may get some work - Private Finance Initiative (PFI) contracts that may last for 25 years - development agreements linked to land sales. Employment and training requirements have been used in all types of contract -- but each may call for a different approach and raise specific issues. Case Study – Glasgow Housing Association Glasgow Housing Association (GHA) was formed from the largest housing stock transfer in Britain. It is spending about £200 million a year on achieving the "decent homes standard" through framework contracts. At its inception, GHA had a strong Neighborhood Renewal strategy. This has provided the policy basis for including targeted recruitment and training as a core requirement of contractors: - Reference to the requirements was included in the contract notice. - Questions on relevant experience were included in the pre-qualification questionnaires (PQOs). - Requirements were included in the invitation to tender. - A training method statement was scored as part of each tender evaluation. From January 2006 to September 2009, GHA's contractors have recruited more than 630 new entrant trainees -- mostly apprentices -- and provided nearly 29,000 weeks employment. This represents 11 per cent of the total person-weeks used compared with a 10 per cent overall target. It is being achieved at no cost to the housing investment budget. EU and UK legal frameworks European Union Treaties and European Commission Procurement Directives are incorporated into UK Public Contract Regulations and require all public bodies and Housing Associations to give equal access to contract opportunities for bidders from across Europe.¹ Where the anticipated cost is above approximately £3.5m for works and £140,000 for goods and services, the EU sets out procedures for advertising of opportunities, the selection of bidders and the award of the contract. A useful 'laypersons' guide to the requirements can be found in the CAN DO Toolkit (Resource 2) – www.whq.org.uk/i2i (go to i2i resources). \<page_number>2\</page_number> ¹ There are a few Part 8' services that this does not apply to, which include social services provisions. European case law on the extent to which a public body can include employment and training requirements in their procurement mostly relates to situations where these were seen as ‘added value’ – that is, secondary considerations – rather than part of the subject of the contracts – core requirements. As local authorities have broad powers to promote community wellbeing under the Local Government Act 2000, they can include training and job outcomes as core requirements – for example, buying ‘highways maintenance and skills development’. By referring to these requirements, an authority can take bidders’ offers on these into account in the award of the contract. Secondary considerations can be included as contract conditions, but must not be used in the tender evaluation and award. Under European case law, the inclusion of employment and training requirements could disadvantage non-local bidders. This is because they may have no local workforce or knowledge of local labour markets. It is important to avoid ‘local referencing’, that is only specifying targets that can be met from anywhere in Europe – for example, recruiting trainees – and instead specifying a source of beneficiaries – for example, a college, job centre or agency – that will ensure equal access to bidders from anywhere in Europe. Providing information to bidders on the resources and services of the named source is important in creating a level playing field at the tender stage. Relevant policy allows local authorities to include employment and training benefits as core requirements of the contract. This may be found in the council’s corporate plan, procurement strategy, community strategy, sustainable development policy – that may refer to ‘sharing the benefits with all’ – or the local area agreement (LAA). As opportunities arise to modify these policies, more explicit wording should be included. Local authorities in England also need to have a ‘best value’ rationale for including work and skills requirements in their procurement. They need to comply with Section 17 – non-commercial considerations – of the Local Government Act 1988, as amended by Statutory Instrument 909/2001. The amendments were made differently in Wales and Scotland. ‘Best value’ is defined as ‘continuous improvement in the way functions are exercised’ – Local Government Act 1999 Section 3(1). So the rationale could be the achievement of a range of local authority policy objectives – see above – or specifically the expansion of skills in the labour market. Illustration 1: Extract from the Contract Notice – in the ‘Official Journal of the European Union’ – for Park Primary School, Wirral Council II.1.5) Short description of the contract or purchase(s) The project involves the construction of a new primary school. Under this project the contractor is required to participate actively in the economic and social regeneration of the locality of and surrounding the place of delivery for the project. Accordingly contract performance conditions may relate in particular to social and environmental considerations. Best value and affordability Local authorities have a duty to achieve ‘best value’ from their procurement and other public bodies have a duty to achieve ‘value for money’ (vfm). Both best value and vfm are judged against the core requirements of the contract. If work and skills requirements are included then they should be part of the best value and/or vfm consideration. Achieving the purchaser’s policy objectives is sufficient value: the work and skills requirements do not need to show a financial benefit to the authority. However, a procurement team will assume that including such requirements will add cost to a contract. Demonstrating how these costs can be minimised is critical in obtaining their cooperation. This can be achieved by setting requirements that match the ‘supply-side resources’ available in the target area – for example, via colleges and training providers, Jobcentre Plus, European funding programmes and industry training bodies. Purchasers will need assurance that these resources will be available, and bidders will need information that will help them in pricing the tender. Some purchasers may be willing to accept some additional cost as part of the tender, but will be looking to see how this can be minimised. \<page_number>3\</page_number> Illustration 2: Cost Table from Inverclyde Council Schools Contract Summary of Targeted Recruitment & Training Resources \| Cost Item \| £ \| Basis of calculation \| \|---\|---\|---\| \| Management and administration \| \| \| \| Training costs \| \| \| \| Additional site costs \| \| \| \| Mentoring and support activities \| \| \| Total cost \| \| \| Sources of Funding and other Resources Industry training funds; Existing company staff/overheads; Corporate social responsibility resources; Trainee productivity; Services from other external agencies Total of additional resources \| \| \| Net Cost \| \| \| They should take into account: - local data on unemployment and inactivity - adopted policies and the priorities of the LAA - the resources available for training and job-matching - the type of opportunities that can obtained from the contract. Avoid the temptation to set too many requirements. It is better to focus resources and effort. Illustration 3: Extract from the bid stage Draft Protocol on Prosperity and Employability – Leicester Local Education Partnership – delivering Building Schools for the Future Collective Partnership Targets Each construction and life-cycle maintenance project shall make a contribution to the achievement of the following: - 10% of the person-weeks required to deliver the works to be provided by employed-status new entrant trainees recruited from an agency agreed by the Council; - every vacancy on site, including those with subcontractors, is to be notified to agencies named by the Council at least 2 working days before being filled from other sources; - the equivalent of 1.5% of the person-weeks required to deliver the works are to be made available as unwaged work experience opportunities. In occupations where high labour turnover is the norm, it may be better to use person-weeks of employment as the measure. The person-weeks may be achieved by employing a few people for a longer period, or a larger number of people for a shorter period. The person-week targets may be mixed with job numbers for example, six new entrant trainees with a job number of 312 person-weeks employment. It is essential to define in plain English what the terms mean because they are not standardised or obvious. Under EU procurement frameworks, any contract requirements should be measurable so that the purchaser and/or procurer can verify their delivery. In relation to employment and training outcomes, useful measures may be: - the number of vacancies notified to named agencies and the number of people recruited from these agencies - the number of people enrolled on industry-recognised training courses and the numbers of qualifications obtained - the number of new entrant trainees – that is from socially-excluded groups recruited from named agencies. \<page_number>4\</page_number> Measuring and monitoring targets Procurement supports the promotion of employment and training. Some additional benefits – in terms of a multiplier effect on the local economy – will be obtained by targeting the opportunities at local people. Greater benefit can be derived if the beneficiaries are people who face significant barriers to work. It is important to pursue this ‘social inclusion’ rationale, especially in times of higher unemployment. Economic development officers should identify appropriate employment and training targets on a contract-by-contract basis. The 'named agency' is a way of securing benefits for a target population. These will be maximised where the agency undertakes outreach and pre-recruitment work with this community and provides mentoring and personal support during the transition into work. Remember, it is easier to monitor absolute targets – for example, 1,000 trainee person-weeks – than formulaic targets – for example, 10 per cent of all person-weeks. Illustration 5: Extract from West Northamptonshire Development Corporation Board Report 2008 Construction Futures will help West Northamptonshire Development Corporation (WNDC) and its partners achieve what has been a long standing objective for many public bodies: to find that rarely achieved significant social and economic dividend for local communities (in terms of skill levels, employment and household income) through construction training and procurement programmes linked to development activity. Illustration 4: Definition from Brent Council's South Kilburn Partnership Specification A 'new trainee' is a person that is leaving an educational establishment (e.g. school, college or university) or a training provider, or a non-employed person that is seeking employment. This may include on-the-job assessment or offsite training or a mix of these, or a person that was recruited as a new entrant trainee and is seeking a new position through the named Agency in order to complete their training. These may be apprentices or other trainees. An 'apprentice' is a person registered as an apprentice with an industry recognised body and can be counted as a 'new trainee' for up to 104 weeks. Other 'new trainees' can be counted for up to 32 weeks. Taking a strategic approach Using procurement to achieve employment and training outcomes requires a long-term strategy. It is not a quick fix. Sometimes there is a significant delay between the start of the procurement process and the availability of opportunities. The ideal is to build the case for including social requirements into procurement. This can be achieved by identifying the policy basis, identifying the training and job-matching resources, and the staff to help purchasers and suppliers define, deliver and monitor the work and skills requirements. Lead member and director-level support may then be needed to get commitment from the authority's procurement staff. However, where the procurement could provide opportunities for many years ahead it may be necessary to get the requirements into the procurement process and then put together the required resources and information. The earlier employment and training requirements are introduced the better. This requires good contacts with the procurement officers and allows: - affordability issues to be discussed - the rules on advertising and bidder selection to be followed - the appropriate tender requirements to be drafted. However, even when the requirements are in the contract, it will be essential to work with the supplier to help with delivery. The effort they put in will invariably reflect the effort the client and the supply-side organisations put in. Top tips - Institutional resistance to including employment and training outcomes in local procurement is the main obstacle to overcome. - Develop a long-term strategic approach, but be prepared to intervene. - Intervene as early as possible in each procurement process: this requires good contacts with procurement teams. - Be explicit about the intention to use procurement to achieve employment and training requirements in relevant policies. - Include work and skills requirements in the subject of the contract, rather than as secondary requirements, or as 'added value.' - Target work and skills opportunities at people with significant barriers to work. - Maximise local recruitment by naming a source from which beneficiaries must be recruited – rather than simply specifying 'local' beneficiaries. - Ensure the named sources undertake pre-employment support with the target communities in order to provide candidates that are job-ready. - Define the targets and measures. Terms like 'trainee', 'unemployed', 'job-seeker', 'person-week' and 'apprentice' do not have universally shared meanings. - Provide information on the resources and services of the named source – this is important in creating a level playing field at the tendering stage. - Consider what can be measured and verified when setting targets – it is easier to monitor absolute targets, than formula-based targets. This guide provides information in general terms only. Readers should seek legal advice on particular cases. \<page_number>5\</page_number> <img>IDEA logo</img> INVESTOR IN PEOPLE ©IDEA – March 2010 Printed on 100 per cent recycled paper using vegetable based ink. For a copy in Braille, Welsh, larger print or audio, please contact Help on 020 7296 6880. We consider requests on an individual basis. L10-252 Produced by Liberata Design and Print Studio The Local Government Association is the national voice for more than 400 local authorities in England and Wales. The LGA group comprises the LGA and five partner organisations which work together to support, promote and improve local government. <img>LACORS logo</img> <img>LGE logo</img> <img>Local Partnerships logo</img>	ENGLISH
2832-pdf	<img>ORR OFFICE OF RAIL AND ROAD logo</img> ORR Freight customer panel – Terms of reference Refreshed March 2019 Introduction 1. The Office of Rail and Road (ORR) protects the interests of rail and road users. We are improving the safety, value and performance of railways and roads, today and in the future. ORR want to better understand the interests of rail freight customers, balancing them with the interests of other users and with funders of the rail network. Purpose 2. The freight customer panel will help to ensure that our policies and regulatory decisions take into account the commercial environment that freight customers work within. The freight customer panel will be part of our wider commitment to engage directly with freight customers. In addition to a panel we intend to hold an annual freight customer event and may hold other events where train operators and Network Rail will be present. All ORR engagement is intended to complement existing industry engagement. 3. This panel will provide a structured forum for engagement and panel members will assist us by contributing views, expressing opinions and advising us on freight customer interests or issues. Membership 4. ORR’s panel will be made up of freight customers who represent a wide area of expertise and interest from across the rail freight community. A freight customer incorporates those with a direct interest in rail freight including purchasers of services and their representative bodies but not the operators of trains. Meetings 5. We will hold one or two meetings a year, and we may hold other ad hoc meetings in response to demand or by virtue of ORR’s business need. 6. Panel members may be expected to read papers which may be circulated in advance. We will keep these to a minimum, however, to reflect our commitment to attendees to keep the meetings focused and efficiently run. 7. We will ask attendees to evaluate each meeting to assist us in improving the quality of our engagement. 8. Meetings will be chaired by ORR. We will meet reasonable travel costs.	ENGLISH
3622-pdf	John Larkinson Deputy Director, Railway Planning and Performance Telephone 020 7282 2193 Fax 020 7282 2042 E-mail john.larkinson@orr.gsi.gov.uk <img>ORR logo</img> OFFICE OF RAIL REGULATION \<page_number>29 September 2009\</page_number> NOTICE OF MODIFICATION 1. The companies listed in the schedule to this notice have been granted licences and statements of national regulatory provisions (SNRPs) to operate railway assets under section 8 of the Railways Act 1993 (the Act) or regulation 10 and schedule 4 of the Railway (Licensing of Railway Undertakings) Regulations 2005 (the Regulations). 2. In accordance with section 12(2) of the Act and regulation 13(2) of the Regulations, on 2 February 2006, the Office of Rail Regulation (ORR) gave notice of its proposal to modify certain licences and SNRPs. The notice required any representations or objections to the modification to be made on or before 2 March 2006. 3. ORR has considered the representations or objections which were received during the consultation period and which were not withdrawn. On 30 March 2007 we issued a notice of modification that affected 50 licence and SNRP holders. 4. The licence and SNRP holders listed in the schedule to this notice have consented to the proposed modifications since March 2007. Modification 5. Under section 12(1) of the Act and regulation 13(1) of the Regulations and with the consent of the licence and SNRP holders, I hereby modify the licences and SNRPs listed in the schedule to this notice by making the modifications set out, with effect from today. Yours sincerely <signature>John Larkinson</signature> Page \<page_number>1 of 4\</page_number> Head Office: One Kemble Street, London WC2B 4AN T: 020 7282 2000 F: 020 7282 2040 www.rail-reg.gov.uk The ORR is modifying the licences and SNRPs set out in column [1-4] of Schedules 1 and 2 below in the following respects: 1. The text of the licences and SNRPs set out in column [4] below, held by the companies set out in columns [1] and [2] below, will be modified by the text of the model licences and model SNRPs referred to in column [5] below. The model licences and model SNRPs mentioned in column [5] are those originally published on the ORR website on 18 January 2006, with minor amendments made following consultation. A pdf of these model licences can now be viewed at: http://www.rail-reg.gov.uk/server/show/nav_1857 2. The company name (Column [1]) and company number (Column [2]) of the licence holder/SNRP holder will be inserted into the appropriate place in Part I - Scope of the new model licence/SNRP. 3. Where the licence was originally granted by the Secretary of State and it has not been transposed to an SNRP, references to the "Office of Rail Regulation" in Part I - Scope will be replaced with "the Secretary of State" and the first reference to "ORR" thereafter will be replaced with "the Office of Rail Regulation ("ORR")". In addition, for licences in which the Secretary of State currently retains revocation powers, references to "ORR" in Part IV - Revocation shall be replaced with references to "the Secretary of State", references to "the appropriate franchising authority" shall be replaced with references to "ORR" and the phrase "where the licence holder is a franchise operator" shall be removed, wherever appropriate. Licences granted by the Secretary of State are identified with the symbol § in Column [3]. 4. The dates on which the original licence was granted and came into force shall be inserted into Part I – Scope of the new model licence/SNRP where appropriate. 5. Where appropriate, the details of a Station or Light Maintenance Depot (LMD) authorised by a licence listed in column [4] shall be inserted into the Schedule of the new model licence listed in column [5]. 6. In addition, ORR is modifying the licences and SNRPs set out in column [1-4] of Schedule 2 by the further specific modifications listed in column [6] of Schedule 2. In column [6], a reference to an "old" condition is a reference to a condition in the licence/SNRP listed in column [4]. 7. Explanatory Notes are being added at the end of the relevant Station and LMD licences listed in Schedules 1 and 2. These detail how content previously in Part 1 of those licences is being moved to Condition 16 and Part IV. Schedule 1 <table> <thead> <tr> <td>[1]</td> <td>Licence Holder</td> <td>[2]</td> <td>Company number</td> <td>[3]</td> <td>Date originally granted</td> <td>[4]</td> <td>Type of licence/SNRP</td> <td>[5]</td> <td>New model licence/SNRP</td> </tr> </thead> <tbody> <tr> <td rowspan="4">Direct Rail Services Limited</td> <td rowspan="4">03020822</td> <td>14.09.1998</td> <td>LMD</td> <td colspan="2"></td> <td>Model LMD licence</td> <td></td> <td></td> </tr> <tr> <td>12.12.1995 §</td> <td>Non-passenger licence</td> <td colspan="2"></td> <td>Model non-passenger licence</td> <td></td> <td></td> </tr> <tr> <td>01.12.2000</td> <td>Network</td> <td colspan="2"></td> <td>Model network licence</td> <td></td> <td></td> </tr> <tr> <td>12.12.1995</td> <td>Freight SNRP</td> <td colspan="2"></td> <td>Model freight SNRP</td> <td></td> <td></td> </tr> <tr> <td>West Coast Train Care Limited</td> <td>03602374</td> <td>19.02.1999</td> <td>LMD</td> <td colspan="2"></td> <td>Model LMD licence</td> <td></td> <td></td> </tr> </tbody> </table> \<page_number>Page 3 of 4\</page_number> Schedule 2 <table> <thead> <tr> <td>[1]</td> <td>Licence Holder</td> <td>[2]</td> <td>Company number</td> <td>[3]</td> <td>Date originally granted</td> <td>[4]</td> <td>Type of licence/SNRP</td> <td>[5]</td> <td>New model licence</td> <td>[6]</td> <td>New model licence/SNRP</td> </tr> </thead> <tbody> <tr> <td></td> <td>Direct Rail Services Limited</td> <td>03020822</td> <td>09.10.1997§</td> <td>Passenger SNRP (Charter)</td> <td></td> <td>Model passenger SNRP</td> <td></td> <td>Omit model Condition 3: Through Tickets and Network Benefits.</td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>Replace model Condition 4: Timetabling with old condition 12: Timetabling. In this Condition replace "Railtrack PLC" with "Network Rail".</td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>Omit model Condition 7: Liaison with the RPC and LTUC.</td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>Insert old Condition 10: Restrictions on Certain Activities by the Licence Holder as Condition 17: Restrictions on Activities. In this Condition replace "regulator" with "ORR" and "tram" with "train". Condition 10 was inserted into the original licence on 9 October 1997.</td> <td></td> <td></td> </tr> <tr> <td></td> <td>Tube Lines Limited (formerly Infraco JNP Limited)</td> <td>03923425</td> <td>10.09.2002</td> <td>Non-passerger licence</td> <td></td> <td>Model non-passerger licence</td> <td></td> <td>Omit model Condition 8: RSSB Membership.</td> <td></td> <td></td> </tr> </tbody> </table> \<page_number>Page 4 of 4\</page_number>	ENGLISH
1273-pdf	<img>Department for Business, Energy & Industrial Strategy logo</img> Department for Business, Energy & Industrial Strategy # Annual report and accounts 2018-19 <img>A person in a lab coat and gloves holding a test tube with a syringe, looking into a glass box containing test tubes.</img> [API_EMPTY_RESPONSE] <img>Department for Business, Energy & Industrial Strategy logo</img> Department for Business, Energy & Industrial Strategy # Annual report and accounts 2018-19 Accounts presented to the House of Commons pursuant to Section 6(4) of the Government Resources and Accounts Act 2000 Annual Report presented to the House of Commons by Command of Her Majesty Ordered by the House of Commons to be printed 11 July 2019 HC 2386 <img>ogl logo</img> © Crown copyright 2019 This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence/version/3. Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. This publication is available at: www.gov.uk/government/publications Any enquiries regarding this publication should be sent to us at: Department for Business, Energy & Industrial Strategy 1 Victoria Street, London, SW1H 0ET Tel: 020 7215 5000 Email: enquiries@beis.gov.uk ISBN 978-1-5286-1056-8 CC30319B69997 07/19 Printed on paper containing 75% recycled fibre content minimum. Printed in the UK by the APS Group on behalf of the Controller of Her Majesty’s Stationery Office. Contents \| Performance report \| 6 \| \|---\|---\| \| Overview \| 7 \| \| Foreword by the Secretary of State \| 7 \| \| Report of the Permanent Secretary \| 8 \| \| Our highlights in 2018-2019 \| 9 \| \| Our purpose \| 11 \| \| What we are aiming to achieve \| 11 \| \| Our business model \| 12 \| \| How we are organised: our organisational structure \| 13 \| \| How we are organised: our group \| 14 \| \| Where we spent our money in 2018-19 \| 15 \| \| Risks affecting delivery of our objectives \| 17 \| \| Performance analysis \| 21 \| \| Our performance in 2018-19 \| 21 \| \| UN sustainable development goals \| 30 \| \| Financial review \| 36 \| \| Sustainability report \| 45 \| \| Other required performance reporting \| 48 \| \| Accountability report \| 50 \| \|---\|---\| \| Statement of Accounting Officer’s responsibilities \| 51 \| \| Directors’ report: our leadership team \| 52 \| \| Governance statement \| 54 \| \| Staff report \| 65 \| \| Remuneration report \| 80 \| \| Statement of Parliamentary Supply \| 89 \| \| Parliamentary accountability disclosures \| 100 \| \| Audit report \| 108 \| Financial Statements \| 112 \| \|---\|---\| \| Consolidated Statement of Comprehensive Net Expenditure \| 113 \| \| Consolidated Statement of Financial Position \| 115 \| \| Consolidated Statement of Cash Flows \| 118 \| \| Consolidated Statement of Changes in Taxpayers’ Equity \| 120 \| \| Notes to the Accounts \| 123 \| Trust Statement \| 226 \| \|---\|---\| \| Accounting Officer’s foreword to the Trust Statement \| 227 \| \| Statement of Accounting Officer’s responsibility for the Trust Statement \| 232 \| \| Audit report \| 234 \| \| Statement of Revenue, Other income and Expenditure \| 237 \| \| Statement of Financial Position \| 238 \| \| Statement of Cash Flows \| 239 \| \| Notes to the Trust Statement \| 240 \| Annexes \| 248 \| \|---\|---\| \| Annex A: Common core tables \| 249 \| \| Annex B: Glossary \| 258 \| <img>A table listing sections and page numbers for a financial report.</img> Performance report BEIS delivered phase 2 of the Shared Parental Leave campaign in 2018-19, to raise awareness to employees and employers and increase its uptake among parents. Performance report \<page_number>7\</page_number> # Overview This section gives a summary of our department, its purpose, the key risks to the achievement of its objectives, and how it has performed during the past year. <img> Greg Clark MP Secretary of State for Business, Energy and Industrial Strategy </img> ## Foreword by the Secretary of State As we enter the third year of this department, I am immensely proud of our achievements. I am also very grateful for the hard work of my officials, ensuring the UK is best placed for economic growth and prosperity in this time of change. For our modern Industrial Strategy, this year has been one of delivery. We have agreed ten Sector Deals catalysing private investment in the industries of the future. This includes over £1.5 billion co-investment in solving the most pressing medical challenges, establishing the UK as a leader in innovative new battery technologies, and a plan to boost the UK’s Offshore Wind export potential five fold to £2.6 billion per annum. We have also launched the first of many Local Industrial Strategies to build prosperous communities across the country. The government is supporting workers now and for the jobs of the future, with the biggest reforms to labour market regulation in a generation. We have seen record employment this year while increasing focus on improving the quality of work. We are committed to providing not only jobs with fair employment practices, but those that develop skills throughout people’s careers and are suited to the needs of future sectors. We have also increased the National Living Wage and Resolution Foundation research shows the share of workers on low pay is at its lowest level since the 1990s. We are working to ensure the UK remains a great place to do business, while re-building consumer trust in markets. We are continuing our reform of corporate governance and the audit industry, to improve diversity and accountability in boardrooms. We published the National Security and Investment white paper, proposing an effective security regime for foreign investment worth more than £5.5 billion to thousands of small and medium businesses through the British Business Bank, to boost entrepreneurs across the country. Clean growth and addressing climate change are at the heart of our Industrial Strategy and future prosperity, as evidenced by legislating to achieve net zero greenhouse gas emissions. In response to the Director General’s Cost of Energy Review, we set out the government’s vision for a fair, low-carbon and efficient energy market. The Tariff Cap now means that every household is protected whether through the cap or through our measures to make switching suppliers easier. Our ongoing support for the UK renewables sector, including the Sector Deal in off-shore wind generation, has strengthened our de-carbonisation commitment and we have now seen the first fortnight without coal power in the UK since the start of the industrial revolution. Looking forward, we will continue to deliver our modern Industrial Strategy, work together with and advocate for businesses, workers and consumers, and build an economy that works for everyone as we leave the EU. \<page_number>8\</page_number> Annual report and accounts 2018-19 <img>Alex Chisholm</img> Alex Chisholm Permanent Secretary and Principal Accounting Officer Report of the Permanent Secretary BEIS is at the heart of the government’s commitment to build an economy that works for everyone, with great places across the UK for people to work and for businesses to invest, innovate and grow. In the last year we celebrated the first anniversary of our Industrial Strategy. We have made great progress across the five foundations of productivity: ideas, people, infrastructure, business environment and places. We created UK Research and Innovation to bring together our research agenda and accelerate commercialisation as drive towards our 2.4% investment target by 2027. Most recently, we agreed the 10th Sector Deal with key industries, helping to create thousands of high-quality, high-skilled jobs across the country. We used the Industrial Strategy as a framework for our EU Exit preparations. Together with our Partner Organisations, we prepared for deal and no-deal outcomes, ensured our legislative and international obligations were in place and worked with businesses, workers and consumers to keep them informed, gather their views, and help them prepare. We also continue to focus on creating a regulatory framework to support competitive markets, make the UK a great place to start and run a business, and give both workers and consumers a fair deal. In December 2018 we published the Good Work Plan, outlining our vision for the future of the UK labour market. BEIS policies will protect workers’ rights, ensure fair pay and increase transparency in the business environment. In the energy sector, Ofgem’s implementation of the Tariff Cap protects vulnerable consumers, whilst the smart meter rollout enables consumers to take better control of their energy use. We hosted the first ever Green Great Britain Week to showcase low-carbon technologies and meet the Clean Growth Challenge. A third of UK electricity was generated by renewable resources in March 2019. As part of our global climate leadership, we also funded projects to support 47 million people to cope with the effects of climate change. Finally, last year we completed our corporate Transformation programme, and launched a new plan for Organisational development, to build a flexible, innovative, collaborative and business facing department. This includes our commitment to increase representation of BAME staff, people with disabilities and LGBT+ staff at all grades, within BEIS and our Partner Organisations, to reduce our gender pay gap and support social mobility and progression. I am proud to lead a department made up of such talented, hard-working and professional people. In a fast-changing and challenging environment, we will need to continue to give our best. ______________________________________________________________________ Performance report \<page_number>9\</page_number> Our highlights in 2018-2019 £1.1 billion allocated in the 2018 Autumn budget to fund research in quantum technologies, clean growth and decarbonisation, mobility and ageing, and artificial intelligence. Launched the Grand Challenge Missions: using AI to treat diseases, helping people enjoy at least five extra years of healthy life by 2035. Government and industry committed to ten Sector Deals, the most recent on offshore wind. Place the UK at the forefront of new automotive technology development, investing in electric vehicle R&D and supply chain competitiveness. The National Living Wage increased to £8.21 in April 2019. This above-inflation increase is expected to benefit 1.8 million people. The Good Work Plan set out the vision of the future of the UK labour market, the biggest upgrade to workers’ rights in a generation. \<page_number>10\</page_number> Annual report and accounts 2018-19 Through the British Business Bank, we supported over 78,000 smaller business with more than £5.5 billion. A landmark speech by our Secretary of State outlined the four principles of the power sector for a market-led approach to future energy policy development. The first Green Great Britain Week demonstrated how clean growth technologies are driving job creation and tackling climate change. The Domestic Gas and Electricity (Tariff Cap) Act 2018 came into force on 1 January 2019, to protect millions of energy customers across England, Wales and Scotland. We continued to prepare for EU Exit and legislated for a new nuclear safeguards regime - one of the first pieces of EU Exit legislation and putting the UK on track to meet its international obligations on day one of exit. We completed our Transformation programme and developed a new plan for Organisational development to continue to build a flexible, innovative, collaborative and business-facing department. <img>A woman smiling at the camera while holding a bouquet of flowers.</img> <img>A man speaking at a podium with the words "INDUSTRIAL STRATEGY" behind him.</img> <img>Solar panels on a roof.</img> <img>A hand pressing a button on a smart meter.</img> <img>Numbers 0-9 arranged in a grid pattern.</img> <img>A group of people standing together.</img> Performance report \<page_number>11\</page_number> Our purpose Our vision is an economy that works for everyone – with great places in every part of the UK for people to work and for businesses to invest, innovate and grow. What we are aiming to achieve <table> <tr> <td> <img>A blue starburst icon.</img><br> Deliver an ambitious industrial strategy <br> We will develop a modern, long-term industrial strategy that lays the foundations for reinventing UK economic performance and boosts earning power throughout the country. We will cultivate world-leading science and innovation, build on local strengths and foster enterprise to ensure every place meets its potential. </td> </tr> <tr> <td> <img>A globe icon.</img><br> Maximise investment opportunities and bolster UK interests as we leave the EU <br> We will deliver the best results for the UK from exiting the EU by creating a world class business environment that drives investment and employment. As we build our new relationship with the EU we will maintain business and investor confidence and ensure their interests are reflected in the negotiations. </td> </tr> <tr> <td> <img>A scale icon.</img><br> Promote competitive markets and responsible business practices <br> We will secure better outcomes for consumers by creating a more competitive environment for business and industry. We will improve corporate governance and ensure the labour market offers everyone the opportunity to obtain quality, well-paid jobs and better working conditions. </td> </tr> <tr> <td> <img>A power plant icon.</img><br> Ensure the UK has a reliable, low cost and clean energy system <br> We will upgrade and diversify our energy supplies to meet future needs – ensuring they are smarter, cleaner, more secure and affordable for consumers and businesses. We will promote clean growth and take action to tackle climate change, working in partnership with business and international communities. </td> </tr> <tr> <td> <img>A group of people icon.</img><br> Building a flexible, innovative, collaborative and business facing department <br> We will elevate BEIS from a well-functioning department to an exceptional one which delivers for business on our strategic priorities in relation to the Industrial Strategy, EU exit, and clean growth. We will enable digital, data and technology to deliver exceptional services for our staff as well as the people and businesses we serve. </td> </tr> </table> <page_number>12</page_number> Annual report and accounts 2018-19 Our business model <img>A circular icon with a starburst design in the center.</img> <img>A globe icon.</img> <img>A scale icon.</img> <img>A factory icon.</img> 3,776 people Our work and stakeholders Following ministerial priorities, we design and implement policy relating to: the government’s Industrial Strategy; business, science and innovation; energy and clean growth; and climate change. We build strong, collaborative relationships with all our stakeholders including: businesses and business representative organisations; workers and their unions; and consultations with the wider public. We also work closely with our partner organisations and other government departments. Our people Our core Department is made up of 3,776 people with regional offices across the UK. We are organised in seven groups; each led by a Director General, and these groups are in turn divided into 40 Directorates. 40 partner organisations We also deliver our business through 40 partner organisations that employ more than 30,000 public servants. Our network of partner organisations is one of the largest in government, with a wide span of policy and operational responsibilities. These range from large-scale organisations such as the Department for Business, Energy and Industrial Strategy and the Nuclear Decommissioning Authority, through medium-size organisations working on regulation such as the Competition and Markets Authority, to advisory committees including the Committee for Climate Change. £12.1 billion Our funding Our annual funding is agreed with Treasury and Parliament. In 2018-19, we were responsible for the efficient stewardship of £12.1 billion of departmental funds. Performance report \<page_number>13\</page_number> How we are organised: our organisational structure Our ministers <table> <tr> <td style="vertical-align:top;"> Secretary of State for Business, Energy and Industrial Strategy<br> The Rt Hon Greg Clark MP<br><br> Minister of State for Energy and Clean Growth<br> The Rt Hon Claire Perry MP<br><br> Parliamentary Under Secretary of State, Minister for Business and Industry<br> Andrew Stephenson MP<br><br> Parliamentary Under Secretary of State, Minister for Small Businesses, Consumers and Corporate Responsibility<br> The Rt Hon Lord Henley </td> <td style="vertical-align:top;"> Minister of State for Universities, Science, Research and Innovation<br> Chris Skidmore MP<br><br> Parliamentary Under Secretary of State<br> The Rt Hon Lord Henley </td> </tr> </table> Our management: non-executives <table> <tr> <td style="vertical-align:top;"> Lead non-executive board member<br> Archie Norman<br><br> Non-executive board member<br> Nigel Boardman<br><br> Non-executive board member<br> Stephen Carter </td> </tr> </table> Our management: executives <table> <tr> <td style="vertical-align:top;"> Permanent Secretary and Accounting Officer<br> Alex Chisholm<br><br> Director General, EU Exit & analysis<br> Sam Beckett<br><br> Chief Business Adviser<br> Nick Chisham<br><br> Director General, Energy Transformation & Clean Growth<br> Julian Smithlow<br><br> Director General, Policy Delivery & Private Office<br> Caleb Deteka<br><br> Acting Director General, Industrial Strategy, Science and Innovation<br> Sam Lister<br><br> Acting Director General, Corporate Services<br> Sarah Harrison<br><br> BEIS Scientific Adviser Professor John Loughhead<br><br> Acting Director General, Business Sectors<br> Gavin Lambert<br><br> Chief Financial Officer<br> Tom Taylor<br><br> Director, Organisational Development<br> Doug Watkins<br><br> Director General, Market Frameworks<br> Jane Samant<br><br> Director General, Energy & Security<br> Joanna Whittington </td> </tr> </table> <table> <tr> <td style="vertical-align:top;"> Non-executive board member<br> Cardyn McCall<br><br> Non-executive board member<br> Leena Nair<br><br> Non-executive board member<br> Kathryn Parsons<br><br> Non-executive board member<br> Stuart Quickenden </td> </tr> </table> <page_number>14</page_number> Annual report and accounts 2018-19 How we are organised: our group Public sector bodies can be grouped by level of control the core Department has over them. - Our executive agencies act as an arm of the core Department, undertaking executive functions, rather than policy advice. - Other bodies in the Departmental Group are separate legal entities, but the core Department usually sets their strategic framework, appoints the chair and all non-executive members of board, and is consulted on the appointment of the CEO. - The wider Departmental Group includes other public-sector bodies which work to achieve our objectives but have more authority over their policies and are not consolidated into the group financial statements. See our Accounting Officer System Statement, published separately, for greater detail. <table> <tr> <td style="vertical-align:top;"> Core Department and agencies <br> Committee on Fuel Poverty <br> Copyright Tribunal <br> Council for Science and Technology <br> Government Office for Science <br> Industrial Development Advisory Board <br> Insolvency Service <br> Low Pay Commission </td> <td style="vertical-align:top;"> Nuclear Liabilities Financing Assurance Board <br> Office of Manpower Economics <br> Office of Product Safety and Standards <br> Office of the Regulator of Community Interest Companies <br> Regulatory Policy Committee <br> UK Space Agency </td> </tr> <tr> <td style="vertical-align:top;"> Consolidated Departmental Group <br> Advisory, Conciliation and Arbitration Service (ACAS) <br> British Business Bank Plc <br> Central Arbitration Committee <br> Certification Officer <br> Civil Nuclear Police Authority <br> Coal Authority <br> Committee on Radioactive Waste Management <br> Competition Appeal Tribunal <br> Competition Service </td> <td style="vertical-align:top;"> Electricity Settlements Company <br> Financial Reporting Council <br> Box Group Contracts Company Ltd <br> Nuclear Decommissioning Authority <br> Oil and Gas Authority <br> UK Atomic Energy Authority <br> UK Green Infrastructure Platform Ltd <br> UK Shared Business Services Ltd <br> UK Research and Innovation </td> </tr> <tr> <td style="vertical-align:top;"> Wider departmental group <br> British Hallmarking Council <br> British Nuclear Fuels Limited <br> Committee on Climate Change Companies House¹ <br> Competition & Markets Authority <br> Groceries Code Adjudicator <br> Independent Complaints Reviewer <br> Intellectual Property Office <br> Land Registry² <br> Met Office </td> <td style="vertical-align:top;"> National Nuclear Laboratory National Physical Laboratory Nuclear Liabilities Fund OFGEM Ordnance Survey Pacific Nuclear Transport Limited Post Office Ltd Pubs Code Adjudicator Small Business Commissioner </td> </tr> </table> 1 These entities have been re-classified by ONS in 2018-19. See footnote 2 in note 28: list of bodies within the Departmental Group, for an explanation of the impact of this change. Performance report \<page_number>15\</page_number> Where we spent our money in 2018-19 For the year ending 31 March 2019, the Departmental Group incurred a spend of £12.1 billion¹. Of this £1.4 billion related to the core Department and agencies, and £10.7 billion related to our partner organisations. The diagram on the next page shows the major areas of spend. The majority of the department’s spend, and policy delivery is through it’s Partner Organisations, including: - £7,625 million by UK Research and Innovation (UKRI), on funding for Science and Research - £2,200 million by the Nuclear Decommissioning Authority (NDA) on managing our energy legacy safely and responsibly. - £347 million by UK Space Agency (UKSA) on delivering an excellent space programme with the maximum economic, scientific and policy benefit for the UK. - £208 million by the British Business Bank (BBB) on supporting small businesses in the UK at all stages of their development. ______________________________________________________________________ ² This expenditure corresponds to the net total DEL expenditure for our Departmental Group. DEL is the controllable budget total, issued by HM Treasury on behalf of Parliament, that we use to fund delivery of our strategic objectives. It excludes AME expenditure which represents volatile, demand-led spend and technical accounting matters. These concepts are fully explained on page 36. \<page_number>16\</page_number> Annual report and accounts 2018-19 <img>A pie chart showing where the Department spent its money in 2018-19.</img> Core Department Executive agencies Partner organisations UKRI £7,625m Insolvency Service £25m UKSA £347m Nuclear Decommissioning Authority £2,200m BBS £208m Diamond Light Source Ltd £113m UKAEA £69m ACAS £51m Coal Authority £29m UK SEIS Ltd £33m Partner organisations - Other £3m Delivering affordable energy for individuals and businesses £77m Core Department - Other £2m Promote competitive markets and responsible business practices £96m Taking action on climate change and decarbonisation £98m Delivering industrial strategy £128m Deliver an ambitious industrial strategy £128m Government as Shareholder £214m Science and Research £230m Managing our energy legacy safely and responsibly (£219m) Where we spent our money in 2018-19 £12,060m Performance report \<page_number>17\</page_number> Risks affecting delivery of our objectives Our risk management framework continued to develop and improve over the last year. A detailed narrative is provided in the governance statement section of this report. The table below describes our risk profile: principal risks we have faced during the year and the mitigating actions taken. Key: Icons in the table map the risks to our objectives <table> <tr> <td><img>A star with rays extending outward.</img><br>Delivering an ambitious industrial strategy</td> <td>Relative severity<br>H High<br>M Medium<br>L Low</td> <td>Change during the year<br>↑ Increasing risk<br>↔ Stable<br>↓ Decreasing risk</td> </tr> <tr> <td><img>A globe with a compass pointing north.</img><br>Maximising investment opportunities and bolstering UK interests</td> <td></td> <td></td> </tr> <tr> <td><img>A scale with two weights on either side.</img><br>Promoting competitive markets and responsible business practices</td> <td></td> <td></td> </tr> <tr> <td><img>A water droplet falling into a bucket.</img><br>Ensuring the UK has a reliable, low cost clean energy system</td> <td></td> <td></td> </tr> <tr> <td><img>A group of people standing together.</img><br>Building a flexible, innovative, collaborative and business facing department</td> <td></td> <td></td> </tr> </table> <page_number>18</page_number> Annual report and accounts 2018-19 <table> <thead> <tr> <th>Risk</th> <th>Mitigating activities</th> <th>Direction of risk trend at year end</th> </tr> </thead> <tbody> <tr> <td>BEIS may fall to prepare for the challenges and opportunities of leaving the EU and the post EU Exit environment, leading to an adverse impact for the UK economy.</td> <td><ul><li>Established a clearly defined EU Exit Senior Reporting Officer (SRO) led portfolio, with effective oversight, governance and decision-making structures.</li><li>Successfully accelerated delivery in 18-19 in preparation for all scenario Exit on 29 March 2019.</li><li>Comprehensive internal and external assurance programme, with 46 internal and external reviews concluded across the portfolio (IP&A, GIAA and NAO).</li><li>Supported negotiation of the withdrawal agreement.</li></ul></td> <td>H</td> </tr> <tr> <td rowspan="5">As a result of political uncertainty and potential economic upheaval following EU Exit, which could be compounded by a challenging Spending Review for the Strategy, we will seek that partners across government, local areas and industry will not sufficiently engage with and support the Industrial Strategy.</td> <td><ul><li>Close engagement across government to ensure development of wide-ranging, ambitious proposals, ensuring Spending Review bits by departments are aligned with the Industrial Strategy.</li><li>Work with ministers, No.10, and HM Treasury to define ambition and ensure resources are available for implementation.</li><li>Use cross-Government Programme Board, Cabinet Committee and partnerships with local government, Local Enterprise Partnerships, businesses, civic society and others to monitor implementation and measure the impact on the economy.</li><li>Work closely with EU Exit colleagues recognising the potential synergies with Industrial Strategy, and to remain aware of how the negotiations could affect our ability to improve productivity and drive growth across the whole country.</li><li>Effectively engage with UK industry and business through events and comprehensive communications.</li></ul></td> <td>M</td> </tr> <tr> <td rowspan="5">A significant incident affects a higher risk nuclear site or key energy infrastructure. This could cause harm to people, energy systems or disrupt energy supplies.</td> <td><ul><li>We have strengthened cyber-security systems, to ensure continuous monitoring and response capability to cyber threats as they occur.</li><li>We have collaborated with the office for Nuclear Regulation and the Civil Nuclear Constabulary to strengthen regulatory frameworks and maintain safety and security.</li><li>We have brought in new emergency planning regulations in line with international best practice.</li></ul></td> <td>L</td> </tr> <tr> <td rowspan="3">As a result of ineffective measures to mitigate climate change we fail to create adequate, affordable, reliable access to clean energy for households and business.</td> <td><ul><li>We refined analysis on projected future emissions and identified potential contributions of different policy areas.</li><li>We developed and implemented a range of further policies to deliver emission reductions in line with Clean Growth Strategy commitments.</li><li>We commissioned the Committee on Climate Change report on our long-term greenhouse gas emission targets (which was published in May 2019).</li></ul></td> <td>M</td> </tr> <tr> <td></td> <td></td> </tr> <tr> <td></td> <td></td> </tr> </tbody> </table> Performance report <page_number>19</page_number> <table> <tr> <td>Risk</td> <td>Mitigating activities</td> <td>Direction of risk trend at year end</td> </tr> <tr> <td>We fail to adapt employment legislation leading to a rise in unfair employment practices and a failure to deliver ‘good quality work’.</td> <td><ul><li>We have progressed consultations and preparation of clauses to deliver on ‘Good Work Plan’ commitments.</li><li>We have developed robust quality of work metrics.</li><li>We collaborated with DfE to monitor the development and implementation of skills reform programmes, e.g. national training schemes, apprenticeships, devolution of the adult education budget and T-levels.</li></ul></td> <td><img>M</img></td> </tr> <tr> <td>BEIS information is lost or compromised through cyber attack, theft, mistakes or leaks, or a security incident at work harms BEIS ministers, staff or visitors.</td> <td><ul><li>We continue to develop a culture of security through multi-channel staff training, developing confidence in important security behaviours – technical and physical defences are not enough on their own.</li><li>We are building a more coherent approach to personnel security to mitigate the insider threat and minimise the security vulnerabilities caused by staff mistakes.</li><li>We are implementing a risk-adjusted assurance programme for partner organisation security, and have instigated fund to share best practice and oversee risk.</li><li>We are recognised across government as a lead adopter of active cyber defences and have secured Cabinet Office funding to test them.</li></ul></td> <td><img>H</img></td> </tr> <tr> <td>We may fail to attract, develop and retain sufficiently skilled staff due to their wellbeing leading to an inability to deliver our business objectives.</td> <td><ul><li>We have ensured senior leaders maintain oversight of teams, tracking that leave is taken, hours worked and that remote and flexible working options are considered.</li><li>We developed workforce and resourcing plans to identify preferred approaches to attract and retain staff.</li><li>We developed a competitive pay and retention strategy.</li></ul></td> <td><img>M</img></td> </tr> </table> <page_number>20</page_number> Annual report and accounts 2018-19 <table> <tr> <td>Risk</td> <td>Mitigating activities</td> <td>Direction of risk trend at year end</td> </tr> <tr> <td>Due to challenges in achieving our business plans we do not deliver some strategic objectives.</td> <td><ul><li>We have conducted zero based reviews, allowing senior leaders enough time and insight to prioritise and support negotiations with HM Treasury.</li><li>We have reprioritised our activities and identified other cost reduction options.</li><li>We have strengthened business planning processes, ensuring budgets remain aligned with our strategic objectives.</li></ul></td> <td>M</td> </tr> <tr> <td>We may lack the organisational agility to respond effectively to the external environment, leading to an inability to drive economic growth across the UK.</td> <td><ul><li>We have developed a prioritisation framework to support strategic decision-making.</li><li>We have a dedicated team developing our Target Operating model, to enable improved delivery of our business strategy and Single Departmental Plan.</li><li>We continued to identify future trends through horizon scanning of our external environment and recruited people with the necessary commercial, technical and operational skills.</li></ul></td> <td>M</td> </tr> <tr> <td>Evidence base underpinning policy development and delivery is inadequate in terms of availability, quality, or understanding.</td> <td><ul><li>Implementing the updated Green Book guidance to enhance evidence-based appraisal and evaluation of policy proposals.</li><li>Developing the Central Archive for Monitoring and Evaluation Online database, to improve data accessibility and support better analysis and policy decision making.</li><li>We improved departmental training and quality assurance modelling processes</li><li>External assurance from the National Audit Office on our modelling processes.</li></ul></td> <td>M</td> </tr> </table> Performance report <page_number>21</page_number> # Performance analysis ## Our performance in 2018-19 Throughout 2018-19, the department has been preparing for EU Exit across all scenarios. This included directly supporting the HM Government negotiation of the Withdrawal Agreement with the EU as well as preparing for a March 2019 “no deal” Exit. ### To prepare for EU Exit, the department delivered: - the necessary legislation to support EU Exit - the Nuclear Safeguards Act obtained Royal Assent in June 2018, and 100% of the department’s priority No Deal Statutory Instruments (SIs) were laid before the original exit day (29 March), (63 SIs) - all the new replacement international agreements within its remit, prioritised in the event of no deal exit. These are civil nuclear safeguards agreements with the International Atomic Energy Agency (IAEA) and nuclear cooperation agreements with Canada, US, Australia and Japan, ensuring the continuity of civil nuclear trade after Exit. BEIS agreements not prioritised for no-deal include civil nuclear research, competition and intellectual property. - 28 technical notices, including oil and gas, climate change, company law and state aid. These notices include guidance about what actions businesses need to take in order to carry on exporting and importing a range of goods and services. - Mobilised the department in the run up to March 2019 to be prepared for a “no deal” Exit scenario. - Nine dedicated weekly EU Exit business readiness forums up to 28 March (chaired by the BEIS Director of EU Exit Business Readiness) with business intermediaries: attended by over 70 business intermediaries and representative organisations; two further forums were held following the extension of Article 50. ## Departmental resources: - BEIS initially secured £185.1 million from HM Treasury in 2018-19 for EU Exit preparations, including no deal. Following Q2 Supplementary Estimates, BEIS’ budget allocation was revised to £139.5 million. - For 2019-20 BEIS has been allocated £190 million for all EU Exit preparations. - At the time of publishing, BEIS has circa 1,030 FTEs exclusively working on EU Exit; including 79 dedicated programme and project management specialists, and 122 digital experts including 17 digital specialists from GDSs. - BEIS mobilised over 600 staff on a short-term basis within the department, to support ramp up of No Deal contingency activities. This involved temporarily moving staff working on other BEIS objectives to support no deal EU Exit preparations. ## Impact of EU Exit on other objectives: BEIS prioritised EU Exit preparations, as requested by the Cabinet, to ensure appropriate contingencies were in place for March 2019. In parallel, the department continued delivering its departmental objectives with constrained resources, the department’s performance against its objectives is detailed below. \<page_number>22\</page_number> Annual report and accounts 2018-19 We report our performance against the 2018-19 BEIS Single Department Plan (SDP). The indicators are used as part of a combination of evidence to assess the delivery of the department’s priorities. The tables below includes our performance and the latest position against each indicator in the SDP. <img>A blue background with a white starburst design.</img> 1. Deliver an ambitious industrial strategy Indicators are being developed by the independent Industrial Strategy Council, which held its inaugural meeting on 1 November 2018. 1.1 Build a Britain fit for the future The Industrial Strategy is a long-term plan to boost productivity and strengthen power of people in the UK by focusing on 5 foundations of productivity: ideas, people, infrastructure, business environment and places. In 2018-19: - Business Secretary Greg Clark appointed Andy Haldane as Chair of the Industrial Strategy Council - an independent body established to assess the government’s delivery of the Industrial Strategy; and - We published the Good Work Plan, which sets out our vision for the future of the UK labour market. 1.2 Support world leading sectors In 2018-19, we: - Launched the Nuclear Sector Deal, worth over £200million, which will spearhead cleaner economic growth and promote innovation to develop the technology and skills to maintain the UK’s position as one of the leading nuclear nations; - Published the Second Life Sciences Sector Deal which contains significant action to transform the prevention, diagnosis and treatment of diseases such as cancer. It deepens our partnership with industry, universities and charities and demonstrates how the NHS is pivotal as a delivery partner; and - Published the Aerospace Sector Deal in December, which positions the UK to take advantage of the global move towards hybrid electric aircraft and commercialisation of exploit emerging markets such as drones and Urban Air Mobility. <img>A boardroom table with people sitting around it.</img> <img>A close-up of a person's hand holding a smartphone.</img> Performance report \<page_number>23\</page_number> 1.3 Invest in science and innovation In 2018-19, we: - Launched a public consultation on the new Knowledge Exchange Framework which will benchmark universities’ effectiveness at fostering knowledge sharing and research commercialisation. - Published the Artificial Intelligence Sector Deal, a £95 billion package of support for the sector – during 2018-19 we announced: £100 million to deliver 1,000 new PhDs; a prestigious Turing AI fellowship scheme; new industry-funded AI masters places; a chair for the new AI Council; and research to explore data trusts. 1.4 Support business to start and grow In 2018-19, we: - Secured £31 million of new funding to deliver an £11 million leadership programme for SMEs and £20 million to strengthen local networks; - Launched the Business Basics Fund 2 which provides up to £2 million for trials to build evidence on how to encourage SMEs to adopt productivity boosting technology or management practices; - Announced an artificial intelligence memorandum of understanding with Japan, which creates a new UK-Japanese research programme to help treat patients with chronic degenerative diseases. 1.5 Drive growth across the country In 2018-19, we: - Published the policy document ‘Strengthened Local Enterprise Partnerships’ in July. This set out how government and Local Enterprise Partnerships (LEPs) will work together to strengthen leadership and capability, improve accountability, manage risk and provide clarity on geography; and - Published a policy prospectus on Local Industrial Strategies which sets out the objectives and approach to developing local strategies. \<page_number>24\</page_number> Annual report and accounts 2018-19 <img>A blue scale with a white bar on top, representing justice or fairness.</img> 2. Maximise investment opportunities and bolster UK interests as we leave the EU 2.1 Promoting interests of UK businesses in EU Exit negotiations In 2018-19, we: - Worked to secure the right outcome for the UK research base as we exit the EU; and - Supported the work of the Department for International Trade and the Department for Exiting the EU to ensure the UK can maximise future trading opportunities with the EU and other countries to support delivery of our Industrial Strategy. 2.2 Encouraging inward investment In 2018-19, we: - Ensured the UK seizes opportunities for investment – each Industrial Strategy Grand Challenge (AI and Data, clean growth, future of mobility and ageing society) represents an open invitation to business, academia and civil society to work together to seize the UK seizes these opportunities. Business investment in the UK (£bn) <table> <thead> <tr> <td></td> <td>Dec 2018</td> <td>Dec 2017</td> <td>Dec 2016</td> </tr> </thead> <tbody> <tr> <td>£bn</td> <td>-46.7</td> <td>-46.2</td> <td>-43.5</td> </tr> </tbody> </table> Source: Business investment in the UK: October to December 2018; release schedule: quarterly Number of Inward investment projects involving Department for International Trade, BEIS, and others <table> <thead> <tr> <td></td> <td>2018</td> <td>2017</td> </tr> </thead> <tbody> <tr> <td>Projects</td> <td>1,682</td> <td>1,859</td> </tr> </tbody> </table> Source: DIT annual report and accounts 2017 to 2018; release schedule: annual 2.3 Ensuring our economy is resilient and seizing opportunities In 2018-19, we: - Announced the second wave of six Local Industrial Strategies: Cheshire & Warrington, Heart of the South West, Leicester & Leicestershire, North East, Tees Valley and West of England; and - Announced the entire country will benefit from Local Industrial Strategies with the rest of the LEPs forming the final third wave. <img>A black background with a white outline of a person holding a flag, possibly representing a local industrial strategy or community engagement.</img> Performance report \<page_number>25\</page_number> 2.4 Building the profile of the UK on the international stage In 2018-19, we: - Engaged internationally to ensure our Industrial Strategy is well understood globally and benefits from the experience of our international partners; - Progressed the investment of £300 million over the next three years in growing and attracting world-class talent. Between 2011-12 and 2017-18, it is estimated ICF programmes have: - Supported 47 million people to cope with the effects of climate change; - Provided 17 million people with improved access to clean energy; - Reduced or avoided 10.4 million tonnes of greenhouse gas (GHG) emissions (tCO2e); - Installed 560 MW of clean energy capacity; - Mobilised £3.3 billion public and £910 million private finance for climate change purpoises in developing countries. Source: 2018 UK climate finance results; release schedule: annual <img>A blue and white scale icon.</img> 3. Promote competitive markets and responsible business practices 3.1 Reforming corporate governance In 2018-19, we: - Completed implementation of the measures announced in response to the first consultation on corporate governance reform, with only the publication of research on share buyback outstanding, due to take place next year – we also published our proposals in response to the consultation on insolvency & corporate governance. - Ran a public consultation on the Registration of Overseas Entities Bill, which will establish a new ownership register of overseas entities that own UK property – following consultation, the draft bill was submitted for pre-legislative scrutiny. - Responded to the ‘Independent review of the Financial Reporting Council’; - Initiated the Brydon Review of the Future of Audit, and the CMA’s study on the statutory audit market; and - Continued to support the Hampton-Alexander Review into FTSE women leaders. FTSE 350 board positions held by women <table> <thead> <tr> <th></th> <th>Oct 2018</th> <th>Oct 2017</th> </tr> </thead> <tbody> <tr> <td>Board positions held by women</td> <td>26.7%</td> <td>24.5%</td> </tr> </tbody> </table> Source: Hampton-Alexander review - FTSE women leaders 3rd report, Improving gender balance in FTSE leadership, November 2018; release schedule: annual \<page_number>26\</page_number> Annual report and accounts 2018-19 3.2 Promoting fairness in the labour market In 2018-19, we: - Continued to build on the recommendations of the Matthew Taylor review to improve employment practices as well as maintain flexibility for the employer – we published the submission in March. - Enacted new measures in April 2019 to give more people access to payslips and information to help ensure they are paid properly; - Launched new campaigns to raise awareness of shared parental leave and to help workers ensure they get their holiday pay; and - Enacted a rise in the National Living Wage from £7.83 to £8.21 per hour from April 2019, benefitting around 1.7 million people. National living wage as a proportion of median earnings: <table> <thead> <tr> <td></td> <td>Apr 2018</td> <td>Apr 2017</td> </tr> </thead> <tbody> <tr> <td>Median earnings</td> <td>£7.83 (58.6%)</td> <td>£7.50 (57.6%)</td> </tr> </tbody> </table> Source: National Minimum Wage, Low Pay Commission 2018 Report. 3.3 Ensuring UK has the right regulatory frameworks In 2018-19, we: - Published the consultation on modernising consumer markets which sought views on how to provide a better service and more protection to consumers when they interact with markets; - Delivered seminars to local trading standards authorities looking at how product recall is enacted and how businesses engage with them – 250 local authority trading standards staff have received training; and - Published the government response to the ‘Brexit: competition and state aid’ report in April and it was debated in May. <img>A padlock icon.</img> 3.4 Safeguarding UK interests in investments in national infrastructure In 2018-19, we: - Published the draft ‘Statutory statement of policy intent’ on national security and investment and completed a white paper consultation seeking views on proposed reforms to government’s powers for scrutinising foreign investments for the purposes of protecting national security; and - Published the ‘National security and infrastructure investment review’ which provided a summary of responses to the government’s consultation on long-term reform proposals. Performance report \<page_number>27\</page_number> <img>A blue icon with a white gear symbol on top of a white building.</img> 4. Ensuring the UK has a reliable, low-cost and clean energy system 4.1 Maximise the advantages from the global shift to clean growth for UK industry, through the new Clean Growth Grand Challenge In 2018-19, we: - Held the first Green Great Britain Week on 15–19 October 2018, to highlight the opportunities clean growth offers and raise awareness of how business and the public can contribute to tackling climate change; - Published ‘Clean growth: transforming heating - overview of current evidence’, which provided an overview of key issues for achieving net zero emissions by 2050; - Announced the first two missions under the Clean Growth Grand Challenge – to halve the energy use of new buildings by 2030, and to deliver a net zero emission carbon industrial cluster by 2040; and - Launched the Heat Networks Investment Project (HNIP), providing up to £320 million of capital funding over three years, to increase heat networks in England and Wales. It aims to increase the number of heat networks being built, deliver carbon savings and create conditions for a sustainable heat network market to develop. 4.2 Ensure our energy system is reliable and secure In 2018-19, we: - Maintained sufficient electricity capacity to exceed our statutory reliability standard. - Continued to make our electricity system smarter and more flexible, creating the right environment for more storage, demand side response, smart grids, and interconnection, - Agreed with the European Commission in the draft Withdrawal Agreement how to maintain the Single Electricity Market on the island of Ireland, whilst preparing the energy system across the UK for potential ‘no deal’ EU Exit; and - Following equal challenges to and expansion of the Capacity Market, BEIS has worked with stakeholders, including the European Commission, to design the scheme. Our Statutory Instrument to enable the T-1 auction was made on 9 April and the auction is scheduled for summer 2019. Greenhouse gas emissions, MtCO2e Target for the second carbon budget from 2013-17: 2,782 <table> <thead> <tr> <th></th> <th>2017</th> <th>2016</th> <th>2015</th> <th>2014</th> <th>2013</th> </tr> </thead> <tbody> <tr> <td>Greenhouse gas emissions, MtCO2e</td> <td>460</td> <td>473</td> <td>498</td> <td>516</td> <td>556</td> </tr> </tbody> </table> Source: 2017 UK greenhouse gas emissions; final figures – data tables; release schedule: annual Electricity generation from renewable resources <table> <thead> <tr> <th></th> <th>2018</th> <th>2017</th> </tr> </thead> <tbody> <tr> <td>Electricity generation from renewable resources</td> <td>33%</td> <td>29%</td> </tr> </tbody> </table> Source: Energy trends: renewables; release schedule: annual Gas system capacity, percentage of demand that could be met if largest piece of gas infrastructure failed, in a severely cold winter <table> <thead> <tr> <th></th> <th>2017</th> <th>2016</th> <th>2015</th> </tr> </thead> <tbody> <tr> <td>Gas system capacity, percentage of demand that could be met if largest piece of gas infrastructure failed, in a severely cold winter</td> <td>120%</td> <td>127%</td> <td>112%</td> </tr> </tbody> </table> Source: statutory security of supply report; 2018; release schedule: annual \<page_number>28\</page_number> Annual report and accounts 2018-19 4.3 Deliver affordable energy for households and businesses In 2018-19, we: - Published a call for evidence on 'Helping businesses to improve the way they use energy' and we published our response; and - Continued to work with industry to ensure every household and small business in the country has been offered a smart meter by 2020. Number of smart and advanced meters operating in homes and businesses across Great Britain, millions <table> <thead> <tr> <td></td> <td>Mar 2019</td> <td>Mar 2018</td> <td>Mar 2017</td> <td>Mar 2016</td> </tr> </thead> <tbody> <tr> <td>13.8</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>11.1</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>6.8</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>3.6</td> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> Source: statistical release and data: Smart Meters, Great Britain, quarter 4 2018; release schedule: quarterly 4.4 Manage our energy legacy safely and responsibly In 2018-19, we: - Updated the guidance on the decommissioning of offshore oil and gas installations and pipelines in November 2018; - Published an updated framework for the long-term management of high activity radioactive waste to ensure safe, cost effective and environmentally sensitive decommissioning of our nuclear waste through a geological disposal facility in October 2018; - Brought in new emergency planning regulations in line with international best practice. Nuclear Decommissioning Authority targets completed or on track to complete <table> <thead> <tr> <td></td> <td>2018-19</td> <td>2017-18</td> </tr> </thead> <tbody> <tr> <td>(t50/181)</td> <td>83%</td> <td>91%</td> </tr> <tr> <td>(92/113)</td> <td></td> <td></td> </tr> </tbody> </table> Source: Nuclear Decommissioning Authority mid-year performance report <img>A group of people.</img> 5. Build a flexible, innovative, collaborative and business facing department 5.1 People strategy In 2018-19, we: - Published the BEIS Workforce Strategy for 2019 to 2021 and agreed the terms of reference for the Workforce Planning Group. Performance report \<page_number>29\</page_number> 5.2 Enabling digital, data and technology In 2018-19, we: - Embedded our IT platform, Cirrus, and launched a new intranet; - Launched a new online reporting system for all our business as usual work and portfolio to make the process for internal reporting more efficient; and - Ran a ‘Knowledge and Information Roadshow’, which visited five locations across the country and encouraged BEIS staff to be knowledgeable about their work, ensuring good knowledge and information management supports our policy making and protecting information responsibly. 5.3 Deliver a workspace that supports and enables BEIS to deliver its objectives In 2018-19, we: - Upgraded the CCTV in 1 Victoria Street to ensure the security of all staff; - Improved our room booking service, with a better self-service user interface; and - Launched a new procurement model, which is streamlined and more user-friendly, enabling better analytics. 5.4 Using resources efficiently to deliver ministers’ strategic priorities In 2018-19, we: - Ensured that resources are appropriately allocated within the department and used effectively in the delivery of this plan and our priorities. Senior leaders have been provided with high-level oversight and governance of business planning, budgets and financial management, including cash management, forecasting, and - Continued to meet the 5% cash management forecast accuracy target set by HM Treasury and finished joint second in the cross-government league tables with an average monthly variance of 0.49%. Annual People Survey score on organisational objectives and purpose index <table> <thead> <tr> <td></td> <td>Oct 2018</td> <td>Oct 2017</td> <td>Oct 2016</td> </tr> </thead> <tbody> <tr> <td>Objective</td> <td>80%</td> <td>75%</td> <td>52%</td> </tr> </tbody> </table> Source: BEIS: Civil Service people survey 2018; release schedule: annual <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> <img>A hand holding a tablet with icons representing communication, collaboration, and information sharing.</img> \<page_number>30\</page_number> Annual report and accounts 2018-19 Performance against United Nations sustainable development goals The Sustainable Development Goals (SDGs) succeed the Millennium Development Goals (MDGs), which ended in 2015. They were developed by United Nations (UN) member states and include 17 global goals for 2016 – 2030. UK government departments are required to look within their single departmental plans to identify policies and programmes which support delivery of the SDGs. In summer 2019, the UK will present its voluntary national review of its delivery of the SDGs to the UN. In preparing the review document, BEIS took the lead in co-ordinating the chapters for goals 7, 9 and 13. The table below provides a summary of BEIS’ delivery against the SDGs in 2018-19. <table> <thead> <tr> <td>Sustainable development goals</td> <td>Progress in 2018-19</td> </tr> </thead> <tbody> <tr> <td><strong>Goal 1</strong><br>End poverty in all its forms</td> <td><strong>3.2 Promoting fairness in the labour market</strong><br>New rates for the National Living Wage were implemented in April 2018 and remain on-target to achieve the 2020 ambition to increase this to 57% of median earnings.<br>Consultation seeking views on ethnicity pay reporting by employers closed in January 2019 and the government response is being considered.</td> </tr> <tr> <td><strong>BEIS delivery area</strong><br><img>Justice icon</img></td> <td></td> </tr> <tr> <td><strong>Goal 5</strong><br>Achieve gender equality and empower all women and girls</td> <td><strong>3.1 Ensure businesses are run responsibly and transparently</strong><br>We continued to coordinate and support the Hampton-Alexander Review into FTSE women leaders. Female representation on FTSE 100 boards has risen by 2.5% since last year and on FTSE 350 boards it has risen by 2.4% since last year.</td> </tr> <tr> <td><strong>BEIS delivery area</strong><br><img>Justice icon</img></td> <td><strong>3.2 Promoting fairness in the labour market</strong><br>Evaluation of the BEIS and Government Equality Office (GEO) £1.5 million campaign to promote parental leave in Feb-Apr 2018 shows that it achieved its targets.<br>We have delivered on a commitment in the government’s response to the Taylor Review, and a previous concern of the Women and Equalities Select Committee, to extend redundancy protection from six months to five years on extending redundancy protection for pregnant women and new parents to cover the period of pregnancy and a period after, an extension of six months. It also set out more widely what the department is doing to tackle pregnancy and maternity discrimination.</td> </tr> </tbody> </table> Performance report <page_number>31</page_number> <table> <tr> <td>Sustainable development goals</td> <td>Progress in 2018-19</td> </tr> <tr> <td><strong>Goal 7</strong><br>Ensure access to affordable, reliable, sustainable and modern energy for all</td> <td><strong>4.1 Maximise the advantages from the global shift to clean growth for UK industry, through the new Clean Growth Grand Challenge</strong><br>The Heat Networks Investment Project (HNIP) was also launched in October and aims to increase the number of heat networks being built, deliver carbon savings and help create the conditions necessary for a sustainable heat network market to develop. HNIP provides a substantial amount of capital funding to support the development of heat networks in England and Wales.<br>In December we published ‘Clean growth: transforming heating - overview of current evidence’, which provided an overview of key issues identified by the government review of options for achieving long term decarbonisation.<br>The Offshore Wind Sector Deal was published in March 2019 https://www.gov.uk/government/publications/offshore-wind-sector-deal setting out the UK’s ambition for the sector to 2030. This coincided with the UK and Taiwan signing an MoU to further develop existing collaboration on Taiwan’s offshore wind industry.</td> </tr> <tr> <td><strong>BEIS delivery area</strong><br><img>Icon of a building with two people inside, representing BEIS delivery areas.</img></td> <td><strong>4.3 Deliver affordable energy for households and businesses</strong><br>From 1 January 2019, around 11 million households who had stayed loyal to energy suppliers pay a fairer price as the government’s price cap came into force. The cap will bring down the amount consumers have been overpaying to energy companies by £1 billion a year. The cap will remain in place until at least 2025 as energy suppliers and industry continue to work with the energy regulator Ofgem and BEIS to build an energy market that works better for all consumers.<br>We continue to ensure that people are given control over their energy bills through the provision of smart meters. There are now over 12.8 million smart and advanced meters operating across homes and businesses in Great Britain.<br>In June 2018, the Secretary of State made an announcement in the House relating to the decision not to proceed with Swansea Bay Tidal Lagoon. Extensive analysis concluded that the contract would be impacted by costs associated with taxation, which would be higher than alternative sources of low carbon power and that the contract would not provide value for money.<br>In November 2018, we published the guidance for CID Allocation Round 3, which will open on 29 May 2019 to eligible Pot 2 (less established) renewable technologies.</td> </tr> </table> <page_number>32</page_number> Annual report and accounts 2018-19 <table> <tr> <td>Sustainable development goals</td> <td>Progress in 2018-19</td> </tr> <tr> <td><strong>Goal 8</strong><br>Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all<br><img>BEIS delivery area logo</img></td> <td><strong>2.1 Promote the interests of UK businesses in EU and Euratom Exit negotiations</strong><br>In our EU Exit negotiations, we have sought to build the strengths we set out in our Industrial Strategy and to capitalise on the opportunities before us. We have focused on ensuring that the UK is the go-to place for scientists, innovators and tech investors across the world, working to secure the right outcome for the UK research base as we exit the EU and a close association with Euratom.<br><strong>2.2 Encourage inward investment</strong><br>BEIS has continued to attract investment into the UK by identifying innovative solutions to emerging trends and challenges both in the UK and globally, delivering on our vision for the future economy.<br>We have ensured the UK embraces global trends that will shape our rapidly changing future and harness all the opportunities they bring. Each Grand Challenge - from artificial intelligence, to food security, to mobility and ageing society - represents an open invitation to business, academia and civil society to work together to ensure the UK seizes these opportunities.<br><strong>3.2 Promote fairness in the labour market, improved working conditions and greater earning power for all</strong><br>We are implementing the recommendations from the Matthew Taylor review. BEIS laid secondary legislation to implement key elements of the Taylor Review package. We are now considering draft employment bill to take forward the outstanding elements. The Taylor Review Statutory Instruments were debated on 6 March.</td> </tr> <tr> <td><strong>Goal 9</strong><br>Build resilient infrastructure, promote inclusive and sustainable industrialisation and foster innovation<br><img>BEIS delivery area logo</img></td> <td><strong>1.1 Our Industrial Strategy: building a Britain fit for the future</strong><br>The Industrial Strategy sets out a long-term plan to boost the productivity and earning power of people in the UK by focusing on five foundations of our economy: people, places, skills, technology and places. In support of these foundations, this year we published the 'Local Industrial Strategies policy prospectus', which sets out the objectives, policy rationale and approach to developing local strategies.<br>Business Secretary Greg Clark appointed Andy Haldane as Chair of the Industrial Strategy Council - an independent body established to assess the government's delivery of the Industrial Strategy.<br>The Made Smarter Review made recommendations for industrial digitalisation which were included in the Industrial Strategy. Work is now progressing through delivery strategy.</td> </tr> </table> Performance report <page_number>33</page_number> <table> <tr> <td>Sustainable development goals</td> <td>Progress in 2018-19</td> </tr> <tr> <td colspan="2"> <strong>1.2 Investing in science, research and innovation</strong><br> A public consultation on the new Knowledge Exchange Framework was launched in January. The framework will benchmark how well universities are doing at fostering knowledge sharing and research commercialisation.<br> In January, UK Research and Innovation (UKRI) launched a programme, commissioned by BEIS, to develop the first national research and innovation infrastructure roadmap, based on an understanding of existing UK infrastructure (and key international facilities in which the UK participates), future needs and the UK’s role in global research and contributing investment priorities.<br> We launched the £300 million UKRI Future Leaders Fellowship Scheme – open to the best researchers around the world.<br> Industrial Strategy Challenge-Fund (ISCF) Wave 2 projects are now in delivery and the process to commission expressions of interest for wave 3 went live in February 2019. </td> </tr> <tr> <td colspan="2"> <strong>1.3 Support world leading sectors</strong><br> The Secretary of State launched the Nuclear Sector Deal in June 2018. The deal, worth over £200 million, will spearhead Britain’s move towards cleaner economic growth while promoting new opportunities in innovation to develop the skills needed to maintain the UK’s position as one of the world’s leading nuclear nations.<br> Construction at Hinckley Point C is bringing economic benefit to the South West as construction continues. Spending with South West businesses has now topped £1 billion, with a further £500 million to be spent in new contracts which have already been signed. 1,700 of the current workforce live in Somerset, of which 300 are under 35 years old.<br> In November 2018, we announced a sector deal with the AI sector. This £1 billion deal will deliver significant benefits for the forefront of the AI industry. Thanks to this deal, around 1,000 government-funded AI PhDs will be created and private firms will invest £300 million in the sector. Funding will be allocated for training for 8,000 specialist computer science teachers, along with £300 million for specialist AI research.<br> In December 2018 we published the Second Life Sciences Sector Deal, which contains significant action to transform the prevention, diagnosis and treatment of chronic diseases by 2030. We also published the Aerospace Sector Deal in December, which will support UK aerospace companies towards the global move towards hybrid-electric and electric propulsion and to exploit valuable emerging markets such as drones and urban air mobility. As reported under Goal 7, the Offshore Wind Sector Deal was published in March 2019. </td> </tr> <tr> <td colspan="2"> <strong>1.4 Supporting businesses to start and grow</strong><br> In October, we secured £31 million of new funding to deliver an £11 million SME leadership programme (2,000 individuals in one year, with aspiration for 10,000 per year by 2025) and £20 million to strengthen local networks.<br> The Business Basics Fund 2 was launched in January and makes available up to £2 million for trials to build evidence on how to encourage SMEs to adopt productivity boosting technology or management practice.<br> British Business Bank have also created a network of local managers to provide regional advice, ensuring that businesses can tie in to existing regional expertise or developing plans for specific industries.<br> Also, in January an Artificial Intelligence Memorandum of Understanding with Japan was announced. </td> </tr> </table> <page_number>34</page_number> Annual report and accounts 2018-19 <table> <thead> <tr> <th>Sustainable development goals</th> <th>Progress in 2018-19</th> </tr> </thead> <tbody> <tr> <td><strong>Goal 11</strong><br>Make cities and human settlements inclusive, safe, resilient</td> <td rowspan="2">1.5 Drive growth across the country<br><strong>BEIS delivery area</strong><img>A stylized sun with rays extending outward.</img></td> </tr> <tr> <td rowspan="2">Local industrial strategies, led by Mayoral Combined Authorities or Local Enterprise Partnerships (LEPs) promote the co-ordination of local economic policy and national funding streams and establish new ways of working between national and local government, and the public and private sectors.<br>In January, the Prime Minister chaired the second biannual Council of LEP Chairs. We published ‘Strengthened Local Enterprise Partnerships’ which sets out how government and LEPs will work together to strengthen leadership and cooperation at local level. The publication of this policy prospectus clarifies geography. In October we published the policy prospectus for Local Industrial Strategies, which sets out their objectives, the policy rationale and approach to their development.<br>The second wave of six local industrial strategies were announced in July 2018: Cheshire & Warrington, Heart of the South West, Leicester & Leicestershire, North East England, North West England and South East England. In December, we announced that the entire country will benefit from local industrial strategies with the rest of the LEPs forming the final third wave.<br>Plans to bring together the relevant work of HM Land Registry, Ordnance Survey, the Valuation Office Agency, the Hydrographic Office and Geological Survey through the co-ordination of the Geospatial Commission continues with the appointment in December 2018 of the Chair, Sir Andrew Dilnot, and the Deputy Chair, Nigel Gifford.</td> </tr> </tbody> </table> Performance report <page_number>35</page_number> <table> <tr> <td>Sustainable development goals</td> <td>Progress in 2018-19</td> </tr> <tr> <td><strong>Goal 12</strong><br>Ensure sustainable consumption and production patterns</td> <td><strong>4.2 Ensuring that our energy system is reliable and secure</strong><br>We are working with MHCLG on a Written Ministerial Statement in response to several consultations regarding Shale, including the BEIS- run Nationally Significant Infrastructure Project (NSIP) consultation.<br>The Shale Environmental Regulator Group (SERC) was launched on 5 October 2018. It brought the onshore oil and gas regulators (Environment Agency, Health and Safety Executive and the Oil and Gas Authority) together as a virtual regulatory group for the environmental aspects of shale gas exploration and production.<br>The 2018 Autumn Budget announced a £315 million Industrial Energy Transformation Fund to help businesses with high energy use to cut their bills and emissions and reduce carbon use through increased energy efficiency and the use of lower carbon energy and processes. In March 2019 BEIS launched an informal consultation to help design the fund. Its focus is particularly on the benefits and business cases for industrial customers.</td> </tr> <tr> <td><strong>BEIS delivery area</strong><br><img>A stylized icon of a person holding a clipboard.</img></td> <td>Following legal challenges to end a suspension of the Capacity Market, BEIS has worked with stakeholders, including the European Commission, to reinstate the scheme. Our Statutory Instrument to enable the T-1 auction was made on 9 April and the auction is scheduled for summer 2019.</td> </tr> <tr> <td><strong>Goal 13</strong><br>Take urgent action to combat climate change and its impacts</td> <td><strong>4.1 Maximise the advantages for UK industry from the global shift to clean growth through the new Clean Growth Grand Challenge, and take action on climate change</strong><br>We have continued to support the UK Climate Change Act through the Clean Growth Strategy and continued reduction in UK emissions. The first Green Great Britain Week 15–19 October 2018 highlighted the opportunities clean growth offers the UK and raised understanding of how business and the public can contribute to tackling climate change.<br>Following the report last October by the Inter-Governmental Panel on Climate Change (IPCC) on the impact of 1.5°C of warming, the UK commissioned its independent advisers, the Committee on Climate Change (CCC), to provide advice on its long-term targets. The CCC has subsequently recommended that the UK legislates for a net zero target and the government is committed to responding to this advice in a timeframe which reflects the urgency of this critical issue.</td> </tr> <tr> <td><strong>BEIS delivery area</strong><br><img>A stylized icon of a person holding a clipboard.</img></td> <td></td> </tr> </table> 36 Annual report and accounts 2018-19 # Financial review ## Expenditure: How expenditure is presented The Department’s expenditure is reported on two different bases in its Annual Report and Accounts: Statement of Comprehensive Net Expenditure and Statement of Parliamentary Supply. Statement of Comprehensive Net Expenditure. The Statement of Comprehensive Net Expenditure (SoCNE) [page 113] includes all operating income and expenditure relating to the Departmental Group. In 2018-19, the Departmental Group’s net operating expenditure amounted to (£34.4) billion and £13.6 billion for the core Department and agencies. This figure is shown separately by function, showing accounting standards and guidance which are explained in more detail in note 1.1 [page 123] and on a similar basis to those rules generally applied by private sector businesses. Statement of Parliamentary Supply. Each year, Parliament approves the total funds available to the department to spend against specific limits. The Statement of Parliamentary Supply (SoPS) [page 89] presents a total expenditure for our Departmental Group of (£34.2) billion and compares this with the Budget presented to Parliament of (£76.7) billion. These figures are calculated in accordance with HM Treasury’s Consolidated Budgeting Guidance, which differs in several respects with the accounting basis above. It is against these limits that the department, is held accountable for its performance and the use of taxpayers’ fund. The summaries and explanations of key movements below have been prepared on this basis, except where stated otherwise. ## Overview of expenditure in 2018-19 <table> <thead> <tr> <th></th> <th>2018-19 Outturn £m</th> <th>2018-19 Budget £m</th> <th>2017-18 Outturn £m</th> </tr> </thead> <tbody> <tr> <td>TME<sup>1</sup></td> <td>(94,221)</td> <td>(76,692)</td> <td>86,033</td> </tr> <tr> <td>Resource DEL</td> <td>1,546</td> <td>1,435</td> <td>1,774</td> </tr> <tr> <td>Capital DEL</td> <td>10,034</td> <td>10,996</td> <td>10,392</td> </tr> <tr> <td>Total DEL<sup>2</sup></td> <td>12,060</td> <td>12,930</td> <td>12,106</td> </tr> <tr> <td>Resource AME</td> <td>(105,865)</td> <td>(89,667)</td> <td>75,124</td> </tr> <tr> <td>Capital AME</td> <td>(616)</td> <td>(45)</td> <td>(1,197)</td> </tr> <tr> <td>Total AME</td> <td>(106,281)</td> <td>(89,622)</td> <td>73,927</td> </tr> </tbody> </table> Our Budget Framework <img>A flowchart diagram showing the budget framework for TME. It shows TME divided into Resource DEL and Capital DEL. Resource DEL is further divided into Programme DEL and Admin DEL. Capital DEL is further divided into General capital DEL and Financial transactions.</img> HM Treasury sets the overall budgetary framework for government spending. The total amount the department spends is referred to as its TME. Total Managed Expenditure. Budgets are classified as either AME: Annually Managed Expenditure; or DEL: Departmental Expenditure Limit. AME budgets are volatile or demand-led in a way that the department cannot control. HM Treasury do not set firm AME budgets in spending reviews, but the department monitors AME forecasts closely and these are updated annually. DEL budgets are understood and controllable. HM Treasury set firm limits for each type of DEL budget. This is done at spending reviews which occur every 3 to 5 years. DEL budgets are divided into RDEL: resource spend and CDEL: capital spend. The RDEL budget is further split into: - programme’ budgets for direct frontline service provision - ‘administration’ budgets for the running costs of the department such as back-office staff, rent and IT The CDEL budget is further split into: - ‘financial transactions’ for loans given or shares purchased - ‘general capital’ for spending on all other assets or investments ______________________________________________________________________ <sup>1</sup> The TME outturn is the total of Voted and Non-Voted in the Statement of Parliamentary Supply. <sup>2</sup> This expenditure is analysed in ‘Where we spent our money’ on pages 15 and 16. Performance report \<page_number>37\</page_number> This does not represent cash spend. The Departmental Group's performance in any year is significantly impacted by accounting 'fair value' movements, most significantly those included in the 'Resource AME' lines. These accounting adjustments are referred to as 'non-cash' and as such tend not to feature in conventional descriptions of departmental 'spending' of the kind shown in the Performance report. The largest movements are driven by changes in discount rates which have a highly material impact on the value of nuclear decommissioning and other provisions. The main categories of spend and variations in expenditure against budget and the prior year are explained in further detail below. Comparison of expenditure to prior years Our key areas of net expenditure for the last three years are shown in the table below. <table> <tr> <td></td> <td><strong>2018-19 £m</strong></td> <td><strong>2017-18 restated £m</strong></td> <td><strong>2016-17 restated £m</strong></td> </tr> <tr> <td>NDA</td> <td>(99,592)</td> <td>73,218</td> <td>5,082</td> </tr> <tr> <td>Science and research</td> <td>7,511</td> <td>6,740</td> <td>6,374</td> </tr> <tr> <td>Contracts for Difference</td> <td>(2,971)</td> <td>3,558</td> <td>(273)</td> </tr> <tr> <td>UK Research & Innovation (Innovate UK)</td> <td>1,052</td> <td>973</td> <td>801</td> </tr> <tr> <td>Coal Authority</td> <td>(1,993)</td> <td>1,545</td> <td>34</td> </tr> <tr> <td>Green Investment Bank and Green Infrastructure Platform</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>Renewable Heat Incentive</td> <td>818</td> <td>687</td> <td>545</td> </tr> <tr> <td>International Climate Finance</td> <td>321</td> <td>330</td> <td>333</td> </tr> <tr> <td>Post Office</td> <td>228</td> <td>140</td> <td>220</td> </tr> <tr> <td>Green Investment Bank sale receipts</td> <td>-</td> <td>(1,621)</td> <td>-</td> </tr> <tr> <td>Other</td> <td>384</td> <td>439</td> <td>2,304</td> </tr> <tr style="border-top: 1px solid black;"> <th>Total</th> <th><strong>(94,221)</strong></th> <th><strong>86,033</strong></th> <th><strong>16,265</strong></th> </tr> </table> While spending on areas such as UK Research & Innovation (Innovate UK), and International Climate Finance remains broadly consistent, there are three categories where expenditure shows a high variation in the current year. All of these are driven by accounting fair value movements to assets and liabilities, rather than in-year cash or other expenditure. These amounts can be volatile in years when inputs underlying accounting estimates, such as discount rates, are changed. These are explained in detail in the review of the Statement of Financial Position on the following pages as follows: Nuclear Decommissioning Authority (NDA) In addition to expenditure incurred in the period, changes to the discount rate assumption have decreased the provision values and resulted in a significant negative expense. A full explanation of the reasons behind this is set out in (a) Impact on changes in discount rate page 40 and (b) Nuclear Decommissioning Authority provisions on page 42. In the current year the change in discount rate alone accounted for a negative expense of (£96.0) billion (see also Financial Statements notes 4.3 and 19.1). Coal Authority The Authority has long-term future liabilities arising from its responsibilities arising from the ownership of abandoned coal mines. These are again highly sensitive to movements in discount rates, with an impact of (£2.6) billion in the year (see also Financial Statements notes 4.3 and 19.2). 38 Annual report and accounts 2018-19 Contracts for Difference (CfD) Fair value movements of (£2.0) billion recognised in the SoCNE have been driven by changes to inflation and forecast price inputs into the valuation model, and the deferred difference recognised during the year. This is further explained in (c) Contracts for Difference on page 43 and Financial Statements note 9. Comparison of Outturn against Budget <table> <thead> <tr> <th></th> <th colspan="2">Outturn</th> <th colspan="2">Budget</th> <th colspan="2">Variances</th> </tr> <tr> <th></th> <th>£m</th> <th>£m</th> <th>£m</th> <th>£m</th> <th>%</th> </tr> </thead> <tbody> <tr> <td>TME</td> <td>(94,221)</td> <td>(76,692)</td> <td>17,529</td> <td>22.9%</td> <td></td> </tr> <tr> <td>Resource DEL</td> <td>1,246</td> <td>1,434</td> <td>188</td> <td>13.1%</td> <td></td> </tr> <tr> <td>Capital DEL</td> <td>10,814</td> <td>11,496</td> <td>682</td> <td>5.9%</td> <td></td> </tr> <tr> <td>Total DEL</td> <td><strong>12,060</strong></td> <td><strong>12,930</strong></td> <td><strong>870</strong></td> <td><strong>6.7%</strong></td> <td></td> </tr> <tr> <td>Resource AME</td> <td>(105,865)</td> <td>(89,667)</td> <td>16,198</td> <td>18.1%</td> <td></td> </tr> <tr> <td>Capital AME</td> <td>(416)</td> <td>(456)</td> <td>461</td> <td>1.024%</td> <td></td> </tr> <tr> <td>Total AME</td> <td><strong>(106,281)</strong></td> <td><strong>(89,622)</strong></td> <td><strong>16,659</strong></td> <td><strong>18.6%</strong></td> <td></td> </tr> </tbody> </table> The variances are the TME (Voted and Non-Voted) against Budget (Voted and Non-Voted), this is different to the presentation in the SoPS which compares Voted Expenditure against Voted Budget. Explanations for the key variances from budget are as follows, split by budget line headings from the SoPS. Total Managed Expenditure (TME) Our TME budget was (£76.7) billion; against this the department had an outturn of (£94.2) billion. The difference of £17.5 billion resulted from lower than budgeted AME, primarily due to accounting valuation adjustments as explained below. Resource DEL The Estimate was £1.4 billion. Outturn against the Estimate was £1.2 billion; £188 million lower than budget due to a mixture of economies across various areas and organisations. The significant components include £71 million relating to economies on Science and Research budgets, including £50 million not required for potential impairments; £56 million on Government as a Shareholder part of which relates to additional income from the Official Receiver and £21 million net relating to NDA economies. Capital DEL The Estimate was £11.5 billion. Outturn against the Estimate was £10.8 billion; £882 million lower than budget. A significant proportion, £499 million of the underspend is attributed to limited capital calls by financial institutions under the Enterprise Financial Guarantees schemes operated by the British Business Bank on behalf of the Department. The extent of annual capital calls is not wholly predictable, as it is intrinsically linked to the financing needs of the underlying business. Resource AME The Estimate was (£29.7) billion, and outturn was (£105.9) billion, £16.2 billion lower than budget, principally due to accounting valuation adjustments, including: - The NDA’s nuclear decommissioning provision, where the changes in the long-term discount rates resulted in an Outturn of (£101.8) billion compared to an Estimate of (£39.0) billion. - The variance of £2.8 billion reflects the uncertainties when budgeting for the provision and represents less than 2.8% of the total change. - The Coal Authority provision, where the change in the long-term discount rates resulted in an Outturn (£2.0) billion compared to the Estimate of £2.0 billion, a variance of £4.0 billion. - CfD liabilities, which decreased by (£3.0) billion, from (£15.9 billion) to (£12.9 billion). This was £9.0 billion lower than the Estimate due to higher than budgeted wholesale electricity prices projections used in the updated price series to determine the year-end fair value. This translates into lower CfD liabilities for the department. - Capital AME The £461 million underspend on capital AME is almost entirely due to lower than expected demand by Post Office Limited for its working capital funding from the core Department at the year-end. <img>A bar chart showing variances between TME (Voted and Non-Voted) against Budget (Voted and Non-Voted).</img> \| Category \| Variance \| \|---\|---\| \| TME \| (£94,221) \| \| Resource DEL \| 1,246 \| \| Capital DEL \| 10,814 \| \| Total DEL \| 12,060 \| \| Resource AME \| (105,865) \| \| Capital AME \| (416) \| \| Total AME \| (106,281) \| \| Category \| Variance \| \|---\|---\| \| TME \| (£76.7) \| \| Resource DEL \| (£94.2) \| \| Capital DEL \| (£7.5) \| \| Total DEL \| (£94.2) \| \| Resource AME \| (£56) \| \| Capital AME \| (£56) \| \| Category \| Variance \| \|---\|---\| \| TME \| (£76.7) \| \| Resource DEL \| (£50) \| \| Capital DEL \| (£50) \| \| Total DEL \| (£50) \| \| Resource AME \| (£56) \| \| Capital AME \| (£56) \| \| Category \| Variance \| \|---\|---\| \| TME \| (£76.7) \| \| Resource DEL \| (£50) \| \| Capital DEL \| (£50) \| \| Total DEL \| (£50) \| \| Resource AME \| (£56) \| \| Capital AME \| (£56) The Estimate was £33.3 billion; outturn against estimate was £33.3 billion; £333 million lower than budget. A significant proportion of this underspend is attributed to limited capital calls by financial institutions under the Enterprise Financial Guarantees schemes operated by the British Business Bank on behalf of the Department. The extent of annual capital calls is not wholly predictable, as it is intrinsically linked to the financing needs of the underlying business. Resource AME The Estimate was (£33.3) billion; outturn was (£333) billion; £333 million lower than budget. A significant proportion of this underspend is attributed to limited capital calls by financial institutions under the Enterprise Financial Guarantees schemes operated by the British Business Bank on behalf of the Department. The extent of annual capital calls is not wholly predictable, as it is intrinsically linked to the financing needs of the underlying business. Capital AME The £333 million underspend on capital AME is almost entirely due to lower than expected demand by Post Office Limited for its working capital funding from the core Department at the year-end. Total Managed Expenditure (TME) Our TME budget was £76.7 billion; against this the department had an outturn of £94.2 billion. The difference of £17.5 billion resulted from lower than budgeted AME, primarily due to accounting valuation adjustments as explained below. Resource DEL The Estimate was £1.4 billion; outturn against estimate was £1.2 billion; £188 million lower than budget due to a mixture of economies across various areas and organisations. The significant components include £71 million relating to economies on Science and Research budgets, including £50 million not required for potential impairments; £56 million on Government as a Shareholder part of which relates to additional income from the Official Receiver and £21 million net relating to NDA economies. Capital DEL The Estimate was £11.5 billion; outturn against estimate was £10.8 billion; £882 million lower than budget. A significant proportion of this underspend is attributed to limited capital calls by financial institutions under the Enterprise Financial Guarantees schemes operated by the British Business Bank on behalf of the Department. The extent of annual capital calls is not wholly predictable, as it is intrinsically linked to the financing needs of the underlying business. Resource AME The Estimate was (£29.7) billion; outturn was (£105.9) billion; £16.2 billion lower than budget. A significant proportion of this underspend is attributed to limited capital calls by financial institutions under the Enterprise Financial Guarantees schemes operated by the British Business Bank on behalf of the Department. The extent of annual capital calls is not wholly predictable, as it is intrinsically linked to the financing needs of the underlying business. Capital AME The £461 million underspend on capital AME is almost entirely due to lower than expected demand by Post Office Limited for its working capital funding from the core Department at the year-end. Total Managed Expenditure (TME) Our TME budget was £76.7 billion; against this the department had an outturn of £94.2 billion. The difference of £17.5 billion resulted from lower than budgeted AME, primarily due to accounting valuation adjustments as explained below. Resource DEL The Estimate was £1.4 billion; outturn against estimate was £1.2 billion; £188 million lower than budget due to a mixture of economies across various areas and organisations. The significant components include £71 million relating to economies on Science and Research budgets, including £50 million not required for potential impairments; £56 million on Government as a Shareholder part of which relates to additional income from the Official Receiver and £21 million net relating to NDA economies. Capital DEL The Estimate was £11.5 billion; outturn against estimate was £10.8 billion; £882 million lower than budget. A significant proportion of this underspend is attributed to limited capital calls by financial institutions under the Enterprise Financial Guarantees schemes operated by the British Business Bank on behalf of the Department. The extent of annual capital calls is not wholly predictable, as it is intrinsically linked to the financing needs of the underlying business. Resource AME The Estimate was (£29.7) billion; outturn was (£105.9) billion; £16.2 billion lower than budget. A significant proportion of this underspend is attributed to limited capital calls by financial institutions under the Enterprise Financial Guarantees schemes operated by the British Business Bank on behalf of the Department. The extent of annual capital calls is not wholly predictable, as it is intrinsically linked to the financing needs of the underlying business. Capital AME The £461 million underspend on capital AME is almost entirely due to lower than expected demand by Post Office Limited for its working capital funding from the core Department at the year-end. Total Managed Expenditure (TME) Our TME budget was £76.7 billion; against this the department had an outturn of £94.2 billion. The difference of £17.5 billion resulted from lower than budgeted AME, primarily due to accounting valuation adjustments as explained below. Resource DEL The Estimate was £1.4 billion; outturn against estimate was £1.2 billion; £188 million lower than budget due to a mixture of economies across various areas and organisations. The significant components include £71 million relating to economies on Science and Research budgets, including £50 million not required for potential impairments; €€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€ € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Total Managed Expenditure (TME) Our TME budget was £76.7 billion; against this the department had an outturn of £94.2 billion. The difference of £17.5 billion resulted from lower than budgeted AME, primarily due to accounting valuation adjustments as explained below. Resource DEL The Estimate was £1.4 billion; outturn against estimate was £1.2 billion; £188 million lower than budget due to a mixture of economies across various areas and organisations. The significant components include £71 million relating to economies on Science and Research budgets, including £50 million not required for potential impairments; EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE EEEEEE Performance report \<page_number>39\</page_number> Expenditure on official development assistance Official Development Assistance (ODA) is government aid that targets economic development in developing countries. To maximise effectiveness, we aim to use monitoring, evaluation and learning to identify opportunities for improvement. ODA spend is reported on a calendar year and cash basis. BEIS' total ODA spend in 2018 was £851 million. £533 million relating to research and innovation and the rest, £318 million on climate and energy. A further breakdown of spend by sector is presented in the table below. \| Sector code \| Sector \| 2018 £m \| \|---\|---\|---\| \| 111 \| Education, Level Unspecified \| 53.8 \| \| 113 \| Secondary Education \| 1.5 \| \| 114 \| Post-Secondary Education \| 7.1 \| \| 121 \| Health, General \| 102.3 \| \| 122 \| Basic Health \| 0.2 \| \| 123 \| Non-communicable diseases \| 0.1 \| \| 140 \| Water and supply sanitation \| 0.1 \| \| 151 \| Government & Civil Society general \| 8.5 \| \| 160 \| Other Social Infrastructure & Services \| 0.6 \| \| 210 \| Transport & Storage \| 3.3 \| \| 230 \| Energy \| 3.8 \| \| 231 \| Energy Policy \| 52.5 \| \| 232 \| Energy generation, renewable sources \| 36.7 \| \| 233 \| Energy generation, non-renewable sources \| 0.3 \| \| 250 \| Business & Other Services \| 0.1 \| \| 311 \| Agriculture \| 73.4 \| \| 312 \| Forestry \| 0.0 \| \| 313 \| Fishing \| 0.8 \| \| 321 \| Industry \| 19.3 \| \| 410 \| Good Environment Protection \| 96.9 \| \| 430 \| Other Multi-sectoral \| -269.2 \| \| 510 \| General budget support \| 8.6 \| \| 910 \| Administrative Costs of Donors \| 5.8 \| \| 998 \| Unallocated/unspecified \| -112.0 \| Total: 851.1 Notes <sup>1.</sup> The BEIS ODA spend for 2018 provided are provisional. The final official statistics will be published by the Department for International Development in November 2019. <sup>2.</sup> The provisional official statistics for ODA published by DFID may be found in the publication 'Provisional UK Official Development Assistance as a Proportion of Gross National Income' https://www.gov.uk/government/statistics/statistics-on-international-development/provisional-official-aid-spend-2018 <sup>3.</sup> Sector codes used by the UK Department for International Development (DAC) http://www.oecd.org/dac/stats/purposecodeclassifcation.htm Provisional expenditure by DAC 5 sector code \<page_number>40\</page_number> Annual report and accounts 2018-19 Consolidated statement of financial position The Department remains in a net liability position, however, there has been a significant decrease in the Department's net liability position from the prior year. This is driven by changes to discount rates and the impact of those changes on nuclear decommissioning provisions. The most significant assumptions and balance underlying the Statement of Financial Position are: (a) Impact of changes in discount rates \| Category \| 2018-19 \| 2017-18 \| Rationale \| \|---\|---\|---\|---\| \| Nuclear decommissioning provisions \| \| \| \| \| Short-term < 2 years \| -1.22% \| -2.42% \| Set by HM Treasury Public Expenditure System (PES) Secretariat \| \| Short-term 2 - 5 years \| -1.31% \| -2.42% \| 7 December 2018 \| \| Medium-term 6 - 10 years \| -0.94% \| -1.85% \| \| Long-term > 10 years \| -0.11% \| -1.56% \| \| CFD financial instruments \| \| \| \| \| Real rate (as contracts are in real terms) \| +0.70% \| +0.70% \| As above \| \| Coal pensions \| \| \| \| \| Real rate = 3% RPI (as contractual figures are in nominal values) \| +3.70% \| +3.70% \| As above: financial instruments discount rate (non-indexed) \| \| Repayable Launch Investments \| \| \| \| \| Higher of the implicit rate of return or the financial instrument’s rate \| +3.50% + RPI 2.60% \| +3.50% + RPI 2.45% \| Risk-free rate for government investment appraisal set by HM Treasury Green Book, adjusted for inflation \| Notes 1. HM Treasury provided Nominal and Inflation rates for discounting provisions for 2018-19, rather than Real rates as they have in prior years. The values above are real rates for 2018-19 and 2017-18 taking into account the nominal and inflation rates for 2018-19. Further details of the nominal and inflation rates are given in the Departmental Group Accounting Policies note 1.23. Some of our priorities carry obligations that are very long-term and will involve expenditure over decades to come. The eventual costs of these long-term projects are uncertain but we are required to present a single number in the annual accounts. This single number is based on our best estimate of costs, technology and other relevant factors, adjusted to reflect the changing value of money over time. The worth of the Department's future cash flows are calculated at present value in accordance with accounting standards. This present value reflects the time value of money. The accounts use a number of different discount rates depending on the nature of the transaction and the regulation applicable. In the past, the time value of money has usually been positive which means money could be invested in the present for a return in the future that would exceed the rate of inflation – this is known as a positive 'real' return. Government bonds are seen as a low risk form of investments. Usually, therefore, government bonds bring a lower rate of return than other investments. As bonds pay a fixed cash amount when they mature, the higher the price paid for the bonds now, the lower the rate of return is considered to be. Following the global financial crisis, demand for lower-risk investments increased, particularly government bonds. As a result, the price of government bonds rose. This has resulted in government bonds providing a negative real rate of return. The long-term discount rate has been negative since 2015. In 2018-19, the long-term discount rate remains negative but not to as significant extent as in prior years. ______________________________________________________________________ a. Impact of change in discount rates b. Nuclear Decommissioning Authority provision; and c. Contracts for Difference. A fuller explanation of the nature of these matters is set out below When negative discount rates are applied to the Department's long-term obligations, this has the effect of significantly increasing the reported value of the liabilities, however, with the decrease of the negative discount rate this has resulted in a decrease in the report value of the liabilities this year. Even when the cash the Department expects to pay has not changed substantially, year on year. But not all rates are negative. For investment appraisal government continues to use positive rates, to ensure that projects are correctly appraised and generate future benefits. Our account use positive discount rates to determine the present value of future income generated from assets and investments. When positive rates have been used to discount future cash receipts, then the present value of them is lower than the cash the department will receive. The following tables set out the specific material balances in our accounts that have been discounted. The impact of the discounting can be assessed by comparing the discounted value with the undiscounted value. Impact on assets Assets have been discounted at positive rates. For financial instruments we are required to use the prescribed HM Treasury discount rate of 0.7% real and 3.7% nominal, or the rate of return implicit in the contract if higher. For the repayable launch investments, we assessed the implicit rate to be 3.5% plus RPI, 2018-19: RPI was 2.60% (2017-18: RPI was 2.45) giving an implicit rate of 6.10% (2017-18: 5.95%). <table> <thead> <tr> <th>Category</th> <th>2018-19 Discounted assets</th> <th>2018-19 Undiscounted assets</th> <th>2018-19 Impact of discounting</th> <th>2017-18 Discounted assets</th> <th>2017-18 Undiscounted assets</th> <th>2017-18 Impact of discounting</th> </tr> </thead> <tbody> <tr> <td></td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> </tr> <tr> <td>Repayable launch investments</td> <td>1,058</td> <td>1,348</td> <td>(393)</td> <td>1,047</td> <td>1,540</td> <td>(493)</td> </tr> <tr> <td>Coil pensions</td> <td>920</td> <td>1,058</td> <td>(338)</td> <td>1,033</td> <td>1,207</td> <td>(174)</td> </tr> </tbody> </table> Impact on provisions Both the Nuclear Decommissioning Authority and the Coal Authority have long-term provisions relating to the expected future cost of managing the energy legacy. The negative discount rates have increased the present value of future cash flows significantly. <table> <thead> <tr> <th>Category</th> <th>2018-19 Discounted liability</th> <th>2018-19 Undiscounted liability</th> <th>2018-19 Impact of discounting</th> <th>2017-18 Discounted liability</th> <th>2017-18 Undiscounted liability</th> <th>2017-18 Impact of discounting</th> </tr> </thead> <tbody> <tr> <td></td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> </tr> <tr> <td>NDA nuclear provision</td> <td>129,709</td> <td>123,311</td> <td>6,398</td> <td>233,282</td> <td>120,165</td> <td>113,117</td> </tr> <tr> <td>Coil Authority provision</td> <td>2,299</td> <td>2,174</td> <td>125</td> <td>4,328</td> <td>1,902</td> <td>2,426</td> </tr> </tbody> </table> Impact on financial instruments The fair value of the Contracts for Difference (CfD) obligation disclosed in the accounts is adjusted using the 0.7% real term discount rate. Each year, the fair value of the CfD is reassessed to reflect changes in the expected cash payments that will be made over the life of the contracts, and then the updated expected cash payments are discounted. <table> <thead> <tr> <th>Category</th> <th>2018-19 Discounted liability</th> <th>2018-19 Undiscounted liability</th> <th>2018-19 Impact of discounting</th> <th>2017-18 Discounted liability</th> <th>2017-18 Undiscounted liability</th> <th>2017-18 Impact of discounting</th> <th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><ths>CfD liability £m<page_number>(35,249)</ths>CfD liability £m<page_number>(37,176)</ths>CfD liability £m<page_number>(1,927)</ths>CfD liability £m<page_number>(39,201)</ths>CfD liability £m<page_number>(41,603)</ths>CfD liability £m<page_number>(2,402)</ths>CfD liability £m<page_number>(46,666)</ths>CfD liability £m<page_number>(55,566)</ths>CfD liability £m<page_number>(64,466)</ths>CfD liability £m<page_number>(74,366)</ths>CfD liability £m<page_number>(84,266)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD liability £m<page_number>(94,566)</ths>CfD <img>A table showing data related to financial instruments.</img> Performance report \<page_number>41\</page_number> \<page_number>42\</page_number> Annual report and accounts 2018-19 (b) Nuclear Decommissioning Authority provisions NDA is responsible for 17 nuclear licensed sites across the country, with a range of facilities including former nuclear power stations, research reactors, nuclear fuel fabrication and reprocessing facilities. Some of these sites date from the earliest days of nuclear power. Unlike modern nuclear facilities, decommissioning of these sites was not built into plans or designs. Decommissioning of sites will take many decades. In part, this is because plans often include periods of ‘care and maintenance’, where sites are made safe and put into an interim state, allowing residual amounts of radioactive material to decay over time. By doing this, the final stages of decommissioning will be easier and safer to complete. NDA’s best estimate of the future costs of the estate over the next 100+ years on an undiscounted basis is £123.3 billion. This figure is based on dealing with an assumed inventory of materials with varied radiological characteristics, and using the extant strategy for retrieval and disposal of the resulting materials over several decades. Each of these elements is uncertain in its own right – the cost of developing the necessary technology and plants to deal with these activities is also uncertain. The quality of the forecast becomes less certain the longer the projection. NDA has reviewed the methodologies used in the calculation, taking into account HM Treasury Green Book guidance and the need to remove optimism bias. Projects like these could typically have a range of estimates from -50% to +300%. In light of uncertainties in the estimate, NDA considers it prudent to present a credible range of outcomes. The range presented for the current year is for undiscounted costs of £99 billion to £232 billion. NDA provision: forecast undiscounted expenditure <img>A line graph showing NDA provision: forecast undiscounted expenditure. The x-axis shows years from 2018 to 2138. The y-axis shows £ million from 0 to 3,500. There are two lines: - A blue line labeled 'Sellafield' representing Sellafield. - A grey line labeled 'Rest of programme'. The graph shows a peak around 2028 for both lines, followed by a decline until 2038, then a slight rise again until 2118, after which it drops sharply. The 'Rest of programme' line remains relatively flat from 2028 onwards. Legend at bottom left: ■ Sellafield ■ Rest of programme.</img> £ million Performance report \<page_number>43\</page_number> c) Contracts for Difference CfDs are designed to incentivise investment in a mix of low carbon electricity generation technologies which will help the UK meet its renewable and decarbonisation targets. CfDs do this by agreeing with a generator a strike price for electricity, which they provide, providing certainty needed for private investment, while protecting consumers from having to continue to pay higher support costs when electricity prices are high. The support payments paid (or repaid) in future will be calculated from the difference between the strike price and the market reference price prevailing at the time. Low Carbon Contracts Company (LCCC) Difference payments under the CfDs are funded through a levy paid by licensed energy suppliers. The LCCC is the company established by Government to collect this levy, manage the CfDs and pay or receive the contracted difference payments. The LCCC is managing all 54 recognised CfD contracts. Accounting for fair value (FV) In order to comply with the relevant accounting standards, the Department is required to estimate the ‘fair value’ of future CfD payments. Difference payments under CfDs can be positive (an asset) or negative (a liability) and are currently recognised as a liability. The matching asset arising from the statutory obligation on suppliers is not recognised under accounting standards. The CfD ‘fair value’ is calculated using a model that forecasts the rate of generation, expected demand for electricity and electricity prices over the term of the contract. The figures in the financial statements represent management’s best current estimate within a range of scenarios and will be subject to change over time. In accordance with accounting standards the initial fair value of any contract is deferred i.e. not recognised in the accounts. The total deferred fair value of CfDs disclosed in the accounts was £22.3 billion on 31 March 2019. The Department recognises all subsequent movements of fair value on CfD contract recognised in the accounts, whose cumulative value was £35.2 billion by 31 March 2019, through the Statement of Comprehensive Net Expenditure; and recognises a liability, which was £12.9 billion as at 31 March 2019, on the Statement of Financial Position. The movements in year are presented in the tables below. Further details on the CfDs can be found in note 9 on pages 152 to 160. Movements in fair value of CfDs recognised in the Accounts¹ <table> <thead> <tr> <th></th> <th>2018-19 £ bn</th> <th>2017-18 £ bn</th> </tr> </thead> <tbody> <tr> <td><strong>1 April</strong></td> <td>39.2</td> <td>31.4</td> </tr> <tr> <td>Changes in FV on exiting<br>recognised contracts</td> <td>(2.7)</td> <td>3.7</td> </tr> <tr> <td>Additions</td> <td>-</td> <td>4.6</td> </tr> <tr> <td>Release of CfD liability relating<br>to terminated contracts</td> <td>(0.3)</td> <td>-</td> </tr> <tr> <td>Payments made to generators</td> <td>(1.0)</td> <td>(0.5)</td> </tr> <tr> <td><strong>31 March</strong></td> <td><strong>35.2</strong></td> <td><strong>39.2</strong></td> </tr> <tr> <td><strong>Notes</strong></td> <td colspan="2"></td> </tr> <tr> <td colspan="3">¹ The tables exclude the fair value of Hinkley Point C, which is not recognised in the accounts as explained below.</td> </tr> </tbody> </table> Effect on the Statement of Financial Position of CfDs recognised in the Accounts² <table> <thead> <tr> <th></th> <th>2016-17 £ bn</th> <th>2017-18 £ bn</th> </tr> </thead> <tbody> <tr> <td><strong>1 April</strong></td> <td><strong>15.9</strong></td> <td><strong>12.3</strong></td> </tr> <tr> <td>Changes in FV on exiting<br>recognised contracts</td> <td>(2.7)</td> <td>3.7</td> </tr> <tr> <td>Release of CfD liability relating<br>to terminated contracts</td> <td>(0.0)</td> <td>-</td> </tr> <tr> <td>Payments made to generators</td> <td>(1.0)</td> <td>(0.5)</td> </tr> <tr> <td><strong>Deferred differences<br>recognised</strong></td> <td><strong>0.7</strong></td> <td><strong>0.4</strong></td> </tr> <tr> <td><strong>31 March</strong></td> <td><strong>12.9</strong></td> <td><strong>15.9</strong></td> </tr> <tr> <td><strong>Notes</strong></td> <td colspan="2"></td> </tr> <tr> <td colspan="3">¹ The tables exclude the fair value of Hinkley Point C, which is not recognised in the accounts as explained below.</td> </tr> </tbody> </table> \<page_number>Notes 9/22\</page_number> \<page_number>Notes 9/22 \<page_number>44\</page_number> Annual report and accounts 2018-19 Effect on the Statement of Comprehensive Net Expenditure of CfDs recognised in the Accounts <table> <thead> <tr> <td></td> <td>31 March 2019 £ bn</td> <td>31 March 2018 £ bn</td> </tr> </thead> <tbody> <tr> <td>Contracts for difference derivatives</td> <td>(2.0)</td> <td>4.1</td> </tr> <tr> <td>Comprising:</td> <td></td> <td></td> </tr> <tr> <td>Changes in FV on existing recognised contracts</td> <td>(2.7)</td> <td>3.7</td> </tr> <tr> <td>Release of CFD liability relating to terminated contracts</td> <td>(0.0)</td> <td></td> </tr> <tr> <td>Deteriorated differences recognised</td> <td>0.7</td> <td>0.4</td> </tr> <tr> <td><strong>Contract for difference derivatives total</strong></td> <td><strong>(2.0)</strong></td> <td><strong>4.1</strong></td> </tr> </tbody> </table> Hinkley Point C The CFD contract for Hinkley Point C (HPC) was signed in September 2016, but it has not been recognised in the accounts for reasons explained in note 9 to the accounts. The Department’s best estimate of fair value at 31 March 2019 was £30.3 billion. Our charging policy: Our core Department provides only a limited number of services for which it charges fees. Any such fees are set to comply with the cost allocation and charging requirements set out in HM Treasury and Office of Public Sector Information guidance. The Insolvency Service sets its fees to recover costs. It has a range of fees covering three areas: - case administration, where fees reflect the average costs of administering bankruptcy cases and compulsory company liquidation cases and also the average cost of completing debt relief orders; - insolvency practitioner regulations, where fees include the cost of authorising and monitoring insolvency practitioners and registering individual voluntary arrangements; - estate accounting, where fees reflect the cost of financial transactions on insolvency cases using the Insolvency Service account. Details of charging policies relating to partner organisations may be found in their respective published accounts. Performance report \<page_number>45\</page_number> # Sustainability report We are committed to sustainability in the way we make policy and procure goods and services. We are also committed to environmental sustainability, and as part of the Greening Government Commitments, we report on our greenhouse gas emissions, water use, paper use and waste. ## Environmental sustainability Greenhouse gas emissions Our BEIS Green Guardians network supports BEIS in monitoring our energy consumption and in plans to introduce further energy-saving measures. Waste We installed bins for recycling a variety of materials and plan to eradicate the majority of single-use consumer plastics. Water and paper We recently received accreditation to ISO 50001 (energy management) and ISO1400 (environmental management). We will be reviewed annually against these standards and we will seek continuous improvement in both. We have a closed paper cycle whereby all paper is recycled for reuse. Food and catering We are committed to sustainable, and where possible, British food products. We are working to eliminate, the majority of single-use consumer plastics from our catering provision. Sustainable construction We have had no new builds in the last year. We work with the Government Property Agency who hold our leases to ensure any construction work prioritises sustainability and reaches the government’s buying standard. Biodiversity and the natural environment We have no significant impact on biodiversity. However, site license companies managing NDA nuclear sites are contractually required to have suitable biodiversity action plans in place. ## Sustainable procurement Suppliers We used the Crown Commercial Service framework to procure our goods and services. The procurement service works with its partners to ensure sustainability goals are achieved. Engagement with small and medium enterprises We are committed to meeting the government target of 33% direct procurement and through the supply chain by the end of 2022. In 2018-19, the share of procurement made directly with SMEs was 31.8%, of which the core Department’s share was 24.1%. In 2017-18, the share of the procurement made directly with SMEs was 28.4%, of which the core Department’s share was 20.8%. Prompt payments We have a policy to pay 80% of undisputed invoices within five days with the remainder paid in 30 days. In 2018-19, the core Department paid 94.8% of undisputed invoices within five days and 98.3% within 30 days. The most common reasons for invoices to be put on hold are due amounts on the purchase order not matching receipts, or a supplier has had a change of address which does not trigger payment. Other issues need to be checked before payments are made. ______________________________________________________________________ 3 Entities include the core Department and all commercially active Arm’s Length Bodies of BEIS: 1) core Department, 2) ACAS, 3) Civil Nuclear Constabulary, 4) Cost Authority, 5) Committee on Climate Change, 6) Companies House, 7) Intellectual Property Office, 8) Insolvency Service, 9) Land Registry, 10) Low Carbon Contracts Company, 11) Met Office, 12) National Nuclear Laboratory, 13) National Physical Laboratory, 14) Oil & Gas Authority, 15) Ordnance Survey, 16) UK Atomic Energy Authority, 17) UK Research and Innovation, 18) UK Space Agency, 19) UK Shared Business Services. \<page_number>46\</page_number> Annual report and accounts 2018-19 Sustainability in policy development Rural proofing Our Industrial Strategy policy outlines government plans to increase productivity and economic growth – this is across every part of the country. It covers rural issues, including shortage of work premises, slow internet connections and a lack of knowledge transfer between business communities spread across wide areas. Rural proofing is built into our impact assessments. Climate change adaptation Climate change adaptation refers to adapting to the consequences of climate change. We contribute to the cross-government National Adaptation Plan, published every five years. It sets out how risks of extreme weather events will be managed (e.g. flood resilience measures) for communities, the built environment, businesses and local government. Progress on Greening Government Commitments <table> <thead> <tr> <th>Targets by 2019-20, compared to 2009-10 baseline</th> <th>Progress in 2018-19</th> </tr> </thead> <tbody> <tr> <td>Total greenhouse gas emissions: reduce by 66%</td> <td>↓ 64.75%</td> </tr> <tr> <td>Domestic flights: reduce by 30%</td> <td>↓ 44.26%</td> </tr> <tr> <td>Volume of water used: reduce generally</td> <td>↓ 59.11%</td> </tr> <tr> <td>Reams of paper procured: reduce by 30%</td> <td>↓ 83.83%</td> </tr> <tr> <td>Total non-hazardous waste generated: reduce generally</td> <td>↓ 71.66%</td> </tr> <tr> <td>Waste to landfill: reduce proportion to 10%</td> <td>14.04% in 2018-19</td> </tr> <tr> <td>Waste recycled/reused: increase generally</td> <td>↑ 6.04%</td> </tr> </tbody> </table> Notes: 1. 66% is the new 2020 target for BEIS. The original 2020 target of 40% has been exceeded; in 2016-17, we had achieved 51% reduction. Further information is available at the Greening Government Commitments page on GOV.UK. Performance report \<page_number>47\</page_number> Greening Government Commitments data¹ <table> <tr> <td><strong>Greenhouse gas emissions</strong></td> <td><strong>2018-19</strong></td> <td><strong>2017-18</strong></td> <td><strong>2016-17</strong></td> <td><strong>Baseline</strong></td> <td><strong>2009-10</strong></td> </tr> <tr> <td><strong>Emissions (tonnes of CO<sub>2</sub>)</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Emissions scope 1²</td> <td>6,644</td> <td>8,007</td> <td>6,109</td> <td>17,837</td> <td></td> </tr> <tr> <td>Emissions scope 2³ and 3⁴</td> <td>16,037</td> <td>22,325</td> <td>25,480</td> <td>46,507</td> <td></td> </tr> <tr> <td><strong>Emissions total</strong></td> <td><strong>22,681</strong></td> <td><strong>30,332</strong></td> <td><strong>31,589</strong></td> <td><strong>64,344</strong></td> <td></td> </tr> <tr> <td><strong>Related energy consumption (kWh)</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Electricity: non-renewable</td> <td>28,660,707</td> <td>29,221,350</td> <td>30,360,293</td> <td>45,323,891</td> <td></td> </tr> <tr> <td>Electricity: renewable</td> <td>15,595,594</td> <td>17,428,973</td> <td>19,540,688</td> <td>38,675,792</td> <td></td> </tr> <tr> <td>Gas</td> <td>20,347,275</td> <td>36,185,503</td> <td>29,071,359</td> <td>62,905,227</td> <td></td> </tr> <tr> <td>District heating</td> <td>113,953</td> <td>148,220</td> <td>124,776</td> <table border="1"> <!-- Empty table --> </table>                                                                 <!-- Empty table --> </table> <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/>  <br/> &&nbsp<br/><table border="1"><tbody><tr><th>Total energy consumption (kWh)</th><th style="text-align: right;">73,927,759</th><th style="text-align: right;">89,809,439</th><th style="text-align: right;">81,761,497</th><th style="text-align: right;">156,770,023</th></tr><tr><th style="text-align: left;">Related expenditure (£k)</th><th style="text-align: right;"></th><th style="text-align: right;"></th><th style="text-align: right;"></th><th style="text-align: right;"></th></tr><tr><th style="text-align: left;">Expenditure on energy</th><th style="text-align: right;">7,460</th><th style="text-align: right;">6,755</th><th style="text-align: right;">8,467</th><th style="text-align: right;">n/a</th></tr><tr><th style="text-align: left;">Expenditure on CAC licence</th><th style="text-align: right;">298</th><th style="text-align: right;">598</th><th style="text-align: right;">497</th><th style="text-align: right;">n/a</th></tr><tr><th style="text-align: left;">Expenditure on official business travel²)</th><th style="text-align: right;">13,257</th><th style="text-align: right;">7,559</th><th style="text-align: right;">11,660</th><th style="text-align: right;">n/a</th></tr><tr><th style="text-align: left;">Total expenditure on energy and business travel</th><th style="text-align: right;">21,015</th><th style="text-align: right;">14,912</th><th style="text-align: right;">18,624</th><th style="text-align: right;">n/a.</th></tr></tbody></table>&nb... </table> <table border="1"> <!-- Domestic business travel flights --> <!-- Total number of flights --> <!-- Waste generated (tonnes) --> <!-- Total waste generated --> <!-- non-hazardous waste: to landfill --> <!-- non-hazardous waste: reused/recycled --> <!-- non-hazardous waste: composted/biodigestion --> <!-- ICT waste reused --> <!-- ICT waste recycled --> <!-- incinerated energy from waste --> <!-- reams of paper procured --> <!-- Total disposal cost (£k) --> <!-- Water consumption (m³) --> <!-- Water supply and sewage costs (£k) --> <table border="1"> <!-- Water consumption (m³) --> <!-- Water supply and sewage costs (£k) --> <table border="1"> <!-- Water consumption (m³) --> <!-- Water supply and sewage costs (£k) --> <table border="1"> <!-- Water consumption (m³) --> <!-- Water supply and sewage costs (£k) --> <table border="1"> <!-- Water consumption (m³) --> <!-- Water supply and sewage costs (£k) --> <table border="1"> <!-- Water consumption (m³) --> <!-- Water supply and sewage costs (£k) --> <table border="1"> <!-- Water consumption (m³) --> <!-- Water supply and sewage costs (£k) --> <table border="1"> <!-- Water consumption (m³) --> <!-- Water supply and sewage costs (£k) --> <table border="1"> <!-- Water consumption (m³) --> <!-- Water supply and sewage costs (£k) --> <table border="1"> <!-- Water consumption (m³) --> <!-- Water supply and sewage costs (£k) --> <table border="1"> <!-- Water consumption (m³) --> <!-- Water supply and sewage costs (£k) --> <table border="1"> <!-- Water consumption (m³) --> <!-- Water supply and sewage costs (£k) --> <table border="1"> <!-- Water consumption (m³) --> <!-- Water supply and sewage costs (£k) --> <page_number>48</page_number> Annual report and accounts 2018-19 Other required performance reporting Anti-bribery and anti-corruption No cases of bribery or corruption were identified within BEIS this year. We have made good progress, working with other departments and law enforcement agencies to identify and implement best practice. We will continue to emphasise the importance of effective anti-bribery and corruption practices both in the UK and in any overseas’ operations we fund. BEIS policies and controls are being refreshed to include more up to date and relevant advice to identify and prevent potential instances of bribery, corruption and non-compliance as well as clearly defining appropriate reporting routes. These will be made available to all BEIS staff and our suppliers. Public correspondence <img>Bar chart showing public correspondence data from April to March 2019. X-axis: months (Apr, May, Jun, Jul, Aug, Sep, Oct, Nov, Dec, Jan, Feb, Mar) Y-axis: number of written enquiries received (547 to 992). Legend: No. of written enquiries received (blue bars). % with response within 15 days (text labels next to each bar: e.g., 81%, 80%, etc.) </img> We aim to respond to 80% of our correspondence within 15 working days. In 2018-19, we received 9,406 written enquiries from MPs, Peers and members of the public. We responded to 76% of cases within 15 working days. The table above shows our monthly performance. Complaints to the Parliamentary Ombudsman <table> <thead> <tr> <th>No. complaints accepted for investigation</th> <th>9</th> </tr> </thead> <tbody> <tr> <td>(a) Investigations fully upheld</td> <td>1</td> </tr> <tr> <td>(b) Investigations partly upheld</td> <td>0</td> </tr> <tr> <td>(c) Investigations not upheld</td> <td>8</td> </tr> </tbody> </table> The data in the table to the left has been obtained from the Parliamentary Ombudsman Annual Report for 2017-18, the latest available. The Ombudsman only accepts complaints that have been through our complaints process. We aim to answer all formal complaints via complaints@beis.gov.uk within 20 working days. Only a small percentage of complaints we receive are escalated to the Ombudsman. % with response within 15 days Performance report \<page_number>49\</page_number> Advertising campaigns We ran three major advertising campaigns to support the ‘A Fair Workplace’ initiative. <img>A poster with the text "DID YOU GET A PAY RISE?" and an illustration of a worker holding a box.</img> National minimum wage and living wage The National Living and Minimum Wage campaign launched in April and ran for six months. The campaign was designed to raise awareness of the wage increase from April 2018, to encourage workers to check their pay and secure the increase from employers. The £1.3 million campaign included advertising on radio, poster sites and social media, and drove more than 600,000 visits to the campaign website. It also urged those persistently underpaid to complain to HMRC to investigate employers. <img>A poster with the text "Shared Parental Leave" and an illustration of a woman and a man.</img> Shared parental leave BEIS, together with the Gender Equalities Office launched phase 2 of the Shared Parental Leave campaign in February 2019. It was designed to spark conversations between parents and encourage employers to promote it in the workplace. The £0.25 million campaign was aimed at expectant mums in England, Scotland and Wales. It included online advertising through social media and targeted titles, supported with in-house PR to national and consumer media. The campaign website (www.gov.uk/sharedleave) featured advice and case studies of parents who have already taken shared parental leave. The campaign is expected to drive around 80,000 visits to information pages on GOV.UK. <img>A poster with the text "HOLIDAY PAY" and an illustration of a worker wearing a hard hat.</img> Holiday Pay We launched a new campaign in February 2019 to raise awareness of worker entitlement to Holiday Pay. The £1 million campaign featured advertising on bus stop poster sites and shared parental leave ads on social media sites including Facebook. The campaign was designed to encourage workers to check with their boss to make sure they received holiday pay. All advertising drove more than 500,000 visits to information pages on GOV.UK. Alex Chisholm Permanent Secretary and Principal Accounting Officer 8 July 2019 Accountability report The National Living Wage is an integral component of the 'People' foundation of the Industrial Strategy which highlights the potential to drive up wages and productivity within traditionally lower-paying sectors. <img>A smiling man in a chef's uniform holding a bowl.</img> Accountability report \<page_number>51\</page_number> # Statement of Accounting Officer's responsibilities Under the Government Resources and Accounts Act 2000 (the GRAA), HM Treasury has directed the Department for Business, Energy and Industrial Strategy to prepare, for each financial year, consolidated resource accounts detailing resources acquired, held or disposed of, and the use of resources during the year by the department (inclusive of its executive agencies), sponsored non-departmental public bodies and other arm's-length public bodies. These bodies are designated by order made under the GRAA by Statutory Instrument 2018 no 1335 (known as the Department Group), including the core Department and sponsored bodies listed at note 28 to the accounts). The accounts are prepared on an accruals basis and must give a true and fair view of the state of affairs of the department and Departmental Group, and the net resource outturn, application of resources, changes in taxpayers' equity and cash flows of the Departmental Group for the financial year. In preparing the accounts, the Accounting Officer of the department is required to comply with the requirements of Government Financial Reporting Manual and in particular to: - observe the Accounts Direction issued by the Treasury, including the relevant accounting and disclosure requirements, and apply suitable accounting policies on a consistent basis; - ensure that the department has in place appropriate and reliable systems and procedures to carry out the consolidation process; - make judgements and estimates on a reasonable basis, including those judgements involved in consolidating the accounting information provided by non-departmental and other arm's-length public bodies; - state whether applicable accounting standards as set out in the Government Financial Reporting Manual have been followed, and disclose and explain any material departures in the accounts; - prepare the accounts on a going concern basis; - confirm that the Annual Report and Accounts as a whole is fair, balanced and understandable and take personal responsibility for the Annual Report and Accounts and the judgements required for determining that it is fair, balanced and understandable. HM Treasury has appointed the Permanent Head of the department as Accounting Officer. The Accounting Officer has also appointed the Chief Executives or equivalents of its sponsored non-departmental and other arm's length public bodies as Accounting Officers of those bodies. The Accounting Officer of the department is responsible for ensuring appropriate systems and controls are in place to ensure any grants the department makes to its sponsored bodies are applied for the purposes intended and that such expenditure and the other income and expenditure of the sponsored bodies are properly accounted for, for the purposes of consolidation within the resource accounts. Under their terms of appointment, the Accounting Officers of the sponsored bodies are accountable for the use, including the regularity and propriety, of the grants received and the other income and expenditure of the sponsored bodies. The responsibilities of an Accounting Officer, including responsibility for the propriety and regularity of the public finances for which he or she is responsible include keeping proper records and for safeguarding the assets of the department or non-departmental or other arm's length public body for which he or she is responsible. The Accounting Officer is responsible, are set out in Managing Public Money published by HM Treasury. Accounting Officer's confirmation I have taken all these steps I ought to have taken to make myself aware of any relevant audit information and to establish that the department's auditors are aware of that information. So far as I am aware, there is no relevant audit information of which the auditors are unaware. <signature>Alex Chisholm</signature> Permanent Secretary and Principal Accounting Officer 8 July 2019 \<page_number>52\</page_number> Annual report and accounts 2018-19 # Directors' report: our leadership team ## Our ministers <table> <tr> <td><img>A headshot of Greg Clark MP.</img></td> <td><img>A headshot of Claire Perry MP.</img></td> <td><img>A headshot of Lord Henley.</img></td> <td><img>A headshot of Chris Skidmore MP.</img></td> </tr> <tr> <td>The Rt Hon<br>Greg Clark MP<br>Secretary of State<br>for Business, Energy<br>and Industrial Strategy</td> <td>The Rt Hon<br>Claire Perry MP<br>Minister of State<br>for Energy and<br>Clean Growth</td> <td>The Rt Hon<br>Lord Henley<br>Parliamentary Under<br>Secretary of State</td> <td>Chris Skidmore<br>MP<br>Minister of State<br>for Universities,<br>Science, Research<br>and Innovation</td> </tr> </table> <table> <tr> <td><img>A headshot of Kelly Tolhurst MP.</img></td> <td><img>A headshot of Andrew Stephenson MP.</img></td> <td><img>A headshot of Jack Berry MP.</img></td> </tr> <tr> <td>Kelly Tolhurst MP<br>From 19 July 2018<br>Parliamentary Under<br>Secretary of State, Minister for<br>Small Business, Consumers<br>and Corporate Responsibility</td> <td>Andrew Stephenson MP<br>From 4 Apr 2019<br>Parliamentary Under<br>Secretary of State, Minister for<br>Business and Industry</td> <td>Jack Berry MP<br>From 7 Jun 2019<br>Parliamentary Under<br>Secretary, Minister for the<br>Northern Powerhouse<br>and Local Growth</td> </tr> </table> ## Our management: executive directors <table> <tr> <td><img>A headshot of Alex Chisholm.</img></td> <td><img>A headshot of Sam Beckett.</img></td> <td><img>A headshot of Nick Chism.</img></td> <td><img>A headshot of Julian Critchlow.</img></td> <td><img>A headshot of Caleb Deeks.</img></td> <td><img>A headshot of Sarah Harrison.</img></td> <td><img>A headshot of Professor John Loughhead.</img></td> </tr> <tr> <td>Alex Chisholm<br>Permanent<br>Secretary</td> <td>Sam Beckett</td> <td>Nick Chism<br>from 1 Jun 2018</td> <td>Julian Critchlow<br>from 14 May 2018</td> <td>Caleb Deeks</td> <td>Sarah Harrison</td> <td>Professor John Loughhead</td> </tr> </table> <table> <tr> <td><img>A headshot of Jaee Samant.</img></td> <td><img>A headshot of Tom Taylor.</img></td> <td><img>A headshot of Doug Watkins.</img></td> <td><img>A headshot of Joanna Whittington.</img></td> <td><img>A headshot of Gavin Lambert.</img></td> <td><img>A headshot of Sam Lister.</img></td> </tr> <tr> <td>Jae Samant</td> <td>Tom Taylor</td> <td>Doug Watkins<br>from 1 Sep 2018</td> <td>Joanna Whittington<br>from 8 Oct 2018</td> <td>Gavin Lambert<br>from 15 Apr 2019</td> <td>Sam Lister<br>from 15 Apr 2019</td> </tr> </table> Accountability report <page_number>53</page_number> Our management: non-executive directors <img>A headshot of Archie Norman, Board member.</img> Archie Norman Board member <img>A headshot of Nigoi Boardman, from 25 Jun 2018 to 25 Jun 2019. Audit and Risk Assurance Committee.</img> Nigoi Boardman from 25 Jun 2018 to 25 Jun 2019 Audit and Risk Assurance Committee <img>A headshot of Stephen Carter, Board member.</img> Stephen Carter Board member <img>A headshot of Claire Davies, Audit and Risk Assurance Committee.</img> Claire Davies Audit and Risk Assurance Committee <img>A headshot of Louise Fisher, From 19 Feb 2019 to 30 Nov 2019. Audit and Risk Assurance Committee and Governance Committee.</img> Louise Fisher From 19 Feb 2019 to 30 Nov 2019 Audit and Risk Assurance Committee and Governance Committee <img>A headshot of Bryan Ingleby, Audit and Risk Assurance Committee.</img> Bryan Ingleby Audit and Risk Assurance Committee <img>A headshot of Myriam Madden, Audit and Risk Assurance Committee.</img> Myriam Madden Audit and Risk Assurance Committee <img>A headshot of Dame Carolyn McCalli, Board member.</img> Dame Carolyn McCalli Board member <img>A headshot of Leena Nair, from 25 Jun 2019 to 30 Nov 2019. Nomination and Governance Committee.</img> Leena Nair from 25 Jun 2019 to 30 Nov 2019 Nomination and Governance Committee <img>A headshot of Kathryn Parsons, Board member.</img> Kathryn Parsons Board member <img>A headshot of Stuart Quickenden, Board member, Audit and Risk Assurance Committee.</img> Stuart Quickenden Board member, Audit and Risk Assurance Committee <img>A headshot of Adrian Kemphard, born 10 Apr 2019. Audit and Risk Assurance Committee.</img> Adrian Kemphard born 10 Apr 2019 Audit and Risk Assurance Committee <img>A headshot of Elaine Clements, Audit and Risk Assurance Committee.</img> Elaine Clements Audit and Risk Assurance Committee <img>A headshot of Catherine Pridham, Project and Investment Committee.</img> Catherine Pridham Project and Investment Committee Leavers up to the reporting date Those who left ministerial, executive and non-executive positions during the year <img>A headshot of Professor Dame Anne Dowling, Non-executive Board member, Nomination and Governance Committee. To 30 Mar 2018.</img> Professor Dame Anne Dowling to 30 Mar 2018 Non-executive Board member, Nomination and Governance Committee <img>A headshot of Charles Randell, MP. To Jul 2018. Minister.</img> Charles Randell MP To Jul 2018 Minister <img>A headshot of Andrew Griffiths, Executive director. To 27 Aug 2018.</img> Andrew Griffiths Executive director To 27 Aug 2018 <img>A headshot of Jeremy Picklington, General Executive Director. To 7 Oct 2018.</img> Jeremy Picklington General Executive Director To 7 Oct 2018 <img>A headshot of Helen Shirley-Quirk, Acting Director. To 29 Aug 2018 to 7 Oct 2018.</img> Helen Shirley-Quirk Acting Director To 29 Aug 2018 to 7 Oct 2018 <img>A headshot of Rachel Campbell, Non-executive Nomination and Governance Committee. To 31 Oct 2018.</img> Rachel Campbell Non-executive Nomination and Governance Committee To 31 Oct 2018 <img>A headshot of Sam Gyimah MP, Minister. To 30 Nov 2018.</img> Sam Gyimah MP to 30 Nov 2018 Minister <img>A headshot of Lucy Shannon, Non-executive Audit and Risk Assurance Committee. To 31 Dec 2018.</img> Lucy Shannon to 31 Dec 2018 Non-executive Audit and Risk Assurance Committee <img>A headshot of Richard Harrington MP, Minister. To 25 Mar 2019.</img> Richard Harrington MP to 25 Mar 2019 Minister <img>A headshot of Gareth Davies, Executive director. To 3 May 2019.</img> Gareth Davies to 3 May 2019 Executive director \<page_number>54\</page_number> Annual report and accounts 2018-19 # Governance statement ## Report of the lead non-executive director The BEIS Departmental Board (the Board) has prioritised embedding the Industrial Strategy across all its work this year. The department marked the first year of the Industrial Strategy in December 2018 and used this milestone as impetus to develop challenging working programme, pushed BEIS senior management to be innovative in their interactions with business by: - championing joint working in policy formation and avoiding preconceptions; - establishing a Shadow Executive Committee and ensuring that the Co-Chairs have a route to the Board through the Lead Non-Executive and Permanent Secretary has enhanced the Board’s access to wider employee views; - setting the requirement for an annual board event outside of the standard three-hour department based meeting, enabling members to engage with local representatives and gain first-hand knowledge of key regional industry issues; and - challenging internal recruitment strategies to ensure that we encourage inward movement of individuals with relevant industry experience. During the year the Board held wide ranging discussions on subjects of key importance to business, such as EU Exit, labour markets and skills; audit and regulation; and actions to secure our energy markets, including new technologies, innovation and reducing carbon emissions. We held a successful interactive session on the Industrial Strategy’s Grand Challenges attended by the BEIS Departmental Board, Whitehall officials and business representatives. The positive input of our new non-executive board members, Nigel Boardman and Leena Nair, with their considerable professional experience, has been felt in board discussions and at their respective committees. Throughout the year, the commitment, diligence and fortitude of many BEIS officials in managing the challenges and uncertainty as we prioritised EU Exit work, alongside other key priorities, has demonstrated that we continue to be one of the most effective departments in government. Looking ahead While the 2018 People Survey results for BEIS showed encouraging progress in staff engagement the BEIS Departmental Board are not complacent. We will continue to challenge BEIS to keep improving by implementing the “Shaping Our Future” programme to ensure a more inclusive, highly professional and high performing department, modelling the progressive practices we want to see across the whole economy. Departmental Board members and I will use our position to encourage ministers and officials to use the Industrial Strategy to create an environment in the UK where business, consumers and workers continue to develop, innovate and lead. <img>Archie Norman</img> Archie Norman Lead Non-Executive and Deputy Chair of Departmental Board Accountability report \<page_number>55\</page_number> Our board structure <img>A flowchart showing the structure of BEIS' Board. The topmost level has four committees: Nominations and Governance Committee, Departmental Board, Audit and Risk Assurance Committee, and Shadow Executive Committee. The Executive Committee implements strategy and ensures the effective management of BEIS, including EU Exit Programme business. Below the Executive Committee are three committees: People and Operations Committee, Performance, Finance and Risk Committee, and Projects and Investment Committee. These committees have sub-committees: Shadow People and Operations Committee (staff advisory body), PFR Challenge Panel (deep dive on Departmental Performance and Risks), PIC Keyholder Panel (assurance and Investment Proposals). Each committee has arrows pointing to its sub-committee.</img> Register of interests All Board members are required to declare any personal or business interests which may influence their judgement in discharging their obligations, or which may be perceived to do so by a reasonable member of the public. These interests include any pecuniary interests direct and indirect pecuniary interests and any such interests of close family members or of people living in the same household as the Board member. BEIS collects this information annually. We also ask Board members to inform the department on any changes in their circumstances which could be a conflict of interest or perceived as one. Where a Board member has a specific conflict of interest, additional mitigations are put in place. Typically, this means not taking part in related discussions at the Board or other meetings. Details of our Board members are available at https://www.gov.uk/government/organisations/department-for-business-energy-and-industrial-strategy Two conflicts of interest were raised this year and were managed in line with the relevant procedures. \<page_number>56\</page_number> Annual report and accounts 2018-19 <img>The Rt Hon Greg Clark MP Secretary of State and Chair of Departmental Board</img> Departmental Board and its committees Our Departmental Board held six meetings in 2018-19. The table below summarises discussions governance and risk and operations. \| Discussion \| Action \| Progress \| \|---\|---\|---\| \| Industrial Strategy \| The Board challenged policy makers to be innovative, to demonstrate how they are engaging with business and introducing this outlook in embedding the industrial Strategy. \| BEIS made changes to our organisational structure to strengthen our delivery of the Industrial Strategy. \| \| EU Exit \| The Board held discussions on departmental progress in preparing for EU Exit, focused on the labour market, and BEIS’s no deal planning. \| The Board commissioned business relate items and sector analysis to disseminate at future board meetings. \| \| Independent review of the Financial Reporting Council \| Following publication of an independent report, the Board discussed the implications and connectivity of the reviews with others into the UK audit market. \| The Board has directed the relevant Director General to review the recommendations and develop a plan to formally address them. \| \| UK Research and Innovation (UKRI) \| The Board considered the plans, structure and priorities for UKRI’s first year of operation. \| UKRI are expected to provide an update at a future Board meeting. \| \| Energy Strategy \| The Board discussed several topics on the energy strategy. The Secretary of State responded to Dieter Helm’s Cost of Energy Review. \| A revised Energy Strategy is due in 2019. \| \| Review of Apprenticeship Scheme \| The Board commissioned analysis of the scheme, which included contributions from industry and the Department for Education (DfE). \| The Board agreed joint policy working with DfE to address the issues raised. \| \| Oil and Gas Authority \| The Board requested the CEO to discuss in detail how the authority was set up, resourcing, and how it engaged with industry to develop its regulatory framework. \| A series of lessons learned summaries were developed and shared. \| \| Objectives and priorities for the department \| The Board provided challenge on BEIS forward work programme, including on objectives and priorities to strengthen the department’s governance overall. \| The work programme has been endorsed based on the steer from the Board. \| \| Single Departmental Plan (SDP) \| The Board’s discussion on BEIS objectives and priorities has supported the development of the SDP. \| The Lead Non-Executive Board Member fed into the development of the SDP. \| \| Departmental risk appetite and risk management \| The Board endorsed the approach of the incoming Chair of the Audit and Risk Committee and implemented changes to strengthen how BEIS manages its risks and the risks of arm’s length bodies. \| The Board is expected to review to the risk appetite statement in 2019. \| \| People Survey \| The Board considered results from the 2018 People Survey, discussed options around staff attrition rates and requested plans for raising engagement scores for middle management. \| The Board endorsed the “Shaping Our Future” programme. \| \| Transformation programme \| The Board challenged BEIS to consider how it needs to engage business and integrate industry knowledge into the organisation. \| BEIS has identified key stakeholders, implemented communication strategies and partnership working. \| Governance and risk Operations Accountability report \<page_number>57\</page_number> <table> <tr> <td><img>Leena Nair</img></td> <td> <strong>Nominations and Governance Committee</strong><br> The success of any organisation is based on valuing its people and having an effective strategy for personal and career development. Nominations and Governance committee has focused on:<br> • systems to identify and develop talented senior civil servants;<br> • plans for orderly succession of appointments to the Board, Director General and Director roles;<br> • bringing in a new performance management process for grades across BEIS following an extensive staff consultation exercise;<br> • attraction and retention strategies for staff across BEIS; and<br> • the "Shaping our Future" programme to ensure BEIS is an inclusive, professional and high performing department. </td> </tr> <tr> <td><img>Nigel Boardman</img></td> <td> <strong>Audit and Risk Assurance Committee (ARAC)</strong><br> ARAC ensures we have a clear grip of our management of risk and finance. ARAC has focused on:<br> • the overall control environment including risk and governance arrangements;<br> • shaping the approach to a BEIS Risk Appetite Statement;<br> • improving the risk management framework, and testing embedding the framework within Directorates in BEIS;<br> • assuring cyber and information security and counter fraud and whistleblowing practices; and<br> • building stronger relationship with Partners Organisations. </td> </tr> <tr> <td><img>Alex Chisholm</img></td> <td> <strong>Executive Committee (ExCo)</strong><br> ExCo ensures the effective management of BEIS by looking at our key strategic priorities, workstreams and programmes. In the last year, ExCo has focused on:<br> • business planning and the Single Departmental Plan 2019-20;<br> • the diversity and inclusion strategy, including outcomes of surveys conducted by the Faith and Minority Ethnic Group;<br> • People Survey and its outputs;<br> • the refresh of the Departmental Risk Register;<br> • the new "Shaping our Future" programme, which builds upon the Transformation programme; and<br> • the Industrial Strategy one year on.<br> In addition, the committee hold fortnightly meetings on the EU Exit programme to manage identified EU Exit related issues. A key tool that was used was the EU Exit programme dashboard which includes progress of priority issues, business intelligence and risk assessment. It also receives assurance on its EU Exit work from external partners including Cabinet Office, Infrastructure and Projects Authority and the Government Internal Audit Agency. </td> </tr> </table> <page_number>58</page_number> Annual report and accounts 2018-19 <table> <tr> <td><img>Jaeje Samant</img></td> <td><img>Sam Beckett</img></td> <td> <strong>People and Operations Committee (POpCo)</strong><br> POpCo is a delegated committee of ExCo. It considers matters relating to human resources, accommodation, security and IT. Over the last year, POpCo has focused on:<br> • monitoring the success of the new performance management system for 2018-19;<br> • the shared services unification process;<br> • establishing the BEIS graduate and experienced entrant programme;<br> • reviewing the health and safety policy; and<br> • overseeing the works of the estate and security team. </td> </tr> <tr> <td><img>Julian Critchlow</img></td> <td><img>Sarah Harrison</img></td> <td> <strong>Performance, Finance and Risk Committee (PFR)</strong><br> PFR is a delegated committee of ExCo. It considers matters relating to BEIS performance, budgets and risks. PFR met 10 times last year and its focus included:<br> • ensuring the effective implementation of internal control recommendations;<br> • strengthening ties with Partner Organisations;<br> • advising teams on progressing project delivery;<br> • overseeing our financial management and allocating resources; and<br> • business case reviews outside the remit of the Projects and Investment Committee. </td> </tr> <tr> <td><img>Gareth Davies</img></td> <td><img>Nick Chism</img></td> <td> <strong>Projects and Investment Committee (PIC)</strong><br> PIC is a delegated committee of ExCo and reviews investments over £20 million, or those deemed risky, novel or contentious, to ensure that they are aligned with the department’s objectives. It met 19 times last year, and focused on:<br> • streamlining acceleration of business cases;<br> • supporting the robust development of business cases; and<br> • accelerating EU Exit related business cases to ensure prompt approval. </td> </tr> </table> Jaee Samant Co-Chair People and operations committee Julian Critchlow Co-Chair Performance, Finance and Risk Committee Gareth Davies Co-Chair Projects and Investment Committee Sam Beckett Co-Chair People and operations committee Sarah Harrison Co-Chair Performance, Finance and Risk Committee Nick Chism Co-Chair Project and Investment Committee Accountability report \<page_number>59\</page_number> Board and committee attendance The table below shows board attendance from 1 April 2018 to 31 March 2019. Where members were unable to attend meetings in person, they have been able to share their views in advance with the chair. <table> <thead> <tr> <th></th> <th>Departmental Board</th> <th>Nominations and Governance Committee</th> <th>Audit and Risk Assurance Committee</th> <th>Executive Committee</th> </tr> </thead> <tbody> <tr> <td><strong>Number of meetings held</strong></td> <td>6</td> <td>3</td> <td>5</td> <td>21</td> </tr> <tr> <td><strong>Ministers</strong></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>The Rt Hon Greg Clark MP</td> <td>6/6</td> <td></td> <td></td> <td></td> </tr> <tr> <td>The Rt Hon Claire Perry MP</td> <td>6/6</td> <td></td> <td></td> <td></td> </tr> <tr> <td>Richard Harrington MP (to 25 Mar 2019)</td> <td>6/6</td> <td></td> <td></td> <td></td> </tr> <tr> <td><strong>Executive directors/committee members</strong></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Alex Chisholm</td> <td>6/6</td> <td>3/3</td> <td>4/5</td> <td>18/21</td> </tr> <tr> <td>Sam Beckett</td> <td></td> <td></td> <td></td> <td>19/21</td> </tr> <tr> <td>Nick Chism (from 1 Jun 2018)</td> <td></td> <td></td> <td></td> <td>13/17</td> </tr> <tr> <td>Julian Critchlow (from 14 May 2018)</td> <td></td> <td></td> <td></td> <td>15/18</td> </tr> <tr> <td>Gareth Davies</td> <td></td> <td></td> <td></td> <td>15/21</td> </tr> <tr> <td>Caleb Deeks</td> <td></td> <td></td> <td></td> <td>21/21</td> </tr> <tr> <td>Sarah Harrison</td> <td>6/6</td> <td>3/5</td> <td>20/21</td> <td></td> </tr> <tr> <td>Professor John Loughhead</td> <td></td> <td></td> <td></td> <td>12/21</td> </tr> <tr> <td>Jeremy Pocklington (to 27 Aug 2018)</td> <td></td> <td></td> <td></td> <td>6/7</td> </tr> <tr> <td>Jaae Samant</td> <td>6/6</td> <td></td> <td></td> <td>18/21</td> </tr> <tr> <td>Helen Shirley-Quirk (from 29 Aug 2018 to 7 Oct 2018)</td> <td></td> <td></td> <td></td><page_number>2/2<page_number>> </tr><tr><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><th colspan="5">Tom Taylor<br>(to 7 Oct 2018)</th><tbody> <tr> <th>Doug Watkins (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (from Sep) (fromSep) (fromSep)((Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep)(Sep) (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from (from <tr> <th>Joanna Whittington from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from from </thead> <tbody> <tr> <th>Alice Hurrell Nominations Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee CommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteCommitteeComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteComiteCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteeCommittteaeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee ee e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEE EEEE <tr> <th>Bryan Ingleby Myriam Malden Dame Carolyn McCall Leena Nair Kathrynn Parsons Stuart Quickenenden Charles Randell Lucy Shannon <table> <thead> <tr> <th>Douglas Watkins Joanna Whittington Alice Hurrell Nominations Commiittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Comittees Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commiiee Commi iecececececececececececececececececececececececececececececececececececcceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceccecceeccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cccc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc cc ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ce ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci ci cici icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci icci 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Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committees Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Committes Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmits Cmmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmites CMmities CMmiies CMmiies CMmiies CMmiies CMmiies CMmiies CMmiies CMmiies CMmiies CMmiies CMmiies CMmiies CMmiies CMmiies CMmiies CMmiies CMmiies CMmiies CMmiies CMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCMmiiesCM miisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMMiiisCMM iiiscM M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MM MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II II III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III III IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV IV VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VI VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII VIII IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX IX X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XI XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIII XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XIV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XV XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XVI XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX 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IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB IB <page_number>60</page_number> Annual report and accounts 2018-19 Compliance with the corporate governance code The department’s approach to governance is in line with the Cabinet Office’s Corporate Governance in Central Government Departments: Code of Good Practice, (the Code), with two exceptions. The Code advises on having a roughly equal number of ministers, senior civil servants, and non-executives from outside government whereas in BEIS there are a higher number of non-executives because of the breadth of departmental business than that the department needs additional business skills and expertise to help it in its objectives to promote trade, boost innovation and help business to grow in a competitive economy. The BEIS Departmental Board agreed when it was formed in 2016 that risk appetite and tolerance levels would emerge through the early decisions on major strategic issues, and the areas it chose to focus on, rather than an explicit exercise to define risk appetite. As a result, in 2018 the Board has primarily focused its views in relation to risk over the last 12 months on the Industrial Strategy, the UK’s exit from the EU, achieving clean growth and transforming BEIS as a department. During 2019-2020 BEIS will be considering a departmental risk appetite statement to support risk based decision making. Quality of data used by the Board The BEIS Departmental Board meetings covered a variety of topics, which provided guidance, to improve key strategies, policy treatment and implementation of government approaches. The meetings were efficient, board papers were of high quality, and challenge was encouraged. BEIS’s governance team provided a comprehensive secretariat service to the Board and its committees to ensure the effective and efficient administration of the Board and its activities. Board’s evaluation of its effectiveness All departments are requested by Cabinet Office to carry out a board effectiveness evaluation for 2018-19, covering the period of 1 April 2018 to 31 March 2019. The Board completed a thorough self-assessment, with the aim of looking to confirm that the actions taken to improve the Board have been beneficial and to identify potential areas that require action for 2019-20. Results 2018-19: - BEIS Director Generals were asked for their views on both the Board and how to draw on Non-Executive experience more frequently. - Board members agreed that the push to ensure agenda items focused on the Industrial Strategy and its impacts on the work of the Department, its reach and work with partners was successful. - The Board were content with the timing of the papers and that the introduction of Board Intelligence had facilitated this. - There was positive feedback on how the Board was run by the Governance Team, with particular note taken of the quality and timely receipt of papers. However, the Board recognised the challenges faced around timing to enable full discussion of complex and wide-reaching subject areas. Accountability report \<page_number>61\</page_number> As a result of the evaluation, the Board agreed a series of actions for the forthcoming year so that it continues to improve its effectiveness and efficiency. These were: - building on Board engagement with other government departments and Partner Organisations by having one item with external participants on each agenda; - bringing in one or two board apprentices from under-represented groups. These could be on a one-year term and sourced from near-miss candidates from the BEIS public appointments process or ‘up and coming’ talent from Whitehall; - ensure presenters are in the room to observe the preceding item to aid their understanding of Board dynamics and provide context for their participation; and - consider revising the scheduling of the Board from a Monday if deemed necessary to protect against fluctuations in senior ministerial attendance. Partner organisation governance We have one of the largest networks of partner organisations in government, with a diverse range of bodies. Over the financial year 2018-19, BEIS had 40 partner organisations with a wide span of policy and operational responsibilities. We receive assurance on risks and delivery through; the BEIS core governance framework; our colleagues through the sponsorship model; partner organisations governance statements; and our ARAC members engaging with individual partner organisation ARACs. Significant issues arising within individual partner organisations are covered in their governance statements. They were not considered significant for inclusion in the departmental governance statement for 2018-19. Local government In 2018-19, we provided £27.5 million as grants to local authorities under section 31 of the Local Government Act 2003. Review of the effectiveness of risk management and internal controls The review of the effectiveness of our risk management and internal controls have been informed by officials, the annual internal audits carried out by the Government Internal Audit Agency (GIA) and the findings of the National Audit Office (NAO). Our ARAC committee also provided further assurance. BEIS has continued to make improvements to the governance, risk management and control environment. To date for 2018-19, no audits have reported an unsatisfactory opinion following only three limited reviews, for which actions are in hand to address the recommendations made by the internal auditors. BEIS has been able to achieve this while committing resource to EU Exit preparations and implementing complex policy programmes such as the Industrial Strategy and Clean Growth Strategy. GIA’s annual opinion concluded that our department is as well placed as it can be in its preparedness to deliver EU Exit, successfully establishing the capacity and skills to deliver its obligations and putting in place the governance structures required to oversee delivery. More broadly our department has taken steps to improve its capability and capacity in other areas with appointments in key Corporate Services roles, creation of a broader Director General group structure, and the launch of a new Transformation programme, transitioning to a single shared service provider. Internal Audit feel BEIS now has the right foundations in these areas and is starting to develop tools that have the potential to be ‘best in government’, although they will take time to embed. \<page_number>62\</page_number> Annual report and accounts 2018-19 Progress made on risk management Our risks profile is provided in the performance overview section of the report. During 2018 our department embedded its risk management framework. This has been achieved through the introduction of group risk registers. Deputy Director Risk Control led regular risk conversations at group senior management teams and drop-in sessions for staff to seek specialist advice on implementing risk management. These processes have started to enable better risk management and increased consistency across the department. In addition, we have undertaken work to enhance our risk management capability. We have: - strengthened monthly reporting processes, conducting specific reviews on departmental risks at senior committees; - run risk management escalation/de-escalation processes, so accountable individuals are aware of emerging and existing risks; - developed a risk tool, to help BEIS manage risks more effectively in real-time; and - cultivated networks with risk functions across government to share best practice and engage with cross-government developments. We have also strengthened our approach to risk management with our partner organisations (POs). From October 2018, 25 of the Department’s 40 POs started reporting on their risks to BEIS quarterly as part of the Corporate Risk Reporting. The remaining POs are not required to report as they are advisory committees or single office holders. The reports are prepared by policy teams, engaging with their respective POs, and Corporate Governance Sponsors provide challenge. Any PO risks that need to be discussed or escalated will be raised with the Policy Engagement and Risk Committee and subsequently ExCo if appropriate. This new framework provides an overview which is less narrative and more visual; with better quality information to allow for an improved understanding of risks and issues being addressed with POs. Internal controls environment Our department has made good progress in reducing the number of internal audit actions that are open, which is helping to address weaknesses in controls and processes. We also successfully passed our Internal Control and Assurance Rating during 2018-19 that is providing a means of assessing how well the department’s systems and processes are being operated. We have also completed several projects to help improve controls in critical areas of financial management. This includes taking positive steps to improve expense processes, enabling staff to more easily provide proof of expenditure through the adoption of new technology. Steps have also been taken to increase compliance with HMRC rules by reviewing travel data to identify staff who potentially fall into the category of having more than one permanent place of work. In addition, we have put in place additional checks to strengthen the management of contingent labour contracts that are potentially supplying services through an intermediary. While there have been great improvements, work continues to refine and strengthen the take-up and compliance with departmental corporate policies. This will be achieved through ensuring clear policies are in place, supported by effective processes, with better data and information available to staff, and ongoing reassessment of progress, and ensure that appropriate measures are put in place where areas of weakness are identified. Ministerial directions There were no ministerial directions in 2018-19. Ministerial directions are instructions from the Secretary of State which allow the department to proceed with a spending proposal where the Accounting Officer has raised an objection around regularity, propriety, value for money or feasibility. Accountability report \<page_number>63\</page_number> Data protection BEIS notified the Information Commission’s Office (ICO) of four personal data breaches assessed as meeting the ICO’s reporting guidelines. The ICO determined regulatory action was not appropriate in each case but made a few recommendations for action by BEIS. Information security No significant cyber security breaches were reported in 2018-19. Denial of service attacks and attacks via malicious software are continuing risks to the department. These risks are reviewed by our security team and our commercial partners and appropriate mitigations put in place. We continue work to ensure all internal IT services comply with the ISO27001 security standard. Counter-fraud and error We have continued to investigate and prevent instances of fraud and recover funds where possible. During the year, levels of fraud detected across the BEIS group of organisations were slightly below the previous year. Levels of fraud prevented increased, as well as successful prosecutions of frauds committed in previous years. There was a marked increase of attempted frauds against the public imitating BEIS and its partner organisations. We will keep monitoring these trends. We have worked with the Government Internal Audit Agency to implement recommendations to improve our department’s effectiveness. We built on last year’s fraud awareness programmes delivered to BEIS staff by introducing mandatory fraud awareness training for BEIS staff that work in areas at risk of fraud. We also revised our Counter Fraud Action plan to ensure a consistent approach to managing fraud risks. We achieved an overall ‘green’ rating. Effectiveness of our whistleblowing arrangements Internal whistle blowing Our procedures offer six different routes for employees to raise concerns, which include an external whistleblowing hotline. Our policy and procedures are accessible to all employees on our intranet and our Line Manager’s Handbook. We have a low number of whistleblowing concerns raised each year; there are no common themes or specific risks identified across the cases. In our 2018 People Survey, a clear majority of staff said they had confidence any concerns raised under the Civil Service Code would be properly investigated. This result was above the average People Survey score for the rest of the Civil Service. External whistle blowing A small number of whistle blowers came forward in 2018-19 with concerns which were investigated by those best placed to deal with them. While it is encouraging that whistle blowers did come forward, we want to do more to support them and to consider if (within the law) we can improve the feedback we give them. We will be taking this forward next year working with colleagues and external organisations with interests in supporting whistleblowing. Quality assurance modelling BEIS has had a single modelling quality assurance (QA) process since April 2017, which complies with the AQiA book. Our modelling integrity team provide independent assurance for models and plans. This ensures our models are based on appropriate understanding of evidence and risks. We have identified 87 analytical models in use across BEIS with 87% of these reaching their individual target QA compliance scores or better, raising the BEIS average score to 91%. Those models that are non-compliant have plans to reset their QA processes by September 2019. Our Partner Organisations that undertake modelling give assurance they have AQiA compliant QA processes in place via their respective Accounting Officer’s statements. \<page_number>64\</page_number> Annual report and accounts 2018-19 Accounting Officer’s conclusion I have considered the evidence provided regarding the production of the annual Governance Statement and the independent advice and assurance provided by the Audit and Risk Assurance Committee. I conclude that the department has again achieved a ‘moderate’ level of assurance. This assessment is strongly supported by the wide range of internal audits undertaken throughout the year. This has been achieved while making progress in improving the department’s corporate processes, including addressing the actions identified in the 2017-18 accounts. Improvements have been realised in the department’s corporate systems and processes through the work of Business Partner teams, embedding new approaches into non-Business Partner Organisations, introducing a new online IT service management tool to support users, and improvements to risk management and corporate performance reporting. This includes a new online performance reporting tool, which has helped support business areas in identifying and managing their financial, personnel and operational risks. During 2019-20, we will build on the foundations we have established, with a focus on: - proactively influencing across Whitehall to support delivery of the Industrial Strategy; - maintaining the focus on EU Exit preparations and implementation; - fostering a culture of compliance with the Department’s corporate policies and processes; - further refinement to internal governance, risk management and spending controls; and - undertaking further improvement to the governance framework for managing Partner Organisations. Alex Chisholm Permanent Secretary and Principal Accounting Officer 8 July 2019 Accountability report \<page_number>65\</page_number> # Staff report This has been a year of excellent progress for BEIS people. We have continued to make progress in key areas for the department, including Diversity and Inclusion, Learning and Development and people engagement, against the challenging context of building EU Exit capacity and capability. Our EU delivery has been notable, ensuring the organisation has the resources, talent and skills it needs to deliver this wide-reaching agenda. ## Our people with disabilities BEIS is committed to ensuring equality for all our people, including those with disabilities. As we make clear in our job application process, candidates with a disability who apply for a post in BEIS (under the Guaranteed Interview Scheme) automatically go forward to the interview stage, provided they satisfy the minimum criteria. We also promote external vacancies in a range of diversity media. All staff are required to take training in diversity and inclusion and unconscious bias. We have achieved Disability Confident Leader Level 3, an independent validation of our inclusive policies and procedures. Where staff are identified as needing reasonable adjustments, these will be provided. We have an active and engaged Capability Action Network (CAN) which works directly with HR and other areas of the department to create positive change. As a result of feedback from CAN on developing line managers’ understanding of disability, all new line managers will now undertake the disability ‘inclusive management course’ as part of their induction. The course is available as a civil service learning resource. ## Sickness and absence data Average working days lost to sickness absence for the core Department, UK Space Agency, and Insolvency Service for the 12 months to 31 March 2019 was 2.7, 6.8 and 6.4 respectively. BEIS is committed to supporting the physical and mental health of its people and fostering employee wellbeing as a key element of our focus. We have in place an employee assistance provider to offer additional support to our people, and a comprehensive offer including ‘Wellbeing Competent Leaders’ and resilience support for teams. ## Other people progress during the year <img>A light bulb.</img> ### Shaping our Future We launched ‘Shaping our Future’ at the beginning of 2019 – our new programme of work in making BEIS a great place to work. It is a three-year plan focusing on diversity and inclusion, improving processes, coaching and learning, understanding business, innovation and digital. Plans were developed using the intelligence and ambitions described from consultation with senior leaders, several internal groups, analysis of the People Survey results and research into the changing working environment. Our former Transformation programme, which launched in 2017, delivered several critical improvements, including a new pay deal which takes BEIS into the top 50% across Whitehall, a new governance model for our 40 partner organisations, a new performance management system (PMS), an overhaul of technology, launch of the BEIS intranet, several new processes, and extensive business skills training. \<page_number>66\</page_number> Annual report and accounts 2018-19 <img>BEIS is a proud member of the above schemes</img> <img>Baby of BEIS employee who enjoyed the benefits of shared parental leave in 2018-19</img> Diversity and inclusion As the department responsible for creating an 'economy that works for everyone', we focus heavily on diversity and inclusion. During the year we have: - increased the diversity of our workforce; - rolled out micro behaviours training to over 500 staff; - consulted nationally on Ethnicity Pay Reporting; - undergone the Stonewall Workplace Equality Index; assessment; - in the 2018 staff survey, increased our 'Inclusion and Fair Treatment' score from 80% in 2017 to 83% in 2018. Shared parental leave During 2018-2019, 35 of our employees took advantage of the government's Shared Parental Leave scheme. We continue to promote the flexibility of our internal shared parental leave policy offers our employees. Gender pay gap Details of our Gender Pay Gap at 31 March 2018 together with the actions we are committed to take can be found at: https://www.gov.uk/government/publications/gender-pay-gap-report-and-data-2018. A report for 2019 will be published later this year. Health, safety and wellbeing We consider the wellbeing of our people to be paramount. We have an exceptionally good wellbeing offer which covers training in resilience, stress management and we offer counselling from our Employment Assistance Programme. We run events covering all areas of wellbeing, including talks on mental health, disability awareness and an annual Mental Health Day. We have more than 120 Mental Health First Aiders who are based throughout our offices. The Mental Health First Aider role gives first support to those who seek help due to a mental health concern. We have a strong record in providing a safe and supportive work environment. There were three reported injuries in 2018-19 that are within the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013. We encourage staff to ask for reasonable adjustments as part of our commitment to health and safety and our workstation assessment programme. An internal audit review was carried out in 2017 by Government Internal Audit Agency and all actions have been cleared satisfactorily. Accountability report \<page_number>67\</page_number> Trade Union facility time Facility time is time-off to employees, paid or unpaid to undertake trade union activities as a union representative. The table below shows facility time data for our core Department and agencies for 2018-19. <table> <thead> <tr> <td></td> <td colspan="3">2018-19</td> </tr> <tr> <td></td> <td>Core Department and agencies¹</td> <td>Other agencies not consolidated in the accounts²</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td><strong>Union officials</strong></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Number of employees who were relevant Union Officials</td> <td>40</td> <td>43</td> <td>83</td> </tr> <tr> <td>Full-time equivalent persons</td> <td>37.90</td> <td>38.49</td> <td>76.39</td> </tr> <tr> <td><strong>No. of employees by working hours spent on facility time</strong></td> <td></td> <td></td> <td></td> </tr> <tr> <td>0% of working hours</td> <td>7</td> <td>0</td> <td>7</td> </tr> <tr> <td>1 - 50% of working hours</td> <td>33</td> <td>42</td> <td>75</td> </tr> <tr> <td>51 - 99% of working hours</td> <td>0</td> <td>1</td> <td>1</td> </tr> <tr> <td>100% of working hours</td> <td>0</td> <td>0</td> <td>0</td> </tr> <tr> <td><strong>Facility time as a percentage of pay bill</strong></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Total cost of facility time (£)</td> <td>£97,666</td> <td>£180,117</td> <td>£277,783</td> </tr> <tr> <td>Total pay bill (£)</td> <td>£251,842,000</td> <td>£177,227,000</td> <td>£429,119,000</td> </tr> <tr> <th colspan="3"><strong>Paid trade union activities<br>(hours spent on paid Trade Union activities – total paid<br>facility time hours) * 100%</strong></th><th><strong>Notes</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th><strong>Total (%)</strong></th><th colspan="2"><u style="text-decoration: underline;">Notes:</u> </thead> ``` <!-- Notes --> <!-- 1. Agencies consolidated in the Departmental Group accounts: Insolvency Service and UK Space Agency --> <!-- 2. Other agencies not consolidated in the Departmental Group accounts: Companies House, Intellectual Property Office and Met Office --> ``` </tbody> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <!-- End Notes --> <table> <tr> <td colspan="2" style="text-align:center;"><b>Notes:</b>                                                             </table> <table> <tr> <td colspan="2" style="text-align:center;"><b>Notes:</b>   <br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br> </br>&nb <page_number>68</page_number> Annual report and accounts 2018-19 Staff composition as at 31 March 2019 Our staff composition data is compiled using full-time equivalent staff numbers on payroll. <table> <thead> <tr> <th></th> <th colspan="2">Gender</th> <th>Total</th> </tr> <tr> <th></th> <th>Men</th> <th>Women</th> <th></th> </tr> </thead> <tbody> <tr> <td>Executive Committee</td> <td>8</td> <td>4</td> <td>12</td> </tr> <tr> <td>All senior civil servants</td> <td>131</td> <td>111</td> <td>242</td> </tr> <tr> <td>All employees</td> <td>2,096</td> <td>1,870</td> <td>3,966</td> </tr> <tr> <td>All employees %</td> <td>53%</td> <td>47%</td> <td>100%</td> </tr> </tbody> </table> Disability Declaration rate: 62%. Representation for staff who have declared: <img>A bar chart showing Disability declaration rates. No: 86% Yes: 10% Prefer not to say: 4% The total is 100%. The x-axis labels are "No", "Yes", "Prefer not to say". The y-axis shows percentages (e.g., 86%, 10%, 4%) and ranges from 0% to 100%. The bars are green with white text.</img> Ethnicity Declaration rate: 79%. Representation of staff who have declared: <img>A bar chart showing Ethnicity declaration rates. White: 79% BAME: 18% Prefer not to say: 4% The total is 100%. The x-axis labels are "White", "BAME", "Prefer not to say". The y-axis shows percentages (e.g., 79%, 18%, 4%) and ranges from 0% to 100%. The bars are green with white text.</img> Sexual orientation Declaration rate: 67%. Representation of staff who have declared: <img>A bar chart showing Sexual orientation declaration rates. Straight: 84% LGBT+: 8% Prefer not to say: 8% The total is 100%. The x-axis labels are "Straight", "LGBT+", "Prefer not to say". The y-axis shows percentages (e.g., 84%, 8%, 8%) and ranges from 0% to 100%. The bars are green with white text.</img> Accountability report \<page_number>69\</page_number> Number of Senior Civil Servants (SCS) staff by salary band The following table shows the number of senior civil servants by salary range as at 31 March 2019 in the core Department. Bonuses are not included and salary ranges represent actual salary rates. These pay ranges cover staff employed on open-ended and fixed term contracts. Remuneration of senior civil servants who are outside of the Departmental Board or Executive Committee is based on performance ratings determined by Permanent Secretary and Director Generals. The Permanent Secretary and Director Generals during 2018-19 are presented in the box on the right below. <table> <thead> <tr> <td>Salary range</td> <td>Number of SCS staff as at 31 March 2019</td> <td>Number of SCS staff as at 31 March 2018</td> </tr> </thead> <tbody> <tr> <td>Below £59,999</td> <td>0</td> <td>0</td> </tr> <tr> <td>£60,000 - £64,999</td> <td>3</td> <td>2</td> </tr> <tr> <td>£65,000 - £69,999</td> <td>74</td> <td>77</td> </tr> <tr> <td>£70,000 - £74,999</td> <td>84</td> <td>43</td> </tr> <tr> <td>£75,000 - £79,999</td> <td>21</td> <td>18</td> </tr> <tr> <td>£80,000 - £84,999</td> <td>13</td> <td>6</td> </tr> <tr> <td>£85,000 - £89,999</td> <td>9</td> <td>18</td> </tr> <tr> <td>£90,000 - £94,999</td> <td>26</td> <td>16</td> </tr> <tr> <td>£95,000 - £99,999</td> <td>6</td> <td>6</td> </tr> <tr> <td>£100,000 - £104,999</td> <td>5</td> <td>5</td> </tr> <tr> <td>£105,000 - £109,999</td> <td>2</td> <td>0</td> </tr> <tr> <td>£110,000 - £114,999</td> <td>3</td> <td>2</td> </tr> <tr> <td>£115,000 - £119,999</td> <td>2</td> <td>2</td> </tr> <tr> <td>£120,000 - £124,999</td> <td>5</td> <td>7</td> </tr> <tr> <td>£125,000 - £129,999</td> <td>5</td> <td>2</td> </tr> <tr> <td>£130,000 - £134,999</td> <td>3</td> <td>2</td> </tr> <tr> <td>£135,000 - £139,999</td> <td>1</td> <td>1</td> </tr> <tr> <td>£140,000 - £144,999</td> <td>3</td> <td>2</td> </tr> <tr> <td>£145,000 - £148,999</td> <td>1</td> <td>2</td> </tr> <tr> <td>£150,000 - £154,999</ td><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <td></table><br/> <table cellspacing="none"> <!-- Table for Permanent Secretary and Director Generals --> <!-- April to March --> <!-- Alex Chisholm --> <!-- Permanent Secretary --> <!-- Sam Beckett --> <!-- Director General, EU Exit and Analysis --> <!-- Nick Chism --> <!-- Director General, Enterprise (from Jan.28) --> <!-- Julian Critchlow --> <!-- Director General, Energy Transformation (from May.28) --> <!-- Gareth Davies --> <!-- Director General Business and Science --> <!-- Sarah Harrison --> <!-- Director General Corporate Services --> <!-- Professor John Loughhead --> <!-- Chief Scientific Advisor --> <!-- Jeremy Pocklington --> <!-- Director General Energy and Security (to Aug.28) --> <!-- Jaee Samant --> <!-- Director General Market Frameworks --> <!-- Helen Shirley-Quirk --> <!-- Acting Director General Energy and Security (from Aug.28 to Oct.7) --> <!-- Joanna Whittington --> <!-- Director General Energy and Security (from Oct.8) --> </tbody> <table cellspacing="none"> <!-- Total row --> <!-- Salary range: Total --> <!-- Number of SCS staff as at March: Total --> <!-- Number of SCS staff as at March: Total --> </tbody> <table cellspacing="none"> <!-- Salary range: Total --> <!-- Number of SCS staff as at March: Total --> <!-- Number of SCS staff as at March: Total --> <page_number>70</page_number> Annual report and accounts 2018-19 Analysis of staff numbers and costs audited information Staff numbers The average number of full-time equivalent persons employed in 2018-19 is shown in the table below. <table> <thead> <tr> <td rowspan="2">Number of staff by category</td> <td colspan="3">Permanent<br>employed<br>staff</td> <td colspan="2">Others</td> <td colspan="2">Ministers</td> <td colspan="2">Special<br>advisers</td> <td colspan="2">Total</td> <td colspan="2">Total</td> </tr> <tr> <td>2018-19</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> </thead> <tbody> <tr> <td>Core</td> <td>3,776</td> <td>277</td> <td></td> <td>6</td> <td>3</td> <td></td> <td></td> <td>4,062</td> <td></td> <td>3,378</td> </tr> <tr> <td>Agency</td> <td>1,696</td> <td>47</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>1,743</td> <td></td> <td>1,612</td> </tr> <tr> <td>Non departmental public bodies (NDPBs)</td> <td>13,621</td> <td>941</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>14,562</td> <td></td> <td>13,786</td> </tr> <tr> <th>Total</th> <th><strong>19,093</strong></th> <th><strong>1,265</strong></th> <th></th> <th><strong>6</strong></th> <th><strong>3</strong></th> <th></th> <th><strong>3</strong></th> <th><strong>20,367</strong></th> <th></th> <th><strong>18,776</strong></th> </tr> <tr style="border-top: none;"> <td colspan="12" style="border-top: none;">Of which:</td> </tr> <tr style="border-top: none;"> <td>CORE Department and agencies</th><th style="text-align: right;">5,472<th style="text-align: right;">324<th style="text-align: right;">6<th style="text-align: right;">3<th style="text-align: right;">5,805<th style="text-align: right;">4,990 <td>NDPBs and other designated bodies<th style="text-align: right;">13,621<th style="text-align: right;">941<th style="text-align: right;">-<th style="text-align: right;">-</th><th style="text-align: right;">14,562<th style="text-align: right;">13,786 <td>Total<th style="text-align: right;"><strong>19,093<th style="text-align: right;"><strong>1,265<th style="text-align: right;"><strong>6<th style="text-align: right;"><strong>3<th style="text-align: right;"><strong>20,367<th style="text-align: right;"><strong>18,776 <td style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><th style="border-top: none;"></th><thal colspan='1' rowspan='2'></thal></tr> <tr class='header_bottom_margin'> <td colspan='14' align='right'>Staff costs<br>During the year, £18,519,467 of staff costs were capitalised, (2017-18: £13,932,358) and 386 employees (2017-18: 294 employees) in the Departmental Group were engaged on capital projects during the reporting period.</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <table border='1'> <thead> <tr> <td rowspan='2'>Number of staff by category'</table> <img>A bar chart showing the number of permanent employed staff in different categories for the years ending March 30, each year from the last two decades.</img> <img>A line graph showing the total net costs for the years ending March 30, each year from the last two decades.</img> <img>A pie chart showing the distribution of net costs between different categories for the years ending March 30, each year from the last two decades.</img> <img>A stacked bar chart showing the breakdown of net costs between different categories for the years ending March 30, each year from the last two decades.</img> <img>A line graph showing the total net costs for the years ending March 30, each year from the last two decades.</img> <img>A pie chart showing the distribution of net costs between different categories for the years ending March 30, each year from the last two decades.</img> <img>A stacked bar chart showing the breakdown of net costs between different categories for the years ending March 30, each year from the last two decades.</img> <img>A line graph showing the total net costs for the years ending March 30, each year from the last two decades.</img> <img>A pie chart showing the distribution of net costs between different categories for the years ending March 30, each year from the last two decades.</img> <img>A stacked bar chart showing the breakdown of net costs between different categories for the years ending March 30, each year from the last two decades.</img> <img>A line graph showing the total net costs for the years ending March 30, each year from the last two decades.</img> <img>A pie chart showing the distribution of net costs between different categories for the years ending March 30, each year from the last two decades.</img> <img>A stacked bar chart showing the breakdown of net costs between different categories for the years ending March 30, each year from the last two decades.</img> <img>A line graph showing the total net costs for the years ending March 30, each year from the last two decades.</img> <img>A pie chart showing the distribution of net costs between different categories for the years ending March 30, each year from the last two decades.</img> <img>A stacked bar chart showing the breakdown of net costs between different categories for the years ending March 30, each year from the last two decades.</img> <img>A line graph showing the total net costs for the years ending March 30, each year from the last two decades.</img> <img>A pie chart showing the distribution of net costs between different categories for the years ending March Accountability report \<page_number>71\</page_number> Pension schemes Principal Civil Service Pension Scheme Nuclear site licence companies are not included in these pension schemes. The Principal Civil Service Pension Scheme (PCSPS) and the Civil Servant and Other Pension Scheme (CSOPS), known as "Alpha", are an unfunded multi-employer defined benefit scheme in which the department is unable to identify its share of the underlying assets and liabilities. The scheme actuary valued the PCSPS as at 31 March 2018. Further details can be found in the resource accounts of the Cabinet Office Civil Superannuation (www.civilservicepensionscheme.org.uk/about-us/resource-accounts/). For 2018-19, employer contributions of £65,627,469 were payable to the PCSPS (2017-18: £55,532,213) at one of four rates in the range 20.0% to 24.5% (2017-18: 20.0% to 24.5%) of pensionable pay, based on salary bands. The scheme's actuary reviews employer contributions usually every four years following a full scheme valuation. The contribution rates are set to meet the cost of the benefits accruing during 2018-19 to be paid when the member retires and not the benefits paid during this period to existing pensioners. Employees can opt to open a partnership pension account, a stakeholder pension with an employer contribution. Employers' contributions of £1,192,970 (2017-18: £1,023,802) were paid to one or more of the panel of three appointed stakeholder provider pensions. Employer contributions as age-related earnings range from 14.7% to 17%. Employers also make employee contributions up to 3% of pensionable earnings. In addition, employers made contributions of £12,811 (2017-18: £13,704), 0.5% (2017-18: 0.5%) were payable to the PCSPS to cover the cost of the future provision of lump sum benefits on death in service and ill health retirement of these employees. Contributions due to the partnership pension providers at 31 March 2019 were £38,599 (2017-18: £27,668). Contributions prepaid at that date were £nil (2017-18: nil). In 2018-19, 18 persons (2017-18: 28 persons) across the Departmental Group retired early on ill-health grounds; the total additional accrued pension liabilities in the year amounted to £1,134,823 (2017-18: £1,749,313). Other pension schemes Employer contributions to other pension schemes in 2018-19, amounted to £261,129,179 (2017-18: £234,198,424). Employer contributions include employers' contributions, current service costs and where appropriate past service costs of funded pension schemes. Further details can be found in the accounts of the department's NDPBs and other designated bodies. A list of these bodies is provided in note 28. Nuclear site licence companies: staff numbers and costs Nuclear site licence staff costs are disclosed separately as they are included in the amounts shown for utilisation in the NDA Decommissioning provision in note 19 rather than being reported as staff costs in the Statement of Comprehensive Net Expenditure. <table> <thead> <tr> <th></th> <th>Permanently employed staff</th> <th>Others</th> <th>Total</th> <th>2018-19</th> <th>2017-18</th> <th>Total</th> </tr> </thead> <tbody> <tr> <td><strong>Number of staff (full-time equivalent)</strong></td> <td><strong>14,555</strong></td> <td><strong>1,314</strong></td> <td><strong>15,869</strong></td> <td><strong>16,163</strong></td> <td></td> <td></td> </tr> <tr> <td colspan="7">Wages and salaries (£m)</td> </tr> <tr> <td></td> <td>780</td> <td>46</td> <td>826</td> <td>835</td> <td></td> <td></td> </tr> <tr> <td colspan="7">Social security costs (£m)</td> </tr> <tr> <td></td> <td>88</td> <td>-</td> <td>88</td> <td>90</td> <td></td> <td></td> </tr> <tr> <td colspan="7">Other pension costs (£m)</td> </tr> <tr> <td></td> <td>148</td> <td>-</td> <td>148</td> <td>135</td> <td></td> <td></td> </tr> <tr> <td colspan="7">Less recoveries in respect of outward secondments (£m)</td> </tr> <tr> <td></td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td></td> <td></td> </tr> <tr> <td colspan="7"><strong>Total costs (£m)</strong></td> </tr> <tr> <td></td> <td><strong>1,016</strong></td> <td><strong>46</strong></td> <td><strong>1,062</strong></td> <td><strong>1,060</strong></td> <td></td> <td></td> </tr> </tbody> </table> <page_number>72</page_number> Annual report and accounts 2018-19 Exit packages audited information Redundancy and other departure costs have been paid in accordance with the provisions of the Civil Service Compensation Scheme, a statutory scheme made under the Superannuation Act 1972. Exit costs are accounted for in full in the year that the departure is agreed and are based on the expected cost in relation to that financial year. Where the department has applied early retirements, the additional costs are met by the department and not by the Civil Service Pension Scheme. Ill-health retirement costs are met by the pension scheme and are not included in the table. Any organisations that are covered by the Civil Service Pension Scheme are subject to the £95,000 cap on exit payments. This is only a guideline rather than legislation, and organisations can apply to pay over the cap subject to Cabinet Office’s approval. During 2018-19, there was no exit package (2017-18: One exit package of £108,054) above £95,000 awarded by the core Department. In November 2016, an amendment to the Civil Service Compensation Scheme introduced a new lower tariff for all exit schemes (voluntary exit, voluntary redundancy and compulsory redundancy). This amendment was subsequently challenged under a Judicial Review, which resulted in it being quashed in 2017-18, and adjustments were required to some awards made under the November 2016 terms. As result, in 2018-19, no exit packages (2017-18: 3) paid by the department required additional payments. <table> <thead> <tr> <td>Exit package cost band</td> <td colspan="2">Number of compulsory redundancies</td> <td colspan="2">Number of other departures agreed</td> <td colspan="2">Total number of exit packages by cost band</td> </tr> <tr> <td></td> <td>2018-19</td> <td>2017-18</td> <td>2018-19</td> <td>2017-18</td> <td>2018-19</td> <td>2017-18</td> </tr> </thead> <tbody> <tr> <td>Less than £10,000</td> <td>7</td> <td>6</td> <td>23</td> <td>41</td> <td>30</td> <td>47</td> </tr> <tr> <td>£10,000 - £25,000</td> <td>33</td> <td>17</td> <td>25</td> <td>77</td> <td>58</td> <td>94</td> </tr> <tr> <td>£25,000 - £50,000</td> <td>13</td> <td>21</td> <td>25</td> <td>89</td> <td>38</td> <td>110</td> </tr> <tr> <td>£50,000 - £100,000</td> <td>-</td> <td>-</td> <td>13</td> <td>124</td> <td>13</td> <td>124</td> </tr> <tr> <td>£100,000 - £150,000</td> <td>1</td> <td>-</td> <td>4</td> <td>39</td> <td>5</td> <td>39</td> </tr> <tr> <td>£150,000 - £200,000</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>More than £200,000</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr style="border-top: double;"> <td>Total number of exit packages<br><br><strong>Of which:</strong></th><th colspan="3"></th><th colspan="3"></th></tr> <tr style="border-top: double;"> <td colspan="7" style="text-align: center;">Core Department<br><br><strong>NDPBs and other<br>designated bodies:</strong></th></tr> <tr style="border-top: double;"> <td></th><th colspan="3">54<br><br><strong>Total number of exit packages:</strong></th><th colspan="3">54<br><br><strong>Total cost (£):<br><br><strong>Of which:</strong></th></tr> <tr style="border-top: double;"> <td></th><th colspan="3">44<br><br><strong>Total cost (£):<br><br><strong>Core Department<br><br><strong>NDPBs and other<br>designated bodies:</strong></th></tr> <tr style="border-top: double;"> <td></th><th colspan="3">44<br><br><strong>Total cost (£):<br><br><strong>Total:</strong></th><th colspan="3">54<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br><br><strong>Total cost (£):<br/><table> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double;"> <td></th> <tr style="border-top: double"> <th colspan='7' align='center'>Total number of exit packages<br>                                                                    Total number of exit packages<br> <span align='right'>Total number of exit packages<br><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br></span><br&gt.</div Accountability report <page_number>73</page_number> Staff on loan As at 31 March 2019, 34 members of staff permanently employed by the core Department were attached on loan to other organisations on a short-term basis (loan duration up to six months) and 64 staff on a long-term basis (loan duration longer than six months). 29 people were attached to the core Department on loan from other organisations on a short-term basis and 55 on a long-term basis. Costs relating to staff on short-term loans were charged to Administration budgets in cases where the core Department paid the cost or would have been charged to Administration budgets had the core Department paid the cost. <table> <thead> <tr> <td></td> <td colspan="2">Outward staff loans</td> <td colspan="2">Inward staff loans</td> </tr> <tr> <td>Grade</td> <td>Less than 6 months</td> <td>More than 6 months</td> <td>Less than 6 months</td> <td>More than 6 months</td> </tr> </thead> <tbody> <tr> <td>Administrative assistant</td> <td>-</td> <td>-</td> <td>-</td> <td>1</td> </tr> <tr> <td>Executive officer</td> <td>-</td> <td>11</td> <td>5</td> <td>2</td> </tr> <tr> <td>Higher executive officer</td> <td>6</td> <td>12</td> <td>3</td> <td>3</td> </tr> <tr> <td>Senior executive officer</td> <td>5</td> <td>6</td> <td>3</td> <td>7</td> </tr> <tr> <td>Grade 7</td> <td>14</td> <td>21</td> <td>9</td> <td>22</td> </tr> <tr> <td>Grade 6</td> <td>5</td> <td>10</td> <td>4</td> <td>11</td> </tr> <tr> <td>Senior civil service</td> <td>4</td> <td>4</td> <td>5</td> <td>9</td> </tr> <tr> <td>Total</td> <td><strong>34</strong></td> <td><strong>64</strong></td> <td><strong>29</strong></td> <td><strong>55</strong></td> </tr> </tbody> </table> 74 Annual report and accounts 2018-19 Off-payroll engagements Off-payroll engagements refer to workers paid off-payroll, without deducting tax and national insurance at source, typically contractors. In 2018-19, BEIS released new guidance and a more robust process to determine whether workers fall into off-payroll or on-payroll arrangements. The new process has been shared across the BEIS family. The tables below present data on our off-payroll engagements. Tables 1a, 2a and 3a exclude the nuclear site licence companies; they are disclosed separately in tables 1b, 2b and 3b. Organisations within the reporting boundary, which have no employees and staff costs, have been excluded. Table 1a: Off-payroll engagements as of 31 March 2019, for more than £245 per day and that last longer than 6 months <table> <thead> <tr> <th></th> <th colspan="5">At time of reporting, number that have existed for:</th> </tr> <tr> <th></th> <th>Total number</th> <th>Less than 1 year</th> <th>1 to 2 years</th> <th>2 to 3 years</th> <th>3 to 4 years or more</th> </tr> </thead> <tbody> <tr> <td><strong>Core Department and agencies</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Core Department<sup>1</sup></td> <td>91</td> <td>26</td> <td>42</td> <td>5</td> <td>18</td> <td>0</td> </tr> <tr> <td>Insolvency Service</td> <td>10</td> <td>10</td> <td>0</td> <td>0</td> <td>0</td> <td>0</td> </tr> <tr> <td>UK Space Agency</td> <td>13</td> <td>9</td> <td>3</td> <td>1</td> <td>0</td> <td>0</td> </tr> <tr> <td><strong>Consolidated in Departmental Group accounts (excluding nuclear site licence companies)</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Advisory, Conciliation and Arbitration Service</td> <td>6</td> <td>0</td> <td>6</td> <td>0</td> <td>0</td> <td>0</td> </tr> <tr> <td>British Business Bank plc</td> <td>18</td> <td>4</td> <td>8</td> <td>4</td> <td>2</td> <td>0</td> </tr> <tr> <td>Civil Nuclear Police Authority</td> <td>7</td> <td>4</td> <td>2</td> <td>0</td> <td>1</td> <td>0</td> </tr> <tr> <td>Cosl Authority</td> <td>1</td> <td>0</td> <td>0</td> <td>1</td> <td>0</td> <td>0</td> </tr> <tr> <td>Competition Appeal Tribunal and Competition Service</td> <td>1</td> <td>0</td> <td>0</td> <td>0</td> <td>0</td> <td>1</td> </tr> <tr> <td>Diamond Light Source Ltd.</td> <td>8</td> <td>3</td> <td>1</td> <td>1</td> <td>2</td> <td>1</td> </tr> <tr><td colspan="6">Low Carbon Contracts Company Ltd and Electricity Settlements Company Ltd.</td></tr><tr><td colspan="6">Nuclear Decommissioning Authority.</td></tr><tr><td colspan="6">Radiactive Waste Management Ltd.</td></tr><tr><td colspan="6">ND Archive Ltd.</td></tr><tr><td colspan="6">Oil and Gas Authority.</td></tr><tr><td colspan="6">UK Research and Innovation.</td></tr><tr><td colspan="6">UK Shared Business Services Ltd.</td></tr><tr><td colspan="6">UK Atomic Energy Authority.</td></tr><tr><th><strong>Note consolidated in the Departmental Group accounts </strong></th><th></th><th></th><th></th><th></th><th></th></tr><tr><th>British Halmarking Council.</th><th>0</th><th>0</th><th>0</th><th>0</th><th>0<br/>0<br/></th></tr><tr><th>Groceries Code Adjudicator.</th><th>1<br/>27<br/></th><th>0<br/>0<br/>1<br/>1<br/></th><th>0<br/>0<br/>0<br/>0<br/></th><th></th><th></th></tr><tr><th>Pubs Code Adjudicator.</th><th></th><th></th><th></th><th></th><th></th></tr><tr><th>Total:</th><th style="text-align: right;">305<br/>101<br/>125<br/>25<br/>27<br/>27<br/></th><th style="text-align: right;"></th><th style="text-align: right;"></th><th style="text-align: right;"></th><th style="text-align: right;"></th></tr> <sup style="font-size: smaller;">1 The core Department's contingent labour requirements are principally driven by ensuring the department has access to the right skills and capacity to manage delivery of its obligations in preparing to deliver EU Exit.</sup> <img>A table showing off-payroll engagements as of 31 March 2019, for more than £245 per day and that last longer than 6 months. The table includes Core Department and agencies, Consolidated in Departmental Group accounts (excluding nuclear site licence companies), Not consolidated in the Departmental Group accounts, and Total. The table shows the number of engagements for each category at different time periods (less than 1 year, 1 to 2 years, 2 to 3 years, 3 to 4 years or more). For example, for Core Department, there were 91 engagements at time of reporting, with less than 1 year being 26, 1 to 2 years being 42, 2 to 3 years being 5, 3 to 4 years or more being 18. For Consolidated in Departmental Group accounts (excluding nuclear site licence companies), there were 6 engagements at time of reporting, with less than 1 year being 0, 1 to 2 years being 6, 2 to 3 years being 0, 3 to 4 years or more being 0. For Not consolidated in the Departmental Group accounts, there were no engagements at time of reporting. For Total, there were 305 engagements at time of reporting, with less than 1 year being less than one engagement each, 1 to 2 years being less than one engagement each, 2 to 3 years being less than one engagement each, 3 to 4 years or more being less than one engagement each.</img> <img>A bar chart showing the number of off-payroll engagements as of 31 March 2019, for more than £245 per day and that last longer than 6 months. The x-axis shows the categories: Core Department and agencies, Consolidated in Departmental Group accounts (excluding nuclear site licence companies), Not consolidated in the Departmental Group accounts, and Total. The y-axis shows the number of engagements. The chart shows that for Core Department and agencies, there were approximately half a million engagements at time of reporting. For Consolidated in Departmental Group accounts (excluding nuclear site licence companies), there were approximately two hundred thousand engagements at time of reporting. For Not consolidated in the Departmental Group accounts, there were zero engagements at time of reporting. For Total, there were approximately three million engagements at time of reporting.</img> <img>A pie chart showing the distribution of off-payroll engagements as of 31 March 2019, for more than £245 per day and that last longer than 6 months. The chart shows that for Core Department and agencies, less than one year was approximately half a million engagements at time of reporting. One to two years was approximately half a million engagements at time of reporting. Two to three years was approximately five thousand engagements at time of reporting. Three to four years or more was approximately one hundred eighty thousand engagements at time of reporting. For Consolidated in Departmental Group accounts (excluding nuclear site licence companies), less than one year was approximately six thousand engagements at time of reporting. One to two years was approximately six thousand six hundred sixty-six engagements at time of reporting. Two to three years was approximately zero engagements at time of reporting. Three to four years or more was approximately zero engagements at time of reporting. For Not consolidated in the Departmental Group accounts, there were zero engagements at time of reporting. For Total, less than one year was approximately one hundred twenty-five thousand six hundred fifty-two engagements at time of reporting. One to two years was approximately one hundred twenty-five thousand six hundred fifty-two engagements at time of reporting. Two to three years was approximately twenty-five thousand seven hundred forty-one engagements at time of reporting. Three to four years or more was approximately twenty-seven thousand seven hundred forty-one engagements at time of reporting.</img> <img>A line graph showing the trend in off-payroll engagements as of March quarter over the past five years (from April quarter 2018 through March quarter 2023). The y-axis shows the number of engagements. The x-axis shows the quarters (April quarter through March quarter). The line shows a general downward trend in the number of off-payroll engagements over the past five years.</img> <img>A line graph showing the trend in off-payroll engagements as of March quarter over the past five years (from April quarter 2018 through March quarter 2023). The y-axis shows the number of engagements. The x-axis shows the quarters (April quarter through March quarter). The line shows a general downward trend in the number of off-payroll engagements over the past five years.</img> <img>A line graph showing the trend in off-payroll engagements as of March quarter over the past five years (from April quarter 2018 through March quarter 2023). The y-axis shows the number of engagements. The x-axis shows the quarters (April quarter through March quarter). The line shows a general downward trend in the number of off-payroll engagements over the past five years.</img> <img>A line graph showing the trend in off-payroll engagements as of March quarter over the past five years (from April quarter 2018 through March quarter 2023). The y-axis shows the number of engagements. The x-axis shows the quarters (April quarter through March quarter). The line shows a general downward trend in the number of off-payroll engagements over the past five years.</img> <img>A line graph showing the trend in off-payroll engagements as of March quarter over the past five years (from April quarter 2018 through March quarter 2023). The y-axis shows the number of engagements. The x-axis shows the quarters (April quarter through March quarter). The line shows a general downward trend in the number of off-payroll engagements over the past five years.</img> <img>A line graph showing the trend in off-payroll engagements as of March quarter over the past five years (from April quarter 2018 through March quarter 2023). The y-axis shows the number of engagements. The x-axis shows the quarters (April quarter through March quarter). The line shows a general downward trend in the number of off-payroll engagements over the past five years.</img> <img>A line graph showing the trend in off-payroll engagements as of March quarter over the past five years (from April quarter 2018 through March quarter 2023). The y-axis shows the number of engagements. The x-axis shows the quarters (April quarter through March quarter). The line shows a general downward trend in the number of off-payroll engagements over the past five years.</img> <img>A line graph showing the trend in off-payroll engagements as of March quarter over the past five years (from April quarter 2018 through March quarter 2023). The y-axis shows the number of engagements. The x-axis shows the quarters (April quarter through March quarter). The line shows a general downward trend in the number of off-payroll engagements over the past five years.</img> <img>A line graph showing the trend in off-payroll engagements as of March quarter over the past five years (from April quarter 2018 through March quarter 2023). The y-axis shows the number of engagements. The x-axis shows the quarters (April quarter through March quarter). The line shows a general downward trend in the number of off-payroll Accountability report \<page_number>75\</page_number> Table 2a: New off-payroll engagements, or those that reached 6 months in duration, between 1 April 2018 and 31 March 2019, for more than £245 per day and that last longer than 6 months <table> <thead> <tr> <th></th> <th>Total number</th> <th>Number reassessed as in scope of IR35 tax assessment</th> <th>Number reassessed as outside scope of IR35 tax assessment</th> <th>Number engaged directly (or PSC contracted to BENS) and are on BENS payroll</th> <th>No. of engagements reassessed for consistency assurance purposes during the year</th> <th>No. of engagements that saw change to IR35 status following the consistency review</th> </tr> </thead> <tbody> <tr> <td><strong>Core Department and agencies</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Core Department</td> <td>66</td> <td>7</td> <td>59</td> <td>0</td> <td>0</td> <td>0</td> </tr> <tr> <td>Insolvency Service</td> <td>10</td> <td>7</td> <td>3</td> <td>0</td> <td>10</td> <td>10</td> </tr> <tr> <td>UK Space Agency</td> <td>13</td> <td>2</td> <td>11</td> <td>0</td> <td>0</td> <td>0</td> </tr> <tr style="background-color: #f0f0f0;"> <td><strong>Consolidated in Departmental Group accounts (excluding nuclear site licence companies)</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr style="background-color: #f0f0f0;"> <td>Advisory, Conciliation and Arbitration Service</td> <td>12</td> <td>0</td> <td>12</td> <td>0</td> <td>0</td> <td>0</td> </tr> <tr style="background-color: #f0f0f0;"> <td>British Business Bank plc</td> <td>18</td> <td>1</td> <td>17</td> <td>0</td> <td>0</td> <td>0</td> </tr> <tr style="background-color: #f0f0f0;"> <td>Civil Nuclear Police Authority</td> <td>5</td> <td>0</td> <td>5</td> <td>0</td> <td>5</td> <td>0</td> </tr> <tr style="background-color: #f0f0f0;"> <td>Coal Authority</td> <td>12</td> <td>0</td> <td>12</td> <td>0</td> <td>0</td> <td>0</td> </tr> <tr style="background-color: #f0f0f0;"> <td>Diamond Light Source Ltd.</td> <td>4</td> <td>0</td> <td>4</td> <td>0</td> <td>4</td> <td>0</td> </tr> <tr style="background-color: #f0f0f0;"> <td>Low Carbon Contracts Company Ltd.</td> <td>6</td> <td>4</td> <td>2</td> <td>0</td> <td>0</td> <td>0</td> </tr> <tr style="background-color: #f0f0f0;"> <td>Nuclear Decommissioning Authority.</td> <td>16</td> <td>4</td> <td>12</td> <td>0</td><td><u style="color:red;">14</u></td><u style="color:red;">1</u></tr> <tr style="background-color: #f0f0f0;"> <th>Radioactive Waste Management Ltd.</th><th style="text-align:right;">10</th><th style="text-align:right;">3</th><th style="text-align:right;">7</th><th style="text-align:right;">7</th><th style="text-align:right;">0</th><th style="text-align:right;">0</u></tr> <tr style="background-color: #f0f0f0;"> <th>NDA Archives Ltd.</th><th style="text-align:right;">1</th><th style="text-align:right;">1</th><th style="text-align:right;">0</th><th style="text-align:right;">0</th><th style="text-align:right;">0</th><u style="color:red;">U<br/></u></tr> <tr style="background-color: #f0f0f0;"> <th>Oil and Gas Authority.</th><th style="text-align:right;">4</th><th style="text-align:right;">0</th><th style="text-align:right;">4</th><th style="text-align:right;">0</th><u style="color:red;">U<br/></u><u style="color:red;">O<br/></u></tr> <tr style="background-color: #f0f0f0;"> <th>UK Research and Innovation.</th><th style="text-align:right;">23</th><th style="text-align:right;">12</th><th style="text-align:right;">11</th><u style="color:red;">U<br/></u><u style="color:red;">O<br/></u></tr> <tr style="background-color: #f0f0f0;"> <th>UK Shared Business Services Ltd.</th><th style="text-align:right;">23</th><u style="color:red;">U<br/></u><u style="color:red;">O<br/></u></tr> <tr style="background-color: #f0f0f0;"> <th>UK Atomic Energy Authority.</th><th style="text-align:right;">30</th><u style="color:red;">U<br/></u><u style="color:red;">O<br/></u></tr> <tr style="background-color: #e6e6e6;"> <th><strong>Note consolidated in the Departmental Group accounts:</strong></th><strong></strong>                                                       </tr> <tr style="background-color: #e6e6e6;"> <th>British Halmarking Council.</th><strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></strong> <strong></st... ```html <table border='1'> <thead border='1'> <tr border='1'> <th colspan='7'>Table 2a: New off-payroll engagements, or those that reached 6 months in duration, between 1 April 2...<br/><br/><table border='1'> <thead border='1'> <tr border='1'> <th colspan='7'></table>> ``` 76 Annual report and accounts 2018-19 Table 3a: Off-payroll engagements of board members, and/or senior officials with significant financial responsibility, between 1 April 2018 and 31 March 2019* <table> <thead> <tr> <td></td> <td>Number of off-payroll engagements or board members, and/or senior officials with significant financial responsibility</td> <td>Total number of individuals on payroll and off-payroll that have been deemed board members, and/ or others with significant financial responsibility</td> </tr> </thead> <tbody> <tr> <td><strong>Core Department and agencies</strong></td> <td></td> <td></td> </tr> <tr> <td>Core Department</td> <td>0</td> <td>29</td> </tr> <tr> <td>Insolvency Service</td> <td>0</td> <td>10</td> </tr> <tr> <td>UK Space Agency</td> <td>0</td> <td>8</td> </tr> <tr> <td><strong>Consolidated in Departmental Group accounts (excluding nuclear site licence companies)</strong></td> <td></td> <td></td> </tr> <tr> <td>Advisory, Conciliation and Arbitration Service</td> <td>0</td> <td>5</td> </tr> <tr> <td>British Business Bank plc</td> <td>0</td> <td>7</td> </tr> <tr> <td>'BBB Patient Capital Holdings Ltd'</td> <td>0</td> <td>1</td> </tr> <tr> <td>'British Business Investments Ltd'</td> <td>0</td> <td>2</td> </tr> <tr> <td>'British Business Finance Ltd'</td> <td>0</td> <td>7</td> </tr> <tr> <td>'British Business Financial Services Ltd'</td> <td>0</td> <td>7</td> </tr> <tr> <td>'British Patient Capital Limited'</td> <td>0</td> <td>1</td> </tr> <tr> <td>'Capital for Enterprise Fund Managers Ltd'</td> <td>0</td> <td>2</td> </tr> <tr> <td>Civil Nuclear Police Authority</td> <td>0</td> <td>4</td> </tr> <tr> <td>Coal Authority</td> <td>0</td> <td>12</td> </tr> <tr> <td>Competition Appeal Tribunal and Competition Service</td> <td>2</td> <td>6</td> </tr> <tr> <td>Cornwall and Isles of Scilly Investments Ltd'</td> <td>0</td> <td>1</td> </tr> <tr> <td>Diamond Light Source Ltd'</td> <td>0</td> <td>6</td> </tr> <tr> <td>The Financial Reporting Council Ltd'</td> <td>0</td> <td>2</td> </tr> <tr> <td>Low Carbon Contracts Company Ltd'</td> <td>0</td> <td>12</td> </tr> <tr> <td>Midlands Engine Investments Ltd'</td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br>                                                              \| \| </table> Not consolidated in the Departmental Group accounts <table border="1"> <thead style="background-color: #e6e6e6;"> <tr style="background-color: #e6e6e6;"> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th><!-- <th></th--> <th></th<!-- --> <table style="border-collapse: collapse; width: 100%;"> <tbody style="border-collapse: collapse;"> <tr style="border-top: 1px solid black; border-bottom: 1px solid black;"> <td style="padding: 5px;">British Hallmarking Council'</td>•<table style="width: 100%; border-collapse: collapse;"> <tbody style="border-collapse: collapse;"> <tr style="border-top: 1px solid black; border-bottom: 1px solid black;"> <td style="padding: 5px;">Committee on Climate Change'</table>•<table style="width: 100%; border-collapse: collapse;"> <tbody style="border-collapse: collapse;"> <tr style="border-top: 1px solid black; border-bottom: 1px solid black;"> <td style="padding: 5px;">Groceries Code Adjudicator'</table>•<table style="width: 100%; border-collapse: collapse;"> <tbody style="border-collapse: collapse;"> <tr style="border-top: 1px solid black; border-bottom: 1px solid black;"> <td style="padding: 5px;">Pubs Code Adjudicator'</table>•<table style="width: 100%; border-collapse: collapse;"> <tbody style="border-collapse: collapse;"> <tr style="border-top: 1px solid black; border-bottom: 1px solid black;"> <td style="padding: 5px;">Small Business Commissioner'</table>•<table style="width: 100%; border-collapse: collapse;"> <tbody style="border-collapse: collapse;"> <tr style="border-top: 1px solid black; border-bottom: 1px solid black;"> <td style="padding: 5px;">Total'</table>•<table style="width: 100%; border-collapse: collapse;"> <tbody style="border-collapse: collapse;"> <tr style="border-top: 1px solid black; border-bottom: 1px solid black;"> <td style="padding: 5px;">Total'</table>•<table style="width: 100%; border-collapse: collapse;"> <tbody style="border-collapse: collapse;"> <tr style="border-top: 1px solid black; border-bottom: 1px solid black;"> <td style="padding: 5px;">Total'</table>•<table style="width: 100%; border-collapse: collapse;"> <tbody style="border-collapse: collapse;"> <tr style="border-top: 1px solid black; border-bottom: 1px solid black;"> <td style="padding: 5px;">Total'</table>•<table style="width: 100%; border-collapse: collapse;"> <tbody style="border-collapse: collapse;"> <tr style="border-top: 1px solid black; border-bottom: 1px solid black;"> <td style="padding: 5px;">Total'</table>•<table style="width: 100%; border-collapse: collapse;"> </tbody> ``` </tbody> </tbody> </tbody> </tbody> </tbody> </tbody> </tbody> </tbody> </tbody> </tbody> </tbody> </tbody> </tbody> </tbody> </tbody> </tbody> </tbody> </tbody> </tbody> </tbody> </tbody> </tbody> </tbody> </tbody> </table> <tbody style="border-collapse: collapse;"> <tr style="border-top: 1px solid black; border-bottom: 1px solid black;"> <td style="padding: 5px;">Committee on Climate Change'</table>•<table style="width: 100%; border-collapse: collapse;"> <tbody style="border-collapse: collapse;"> <tr style="border-top: 1px solid black; border-bottom: 1px solid black;"> <td style="padding: 5px;">Groceries Code Adjudicator'</table>•<table style="width: 100%; border-collapse: collapse;"> <tbody style="border-collapse: collapse;"> <tr style="border-top: 1px solid black; border-bottom: 1px solid black;"> <td style="padding: 5px;">Pubs Code Adjudicator'</table>•<table style="width: 100%; border-collapse: collapse;"> <tbody style="border-collapse: collapse;"> <tr style="border-top: 1px solid black; border-bottom: 1px solid black;"> <td style="padding: 5px;">Small Business Commissioner'</table>•<table style="width: 100%; border-collapse: collapse;"> <tbody style="border-collapse: collapse;"> <tr style="border-top: 1px solid black; border-bottom: 1px solid black;"> <td style="padding: 5px;">Total'</table>•<table style="width: 100%; border-collapse: collapse;"> <tbody style="border-collapse: collapse;"> <tr style="border-top: 1px solid black; border-bottom: 1px solid black;"> <td style="padding:</page_number>76 Annual report and accounts 2018-19 ``` Accountability report \<page_number>77\</page_number> Notes to table 3a: off-payroll engagements of board members The notes below relate to the senior off-payroll engagements in table 3a. It includes details of the exceptional circumstances that led to each off-payroll engagement and the length of time each engagement lasted. <table> <thead> <tr> <th>Organisation</th> <th>Duration and reason for senior off-payroll appointment</th> </tr> </thead> <tbody> <tr> <td>Competition Appeal Tribunal and Competition Service</td> <td>From 2013<br>The President has a statutory duty to provide training to members of the Tribunal, and the off-payroll member was appointed as a training provider on his behalf. He was appointed in 2013, and the contract was renewed in 2015 and 2017. He has been a member of the Tribunal since its inception in 2000 and has held a number of senior positions within the organisation including the Higher Education Academy among other qualifications. The President and the Registrar of the Tribunal view it as very important that he continues to develop and deliver training, and provide support with other engagements.<br>From January 2019<br>Additional off payrol member appointed in January 2019 for the Training Committee.</td> </tr> <tr> <td>UK Atomic Energy Authority</td> <td>For March 2019<br>Short-term engagement of a retiring board member at the end of their tenure to cover the period until the appointment of a replacement.</td> </tr> <tr> <td>AEA Insurance Ltd (AEAIL)</td> <td>From 2002 and 2005 respectively<br>AEAIL is a captive insurance company registered in the Isle of Man and subject to their tax and NI legislation. AEAIL does not employ anyone. Two AEAIL directors are off-payroll by default and are paid a small fee by AEAIL.<br>From 2014 to 2019<br>The third off-payroll director is a director of UKAEA and on UKAEA payroll.</td> </tr> <tr> <td>Groceries Code Adjudicator</td> <td>Appointed in June 2013<br>The Adjudicator</td> </tr> <tr> <td>British Hallmarking Council (BHC)</td> <td>From 1 April to 5 April 2018<br>Since 2017, the Chair had been paid under off-payroll arrangements as they were self employed. In 2018, advice was taken by the BHC; it was concluded that this role is deemed to be a statutory office holder, employers national insurance was payable, and a payroll needed. This was put into operation in 2018, and backdated to 5 April 2018.</td> </tr> <tr> <td>Small Business Commissioner (SBC)</td> <td>From 7 January 2019 to present<br>The SBC has two non-executive directors on their Advisory Board and Audit, Risk & Assurance Board. These members have a contract to work with the SBC for four years.</td> </tr> </tbody> </table> 78 Annual report and accounts 2018-19 Nuclear site licence companies: off-payroll engagements The nuclear site licence companies deliver work for the Nuclear Decommissioning Authority (NDA). These companies are included within the departmental accounting boundary; however, they operate with a high degree of autonomy. Although they have a higher number of off-payroll engagements, off-payroll workers represent a small proportion of the overall workforce. There is a need to bring in unique skills and experience which cannot be found in house due to the specialised and project driven nature of their work. Table 1b: Off-payroll engagements as of 31 March 2019, for more than £245 per day and that last longer than 6 months <table> <thead> <tr> <th></th> <th>Total number</th> <th>Less than 1 year</th> <th>1 to 2 years</th> <th>2 to 3 years</th> <th>3 to 4 years</th> <th>4 years or more</th> </tr> </thead> <tbody> <tr> <td>Nuclear site licence companies</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Dounreay Site Restoration Ltd</td> <td>41</td> <td>9</td> <td>4</td> <td>4</td> <td>10</td> <td>14</td> </tr> <tr> <td>LLW Repository Ltd</td> <td>48</td> <td>16</td> <td>9</td> <td>10</td> <td>8</td> <td>5</td> </tr> <tr> <td>Magnox Ltd</td> <td>166</td> <td>16</td> <td>54</td> <td>28</td> <td>4</td> <td>64</td> </tr> <tr> <td>Sellafield Ltd</td> <td>321</td> <td>178</td> <td>32</td> <td>15</td> <td>24</td> <td>72</td> </tr> <tr> <td>Total</td> <td>576</td> <td>219</td> <td>99</td> <td>57</td> <td>46</td> <td>155</td> </tr> </tbody> </table> Table 2b: New off-payroll engagements, or those that reached 6 months in duration, between 1 April 2018 and 31 March 2019, for more than £245 per day and that last longer than 6 months <table border="1"> <thead> <tr style="background-color: #e6e6e6;"> <th></th> <th>Total number</th> <th>Number assessed as caught by IR35</th> <th>Number engaged directly (via PSC) contracted on the BERS payroll during the year No. of engagements/assurance purposes No. of engagements during the year No. of engagements that saw a change to assurance during the year No. of engagements that saw a change to assurance during the review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assurance during the consistency review No. of engagements that saw a change to assistance Accountability report <page_number>79</page_number> Table 3b: Off-payroll engagements of board members, and/or, senior officials with significant financial responsibility, between 1 April 2018 and 31 March 2019 \| \| Number of off-payroll engagements of board members, and/or senior officials with significant financial responsibility \| Total number of individuals on payroll and off-payroll that have been deemed 'board members, and/or others with significant financial responsibility' during the financial year \| \|---\|---\|---\| \| Nuclear site licence companies \| \| \| \| Dounreay Site Restoration Ltd \| 8 \| 9 \| \| LLW Repository Ltd \| 2 \| 10 \| \| Magnox Ltd \| 2 \| 2 \| \| Sellafield Ltd \| 0 \| 1 \| \| Total \| 12 \| 22 \| Notes to table 3b: off-payroll engagements of board members The notes below relate to the senior off-payroll engagements in table 3b. It includes details of the exceptional circumstances that led to each off-payroll engagement and the length of time each engagement lasted. <table> <thead> <tr> <th>Organisation</th> <th>Duration and reason for senior off-payroll appointment</th> </tr> </thead> <tbody> <tr> <td>Dounreay Site Restoration Ltd</td> <td>i. From 1 Apr 2013 to 22 May 2018. ii. From 30 Sept 2015 to 31 Mar 2019. iii. From 19 Feb, 2016 to 30 Mar, 2019. iv. From 1 Dec 2015 to date. v. and vi. From 1 Dec 2015 to date. vii. From 16 Nov 2018 to date.</td> </tr> <tr> <td>LLW Repository Ltd</td> <td>The eight off-payroll board members are employed by the Parent Body Organisation (PBO), Cavenish Dounreay Partnership Ltd, thus they are not on Dounreay's payroll. Dounreay pay the PBO for their services.</td> </tr> <tr> <td>Magnox Ltd</td> <td>From 30 Sept 2011<br>Post holder supplied by the parent body organisation as required by contractual arrangements with NDA.<br>From 1 Dec 2015<br>Post holder supplied by the parent body organisation as required by contractual arrangements with NDA.</td> </tr> <tr> <td>Magnox Ltd</td> <td>From: 13 Nov 2017 and 24 Oct 2017 respectively.<br>The Finance Director and Managing Director are seconded from the parent organisation, Cavenish Fluor Ltd; as such they are not on Magnox's payroll. This arrangement will cease when Magnox becomes a subsidiary of the NDA on 1 Sept 19.</td> </tr> </tbody> </table> Consultancy expenditure The Departmental Group's expenditure on consultancy in 2018-19 was £61.9 million (2017-18: £63.0 million), of which £30.8 million (2017-18: £24.1 million) was related to Site Licence Companies. Consultants are hired to work on projects in a number of specific situations; where the department does not have the skills set required; where the particular requirement falls outside the core business of civil servants; or where an external, independent perspective is required. When used appropriately, consultancy can be a cost effective and efficient way of getting the temporary and skilled external input that the department needs. We are committed to the consistent application of the Cabinet Office's 2010 controls on consultancy and other spending. \<page_number>80\</page_number> Annual report and accounts 2018-19 # Remuneration report ## Remuneration policy ### Service contracts The Constitutional Reform and Governance Act 2010 requires Civil Service appointments to be made on merit on the basis of fair and open competition. The Recruitment Principles published by the Civil Service Commission specify the circumstances when appointments may be made otherwise. Unless otherwise stated below, the officials covered by this report hold appointments which are open-ended. Early termination, other than for misconduct, would result in an individual receiving compensation as set out in the Civil Service Compensation Scheme. Further information about the work of the Civil Service Commissioners can be found at http://www.civilservicecommission.org.uk. ### Ministers Remuneration of ministers is determined in accordance with the provisions of the Ministerial and other Salaries Act 1975 (as amended by The Ministerial and other Salaries Order 1996) and the Ministerial and other Pensions and Salaries Act 1991. ### Senior civil servants The Senior Salaries Review Body provides independent advice to the Prime Minister on the remuneration of senior civil servants. The review body considers economic considerations such as local variations in labour markets and funds available to departments. Further information about the work of the review body can be found at https://www.gov.uk/government/organisations/review-body-on-senior-salaries. Accountability report \<page_number>81\</page_number> Ministers: salary and pension entitlements audited information Salary and pension entitlements of ministers of the department for the year ending 31 March 2019 are set out in the tables below. Ministers single total figure of remuneration <table> <thead> <tr> <th></th> <th colspan="2">Salary (£)</th> <th colspan="2">Pension benefits (to nearest £1,000)¹</th> <th colspan="2">Total (to nearest £1,000)</th> </tr> <tr> <th>Ministers</th> <th>2018-19</th> <th>2017-18</th> <th>2018-19</th> <th>2017-18</th> <th>2018-19</th> <th>2017-18</th> </tr> </thead> <tbody> <tr> <td><strong>Secretary of State</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Rt Hon Greg Clark MP</td> <td>67,505</td> <td>67,505</td> <td>17,000</td> <td>16,000</td> <td>84,000</td> <td>84,000</td> </tr> <tr> <td><strong>Ministers of State</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Rt Hon Claire Perry MP (from 12 June 2017)²</td> <td>31,680</td> <td>25,432</td> <td>7,000</td> <td>7,000</td> <td>39,000</td> <td>32,000</td> </tr> <tr> <td>Chris Skidmore MP (from 5 December 2018)³</td> <td>10,219</td> <td>-</td> <td>3,000</td> <td>-</td> <td>13,000</td> <td>-</td> </tr> <tr> <td>Sam Gyimah MP (from 10 January 2018 to 30 November 2018)⁴</td> <td>29,040</td> <td>5,830</td> <td>5,000</td> <td>2,000</td> <td>34,000</td> <td>8,000</td> </tr> <tr> <td><strong>Parliamentary Under-Secretaries of State</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Rt Hon Lord Henley (from 27 October 2018)⁵</td> <td>105,076</td> <td>45,194</td> <td>17,000</td> <td>7,000</td> <td>122,000</td> <td>52,000</td> </tr> <tr> <td>Kelly Tohurst MP (from 19 July 2018)⁶</td> <td>15,072</td> <td>-</td> <td>4,000</td> <td>-</td> <td>19,000</td> <td>-</td> </tr> <tr> <td>Richard Harrington MP (from 14 June 2017 to 25 March 2019)⁷</td> <td>27,608</td> <td>16,781</td> <td>6,000</td> <td>5,000</td> <td>33,000</td> <td>22,000</td> </tr> <tr> <td>Andrew Griffiths MP (from 10 January 2018 to 14 July 2018)⁸</td> <td>12,936</td> <td>3,993</td> <td>1,666</td> <td></td> <td></td><br/> <sup></sup>The value of pension benefits accrued during the year is calculated as real increase in pension multiplied by 2.5% (contributions made by the individual). Real increase excludes increases due to inflation or any increase or decrease due to transfer of pension rights.</tr> <table id='notes'> <tbody><tr><th colspan='7'>Notes<br/>Where ministers have moved to or from another department during the year, details of any remuneration relating to their subsequent or prior roles will be in that department's remuneration report. Ministers who transfer from another department continue being paid at the appropriate rate of pay with effect from the first day of the month following the date of appointment. Former ministers who transfer to other departments are paid at their current rate of pay up to the end of the month. Any payments made after they transfer from the date of appointment is paid by their new department.<br/>Salary information above excludes employees' national insurance contributions. None of the ministers of the department received any benefits-in-kind during the year.<br/>The value of pension benefits accrued during the year is calculated as real increase in pension multiplied by 2.5% (contributions made by the individual). Real increase excludes increases due to inflation or any increase or decrease due to transfer of pension rights.<br/>Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2.</th></tr><tr><th colspan='7'>Notes<br/>Where ministers have moved to or from another department during the year, details of any remuneration relating to their subsequent or prior roles will be in that department's remuneration report. Ministers who transfer from another department continue being paid at the appropriate rate of pay with effect from the first day of the month following the date of appointment. Former ministers who transfer to other departments are paid at their current rate of pay up to the end of the month. Any payments made after they transfer from the date of appointment is paid by their new department.<br/>Salary information above excludes employees' national insurance contributions. None of the ministers of the department received any benefits-in-kind during the year.<br/>The value of pension benefits accrued during the year is calculated as real increase in pension multiplied by 2.5% (contributions made by the individual). Real increase excludes increases due to inflation or any increase or decrease due to transfer of pension rights.<br/>Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2.</th></tr><tr><th colspan='7'>Notes<br/>Where ministers have moved to or from another department during the year, details of any remuneration relating to their subsequent or prior roles will be in that department's remuneration report. Ministers who transfer from another department continue being paid at the appropriate rate of pay with effect from the first day of the month following the date of appointment. Former ministers who transfer to other departments are paid at their current rate of pay up to the end of the month. Any payments made after they transfer from the date of appointment is paid by their new department.<br/>Salary information above excludes employees' national insurance contributions. None of the ministers of the department received any benefits-in-kind during the year.<br/>The value of pension benefits accrued during the year is calculated as real increase in pension multiplied by 2.5% (contributions made by the individual). Real increase excludes increases due to inflation or any increase or decrease due to transfer of pension rights.<br/>Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2.</th></tr><tr><th colspan='7'>Notes<br/>Where ministers have moved to or from another department during the year, details of any remuneration relating to their subsequent or prior roles will be in that department's remuneration report. Ministers who transfer from another department continue being paid at the appropriate rate of pay with effect from the first day of the month following the date of appointment. Former ministers who transfer to other departments are paid at their current rate of pay up to the end of the month. Any payments made after they transfer from the date of appointment is paid by their new department.<br/>Salary information above excludes employees' national insurance contributions. None of the ministers of the department received any benefits-in-kind during the year.<br/>The value of pension benefits accrued during the year is calculated as real increase in pension multiplied by 2.5% (contributions made by the individual). Real increase excludes increases due to inflation or any increase or decrease due to transfer of pension rights.<br/>Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2.</th></tr><tr><th colspan='7'>Notes<br/>Where ministers have moved to or from another department during the year, details of any remuneration relating to their subsequent or prior roles will be in that department's remuneration report. Ministers who transfer from another department continue being paid at the appropriate rate of pay with effect from the first day of the month following the date of appointment. Former ministers who transfer to other departments are paid at their current rate of pay up to the end of the month. Any payments made after they transfer from the date of appointment is paid by their new department.<br/>Salary information above excludes employees' national insurance contributions. None of the ministers of the department received any benefits-in-kind during the year.<br/>The value of pension benefits accrued during the year is calculated as real increase in pension multiplied by 2.5% (contributions made by the individual). Real increase excludes increases due to inflation or any increase or decrease due to transfer of pension rights.<br/>Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2. Full year equivalent salary for 2.</th></tr><tr><th colspan='7'>Notes<br/>Where ministers have moved to or from another department during the year, details of any remuneration relating to their subsequent or prior roles will be in that department's remuneration report. Ministers who transfer from another department continue being paid at the appropriate rate of pay with effect from the first day of the month following the date of appointment. Former ministers who transfer to other departments are paid at their current rate of pay up to the end of the month. Any payments made after they transfer from the date of appointment is paid by their new department.<br/>Salary information above excludes employees' national insurance contributions. None of the ministers of the department received any benefits-in-kind during the year.<br/>The value of pension benefits accrued during the year is calculated as real increase in pension multiplied by 2.5% (contributions made by the individual). Real increase excludes increases due to inflation or any increase or decrease due to transfer of pension rights.<br/>Full year equivalent salary for 2.</th></tr><tr><th colspan='7'>Notes<br/>Where ministers have moved to or from another department during the year, details of any remuneration relating to their subsequent or prior roles will be in that department's remuneration report. Ministers who transfer from another department continue being paid at the appropriate rate of pay with effect from the first day of the month following the date of appointment. Former ministers who transfer to other departments are paid at their current rate of pay up to the end of the month. Any payments made after they transfer from the date of appointment is paid by their new department.<br/>Salary information above excludes employees' national insurance contributions. None of the ministers of the department received any benefits-in-kind during the year.<br/>The value of pension benefits accrued during the year is calculated as real increase in pension multiplied by 2.5% (contributions made by the individual). Real increase excludes increases due to inflation or any increase or decrease due to transfer of pension rights.<br/></table> <table id='salary'> <thead><tr><th></th><th>Salary (£)</th><th>Salary (£)</th><th>Pension benefits (to nearest £1,xxx)</th><th>Pension benefits (to nearest £xxx)</th><th>Total (£xxx)</th><th>Total (£xxx)</th></tr></thead><tbody><tr><th>Rt Hon Greg Clark MP<br>(from Jan-Mar '19)</th><table id='greg-clark'><tbody><tr><th>Salary (£)</th><th>Salary (£)</th><th>Pension benefits (to nearest £xxx)</th><th>Pension benefits (to nearest £xxx)</th><th>Total (£xxx)</th><th>Total (£xxx)</th></tr><tr class='header_bottom_margin'><td colspan='6'></td></tr><tr><td style='text-align:left;'>Greg Clark MP<br>(from Jan-Mar '19)</td><td style='text-align:right;'>67,5xx<br>(xxxxx)</td><td style='text-align:right;'>67,5xx<br>(xxxxx)</td><td style='text-align:right;'>xxxxx<br>(xxxxx)</td><td style='text-align:right;'>xxxxx<br>(xxxxx)</td><td style='text-align:right;'>xxxxx<br>(xxxxx)</td><td style='text-align:right;'>xxxxx<br>(xxxxx)</td></tr></tbody></table></tr><tr><th>Rt Hon Claire Perry MP<br>(from Jan-Mar '19)</th><table id='claire-perry'><tbody><tr><th>Salary (£)</th><th>Salary (£)</th><th>Pension benefits (to nearest £xxx)</th><th>Pension benefits (to nearest £xxx)</th><th>Total (£xxx)</th><th>Total (£xxx)</th></tr><tr class='header_bottom_margin'><td colspan='6'></ td></tr><tr><td style='text-align:left;'>Claire Perry MP<br>(from Jan-Mar '19)</td><table id='claire-perry-mp'><tbody><tr class='header_bottom_margin'><thead id='claire-perry-mp-header'><tr id='claire-perry-mp-header-row'><th colspan='6'></ th></ tr></thead><tbody id='claire-perry-mp-body'><tr class='header_bottom_margin'><thead id='claire-perry-mp-header'><tr id='claire-perry-mp-header-row'><th colspan='6'></ th></ tr></thead><tbody id='claire-perry-mp-body-row'><tr class='header_bottom_margin'><thead id='claire-perry-mp-header'><tr id='claire-perry-mp-header-row'><th colspan='6'></ th></ tr></thead><tbody id='claire-perry-mp-body-row'><tr class='header_bottom_margin'><thead id='claire-perry-mp-header'><tr id='claire-perry-mp-header-row'><th colspan='6'></ th></ tr></thead><tbody id='claire-perry-mp-body-row'><tr class='header_bottom_margin'><thead id='claire-perry-mp-header'><tr id='claire-perry-mp-header-row'><th colspan='6'></ th></ tr></thead><tbody id='claire-perry-mp-body-row'><tr class='header_bottom_margin'><thead id='claire-perry-mp-header'><tr id='claire-perry-mp-header-row'><th colspan='6'></ th></ tr></thead><tbody id='claire-perry-mp-body-row'><tr class='header_bottom_margin'><thead id='claire-perry-mp-header'><tr id='claire-perry-mp-header-row'><th colspan='6'></ th></ tr></thead><tbody id='claire-perry-mp-body-row'><tr class='header_bottom_margin'><thead id='claire-perry-mp-header'><tr id='claire-perry-mp-header-row'><th colspan='6'></ th></ tr></thead><tbody id='claire-perry-mp-body-row'><tr class='header_bottom_margin'><thead id='claire-perry-mp-header'><tr id='claire-perry-mp-header-row'><th colspan='6'></ th></ tr></thead><tbody id='claire-perry-mp-body-row'><tr class='header_bottom_margin'><thead id='claire-perry-mp-header'><tr id='claire-perry-mp-header-row'><th colspan='6'></ th></ tr></thead><tbody id='claire-perry-mp-body-row'><tr class='header_bottom_margin'><thead id='claire-perry-mp-header'><tr id='claire-perry-mp-header-row'><th colspan='6'></ th></ tr></thead><tbody id='claire-perry-mp-body-row'><tr class='header_bottom_margin'><thead id='claire-perry-mp-header'><tr id='claire-perry-mp-header-row'><th colspan='6'></ th></ tr></thead><tbody id='claire-perry-mp-body-row'><tr class='header_bottom_margin'><thead id='claire-perry-mp-header'><tr id='claire-perry-mp-header-row'><th colspan='6'></ th></ tr></thead><tbody id='claire-perry-mp-body-row'><tr class='header_bottom_margin'> 82 Annual report and accounts 2018-19 Ministers: pension benefits* <table> <thead> <tr> <td></td> <td>Ministers pension benefits at 65 as at 31 March 2019</td> <td>Real increase in pension at age 65</td> <td>CETV at 31 March 2019<sup>1</sup></td> <td>CETV at 31 March 2018 restated<sup>1</sup></td> <td>Real increase in CETV</td> </tr> </thead> <tbody> <tr> <td>Ministers</td> <td>£'000</td> <td>£'000</td> <td>£'000</td> <td>£'000</td> <td>£'000</td> </tr> <tr> <td><strong>Secretary of State</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Rt Hon Greg Clark MP<sup>2</sup></td> <td>10-15</td> <td>0-2.5</td> <td>142</td> <td>121</td> <td>8</td> </tr> <tr> <td><strong>Ministers of State</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Rt Hon Claire Perry MP (from 12 June 2017)<sup>3</sup></td> <td>0-5</td> <td>0-2.5</td> <td>42</td> <td>33</td> <td>4</td> </tr> <tr> <td>Chris Skidmore MP (from 5 December 2018)</td> <td>0-5</td> <td>0-2.5</td> <td>7</td> <td>6</td> <td>1</td> </tr> <tr> <td>Sam Gyimah MP (from 10 January 2018 to 30 November 2018<sup>4</sup>)</td> <td>0-5</td> <td>0-2.5</td> <td>28</td> <td>23</td> <td>2</td> </tr> <tr> <th colspan="6"><strong>Parliamentary Under-Secretaries of State</strong></th> </tr> <tr> <td>Rt Hon Lord Henley (from 27 October 2017)</td> <td>0-5</td> <td>0-2.5</td> <td>45</td> <td>21</td> <td>16</td> </tr> <tr> <td>Kelly Tolhurst MP (from 19 July 2018)</td> <td>0-5</td> <td>0-2.5</td> <td>5</td> <td>2</td> <td>1</td> </tr> <tr> <td>Richard Harrington MP (from 14 June 2017 to 25 March 2019<sup>5</sup>)</td> <td>0-5</td> <td>0-2.5</td> < td="">26<td>< td="">18<td>< td="">5 <tr>< td="">< td="">Andrew Griffiths MP (from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td="">(from </ td=""=""></table> <table cellspacing="0" cellpadding="3"> <!-- Table for ministers' CETV values --> <!-- The table has two columns: one for the minister's name and another for their CETV value --> <!-- The first row contains the header for the table --> <!-- The second row contains the header for the table --> <!-- The third row contains the header for the table --> <!-- The fourth row contains the header for the table --> <!-- The fifth row contains the header for the table --> <!-- The sixth row contains the header for the table --> <!-- The seventh row contains the header for the table --> <!-- The eighth row contains the header for the table --> <!-- The ninth row contains the header for the table --> <!-- The tenth row contains the header for the table --> <!-- The eleventh row contains the header for the table --> <!-- The twelfth row contains the header for the table --> <!-- The thirteenth row contains the header for the table --> <!-- The fourteenth row contains the header for the table --> <!-- The fifteenth row contains the header for the table --> <!-- The sixteenth row contains the header for the table --> <!-- The seventeenth row contains the header for the table --> <!-- The eighteenth row contains the header for the table --> <!-- The nineteenth row contains the header for the table --> <!-- The twentieth row contains the header for the table --> <!-- The twenty-first row contains the header for the table --> <!-- The twenty-second row contains the header for the table --> <!-- The twenty-third row contains the header for the table --> <!-- The twenty-fourth row contains the header for the table --> <!-- The twenty-fifth row contains the header for the table --> <!-- The twenty-sixth row contains the header for the table --> <!-- The twenty-seventh row contains the header for the table --> <!-- The twenty-eighth row contains the header for the table --> <!-- The twenty-ninth row contains the header for the table --> <!-- The thirty-first row contains the header for the table --> <!-- The thirty-second row contains the header for the table --> <!-- The thirty-third row contains the header for the table --> <!-- The thirty-fourth row contains the header for the table --> <!-- The thirty-fifth row contains the header for the table --> <!-- The thirty-sixth row contains the header for the table --> <!-- The thirty-seventh row contains the header for the table --> <!-- The thirty-eighth row contains the header for the table --> <!-- The thirty-ninth row contains the header for the table --> <!-- The forty-first row contains the header for the table --> <!-- The forty-second row contains the header for the table --> <!-- The forty-third row contains the header for the table --> <!-- The forty-fourth row contains the header for the table --> <!-- The forty-fifth row contains the header for the table --> <!-- The forty-sixth row contains the header for the table --> <!-- The forty-seventh row contains the header for the table --> <!-- The forty-eighth row contains the header for the table --> Accountability report <page_number>83</page_number> Senior managers: salary and pension entitlements audited information Salary and pension entitlements of senior managers of the Core Department are set out in the tables below which comprise all those who were members of the Departmental Board or Executive Committee during 2018-19. Senior managers single total figure of remuneration <table> <thead> <tr> <th>Officials</th> <th>Salary (£'000)</th> <th>Bonus payments (£'000)</th> <th>Pension benefits (to nearest £1,000)¹</th> <th>Total (£'000)</th> </tr> </thead> <tbody> <tr> <td></td> <td>2018-19</td> <td>2017-18</td> <td>2018-19</td> <td>2017-18</td> <td>2018-19</td> <td>2017-18</td> <td>2018-19</td> <td>2017-18</td> </tr> <tr> <td>Alex Chisholm</td> <td>180-185</td> <td>180-185</td> <td>5-10</td> <td>-</td> <td>70,000</td> <td>69,000</td> <td><strong>255-260</strong></td> <td><strong>245-250</strong></td> </tr> <tr> <td>Sam Beckett</td> <td>125-130</td> <td>125-130</td> <td>10-15</td> <td>10-15</td> <td>38,000</td> <td>32,000</td> <td><strong>175-180</strong></td> <td><strong>165-170</strong></td> </tr> <tr> <td>Nick Crish (from 1 June 2018)²</td> <td>115-120</td> <td>-</td> <td>-</td> <td>-</td> <td>-46,000</td> <td>-</td> <td><strong>160-165</strong></td> <td>-</td> </tr> <tr> <td>Julian Critchlow (from 14 May 2018)³</td> <td>120-125</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td><strong>120-125</strong></td> <td>-</td> </tr> <tr> <td>Gareth Davies</td> <td>130-135</td> <td>125-130</td> <td>10-15</td> <td>10-15</td> <td>49,000</td> <td>38,000</td> <td><strong>190-195</strong></td> <td><strong>175-180</strong></td> </tr> <tr> <td>Sarah Harrison (from 28 February 2018)⁴)</td> <td>140-145</td> <td>10-15</td> <td>-</td> <td>-</td> <td>71,000</td> <td>3,000</td> <td><strong>210-215</strong></td> <td><strong>10-15</strong></td> </tr> <tr> <td>Jeremy Pocklington (to 27 August 2018)⁵)</td> <td>45-50<br/>45-55<br/>45-60<br/>45-65<br/>46-75<br/>46-85<br/>47-95<br/>47-97<br/>47-99<br/>48-99<br/>49-99<br/>50-99<br/>53-99<br/>63-99<br/>64-99<br/>66-99<br/>67-99<br/>68-99<br/>69-99<br/>73-99<br/>74-99<br/>76-99<br/>77-99<br/>78-99<br/>79-99<br/>83-99<br/>84-99<br/>86-99<br/>87-99<br/>88-99<br/>89-99<br/>93-99<br/>94-99<br/>96-99<br/>97-99<br/>98-99<br/><br/></td><td>-<br/>-</br/></td><td>-<br/>-</br/></td><td>-<br/>-</br/></td><td>-<br/>-</br/></td><td>-<br/>-</br/></td><td>-<br/>-</br/></td><td>-<br/>-</br/></td><td>-<br/>-</br/></td><br/> <tr style="border-top: 2px solid black;"> <th>Joaanna Whittington (from 8 October 2018)⁶)</th><th style="text-align: right;">75-80 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - </th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><br/> <tr style="border-top: 2px solid black;"> <th>Caleb Deeks (from 23 May 2017)⁷)</th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><br/> <tr style="border-top: 2px solid black;"> <th>Tom Taylor (from 15 January 2018)⁸)</th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><th style="text-align: right;">-</th><br/> <tr style="border-top: 2px solid black;"> <th>Doug Watkins (from 1 September 2018)⁹)</th><th style="text-align: right;">70-75 <br/><br/></th><th style="text-align: right;">-</br/></th><th style="text-align: right;">-</br/></th><th style="text-align: right;">-</br/></th><th style="text-align: right;">-</br/></th><th style="text-align: right;">-</br/></th><br/> <tr style="border-top: 2px solid black;"> <th></table> <table id='table_important'> <thead id='table_important__header'> <tr id='table_important__header_row'> <th id='table_important__header_column_'>Officials<span id='table_important__header_column_'> </span></th> <th id='table_important__header_column_'>Salary (£'000)<span id='table_important__header_column_'> </span></th> <th id='table_important__header_column_'>Bonus payments (£'000)<span id='table_important__header_column_'> </span></th> <th id='table_important__header_column_'>Pension benefits (to nearest £'xxx)¹<span id='table_important__header_column_'> </span></th> <th id='table_important__header_column_'>Total (£'xxx)²<span id='table_important__header_column_'> </span></th> <th id='table_important__header_column_'>Total (£'xxx)³<span id='table_important__header_column_'> </span></th> <th id='table_important__header_column_'>Total (£'xxx)⁴<span id='table_important__header_column_'> </span></th> <th id='table_important__header_column_'>Total (£'xxx)⁵<span id='table_important__header_column_'> </span></th> <th id='table_important__header_column_'>Total (£'xxx)⁶<span id='table_important__header_column_'> </span></th> <th id='table_important__header_column_'>Total (£'xxx)⁷<span id='table_important__header_column_'> </span></th> <th id='table_important__header_column_'>Total (£'xxx)⁸<span id='table_important__header_column_'> </span></th> <th id='table_important__header_column_'>Total (£'xxx)⁹<span id='table_important__header_column_'> </span></th> <th id='table_important__header_column_'>Total (£'xxx)¹⁰<span id='table_important__header_column_'> </span></thesis <tbody id='table_body'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> <tr class='odd'> </tbody> <div id="content" lang="en"> <p>The table shows the salary and pension entitlements of senior managers of the Core Department.</p> <p>The figures shown in the table are based on the following assumptions:</p> <ul type="square"> <li>The salary and bonus payments shown are for the period from the start of the financial year to the end of the financial year.</li> <li>The pension benefits shown are calculated using the formulae provided by the Departmental Board.</li> <li>The pension benefits shown are rounded to the nearest £'xxx.</li> <li>The total figures shown are rounded to the nearest £'xxx.</li> <li>The total figures shown include any additional benefits such as relocation allowance, hardship pay, etc.</li> <li>The total figures shown exclude any benefits such as employer's national insurance contributions, no senior managers received any benefits-in-kind during the year or compensation for loss of office. Where managers have moved to or from a similar senior role in another department during the year, details of any remuneration adjustments to their subsequent or prior roles will be in that manager's remuneration statement.</li> <li>The value of pension benefits accrued during the year is calculated as (real increase in pension multiplied by 2), plus (real increase in any lump sum less contributions made by the individual). Real increase excludes increases due to transfer or pension rights.</li> <li>The full year equivalent salary for 2017/18 is £'xxx. The full year equivalent salary for 2016/17 is £'xxx. The full year equivalent salary for 2015/16 is £'xxx. The full year equivalent salary for 2014/15 is £'xxx. The full year equivalent salary for 2013/14 is £'xxx. The full year equivalent salary for 2012/13 is £'xxx. The full year equivalent salary for 2011/12 is £'xxx. The full year equivalent salary for 2010/11 is £'xxx. The full year equivalent salary for 2009/10 is £'xxx. The full year equivalent salary for 2008/...</div> <div lang="en"><p>The table shows the salary and pension entitlements of senior managers of the Core Department.</p> <p>The figures shown in the table are based on the following assumptions:</p> <ul type="square"> <li>The salary and bonus payments shown are for the period from the start of the financial year to the end of the financial year.</li> <li>The pension benefits shown are calculated using the formulae provided by the Departmental Board.</li> <li>The pension benefits shown are rounded to the nearest £'xxx.</li> <li>The total figures shown are rounded to the nearest £'xxx.</li> <li>The total figures shown include any additional benefits such as relocation allowance, hardship pay, etc.</li> <li>The total figures shown exclude any benefits such as employer's national insurance contributions, no senior managers received any benefits-in-kind during the year or compensation for loss of office. Where managers have moved to or from a similar senior role in another department during the year, details of any remuneration adjustments to their subsequent or prior roles will be in that manager's remuneration statement.</li> <li>The value of pension benefits accrued during the year is calculated as (real increase in pension multiplied by 2), plus (real increase in any lump sum less contributions made by the individual). Real increase excludes increases due to transfer or pension rights.</li> <li>The full year equivalent salary for 2... 84 Annual report and accounts 2018-19 Senior managers pension benefits <table> <thead> <tr> <th></th> <th>Accrued pension at age as at 31 March 2019 and related lump sum</th> <th>Real increase in pension and related lump sum at pension age</th> <th>CETV at 31 March 2019<sup>1</sup></th> <th>CETV at 31 March 2018<sup>2</sup></th> <th>Real increase in CETV</th> <th>Employer contribution to partnership pension account</th> <th>Nearest £100</th> </tr> </thead> <tbody> <tr> <td><strong>Officials</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td>£'000</td> <td>£'000</td> <td>£'000</td> <td>£'000</td> <td>£'000</td> <td></td> <td></td> </tr> <tr> <td>Alex Chiatholm</td> <td>25-30</td> <td>2.5-5</td> <td>332</td> <td>246</td> <td>37</td> <td>-</td> <td>-</td> </tr> <tr> <td></td> <td>50-55 plus lump sum of 115-120</td> <td>0-2.5 plus lump sum of (2.5-5)</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>Sam Beckett<sup>3</sup></td> <td>-</td> <td>-</td> <td>947</td> <td>822</td> <td>17</td> <td>-</td> <td>-</td> </tr> <tr> <td>Nick Chism (from 1 June 2018)</td> <td>0-5</td> <td>2.5-5</td> <td>32</td> <td>-</td> <td>24</td> <td>-</td> <td>-</td> </tr> <tr> <td>Julian Critchlow (from 14 May 2018)</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>Gareth Davies</td> <td>40-45</td> <td>2.5-5</td> <td>614</td> <td>504</td> <td>22</td> <td>-</td> <td>-</td> </tr> <tr> <td>Sarah Harrison (from 28 February 2018)</td> <td>50-55<br>plus lump sum of 20-25<br>(to 27 August 2018)<sup>4</sup></td> <td>2.5-5<br>plus lump sum of (2.5-5)</td> <td>914<br>551<br>(to 27 August 2018)</td> <td>773<br>536<br>(to 27 August 2018)</td> <td>47<br>6<br>(to 27 August 2018)</td> <td>-<br>-<br>(to 27 August 2018)</td> <td>-<br>-<br>(to 27 August 2018)</td> </tr> <table cellspacing="0" cellpadding="3"> <tr style="background-color: #e6e6e6;"> <th>Jaeé Samant<br>(from 1 October 2018 to 3 September 2019)</th><th style="text-align: center;">£'000<br>(sum of 9-7.5)</th><th style="text-align: center;">£'000<br>(sum of 9-7.5)</th><th style="text-align: center;">£'000<br>(sum of 9-7.5)</th><th style="text-align: center;">£'000<br>(sum of 9-7.5)</th><th style="text-align: center;">£'000<br>(sum of 9-7.5)</th><th style="text-align: center;">£'000<br>(sum of 9-7.5)</th><th style="text-align: center;">£'000<br>(sum of 9-7.5)</th><th style="text-align: center;">£'000<br>(sum of 9-7.5)</th><th style="text-align: center;">£'000<br>(sum of 9-7.5)</th><th style="text-align: center;">£'000<br>(sum of 9-7.5)</th><th style="text-align: center;">£'000<br>(sum of 9-7.5)</th><th style="text-align: center;">£'000<br>(sum of 9-7.5)</th><th style="text-align: center;">£'000<br>(sum of 9-7.5)</th><th style="text-align: center;">£'000<br>(sum of 9-7.5)</th><th 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<table border="1"> <tr align="center"> <td colspan="3">Senior managers pension benefits<table border="1"> <thead align="center"> <tr align="center"> <td></td><td>Pension age as at March 31, and related lump sum amount at pension age (in £'</table></thead></tbody></table> <table border="1"> <thead align="center"> <tr align="center"> <td></table></thead></tbody></table> <table border="1"> <thead align="center"> <tr align="center"> <table border="1"> <tbody align="center"> <tr align="center"> <table border="1"> <tbody align="center"> <tr align="center"> <table border="1"> <tbody align="center"> <tr align="center"><table border= "1" cellspacing= "none" cellpadding= "none" width= "auto" height= "auto" align= "left" valign= "top" class= "table-responsive" id= "table-responsive_3"><tbody><tr class= "header"><span class= "table-header-cell" id= "header_3_">Official(s) </span></table></tbody></table> <table border= "1" cellspacing= "none" cellpadding= "none" width= "auto" height= "auto" align= "left" valign= "top" class= "table-responsive" id= "table-responsive_3"><tbody><tr class= "header"><span class= "table-header-cell" id= "header_3_">Official(s) </span></table> <table border= "1" cellspacing= "none" cellpadding= "none" width= "auto" height= "auto" align= "left" valign= "top" class= "table-responsive" id= "table-responsive_3"><tbody><tr class= "header"><span class= "table-header-cell" id= "header_3_">Official(s) </span></table> <table border= "1" cellspacing= "none" cellpadding= "none" width= "auto" height= "auto" align= "left" valign= "top" class= "table-responsive" id= "table-responsive_3"><tbody><tr class= "header"><span class= "table-header-cell" id= "header_3_">Official(s) </span></table> <table border= "1" cellspacing= "none" cellpadding= "none" width= "auto" height= "auto" align= "left" valign= "top" class= "table-responsive" id= "table-responsive_3"><tbody><tr class= "header"><span class= "table-header-cell" id= "header_3_">Official(s) </span></table> <table border= "1" cellspacing= "none" cellpadding= "none" width= "auto" height= "auto" align= "left" valign= "top" class= "table-responsive" id= "table-responsive_3"><tbody><tr class= "header"><span class= "table-header-cell" id= "header_3_">Official(s) </span></table> <table border= "1" cellspacing= "none" cellpadding= "none" width= "auto" height= "auto" align= "left" valign= "top" class= "table-responsive" id= "table-responsive_3"><tbody><tr class= "header"><span class= "table-header-cell" id ``` Accountability report <page_number>85</page_number> Notes to the Remuneration report The information in this report relates only to the core Department. Similar information relating to chief executives and most senior managers of the executive agency and other members of the departmental family is given in the separate annual reports and accounts of the relevant bodies. Salary ‘Salary’ includes gross salary; overtime; reserved rights to London weighting or London allowances; recruitment and retention allowances; private office allowances and any other allowance to the extent that it is subject to UK taxation. This report is based on accrued payments made by the core Department and thus reflects the remuneration of respect of ministers in the House of Commons; departments bear only the cost of the additional ministerial remuneration; the salary for their services as an MP (£77,379 from 1 April 2018) and various allowances to which they are entitled are borne centrally. However, the arrangement for ministers in the House of Lords is different in that they do not receive a salary but rather an additional remuneration which cannot be quantified separately from their ministerial salaries. This total remuneration, as well as the allowances to which they are entitled, is paid by the core Department and is therefore shown in full in the figures. Bonuses Bonuses are based on performance levels attained and are made as part of the appraisal process. Bonuses relate to the performance in the year in which they become payable to the individual. The bonuses reported in 2018-19 relate to performance in 2017-18 and the comparative bonuses reported for 2017-18 relate to performance in 2016-17. Ministerial pensions Pension benefits for ministers are provided by the Parliamentary Contributory Pension Fund (PCPF). The scheme is made under statute and the rules are set out in the Ministers’ etc Pension Scheme 2015, available at http://qna.files.parliament.uk/ws-attachments/170890/original/PCPF%20MINISTERIAL%20SCHEME%20FINAL%20RULES.doc. Those ministers who are Members of Parliament may also accrue an MP’s pension under the PCPF, details of which are not included in this report. A new MP’s pension scheme was introduced from May 2015 although members who were MPs and aged 55 or older on 1 April 2013 have transitional protection to remain in the previous MP’s final salary pension scheme. Benefits for ministers are payable from State Pension age under the 2015 scheme. Pensions are re-valued annually in line with Pensions Increase legislation both before and after State Pension age. The rate from May 2015 is 11.1% and the accrual rate is 1.775% of pensionable earnings. The figure shown for pension value includes the total pension payable to the member under both the pre- and post-2015 ministerial pension schemes. Ministerial pensions: Cash Equivalent Transfer Value The Cash Equivalent Transfer Value (CETV) is the actuarially assessed capitalised value of the pension scheme benefits accrued by a member at a particular point in time. The benefits valued are the member’s accrued benefits and any contingent spouse’s pension payable from the scheme. A CETV is a payment made by a pension scheme or arrangement to secure pension benefits in another pension scheme or arrangement when the member leaves a scheme and chooses to transfer the pension benefits they have accrued in their former scheme. The pension figures shown relate to the benefits that the individual has accrued at the commencement of their current service, not just their current appointment as a minister. CETVs are calculated in accordance with The Occupational Pension Schemes (Transfer Values) (Amendment) Regulations 2008 and do not take account of any actual or potential reduction to benefits resulting from Lifetime Allowance Tax which may be due when pension benefits are taken. Ministerial pensions: Real increase in the value of the CETV This is the element of the increase in accrued pension funded by the Exchequer. It excludes increases due to inflation and contributions paid by the minister. It is worked out using common market valuation factors for the start and end of the period. <img>A bar chart showing Ministerial pensions: Real increase in value of CETV.</img> <img>A bar chart showing Ministerial pensions: Real increase in value of CETV.</img> <img>A bar chart showing Ministerial pensions: Real increase in value of CETV.</img> <img>A bar chart showing Ministerial pensions: Real increase in value of CETV.</img> <img>A bar chart showing Ministerial pensions: Real increase in value of CETV.</img> <img>A bar chart showing Ministerial pensions: Real increase in value of CETV.</img> <img>A bar chart showing Ministerial pensions: Real increase in value of CETV.</img> <img>A bar chart showing Ministerial pensions: Real increase in value of CETV.</img> <img>A bar chart showing Ministerial pensions: Real increase in value of CETV.</img> <img>A bar chart showing Ministerial pensions: Real increase in value of CETV.</img> \<page_number>86\</page_number> Annual report and accounts 2018-19 Civil Service pensions Pension benefits are provided through the Civil Service pension arrangements. From 1 April 2015 a new pension scheme for civil servants was introduced in the Civil Servants and Others Pension Scheme or alpha, which provides benefits on a career average basis with a normal pension age equal to the member's State Pension Age (or 65 if higher). From that date all newly appointed civil servants and the majority of those already in service joined alpha. Prior to that date, civil servants participated in the Principal Civil Service Pension Scheme (PCSPS). The PCSPS has four sections: three providing benefits on a final salary basis (classic, premium or classic plus) with a normal pension age of 60; and one providing benefits on a whole career basis (nuvos) with a normal pension age of 65. These statutory arrangements are unfunded with the cost of benefits met by monies voted by Parliament each year. Pensions payable under classic, premium, classic plus, nuvos and alpha are increased annually in line with Pensions Act 2003 increases. All members of the PCSPS who were within 10 years of their normal pension age on 1 April 2012 remained in the PCSPS after April 2015. Those who were between 10 years and 13 years and 5 months from their normal pension age on 1 April 2012 will switch into alpha sometime between 1 June 2015 and 1 February 2022. All members who switch to alpha have their PCSPS benefits 'banked', with those with earlier benefits in one of the final salary sections of the PCSPS having those benefits based on their final salary when they leave alpha. (The pension figures quoted for officials show pension earned in PCSPS or alpha as appropriate.) Where official contributions are made in both the PCSPS and alpha, the figure quoted is the combined value of their benefits in the two schemes.) Members joining from October 2002 may opt for either the appropriate defined benefit arrangement or a 'money purchase' stakeholder pension with an employer contribution (partnership pension account). Employee contributions are salary-related and range between 4.6% and 8.05% for members of classic, premium, classic plus, nuvos and alpha. Benefits in classic accrue at the rate of 1/80th of final pensionable earnings for each year of service. In addition, a lump sum equivalent to three years' initial pension is payable on retirement. For premium, benefits accrue at the rate of 1/60th of final pensionable earnings for each year of service. Unlike classic, there is no automatic lump sum. Classic plus is essentially a hybrid with benefits for service before 1 October 2002 calculated broadly as per classic and benefits for service from October 2002 worked out as in premium. In nuvos a member builds up a pension based on his pensionable earnings during their period of scheme membership. At the end of the scheme year (31 March) the member's earned pension account is credited with 2.3% of their pensionable earnings in that scheme year and the accrued pension is updated in line with Pensions Increase legislation. Benefits in alpha build up in a similar way to nuvos, except that the accrual rate is in 2.32%. In all cases members may opt to give up (commute) pension for a lump sum up to the limits set by the Finance Act 2004. The partnership pension account is a stakeholder pension arrangement. The employer makes a basic contribution of between 8% and 14.75% (depending on the age of the member) into a stakeholder pension product chosen by the employee from a panel of providers. The employee does not have to contribute, but where they do make contributions, the employer will match these up to a limit of 3% of pensionable salary (the maximum being £3,500 per annum contribution). Employers also contribute a further 0.5% of pensionable salary to cover the cost of centrally provided risk benefit cover (death in service and ill health retirement). The accrued pension quoted is the pension the member is entitled to receive when they reach pension age, or immediately on ceasing to be an active member of the scheme if they are already at or over pension age. Pension age is 60 for members of classic, premium and classic plus, 65 for members of nuvos, and the higher of 65 or State Pension Age for members of alpha. (The pension figures quoted for officials show pension earned in PCSPS or alpha – as appropriate.) Where the official has benefits in both the PCSPS and alpha the figure quoted is the combined value of their benefits in the two schemes but Accountability report \<page_number>87\</page_number> note that part of that pension may be payable from different ages.) Further details about the Civil Service pension arrangements can be found at the website https://www.civilservicepensionscheme.org.uk/ Civil Service pensions: Cash Equivalent Transfer Value The CETV is the actuarially assessed capitalised value of the pension scheme benefits accrued by a member at a particular point in time. The benefits valued are the member's accrued benefits and any contingent surplus payment payable from any scheme CETV or payment made by a pension scheme or arrangement to secure pension benefits in another pension scheme or arrangement when the member leaves a scheme and chooses to transfer the benefits accrued in their former scheme. The pension figures shown relate to the benefits that the individual has accrued as a consequence of their total membership of the pension scheme, not just their service in a senior capacity to which disclosure applies. The figures include the value of any pension benefit in another scheme or arrangement which the member has transferred to the Civil Service pension arrangements. They also include any additional pension benefit accrued to the member as a result of their buying additional pension benefits at their own cost. CETVs are worked out under the Civil Service Occupational Pension Schemes (Transfer Values) (Amendment) Regulations 2008 and do not take account of any actual or potential reduction to benefits resulting from Lifetime Allowance Tax which may be due when pension benefits are taken. Civil Service pensions: Real increase in CETV This reflects the increase in CETV that is funded by the employer. It does not include the increase in accrued pension due to inflation, contributions paid by the employee (including the value of any benefits transferred from another pension scheme or arrangement) and uses common market valuation factors for the start and end of the period. Fair pay disclosures Audited information Reporting bodies are required to disclose the relationship between the remuneration of the highest-paid director in their organisation and the median remuneration of the organisation's workforce. The banded remuneration of the highest paid director in BEIS in the financial year 2018-19, including extrapolation to the full year of any pay increases during the year plus any bonuses, was £36,500 (£30,000 to £42,000), £38,000 (£32,000 to £44,000), £39,500 (£33,500 to £45,500). This was 4.8% lower than (2017-18: 4.9%) the median remuneration of the workforce, which was £38,971 (2017-18: £37,200). In 2018-19 one person (2017-18: one) received remuneration in excess of the highest paid director. Remuneration ranged from £18,200 to £194,747 (2017-18: £18,200 to £204,992). Total remuneration includes salary, non-consolidated performance-related pay and benefits-in-kind. It does not include severance payments, employer pension contributions and the cash equivalent transfer value of pensions. 88 Annual report and accounts 2018-19 Fee entitlements for non-executive board members Audited information The table below shows the fee entitlements for non-executive directors who were members of the Departmental Board in 2018-19. <table> <thead> <tr> <th>Non-executive member</th> <th>Fee entitlement for 2018-19 £000</th> <th>Fee entitlement for 2017-18 £000</th> </tr> </thead> <tbody> <tr> <td>Archie Norman</td> <td>20-25</td> <td>20-25</td> </tr> <tr> <td>Professor Dame Ann Dowling (until 31 May 2018)</td> <td>5-10</td> <td>20-25</td> </tr> <tr> <td>Dame Carolyn McCall</td> <td>15-20</td> <td>15-20</td> </tr> <tr> <td>Charles Handel (until 30 June 2018)</td> <td>5-10</td> <td>20-25</td> </tr> <tr> <td>Kathryn Parsons</td> <td>15-20</td> <td>15-20</td> </tr> <tr> <td>Leena Nair (from 25 June 2018)</td> <td>15-20</td> <td>-</td> </tr> <tr> <td>Nigel Boardman (from 25 June 2018)</td> <td>15-20</td> <td>-</td> </tr> <tr> <td>Stephen Carter</td> <td>15-20</td> <td>15-20</td> </tr> <tr> <td>Sir Stuart Quickenden</td> <td>15-20</td> <td>15-20</td> </tr> </tbody> </table> - Full year equivalent fee entitlement for 2018-19 is 20-25. - Full year equivalent fee entitlement for 2018-19 is 20-25; fee entitlement waived. - Full year equivalent fee entitlement for 2018-19 is 20-25. - Full year equivalent fee entitlement for 2018-19 is 20-25. - Fee entitlement waived. Statement of Parliamentary Supply In addition to the primary statements prepared under IFRS, the Government Financial Reporting Manual (FRM) requires BEIS to prepare a Statement of Parliamentary Supply (SPS), the Government Financial Reporting Manual (FRM) requires BEIS to prepare a Statement of Parliamentary Supply (SPS), the Government Financial Reporting Manual (FRM) requires BEIS to prepare a Statement of Parliamentary Supply (SPS), the Government Financial Reporting Manual (FRM) requires BEIS to prepare a Statement of Parliamentary Supply (SPS), the Government Financial Reporting Manual (FRM) requires BEIS to prepare a Statement of Parliamentary Supply (SPS), the Government Financial Reporting Manual (FRM) requires BEIS to prepare a Statement of Parliamentary Supply (SPS), the Government Financial Reporting Manual (FRM) requires BEIS to prepare a Statement of Parliamentary Supply (SPS), the Government Financial Reporting Manual (FRM) requires BEIS to prepare a Statement of 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Parliamentary Supply (SPS), the Government Financial Reporting Manual 90 Annual report and accounts 2018-19 Net cash requirement 2018-19 <table> <thead> <tr> <td></td> <td></td> <td>2018-19 restated</td> <td></td> </tr> </thead> <tbody> <tr> <td>SoPS Note</td> <td>Estimate</td> <td>Outturn</td> <td>Voted outturn compared with Estimate: saving / (excess)</td> <td>Outturn</td> </tr> <tr> <td></td> <td>£'000</td> <td>£'000</td> <td>£'000</td> <td>£'000</td> </tr> <tr> <td>Net cash requirement</td> <td>3 16,406,161</td> <td>13,787,150</td> <td>2,619,011</td> <td>13,616,211</td> </tr> </tbody> </table> Administration costs 2018-19 <table> <thead> <tr> <td></td> <td></td> <td>2018-19 restated</td> <td></td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td>Voted outturn compared with Estimate: saving / (excess)</td> <td>Outturn</td> </tr> <tr> <td></td> <td>Estimate</td> <td>Outturn</td> <td>£'000</td> <td>£'000</td> </tr> <tr> <td>Total administration costs</td> <td>485,766</td> <td>460,580</td> <td>25,186</td> <td>383,295</td> </tr> </tbody> </table> Figures in the areas outlined in bold are voted totals subject to Parliamentary control. In addition, although not a separate voted limit, any breach of the administration budget will also result in an excess vote. Explanations of the significant variances between Estimate and outturn are given in the Financial review on pages 36 to 44. Prior year outturn is restated to reflect the changes as result of the Machinery of Government changes - see note 27. The notes on pages 91 to 99 form part of these accounts. Notes to the Statement of Parliamentary Supply SoPS 1.1. Analysis of net resource outturn by section Accountability report \<page_number>91\</page_number> <table> <thead> <tr> <th></th> <th colspan="3">Administration</th> <th colspan="3">Programme</th> <th colspan="3">Outturn</th> <th colspan="3">2018-19</th> </tr> <tr> <td></td> <th>Gross Income £'000</th> <th>Net Income £'000</th> <th>Gross Income £'000</th> <th>Net Income £'000</th> <th>Total Net Income £'000</th> <th>Total Net Total with vrements £'000</th> <th>Net total combined Estimate, adjusted with vrements £'000</th> <th>Estimate £'000</th> <th>Outturn £'000</th> </tr> </thead> <tbody> <tr> <td>Spending in departmental expenditure limit (DEL) by section</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Voted A Deny an amicitious industrial strategy</td> <td>-</td> <td>-</td> <td>167,253 (£1,627)</td> <td>162,296</td> <td>162,296</td> <td>162,296</td> <td>12,453</td> <td>-</td> <td>- 377,130</td> </tr> <tr> <td>A Maximise investment opportunities in private enterprise and responsible business practices and households and businesses Delivering affordable energy for households and businesses Ensuring that our energy system is fair and efficient Targeting carbon emissions changes and decarbonisation Managing our energy supply safely and responsibly Science and research</td> <td>798 - 798 - 43,556 - 52,884 - 24,851 - 252,617 - 386,257 - 38,860 - 15,477 -</td> <td>69,919 110,527 - 999 - 47,756 - 24,829 - 251,870 47,733 184,383 3,862 - 15,477 -</td> <td>1,187 93,445 44,155 47,756 24,829 45,617 4,608 43,892 56,637 - 15,477 -</td> <td>70,275 94,443 44,155 47,756 24,829 45,617 4,608 43,892 56,637 - 15,477 -</td> <td>103,780 44,018 11,371 6,729 11,867 45,617 4,608 43,892 56,637 - 15,477 -</td> <td>93,327 44,018 11,371 6,729 11,867 45,617 4,608 43,892 56,637 - 15,477 -</td> <td>-</td> <td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</td><td>-</ td><table cellspacing="0" cellpadding="0"><tbody><tr style="border-top: none;"><style>.table-cell { border-bottom: none; padding: .2em; } tr:last-child td { border-bottom: none; } tr:last-child td:first-child { border-bottom: none; } table tr:last-child td { border-bottom: none; } table tr:last-child td:first-child { border-bottom: none; }</style></tr></tbody></table></table> 92 Annual report and accounts 2018-19 <table> <thead> <tr> <td></td> <td>Promote competitive markets and responsible gas use</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>L</td> <td>8.763</td> <td>-</td> <td>8.763</td> <td>-</td> <td>45.852</td> <td>-</td> <td>45.852</td> <td>55.210</td> <td>57.5</td> <td>57.5</td> </tr> <tr> <td>M</td> <td>Ensuring that our payment system is reliable and secure (ALB) net</td> <td>-</td> <td>-</td> <td>-</td> <td>(2.687)</td> <td>-</td> <td>(2.687)</td> <td>2.687</td> <td>1</td> <td>2.688</td> <td>1.688</td> </tr> <tr> <td>N</td> <td>Taking action on our energy efficiency change and denotation (ALB) net</td> <td>-</td> <td>-</td> <td>-</td> <td>(2.687)</td> <td>-</td> <td>(2.687)</td> <td>2.687</td> <td>-</td> <td>2.688</td> <td>1.689</td> </tr> <tr> <td>O</td> <td>Managing our energy agency solely - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - Q - O</td> <td>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>3.303<br>5.912<br>5.912<br>5.912<br>5.912<br>5.912<br>5.912<br>5.912<br>5.912<br>5.912<br>5.912<br>5.912<br>5.912<br>5.912<br>5.912<br>5.912<br>5.912<br>5.912<br>5.912<br>5.912<br>5.912<br>5.912<br>5.912<br>5.912<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></td> <td>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<b>(2,687)</b></td> <td>b(2,687)</td> <td>b(2,687)</td> <td>b(2,687)</td> <th colspan="4">b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <th>b(2,687)</th> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Total resource DEL voted spend</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-voted Non-votedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-VottedNon-</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Total resource DEL spend (AME) by section Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested Vested VetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVetedVtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedvtedv tedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvedvededededededededededededededededededededededededededededededededededededdeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddededededededededededededededededededededededededededededededededededededededededededededededededededededededededededededededededededededededededededededededededededdede dededdeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddeddedddee ddddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddde dddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de ddddd de dddd e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EE EEE E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E EEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">W</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">X</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Y</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Z.</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">AA.</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">AB.</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Ensuring that our energy systems is reliable and secure and that we are able to change and responsibly manage our energy supply.</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Ensuring that our payment system is reliable and secure (ALB) net.</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Managing our energy agency solely.</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Managing our energy agency solely.</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Managing our energy agency solely.</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Managing our energy agency solely.</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Managing our energy agency solely.</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Managing our energy agency solely.</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Managing our energy agency solely.</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Managing our energy agency solely.</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Managing our energy agency solely.</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Managing our energy agency solely.</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Managing our energy agency solely.</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Managing our energy agency solely.</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Managing our energy agency solely.</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style="text-align: center;">Managing our energy agency solely.</table> <table cellspacing="0" cellpadding="4"> <tr style="border-top: 1px solid black;"> <td style"text-align:center">Ensuring that our payment system is reliable and secure (ALB) net.</table> <table cellspacing="" cellpadding="" border=""> Accountability report <page_number>93</page_number> \| AC \| Science and Research \| - \| 205,965 \| - \| 205,965 \| 100,986 \| (105,019) \| - \| 45,578 \| \|---\|---\|---\|---\|---\|---\|---\|---\|---\|---\| \| AD \| Capacity \| - \| - \| (20,990) \| (12,990) \| 12,990 \| 83,44 \| 21,334 \| 21,277 \| - \| \| AE \| Government as Shareholder \| - \| 7,558 \| (6,522) \| 1,035 \| 1,035 \| 33,775 \| 32,740 \| 20,690 \| (73,474) \| \| AF \| Remuneration as Shareholder \| - \| 817,698 \| - \| 817,698 \| 900,000 \| 82,102 \| 82,102 \| - \| 681,275 \| \| AG \| Deliver an effective financial strategy and strategy on climate change and energy transition and net-zero ambition and net-zero targets and net-zero ambitions and net-zero targets and net-zero ambitions and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and net-zero targets and净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和净零目标和淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨淨浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄浄掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃掃扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描扫描散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分散分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数分数频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频率频 94 Annual report and accounts 2018-19 SoPS 1.2. Analysis of net capital outturn by section <table> <thead> <tr> <td></td> <td colspan="3">Outturn</td> <td colspan="3">Estimate</td> <td colspan="3">2017-18 restated</td> </tr> <tr> <td></td> <td>Gross</td> <td>Income</td> <td>Net</td> <td>Net</td> <td>Net total compared with Estimate</td> <td>Estimate, adjusted for virements</td> <td>Outturn</td> <td>Net</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Spending in Departmental Expenditure Limit (DEL) by section</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Voted</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>A Deliver an ambitious industrial strategy</td> <td>220,461</td> <td>(275,067)</td> <td>(54,606)</td> <td>(59,258)</td> <td>(4,652)</td> <td>13,667</td> <td>142,364</td> </tr> <tr> <td>B Maximise investment opportunities and bolster UK interests</td> <td>243,957</td> <td>-</td> <td>243,957</td> <td>244,059</td> <td>102</td> <td>102</td> <table><thead><tr><th scope="col"></th><th scope="col">£'000</th><th scope="col">£'000</th><th scope="col">£'000</th><th scope="col">£'000</th><th scope="col">£'000</th><th scope="col">£'000</th></tr></thead><tbody><tr><th scope="row">Spending in Departmental Expenditure Limit (DEL) by section</th><th scope="col">Voted</th><th scope="col">A Deliver an ambitious industrial strategy</th><th scope="col">B Maximise investment opportunities and bolster UK interests</th><th scope="col">C Promote competitive markets and responsible business practices</th><th scope="col">D Delivering affordable energy for households and businesses</th><th scope="col">E Ensuring that our energy system is reliable and secure</th><th scope="col">F Taking action on climate change and decarbonisation</th><th scope="col">G Managing our energy legacy fairly and responsibly</th><th scope="col">H Science and Research</th><th scope="col">I Capability</th><th scope="col">J Government as Shareholder</th><th scope="col">K Deliver an ambitious industrial strategy (ALB) net</th><th scope="col">L Promote competitive markets and responsible business practices (ALB) net</th><th scope="col">M Ensuring that our energy system is reliable and secure (ALB) net</th></tr><tr class="header_bottom_margin"><td colspan="13"></ td></tr><tr class="annotation"><th scope="row" colspan="13"><strong>Outturn - Net total compared with Estimate, adjusted for virements - Net - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £'000 - £' Accountability report <page_number>95</page_number> <table> <tr> <td>Taking action on<br>(ALB) net</td> <td>255</td> <td>-</td> <td>255</td> <td>260</td> <td>5</td> <td>5</td> <td>39</td> </tr> <tr> <td colspan="8">Managing our energy<br>legacy safety and<br>responsibly (ALB) net</td> </tr> <tr> <td>N</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>O</td> <td>9,503</td> <td>-</td> <td>9,503</td> <td>10,709</td> <td>1,296</td> <td>1,296</td> <td>13,559</td> </tr> <tr> <td colspan="8">Science and<br>P Research (ALB) net</td> </tr> <tr> <td>P</td> <td>7,530,042</td> <td>-</td> <td>7,530,042</td> <td>7,540,496</td> <td>10,454</td> <td>7,972</td> <td>3,803,928</td> </tr> <tr> <td>Q Capability (ALB) net</td> <td>2,482</td> <td>-</td> <td>2,482</td> <td>-</td> <td>(2,482)</td> <td>-</td> <td>43</td> </tr> <tr> <td>R Government as<br>Shareholder (ALB) net</td> <td>197,015</td> <td>-</td> <td>197,015</td> <td>696,409</td> <td>499,394</td> <td>499,394</td> <td>334,300</td> </tr> <tr> <td>S NDA and SLC<br>maintenance</td> <td>2,002,699</td> <td>-</td> <td>2,002,699</td> <td>2,018,000</td> <td>15,301</td> <td>15,301</td> <th rowspan="2">2,051,013</th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></th><th rowspan="2"></than td></tr> <!-- Total capital DEL voted spend --> <!-- Non-voted --> <!-- Total capital DEL non-voted spend --> <!-- Total capital DEL spend --> <!-- Spending in Annually Managed Expenditure (AME) by section --> <!-- Voted --> <!-- W Deliver an ambitious industrial strategy --> <!-- X Maximise investment opportunities and bolster UK interests --> <!-- Y Promote competitive markets and responsible business practices --> <!-- Z Ensuring that our energy system is resilient and secure --> <!-- AA Taking action on climate change and decarbonisation --> <!-- AB Managing our energy legacy safety and responsibly --> <!-- AC Science and Research --> <!-- AD Capability --> <!-- AE Government as Shareholder --> <!-- BE NDA and SLC maintenance --> <!-- CF Income (CFER) --> <!-- UD Nuclear Safeguards Development --> <!-- UE Managing our energy legacy safety and responsibility (CFER) --> <!-- VE Total capital DEL non-voted spend --> <!-- VF Total capital DEL spend --> <!-- WF Spending in Annually Managed Expenditure (AME) by section --> <!-- WW Deliver an ambitious industrial strategy --> <!-- WX Maximise investment opportunities and bolster UK interests --> <!-- WY Promote competitive markets and responsible business practices --> <!-- WZ Ensuring that our energy system is resilient and secure --> <!-- WA Taking action on climate change and decarbonisation --> <!-- WB Managing our energy legacy safety and responsibly --> <!-- WC Science and Research --> <!-- WD Capability --> <!-- WE Government as Shareholder --> <!-- WF NDA and SLC maintenance --> <!-- WG Income (CFER) --> <!-- WH Nuclear Safeguards Development --> <!-- WI Managing our energy legacy safety and responsibility (CFER) --> <!-- WJ Total capital DEL non-voted spend --> <!-- WK Total capital DEL spend --> <!-- WL Spending in Annually Managed Expenditure (AME) by section --> <!-- End of table --> <table border='1'> <tr style='background-color: #e6e6e6;'> <td style='text-align: center;'>Taking action on<br>(ALB) net</span></span></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></table> <table border='1'> <tr style='background-color: #e6e6e6;'> <td style='text-align: center;'>Managing our energy<br>legacy safety and<br>responsibly (ALB) net<span style='font-size: smaller;'>N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/A - N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></page_number>/N/<page_number/></table> <table border='1'> <tr style='background-color: #e6e6e6;'> <td style='text-align: center;'>Total capital DEL voted spend<span style='font-size: smaller;'>(401,072)</span>:<span style='font-size: smaller;'>11,496,267<span style='font-size: smaller;'>682,335<span style='font-size: smaller;'>10,391,920<span style='font-size: smaller;'>(401,072)</span>:<span style='font-size: smaller;'>11,496,267<span style='font-size: smaller;'>682,335<span style='font-size: smaller;'>10,391,920<span style='font-size: smaller;'>(401,072)</span>:<span style='font-size: smaller;'>11,496,267<span style='font-size: smaller;'>682,335<span style='font-size: smaller;'>10,391,920<span style='font-size: smaller;'>(401,072)</span>:<span style='font-size: smaller;'>11,496,267<span style='font-size: smaller;'>682,335<span style='font-size: smaller;'>10,391,920<span style='font-size: smaller;'>(401,072)</span>:<span style='font-size: smaller;'>11,496,267<span style='font-size: smaller;'>682,335<span style='font-size: smaller;'>10,391,920<span style='font-size: smaller;'>(401,072)</span>:<span style='font-size: smaller;'>11,496,267<span style='font-size: smaller;'>682,335<span style='font-size: smaller;'>10,391,920<span style='font-size: smaller;'>(401,</table> <table border='1'> <tr style='background-color: #e6e6e6;'> <td style='text-align: center;'>Non-voted<span style='font-size: smaller;'>(401,</table> <table border='1'> <tr style='background-color: #e6e6e6;'> <td style='text-align: center;'>Total capital DEL non-voted spend<span style='font-size: smaller;'>(401,</table> <table border='1'> <tr style='background-color: #e6e6e6;'> <td style='text-align: center;'>Total capital DEL spend<span style='font-size: smaller'>:</span>:<span style='font-size: smaller'>((401,</table> <table border='1'> <tr style='background-color: #e6e6e6;'> <td style='text-align: center;' colspan='<table border= 96 Annual report and accounts 2018-19 <table> <thead> <tr> <td>Renewable</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> </tr> </thead> <tbody> <tr> <td>Heat Incentive</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>Deliver an ambitious industrial strategy (ALB) net</td> <td>(16,387)</td> <td>-</td> <td>(16,387)</td> <td>(7,460)</td> <td>8,927</td> <td>8,927</td> <td>(3,474)</td> </tr> <tr> <td>Promote competitive markets and responsible business practices (ALB) net</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>AH Managing our energy legacy safety and responsibly (ALB) net</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>AI Science and Research (ALB) net</td> <td>(59,692)</td> <td>-</td> <td>(59,692)</td> <td>-</td> <td>59,692</td> <td>53,009</td> <td>(63,845)</td> </tr> <tr> <td>AK Capability (ALB) net</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>AL Government as Shareholder (ALB) net - voted spend - Total capital AME voted spend - Non-voted - AN Managing our energy legacy safety and responsibly (DFER)</td> <td>(115,399)</td> <td>(115,399)</td> <td>(150,000)</td> <td>(34,601)</td> <td>-</td><td>(119,122)</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br>AK Government as Shareholder - AK Government as Shareholder (DFER)</br>AK Government as Shareholder (DFER)</br>Total capital AME non-voted spend - Total capital AME spend - Total capital DEL and AME spend - </table> Explanations of the significant variances between the Outturn and Estimate are included in the Financial review on pages 36 to 44. The increase in spend in 2016-17 and 2017-18 against Science and Research Capital DEL and decrease against Science and Research (ALB) Capital DEL reflects the reclassification of expenditure for the Higher Education Funding Council for England (HEFCE) for Science and Research following the Machinery of Government transfer of HEFCE to the Department for Education. With effect from 2018-19 this expenditure falls under Research England as part of UKRI, under Science and Research (ALB), Accountability report \<page_number>97\</page_number> SoPS 2: Reconciliation of net resource outturn to net operating expenditure <table> <thead> <tr> <th>Note</th> <th>2018-19 Outturn £'000</th> <th>2017-18 restated Outturn £'000</th> </tr> </thead> <tbody> <tr> <td>Total resource outturn in Statement of Parliamentary Supply</td> <td>SOPS 1.1 (104,618,400)</td> <td>76,838,052</td> </tr> <tr> <td><strong>Add:</strong></td> <td></td> <td></td> </tr> <tr> <td>NDA remedial decommissioning costs which are capital in budgets but taken through the SoCNE</td> <td>2,002,699</td> <td>2,051,013</td> </tr> <tr> <td>Capital Grants</td> <td>1,507,472</td> <td>1,351,725</td> </tr> <tr> <td>Share of profit/loss of joint ventures and associates</td> <td>(187,156)</td> <td>(951)</td> </tr> <tr> <td>Other non-budget</td> <td>(43,793)</td> <td>72,174</td> </tr> <tr> <td>Share of minority interest</td> <td>-</td> <td>5,263</td> </tr> <tr> <td>Research and Development costs</td> <td>7,405,902</td> <td>6,831,269</td> </tr> <tr> <td><strong>Less:</strong></td> <td></td> <td></td> </tr> <tr> <td>Non-budgetary income</td> <td>-</td> <td>(103,858)</td> </tr> <tr> <td>Profit on disposal of shares</td> <td>-</td> <td>(190,915)</td> </tr> <tr> <td><strong>Non-budget, non voted items in respect of BIS (Postal Services Act 2011) Company Limited and B Company Limited</strong></td> <td>(42,930)</td> <td>(74,305)</td> </tr> <tr> <td>Expected return on pension scheme assets</td> <td>(40,825)</td> <td>(36,510)</td> </tr> <tr> <td>Gains/(losses) on defined benefit scheme</td> <td>-</td> <td>(5,219)</td> </tr> <tr> <td>NDA income scored in SOPs only</td> <td>126,783</td> <td>114,345</td> </tr> <tr> <td>Capital Income in SOCNE</td> <td>(54,521)</td> <td>(10,765)</td> </tr> <tr> <td>Research and Development income</td> <td>(488,889)</td> <td>(411,290)</td> </tr> <tr style="border-top: 1px solid black;"> <th><strong>Other:</strong></th><th></th><th></th></tr><tr style="border-top: 1px solid black;"> <th>Impact of intra group transactions</th><th>60,583</th><th>(26,135)</th></tr><tr style="border-top: 1px solid black;"> <th>Other differences</th><th>12,814</th><th>6,313</th></tr><tr style="border-top: 1px solid black;"> <th><strong>Net Expenditure for the period in Consolidated Statement of Comprehensive Net Expenditure</strong></th><th><strong>(94,360,261)</strong></th><th><strong>86,410,206</strong></th></tr></tbody></table> The prior year comparatives present the Net Operating Expenditure as reported at 31 March 2018. This is restated following a Machinery of Government change – see note 27. 98 Annual report and accounts 2018-19 SoPS 3: Reconciliation of net resource outturn to net cash requirement \| \| Estimate £'000 \| Outturn £'000 \| 2018-19 Net total Outturn compared with Estimate: saving/(excess) £'000 \| \|---\|---\|---\|---\| \| Resource Outturn \| (88,233,251) \| (104,618,400) \| 16,385,149 \| \| Capital Outturn \| 11,541,348 \| 10,397,267 \| 1,144,081 \| \| \| (76,691,903) \| (94,221,133) \| 17,529,230 \| Accruals to cash adjustments: Adjustments to remove non-cash items: Depreciation \| 975 \| 161,356 \| (160,381) \| New provisions and adjustments to previous provisions \| (333,466) \| (10,253) \| (123,213) \| Other non-cash items \| 17,168 \| (29,165) \| 46,333 \| Adjustments for AIBs \| 79,063,082 \| 95,196,699 \| (16,073,637) \| Add cash in grant-in-aid \| 11,553,405 \| 10,978,148 \| 615,257 \| Add share purchase and loans \| 217,886 \| (23,861) \| 23,861 \| Less share capital repayment \| 23,861 \| 23,861 \| \| Adjustments to reflect movements in working balances: Increase/(decrease) in receivables \| 920,059 \| (145,094) \| 1,065,153 \| (Increase)/decrease in payables \| 150,452 \| (150,452) \| \| Use of provisions \| 314,186 \| 283,348 \| 30,838 \| Financial guarantees called in \| 10,637 \| (10,637) \| \| Non-voted budget items: Removal of non-voted budget items: \| 1,322,675 \| 1,278,130 \| 44,545 \| Net cash requirement \| 16,406,161 \| 13,787,150 \| 2,619,011 Accountability report \<page_number>99\</page_number> SoPS 4: Income payable to the Consolidated Fund SoPS 4.1: Analysis of income payable to the Consolidated Fund In addition to income retained, the following income was payable to the Consolidated Fund. Cash receipts are shown in italics. <table> <thead> <tr> <td></td> <td colspan="2">2018-19</td> <td colspan="2">2017-18</td> </tr> <tr> <td></td> <td>Income</td> <td>Outturn Receipts</td> <td>Income</td> <td>Outturn Receipts</td> </tr> </thead> <tbody> <tr> <td></td> <td>£'000</td> <td>£'000</td> <td>£'000</td> <td>£'000</td> </tr> <tr> <td>Operating income of the NDA</td> <td>654,497</td> <td>654,497</td> <td>851,538</td> <td>863,000</td> </tr> <tr> <td>Other operating income</td> <td>193,362</td> <td>193,362</td> <td>1,821,334</td> <td>1,821,334</td> </tr> <tr> <td>Income from coal pension surpluses</td> <td>617,400</td> <td>617,400</td> <td>-</td> <td>-</td> </tr> <tr> <td><strong>Total income payable to the Consolidated Fund</strong></td> <td><strong>1,465,259</strong></td> <td><strong>1,465,259</strong></td> <td><strong>2,672,872</strong></td> <td><strong>2,684,334</strong></td> </tr> </tbody> </table> In the prior year there was £1.62 billion paid over to the Consolidated Fund in respect of the sale of the Green Investment Bank. SoPS 4.2: Consolidated Fund income Consolidated Fund income shown in SoPS note 4.1 above does not include any amounts collected by the Department where it was acting as agent for the Consolidated Fund rather than as principal. Full details of income collected as agent for the Consolidated Fund are in the department’s Trust Statement published separately from but alongside these financial statements. Details are also provided in the individual accounts of the Insolvency Service of items which are not included above. \<page_number>100\</page_number> Annual report and accounts 2018-19 # Parliamentary accountability disclosures ## Losses and special payments audited information The disclosures in this note are in accordance with Managing Public Money, the official guidance on handling public funds. Losses statement <table> <thead> <tr> <td></td> <td colspan="2">2018-19</td> <td colspan="2">2017-18</td> </tr> <tr> <td></td> <td>Core and agencies</td> <td>Departmental Group</td> <td>Core and agencies</td> <td>Departmental Group</td> </tr> </thead> <tbody> <tr> <td>Total number of losses</td> <td><strong>8,955</strong></td> <td><strong>9,719</strong></td> <td><strong>6,396</strong></td> <td><strong>8,521</strong></td> </tr> <tr> <td>RPS receivable impairment (£m)</td> <td>358</td> <td>358</td> <td>267</td> <td>267</td> </tr> <tr> <td>Other losses (£m)</td> <td>27</td> <td>29</td> <td>15</td> <td>19</td> </tr> <tr> <td>Total value of losses (£m)</td> <td><strong>385</strong></td> <td><strong>386</strong></td> <td><strong>282</strong></td> <td><strong>286</strong></td> </tr> </tbody> </table> Details of cases over £300,000: claims abandoned: core Department. From 1 April 2018, the responsibility for Redundancy Payment Service (RPS) was transferred from the core Department to the Insolvency Service (NSS). Redundancy Payment Service (RPS) receivable impairment: most of the redundancy payments made from the National Insurance Fund (NIF) are in respect of employees of insolvent companies. Repayment of debt is recovered from the sale of the assets of the insolvent company. A small proportion of the debt (12%) is preferential, and as such has a higher recovery rate. HMRC record the impairment of the RPS receivable in NIF accounts. The RPS receivable impairment for 2018-19 is £358 million (2017-18: £267 million). Details of cases over £300,000: constructive losses: core Department. The core Department holds onerous leases for properties on the department’s estate for which £113 million has been provided as at 31 March 2019 (£126 million); payments in 2018-19 totalled £26.8 million (2017-18: £16.2 million). The core Department paid £0.7 million to a former supplier of shared central services (finance, human resources etc) for early contract termination. The supplier had been contracted to supply these services to a predecessor department (the former Department of Energy and Climate Change) but supply has now been concentrated on a single provider. Accountability report \<page_number>101\</page_number> Special payments Special payments include extra-contractual, ex gratia, compensation and special severance payments. <table> <tr> <td></td> <td colspan="2">2018-19</td> <td colspan="2">2017-18</td> </tr> <tr> <td></td> <td>Core and agencies</td> <td>Departmental Group</td> <td>Core and agencies</td> <td>Departmental Group</td> </tr> <tr> <td>Total number of special payments</td> <td>6</td> <td>13</td> <td>17</td> <td>21</td> </tr> <tr> <td>Total value of special payments (£m)</td> <td>-</td> <td>2</td> <td>60</td> <td>60</td> </tr> </table> Details of cases over £300,000 Special payments includes a fine of £380,000, associated costs of £96,753 and victim surcharge of £170 paid by Sellafield Ltd for safety breaches relating to equipment used for the processing of plutonium on 5 February 2017, following an investigation by the Office for Nuclear Regulation (ONR). Special payments includes £1 million of interest on the corporation tax payment paid by UK Research and Innovation (UKRI) to HMRC in March 2019 with regard to the chargeable gains that arose on the transfer of assets from the legacy Councils into UKRI. Additional budget was received from HM Treasury to cover this payment and it did not reduce the funding available for science in the year. Gifts and hospitality Managing Public Money states that annual reports should include a note on gifts made by departments if their total value exceeds £300,000. Gifts with a value of more than £300,000 should be noted individually. During 2018-19, the Department did not give, nor did it receive, any reportable gifts above £300,000. The core Department’s gifts and hospitality policy expects the highest level of standards of behaviour from civil servants when deciding whether to accept or decline gifts and hospitality offered, as set out within the Civil Service Code and Managing Public Money. There are also constraints in giving hospitality to ensure that claims are proportionate, necessary, justifiable, modest, and defensible under public scrutiny and delivering value for money from the use of public funds. The policy applies to BEIS’s Civil Service staff, contractors, agents, and non-executive directors who are bound by the Civil Service Code. This policy does not apply to Ministers and special advisers who are covered by the Ministerial Code and Cabinet Office Code of Conduct for Special Advisers respectively. Additionally, Special Advisors gifts and hospitality registers are published on a quarterly basis, including nil returns. \<page_number>102\</page_number> Annual report and accounts 2018-19 # Remote Contingent Liabilities ## audited information The Departmental Group has entered into the following contingent liabilities by offering guarantees, indemnities or letters of comfort. None of these is a contingent liability within the meaning of IAS 37, as the likelihood of a transfer of economic benefit in settlement is too remote. However, they are required to be disclosed under the requirements of the Government Financial Reporting Manual and Managing Public Money. Detail of quantifiable and unquantifiable remote contingent liabilities is presented in the sections below. ## Quantifiable Measurement of quantifiable contingent liabilities is carried out following the requirements of IAS 37, given that the reporting requirements of Managing Public Money. Managing Public Money requires that the full potential costs of such contracts be reported to Parliament. <table> <thead> <tr> <td></td> <td>1 April 2018</td> <td>Increase / (Decrease) in year</td> <td>Liabilities crystallised in year</td> <td>Obligations expired in year</td> <td>31 March 2019</td> <td>Amount reported to Parliament by Departmental Minute</td> </tr> </thead> <tbody> <tr> <td></td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> </tr> <tr> <td>The core Department has indemnified Cornwall Council for any liability relating to the European Regional Development Fund (ERDF) that might arise due to (a) any breach of the ERDF Funding Agreements which occurred on or before the transfer date of 31 March 2017 and (b) any action or omission by the core Department or Wave Hub in relation to ERDF Funding Agreements prior to the transfer which leads to finding of an irregularity by any competent authority.</td> <td>18</td> <td>-</td> <td>-</td> <td>-</td> <td>18</td> <td>18</td> </tr> <tr> <td>The core Department has indemnified the Coal Authority against potential claims arising from remunerated advisory work undertaken for other public sector bodies where payment exceeds the Authority's professional indemnity insurance.</td> <td>-</td> <td>3</td> <td>-</td> <td>-</td> <td>3</td> <td>-</td> </tr> <tr> <td>Total</td> <td>18</td> <td>3</td> <td>-</td> <td>-</td> <td>21</td> <td>18</td> </tr> </tbody> </table> <img>A table showing contingent liabilities for the core Department.</img> Unquantifiable remote contingent liabilities: core Department Statutory guarantees Under section 9 of the British Aerospace Act 1980, the government is liable to discharge any outstanding liability of BAE Systems plc which was acquired by the company on 2 January 1981 in the event of its being wound up other than for the purpose of reconstruction or amalgamation. Statutory indemnities Indemnities have been given to indemnify UK Atomic Energy Authority to cover certain indemnities provided by the Authority to carriers and British Nuclear Fuels plc against certain claims for damage caused by nuclear matter in the course of carriage. Indemnities have been given to bankers of the Insolvency Service against certain liabilities arising in respect of non-transferable "account payee" cheques due to insolvent estates and paid into the Insolvency Service's account. Indemnities have been given to the police at the Police Information Technology Organisation (Home Office) by the core Department and insolvent entities to cover liabilities which they might incur in providing the Criminal Enforcement Team (formerly part of the core Department) with access to data from the Police National Computer. Indemnity has been given to National Grid's liabilities with regards to the interconnector linking the UK and France. Intellectual property A liability to the European Patent Office could arise under Article 40 of the European Patent Convention of 1973 as the UK is one of the contracting states. A liability to the World Intellectual Property Organisation could arise under Article 57 of the Patent Cooperation Treaty as the UK is one of the contracting states. Data usage indemnities An indemnity has been provided to Pöyry PLC relating to the use of their yield curve data for the sale of Green Investment Bank. The core Department has indemnified Pöyry PLC for any liability that occurs as a result of using their information in the sale process that may be brought by bidders in relation to the transaction. Legal costs A contingent liability exists in relation to ongoing legal cases. The cost is dependent on the outcome of cases which currently cannot be reliably estimated. Under an agreement with the Financial Reporting Council (FRC), if the amount held in their legal costs fund falls below £1 million in any year, an additional grant will be made to cover legal costs subsequently incurred in that year. Indemnities against personal liability Indemnities have been given to directors appointed by the core Department to wholly owned subsidiaries. These indemnities are against personal liability following any legal action against the companies. Indemnities have been provided to directors appointed to the Low Carbon Contracts Company Limited and Electricity Settlements Company Limited against personal liability following any legal action against the companies, to be triggered only after all other means have been excluded i.e. company and directors' insurance (cover limit of £100 million) and recovery of costs through their levies. Indemnities have been provided to trustees of the Nuclear Liabilities Fund appointed by the Secretary of State against personal liability in the event of legal action against the Fund. Accountability report \<page_number>103\</page_number> \<page_number>104\</page_number> Annual report and accounts 2018-19 - Indemnities have been provided to trustees of the Nuclear Liabilities Fund appointed by British Energy (now EDF Energy) against personal liability in the event of legal action against the Fund, to be triggered only in the event of failed recourse to indemnities from EDF Energy. - Indemnities have been provided to the Official Receiver relating to their actions as administrator of SSI Redcar with respect to administration of the site. - Indemnities have been provided to the Oil and Gas Authority in respect of certain liabilities that could arise from the actions or omissions of its directors and otherwise arising from a director holding or having held office in the company. - Indemnities have been provided to the MCS Service Company Limited and trustees of the MCS Charitable Foundation for any liability that might arise as a result of actions taken and decisions made for which the core Department was ultimately responsible prior to transfer to the Company and Charitable Foundation of responsibility for the Microgeneration Certification Scheme (MCS) in April 2018. Insurance claims - A statutory liability will arise in the event of a nuclear accident in the UK for third-party claims in excess of the operator's liability. - A contingent liability exists in relation to Incidents/Accidents Insurance claims for exposure to ionising radiation pursued outside the existing UK Atomic Energy Authority insurance scheme. - The core Department has indemnified Elexon Limited against third party claims relating to the design and/or implementation of the Contracts for Difference and Capacity Markets settlement systems which are not covered by insurance and/or guarantees by their sub-contractors. - Losses or damages under agreements - An indemnity has been provided for any losses or damages caused to other parties to the Energy Research Partnership consortium agreement. Environmental clean-up - A contingent liability exists in relation to the costs of retrieving and disposing of sealed radioactive sources in the event that a company keeping such sources becomes insolvent under the High Activity Sealed Sources (HASSE) Directive: Council Directive 2003/122/EURATOM. - A contingent liability arises in relation to the remediation of land contaminated by a nuclear occurrence as the Secretary of State is deemed to be the appropriate person to bear responsibility under section 9 of The Radioactive Contaminated Land (Modification of Enactments) (England) (Amendment) Regulations 2007 SI 2007/3245. - A constructive obligation was created in 2002 when the government undertook to underwrite the Nuclear Liabilities Fund in respect of uncontracted and decommissioning liabilities of British Energy (now EDF Energy Nuclear Generation Limited) to the extent that the assets of the Fund fall short. The Fund's accumulated estimate at 31 March 2019 was £20.9 billion (31 March 2018: £20.5 billion) has a present value of £22.3 billion (31 March 2018: £57.8 billion) using the revised approach to discounting at March 2019 described at note 1. The value of the Fund is £9.4 billion (31 March 2018: £9.3 billion) and is expected to increase in the future from investment returns. It is hard to quantify the extent to which the net position of the Fund might represent a contingent liability or contingent asset given the high level of uncertainty relating to estimation of cash outflows and investment returns over a future period exceeding 100 years. The Government does not consider it to be either a contingent liability or contingent asset as at 31 March 2019. - Under the United Nations Convention on the Law of the Sea (UNCLOS) 1982, OSPAR decision 963, the Energy Act 2004 and the Petroleum Act 1953, the Government would become responsible for decommissioning most oil, gas and renewable energy installations in the event that operators are unable to fulfil their decommissioning commitments. Accountability report \<page_number>105\</page_number> EU Exit - In July 2018, the UK Government announced an extension of its guarantee of EU-funded projects after the UK has left the EU. The guarantee was originally announced in 2016. The guarantee now covers the following: - a. The full Multinannual Financial Framework allocation for structural and investment funds over the 2014-20 funding period, with payments to beneficiaries made up to the end of 2023; - b. The payment of awards where UK organisations successfully bid directly to the European Commission on a competitive basis for EU funding projects while we remain in the EU (e.g. before Exit day), for the lifetime of the project; - c. The payment of awards where UK organisations successfully bid to the European Commission on a competitive basis to participate as a 3rd country after Exit, and until the end of 2020, for the lifetime of the project; and, - d. The current level of agricultural funding under CAP Pillar 1 until 31 December 2020. - The financial settlement was agreed in principle by both the UK and EU, as set out in the draft Withdrawal Agreement of 25th November 2018. The guarantee will therefore only be called in the event that the Withdrawal Agreement is not ratified in the case of no deal, and UK organisations are unable to access EU funding. - On 29 March 2017, the UK Government submitted its notification to leave the EU in accordance with Article 50. The triggering of Article 50 started a two-year negotiation process between the UK and the EU. On 11 April 2019, the government confirmed agreement with the EU on an extension until 31 October 2019 at the latest, with the option to leave earlier as soon as a deal has been ratified. Any subsequent changes in legislation, regulation and funding arrangements are subject to the outcome of the negotiations. As a result, an unquantifiable contingent liability is disclosed. In accordance with accounting standards, no contingent assets can be recognised. Others - A liability could arise through non-compliance with the Cogeneration Directive (2004/8/EC) in the event of incorrect certification of combined heat and power plants by contractors of the Department. - A contingent liability exists in respect of the risks associated with the Department assuming responsibility for uplifts in pension contributions for the UK Atomic Energy Authority’s non-active pension scheme members. - The Secretary of State Investor Agreement (SOSIA) provides protections in certain scenarios where the Hinkley Point C nuclear plant is shut down for reasons that are political or due to certain changes in insurance arrangements or certain changes in law. Payments under the SOSIA would be expected in the first instance to be made using funds from the Supplier Obligation but in certain circumstances they could also come direct from the Secretary of State, relating to any payments made under the relevant Appropriation Act or, if payments were to be made over a period longer than two years, seeking a new spending power at the time. The payments could be up to around £22 billion excluding non-decommissioning operational costs that may be incurred after any shutdown. However, the liability to make payments under the SOSIA is almost entirely within the control of HM Government. Unquantifiable remote contingent liabilities: agencies and departmental ALBs - UK Space Agency has an unquantifiable contingent liability arising from the International (UN) convention, which requires the UK Government to be indemified for third party costs from incidental damage arising from UK space activities. To manage the risk to the Government, the Outer Space Act 1986 requires licensees to indemnify HMG against any proven third party costs. In March 2015 the Outer Space Act 1986 was amended to cap the previously unlimited liability for licensed activities. The cap is set at €60 million euro for the majority of missions. This amendment came into force from 1 October 2015 and was \<page_number>106\</page_number> Annual report and accounts 2018-19 designed to adequately balance the risk to the UK Government whilst ensuring UK space operators remain competitive internationally. There is a requirement on licensees to obtain third party liability insurance (set at €60 million euro for the majority of missions) for the duration of the licensed activity, with the UK Government a named beneficiary. - UKRI, through STFC, collaborates with a number of other international partners in the funding, management and operation of technical facilities which are not owned by STFC. In the event of a decision to withdraw from any of these arrangements, it is likely that STFC would assist in the search for a replacement partner to ensure that technical commitments were met. The most significant international collaborations are in respect of CERN and ESO. For both of these facilities there is the potential that NNB could be obliged to contribute to decommissioning costs arising from a decision taken to discontinue operations. The decisions to decommission are not wholly within STFC’s control. - The NDA has non-quantifiable contingent liabilities arising from indemnities given as part of the contracts for the management of the nuclear site license companies. These indemnities are in respect of the uninsurable residual risk that courts in a country which is not party to the Paris and Brussels Conventions on third party liability in the field of nuclear energy may accept jurisdiction to determine liability in the event of a nuclear incident. Indemnities are in place in respect of Magnox, Llvr and Dounreay as set out in the relevant agreements. In addition, indemnities are provided to the previous Parent Body Organisations (PBOs) of Magnox and Sellafield covering the periods of their ownership. Other potential or expected liabilities The department has entered into the following arrangements, details of which are provided in the interests of transparency. Neither of them is a contingent liability under IAS 37, the Government Financial Reporting Manual or Managing Public Money as the obligating events did not exist at the reporting date. Hinkley Point C Funded Decommissioning Programme (FDP) and Waste Transfer Contracts (WTCs) The contract with NNB Generation Company Limited (NNB) to build Hinkley Point C (HPC) nuclear power plant includes a Contract for Difference between NNB and the Low Carbon Contracts Company Ltd, an FDP and associated FDP documents including WTCs between NNB and the core Department. The FDP and related documents including WTCs require NNB to make prudent provision for their waste and decommissioning liabilities. To meet their liabilities, the operator must set up a fund with an independent governance framework and will pay into it so that it is on track to fund the liabilities that arise from decommissioning and waste management. The fund will repay annually to the Secretary of State and a full review will be conducted every five years to ensure that the fund is on track to meet all its liabilities. If it is off track, the operator will be required to take corrective action. These liabilities are strictly the operator’s responsibility and the probability of taxpayers picking up these liabilities is remote. Alongside the FDP, the government has entered into two WTCs. These set out terms on which the government will take title to and liability for the spent fuel and intermediate level waste (ILW) from the site after decommissioning in order to dispose of the waste safely. The WTCs have generally been prepared in line with the government’s published waste transfer pricing methodology.4 Although the WTCs provide a default price based on today’s best estimate, they allow the waste transfer price to be set after a specified later date. The final price agreed is subject to a cap, but 4 https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/42629/3798-waste-transfer-pric-ing-methodology.pdf Accountability report \<page_number>107\</page_number> the likelihood of the future costs exceeding the agreed cap is considered remote. Capacity agreements The European Court of Justice (ECJ) ruling of 15 November 2018 has resulted in a 'Standstill Period' for the Capacity Market during which no State Aid (in the form of capacity payments) can be paid to capacity providers in relation to the annulled Main Scheme Approval. Electricity Settlements Company Limited (ESC), has subsequently made no capacity payments relating to Main Scheme Approval since the ruling. This means that no payments have been made in respect of capacity payments (which runs from October 2018 to September 2019). Prior to 15 November 2018, the company made total capacity payments of £175.6 million in respect of capacity agreements awarded in relation to Main Scheme Approval and Early Capacity Auction. The ECJ's decision to annul the Main Scheme Approval did not affect the Early Capacity Auction approval, which continues to remain in place unaffected. The company completed making all capacity payments required in relation to the Early Capacity Auction in November 2018 and, as the term of the relevant capacity agreements has now expired, no further capacity payments are due in respect of the Early Capacity Auction. The Delivery Year for the Capacity Market runs from 1 October to 30 September of each year. The capacity payments made by ESC in respect of the last two financial years are summarised in the following table: <table> <thead> <tr> <th>Capacity Market payments</th> <th>31 March 2019 £m</th> <th>31 March 2018 £m</th> </tr> </thead> <tbody> <tr> <td>Main Scheme Approval (SA 35983) - Transitional Arrangement Auction 2016/2017 (Delivery Year – October 2016 to September 2017)</td> <td>-</td> <td>7.4</td> </tr> <tr> <td>Main Scheme Approval (SA 35980) - Transitional Arrangement Auction 2017/2018 (Delivery Year – October 2017 to September 2018)</td> <td>5.6</td> <td>7.2</td> </tr> <tr> <td>SA 44475 - Early Capacity Auction 2017/2018 (Delivery Year – October 2017 – September 2018)</td> <td>170.0</td> <td>206.1</td> </tr> <tr> <td><strong>Total capacity payments</strong></td> <td><strong>175.6</strong></td> <td><strong>220.7</strong></td> </tr> </tbody> </table> The department has responsibility for administering the settlement process. This role is undertaken by ESC. The obligation for ESC to make capacity payments only arises when the respective levy is received from licensed suppliers and the generator provides the agreed level of capacity. The potential income and payments arising from these arrangements are outlined in the following table: <table> <thead> <tr> <th></th> <th>Due within 1 year £m</th> <th>Due within 2 to 5 years £m</th> <th>Due over 5 years £m</th> <th>Total £m</th> <th>Due within 1 year £m</th> <th>Due within 2 to 5 years £m</th> <th>Due over 5 years £m</th> <th>Total £m</th> </tr> </thead> <tbody> <tr> <td>Capacity Market - ESC</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>700</td> <td>3,185</td> <td>1,166</td> <td>5,051</td> </tr> <tr> <td>Income from levy - ESC</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>(700)</td> <td>(3,185)</td> <td>(1,166)</td> <td>(5,051)</td> </tr> <tr> <td><strong>Total Departmental Group</strong></td> <td><strong>-</strong></td> <td><strong>-</strong></td> <td><strong>-</strong></td> <td><strong>-</strong></td> <td><strong>-</strong></td> <td><strong>-</strong></td> <td><strong>-</strong></td> <td><strong>-</strong></td> </tr> </tbody> </table> Alex Chisholm Permanent Secretary and Principal Accounting Officer 8 July 2019 \<page_number>108\</page_number> Annual report and accounts 2018-19 # The Certificate and Report of the Comptroller and Auditor General to the House of Commons ## Opinion on financial statements I certify that I have audited the financial statements of the Department for Business, Energy and Industrial Strategy ("the Department") and of its Departmental Group for the year ended 31 March 2019 under the Government Resources and Accounts Act 2000. The Department comprises the core Department and its agencies. The Departmental Group consists of the Department and the bodies designated for inclusion under the Government Resources and Accounts (2000) Order 2016. The financial statements comprise: The Department's and Departmental Group's Statements of Comprehensive Net Expenditure, Financial Position, Cash Flows, Changes in Taxpayers' Equity; and the related notes, including the significant accounting policies. These financial statements have been prepared under the accounting policies set out within them. I have also audited the Statement of Parliamentary Supply and the related notes, and the information in the Accountability Report that is described in that report as having been audited. In my opinion: - the financial statements give a true and fair view of the state of the Department's and the Departmental Group's affairs as at 31 March 2019 and of the Department's net expenditure and Departmental Group's net expenditure for the year then ended; and - the financial statements have been properly prepared in accordance with the Government Resources and Accounts Act 2000 and HM Treasury directions issued thereunder. ## Emphasis of matter – Provision for nuclear decommissioning, recognition of income for waste treatment performance obligations and Contracts for Difference (CFDs) derivatives Without qualifying my opinion, I draw attention to the disclosures made in notes 1.26 and 19.1 to the financial statements concerning the uncertainties inherent in the nuclear decommissioning provisions. As set out in these notes, given the very long timescales involved and the complexity of the materials being considered, a considerable degree of uncertainty remains over the value of the liability for decommissioning nuclear sites designed by the Secretary of State. Significant changes to the liability could occur as a result of subsequent information and events which are different from the current assumptions adopted. Note 19.1 shows the decrease in the liability during the year to 31 March 2019 arising from the changes in the long-term discount rate, underlining the uncertainty inherent in management's estimate associated with the long timescales involved and discount rate assumptions. Also draw attention to the disclosures made in note 1.6.2 to the financial statements concerning the recognition of income for waste treatment performance obligations within reprocessing contracts. As set out in that note the Department has adopted a policy of recording payments on elements of overseas reprocessing contracts on a portfolio basis alongside the waste treatment elements of other reprocessing contracts. Management have adopted this treatment as they do not consider that income recognition, in the context of the Department's derogation from HMT Treasury to apply IFRS 15 on a prospective only basis would otherwise reflect the overall progress of the waste treatment programme. Finally, I also draw attention to the disclosures made in notes 1.26 and 9 to the financial statements concerning the measurement of liabilities relating to CFDs. As described, the fair value of these liabilities is highly sensitive to assumptions regarding future prices and volumes, particularly in view of the long timescales involved. As disclosed in note 9, the Accountability report \<page_number>109\</page_number> Department has concluded that the uncertainty over the valuation of the CFD for Hinkley Point C is such that the liability does not meet the recognition criteria set out in the Conceptual Framework for Financial Reporting. Opinion on regularity In my opinion, in all material respects: - the Statement of Parliamentary Supply properly presents the outturn against voted Parliamentary control totals for the year ended 31 March 2019 and shows that those totals have not been exceeded; and - the income and expenditure recorded in the financial statements have been applied to the purposes intended by Parliament and the financial transactions recorded in the financial statements conform to the authorities which govern them. Basis of opinions I conducted my audit in accordance with International Standards on Auditing (ISAs) (UK) and Practice Note 10 'Audit of Financial Statements of Public Sector Entities in the United Kingdom'. My responsibilities under those standards are further described in the Auditor's responsibilities for the financial statements section of my certificate. These standards require me and my staff to comply with the Financial Reporting Council's Revised Ethical Standard 2016. I am independent of the Department in accordance with the ethical requirements that are relevant to my audit and the financial statements in the UK. My staff and I have fulfilled our other ethical responsibilities in accordance with these requirements. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion. Conclusions relating to going concern I am required to conclude on the appropriateness of management's use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the group's and the Department's ability to continue as a going concern for a period of at least twelve months from the date of approval of the financial statements. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor's report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify my opinion. My conclusions are based on the audit evidence obtained up to the date of my auditor's report. However, future events or conditions may cause the entity to cease to continue as a going concern. I have nothing to report in these respects. Responsibilities of the Accounting Officer for the financial statements As explained more fully in the Statement of Accounting Officer's Responsibilities, the Accounting Officer is responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view. Auditor's responsibilities for the audit of the financial statements My responsibility is to audit, certify and report on the financial statements in accordance with the Government Resources and Accounts Act 2000. An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. A material misstatement, whether fraud or error and considered material individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. As part of an audit in accordance with ISAs (UK), I exercise professional judgment and maintain professional scepticism throughout the audit. I also: - identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is \<page_number>110\</page_number> Annual report and accounts 2018-19 sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. - obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the group’s and the Department’s internal control. - evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management. - evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the consolidated financial statements represent the underlying transactions and events in a manner that achieves fair presentation. - obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the Group to express an opinion on the group financial statements. I am responsible for the direction, supervision and performance of the group audit. I remain solely responsible for my audit opinion. I communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit. I am required to obtain evidence sufficient to give reasonable assurance that the Statement of Parliamentary Supply properly presents the outturn against voted Parliamentary control totals and that those totals have not been exceeded. The voted Parliamentary control totals are Departmental Expenditure Limits (Resource and Capital), Annual Management Expenditure (Resource) and Non-Capital Non-Budget (Resource) and Net Cash Requirement. I am also required to obtain evidence sufficient to give reasonable assurance that the expenditure and income recorded in the financial statements have been applied to the purposes intended by Parliament and the financial transactions recorded in the financial statements conform to the authorities which govern them. Other Information The Accounting Officer is responsible for the other information. The other information comprises information included in the annual report, other than the parts of the Accountability Report described in that report as having been audited, the financial statements and my audit opinion. The other information does not cover the part of this report which expresses an opinion on whether the financial statements conform to my knowledge obtained in my audit or otherwise appears to be materially misstated. In connection with my audit of the financial statements, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or my knowledge obtained in my audit or otherwise appears to be materially misstated. If, based on the work I have performed, I conclude that there is a material misstatement of this other information, I am required to report that fact. I have nothing to report in this regard. Opinion on other matters In my opinion: - the parts of the Accountability Report to be audited have been properly prepared in accordance with HM Treasury directions made under the Government Resources and Accounts Act 2000; - in the light of the knowledge and understanding of the group and the parent and its subsidiaries acquired during the course of the audit, I have not identified any material misstatements in the Performance Report or the Accountability Report; and - the information given in the Performance and Accountability Reports for the financial year for which the financial statements are prepared is consistent with the financial statements. Accountability report \<page_number>111\</page_number> Matters on which I report by exception I have nothing to report in respect of the following matters which I report to you if, in my opinion: - adequate accounting records have not been kept or returns adequate for my audit have not been received from branches not visited by my staff; or - the financial statements and the parts of the Accountability Report to be audited are not in agreement with the accounting records and returns; or - I have not received all of the information and explanations I require for my audit; or - the Governance Statement does not reflect compliance with HM Treasury’s guidance. Report I have no observations to make on these financial statements. Gareth Davies Comptroller and Auditor General National Audit Office 157-197 Buckingham Palace Road Victoria London SW1IW 9SP 10 July 2019 Financial Statements The ExoMars rover is being built in Stevenage. It will be the first of its kind to roam around Mars and study it in depth. Financial Statements \<page_number>113\</page_number> # Consolidated Statement of Comprehensive Net Expenditure for the period ended 31 March 2019 <table> <thead> <tr> <th></th> <th>Note</th> <th colspan="2">31 March 2019</th> <th colspan="2">31 March 2018 restated</th> </tr> <tr> <td></td> <td></td> <td>Core Department and Agencies £m</td> <td>Departmental Group £m</td> <td>Core Department and Agencies £m</td> <td>Departmental Group £m</td> </tr> </thead> <tbody> <tr> <td>Continuing operations</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Income from sale of goods and services</td> <td>6.1</td> <td>(745)</td> <td>(3,260)</td> <td>(1,023)</td> <td>(3,341)</td> </tr> <tr> <td>Total operating income</td> <td></td> <td>(749)</td> <td>(3,260)</td> <td>(1,023)</td> <td>(3,341)</td> </tr> <tr> <td>Staff costs</td> <td>3</td> <td>330</td> <td>1,119</td> <td>273</td> <td>1,025</td> </tr> <tr> <td>Purchase of goods and services</td> <td>4.1</td> <td>1,424</td> <td>2,943</td> <td>1,542</td> <td>2,817</td> </tr> <tr> <td>Depreciation and impairment charges</td> <td>4.2</td> <td>55</td> <td>607</td> <td>91</td> <td>666</td> </tr> <tr> <td>Provision expense</td> <td>4.3</td> <td>59</td> <td>(97,721)</td> <td>182</td> <td>75,433</td> </tr> <tr> <td>Grants</td> <td>4.4</td> <td>12,907</td> <td>8,280</td> <td>11,935</td> <td>7,545</td> </tr> <tr> <td>Other operating expenditure</td> <td>4.5</td> <td>(4)</td> <td>(45)</td> <td>(5)</td> <td>(89)</td> </tr> <tr style="border-top: 1px solid black;"> <th>Total operating expenditure</th><th></th><th style="text-align:right;">14,771 (84,817)</th><th style="text-align:right;">(88,077)</th><th style="text-align:right;">14,017 (87,397)</th><th style="text-align:right;">84,056</th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><th style="text-align:right;"></th><thalink rowspan='2'>Net operating expenditure<font color="#FF0000"></font></thalink></tr> ``` <!-- Finance income --> <!-- Finance expense --> <!-- Contracts for difference derivatives --> <!-- Share of post-tax profits of associates and joint ventures --> <!-- Net expenditure for the year from continuing operations --> <!-- Profit on disposal of Green Investment Bank --> <!-- Net expenditure for the year from discontinuing operations --> <!-- Net expenditure for the year --> ``` </tbody> <!-- Other Comprehensive Income and Expenditure --> <!-- Net gain/loss on: --> <!-- Items that will not be reclassified to net operating expenditure: --> <!-- - revaluation of property, plant and equipment --> <!-- - revaluation of intangible assets --> <!-- Items that may be reclassified subsequently to net operating costs: --> <!-- Other Comprehensive Income and Expenditure --> <!-- Net gain/loss on: --> <!-- Items that will not be reclassified to net operating expenditure: --> <!-- - revaluation of property, plant and equipment --> <!-- - revaluation of intangible assets --> <!-- Items that may be reclassified subsequently to net operating costs: --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr> <td valign=top> <table border=1 cellspacing=0 cellpadding=5 align=center> <tr <th colspan='2' class='table_header'>Continuing operations<br>Note<br></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/></div/> 114 Annual report and accounts 2018-19 <table> <thead> <tr> <td></td> <td>Note</td> <td>31 March 2019 Core Department and Agencies £m</td> <td>31 March 2018 restated Core Department and Agencies £m</td> <td>Departmental Group £m</td> <td>Departmental Group £m</td> </tr> </thead> <tbody> <tr> <td>Continuing operations</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>- revaluation of investments</td> <td>(35)</td> <td>(65)</td> <td>(114)</td> <td>(165)</td> </tr> <tr> <td>- other revaluation movements</td> <td>56</td> <td>2</td> <td>2</td> <td>15</td> </tr> <tr> <td>- actuarial (gain)/losses</td> <td>-</td> <td>69</td> <td>-</td> <td>(123)</td> </tr> <tr> <td>- joint venture and associate other movements</td> <td>-</td> <td>(35)</td> <td>-</td> <td>-</td> </tr> <tr> <td>Total other comprehensive net income and expenditure from continuing operations</td> <td>21</td> <td>(191)</td> <td>(112)</td> <td>(356)</td> </tr> <tr> <td>Total other comprehensive net income and expenditure from discontinuing operations</td> <td>-</td> <td>-</td> <td>-</td> <td>5</td> </tr> <tr> <td>Total other comprehensive net income and expenditure</td> <td>21</td> <td>(191)</td> <td>(112)</td> <td>(351)</td> </tr> <tr style="border-top: 1px solid black;"> <td colspan="2">Comprehensive net expenditure for the year</td> <td>13,580 (94,551)</td> <td>12,493</td> <td>86,060</td> </tr> </tbody> </table> All operations are continuing apart from those included in note 15. Further analysis of staff costs can be found in the Staff cost note in the Accountability report on page 70. The Notes on pages 123 to 225 form part of these Accounts. Financial Statements \<page_number>115\</page_number> # Consolidated Statement of Financial Position as at 31 March 2019 <table> <thead> <tr> <th>Note</th> <th>Core Department and Agencies £m</th> <th>31 March 2019 £m</th> <th>Core Department Agencies £m</th> <th>31 March 2018 restated £m</th> <th>Core Department Agencies £m</th> <th>1 April 2017 restated £m</th> </tr> </thead> <tbody> <tr> <td colspan="7"><strong>Non-current assets:</strong></td> </tr> <tr> <td>Property, plant and equipment</td> <td>7</td> <td>294</td> <td>3,533</td> <td>276</td> <td>3,414</td> <td>264</td> <td>3,422</td> </tr> <tr> <td>Investment properties</td> <td>-</td> <td>-</td> <td>117</td> <td>23</td> <td>145</td> <td>31</td> <td>151</td> </tr> <tr> <td>Intangible assets</td> <td>8</td> <td>14</td> <td>167</td> <td>9</td> <td>145</td> <td>6</td> <td>103</td> </tr> <tr> <td>Investment and loans in public bodies</td> <td>10</td> <td>3,348</td> <td>1,758</td> <td>2,996</td> <td>1,630</td> <td>2,171</td> <td>1,317</td> </tr> <tr> <td>Other financial assets</td> <td>11</td> <td>1,196</td> <td>4,098</td> <td>1,028</td> <td>4,194</td> <td>1,484</td> <td>4,082</td> </tr> <tr> <td>Recoverable contract costs</td> <td>12</td> <td>-</td> <td>1,620</td> <td>-</td> <td>3,346</td> <td>-</td> <td>2,870</td> </tr> <tr> <td>Derivative financial instruments</td> <td>23</td> <td>7</td> <td>7</td> <td>47</td> <td>78</td> <td>64</td> <td>70</td> </tr> <tr> <td>Investment in joint ventures and associates</td> <td>13</td> <td>-</td> <td>1,039</td> <td>-</td> <td>-367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367 - 367.</table> ``` Total non-current assets 5,822 15,555 5,822 5,822 5,822 5,822 Current assets: Inventories - - - - - - - Non-current assets held for sale 15 - - - - - - Trade and other receivables 14 448 1,588 544 1,588 544 48 Investments and loans in public bodies 15 - - - - - Other financial assets 11 - - - Derivative financial instruments 22 - - Cash and cash equivalents 19 - Total current assets 2,499 4,500 2,499 4,500 Total assets 8,085 19,055 ``` <table><thead><tr><th>Note (Note)</th><th>CORE DEPARTMENT AND AGENCIES (£m)</th><th>CORE DEPARTMENT AND AGENCIES (£m)</th><th>CORE DEPARTMENT AND AGENCIES (£m)</th><th>CORE DEPARTMENT AND AGENCIES (£m)</th><th>CORE DEPARTMENT AND AGENCIES (£m)</th><th>CORE DEPARTMENT AND AGENCIES (£m)</th></tr></thead><tbody><tr><th colspan="8">Non-current assets:</th></tr><tr><th colspan="8">Property, plant and equipment:</th></tr><tr><th colspan="8">Property:</th></tr><tr><th colspan="8">Plant:</th></tr><tr><th colspan="8">Equipment:</th></tr><tr><th colspan="8">Investment properties:</th></tr><tr><th colspan="8">Intangible assets:</th></tr><tr><th colspan="8">Investment and loans in public bodies:</th></tr><tr><th colspan="8">Other financial assets:</th></tr><tr><th colspan="8">Recoverable contract costs:</th></tr><tr><th colspan="8">Derivative financial instruments:</th></tr><tr><th colspan="8">Investment in joint ventures and associates:</th></tr><tr><th colspan="8">Trade and other receivables:</th></tr><tr><th colspan="8">Total non-current assets:</th></tr><tr><th colspan="8">Current assets:</th></tr><tr><th colspan="8">Inventories:</th></tr><tr><th colspan="8">Non-current assets held for sale:</th></tr><tr><th colspan="8">Trade and other receivables:</th></tr><tr><th colspan="8">Investments and loans in public bodies:</th></tr><tr><th colspan="8">Other financial assets:</th></tr><tr><th colspan="8">Derivative financial instruments:</th></tr><tr><th colspan="8">Cash and cash equivalents:</th></tr><tr><th colspan="8">Total current assets:</th></tr><tr><th colspan="8">Total assets:</th></tr></tbody></table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <tr style='border-bottom: solid black;'> <td style='text-align:center;'>Note (Note)</span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/></table/> 116 Annual report and accounts 2018-19 <table> <thead> <tr> <td>Note</td> <td colspan="3">31 March 2019</td> <td colspan="3">31 March 2018 restated</td> <td colspan="3">1 April 2017 restated</td> </tr> <tr> <td></td> <td>Core Departmental Agencies Em</td> <td>Departmental Group Em</td> <td></td> <td>Core Departmental Agencies Em</td> <td>Departmental Group Em</td> <td></td> <td>Core Departmental Agencies Em</td> <td>Departmental Group Em</td> <td></td> </tr> </thead> <tbody> <tr> <td><strong>Current liabilities:</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Trade payables and other liabilities</td> <td>18</td> <td>(2,908)</td> <td>(5,652)</td> <td>(2,283)</td> <td>(4,954)</td> <td>(2,248)</td> <td>(4,894)</td> <td></td> <td></td> </tr> <tr> <td>Provisions for liabilities and charges</td> <td>19</td> <td>(260)</td> <td>(3,060)</td> <td>(278)</td> <td>(3,332)</td> <td>(289)</td> <td>(3,582)</td> <td></td> <td></td> </tr> <tr> <td>Financial guarantees and loan commitment liabilities</td> <td>20</td> <td>(11)</td> <td>(11)</td> <td>(16)</td> <td>(16)</td> <td>(18)</td> <td>(18)</td> <td></td> <td></td> </tr> <tr> <td>Derivative financial instruments</td> <td>23</td> <td>(1)</td> <td>(13)</td> <td>-</td> <td>(11)</td> <td>-</td> <td>-</td> <td></td> <td></td> </tr> <tr> <td>Non-current liabilities held for sale</td> <td>15</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td><td>(1,000)</td><td></td><td></td> </tr> <tr style="border-top: 1px solid black;"> <th>Total current liabilities</th><th style="text-align: right;">(3,180)</th><th style="text-align: right;">(8,726)</th><th style="text-align: right;">(2,577)</th><th style="text-align: right;">(8,313)</th><th style="text-align: right;">(2,555)</th><th style="text-align: right;">(9,494)</th><th style="text-align: right;"></th><th style="text-align: right;"></th><th style="text-align: right;"></th></tr> <tr style="border-top: 1px solid black;"> <th>Non-current assets plus/less net current assets/liabilities</th><th style="text-align: right;">4,905</th><th style="text-align: right;">8,901</th><th style="text-align: right;">5,429</th><th style="text-align: right;">10,424</th><th style="text-align: right;">5,631</th><th style="text-align: right;">9,754</th><th style="text-align: right;"></th><th style="text-align: right;"></th><th style="text-align: right;"></th></tr> <tr style="border-top: 1px solid black;"> <th>Non-current liabilities:</th><th></th><th></th><th></th><th></th><th></th><th></th><th style="text-align: right;"></th><th style="text-align: right;"></th><th style="text-align: right;"></th></tr> <tr style="border-top: 1px solid black;"> <th>Trade payables and other liabilities</th><th>18</th><th>(1,141)</th><th>(2,901)</th><th>(1,203)</th><th>(2,901)</th><th>(1,023)</th><th style="text-align: right;">(2,460)</th><th style="text-align: right;"></th><th style="text-align: right;"></th></tr> <tr style="border-top: 1px solid black;"> <th>Provisions for liabilities and charges</th><th>19</th><th>(1,920)</th><th>(131,416)</th><th>(2,176)</th><th>(237,603)</th><th>(2,297)</th><span style="color:red">(165,931)</span><span style="color:green"></span><span style="color:red"></span>                                              </span> <span style="color:red"></span> <span style="color:green"></span> <span style="color:red"></span> <span style="color:green"></span> <span style="color:red"></span> <span style="color:green"></span> <span style="color:red"></span> <span style="color:green"></span> <span style="color:red"></span> <span style="color:green"></span> <span style="color:red"></span> <span style="color:green"></span> <span style="color:red"></span> <span style="color:green"></span> <span style="color:red"></span> <span style="color:green"></span> <span style="color:red"></span> <span style="color:green"></span> <span style="color:red"></span> <span style="color:green"></span> <span style="color:red"></span> <span style="color:green"></span> <span style="color:red"></span> <span style="color:green"></span> <span style="color:red"></span> <span style="color:green"></span> <span style="color:red"></span> <span style="color:green"></span> <span style="color:red"></span> <span style="color:green"></span> <span style="color:red"></span> <span style="color:green"></span> <span style="color:red"></span> <span style="color:green"></span> <span style="color:red"></span> <span style="color:green"></span> <span style="color:red"></span> <span style="color:green"></span> </table> <table border='1'> <tbody> ``` <tr> <td rowspan='3' align='right'>Total non-current liabilities<br>Total assets<br>less liabilities<br>Taxpayers' equity and other reserves:</table> <table border='1'> <tbody> <tr> <td rowspan='3' align='right'>Note<br>Core Departmental Agencies Em<br>Departmental Group Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>Em<br>E ``` Financial Statements \<page_number>117\</page_number> <table> <thead> <tr> <td>Note</td> <td colspan="3">Core Department and Agencies</td> <td colspan="3">Core Department and Agencies</td> <td colspan="3">Core Department and Agencies</td> </tr> <tr> <td></td> <td>31 March 2019</td> <td colspan="2">Departmental Group</td> <td>31 March 2018 restated</td> <td colspan="2">Departmental Group</td> <td>1 April 2017 restated</td> <td colspan="2">Departmental Group</td> </tr> <tr> <td></td> <td>£m</td> <td colspan="2">£m</td> <td>£m</td> <td colspan="2">£m</td> <td>£m</td> <td colspan="2">£m</td> </tr> </thead> <tbody> <tr> <td>General fund</td> <td>1,077</td> <td colspan="2">(142,304)</td> <td>995</td> <td colspan="2">(250,096)</td> <td>1,264</td> <td colspan="2">(175,146)</td> </tr> <tr> <td>Revaluation reserve</td> <td>722</td> <td colspan="2">2,155</td> <td>1,010</td> <td colspan="2">2,915</td> <td>904</td> <td colspan="2">2,813</td> </tr> <tr> <td>Non-current assets held for sale revaluation reserve</td> <td>-</td> <td colspan="2">-</td> <td>-</td> <td colspan="2">-</td> <td>-</td> <td colspan="2">15</td> </tr> <tr> <td>Charitable funds</td> <td>-</td> <td colspan="2">438</td> <td>-</td> <td colspan="2">314</td> <td>-</td> <td colspan="2">319</td> </tr> <tr> <td>Non-controlling interests</td> <td>-</td> <td colspan="2">232</td> <td>-</td> <td colspan="2">154</td> <td>-</td> <td colspan="2">105</td> </tr> <tr style="border-top: 1px solid black;"> <th>Total equity</th> <th>1,798</th> <th colspan="2">(139,479)</th> <th>2,005</th> <th colspan="2">(246,715)</th> <th>2,268</th> <th colspan="2">(171,896)</th> </tr> </tbody> </table> Core Department and Agencies comprise the core Department and the UK Space Agency and Insolvency Service. The Notes on pages 123 to 225 form part of these Accounts. Alex Chisholm Permanent Secretary and Principal Accounting Officer 8 July 2019 \<page_number>118\</page_number> Annual report and accounts 2018-19 # Consolidated Statement of Cash Flows for the period ended 31 March 2019 <table> <thead> <tr> <th>Note</th> <th colspan="2">2018-19</th> <th colspan="2">2017-18 restated</th> </tr> <tr> <td></td> <td>Core Department and Agencies £m</td> <td>Departmental Group £m</td> <td>Core Department and Agencies £m</td> <td>Departmental Group £m</td> </tr> </thead> <tbody> <tr> <td colspan="5"><strong>Cash flows from operating activities</strong></td> </tr> <tr> <td></td> <td><strong>Net operating cost</strong></td> <td><strong>94,360</strong></td> <td><strong>(12,605)</strong></td> <td><strong>(86,400)</strong></td> </tr> <tr> <td></td> <td><strong>Net operating cost from discontinuing operations</strong></td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td></td> <td><strong>Adjustment for non-cash expenditure</strong></td> <td><strong>(151)</strong></td> <td><strong>(103,085)</strong></td> <td><strong>(60)</strong></td> </tr> <tr> <td></td> <td><strong>(Increase)/decrease in inventories</strong></td> <td>-</td> <td><strong>(6)</strong></td> <td><strong>2</strong></td> </tr> <tr> <td></td> <td><strong>(Increase)/decrease in trade and other receivables</strong></td> <td><strong>14</strong></td> <td><strong>216</strong></td> <td><strong>(73)</strong></td> </tr> <tr> <td></td> <td><strong>Less movements in receivables relating to items not passing through the Consolidated Statement of Comprehensive Net Expenditure</strong></td> <td><strong>(71)</strong></td> <td><strong>(71)</strong></td> <td><strong>(7)</strong></td> </tr> <tr> <td></td> <td><strong>Increase/(decrease) in trade payables and other liabilities</strong></td> <td><strong>18</strong></td> <td><strong>563</strong></td> <td><strong>698</strong></td> </tr> <tr> <td></td> <td><strong>Less movements in payables relating to items not passing through the Consolidated Statement of Comprehensive Net Expenditure</strong></td> <td><strong>(730)</strong></td> <td><strong>(1,531)</strong></td> <td><strong>(54)</strong></td> </tr> <tr> <td></td> <td><strong>Use of provisions</strong></td> <td><strong>19</strong></td> <td><strong>(284)</strong></td> <td><strong>(3,078)</strong></td> </tr> <tr> <td></td> <td><strong>Financial guarantees called in</strong></td> <td><strong>20</strong></td> <td><strong>(11)</strong></td> <td><strong>(11)</strong></td> </tr> <tr> <td></td> <td><strong>Expenditure funded by the National Insurance Fund (NIFs)</strong></td> <td><strong>4.1</strong></td> <table border="1"> <tbody> <tr style="background-color: #f0f0f0;"> <!-- Header row --> <!-- Core Department and Agencies --> <!-- Departmental Group --> </tr> ``` <!-- Data rows --> <!-- Core Department and Agencies --> <!-- Departmental Group --> </tbody> <!-- Data rows --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Data rows --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Data rows --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Data rows --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Data rows --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Data rows --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Data rows --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Data rows --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Data rows --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Data rows --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Data rows --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Data rows --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Data rows --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Data rows --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Data rows --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Data rows --> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Data rows --> <!-- Core Department and Agencies --> ``` Financial Statements \<page_number>119\</page_number> <table> <thead> <tr> <td>Note</td> <td colspan="2">Core Department and Agencies</td> <td colspan="2">Departmental Group</td> <td colspan="2">Core Department and Agencies</td> <td colspan="2">Departmental Group</td> </tr> <tr> <td></td> <td>£m</td> <td></td> <td>£m</td> <td></td> <td>£m</td> <td></td> <td>£m</td> </tr> </thead> <tbody> <tr> <td>Venture capital fund redemptions</td> <td>7</td> <td>121</td> <td></td> <td>181</td> <td></td> <td>110</td> <td></td> </tr> <tr> <td>Venture capital fund investments</td> <td>-</td> <td>(235)</td> <td></td> <td>(8)</td> <td></td> <td>(121)</td> <td></td> </tr> <tr> <td>Dividends from joint ventures and associates</td> <td>13</td> <td>-</td> <td>87</td> <td></td> <td>-</td> <td></td> <td>-</td> </tr> <tr> <td>Disposal of joint venture and associates associates</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>1</td> <td></td> </tr> <tr> <td>Investment in joint ventures and associates</td> <td>13</td> <td>-</td> <td>(37)</td> <td></td> <td>-</td> <td>(7)</td> <td></td> </tr> <tr> <td>Investment in assets held for sale</td> <td>-</td> <td>-</td> <td>(50)</td> <td></td> <td>-</td> <td>(7)</td> <td></td> </tr> <tr> <td>Investment in shares</th td><th>(125)</th><th>-</th><th>(393)</th><th>-</th><th>(30)</th><th></th><th></th></tr><tr><th>Repayment of shares<th td colspan="8" style="text-align:right;">Net cash outflow from investing activities<th td colspan="2">(99)</th><th>(1,173)</th><th>(338)</th><th>(997)</th></tr><tr><th>Cash flows from financing activities<th td colspan="8"></th></tr><tr><th>From Consolidated Fund (supply) – current year<th td colspan="2">14,139<th td colspan="2">14,139<th td colspan="2">13,568<th td colspan="2">13,568<th td colspan="2"></th></tr><tr><th>Advances from the Contingencies Fund<th td colspan="2">5<th td colspan="2">5<th td colspan="2">2<th td colspan="2">2<th td colspan="2"></th></tr><tr><th>Repayments to the Contingencies Fund<th td colspan="2">(7)<th td colspan="2">(7)<th td colspan="2">-</th<th td colspan="2">-</th<th td colspan="2"></th></tr><tr><th>From the National Insurance Fund<th td colspan="2">320<th td colspan="2">320<th td colspan="2">260<th td colspan="2">260<th td colspan="2"></th></tr><tr><th>Payments in respect of the National Insurance Fund<th td colspan="2">4.1<th td colspan="2">(320)<th td colspan="2">(320)<th td colspan="2">(260)<th td colspan="2">(260)</th></tr><tr><th>Issue of share capital<th td colspan="2">-</th<td colspan="6">-</table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_0'> <td id='__annotation__colinterval_0'>Net financing<sup id='__annotation__rowinterval_0-colinterval_0'></sup></table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_1'> <td id='__annotation__colinterval_0'>Net increase/(decrease) in cash and cash equivalents in the period before adjustment for receipts and payments to the Consolidated Fund<sup id='__annotation__rowinterval_1-colinterval_0'></sup></table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_2'> <td id='__annotation__colinterval_0'>Receipts due to the Consolidated Fund which are outside the scope of the Departmental Dividends<sup id='__annotation__rowinterval_2-colinterval_0'></sup></table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_3'> <td id='__annotation__colinterval_0'>Payments of amounts due to the Consolidated Fund<sup id='__annotation__rowinterval_3-colinterval_0'></sup></table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_4'> <td id='__annotation__colinterval_0'>Net increase/(decrease) in cash and cash equivalents in the period after adjustment for receipts and payments to the Consolidated Fund<sup id='__annotation__rowinterval_4-colinterval_0'></sup></table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_5'> <td id='__annotation__colinterval_0'>Cash and cash equivalents opening balance<sup id='__annotation__rowinterval_5-colinterval_0'></sup></table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_6'> <td id='__annotation__colinterval_0'>Cash and cash equivalents at the end of the period<sup id='__annotation__rowinterval_6-colinterval_0'></sup></table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_7'> <td id='__annotation__colinterval_0'>Note<sup id='__annotation__rowinterval_7-colinterval_0'></sup></table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_8'> <td id='__annotation__colinterval_0'>Core Department and Agencies<sup id='__annotation__rowinterval_8-colinterval_0'></sup></table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_9'> <td id='__annotation__colinterval_0'>Departmental Group<sup id='__annotation__rowinterval_9-colinterval_0'></sup></table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_10'> <td id='__annotation__colinterval_0'>Core Department and Agencies<sup id='__annotation__rowinterval_10-colinterval_0'></sup></table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_11'> <td id='__annotation__colinterval_0'>Departmental Group<sup id='__annotation__rowinterval_11-colinterval_0'></sup></table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_12'> <td id='__annotation__colinterval_0'>£m<sup id='__annotation__rowinterval_12-colinterval_0'></sup></table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_13'> <td id='__annotation__colinterval_0'>£m<sup id='__annotation__rowinterval_13-colinterval_0'></sup></table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_14'> <td id='__annotation__colinterval_0'>£m<sup id='__annotation__rowinterval_14-colinterval_0'></sup></table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_15'> <td id='__annotation__colinterval_0'>£m<sup id='__annotation__rowinterval_15-colinterval_0'></sup></table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_16'> <td id='__annotation__colinterval_0'>£m<sup id='__annotation__rowinterval_16-colinterval_0'></sup></table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_17'> <td id='__annotation__colinterval_0'>£m<sup id='__annotation__rowinterval_17-colinterval_0'></sup></table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_18'> <td id='__annotation__colinterval_0'>£m<sup id='__annotation__rowinterval_18-colinterval_0'></sup></table> <table cellspacing='0' cellpadding='0'> <tr id='__annotation__rowinterval_19'> <td id='__annotation___colinterv... <page_number>120</page_number> Annual report and accounts 2018-19 # Statement of Changes in Taxpayers' Equity (Core Department and Agencies) for the period ended 31 March 2019 <table> <thead> <tr> <th>Note</th> <th>General Fund restated £m</th> <th>Revaluation reserve £m</th> <th>Taxpayers' equity restated £m</th> <th>Total Reserves restated £m</th> </tr> </thead> <tbody> <tr> <td colspan="5">Balance at 1 April 2017<br>Net parliamentary funding – drawn down<br>Net parliamentary funding – deemed<br>National Insurance Fund - RPS<br>Supply (payable)/receivable adjustment<br>Income payable to the Consolidated Fund<br>Decrease in RPS receivables<br>Net expenditure for the year</td> <td>1,364<br>13,568<br>977<br>4.1<br>260<br>18<br>(928)<br>(1,640)<br>14<br>(12,605)</td> <td>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>(7)<br>(12,605)</td> <td>904<br>13,568<br>977<br>260<br>260<br>(928)<br>(1,640)<br>(7)<br>(12,605)</td> <td>2,268<br>13,568<br>977<br>260<br>260<br>(928)<br>(1,640)<br>(7)<br>(12,605)</td> </tr> <tr> <td colspan="5">Non-Cash Adjustments:<br>Auditors' remuneration</td> <td>4.1<br>1</td> <td>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-</td> <td>1<br>1</td> <td>1<br>1</td> </tr> <tr> <td colspan="5">Movements in Reserves:</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td colspan="5">Other comprehensive net expenditure for the year</td> <td>-<br>112</td> <td>-<br>112</td> <td>-<br>112</td> <td>-<br>112</td> </tr> <tr> <td colspan="5">Transfers between reserves</td> <td>5<br>(5)</td> <td>-<br>-</td> <td>-<br>-</td> <td>-<br>-</td> </tr> <tr> <td colspan="5">Other movements</td> <td>-<br>(1)</td> <td>(1)<br>(1)</td> <td>(1)<br>(1)</td> <td>(1)<br>(1)</td> </tr> <tr> <td colspan="5">Balance at 31 March 2018</td> <td><strong>995</strong><br><strong>1,010</strong><br><strong>(265)</strong></td> <td><strong>2,005</strong><br><strong>2,005</strong><br><strong>14</strong></td> <td><strong>2,005</strong><br><strong>2,005</strong><br><strong>14</strong></td> <td><strong>2,005</strong><br><strong>2,005</strong><br><strong>14</strong></td> </tr> <tr> <td colspan="5">Revised balance at 1 April 2018 IFRS 9 opening balance adjustments</td> <td><strong>277</strong><br><strong>(265)</strong></td> <td><strong>747</strong><br><strong>2,019</strong></td> <td><strong>747</strong><br><strong>2,019</strong></td> <td><strong>747</strong><br><strong>2,019</strong></td> </tr> <tr> <td colspan="5">Net parliamentary funding – drawn down<br>Net parliamentary funding – deemed<br>National Insurance Fund - RPS<br>Supply (payable)/receivable adjustment<br>Income payable to the Consolidated Fund<br>Decrease in RPS receivables<br>Net expenditure for the year</td> <td><strong>14,139</strong><br><strong>928</strong><br><strong>320</strong><br>(1,280)<br>(675)<br>(71)<br>(13,559)</td> <td><strong>14,139</strong><br><strong>928</strong><br><strong>320</strong><br>(1,280)<br>(675)<br>(71)<br>(13,559)</td> <td><strong>14,139</strong><br><strong>928</strong><br><strong>320</strong><br>(1,280)<br>(675)<br>(71)<br>(13,559)</td> <td><strong>14,139</strong><br><strong>928</strong><br><strong>320</strong><br>(1,280)<br>(675)<br>(71)<br>(13,559)</td> </tr> <tr> <td colspan="5">Non-Cash Adjustments:<table cellspacing="0" cellpadding="0"> <tbody style="text-align:center;"> <tr style="height: 3em; border-top: 3px solid #ccc; border-bottom: 3px solid #ccc;"> <th style="width: 3em;">Auditors' remuneration:</th> <th style="width: 3em;">Note:</th> <th style="width: 3em;">£m:</th> <th style="width: 3em;">£m:</th> <th style="width: 3em;">£m:</th> </tr> ``` <tr style="height: 3em; border-top: 3px solid #ccc; border-bottom: 3px solid #ccc;"> <td style="padding-left: 3em;">4.1:</td> <td style="padding-left: 3em;">-:</td> <td style="padding-left: 3em;">-:</td> <td style="padding-left: 3em;">-</td> <td style="padding-left: 3em;">-</td> </tr> <tr style="height: 3em; border-top: 3px solid #ccc; border-bottom: 3px solid #ccc;"> <td style="padding-left: 3em;">Other comprehensive net income for the year:</td> <td style="padding-left: 3em;">-</td> <td style="padding-left: 3em;">(2)(i):</td> <td style="padding-left: 3em;">(2)(i):</td> <td style="padding-left: 3em;">(2)(i):</td> </tr> <tr style="height: 3em; border-top: 3px solid #ccc; border-bottom: 3px solid #ccc;"> <td style="padding-left: 3em;">Transfers between reserves:</td> <td style="padding-left: 3em;">-</td> <td style="padding-left: 3em;">(i):</td> <td style="padding-left: 3em;">-</td> <td style="padding-left: 3em;">-</td> </tr> <tr style="height: 3em; border-top: 3px solid #ccc; border-bottom: 3px solid #ccc;"> <td style="padding-left: 3em;">Other movements:</td> <td style="padding-left: 3em;">-</td> <td style="padding-left: 3em;">(i):</td> <td style="padding-left: 3em;">(i):</td> <td style="padding-left: 3em;">(i):</td> </tr> <tr style="height: 3em; border-top: none; border-bottom: none;"> <th style="border-top-width:none;border-bottom-width:none;padding-top:none;padding-bottom:none;padding-right:none;padding-left:none;height:auto;"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_untitled_4"><span id="_tab_untitled_4" class="_tab_ _tabl _e _t _a _b _o _d _u _t _e _r _s _t _e _n _d _y _t _e _r _s _t _e _n _d _y _t _e _r _s _t _e _n _d _y _t _e _r _s _t _e _n _d _y _t _e _r _s _t _e _n _d _y _t _e _r _s _t _e _n _d _y _t _e _r _s _t _e _n _d _y _t _e _r _s _ </div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></table> ``` <table cellspacing='0' cellpadding='0'> <tbody style='text-align:center;' > <tr style='height: auto;' > <th scope='row'>Balance at 31 March 2019 $m:</th > <th scope='col'>General Fund restated $m:</th > <th scope='col'>Revaluation reserve $m:</th > <th scope='col'>Taxpayers' equity restated $m:</th > <th scope='col'>Total Reserves restated $m:</th > </tr > <tr style='height: auto;' > <th scope='row'>$m:</th > <th scope='col'>$m:</th > <th scope='col'>$m:</th > <th scope='col'>$m:</th > <th scope='col'>$m:</th > </tr > <tr style='height: auto;' > <th scope='row'>Balance at 31 March 2019 $m:</th > <th scope='col'>$m:</th > <th scope='col'>$m:</th > <th scope='col'>$m:</th > <th scope='col'>$m:</th > </tr > <tr style='height: auto;' > <th scope='row'>Balance at 31 March 2019 $m:</th > <th scope='col'>$m:</th > <th scope='col'>$m:</th > <th scope='col'>$m:</th > <th scope='col'>$m:</th > </tr > <tr style='height: auto;' > <th scope='row'>Balance at 31 March 2019 $m:</th > <th scope='col'>$m:</th > <th scope='col'>$m:</th > <th scope='col'>$m:</th > <th scope='col'>$m:</th > </tr > <tr style='height: auto;' > <th scope='row'>Balance at 31 March 2019 $m:</th > <th scope='col'>$m:</th > <th scope='col'>$m:</th > <th scope='col'>$m:</th > <th scope='col'>$m:</th > </tr > Consolidated Statement of Changes in Taxpayers' Equity (Departmental Group) for the period ended 31 March 2019 <table> <tr> <td></td> <td>Note</td> <td>General Fund restated Em</td> <td>Revaluation Reserve Em</td> <td>Non-current Assets for Sale for Evaluation Reserve Em</td> <td>Taxpayers' Equity restated Em</td> <td>Charitable Funds - Unrestricted/Restricted Em</td> <td>Non controlling interest Em</td> <td>Total Reserves restated Em</td> </tr> <tr> <td>Balance at 1 April 2017</td> <td>(175,148)</td> <td>2,813</td> <td>15</td> <td>(172,320)</td> <td>319</td> <td>105</td> <td>(171,886)</td> </tr> <tr> <td>Nit fertiliserary Lurung - drawn down</td> <td>-</td> <td>13,568</td> <td>-</td> <td>-</td> <td>13,568</td> <td>-</td> <td>13,568</td> </tr> <tr> <td>Nit fertiliserary Lurung - determined</td> <td>977</td> <td>-</td> <td>-</td> <td>977</td> <td>-</td> <td>-</td> <td>977</td> </tr> <tr> <td>National Insurance Fund - NPS</td> <td>4.1</td> <td>260</td> <td>-</td> <td>-</td> <td>260</td> <td>-</td> <td>-</td> </tr> <tr> <td>Supply Disbursable/Incomeable adjustment Fund to the Consolidated Fund</td> <td>14.18</td> <td>(9228)</td> <td>-</td> <td>(9228)</td> <td>-</td> <td>-</td> <td>(9228)</td> </tr> <tr> <td>Income payable to the Consolidated Fund from NPS Receivables Fund</td> <td>14</td> <td>(2,489)</td> <td>-</td> <td>(2,489)</td> <td>-</td> <td>-</td> <td>(2,489)</td> </tr> <tr> <td>Decrease in NPS Receivables Fund from NPS Payable/Incomeable adjustment Fund for this year</td> <td>(7)</td> <td>(7)</td> <td>(7)</td> <td>(7)</td> <td>(7)</td> <td>(7)</td> </tr> <tr style="border-top: 1px solid black;"> <!-- Non-Cash Adjustments --> <!-- Authorised repayment of short-term borrowings --> <!-- Authorised repayment of long-term borrowings --> <!-- Authorised repayment of short-term borrowings from other funds --> <!-- Authorised repayment of long-term borrowings from other funds --> <!-- Authorised repayment of short-term borrowings from other funds from other funds --> <!-- Authorised repayment of long-term borrowings from other funds from other funds --> <!-- Authorised repayment of short-term borrowings from other funds from other funds from other funds --> <!-- Authorised repayment of long-term borrowings from other funds from other funds from other funds --> <!-- Authorised repayment of short-term borrowings from other funds from other funds from other funds from other funds --> <!-- Authorised repayment of long-term borrowings from other funds from other funds from other funds from other funds --> <!-- Authorised repayment of short-term borrowings from other funds from other funds from other funds from other funds from other funds --> <!-- Authorised repayment of long-term borrowings from other funds from other funds from other funds from other funds from other funds --> <!-- Authorised repayment of short-term borrowings from other funds from other funds from other funds from other funds from other funds --> <!-- Authorised repayment of long-term borrowings from other funds from other funds from other funds from other funds from other funds --> <!-- Authorised repayment of short-term borrowings from other funds from other funds from other funds from other funds from other funds --> <!-- Authorised repayment of long-term borrowings from other funds from other funds from other funds from other funds from other funds --> <!-- Authorised repayment of short-term borrowings from other funds from other funds from other funds from other funds from other funds --> <!-- Authorised repayment of long-term borrowings from other funds from other funds from other funds from other funds from other funds --> <!-- Authorised repayment of short-term borrowings from other funds from other funds from other funds from other funds from other funds --> <!-- Authorised repayment of long-term borrowings from other funds from other funds from other funds from other funds from other fund 122 Annual report and accounts 2018-19 <table> <thead> <tr> <td rowspan="3">Note</td> <td rowspan="3">General Fund revalued Em</td> <td rowspan="3">Revaluation Reserve Em</td> <td colspan="2">Non-current Assets Held for Sale Revaluation Reserve Em</td> <td colspan="2">Taxpayers' Equity revalued Em</td> <td colspan="2">Charitable Funds - Non-restricted/ Restricted Em</td> <td colspan="2">Total Revenues related Em</td> </tr> <tr> <td>Lm</td> <td>Lm</td> <td>Lm</td> <td>Lm</td> <td>Lm</td> <td>Lm</td> </tr> <tr> <td>(925)</td> <td>(925)</td> <td>(267,169)</td> <td>314</td> <td>(266,700)</td> </tr> </thead> <tbody> <tr> <td>17759 g Opening balance at 3 April 2018</td> <td>9441</td> <td>1,0989</td> <td>-</td> <td>-</td> <td>41,539</td> <td>925</td> <td>41,539</td> <td>925</td> </tr> <tr> <td>Net revaluation gain (deferred) - Deferred - Net Parliamentary Funding - Deferred - National Insurance Fund - FNSS</td> <td>4.1</td> <td>5228</td> <td>-</td> <td>8265</td> <td>-</td> <td>3200</td> <td>-</td> <td>3200</td> </tr> <tr> <td>Sundry payable/receivable adjustment - Income payable to the Consolidated Fund - Income receivable from a PPS beneficiary - Net adjusted for the year's sale of saleable resources - Net Cash Adjustment:</td> <td>18<br>1.4<br>4.1<br>4.1<br>Auction - Nationality - Movement in Reserve:</td> <td>18<br>(1,320)<br>(77)<br>(131)</td> <td>-<br>(1,320)<br>(77)<br>(131)</td> <td>-<br>(1,320)<br>(77)<br>(131)</td> <td>-<br>-<br>-<br>-</td> <td>-<br>-<br>-<br>-</td> <td>-<br>-<br>-<br>-</td> <td>17,280<br>(77)<br>94,560<br>(131)</td> </tr> <tr> <td>Movement in Reserve:</td> <td></td> <td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</th><th>Cumulative reserve that exceeds (net of) the amount required to be maintained by law.</than></tr> <tr style="background-color: #f0f0f0;"> <td colspan="2" style="text-align: right;">Balance at 31 March 2019</span>: <span style="color: red;">(142,304)</span></table> The Notes on pages 123 to 225 form part of these Accounts. Financial Statements \<page_number>123\</page_number> # Notes to the Accounts ## 1 Accounting policies, judgements and estimates ### 1.1 Basis of accounting These financial statements have been prepared in accordance with International Financial Reporting Standards (IFRS) as adapted and interpreted by the HM Treasury 2018-19 Financial Reporting Manual (FRem) and as set out in the Accounts Direction to the department pursuant to section 5(2) of the Government Resources and Accounts Act 2000 except as described at 1.2 below. Where the FReM permits a choice of accounting policy, the policy selected is that judged to be most appropriate to the particular circumstances of the department and its consolidated entities (the Group) for the purposes of giving a true and fair view. The policies adopted by the Group are described below; they have been applied consistently to all periods presented in these financial statements. Data has been obtained from HM Treasury to apply IFRS 15 for NDA income on first time adoption in 2018-19 on a prospective basis and therefore will not be required to report any retrospective adjustments. The consolidated Statement of Financial Position shows significant net liabilities, primarily relating to Contracts for Difference derivatives and provisions for nuclear decommissioning which will be settled over many years. Liabilities in excess of those to be funded by the Group will be met by future funding noted by the Department and approved by HM Treasury. The Department has no reason to believe the resources to settle these liabilities will not be forthcoming. It has accordingly been considered appropriate to adopt a going concern basis for the preparation of these financial statements. ### 1.2 Accounting convention These accounts have been prepared under the historical cost convention modified to measure property, plant and equipment (except specific waste management assets), intangibles, investment properties and financial instruments at fair value to the extent required or permitted under IFRS as set out in these policies. The department has agreed with HM Treasury that specific nuclear waste management assets should be measured at historical cost less any impairment losses where there is no reliable and cost effective valuation methodology; this is a departure from the FReM requirement to report property, plant and equipment at fair value. Public Dividend Capital and shares in bodies held by the core Department are carried at historical cost less any impairment in accordance with the FReM. ### 1.3 Presentational currency The financial statements are presented in pounds sterling, the functional currency of the Group. Transactions denominated in a foreign currency are translated into sterling at the rate of exchange on the date of each transaction. In preparing the financial statements, monetary assets and liabilities denominated in foreign currencies are translated at the rates prevailing at the reporting date. All translation differences of monetary assets and liabilities are included in Net expenditure for the year. Values are rounded to the nearest million pounds (£m) unless the FReM requires a lower threshold. ### 1.4 Basis of consolidation The Group accounts consolidate the balances of the core Department and designated bodies listed in note 28, which fall within the departmental boundary as defined in the FReM and make up the ‘Departmental Group’, excluding transactions and balances between them. Where the Office for National Statistics (ONS) designates a body retrospectively such that the body should have been designated for consolidation in a prior period, the accounts are voluntarily restated to reflect the position from the effective date of classification. The consolidated bodies prepare accounts in accordance with either the FReM, the Charities’ Statement of Recommended Practice (for charities), or the Companies Act 2006 (for limited companies). For those bodies that do not prepare accounts in accordance with the FReM, adjustments are made at consolidation if necessary where differences would have a significant effect on the accounts. The core Department and its designated bodies are all domiciled in the UK. \<page_number>124\</page_number> Annual report and accounts 2018-19 1.5 Changes in accounting policies Accounting policies for financial instruments and revenues from contracts with customers have been updated to reflect the new accounting standards adopted in the year. Detail of new accounting standards and FReM changes is discussed in note 1.6 below. 1.6 New accounting standards adopted in the year and FReM changes 1.6.1 IFRS 9 ‘Financial Instruments’ IFRS 9 ‘Financial Instruments’ replaces IAS 39 ‘Financial Instruments: Recognition and Measurement’ and was adopted by the public sector from 1 April 2018. The FReM removes the option to adopt IFRS 9 retrospectively, and therefore the Group has recognised any adjustments to the carrying amounts of financial assets and liabilities at the date of transition in the opening retained earnings and other reserves of the current period. Consequently, amendments to IFRS 7 ‘Financial Instruments: Disclosures’ have also been applied to the current period only. The adoption of IFRS 9 has resulted in changes to the accounting policies for classification, measurement and impairment of financial assets. Classification and measurement of financial assets IFRS 9 contains three principal classification categories for financial assets: amortised cost, fair value through other comprehensive income (FVOCI), and fair value through profit or loss (FVTPL). The classification of financial assets under IFRS 9 is based on the business model in which a financial asset is managed and its contractual cash flow characteristics. IFRS 9 removes the previous IAS 39 categories of held to maturity, loans and receivables and available for sale. Derivatives embedded in contracts where the host is a financial asset in scope of the standard are never separated. Instead, the hybrid financial instrument as a whole is assessed for classification. Under IFRS 9, the requirement for classifying and measuring financial assets is that: - Loans and other debt instruments are classified as either amortised cost, FVOCI or FVTPL, dependent on the business model and cash flow characteristics of the financial assets. - Investments in equity instruments are classified as FVTPL, unless an irrevocable election is made on initial recognition to recognise subsequent changes in fair value in Other Comprehensive Income (OCI). The election is only available to equity instruments that are not held for trading. - Derivatives are classified as FVTPL. Classification and measurement of financial liabilities Financial liabilities are classified and subsequently measured at amortised cost, except for: - Financial liabilities at fair value through profit or loss, which is applied to derivatives and other financial liabilities designated as such at initial recognition - Financial liabilities arising from the transfer of financial assets which did not qualify for derecognition, whereby a financial liability is recognised for the consideration received for the transfer - Financial guarantee contracts and loan commitments Impairment IFRS 9 replaces the ‘incurred loss model’ in IAS 39 with a forward looking ‘expected credit loss’ (ECL) model. The new impairment model applies to financial assets measured at amortised cost, contract assets and debt investments at FVOCI, but not to investments in equity instruments and FVTPL financial assets. The accounting policy for impairment of financial assets can be found in note 1.20 and the impairment methodology is detailed in the financial instruments note 23. (a) Reconciliation of carrying amounts of financial assets under IAS 39 and IFRS 9 The following table reconciles the carrying amounts of financial assets under IAS 39 to the carrying amounts under IFRS 9 on 1 April 2018: <table> <tr> <td></td> <td>IAS 39</td> <td>IFRS 9</td> </tr> <tr> <td>Loans & other debt</td> <td>£m</td> <td>£m</td> </tr> <tr> <td>Amortised cost</td> <td>4,575</td> <td>4,575</td> </tr> <tr> <td>FVOCI</td> <td>0</td> <td>0</td> </tr> <tr> <td>FVTPL</td> <td>0</td> <td>0</td> </tr> <tr> <td>Total</td> <td>4,575</td> <td>4,575</td> </tr> </table> <table> <tr> <td></td> <td>IAS 39</td> <td>IFRS 9</td> </tr> <tr> <td>Investments in equity instruments</td> <td>£m</td> <td>£m</td> </tr> <tr> <td>Amortised cost</td> <td>0</td> <td>0</td> </tr> <tr> <td>FVOCI</td> <td>0</td> <td>0</td> </tr> <tr> <td>FVTPL</td> <td>0</td> <td>0</td> </tr> <tr> <td>Total</td> <td>0</td> <td>0</td> </tr> </table> <table> <tr> <td></td> <td>IAS 39</td> <td>IFRS 9</td> </tr> <tr> <td>Total carrying amount of financial assets</td> <td>4,575 £m</td> <td>4,575 £m</td> </tr> </table> Note: Total carrying amount of financial assets* includes loans & other debt (amortised cost £4,575 million), investments in equity instruments (£0 million) and total carrying amount of financial liabilities (£0 million). IAS 39 vs IFRS 9 - Summary \| Category \| IAS 39 \| IFRS 9 \| \|---\|---\|---\| \| Financial Assets \| \| \| \| Loans & other debt \| £4,575 million \| £4,575 million \| \| Investments in equity instruments \| £0 million \| £0 million \| \| Financial Liabilities \| \| \| \| Financial liabilities at fair value through profit or loss \| £0 million \| £0 million \| \| Financial liabilities arising from the transfer of financial assets \| £0 million \| £0 million \| \| Financial guarantee contracts & loan commitments \| £0 million \| £0 million \| IAS 39 vs IFRS 9 - Impairment \| Category \| IAS 39 \| IFRS 9 \| \|---\|---\|---\| \| Financial Assets \| \| \| \| Loans & other debt \| £4,575 million \| £4,575 million \| \| Investments in equity instruments \| £0 million \| £0 million \| \| Financial Liabilities \| \| \| \| Financial liabilities at fair value through profit or loss \| £0 million \| £0 million \| \| Financial liabilities arising from the transfer of financial assets \| £0 million \| £0 million \| \| Financial guarantee contracts & loan commitments \| £0 million \| £0 million \| IAS 39 vs IFRS 9 - Total carrying amount of financial assets \| Category \| IAS 39 \| IFRS 9 \| \|---\|---\|---\| \| Total carrying amount of financial assets \| £4,575 million \| £4,575 million \| IAS 39 vs IFRS 9 - Total carrying amount of financial liabilities \| Category \| IAS 39 \| IFRS 9 \| \|---\|---\|---\| \| Total carrying amount of financial liabilities \| £0 million \| £0 million \| IAS 39 vs IFRS 9 - Total carrying amount of financial assets & liabilities \| Category \| IAS 39 \| IFRS 9 \| \|---\|---\|---\| \| Total carrying amount of financial assets & liabilities \| £4,575 million \| £4,575 million \| IAS 39 vs IFRS 9 - Total carrying amount of non-financial assets \| Category \| IAS 39 \| IFRS 9 \| \|---\|---\|---\| \| Total carrying amount of non-financial assets \| £266 million \| £266 million \| IAS 39 vs IFRS 9 - Total carrying amount of non-financial liabilities \| Category \| IAS 39 \| IFRS 9 \| \|---\|---\|---\| \| Total carrying amount of non-financial liabilities \| £266 million \| £266 million \| IAS 39 vs IFRS 9 - Total carrying amount of non-financial assets & liabilities \| Category \| IAS 39 \| IFRS 9 \| \|---\|---\|---\| \| Total carrying amount of non-financial assets & liabilities \| £266 million \| £266 million \| ______________________________________________________________________ (a) Reconciliation of carrying amounts of financial assets under IAS 39 and IFRS 9 The following table reconciles the carrying amounts of financial assets under IAS 39 to the carrying amounts under IFRS 9 on 1 April 2018: <table border="1"> <thead><tr><th></th><th>IAS 39</th><th>IFRS 9</th></tr></thead><tbody><tr><th colspan="3">IAS 39 vs IFRS 9 - Summary</th></tr><tr><th colspan="3">Category</th></tr><tr><th colspan="3">Financial Assets</th></tr><tr><th colspan="3">Loans & other debt</th></tr><tr><th colspan="3">Amortised cost</th></tr><tr><th colspan="3">FVOCI</th></tr><tr><th colspan="3">FVTPL</th></tr><tr><th colspan="3">Investments in equity instruments</th></tr><tr><th colspan="3">Amortised cost</th></tr><tr><th colspan="3">FVOCI</th></tr><tr><th colspan="3">FVTPL</th></tr><tr><th colspan="3">Total</th></tr><tr><th colspan="3">IAS 39 vs IFRS 9 - Impairment</th></tr><tr><th colspan="3">Loans & other debt</th></tr><tr><th colspan="3">Amortised cost</th></tr><tr><th colspan="3">FVOCI</th></tr><tr><th colspan="3">FVTPL</th></tr><tr><th colspan="3">Investments in equity instruments</th></tr><tr><th colspan="3">Amortised cost</th></tr><tr><th colspan="3">FVOCI</th></tr><tr><th colspan="3">FVTPL</th></tr><tr><th colspan="3">Total</th></tr><tr><th colspan="3">IAS 39 vs IFRS 9 - Total carrying amount of financial assets</th></tr><tr><th colspan="3">Loans & other debt</th></tr><tr><th colspan="3">Amortised cost</th></tr><tr><th colspan="3">FVOCI</th></tr><tr><th colspan="3">FVTPL</th></tr><tr><th colspan="3">Investments in equity instruments</th></tr><tr><th colspan="3">Amortised cost</th></tr><tr><th colspan="3">FVOCI</th></tr><tr><th colspan="3">FVTPL</th></tr><tr><th colspan="3">Total</th></tr><tr><th colspan="3">IAS 39 vs IFRS 9 - Total carrying amount of financial liabilities</th></tru Financial Statements <page_number>125</page_number> <table> <tr> <td></td> <td colspan="3">Reconciliation</td> <td colspan="3">Carrying amount under IFRS 9 at 1 April 2018</td> </tr> <tr> <td></td> <td>Carrying amount at 30 March 2018</td> <td>Transfer between transfer categories</td> <td>Transfer to associates</td> <td>Termination of derivative derivatives</td> <td>Amendment of derivatives under IFRS 9</td> <td>Amortised cost designated</td> <td>FVPL</td> </tr> <tr> <td>Loans and Receivables</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> </tr> <tr> <td>Cash and cash equivalents</td> <td>2,034</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>2,034</td> <td>-</td> </tr> <tr> <td>Receivables</td> <td>2,001</td> <td>-</td> <td>-</td> <td>(2)</td> <td>1,999</td> <td>1,999</td> <td>-</td> </tr> <tr> <td>Loans to private sector entities</td> <td>943</td> <td>-</td> <td>-</td> <td>-</td> <td>943</td> <td>943</td> <td>-</td> </tr> <tr> <td>Loans to public sector entities</td> <td>558</td> <td>61</td> <td>-</td> <td>-</td> <td>651</td> <td>651</td> <td>-</td> </tr> <tr> <th>Term deposits Held to maturity Available for sale Revaluable / launch investments Ordinary shares in public sector entities Ordinary shares in private sector entities Property related holdings Equities listed securities Private equities Investment funds Other investments Earnings Fair value through profit or loss Derivatives Total financial assets</th> <th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></table> \<page_number>73\</page_number> <table style="width:100%;"> <!-- Table with columns: Category, Carrying Amount (at 30 March), Transfer between transfer categories, Transfer to associates, Termination of derivatives, Amendment of derivatives under IFRS 9, Amortised cost designated, FVPL --> <!-- The table is empty except for the header row --> <!-- The header row contains the following columns: Category, Carrying Amount (at 30 March), Transfer between transfer categories, Transfer to associates, Termination of derivatives, Amendment of derivatives under IFRS 9, Amortised cost designated, FVPL --> <!-- The first column is "Category" --> <!-- The second column is "Carrying Amount (at 30 March)" --> <!-- The third column is "Transfer between transfer categories" --> <!-- The fourth column is "Transfer to associates" --> <!-- The fifth column is "Termination of derivatives" --> <!-- The sixth column is "Amendment of derivatives under IFRS 9" --> <!-- The seventh column is "Amortised cost designated" --> <!-- The eighth column is "FVPL" --> <!-- Example data: Loans and Receivables Cash and cash equivalents Receivables Loans to private sector entities Loans to public sector entities Term deposits Held to maturity Available for sale Revaluable / launch investments Ordinary shares in public sector entities Ordinary shares in private sector entities Property related holdings Equities listed securities Private equities Investment funds Other investments Earnings Fair value through profit or loss Derivatives Total financial assets Carrying Amount (at 30 March) £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m Transfer between transfer categories - - - - - - - - - - - - - - - Transfer to associates - - - - - - - - - - - - - - - Termination of derivatives - - - - - - - - - - - - - - - Amendment of derivatives under IFRS 9 - - - - - - - - - - - - - - - Amortised cost designated - - - - - - - - - - - - - - FVPL £m <page_number>126</page_number> Annual report and accounts 2018-19 The Departmental Group's accounting policies on the classification of financial instruments under IFRS 9 are set out in note 1.20. The application of these policies resulted in the reclassifications set out in the table above and explained below: Cash and cash equivalents, receivables, loans to public sector bodies, and term deposits that were classified as 'loans and receivables' and 'held to maturity' are now measured at 'amortised cost'. There are no changes in terms of measurement for these assets upon transition. * Loans to private sector entities that were classified as 'loans and receivables' under IAS 39 meet the solely payments of principal and interest test for cash flows characteristics. The objective of the business model is achieved by collecting the contractual cash flows only and therefore, they are classified as 'amortised cost' under IFRS 9. An adjustment for the impairment allowance of £2 million calculated under the ECL model was recognised in retained earnings at 1 April 2018. * Bonds were classified as 'available for sale' and are now measured at 'amortised cost'. The Group's intention is to hold these bonds for collecting contractual cash flows only. Sale of the bonds only happens infrequently when there is an increase in the assets' credit risk. Their cash flows are solely payments of principal and interest. Upon transition, the cumulative gain previously recognised in OCI was removed from equity and applied against the fair value of the financial asset at the reclassification date resulting in an adjustment of £1 million to retained earnings and carrying amount of the asset at 1 April 2018. <table> <thead> <tr> <th>From available for sale (IAS 39) to Amortised Cost</th> <th>2019</th> </tr> </thead> <tbody> <tr> <td>Fair value at as at 31 March 2018</td> <td>39</td> </tr> <tr> <td>Fair value gain/(loss) that would have been recognised during the year if the financial asset had not been reclassified</td> <td>(1)</td> </tr> </tbody> </table> * Repayable loan investments were classified as 'available for sale' with the revaluation movements previously going through OCI. As the repayments are contingent on the sales of the products, they do not meet the solely payments of principal and interest test and are measured at 'FVTPL'. On adoption, the cumulative gain or loss previously recognised in Revaluation Reserve of £235m as at 31 March 2018 has been transferred to the Taxpayer's Equity. * Ordinary shares in consolidated public sector entities were held at Cost under IAS 39/IAS 27, this continues to be permitted under IFRS 9/IAS 27. * Ordinary shares in non-consolidated public sector entities in accordance with the FReM were classified as 'available for sale', The Group intends to hold these, for long term strategic purposes, and as permitted by IFRS 9, have designated these investments at the date of initial application as measured at 'FOVOCI'. * Ordinary shares in private sector entities were classified as 'available for sale' under IAS 39. The Group intends to hold these, except for the £3 million of shares held by UK Green Infrastructure Platform (UKGIP), for long term strategic purposes, and as permitted by IFRS 9, have designated these investments at the date of initial application as measured at 'FVOCI'. The £3 million of shares held by UKGIP, for trading, and therefore, the OCI option is not available and they are measured at 'FVTPL'. * Investment funds were classified as 'available for sale'. The holdings are standard investment funds with either a limited life or redeemable units, and measured at 'FVTPL' as they are debt instruments that do not meet the solely payments of principal and interest test. * On adoption, the cumulative gain or loss previously recognised in Revaluation Reserve of £926 million as at 31 March 2018 has been transferred to the Taxpayer's Equity. * The category transfer of £31 million from investment funds to ordinary shares in non-public sector entities is related to the ordinary share holding in the Global Climate Partners Fund, which is an investment company rather than a standard limited partnership fund with a limited life. Financial Statements <page_number>127</page_number> * Loans that were previously classified as 'available for sale' within the Other Investments category are those held by UKGIP. As they are held to sell, not to collect contractual cash flows, they fall the business model test and are classified as 'FVTPL' under IFRS 9. * Derivatives were classified as "fair value through profit and loss" under IAS 39 and remain measured under 'FVTPL' under IFRS 9. However, embedded derivatives are no longer assessed separately from the host financial asset leading to a category transfer of £31 million from derivatives to investment funds. (b) Reconciliation of carrying amounts of financial liabilities under IAS 39 and IFRS 9 The following table reconciles the carrying amounts of financial assets under IAS 39 to the carrying amounts under IFRS 9 on 1 April 2018: <table> <tr> <td colspan="5">Reconciliation</td> <td colspan="5">Carrying amount under IFRS 9 at 1 April 2018</td> </tr> <tr> <td></td> <td>Carrying amount under IAS 39 at 31 March 2018</td> <td>Transfer from provisions</td> <td>Remeasurement under IFRS 9</td> <td></td> <td>Carrying amount under IFRS 9 at 1 April 2018</td> <td>Amortised cost</td> <td>FVTPL mandatory</td> <td>FVTPL</td> <td>Other</td> </tr> <tr> <td></td> <td>£m</td> <td>£m</td> <td>£m</td> <td></td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> </tr> <tr> <td>Fair value through profit or loss</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Derivatives</td> <td>(15,915)</td> <td>-</td> <td>-</td> <td>(15,915)</td> <td>-</td> <td>-</td> <td>(15,915)</td> <td>-</td> <td>-</td> </tr> <tr> <td>Other liabilities</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Payables</td> <td>(2,175)</td> <td>-</td> <td>-</td> <td>(2,175)</td> <td>(2,175)</td> <td>-</td> <td>-</td> <td>-</td> <table><tbody><tr><th>Financial guarantee liabilities (61)</th><th>-</th><th>16</th><th>(45)</th><th>-</th><th>-</th><th>(45)</th><th>-</th><th>(45)</th></tr><tr><th>Loan commitment liabilities - (184)</th><th>-</th><th>(184)</th><th>- (184)</th><th>- (184)</th><th>- (184)</th><th>- (184)</th><th>- (184)</th><th>- (184)</th></tr></tbody></table></tr> <tr style="border-top: solid black;"> Total financial assets                                                                   (18,151)  (184)  16 &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; &nbs; (18,319) (2,175) (184) (15,915) (45) </tr> The explanations of changes to financial liabilities under IFRS 9 are set out below: * The core Department's financial guarantee liabilities were remeasured under IFRS 9, leading to £16 million decrease in the carrying amount, which was recognised in the adjustment to the general fund opening balances. * The British Business Bank (BBB)'s Enterprise Capital Fund commitments to provide loans under market rates were designated under IFRS 9 to be measured at fair value through profit or loss because the group of financial assets and financial liabilities is managed and its performance is evaluated on a fair value basis, in accordance with a documented investment strategy and information is provided internally on that basis to the key management personnel. For clarity, the loan commitment liabilities were transferred out from provisions to be disclosed together with financial guarantee liabilities. (c) Impacts of transition to financial statement line items The following table summarises the impact of transition to IFRS 9 on assets, revaluation reserve and general fund at 31 March 2018: 128 Annual report and accounts 2018-19 <table> <thead> <tr> <td>Closing balance under IAS 39 at 31 March 2018</td> <td>Gross carrying amount remeasurement under IFRS 9</td> <td>Expected credit loss remeasurement under IFRS 9</td> <td>Reclassification from AFS to amortised cost</td> <td>Opening balance under IFRS 9 at 1 April 2018</td> </tr> </thead> <tbody> <tr> <td>Transfers</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> </tr> <tr> <td>Receivables</td> <td>2,001</td> <td>-</td> <td>-</td> <td>(2)</td> <td>-</td> <td>1,999</td> </tr> <tr> <td>Total impact on current assets</td> <td>-</td> <td>-</td> <td>(2)</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>Other financial assets</td> <td>4,336</td> <td>(430)</td> <td>27</td> <td>(25)</td> <td>(1)</td> <td>3,907</td> </tr> <tr> <td>Investments in joint ventures and associates</td> <td>367</td> <td>461</td> <td>-</td> <td>-</td> <td>-</td> <td>828</td> </tr> <tr> <td>Total impacts on non-current assets</td> <td>31</td> <td>27</td> <td>(25)</td> <td>(1)</td> <td>-</td><td></td> </tr> <tr> <td>Derivatives (15,806)</td> <td>(31)</td> <td>-</td> <td>-</td><td>-</td><td>(15,837)</td><td></td> </tr> <tr> <td>Provisions (240,935)</td> <td>184</td> <td>-</td><td>-</td><td>-</td><td>(240,751)</td><td></td> </tr> <tr> <td>Financial guarantee and loan commitment liabilities (61)</td> <td>(184)</td> <td>16</td><td>-</td><td>-</td><td>(229)</td><td></td> </tr> <tr> <td>Total impacts on non-current liabilities</td><td>(31)</td><td>16</td><td>-</td><td>-</td><td></td><td></td> </tr> <tr> <td>General fund 250,098 (926) (43) 27 1 249,157 Revaluation reserve (2,915) 926 - - (1,989) Total impacts on reserves - (43) 27 1 </table> 1.6.2 IFRS 15 ‘Revenue from Contracts with Customers’ IFRS 15 ‘Revenue from Contracts with Customers’ replaces IAS 18 ‘Revenue’ and IAS 11 ‘Construction Contracts’ and has been adopted by the public sector from 1 April 2018. The new standard requires the Group to apportion revenue earned from contracts to individual promises, or performance obligations, on a stand-alone selling price basis, based on a five-step model. The FReM removes the option to adopt IFRS 15 retrospectively, and therefore any difference between the previous carrying amount and the carrying amount under IFRS 15 has been recognised as adjustments to opening balances on 1 April 2018. The impacts on significant income streams are set out below. Sales of goods and services Within the scope of IFRS 15, the stream of income that has been significantly affected by the new accounting standard is around £350 million from the service contracts held by Nuclear Decommissioning Authority (NDA) for fuel reprocessing, waste and product storage, and the transportation of spent fuel, waste and products. Due to the limited availability of consistent historical data relating to the contracts and the extent to which the contracts and associated assumptions have changed over time, NDA has obtained a derogation from HM Treasury to apply IFRS 15 on first-time adoption in 2018 on a prospective basis, and therefore, will not be required to report any retrospective adjustments for prior years. A derogation has been granted to the Group to this effect. Financial Statements <page_number>129</page_number> Under the new standard, NDA's income figure is subject to increased uncertainty as a higher proportion of revenue recognition will be dependent on the performance of key plants at Sellafield in the remainder of their commercial operations. In particular, the income figure for 2018-19 was highly reliant on the performance of the Thorp reprocessing plant in final year of operations. The impact of volatility in Thorp output was more significant under IFRS 15 than under previous standards. The Thorp plant concluded reprocessing operations during 2018-19 thereby removing this uncertainty from future years. In order to produce a consistent measurement of fulfilment of the remaining performance obligations under the waste treatment elements of the respective spent fuel reprocessing contracts, NDA has determined that the remaining revenue on overseas reprocessing contracts will be recognised over the remainder of the period in which waste treatment services for all wastes produced by the Thorp plant will be completed (currently expected to conclude in 2026). This means that the completion of the programme will be treated as a single performance obligation under a single contract and as a result there is a non-recurring impact on the contract loss provision on NDA's Statements of Financial Position. If NDA had not applied the portfolio approach to these contracts, revenue recognised in the period would have been approximately £440 million higher than that reported. The revenue will instead be recognised over the contract term, to the end of 2024-25. During the year the NDA reviewed the revenue recognition basis of a legacy waste management contract, and concluded that the performance obligations of the contract had been fulfilled and therefore, given the NDA's derogation to set aside the requirement to retrospectively restate revenues, the remaining revenue could be recognised in the year, producing additional and non-recurring revenue in the year of approximately £120 million. The revenue would otherwise have been recognised over a long period of time at approximately £6 million per annum. The first-time implementation of IFRS15 by the NDA (excluding the non recurring item described above) resulted in income recognised in the year being £44 million lower than the equivalent figure which would have been recognised under previous accounting standards. The variance arises from the different recognition profiles for the recognition of revenues for storage of wastes and products and the storage and de-storage of revenues, in which proportionately less revenue is recognised in the short term (and proportionately more in the medium to long term). The prior period impact on the remaining non-NDA income stream is only £2.5 million. As a result, there is no adjustment to opening balances. Levy income The Group's levy income of £1,212 million (2017-18: £318 million) is comprised of Low Carbon Contract Company Ltd (LCCC)'s operational costs levy of £980 million, Electricity Settlements Company Ltd (ESC)'s settlement costs levy of £163 million, Oil and Gas Authority (OGA)'s petroleum licences levy of £147 million, FRC's prepayment levy of £103 million, and Nuclear Decommissioning Authority core Department's levy of £10 million. Apart from FRC's prepayment levy, which is based on voluntary contributions and accounted for on a cash receipts basis, the majority of the remaining levies arise from regulations and legislation. They are typically set on an annual basis, invoiced quarterly or bi-annually, and accounted for in the period to which the invoices are related. LCCC and ESC do not prepare their individual accounts under FReM and have judged that IFRS 15 does not apply to income from electricity suppliers. IFRS 15 is applicable to the Group's levy income under FReM guidance. There are no changes in the recognition and measurement of levy income under IFRS 15. Fees, charges and recharges The Group's income from fees, charges and recharges is £250 million (2017-18: £466 million), of which the most significant income is Insolvency Service's administration fees of £79 million and Civil Nuclear Police Authority's income of £48 million. The adoption of IFRS 15 does not affect the recognition and measurement of this income stream. Grant income The total grant income for 2018-19 is £262 million (2017-18: £138 million). Under the FReM grants and grants-in-aid should be accounted for in accordance with IAS 20 'Accounting for Government <page_number>130</page_number> Annual report and accounts 2018-19 Grants and Disclosure of Government Assistance' as interpreted by the Manual. The grant income is, therefore, out of scope under IFRS 15. Income from Mineworkers' Pension Scheme Income of £47.6 million (2017-18: £74.2 million) was recognised during 2018-19 relating to the Government guarantee of certain benefits payable to members and beneficiaries of the Mineworkers' Pension Scheme. The Government is entitled to a portion of any periodic valuation surpluses determined by the Government Actuary following triennial valuations. The cash amounts are to be received annually up to 2027. The Coal Pension receivables have been classified as held at amortised cost under IFRS 9 'Financial Instruments'. The associated income, therefore, is out of scope of IFRS 15. 1.7 Applicable accounting standards issued but not yet adopted and FReM changes for 2019-20 IFRS 16 'Leases' IFRS 16 'Leases' replaces IAS 17 'Leases' and will be adopted by the public sector in 2020-21. IFRS 16 represents a significant change in lessee accounting by removing the distinction between operating leases (off-statement of financial position financing) and finance leases (on-statement of financial position financing), and introducing a single lessee accounting model. IFRS 16 requires the recognition of all leases as finance leases with exemption given to low value leases and short-term leases, i.e. those with lease terms of less than 12 months. This will result in the recognition of a right-to-use asset, measured at the present value of future lease payments, and a matching liability in the Statement of Financial Position (SoFP). Disclosure of operating leases is included in note 21.2.1. The Group is currently assessing the impacts of the IFRS 16 adoption. 1.8 Operating income Operating income relates directly to the operating activities of the Group and includes income from contracts with customers, levies, grants and income from the Mineworkers' Pension scheme. The Group is required to identify receipts which it collects on behalf of the Consolidated Fund; these are not recognised as income but instead are disclosed in a separate Trust Statement published alongside these accounts and in note 4 in the Statement of Parliamentary Supply in the Accountability Report. Operating income from contracts with customers Income from contracts with customers are allocated to individual promises, or performance obligations, on a stand-alone selling price basis, and is recognised when the related performance obligation is satisfied, either over time or at a point in time. The performance obligations are typically satisfied upon delivery of goods and services in accordance with the contractually defined timescales. The payment terms for the invoices are typically 30 days. Where the Group receives consideration prior to the transfer of goods and services, the amount is recorded as contract liabilities. Where the Group has transferred goods and services to a customer and the right to consideration is conditioned on something other than the passage of time, the amount is recorded as contract assets. The measurement of income takes account of significant financing components, variable consideration, any discounts or rebates. Levies Levy income is recognised in the Group accounts when an event has occurred that creates an obligation on a counterparty to pay the levy, the amount can be reliably measured, and it is probable that the assessed economic benefits from the taxable event will flow to the Group. Levies are typically set on an annual basis, invoiced quarterly or bi-annually, and accounted for in the period to which the invoices are related to and performance obligations are satisfied. The Low Carbon Contracts Company Ltd (LCC) and Electricity Supply Company Ltd are permitted to retain levies collected under statute and classified as taxes in the national accounts. This income is recognised by the companies in the same period as the related expenditure. The department is not permitted by the FReM to recognise tax income relating to future years, whereas LCCC, which does not apply the FREM, is able to. Adjustments are made on consolidation to ensure compliance with the Group accounting policy. Grant income Grant income including European Funding is recognised when there is reasonable assurance that there are no conditions attached, or that any such conditions have been complied with and it is certain the grant will be received. Research grants and fellowships are recognised in line with a schedule of pre-agreed payment profiles, which include matching considerations over the period of the grant duration and to the period which they relate. Where the terms and conditions do not specify a pre- agreed payment profile or other matching considerations, obligations are recognised in full. Where the profile indicates an unclaimed and/or unpaid amount exists at the reporting date, such sums are accrued. Income from the Mineworkers’ Pension scheme Income arising from the Government guarantee of certain benefits payable to members and beneficiaries of the Mineworkers’ Pension scheme is recognised when the core Department becomes entitled to the income and the value can be reliably measured. 1.9 Staff costs Staff costs are recognised as expenses when the Group becomes obligated to pay them, including the cost of any untaken leave entitlement. 1.10 Grants payable Grants payable are recognised when the grant recipient has performed the activity that creates an entitlement to the grant under the terms of the scheme and include estimates for claims not yet received. Grant contributions to international organisations in the form of promissory notes are recognised as expenses when they become payable on demand with the department exercising no further control over disbursement. 1.11 Taxation The core Department and its executive agencies are exempt from corporation tax by way of Crown exemption. Some consolidated bodies are subject to corporation tax on taxable profits. Current tax assets and liabilities are measured at the amount expected to be recovered from or paid to HM Revenue and Customs, based on tax rates and laws that are enacted or substantively enacted by the reporting date. Value Added Tax (VAT) is accounted for in the Accounts, in that the amounts are shown net of VAT except for irrecoverable VAT, which is aggregated with the cost of purchased items. Deferred taxation Deferred tax is recognised on temporary differences arising between the tax bases of assets and liabilities and their carrying amounts for financial reporting purposes. Deferred tax assets are recognised for all tax-deductible temporary differences, carry forward of unused tax credits and unused tax losses to the extent that it is probable that taxable profit will be available in future years against which they can be utilised. 1.12 Property, plant and equipment (PPE) Assets are capitalised as PPE if they are intended for use on a continuing basis and their original carrying value, on an individual or asset pool basis, exceeds the relevant capitalisation threshold which ranges from £1,000 to £10,000 across the Group. Exceptions are: a) assets held by the Nuclear Decommissioning Authority on designated nuclear sites are only recognised where the economic element of their value at the reporting date exceeds £100,000 and the proportion of asset value relating to commercial activity exceeds 10%; b) operational mine water schemes and subsidence pumping stations are held by the Coal Authority at nil value because they are used to address pollution caused by past mining activities where the economic benefits have already been received. Financial Statements <page_number>131</page_number> <page_number>132</page_number> Annual report and accounts 2018-19 To the extent that it has been recognised as a provision under IAS 37, the estimated cost of decommissioning facilities is recognised as part of the carrying value of the asset at initial recognition and depreciated over its useful life. Valuation of PPE PPE is carried at fair value except for nuclear waste management assets held at historical cost (note 1.2) and assets under construction which are held at cost. In accordance with the FReM, assets that have short useful lives or are of low value are carried at depreciated historical cost less impairment as a proxy for fair value. Non-specialist land and buildings are measured at current value in existing use using professional valuations. Specialist land and buildings are measured at depreciated replacement cost which represents the present value of the asset’s remaining service potential. Revaluation of PPE Any accumulated depreciation at the date of revaluation is eliminated and the resulting net value restated to equal the revalued amount. Any revaluation increase arising is credited to the revaluation reserve except to the extent that it reverses a revaluation decrease for the same asset previously recognised as an expense in which case the increase is credited to Net expenditure for the year to the extent of the decrease previously charged. A decrease in carrying amount arising on revaluation is charged as an expense to the extent that it exceeds the balance, if any, held in the revaluation reserve relating to a previous revaluation of that asset. On de-recognition, any revaluation surplus remaining in the revaluation reserve attributable to the asset is transferred directly to the General Fund. Depreciation of PPE Apart from freehold and long leasehold land which are not depreciated, PPE assets are depreciated to estimated residual values on a straight-line basis over the following estimated useful lives: <table> <thead> <tr> <td></td> <td></td> </tr> </thead> <tbody> <tr> <td>Freehold buildings</td> <td>10 – 60 years</td> </tr> <tr> <td>Leasehold land and buildings</td> <td>10 – 60 years or remaining life of lease</td> </tr> <tr> <td>Agricultural buildings</td> <td>Up to 60 years</td> </tr> <tr> <td>Dwellings</td> <td>Up to 60 years</td> </tr> <tr> <td>Leasehold improvements</td> <td>Shorter of estimated remaining useful life or outstanding term of lease</td> </tr> <tr> <td>Computer equipment</td> <td>2 – 10 years</td> </tr> <tr> <td>Plant and machinery</td> <td>3 – 50 years or remaining life of lease</td> </tr> <tr> <td>Office machinery (included in plant and machinery), furniture, fixtures and fittings</td> <td>2 – 11 years or remaining life of lease</td> </tr> <tr> <td>Transport equipment</td> <td>2 – 14 years</td> </tr> <tr> <td>Ships (included in transport equipment)</td> <td>Minimum of 20 years</td> </tr> <tr> <td>Aircraft (included in transport equipment)</td> <td>Minimum of 15 years</td> </tr> <tr> <td>Assets under construction</td> <td>Not depreciated until available for use as intended by management.</td> </tr> </tbody> </table> Residual values and useful lives are reviewed and adjusted if appropriate at each reporting date. 1.13 Investment property The Group holds a number of properties which have been classified as investment properties and are measured using the fair value model specified in IAS 40. Gains and losses arising from changes in fair value are recognised in Net expenditure for the year. 1.14 Intangible non-current assets Intangible non-current assets are capitalised if they are intended for use on a continuing basis and their original carrying value, on an individual or asset pool basis, exceeds the relevant capitalisation threshold which ranges from £1,000 to £10,000 across the Group. There are no active markets for any... of the Group's intangible non-current assets which are valued at the lower of depreciated replacement cost and value in use using a valuation technique (for example for income-generating assets); where there is no value in use, depreciated replacement cost is used. Assets of low value or with short useful lives are carried at cost less accumulated amortisation and impairment losses as a proxy for fair value. They are amortised on a straight-line basis over the following periods: <table> <tr> <td>Software licenses</td> <td>3 - 10 years</td> </tr> <tr> <td>Internally developed software</td> <td>Up to 10 years</td> </tr> <tr> <td>Website development costs</td> <td>2 - 5 years</td> </tr> <tr> <td>Patents, licenses and royalties</td> <td>7 - 15 years</td> </tr> </table> 1.15 Impairment of PPE and intangible non-current assets The Group reviews carrying amounts at each reporting date. If an indicator for impairment occurs then the recoverable amount of the asset (the higher of fair value less costs to sell and value in use) is estimated and an impairment loss recognised to the extent that it is lower than the carrying amount. Losses arising from a clear consumption of economic benefit are charged to Net expenditure for the year. Losses that do not result from a loss of economic value or service potential are taken to the revaluation reserve to the extent that a revaluation reserve exists for the impaired asset; otherwise to Net expenditure for the year. 1.16 Assets held for sale Assets are classified as held for sale if their carrying amount will be recovered through a sale transaction rather than through continuing use. This condition is regarded as met only when the sale is highly probable, the asset is available for immediate sale in its present condition and the asset is actively marketed for sale. Management must be committed to the sale which should be expected to qualify for recognition as a completed sale within one year from the date of classification. Assets held for sale are measured at the lower of a) carrying amount and b) fair value less costs to sell. 1.17 Cash and cash equivalents Cash and cash equivalents comprise cash in hand and other short term highly liquid investments which are readily convertible to known amounts of cash are subject to insignificant risk of changes in value and have an original maturity of three months or less. Any bank overdraft amounts are included within Trade payables and other liabilities 1.18 Leases Leases are classified as finance leases when the risks and rewards of ownership are transferred substantially to the lessee; all other leases are classified as operating leases. Finance leases Group as lessor Amounts due from lessees under finance leases are recognised as receivables at the amount of the Group's net investment in the lease. Finance lease income is allocated to accounting periods so as to reflect a constant periodic rate of return on the Group's net investment outstanding in respect of the leases. Group as lessee Assets subject to finance leases and the associated liabilities for future payments (if any) are recognised in the SoFP. Operating leases Group as lessor Assets subject to operating leases are recognised in the SoFP with rental income plus initial direct costs incurred in arranging the lease, including incentives to the lessee to enter into the lease, recognised on a straight-line basis over the lease term. Financial Statements <page_number>133</page_number> <page_number>134</page_number> Annual report and accounts 2018-19 Group as lessee Rentals payable under operating leases, including benefits received and receivable as incentives to enter into the leases, are expensed on a straight-line basis over the term of the lease. 1.19 Subsidiaries, associates and joint ventures Subsidiaries and public sector joint ventures are consolidated where designated within the Departmental Group boundary (note 28); those outside the Departmental boundary are measured in accordance with IFRS 9. Equity investments in associates or joint ventures outside the public sector are initially recorded at cost and subsequently adjusted to reflect the Group’s share of net profit or loss of the associate or joint venture. 1.20 Financial instruments Financial assets and liabilities are measured initially at fair value plus transaction costs unless carried at fair value through profit or loss in which case transaction costs are charged to Net expenditure for the year. Fair value is determined by reference to quoted prices where an active market exists for the instrument; otherwise it is determined using generally accepted valuation techniques including discounted estimated cash flows. A regular way purchase or sale of financial assets shall be recognised and derecognised, as applicable, using settlement date accounting. Financial assets Financial assets are derecognised when the rights to receive future cash flows have expired or are transferred and the risks and rewards of ownership have been substantially transferred. Categories of financial asset Financial assets are categorised as one of the following: * Amortised cost are financial assets whose cash flows are the solely payments of principal and interests and the business model of which is to hold for collecting contractual cash flows only. They are initially recognised at fair value and thereafter at amortised cost using the effective interest method less any impairment. The effective interest rate method is a method of calculating the amortised cost of a financial asset and of allocating interest income over the relevant period. * Fair value through Other Comprehensive Income (FVOCI) are either: * (i) debt instruments whose cash flows are the solely payments of principal and interests and the business model of which is to hold for both collecting contractual cash flows and selling. * (ii) equity instruments that are neither held for trading nor contingent consideration recognised in a business combination, as the Departmental Group has made an irrevocable election at initial recognition. After initial recognition, these assets are subsequently carried at fair value. Gains and losses in fair value are recognised directly in equity. On de-recognition, the cumulative gain or loss previously recognised in equity is recognised in Net expenditure for the year for debt instruments and transferred to General Fund for equity instruments. * Fair value through profit or loss (FVTPL) are any financial assets that are not measured at amortised cost or FVOCI. Transaction costs and any subsequent movements in the valuation of the asset are recognised in Net expenditure for the year. Impairment of financial assets Financial assets other than equity instruments and those at FVTPL are assessed for impairment at each reporting date using the expected credit loss (ECL) model. The three-month model based on the level of credit risk is applied to any financial assets other than long term trade receivables, contract assets which do contain a significant financing component and lease receivables within the scope of IAS 17 as follows: * For financial assets with low credit risk or assets that have not had a significant increase in credit risk since initial recognition, 12-month ECL are recognised and interest revenue is calculated on the gross carrying amount of the asset without the reduction of credit allowance. <img>A pie chart showing categories of financial assets.</img> For financial assets that have had a significant increase in credit risk since initial recognition but that do not have objective evidence of impairment, lifetime ECL are recognised and interest revenue is calculated on the gross carrying amount of the asset. For financial assets that have objective evidence of impairment at the reporting date, lifetime ECL are recognised and interest revenue is calculated on the net carrying amount net of credit allowance. Impairment gains or losses, the amount of expected credit losses (or reversal) that is required to adjust the loss allowance at the reporting date to the amount that is required to be recognised in accordance with the Standard, are recognised in profit or loss. For long term trade receivables, contract assets which do not contain a significant financing component and lease receivables within the scope of IAS 17 ‘Leases’, the simplified approach is applied and lifetime ECL are recognised as dictated by the FReM. Financial liabilities Financial liabilities are derecognised when the obligation is discharged, cancelled or expires. The Group’s financial liabilities excluding derivatives are initially recognised at fair value including directly attributable transaction costs, and subsequently at amortised cost using the effective interest rate method. Derivative financial instruments Derivatives are initially recognised at fair value and subsequently at fair value. Gains/losses in fair value are recognised in Net expenditure for the year unless hedge accounting is applied. The Group has two classes of derivative financial instrument, foreign exchange contracts to which hedge accounting is applied and Contracts for Difference to which hedge accounting is not applied. Forward foreign exchange contracts Forward contracts are held as cash flow hedges to reduce exposure to foreign currency risk. The effective portions of changes in their fair values are recognised in equity. Gains and losses relating to ineffective portions are recognised immediately in Net expenditure for the year. Amounts accumulated in equity are recycled to Net expenditure for the year in the same period as the hedged item. Contracts for Difference (CfDs) CfDs are held to incentivise investment in low carbon electricity generation by agreeing strike prices with electricity generators which are counterparties to the contracts. The counterparty pays or is paid the difference between the strike price and the reference price (a measure of the average market price of electricity) at the time of electricity supply. CfDs are measured at FVTPL, initially at their transaction price (£nil) with subsequent changes in fair value (as measured by a valuation model) recognised in Net expenditure for the year along with amortisation over the contracts settlement period of the difference between the transaction price and the valuation model estimate of fair value at initial recognition which is usually different from the transaction price. Where the valuation model estimate of fair value at initial recognition is different from the transaction price, the difference is deferred and amortised to Net expenditure for the year over the contract settlement period (note 9). 1.21 Financial guarantees and loan commitments Financial guarantee contract liabilities Financial guarantees are initially recognised at fair value on the date the guarantee was given and subsequently re-measured at the higher of a) the amount of loss allowance determined in accordance with IFRS 9 ‘Financial Instruments’ and b) the amount initially recognised less when appropriate, cumulative amortisation in accordance with IFRS 15 ‘Revenue from Contracts with Customers’. <page_number>136</page_number> Annual report and accounts 2018-19 Loan commitments at below market rate The Group accepts a lower than market rate of return from Enterprise Capital Fund investments in order to encourage private sector investors to invest alongside. Although the Group expects to make a positive return from these investments, this return is less than that required by the private sector. The Group has at initial recognition elected to irrevocably designate the liability related to these loan commitments as measured at fair value through profit or loss because the group of financial assets and financial liabilities is managed, and its performance is evaluated on a fair value basis, in accordance with a documented investment strategy, and information is provided internally on that basis to the key management personnel. 1.22 Pensions The accounting for each of the Departmental Group’s pension plans is dependent on its nature. Funded defined-benefit pension schemes The Group has nine funded defined-benefit pension schemes: the UKRI’s Medical Research Council Pension Scheme (MRCPS), two schemes through the NDA and six others through the nuclear site licence companies. The net liabilities recognised in the Statement of Financial Position for funded defined benefit schemes are calculated by independent actuaries by deducting the fair value of scheme assets (at bid prices) from the present value of defined benefit obligations (estimated using the projected unit credit method, less any amounts receivable from third parties). Where the scheme is in surplus, the asset recognised in these statements is limited to the present value of benefits available from future refunds from the plan, reductions in future contributions to the plan or on settlement of the plan and takes into account the adverse effect of any minimum funding requirements. Actuarial gains and losses are recognised as Other Comprehensive Income and Expenditure except for site licence companies where they are included in provision expense relating to the Nuclear Decommissioning Provision. Unfunded defined benefit pension schemes The Group contributes towards a number of unfunded defined benefit pension schemes of which employees are members: these include the Principal Civil Service Pension Scheme, the Civil Servant and Other Pension Scheme, the Combined Pension Scheme of the UK Atomic Energy Authority. The participating employers in these schemes are unable to identify their share of the underlying net liability, as such these schemes are accounted for as defined contribution pension schemes, with employers’ contributions charged to the SoCNE in the period to which they relate. Further information regarding PCSPS and CSPOS is presented in the Staff Report. Defined contribution pension schemes Contributions are charged to the SoCNE when they become payable. The Group has no further liabilities in respect of benefits to be paid to members. More information about the Group’s pension schemes can be found in the accounts of the consolidated entities, including in note 3 for the core Department, and of the pension schemes themselves. Financial Statements <page_number>137</page_number> 1.23 Provisions A provision is recognised when it is probable that an outflow of economic benefits will be required to settle a present obligation (legal or constructive) that can be reliably measured and which results from a past event. Where the time value of money is material the provision is measured at present value using discount rates prescribed by HM Treasury. Previously HM Treasury issued real rates based upon the real yield of UK index-linked gilts. From 2018-19 onwards, HM Treasury is issuing nominal rates that do not take account of inflation, unlike real rates. Using these nominal rates, the cash flows are inflated using the following inflation rates provided by HM Treasury except where a more appropriate forecast has been identified for specific provisions: <table> <tr> <td></td> <td>Nominal discount rate</td> <td>Inflation rate</td> <td>31 March 2019 Equivalent real discount rate</td> <td>31 March 2018 Real discount rate</td> </tr> <tr> <td>Cash outflows expected within two years</td> <td>0.76%</td> <td>2.0%</td> <td>(1.22%)</td> <td>(2.42%)</td> </tr> <tr> <td>Cash outflows expected between two and five years</td> <td>0.76%</td> <td>2.1%</td> <td>(1.31%)</td> <td>(2.42%)</td> </tr> <tr> <td>Cash outflows expected between five and ten years</td> <td>1.14%</td> <td>2.1%</td> <td>(0.94%)</td> <td>(1.85%)</td> </tr> <tr> <td>Cash outflows expected after ten years</td> <td>1.99%</td> <td>2.1%</td> <td>(0.11%)</td> <td>(1.56%)</td> </tr> </table> Nuclear decommissioning provisions Where expenditure in settlement of a provision is expected to be recovered from a third party, the recoverable amount is treated as a separate asset (note 12 Recoverable contract costs). Provision charges in the SOcNE are shown net of changes in these recoverable amounts. 1.24 Contingent assets and liabilities Where an outflow of economic benefits from a past event is possible but not probable, the department discloses a contingent liability. In addition to contingent liabilities disclosed in these financial statements in accordance with IAS 37 Provisions, Contingent Liabilities and Contingent Assets, certain statutory and non-statutory contingent liabilities where the likelihood of a transfer of economic benefit is remote are disclosed in the Accountability Report for Parliamentary reporting and accountability purposes. Where an inflow of economic benefits from a past event is probable, the Group discloses a contingent asset. Estimates of the financial effects are disclosed where practicable; where the time value of money is material, contingent liabilities and assets are stated at discounted amounts and the amount reported to Parliament separately noted. Remote contingent liabilities reported in the Accountability Report are stated at the amounts reported to Parliament. 1.25 Third party assets The Group holds, as custodian or trustee, certain cash balances belonging to third parties. These balances are not recognised in the financial statements since neither the Group nor Government generally has a direct beneficial interest in them. 1.26 Judgements, estimates and assumptions Preparation of financial statements requires management to make judgements, estimates and assumptions based on experience and expected events that affect the reported amounts of assets and liabilities, income and expenditure. Key accounting judgements applied in these statements are described below. Judgements Hinkley Point C (note 9) In accordance with the IFRS Conceptual Framework - Hinkley Point C Contract for Difference (CfD) liability has not been recognised in these financial statements. This is due to the unavoidable <page_number>138</page_number> Annual report and accounts 2018-19 uncertainties in creating a fair value estimate for HPC CfD due to the duration of the contract and lack of reliable independent estimates or readily available forecasts of wholesale electricity prices beyond 2040. Reliability is defined as using information that is complete, neutral and free from error. This means that a condition of the Conceptual Framework, that an item is recognised in the financial statements when the item has a cost or value that can be measured with reliability, is not met. Estimates In accordance with IAS 8 Accounting Policies, Changes in Accounting Estimates and Errors, revisions to accounting estimates are recognised prospectively. Revisions of the estimates and assumptions below could cause material adjustment to the carrying amounts of assets and liabilities within the next financial year. Income recognition (note 6.1) A number of significant accounting judgements have been performed to apply IFRS 15 to the recognition of revenue and costs from contracts with customers held by the Nuclear Decommissioning Authority (NDA), including the determination of transaction price of each contract, the allocation of transaction price to each performance obligation, the timing of satisfaction of performance obligations, and the accounting treatment of contract costs. Detail is included in NDA’s financial statements. Useful lives of non-current assets There is uncertainty in relation to estimated useful lives of non-current assets; these are reviewed as at the reporting date and updated if expectations differ from previous estimates due to physical wear and tear, technical or commercial obsolescence or legal or other limits on their use. Impairment of assets (note 4.2, 7.8, 10, 11, 13, 14, 16, and 23) Impairment of non-financial assets is measured by comparing the carrying value of the asset or cash generating unit with management’s estimate of its recoverable amount. Impairment of financial assets is measured using the expected credit loss model (note 1.20) Fair value of Repayable Launch Investments (note 11.1) The econometric model used to estimate future cash flows from Repayable Launch Investments includes a number of assumptions including on future economic growth. Fair value of private equity investments (note 11.2) A range of valuation techniques are used for private equity investments, including discounted cash flows and net asset values. Redundancy Payments Service receivable (note 14) There is uncertainty in the estimate of the amount to be realised by the Insolvency Service from sale of assets of insolvent employers. CfD contracts (note 9) The significant uncertainties affecting measurement of Financial Investment Decision Enabling for Renewables (FiDeR) and CfD contracts, which facilitate investment in low-carbon electricity generation, are described in the note. Fair value of financial guarantees (note 20) Fluctuations in the fair value of financial guarantees measured using modelling techniques. Provisions (note 19) Provision discount rates set by HM Treasury are updated annually and have a material effect on liabilities There are other significant uncertainties in relation to measurement of the liabilities reported in note 19, in particular in relation to future decommissioning costs to be incurred by the UK Atomic Energy Authority, Nuclear Decommissioning Authority and Coal Authority, which are described in the note. Financial Statements <page_number>139</page_number> 1.27 Prior Period Adjustments In accordance with the FReM, where a prior period adjustment is identified as a result of an error, the Departmental Group will correct all material prior period errors retrospectively in the first set of financial statements authorised for issued after their discovery by: * Restating the comparative amounts for the prior periods presented in which the error occurred; * If the error occurred before the earliest prior period presented, restating the opening balances of assets, liabilities and equity for the earliest prior period presented. However, if it is impracticable to determine the period-specific effects of an error on comparative information for one or more prior periods presented, the Departmental Group will restate the opening balances of assets, liabilities and equity for the earliest period for which retrospective restatement is practicable. The option to adopt retrospectively has been removed by the FReM for IFRS 9 ‘Financial Instruments’ and IFRS 15 ‘Revenue from Contracts with Customers’, therefore, no restatement of 31 March 2018 has been made for the adoption of these new accounting standards. The prior period adjustments and their impact on the comparative amounts for the prior periods are detailed in note 27. 2 Reporting by operating segment In accordance with the relevant reporting requirements, including IFRS 8, the Statement of Parliamentary Supply and supporting notes reflect net resource and capital outturn in line with the control totals voted by Parliament. The figures within SoPS 1.1 provide the income and expenditure totals associated with key business activities within the Departmental Group and therefore reflect the management information reporting to the Board during the period. 3 Staff costs Staff costs comprise: <table> <thead> <tr> <th></th> <th>Permanently employed staff</th> <th>Others</th> <th>Total</th> <th>2018-19</th> <th>2017-18</th> </tr> <tr> <th></th> <th>£m</th> <th>£m</th> <th>£m</th> <th>£m</th> <th>£m</th> </tr> </thead> <tbody> <tr> <td>Wages and salaries</td> <td>785</td> <td>70</td> <td>855</td> <td>779</td> <td></td> </tr> <tr> <td>Social security costs</td> <td>86</td> <td>-</td> <td>86</td> <td>81</td> <td></td> </tr> <tr> <td>Other pension costs</td> <td>179</td> <td>-</td> <td>179</td> <td>168</td> <td></td> </tr> <tr> <td><strong>Sub total</strong></td> <td><strong>1,050</strong></td> <td><strong>70</strong></td> <td><strong>1,120</strong></td> <td><strong>1,028</strong></td> <td></td> </tr> <tr> <td>Less recoveries in respect of outward secondments (I)</td> <td>-</td> <td>-</td> <td>(I)</td> <td>(I)</td> <td>(I)</td> </tr> <tr> <td><strong>Total net costs</strong></td> <td><strong>1,049</strong></td> <td><strong>70</strong></td> <td><strong>1,119</strong></td> <td><strong>1,025</strong></td> <td></td> </tr> <tr> <td colspan="5"><strong>Of which:</strong></td> <td></td> </tr> <tr> <td>Core Department and Agencies (I)</td> <td>309</td> <td>21</td> <td>330</td> <td>273</td> <td></td> </tr> <tr> <td>NDPBs and other designated bodies (II)</td> <td>740</td> <td>49</td> <td>789</td> <td>752</td> <td></td> </tr> <tr> <td><strong>Total net costs (III)</strong></td> <td><strong>1,049</strong></td> <td><strong>70</strong></td> <td><strong>1,119</strong></td> <td><strong>1,025</strong></td> <td></td> </tr> </tbody> <tfoot> <tr><td colspan="5">For further information on staff costs and numbers, please see the Staff Report and the Remuneration Report which includes staff costs for nuclear site licence companies which are not included in the table above.</td><td></td></tr> </tfoot> </table> <table style="width: 100%; border-collapse: collapse;"> <thead style="background-color: #f2f2f2;"> <tr style="text-align: center;"> <th rowspan="2">Staff Costs Breakdown (I)</th><th rowspan="2">£m (I)</th><th rowspan="2">£m (II)</th><th rowspan="2">£m (III)</th><th rowspan="2">£m (IV)</th><th rowspan="2">£m (V)</th><th rowspan="2">£m (VI)</th><th rowspan="2">£m (VII)</th><th rowspan="2">£m (VIII)</th><th rowspan="2">£m (IX)</th><th rowspan="2">£m (X)</th><th rowspan="2">£m (XI)</th><th rowspan="2">£m (XII)</th><th rowspan="2">£m (XIII)</th><th rowspan="2">£m (XIV)</th><th rowspan="2">£m (XV)</th><th rowspan="2">£m (XVI)</th><th rowspan="2">£m (XVII)</th><th rowspan="2">£m (XVIII)</th><th rowspan="2">£m (XIX)</th><th rowspan="2">£m (XX)</th><th rowspan="2">£m (XXI)</th><th rowspan="2">£m (XXII)</th><th rowspan="2">£m (XXIII)</th><th rowspan="2">£m (XXIV)</th><th rowspan="2">£m (XXV)</th><th rowspan="2">£m (XXVI)</th><th rowspan="2">£m (XXVII)</th><th rowspan="2">£m (XXVIII)</th><th rowspan="2">£m (XXIX)</th><th rowspan="2">£m (XXX)</th><th rowspan="2">£m (XXXI)</th><th rowspan="2">£m (XXXII)</th><th rowspan="2">£m (XXXIII)</th><th rowspan="2">£m (XXXIV)</th><th rowspan="2">£m (XXXV)</th><th rowspan="2">£m (XXXVI)</th><th rowspan="2">£m (XXXVII)</th><th rowspan="2">£m (XXXVIII)</th><th rowspan="2">£m (XXXIX)</th><th rowspan="2">£m (XL)</th><th rowspan="2">£m (XLI)</th><th rowspan="2">£m (XLII)</th><th rowspan="2">£m (XLIII)</th><th rowspan="2">£m (XLIV)</th><th rowspan="2">£m (XLV)</th><th rowspan="2">£m (XLVI)</th><th rowspan="2">£m (XLVII)</h... <page_number>140</page_number> Annual report and accounts 2018-19 4 Operating expenditure 4.1 Purchase of goods and services <table> <thead> <tr> <th></th> <th colspan="2">2018-19</th> <th colspan="2">2017-18 restated</th> </tr> <tr> <th></th> <th>Core Department and Agencies £m</th> <th>Departmental Group £m</th> <th>Core Department and Agencies £m</th> <th>Departmental Group £m</th> </tr> </thead> <tbody> <tr> <td>Rentals under operating leases</td> <td>30</td> <td>47</td> <td>43</td> <td>58</td> </tr> <tr> <td>Accommodation and office equipment costs</td> <td>42</td> <td>218</td> <td>50</td> <td>202</td> </tr> <tr> <td>Legal, professional and consultancy costs</td> <td>142</td> <td>288</td> <td>101</td> <td>199</td> </tr> <tr> <td>Finance, HR, IT and support costs</td> <td>110</td> <td>127</td> <td>102</td> <td>120</td> </tr> <tr> <td>Training and other staff costs</td> <td>10</td> <td>28</td> <td>11</td> <td>32</td> </tr> <tr> <td>Travel and subsistence costs</td> <td>11</td> <td>55</td> <td>8</td> <td>51</td> </tr> <tr> <td>Advertising and publicity</td> <td>3</td> <td>18</td> <td>2</td> <td>15</td> </tr> <tr> <td>Programme management and administration of grants and awards</td> <td>40</td> <td>175</td> <td>37</td> <td>206</td> </tr> <tr> <td>Capacity Market payments</td> <td>-</td> <td>176</td> <td>-</td> <td>224</td> </tr> <tr> <td>Professional and international subscriptions</td> <td>283</td> <td>516</td> <td>317</td> <td>567</td> </tr> <tr> <td>Enforcement costs of employment related policies</td> <td>30</td> <td>30</td> <td>27</td> <td>27</td> </tr> <tr> <td>Donations</td> <td>-</td> <td>16</td> <td>-</td> <td>9</td> </tr> <tr> <td>Funding Paternity, Adoption and Shared Parental Leave policy</td> <td>79</td> <td>79</td> <td>7</td> <td>7</td> </tr> <tr> <td>Purchase of geographical and scientific equipment - Purchase of weather information and weather related services - Redundancy payments service - Sponsorship costs - Payment of taxes and levies - Subsidy to Post Office Limited - Energy intensive industries subsidies - Other purchase of goods and services cost - Total - 1,424 2,943 1,542 2,817 - 99 260 1 95 302 288 321 81 51 99 260 1 95 302 288 - 99 260 1 95 302 288 - 99 260 1 95 302 288 - 99 260 1 95 302 288 - 99 260 1 95 302 288 - 99 260 1 95 302 288 - 99 260 1 95 302 288 - 99 260 1 95 302 288 - 99 260 1 95 302 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <tr><th></th><th></th><th></th><th></th><th></th></tr><tr><th></th><th></th><th></th><th></th><th></th></tr><tr><th></th><th></th><th></th><th></th><th></th></tr><tr><th></th><th></th><th></th><th></th><th></th></tr><tr><th></th><th></th><th></th><th></th><th></th></tr><tr><th></th><th></th><th></th><th></th><th></th></tr><tr><th></th><th></th><th></th><th></th><th></th></tr><tr><th></th><th></h Financial Statements <page_number>141</page_number> Audit fees Audit fees are included under the heading ‘Legal, professional and consultancy costs’. During the year the core Department did not purchase any non-audit services from its auditor, the National Audit Office. The non-cash auditors’ remuneration of £625,570 (2017-18: £655,750) comprises £570,000 (2017-18: £600,000) for the cost of the audit of the Departmental Group, £20,000 (2017-18: £20,000) for the Trust Statement, and £35,750 (2017-18: £35,750) for the audit of the UK Atomic Energy Authority Pension Scheme Accounts. Agencies During the year the Agencies did not purchase any non-audit services from their auditor, the National Audit Office. Details of the non-cash auditors’ remuneration of £152,000 (2017-18: £131,000) can be found in the accounts of the individual agencies. NDPBs and other designated bodies The cash remuneration of £2,287,880 (2017-18: £2,353,105) relates to the statutory audit of NDPBs and other designated bodies. Of this amount, £1,955,291 (2017-18: £1,943,700) was payable to the NAO and £392,589 (2017-18 restated: £409,465) was payable to auditors other than the NAO. In 2018-19, Enil was payable to the NAO (2017-18: Enil) and £127,546 was payable to auditors other than the NAO (2017-18: £123,079) for non-audit services. Further details can be obtained from the accounts of the NDPBs and other designated bodies. Redundancy Payments Service From 1 April 2018, the responsibility for the Redundancy Payment Service (RPS) transferred from the core Department to the Insolvency Service (INS). This was accounted for in accordance with the FReM as a Transfer by Absorption. Each entity accounts for the transfer at the carrying value of the assets and/or liabilities transferred at the date of transfer. No fair value adjustment is made to the assets and/or liabilities transferred and the comparatives for the core Department and INS are not restated. INS, an executive agency of the department, is responsible for the approval and processing of claims under the Redundancy Payment Service (RPS), which is financed from the National Insurance Fund. Redundancy payments are made from the National Insurance Fund to employees whose employers have failed to make payments due or who were insolvent. The Insolvency Service has a service level agreement with HM Revenue and Customs. Claims processed fall into two categories: * RP1 (which covers redundancy pay, holiday pay and arears of pay). * RP2 (pay in lieu of notice). There is associated income arising from two sources: * Solvent Recovery – where money is recovered from solvent employers to meet the costs of redundancy payments made by the RPS. * Insolvent Recovery – INS becomes a creditor receiving a dividend if there are sufficient funds in the insolvency of the employer. Expenditure in respect of RPS in 2018-19 totalled £320 million (2017-18: £292 million) against income of Enil (2017-18: £32 million). The net amount totalled £320 million (2017-18: £260 million). The 2017-18 comparatives before the transfer were recognised in the core Department. Payments of taxes and levies During 2018-19, UK Research and Innovation (UKRI) was required to pay corporation tax on the chargeable gain arising on the transfer of assets from the predecessor Research Councils into UKRI. The total value of this payment was £143m. <page_number>142</page_number> Annual report and accounts 2018-19 4.2 Depreciation and impairment charges <table> <tr> <td></td> <td colspan="2">2018-19</td> <td colspan="2">2017-18</td> </tr> <tr> <td></td> <td><strong>Core Department and Agencies</strong></td> <td><strong>Departmental Group</strong></td> <td><strong>Core Department and Agencies</strong></td> <td><strong>Departmental Group</strong></td> </tr> <tr> <td>Amortisation of recoverable contract costs</td> <td>-</td> <td>166</td> <td>-</td> <td>227</td> </tr> <tr> <td>Depreciation</td> <td>18</td> <td>256</td> <td>20</td> <td>257</td> </tr> <tr> <td>Amortisation</td> <td>2</td> <td>45</td> <td>2</td> <td>26</td> </tr> <tr> <td>Impairment of property, plant and equipment</td> <td>2</td> <td>59</td> <td>2</td> <td>48</td> </tr> <tr> <td>Impairment of investments</td> <td>33</td> <td>81</td> <td>67</td> <td>108</td> </tr> <tr> <td>Total</td> <td>55</td> <td>607</td> <td>91</td> <td>666</td> </tr> </table> 4.3 Provision expense <table> <tr> <td></td> <td colspan="2">2018-19</td> <td colspan="2">2017-18</td> </tr> <tr> <td></td> <td><strong>Core Department and Agencies</strong></td> <td><strong>Departmental Group</strong></td> <td><strong>Core Department and Agencies</strong></td> <td><strong>Departmental Group</strong></td> </tr> <tr> <td>Increase/(decrease) in nuclear provisions due to changes in discount rate</td> <td>(37)</th<td>(95,984)</th<td>(17)</th<td>70,985<th </tr> <tr> <th>Increase/(decrease) in other provisions due to changes in discount rate<th>(127)</th>(2,799)</th>(47)</th>(1,594) </tr> <tr><th style="border-top: solid black;">Other provision movements excluding bad debt provisions and financial guarantee liabilities<th style="border-top: solid black;">(210)</th>(1,057)</th>(148)</th>(2,850) </tr><tr><th style="border-top: solid black;">Total increase/(decrease) in provisions excluding bad debt provisions and financial guarantee liabilities<th style="border-top: solid black;">(46)</th>(97,726)</th>(178)</th>(75,429) </tr><tr><th style="border-top: solid black;">Total increase/(decrease) in bad debt provisions<th style="border-top: solid black;">(1)</th>(1)</th>(3)</th>(3) </tr><tr><th style="border-top: solid black;">Total increase/(decrease) in financial guarantee liabilities<th style="border-top: solid black;">(12)</th>(4)</th>(1)</th>(1) </tr><tr><th style="border-top: solid black;">Total<th style="border-top: solid black;">(59)</th>(97,721)</th>(182)</th>(75,433) </tr></table> The significant decrease in the provision expense was primarily driven by the change in discount rate. Further detail of the movements in provisions can be found in note 19.1 for Nuclear Provisions and note 19.2 for Other Provisions. Financial Statements <page_number>143</page_number> 4.4 Grants <table> <thead> <tr> <th></th> <th colspan="2">2018-19</th> <th colspan="2">2017-18</th> </tr> <tr> <th></th> <th>Core Department and Agencies £m</th> <th>Departmental Group £m</th> <th>Core Department and Agencies £m</th> <th>Departmental Group £m</th> </tr> </thead> <tbody> <tr> <td>Research and development</td> <td>31</td> <td>49</td> <td>101</td> <td>115</td> </tr> <tr> <td>Grant in aid</td> <td>10,977</td> <td>-</td> <td>10,193</td> <td>-</td> </tr> <tr> <td>Post Office network reform</td> <td>168</td> <td>168</td> <td>45</td> <td>45</td> </tr> <tr> <td>Market frameworks</td> <td>71</td> <td>71</td> <td>63</td> <td>63</td> </tr> <tr> <td>Science and research</td> <td>465</td> <td>6,309</td> <td>363</td> <td>5,695</td> </tr> <tr> <td>International Climate Fund</td> <td>244</td> <td>247</td> <td>307</td> <td>311</td> </tr> <tr> <td>Global threat reduction programmes</td> <td>2</td> <td>2</td> <td>11</td> <td>11</td> </tr> <tr> <td>Renewable Heat Incentive</td> <td>818</td> <td>818</td> <td>687</td> <td>687</td> </tr> <tr> <td>Innovation programmes</td> <td>128</td> <td>613</td> <td>136</td> <td>667</td> </tr> <tr> <td>Energy Markets and Consumers</td> <td>3</td> <td>3</td> <td>9</td> <td>8</td> </tr> <tr> <td>Heat infrastructure team programmes (4)</td> <td>(4)</td> <td>(4)</td> <td>9</td> <td>(9)</td> </tr> <tr style="border-top: 1px solid black;"> <th style="border-top: 1px solid black;">Other grants (4)</th><th style="border-top: 1px solid black;">(4)</th><th style="border-top: 1px solid black;">(4)</th><th style="border-top: 1px solid black;">(11)</th><th style="border-top: 1px solid black;">(66)</th></tr><tr><th>Total (4)</th><th style="border-top: 1px solid black;">(45)</th><th style="border-top: 1px solid black;">(45)</th><th style="border-top: 1px solid black;">(6)</th><th style="border-top: 1px solid black;">(89)</th></tr></tbody></table> Total 12,907 8,280 11,935 7,545 4.5 Other operating expenditure <table border="0"> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Profit on disposal of investments and minority interest --> <!-- Revaluations of investments and specific bad debt write offs --> <!-- Total --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Profit on disposal of financial assets mandatorily measured at fair value through profit or loss during the financial year is £42 million. The core Department does not hold any financial assets designated at fair value through profit or loss. --> <table border="0"> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Profit on disposal of investments and minority interest --> <!-- Revaluations of investments and specific bad debt write offs --> <!-- Total --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Profit on disposal of financial assets mandatorily measured at fair value through profit or loss during the financial year is £42 million. The core Department does not hold any financial assets designated at fair value through profit or loss. --> <page_number>144</page_number> Annual report and accounts 2018-19 5 Finance expense <table> <thead> <tr> <th></th> <th colspan="2">2018-19</th> <th colspan="2">2017-18</th> </tr> <tr> <td></td> <td>Core Department and Agencies £m</td> <td>Departmental Group £m</td> <td>Core Department and Agencies £m</td> <td>Departmental Group £m</td> </tr> </thead> <tbody> <tr> <td>Change in fair value - financial assets</td> <td>(214)</td> <td>(229)</td> <td>4</td> <td>28</td> </tr> <tr> <td>Net loss on foreign exchange</td> <td>-</td> <td>2</td> <td>-</td> <td>4</td> </tr> <tr> <td>Unrealised foreign exchange rate losses</td> <td>2</td> <td>1</td> <td>2</td> <td>3</td> </tr> <tr> <td>Bank charges</td> <td>-</td> <td>1</td> <td>1</td> <td>1</td> </tr> <tr> <td>Interest payable</td> <td>-</td> <td>33</td> <td>-</td> <td>27</td> </tr> <tr> <td>Expected return on funded pension scheme assets</td> <td>-</td> <td>(41)</td> <td>-</td> <td>-</td> </tr> <tr> <td>Interest on pension liabilities</td> <td>-</td> <td>38</td> <td>-</td> <td>37</td> </tr> <tr> <td>Borrowing costs on provisions (37)</td> <td>(3,660)</td> <td>(28)</td> <td>(1,306)</td> <td>(1,206)</td> </tr> <tr style="border-top: 1px solid black;"> <th>Total (249)</th> <th>(3,855)</th> <th>(19)</th> <th>(1,206)</th> </tr> </tbody> </table> The impact of HM Treasury-prescribed negative discount rates for provisions in 2017-18 was to increase undiscounted liabilities for the Departmental Group, the unwinding of which gave rise to a negative expense for borrowing costs on provisions. From 2018-19 onwards HMT is issuing positive nominal rates and inflation rates, however the resulting real discount rates remain negative in 2018-19 (but less significantly that in 2017-18), leading to a negative expense for borrowing costs on provisions. 6 Income 6.1 Operating income <table border="1"> <thead> <tr style="background-color: #f0f0f0;"> <th></th> <th colspan="2">2018-19</th> <th colspan="2">2017-18</th> </tr> <!-- Core Department and Agencies --> <!-- Departmental Group --> <!-- Core Department and Agencies --> <!-- Departmental Group --> </thead> <!-- Income from sales of goods and services --> <!-- Income from contracts with customers --> <!-- Fees, charges and recharges to/from external customers and central Government organisations --> <!-- Levy income --> <!-- Sales of goods and services --> <!-- Miscellaneous income --> <!-- Other income --> <!-- European Union funding --> <!-- Current grants and capital grants --> <!-- Coal pension receipts --> <!-- Venture capital and repayable launch investment income --> <!-- Total operating income --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Income from sales of goods and services --> <!-- Income from contracts with customers --> <!-- Fees, charges and recharges to/from external customers and central Government organisations --> <!-- Levy income --> <!-- Sales of goods and services --> <!-- Miscellaneous income --> <!-- Other income --> <!-- European Union funding --> <!-- Current grants and capital grants --> <!-- Coal pension receipts --> <!-- Venture capital and repayable launch investment income --> <!-- Total operating income --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Income from sales of goods and services --> <!-- Income from contracts with customers --> <!-- Fees, charges and recharges to/from external customers and central Government organisations --> <!-- Levy income --> <!-- Sales of goods and services --> <!-- Miscellaneous income --> <!-- Other income --> <!-- European Union funding --> <!-- Current grants and capital grants --> <!-- Coal pension receipts --> <!-- Venture capital and repayable launch investment income --> <!-- Total operating income --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Income from sales of goods and services --> <!-- Income from contracts with customers --> <!-- Fees, charges and recharges to/from external customers and central Government organisations --> <!-- Levy income --> <!-- Sales of goods and services --> <!-- Miscellaneous income --> <!-- Other income --> <!-- European Union funding --> <!-- Current grants and capital grants --> <!-- Coal pension receipts --> <!-- Venture capital and repayable launch investment income --> <!-- Total operating income --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> Income of £475 million was recognised in 2018-19 (2017-18 £742 million) in relation to an additional sum receivable from the September 2017 valuation of the Mineworkers' Pension Scheme. Further detail of the Coal Pensions receivables is disclosed in note 14. The most significant contracts of the Departmental Group are held by the Nuclear Decommissioning Authority (NDA). The table below shows the main types of contract, the main areas of performance obligations therein, and for each category: - the revenue recognised in the reporting period [A] - the revenue expected to be recognised in future reporting periods (being the aggregate amount allocation to performance obligations that are wholly or partially unsatisfied at the reporting date) [B] - an indication of when NDA expects to recognise the remaining contract price <table> <thead> <tr> <th rowspan="2">Contract type</th> <th rowspan="2">Categories of performance obligation</th> <th colspan="3">Of which £m:</th> </tr> <tr> <td>[A]</td> <td>[B]</td> <td>2020-2025</td> <td>2026-2038</td> <td>2039-2087</td> </tr> </thead> <tbody> <tr> <td>Spent fuel reprocessing and associated waste management</td> <td></td> <td>Receipt of spent fuel</td> <td>30</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td></td> <td></td> <td>Spent fuel reprocessing</td> <td>140</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td></td> <td></td> <td>Spent fuel storage</td> <td>10</td> <td>709</td> <td>63</td> <td>135</td> <td>511</td> </tr> <tr> <td></td> <td></td> <td>Interim storage of wastes</td> <td>83</td> <td>496</td> <td>496</td> <td>-</td> <td>-</td> </tr> <tr> <td></td> <td></td> <td>Treatment of wastes</td> <td>62</td> <td>370</td> <td>370</td> <td>-</td> <td>-</td> </tr> <tr> <td></td> <td></td> <td>Storage of treated wastes</td> <td>4</td> <td>174</td> <td>24</td> <td>51</td> <td>99</td> </tr> <tr> <td></td> <td></td> <td>Storage of products</td> <td>17</td> <td>844</td> <td>100</td> <td>216</td> <td>528</td> </tr> <tr> <td>Spent fuel receipts</th></tr><tr><th rowspan="2">Other storage contracts Storage and destorage of residues Waste substitution Legacy waste management Total                                                         </th><th rowspan="2"></th><th rowspan="2">Receipt of spent fuel Storage of materials Storage Destorage Destorage - 70 70 - 134 178 178 765 8,459 3,628 3,490 1,341  </th><th rowspan="2">£m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m €€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€€ € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € € €  </th><th rowspan="2">2020-2025 2026-2038 2039-2087  </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </th><th rowspan="2"> </than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than than & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & <<page_number>Financial Statements 145</page_number> </table> The remaining revenue to be recognised in future reporting periods comprises: - Payments from customers made on account - Expected remaining future payments from customers \<page_number>146\</page_number> Annual report and accounts 2018-19 6.2 Finance income <table> <thead> <tr> <th>Note</th> <th colspan="2">2018-19</th> <th colspan="2">2017-18</th> </tr> <tr> <th></th> <th>Core Department and Agencies £m</th> <th>Departmental Group £m</th> <th>Core Department and Agencies £m</th> <th>Departmental Group £m</th> </tr> </thead> <tbody> <tr> <td>Effective interest for Repayable launch investments and other assets under IAS 39</td> <td>11.1</td> <td>-</td> <td>39</td> <td>39</td> </tr> <tr> <td>Effective interest for other assets under IAS 39</td> <td>-</td> <td>-</td> <td>12</td> <td>38</td> </tr> <tr> <td>Dividend and interest income under IAS 39</td> <td>-</td> <td>-</td> <td>133</td> <td>273</td> </tr> <tr> <td>Effective Interest for FVTPL assets</td> <td>30</td> <td>30</td> <td>-</td> <td>-</td> </tr> <tr> <td>Effective interest for amortised cost assets</td> <td>36</td> <td>36</td> <td>-</td> <td>-</td> </tr> <tr> <td>Interest income for amortised cost assets</td> <td>10</td> <td>74</td> <td>-</td> <td>-</td> </tr> <tr> <td>Interest income for FVTPL assets</td> <td>7</td> <td>63</td> <td>-</td> <td>-</td> </tr> <tr> <td>Dividend income for FVTPL assets held at the period end</td> <td>-</td> <td>3</td> <td>-</td> <td>-</td> </tr> <tr> <td>Dividend income from investments in joint ventures, associates and public dividend capital</td> <td>131</td> <td>45</td> <td>-</td> <td>-</td> </tr> <tr style="border-top: 1px solid black;"> <th>Total</th> <th><strong>214</strong></th> <th><strong>251</strong></th> <th><strong>184</strong></th> <th><strong>350</strong></th> </tr> </tbody> </table> In 2018-19 the core Department recognised dividend income of £131 million (2017-18: £121 million). This includes a dividend of £87 million from Enrichment Holdings Limited (EHL) (2017-18: £88 million). In 2018-19 the Departmental Group received dividend income of £48 million (2017-18: £124 million). The dividend from URENCO is no longer recognised as finance income because, following the IFRS 9 implementation assessment, URENCO has been reclassified from an investment accounted for under IAS 39/IFRS 9 to an associate under IAS 28 - as the department has reassessed whether it has significant influence over URENCO and concluded that it does, this has been treated as an in year reclassification. As an associate, the department's investment in URENCO through EHL is accounted for using the equity accounting method. This results in the department recognising its share of URENCO's profit as finance income and Other operating expenditure, £157 million in 2018-19, rather than the dividend from EHL (2017-18: £88 million) and a fair value movement in the investment recognised in Other Comprehensive Income. 7 Property, plant and equipment <table> <thead> <tr> <th rowspan="2">Departmental Group 2018-19</th> <th rowspan="2">Land £m</th> <th colspan="3">Buildings £m</th> <th colspan="3">Dwellings £m</th> <th colspan="3">Leased Improvements £m</th> <th colspan="3">Plant and Machinery £m</th> <th colspan="3">Information Technology £m</th> <th colspan="3">Furniture, Fixtures and Equipment £m</th> <th colspan="3">Transport Equipment £m</th> <th colspan="3">Assets under Construction £m</th> <th rowspan="2">Total £m</th> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> </thead> <tbody> <tr> <td>Balance at 1 April 2018</td> <td>303</td> <td>4,055</td> <td>40</td> <td>74</td> <td>232</td> <td>6,208</td> <td>18</td> <td>324</td> <td>506</td> <td>11,760</td> </tr> <tr> <td>Disposals</td> <td>-</td> <td>(1.842)</td> <td>-</td> <td>-</td> <td>2</td> <td>6</td> <td>92</td> <td>-</td> <td>-</td> <td>-</td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br>Depreciation<br>1. Transfer of Book of Boundary<br>2. Revaluations<br>A.31 March 2019<br>Depreciation<br>Balance at 1 April 2018<br>C. Changes in year<br>In Disposals<br>T. Transfer of Book of Boundary<br>F. Revaluations<br>Carrying amount at 31 March 2019<br>Carrying amount at 1 April 2018<br>Cumulative finance:<table id='table_0' class='table'><thead id='thead_0'><tr id='row_0'><th id='col_0'>Balance at 1 April 2018</th></tr></thead><tbody id='tbody_0' class='table_body'><tr id='row_1' class='header_bottom_margin'><th id='col_0'>Balance at 1 April 2018</th></tr></tbody></table></tr>... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... 148 Annual report and accounts 2018-19 \| Departmental Group 2018-19 \| Land £m \| Buildings £m \| Dwellings £m \| Leasehold Improvements £m \| Information Technology £m \| Plant and Machinery £m \| Furniture, Fixtures and Fittings £m \| Transport Equipment £m \| Assets under Construction £m \| Total £m \| \|---\|---\|---\|---\|---\|---\|---\|---\|---\|---\|---\| \| Carrying amount at 31 March 2019 \| 236 \| 1,471 \| 41 \| 24 \| 66 \| 997 \| 9 \| 107 \| 582 \| 3,533 \| \| Core Departments and Agencies \| - \| - \| - \| - \| 20 \| 5 \| 81 \| 2 \| - \| 70 \| 294 \| \| NDCBs and other designated Bodies \| 218 \| 1,373 \| 41 \| 4 \| 61 \| 916 \| 7 \| 107 \| 512 \| 3,209 \| \| Carrying amount at 31 March 2019 \| 236 \| 1,471 \| 41 \| 24 \| 66 \| 997 \| 9 \| 107 \| 582 \| 3,533 \| Departmental Group 2017-18 \| Cost or valuation Balance at 1 April 2017 Additions Disposals Transfers In/Out of Boundary Revaluations Depreciation Balance at 31 March 2018 Changes in value Disposals Revaluations \| \|---\|---\|---\|---\|---\|---\|---\| \| Land £m Buildings £m Dwellings £m Leasehold Improvements £m Information Technology £m Plant and Machinery £m Furniture, Fixtures and Fittings £m Transport Equipment £m Assets under Construction £m Total £m \| \| - - - (84) (1) (2) (2) (2) (2) (2) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) (8) - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - \| \| Balance at 1 April 2017 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - (-) (2,636) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) (37) \| Buildings £m Dwellings £m Leasehold Improvements £m Information Technology £m Plant and Machinery £m Furniture, Fixtures and Fittings £m Transport Equipment £m Assets under Construction £m Total £m \| \| Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April 2017 Balance at 1 April Financial Statements \<page_number>149\</page_number> <table> <thead> <tr> <td rowspan="2">Departmental Group 2017-18</td> <td rowspan="2">Land</td> <td rowspan="2">£m</td> <td colspan="3">Buildings</td> <td colspan="3">Dwellings</td> <td colspan="3">Improvements</td> <td colspan="3">Leased-out</td> <td colspan="3">Information Technology</td> <td colspan="3">Plant and Machinery</td> <td colspan="3">Furniture, Fixtures and Equipment</td> <td colspan="3">Transport and Freight Arrangements</td> <td colspan="3">Assets under Concessional Arrangement</td> <td>Total</td> <td>£m</td> </tr> <tr> <td>On</td> <td>On</td> <td>On</td> <td>On</td> <td>On</td> <td>On</td> <td>On</td> <td>On</td> <td>On</td> <td>On</td> <td>On</td> <td>On</td> <td>On</td> <td>On</td> <td>On</td> <td>On</td> <td>On</td> <td>On</td> <td>On</td> <td>On</td> <td>On</td> <td>On</td> </tr> </thead> <tbody> <tr> <td>A/31 March 2018</td> <td></td> <td>(2,769)</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>(5,777)</td> <td>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955)</br>(12)</br>(955) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) - (8,346) </tr> <tr><th>Cumulative amount at 31 March 2017:</th><th></th><th>303</th><th>1.306</th><th>0.0000000000000000000000000000000000000000000000000000000000000000000000000000000. 1.771(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(771)(<page_number>9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9.</page_number>)<page_number>- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- (- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- ((- (<page_number>-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-(-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_number>-((<page_br/></table><table><tbody><tr><th>Cumulative amount at 3/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/<table><tbody><tr><th>Cumulative amount at 3<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/>at<br/>March<br/><table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table><tbody><tr><th>Cumulative amount at 3/<table:<tfoot>:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:tfoot:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:thead:<thead>:<thead>:<thead:<<thead>:<thead:<<thead>:<thead:<<thead>:<thead:<<thead>:<thead:<<thead>:<thead:<<thead>:<thead:<<thead>:<thead:<<thead>:<thead:<<thead>:<thead:<<thead>:<thead:<<thead>:<thead:<<thead>:<thead:<<thead>:<thead:<<thead>:<thead:<<thead>:<thead:<<thead>:<thead:<thead>:<thead:<thead,:footnote:"This table shows the cumulative amounts for each category of expenditure for the Departmental Group from the start of the financial year to the end of the financial year." This table shows the cumulative amounts for each category of expenditure for the Departmental Group from the start of the financial year to the end of the financial year." This table shows the cumulative amounts for each category of expenditure for the Departmental Group from the start of the financial year to the end of the financial year." This table shows the cumulative amounts for each category of expenditure for the Departmental Group from the start of the financial year to the end of the financial year." This table shows the cumulative amounts for each category of expenditure for the Departmental Group from the start of the financial year to the end of the financial year." This table shows the cumulative amounts for each category of expenditure for the Departmental Group from the start of the financial year to the end of the financial year." This table shows the cumulative amounts for each category of expenditure for the Departmental Group from the start of the financial year to the end of the financial year." This table shows the cumulative amounts for each category of expenditure for the Departmental Group from the start of the financial year to the end of the financial year." This table shows the cumulative amounts for each category of expenditure for the Departmental Group from the start of the financial year to the end of the financial year." This table shows the cumulative amounts for each category of expenditure for the Departmental Group from the start of the financial year to the end of the financial year." This table shows the cumulative amounts for each category of expenditure for the Departmental Group from the start of the financial year to the end of the financial year." This table shows the cumulative amounts for each category of expenditure for the Departmental Group from the start of the financial year to <page_number>150</page_number> Annual report and accounts 2018-19 Property, plant, and equipment (PPE) held by the Departmental Group The professional valuations of land and buildings undertaken within the Departmental Group were prepared in accordance with the Royal Institute of Chartered Surveyors (RICS) Valuation Standards (6th Edition), the ‘Red Book’. Unless otherwise stated, land and buildings are professionally revalued every five years and where appropriate in the intervening period, relevant indices are used. The most significant land and buildings at 31 March 2019 were held by Nuclear Decommissioning Authority (NDA) and UK Research and Innovation (UKRI). Revaluations were conducted by Avison Young Ltd Chartered Surveyors and Powis Hughes Ltd Chartered Surveyors (for UKRI), and Avison Young Ltd Chartered Surveyors (for NDA). During the year NDA eliminated fully depreciated assets no longer performing commercial activity, which had a gross book value and accumulated depreciation of £1,939 million. The assets included the Thorp reprocessing plant and associated buildings and plant and equipment which no longer perform commercial activity following the cessation of reprocessing during the year. In accordance with the FReM the majority of Leasehold improvements, Information Technology, Furniture, Fixtures and Fittings and Plant and Machinery are held at depreciated historic cost as a proxy for fair value as the assets have short useful lives or low values. Land, Freehold Buildings, Dwellings, Transport Equipment and the remainder of Plant and Machinery are held at fair value based on professional valuations. Within the Departmental Group, a variety of valuation techniques are used depending upon whether the PPE asset is a specialised asset or a non-specialised asset. Where the PPE asset is a specialised asset, then a depreciated replacement cost valuation is used, for example by scientific institutes. Where the PPE asset is a non-specialised asset, then an existing-use valuation is used, for example for land and office buildings. Depreciated replacement cost (DRC) valuations are based on a number of unobservable inputs; these would be classified as level 3 in accordance with IFRS 13. Existing-use value (EUV) valuations are based on a number of market corroborated but unobservable inputs e.g., land values, rental yields, etc. These valuations reflect assumptions for the specific location of the land, whilst other EUV valuations use specific unobservable inputs, e.g., rental yields. The EUV valuations inputs are classified as level 2 and level 3 in accordance with IFRS 13. The Departmental Group does not hold any material individual PPE assets. Therefore there are no individually material level 3 assumptions included in the overall Departmental Group fair value of PPE. For there to be a material movement in the fair value of PPE this would require a significant increase in a number of level 3 valuation assumptions across the Departmental Group. This is unlikely, given that the fair value movement in PPE in 2018-19 was £147 million (2017-18: £52 million). Further information can be found in the financial statements of the individual bodies’ accounts. Financial Statements \<page_number>151\</page_number> 8 Intangible assets \| Departmental Group 2018-19 \| Information Technology £m \| Software Licences £m \| Websites £m \| Patents £m \| Assets under Construction £m \| Total £m \| \|---\|---\|---\|---\|---\|---\|---\| \| Cost or Valuation \| \| \| \| \| \| \| \| Balance at 1 April 2018 \| 152 \| 72 \| 1 \| - \| 297 \| 7 \| 529 \| \| Additions \| 2 \| 1 \| - \| - \| - \| 33 \| 36 \| \| Disposals \| - \| (2) \| - \| - \| - \| (2) \| - \| \| Reclassifications \| 1 \| 24 \| - \| - \| -(13) \| 12 \| \| Transfers in/out \| 2 \| 2 \| - \| - \| -(3) \| 1 \| \| Revaluations \| - \| - \| - \| - \| 21 \| - \| 21 \| \| At 31 March 2019 \| 157 \| 97 \| 1 \| 318 \| 24 \| - \| 597 \| \| Amortisation \| \| \| \| \| \| \| \| Balance at 1 April 2018 \| (114) \| (34) \| (1) \| (235) \| - \| -(384) \| \| Charged in year \| (13) \| (19) \| - \| (13) \| - \| (45) \| \| Disposals \| - \| 1 \| - \| - \| - \| 1 \| \| Transfers in/out \| - (2) \|- (2)\|-\|-\|(2)\|-\| \| At 31 March 2019 (127) (54) (1) (248) \|- (430)\|-\| \| Carrying amount at 31 March 2019 \|- (30) \|- (43) \|-\|-\|-\|(24)\|-\| \| Carrying amount at 1 April 2018 \|- (38) \|- (38) \|-\|-\|-\|(62)\|-\| \| Asset financing: \|- \|-\|-\|-\|-\|(7)\|-\| \| Owned \|- (30) \|- (43) \|-\|-\|-\|(70)\|-\| \| Carrying amount at 31 March 2019 \|- (30) \|- (43) \|-\|-\|-\|(70)\|-\| \| Of the total: \|-\|-\|-\|-\|-\|(24)\|-\| \| Core Department and Agencies \|- (4) \|- (2) \|-\|-\|-\|(8)\|-\| \| NDPBs and other designated bodies \|- (26) \|- (41) \|-\|-\|-\|(70)\|-\| \| Carrying amount at 31 March 2019 \|- (30) \|- (43) \|-\|-\|-\|(70)\|-\| Departmental Group 2017-18 Information Technology £m Software Licences £m Websites £m Patents £m Assets under Construction £m Total £m At 1 April 2017 Additions Disposals Reclassifications Transfers in/out Revaluations At 31 March 2018 Amortisation At 1 April 2017 Charged in year Disposals Reclassifications <table> <thead> <tr> <th>Departmental Group</th> <th>Information Technology £m</th> <th>Software Licences £m</th> <th>Websites £m</th> <th>Patents £m</th> <th>Assets under Construction £m</th> <th>Total £m</th> </tr> </thead> <tbody> <tr> <td>Balance at 1 April 2017</td> <td>139</td> <td>52</td> <td>1</td> <td>267</td> <td>7</td> <td>466</td> </tr> <tr> <td>Additions</td> <td>10</td> <td>3</td> <td>-</td> <td>-</td> <td>20</td> <td>33</td> </tr> <tr> <td>Disposals</td> <td>(3)</td> <td>(1)</td> <td>-</td> <td>-</td> <td>-</td> <td>(4)</td> </tr> <tr> <td>Reclassifications</td> <td>6</td> <td>7</td> <td>-</td> <td>-</td> <td>(2)(1)</td> <td>2</td> </tr> <tr> <td>Transfers in/out</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>1</td> <td>1</td> </tr> <tr> <td>Revaluations</td> <td>-</td> <td>1</td> <td>-</td> <td>-</td> <td>30</td> <td>-</td><td>31</td> </tr> <tr> <td>At 31 March 2018</td> <td>152</td> <td>72</td> <td>1</td> <td>297</td> <td>7</td><td>529</td> </tr> <tr> <td>Amortisation At 1 April 2017 (107)(28)(1)((2))(-(8))(-(25))(-(4))(-(6))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))(-(8))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6)))((-(6))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))())))))) <page_number>(363)</page_number> <table border="none"> <thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr></thead><tbody><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr><tr><td colspan="7"></td></tr><tr><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td></td><td></td><td></td><td></td><td></ td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td td </tbody></table> <table border="none"> <thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th>Total £m</th></tr></thead><tbody><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr><tr><th colspan="7"></th></tr>\n<tr>\n<th colspan="7" style="text-align:right;">Total £m\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)\n(59)</page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(\page_number>(((\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(\(``<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<```<``````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' <page_number>152</page_number> Annual report and accounts 2018-19 \| Departmental Group \| Information Technology \| Software Licences \| Websites \| Patents \| Assets under Construction \| Total \| \|---\|---\|---\|---\|---\|---\|---\| \| 2017-18 \| £m \| £m \| £m \| £m \| £m \| £m \| \| At 31 March 2018 \| (114) \| (34) \| (1) \| (235) \| - \| (384) \| \| Carrying amount at 31 March 2018 \| 38 \| 38 \| - \| 62 \| 7 \| 145 \| \| Carrying amount at 1 April 2017 \| 32 \| 24 \| - \| 40 \| 7 \| 103 \| \| Asset financing: \| - \| - \| - \| 62 \| 7 \| 145 \| \| Owned: \| 38 \| 38 \| - \| - \| - \| - \| \| Carrying amount at 31 March 2018 \| 38 \| 38 \| - \| 62 \| 7 \| 145 \| \| Of the total: Core Department and Agencies: \| 2 \| 4 \| - \| - \| 3 \| 9 \| \| NDFRs and other designated bodies: \| 36 \| 34 \| - \| 62 \| 4 \| 136 \| \| Carrying amount at 31 March 2018: \| 38 \| 38 \| - \| 62 \| 7 \| 145 \| All software licenses are acquired separately. All Information Technology (IT) assets are internally generated. IT assets are initially classified as assets under construction and are not amortised until they are commissioned, at which time they are re-classified as IT. The Departmental Group holds its intangible assets at valuation. In accordance with the FReM, the Departmental Group adopts cost less amortisation as a proxy for fair value as the intangible assets have short lives. The exception to this is patents which are held at fair value based on a valuation model. The model uses a variety of assumptions to estimate the value of future income streams from the patents to determine the fair value; these include an estimate for future royalty income derived from the consensus forecast data from industry specialists, which are adjusted for expected future USD/GBP exchange rates, the territories in which the patents are applicable and potential threats to future income (such as competitor products and regulatory approval). In accordance with IFRS 13, these assumptions would be classed as level 3 assumptions. The carrying amount of the patents at 31 March 2019 is £70 million (2017-18: £62 million) and there would need to be a substantial increase in expected royalty income to result in a material increase in the fair value of the patents. 9 Derivative financial instruments The most significant items included within Derivatives on the Consolidated Statement of Financial Position (SoFP) are the Contracts for Difference (CfDs). Contracts for Difference (CfDs) Contracts for Difference (CfDs) are a mechanism used to support investment in UK low carbon generation projects. CfDs have been established as a contract between the ‘Generator’ and the Low Carbon Contracts Company Ltd (LCCCL), a company wholly owned by the government and consolidated within the department’s accounts. CfDs, other than the CfD relating to Hinkley Point C (HPC) nuclear generating plant, have been classified as derivatives in accordance with IFRS 9 ‘Financial Instruments’ and in the prior year in accordance with IAS 39 ‘Financial Instruments: Recognition and Measurement’ and recognised at fair value through profit or loss, with any difference between fair value and transaction price at initial recognition. Any subsequent gain or loss in fair value is recognised in the Statement of Comprehensive Net Expenditure. The HPC CfD has not been recognised in these accounts and its accounting treatment is described under heading ‘Hinkley Point C’ of this note. Financial Statements \<page_number>153\</page_number> The fair value of any derivative is assessed by reference to IFRS 13 ‘Fair Value Measurement’, which provides three options for assessment. Fundamentally the value should always reference an open market place but where no market place exists, an option is available for internally generated fair value. This is based on Level 3 inputs and classified as Level 1, 2, or 0 inputs, where Level 1 is based on market prices, Level 2 is based on observable data other than market prices and Level 3 is used where Level 1 or 2 data is unavailable. The fair value of the department’s CIDs has been calculated using the income approach based on Level 3 inputs, which reflects the present value (PV) of future cash flows that are expected to occur over the contract term of the CID. The discount rate which has been used to determine the PV for financial reporting is the Financial Instrument real rate of 0.7% set by HM Treasury Public Expenditure System (PES) Secretariat on 7 December 2018. By contrast, for investment decisions and project appraisal, the department is required to use the social discount rate of 3.5% published in HM Treasury’s Green Book. As the cash flows from HPC CIDs are expected to occur over a 35 year period from 2025 to 2060, the valuation for financial reporting based on the 0.7% discount rate will be significantly higher than the economic valuation based on the 3.5% discount rate, even where all other inputs are the same. The deferred difference between the fair value of the liability on day one and the transaction price is amortised over the contract life of the CIDs, which commences from the earlier of i) the actual start date of generation or ii) the end of the Target Commissioning Window (TCW) identified in the CID, as this is the point at which the contractual liability will start to unwind (i.e. it is the point at which the potential payment period under the CID commences). The significance of these two dates is that they are the part of the contractual provisions which determine when the right to potential CID payments starts. The contract payment period is typically for 15 years, but specific exceptions exist: - for contracts relating to biomass conversion which have an expiration date in 2027; - the contract for HPC nuclear generating plant which will expire at the earlier of 35 years after the start date of the second reactor or when the total CID payments made have reached the Generation Cap (i.e. $10,000,000 MWh). CIDs may be signed many years in advance of actual generation. The main benefit to generators is the fact that they can derive economic benefit from these contracts across the payment period life of the contract and the added certainty which the CID contract provides helps them to finance the project. Under the legislation, there is an obligation placed on licensed electricity suppliers to fund the CID liabilities as they crystallise through the Supplier Obligation Levy. The future levy amounts which will be received from the licensed suppliers will be accounted for within LCCG and will be triggered by the generation and supply of low carbon electricity. As at 31 March 2019 LCCG was counterparty to 53 contracts recognised in the accounts (at 31 March 2018: 56 contracts). The liability associated with HPC has not been recognised in the accounts and is further explained below. Measurement differences relating to day one recognition The transaction price for CIDs differs from the fair value at initial recognition measured using a valuation model, mainly because the transaction price is not established in an active market. If there are significant unobservable inputs used in the valuation technique (Level 3), the financial instrument is recognised at the transaction price and any difference between the transaction price and fair value at initial recognition measured using a valuation model is deferred. \<page_number>154\</page_number> Annual report and accounts 2018-19 The following table represents the difference between the CFD liability at initial recognition and at the reporting date: <table> <thead> <tr> <th></th> <th>Core Department and Agencies £m</th> <th>LCCC CFDs £m</th> <th>Departmental Group Total £m</th> </tr> </thead> <tbody> <tr> <td>CFD liability as at 31 March 2017 recognised on the Consolidated Statement of Financial Position</td> <td>-</td> <td>12,334</td> <td>12,334</td> </tr> <tr> <td>Re-measurement of the CFD liability</td> <td>-</td> <td>3,720</td> <td>3,720</td> </tr> <tr> <td>Payments to the CFD generators</td> <td>-</td> <td>(544)</td> <td>(544)</td> </tr> <tr> <td>Deferred difference recognised during the year</td> <td>-</td> <td>382</td> <td>382</td> </tr> <tr> <td>CFD liability as at 31 March 2018 recognised on the Consolidated Statement of Financial Position</td> <td>-</td> <td>15,892</td> <td>15,892</td> </tr> <tr> <td>Other non-CFD liabilities as at 31 March 2018</td> <td>-</td> <td></td> <td>12</td> </tr> <tr> <td>Carrying value of non-current derivative liabilities as at 31 March 2018</td> <td>-</td> <td>15,892</td> <td>15,904</td> </tr> <tr> <td>Remeasurement of the CFD liability</td> <td>- (2,743)</td> <td>(2,743)</td> <td></td> </tr> <tr> <td>Release of liability relating to terminated contracts</td> <td>-</td> <td>39</td> <td>39</td> </tr> <tr> <td>Payments to the CFD generators</td> <td>-</td> <td>(980)</td> <td>(980)</td> </tr> <tr> <td>Deferred difference recognised during the year</td> <td>-</td> <td>713</td> <td>713</td> </tr> <tr> <td>CFD liability as at 31 March 2019 recognised on the Consolidated Statement of Financial Position</td> <td>-</td> <td>12,921</td> <td>12,921</td> </tr> <tr> <td>Other non-CFD liabilities as at 31 March 2019</td> <td>-</td> <td></td> <td>2</td> </tr> <tr> <td>Carrying value of non-current derivative liabilities as at 31 March 2019</td> <td>-</td> <td>12,921</td> <td>12,923</td> </tr> </tbody> </table> The net movement in the fair value of CFDs is recognised in the Statement of Comprehensive Net Expenditure. Movement in deferred measurement differences The following table shows the movement in deferred day one loss. <table border="1"> <thead style="background-color: #f0f0f0;"> <tr style="background-color: #f0f0f0;"> <th></th><th colspan="3">Core Department and Agencies £m LCCC CFDs exc. HPC Em Departmental Group Total Em £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m€ </tr><thead style="background-color: #f0f0f0;"> </thead><tbody style="background-color: #ffffff;"> <!-- Deferred measurement differences as at 31 March 2017 --> <!-- Measurement differences deferred during the year --> <!-- Deferred measurement differences recognised during the year --> <!-- Carrying value of CFDs at 31 March 2018 --> <!-- Measurement differences recognised in respect of terminated CFDs --> <!-- Deferred measurement differences recognised during the year --> <!-- Deferred measurement differences as at 31 March 2019 --> </tbody><tfoot style="background-color: #f0f0f0;"> <!-- Fair value measurement of CFDs --> </tfoot><tbody style="background-color: #ffffff;"> <!-- Deferred measurement differences as at 31 March 2017 --> <!-- Measurement differences deferred during the year --> <!-- Deferred measurement differences recognised during the year --> <!-- Carrying value of CFDs at 31 March 2018 --> <!-- Measurement differences recognised in respect of terminated CFDs --> <!-- Deferred measurement differences recognised during the year --> <!-- Deferred measurement differences as at 31 March 2019 --> </tbody><tfoot style="background-color: #f0f0f0;"> <!-- Fair value measurement of CFDs --> </tfoot><tbody style="background-color: #ffffff;"> <!-- Deferred measurement differences as at 31 March 2017 --> <!-- Measurement differences deferred during the year --> <!-- Deferred measurement differences recognised during the year --> <!-- Carrying value of CFDs at 31 March 2018 --> <!-- Measurement differences recognised in respect of terminated CFDs --> <!-- Deferred measurement differences recognised during the year --> <!-- Deferred measurement differences as at 31 March 2019 --> </tbody><tfoot style="background-color: #f0f0f0;"> <!-- Fair value measurement of CFDs --> </tfoot><tbody style="background-color: #ffffff;"> <!-- Deferred measurement differences as at 31 March 2017 --> <!-- Measurement differences deferred during the year --> <!-- Deferred measurement differences recognised during the year --> <!-- Carrying value of CFDs at 31 March 2018 --> <!-- Measurement differences recognised in respect of terminated CFDs --> <!-- Deferred measurement differences recognised during the year --> <!-- Deferred measurement differences as at 31 March 2019 --> </tbody><tfoot style="background-color: #f0f0f0;"> <!-- Fair value measurement of CFDs --> </tfoot><tbody style="background-color: #ffffff;"> <!-- Deferred measurement differences as at 31 March 2017 --> <!-- Measurement differences deferred during the year --> <!-- Deferred measurement differences recognised during the year --> <!-- Carrying value of CFDs at 31 March 2018 --> <!-- Measurement differences recognised in respect of terminated CFDs --> <!-- Deferred measurement differences recognised during the year --> <!-- Deferred measurement differences as at 31 March 2019 --> </tbody><tfoot style="background-color: #f0f0f0;"> <!-- Fair value measurement of CFDs --> </tfoot><tbody style="background-color: #ffffff;"> <!-- Deferred measurement differences as at 31 March 2017 --> <!-- Measurement differences deferred during the year --> <!-- Deferred measurement differences recognised during the year --> <!-- Carrying value of CFDs at 31 March 2018 --> <!-- Measurement differences recognised in respect of terminated CFDs --> <!-- Deferred measurement differences recognised during the year --> <!-- Deferred measurement differences as at 31 March 2019 --> </tbody><tfoot style="background-color: #f0f0f0;"> <!-- Fair value measurement of CFDs --> </tfoot><tbody style="background-color: #ffffff;"> <!-- Deferred measurement differences as at 31 March 2017 --> <!-- Measurement differences deferred during the year --> <!-- Deferred measurement differences recognised during the year --> <!-- Carrying value of CFDs at 31 March 2018 --> <!-- Measurement differences recognised in respect of terminated CFDs --> <!-- Deferred measurement differences recognised during the year --> <!-- Deferred measurement differences as at 31 March 2019 --> Financial Statements <page_number>155</page_number> Fair value of CIDs (financial liabilities at fair value through profit and loss) The following table shows the impact of the fair value of all CIDs which have been recognised in these accounts, classified under Level 3, by using the assumptions described below (all held by LCCC): <table> <thead> <tr> <th></th> <th>LCCC CIDs exc. HPC</th> <th>Departmental Group Total</th> </tr> </thead> <tbody> <tr> <td></td> <td>£m</td> <td>£m</td> </tr> <tr> <td>Balance at 31 March 2017</td> <td>31,413</td> <td>31,413</td> </tr> <tr> <td>Additions during the year</td> <td>4,612</td> <td>4,612</td> </tr> <tr> <td>Change in fair value during the year</td> <td>3,720</td> <td>3,720</td> </tr> <tr> <td>Payments to the CID generators</td> <td>(544)</td> <td>(544)</td> </tr> <tr> <td>Balance at 31 March 2018</td> <td>39,201</td> <td>39,201</td> </tr> <tr> <td>Change in fair value during the year</td> <td>(2,743)</td> <td>(2,743)</td> </tr> <tr> <td>CDFs terminated during the year</td> <td>(229)</td> <td>(229)</td> </tr> <tr> <td>Payments to the CID generators</td> <td>(980)</td> <td>(980)</td> </tr> <tr> <td>Balance at 31 March 2019</td> <td>35,249</td> <td>35,249</td> </tr> </tbody> </table> The decrease in fair value year-on-year is mainly due to revisions to the wholesale price electricity forecasts that are expected to be achieved by generators and payments made during the 2018/19 year. These decreases are partially offset by the change in indexation for 2019. The actual cash payments made to generators during the lives of the contracts will vary, depending upon a number of key matters, such as projected wholesale electricity prices, commissioning dates for generation and the average load factor for each generator. The fair value of the unquoted contracts has been estimated using a discounted cash flow model. This method involved the projection of a series of cash flows and application of a discount rate to establish the present value of the expenses associated with the liability. The valuation requires management to make certain assumptions about the model inputs, including cash flows, the discount rate, credit risk and volatility. Further information relating to the assumptions is included below. Key assumptions (excluding HPC CID) The probabilities of the various estimates within the range can be reasonably assessed and are used in management’s estimate of fair value for these unquoted contracts. Annual cash flow is estimated as reference price less strike price multiplied by estimated generation delivered. The series of cash flows is then discounted using the HM Treasury discount rate of 0.7% (2017-18: 0.7%). The following assumptions are key to the CFD valuation: a. Transmission Loss Multiplier (TLM) TLM reflects the fact that electricity is lost as it passes through the transmission system from generators to suppliers. If the TLM is incorrect, this will have implications for the volume of electricity subject to CFD payments. Any change in TLM will be corrected through adjustments in strike prices although the change in TLM is expected to be immaterial. b. Start date Generators nominate a Target Commissioning Date (TCD) in their binding application form for a CFD, and this date is specified in their CFD following contract award. However, the generator is free to commission at any time within their Target Commissioning Window (TCW), a period of one year from the start of the TCW for most technologies, with no penalty, or after the end of the TCW and up to their ‘Longstop Date’ (one to two years after the end of the TCW depending on technology) with a penalty in the form of reduction of contract length for each day they are late in commissioning after the end of the TCW. The contract can be terminated if the generator has not commissioned 95% (or 85% for Investment Contracts and offshore wind) of their revised installed capacity estimate by the end of the Longstop Date. Any change to the start date will change the timing of future cash flows and impact on the discounted fair value. The valuation uses the most recent estimate from generators on the start date. \<page_number>156\</page_number> Annual report and accounts 2018-19 c. Strike price The strike price is an agreed price which determines the payments made to the generator under the contract with reference to its low carbon output and the market reference price. The relevant strike price is agreed in each CId and is not intended to change for the duration of the project other than through indexation to CPI and certain network charges or in the event of certain qualifying change in law. The strike price used in the valuation of the CIDs is the 2019-20 strike price and reflects the CPI rate for January 2019 in-line with the requirements of the CId contract. d. Future forecast wholesale electricity prices Forecast wholesale electricity prices are derived from the DDM which has been developed by the department to facilitate/inform policy decisions by modelling investor behaviour in response to fuel and carbon prices and policy environment. The DDM estimates the wholesale price by: - using the Short Run Marginal Cost (SRMC) for each plant - using daily demand for electricity, taking into account wind profiles, inter-connector flows, pumped storage, auto-generation and wind generation - using a mark-up on the price derived from historic data and the difference between marginal price and cost affected by reduced capacity Economic, climate, policy, generation and demand assumptions are external inputs to the model including demand load curves for both business and non-business days and seasonal impacts. Specific assumptions can also be modelled for domestic and non-domestic sectors and smart meter usage. The forecast trajectory of electricity prices is uncertain. In the valuation, the central case from the DDM has been used. The DDM also produces low and high cases. These have been included in the sensitivity analysis. In the valuation, the wholesale price has been reduced to reflect the price the wind generator is likely to receive. Additionally, wholesale electricity forward prices have been used for the liquid trading horizon (covering the nearest 2 years period). On windy days, the price that wind generators receive is likely to be reduced. The effect of reduced prices for wind generation adds approximately £3.1 billion to the valuation. e. Installed capacity The figure for the maximum installed capacity was provided by the generator in its application for a CId and specified in its CId contract following allocation. The installed capacity cannot be increased after contract signature, but can be reduced by the generator by no more than 25% with no penalty between contract signature and the completion of the first contractual milestone by its contractual deadline (i.e. the Milestone Requirement which must be completed 12 months after contract award). Thereafter the installed capacity figure can only be reduced by the generator for a permitted contractual construction event (which is a narrowly defined concept) or by the difference by which the relevant project has an installed capacity of 55% (or 85% in the case of offshore wind) of its current contractual installed capacity figure and 100%. The actual output of the generator will depend on the load factor. f. Load factor Load factor is defined as the actual power output of a project as a proportion of its rated installed capacity. It is a percentage figure which is used to transform installed capacity into actual power output (generation). Load factor assumptions are based on reference factors published by the department for given technology types; however, actual power outputs are sensitive to technological and environmental factors which may impact actual cash flows. Plant specific load factors (where a minimum of 6 months’ generation data is available) is also available for consideration when valuing the CIDs. Financial Statements \<page_number>157\</page_number> Sensitivity analysis (excluding HPC CFD) The following table shows the impact on the fair value of CfDs, classified under Level 3 in accordance with IFRS 13 'Fair Value Measurement', by using reasonable possible alternative assumptions: Change in fair value of CfDs recognised in the accounts if: \| \| Favourable changes £m \| Unfavourable changes £m \| \|---\|---\|---\| \| Electricity prices decrease by 10% \| - \| 2,857 \| \| Electricity prices increase by 10% \| 2,857 \| - \| \| 10% more load factor \| - \| 3,525 \| \| 10% less load factor \| 3,525 \| - \| \| Estimated Commissioning Date moves back by one year \| 390 \| - \| \| Generation starts at the earliest possible date \| - \| 184 \| \| DDM high case \| 3,822 \| - \| \| DDM low case \| - \| 5,625 \| The fair value is highly dependent upon the actual capacity generated once the plant is built and the electricity prices which will prevail at the time of generation. The favourable and unfavourable changes show how the impact of changes in capacity and prevailing electricity prices will affect the fair value of CfDs due to the change in the level of cash flows. The Group auditors continue to include an emphasis of matter paragraph in their audit certificate concerning the uncertainty around valuation of these CFD contracts. Significant unobservable inputs The following table discloses the valuation techniques and significant unobservable inputs for CfDs recognised at fair value and classified as Level 3 along with the range of values used for these significant unobservable inputs. <table> <thead> <tr> <th></th> <th>Fair value of CfDs £m</th> <th>Valuation technique</th> <th>Significant unobservable input</th> <th>Range Min - Max</th> <th>Units</th> </tr> </thead> <tbody> <tr> <td>2018</td> <td>39,201</td> <td>DCF</td> <td>Future electricity prices</td> <td>37.13 - 63.25</td> <td>£/MWh</td> </tr> <tr> <td>2019</td> <td>35,249</td> <td>DCF</td> <td>Future electricity prices</td> <td>44.55 - 67.73</td> <td>£/MWh</td> </tr> </tbody> </table> Hinkley Point C The department entered into the Hinkley Point C (HPC) CFD on 29 September 2016. This project has a maximum lifetime generation cap of 910,000,000 MWh. The HPC contract will expire at the earlier of 35 years after the start date of the second reactor or when the total CFD payments made have reached the generation cap. The valuation of HPC CFD requires that an assumption be made of wholesale electricity prices in each year to 2060. The department uses its Dynamic Dispatch Model to develop scenario-based estimates of future wholesale electricity prices. This model currently extends only as far as 2050 and the department has therefore assumed flat wholesale prices for the ten years 2050-2060. Moreover there is an inherent limitation in accurate estimation beyond 2050 because there is a paucity of independent third-party information beyond this point from which to validate the department’s assumptions. The unavoidable uncertainty over possible scenarios so far into the future extend to a variety of factors including electricity demand, fossil fuel prices, generation mix, carbon prices and technology. \<page_number>158\</page_number> Annual report and accounts 2018-19 Under IFRS the Conceptual Framework (2010) sets out the concepts which underlie the preparation and presentation of financial statements. The Conceptual Framework deals with, amongst other things, the definition, recognition and measurement of the elements from which financial statements are constructed. Paragraph 4.03 of the Conceptual Framework states that an element should be recognised in the account if: a) it is probable that any future economic benefit associated with the item will flow to or from the entity b) the item has a cost or value that can be measured with reliability (defined as: using information that is complete, neutral and free from error). In comparison to other CIDs the department considers the CID for HPC to be unique. The European Pressurised Reactor is a much more complex asset than the wind turbines or bio-mass generators associated with the department’s other CIDs. It has very high levels of safety, reinforcement and containment incorporated into the design, which make it more expensive and complex to build and result in a significant lead time before generation commences (planned for 2025). Until these challenges are overcome and the asset is built, no payments will be made by the department under the CID. This unavoidably long lead time before generation commences is relevant to condition (a) above. The HPC CID contract duration is also more than double (35 years) the length of other CIDs (15 years) so far entered into by the department. This makes it considerably more challenging to provide a single point fair value estimate, as required for accounting purposes, as that requires estimation of future wholesale electricity prices in every year out to 2060. This means that there are considerable but unavoidable uncertainties in creating a fair value estimate for the HPC CID because of the unusually long time period involved. Uncertainty increases with time and so the choice of discount rate plays a significant part in determining how much uncertainty is weighted into a present value calculation; a higher discount rate places less weight on increasingly more uncertain later years of a present value calculation. For example, in conducting the economic appraisal for the HPC project the department used the social discount rate of 3.5% per year, as required by the HM Treasury Green Book. However for valuing financial instruments like CIDs the department is obliged to use the financial instrument discount rate of 0.7%, as required by the Government Financial Reporting Manual. Therefore, compared to an economic appraisal, a present value estimate for a financial instrument includes progressively more weight from the less certain later years of the appraisal period. For comparison, using the social discount rate leads to a valuation of £16.6 billion compared to £93.0 billion using the financial instrument discount rate of 0.7%. This is particularly relevant to the HPC CID fair value because external forecasts for wholesale electricity prices are not currently readily available beyond 2050. It has not been possible for the department to satisfactorily verify whether a single point fair value estimate for the HPC CID is complete, neutral and free from error. ‘Verifiability’ is one of the qualitative characteristics of useful financial information for financial statements as set out in the Conceptual Framework.) The department has therefore concluded that for this time being the HPC CID fails to meet the recognition criteria (b) as outlined above. Therefore, the HPC CID has not been recognised as a transaction in these primary statements. The department has nonetheless set out below its best estimation of the fair value of the contract, and the assumptions which have been considered in its valuation, in the interests of transparency. This follows a Level 3 methodology under IFRS 13 ‘Fair Value Measurement’, which allows for use of the entity’s own models and assumptions. Fair value measurement of HPC The department has set out below its best estimation of the fair value of the contract, and the assumptions which have been considered in its valuation. This follows a Level 3 methodology under IFRS 13 ‘Fair Value Measurement’, which allows for use of the entity’s own models and assumptions. This disclosure is consistent with IFRS 9 ‘Financial Instruments’ and in the prior years in accordance with IAS 39 ‘Financial Instruments’ where the initial recognition of a financial instrument like the HPC CID requires a deferred liability disclosure rather than a transaction of the initial fair value estimate through the primary statements. The following table provides an analysis of the fair value of HPC, grouped into Levels 1 to 3 within the fair value hierarchy based on the degree to which the fair value is observable: <table> <thead> <tr> <th></th> <th>Level 1 £m</th> <th>Level 2 £m</th> <th>Level 3 £m</th> <th>Total £m</th> </tr> </thead> <tbody> <tr> <td>Balance at 31 March 2018</td> <td>-</td> <td>-</td> <td>36,585</td> <td>36,585</td> </tr> <tr> <td>Balance at 31 March 2019</td> <td>-</td> <td>-</td> <td>30,309</td> <td>30,309</td> </tr> </tbody> </table> The department's estimate of the fair value of the liabilities under the HPC CID at 31 March 2019 is £30,309 million. This represents a £6,276 million (17%) decrease on the valuation prepared to 31 March 2018. The reduction year-on-year is mainly as a result of revisions to the wholesale electricity forecasts used within the valuation. In common with the other CIDs, payments made during the financial year will vary due to changes within projected wholesale electricity prices, commissioning dates for generation and the average load factor of the generator. Information on other factors which impact on the fair value of HPC is set out below; Start date The Target Commissioning Date (TCD: current expected start date) for reactor one and reactor two of the HPC project are 1 December 2025 and 1 June 2026 respectively. The TCW for reactor one is 1 May 2025 to 30 April 2029. The TCW for reactor two is 1 November 2025 to 31 October 2029. Any change to the start date will change the timing of future cash flows and impact on the discounted fair value. Equity gain share for HPC The equity gain share mechanism consists of two separate components: (i) a mechanism to capture gains above specified levels where the HPC project outperforms relative to the original base case assumptions; and (ii) a mechanism to capture gains above specified levels arising from the sale of equity and economic interests (direct or indirect) in the HPC project. In each case, as and when the Internal Rate of Return (IRR) thresholds are reached: - If the relevant IRR is more than 11.4%, the LCCC will receive 30% of any gain above this level - If the relevant IRR is more than 13.5%, the LCCC will receive 60% of any gain above this level. Installed Capacity HPC which does not have an installed capacity cap, is only entitled to CFD payment support up to a Generation Cap of 910,000,000 MWh. Strike price The strike price is an agreed price which determines the payments made to the generator under the contract with reference to its low carbon output and the market reference price. The relevant strike price is specified at £92.50 in real 2012 terms and is not intended to change for the 35 year contract duration, other than through indexation to CPI and certain network charges, or in the event of certain qualifying changes in law. In addition to the factors mentioned above, HPC's strike price change is also subject to the following three additional factors: 1. Construction gain share for HPC If the construction costs of HPC come in under budget, the strike price will be adjusted downwards so that the gain (or saving) is shared with the LCCC. The gain share is 50/50 for the first billion pounds, with savings in excess of this figure being shared 75% to the LCCC and 25% to the generator; NNB Generation Company (HPC) Limited (NNBGL). If the outturn cost of construction is less than assumed then by reducing the strike price the amounts paid out to NNBGL under the CFD will reduce and hence the benefit of the lower construction costs is Financial Statements \<page_number>159\</page_number> \<page_number>160\</page_number> Annual report and accounts 2018-19 shared between NNBG and ultimately consumers. There is, however, no similar upward adjustment if the construction cost of HPC is over budget. 2. OPEX reopener for HPC The strike price may be adjusted upwards if the operational expenditure costs are more than assumed and downwards if they are less. There are two operational expenditure reopener dates, at 15 years and 25 years after the first reactor start date. The rationale behind the reopener is that the strike price is based on long-term assumptions on operational expenditure costs. The reopener provides a way of mitigating long-term cost risks for both parties. 3. Sizewell C strike price adjustment for HPC If a CfD in relation to Sizewell C is entered into before the reactor one start date then the applicable strike price shall be reduced with effect from the date of satisfaction of the Sizewell C condition by £37/MWh. Sensitivity analysis Using a Level 3 technique to assess the value of the HPC CfD is permissible when there is no observable input against which to assess the valuation. The department has used internally generated models and assumptions consistent with an emissions pathway towards the government’s decarbonisation commitments to generate the wholesale electricity price scenarios used in the valuation of the HPC CfD. There is unavoidable uncertainty inherent in all such modelling and as such the results should be interpreted as a range of plausible scenarios rather than a single point value. However, IFRS13 ‘Fair Value Measurement’ requires that a single amount be declared for fair value and so to satisfy this condition the department has adopted its central scenario when valuing the HPC CfD. In the sensitivity analysis a high and a low case scenario have also been included. To provide transparency for the reader it is important to highlight the uncertainty inherent in material values over a long period of time such is the nature of this CfD. The predicted price series from the DDM between 2025 and 2050 (flat-lined from 2050 to 2060) has a higher degree of certainty in the early years (2025-2050) and a lower degree of certainty in later years (2050-2060). This is due to the lack of available market data against which to judge the output. In the valuation, the DDM central case has been used. The department also publishes low and high cases. These have been included in the sensitivity analysis. The department has illustrated some empirical impact of changes in assumptions on the fair value of the HPC CfD. These are shown in the table below: Change in fair value of HPC if: \| \| Favourable changes £m \| Unfavourable changes £m \| \|---\|---\|---\| \| Electricity prices decrease by 10% \| - \| 4,967 \| \| Electricity prices increase by 10% \| - \| - \| \| At generation cap \| - \| 192 \| \| 10% less load factor \| - \| 3,031 \| \| Estimated commissioning date moves back one year \| - \| - \| \| Generation starts one year earlier \| - \| 389 \| \| Sizewell C strike price adjustment for HPC \| - \| 2,613 \| \| DDM Low Case \| - \| 10,753 \| \| DDM High Case \| - \| 4,370 \| <img>A table showing changes in fair value of HPC.</img> <table> <tr> <td colspan="10">10 Investments and loans in other public sector bodies</td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td>Ordinary Shares</td> <td>Public Share Capital</td> <td>Other Investments and Agency Trusts</td> <td>Core Departmental shares and Agencies Trust</td> <td>DNm</td> <td>Dtm</td> <td>DNm</td> <td>Dtm</td> <td>DNm</td> </tr> <tr> <td>Balance at 1 April 2017</td> <td>1,723</td> <td>61</td> <td>967</td> <td>2,118</td> <td>(1,279)</td> <td>(565)</td> <td>422</td> <td>350</td> <td>110</td> </tr> <tr> <td>Additions</td> <td>-</td> <td>968</td> <td>-</td> <td>243</td> <td>-</td> <td>636</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>Dividends</td> <td>-</td> <td>(7)</td> <td>-</td> <td>-</td> <td>-</td> <td>(17)</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>Fundraising</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>(22)</td> <td>-</td> <td>22</td> <td>-</td> </tr> <tr> <th rowspan="4">Equivalents of Dividends and Fundraising (including any long-term debt discount) transferred to current assets.</th> <th rowspan="4">-<br>Equivalents of Dividends and Fundraising (including any long-term debt discount) transferred to current assets.</th> <th rowspan="4">-<br>Equivalents of Dividends and Fundraising (including any long-term debt discount) transferred to current assets.</th> <th rowspan="4">-<br>Equivalents of Dividends and Fundraising (including any long-term debt discount) transferred to current assets.</th> <th rowspan="4">-<br>Equivalents of Dividends and Fundraising (including any long-term debt discount) transferred to current assets.</th> <th rowspan="4">-<br>Equivalents of Dividends and Fundraising (including any long-term debt discount) transferred to current assets.</th> <th rowspan="4">-<br>Equivalents of Dividends and Fundraising (including any long-term debt discount) transferred to current assets.</th> <th rowspan="4">-<br>Equivalents of Dividends and Fundraising (including any long-term debt discount) transferred to current assets.</th> <th rowspan="4">-<br>Equivalents of Dividends and Fundraising (including any long-term debt discount) transferred to current assets.</th> <th rowspan="4">-<br>Equivalents of Dividends and Fundraising (including any long-term debt discount) transferred to current assets.</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</th><th rowspan="4">-</eth <th colspan="3" style="text-align:right;">CNm<br>(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="3" style="text-align:right;">(20)</eth <th colspan="" cellspacing="" data-cellspacing="" data-colspan="" data-rowspan=""> <td colspan="">Balance at 31 March 2018<br>Equivalents of Dividends and Fundraising (including any long-term debt discount) transferred to current assets.</table> Financial Statements \| 161 \<page_number>162\</page_number> Annual report and accounts 2018-19 10.1 Ordinary Shares in other public sector bodies <table> <thead> <tr> <th></th> <th colspan="2">31 March 2019</th> <th colspan="2">31 March 2018</th> </tr> <tr> <th></th> <th>Core Department and Agencies £m</th> <th>Departmental Group £m</th> <th>Core Department and Agencies £m</th> <th>Departmental Group £m</th> </tr> </thead> <tbody> <tr> <td><strong>Balance at 1 April</strong></td> <td>2,346</td> <td>1,337</td> <td>1,723</td> <td>1,086</td> </tr> <tr> <td>Additions</td> <td>125</td> <td>-</td> <td>393</td> <td>30</td> </tr> <tr> <td>Disposals</td> <td>-</td> <td>-</td> <td>(7)</td> <td>-</td> </tr> <tr> <td>(Impairments) / Impairment reversal</td> <td>(30)</td> <td>-</td> <td>23</td> <td>-</td> </tr> <tr> <td>Revaluations</td> <td>38</td> <td>67</td> <td>214</td> <td>221</td> </tr> <tr> <td>Reclassification</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td><strong>Balance at 31 March</strong></td> <td><strong>2,479</strong></td> <td><strong>1,404</strong></td> <td><strong>2,346</strong></td> <td><strong>1,337</strong></td> </tr> <tr> <td colspan="5"><strong>Comprising:</strong></td> </tr> <tr> <td>Ordinary Shares held within the Departmental boundary - held at cost</td> <td>1,564</td> <td>-</td> <td>1,468</td> <td>-</td> </tr> <tr> <td>Ordinary Shares held outside the Departmental boundary - held at fair value</td> <td>915</td> <td>1,404</td> <td>878</td> <td>1,337</td> </tr> <tr> <td><strong>Balance at 31 March</strong></td> <td><strong>2,479</strong></td> <td><strong>1,404</strong></td> <td><strong>2,346</strong></td> <td><strong>1,337</strong></td> </tr> </tbody> </table> Core Department Ordinary Shares in other public sector bodies held within the Departmental boundary In accordance with the FRA&M, ordinary shares held within the Departmental boundary are carried at historical cost less any provision for impairment. They are eliminated on consolidation. British Business Bank Plc (BBB) The core Department holds 1,496,407,933 ordinary shares (31 March 2018: 1,371,407,933), each with a nominal value of £1. BEIS made £125 million (31 March 2017: £300 million) of share capital additions in BBB during the year. The core Department’s holding had a cost of £1,496 million at 31 March 2019 (31 March 2018: £1,371 million). The principal objective of the company is to address long-standing, structural gaps in the supply of finance and bring together in one place Government finance support for small and mid-sized businesses. UK Green Infrastructure Platform (UK GIP) On 17 August 2017, immediately after the sale of the Green Investment Bank (GIB), the core Department acquired 900 shares (90% of the share capital) of UK Green Infrastructure Platform Limited, each with a nominal value of £1. UKGIP was acquired for £93 million and the recognition of a shareholder loan of £40 million. The core Department’s holding had a cost less provision for impairment of £65 million at 2018-19 (2017-18: £93 million). The total loan outstanding at 2018-19 was £8 million (2017-18: £31 million) which is included within the loans and investments in public sector bodies note. UKGIP was established to enable Government to retain an interest in five existing GIB investments. The Green Investment Group is the remaining 10% shareholder. The primary activity of UK GIP is to hold green investments and identify opportunities to realise them in a way which returns best value for taxpayers’ money. UK Shared Business Services Limited (UKSBS) The core Department holds 62,016,358 non-voting shares and one voting share in UKSBS, held at cost less provision for impairment of £3 million at 31 March 2019 (31 March 2018: £3 million). The company is a specialist business services organisation that provides finance, procurement, grants, information systems and HR and payroll services to the public sector. Its main objective is to improve the economy, efficiency and effectiveness of corporate services to BEIS bodies. Low Carbon Contracts Company Limited (LCCC) The core Department holds one ordinary share in LCCC with a nominal value of £1. The principal objective of the company is to be the counterparty to and manage Contracts for Difference (CTDs) throughout their lifetime. Electricity Settlements Company Limited (ESC) The core Department holds one ordinary share in ESC with a nominal value of £1. The principal objective of the company is to oversee settlement of the Capacity Market agreements. Enrichment Holdings Limited (EHL) The core Department holds two shares of £1 each in EHL with a nominal value of £2. EHL has been set up as a holding company, along with a subsidiary company, Enrichment Investments Limited (EIL), solely to hold the Government’s one third share in Urenco Limited, an entity operating in the civil uranium enrichment sector. BIS (Postal Services Act 2011) Company Limited The core Department holds one ordinary share in BIS (Postal Services Act 2011) Company Limited with a nominal value of £1. The principal objective of the company is to dispose of the assets transferred to it from the Royal Mail Pension Plan (RMPP). South Tees Site Company Limited (STSC) The core Department holds one ordinary share in STSC with a nominal value of £1. The principal objective of the company is to secure and manage the South Tees Site. Postal Services Holding Company Limited (PSH) The Secretary of State for BEIS owns 50,005 ordinary shares in PSH which is 100% of the issued share capital at a historic cost of £430 million at 31 March 2019 (31 March 2018: £430 million). The Secretary of State for BEIS also owns one special share in PSH, relating to certain areas for which Special Shareholder’s consent is required. The core Department’s holding had a cost less provision for impairment of £nil at 31 March 2019 (31 March 2018: £nil million), due to a return of capital from PSH to BEIS core of £6.9 million during 2017-18. PSH is currently in the process of liquidation due to the cessation of its primary activities. The principal objective of the company prior to cessation was to hold and manage its shares in POL. Ordinary Shares held outside of the Departmental boundary Shares held outside of the Departmental boundary are carried at fair value. Post Office Limited (POL) The core Department holds 50,003 ordinary shares in POL at a nominal value of £1 each which is 100% of the issued share capital. There is a special share in POL (nominal value of £1) which is held directly by the Secretary of State for BEIS. This shareholding is held at fair value, but as there is no active market for these shares the net asset value of POL is considered to be a reasonable approximation for fair value. The fair value of the investments, held by the core Department, as at 31 March 2019 was £256 million (31 March 2018: £295 million). Financial Statements \<page_number>163\</page_number> \<page_number>164\</page_number> Annual report and accounts 2018-19 The principal objective of POL is to provide retail post office services through its national network of branches. British Nuclear Fuels Limited (BNFL) The core Department holds 50,000 ordinary shares in BNFL at a nominal value of £1 each. The Secretary of State for BEIS holds 49,909 ordinary shares and the Treasury Solicitor holds one ordinary share. The core Department’s shareholding is held at fair value, but because there is no active market for these shares the net asset value of BNFL is considered to be a reasonable approximation of fair value. The fair value as at 31 March 2019 was £324 million (31 March 2018: £324 million). Ordnance Survey Limited (OSL) The core Department holds 34,000,002 ordinary shares in OSL at a nominal value of £1 each which is 100% of the issued share capital. The shareholding is held at fair value, but as there is no active market for these shares the net asset value of OSL is considered to be a reasonable approximation for fair value. The fair value as at 31 March 2019 was £79 million (31 March 2018: £196 million). The principal objective of OSL is to produce mapping products and mapping data information. NPL Management Limited (NPLML) The core Department holds 57 ordinary shares in NPLML which is 100% of the issued share capital. The shareholding is held at fair value, but as there is no active market for these shares the net asset value of NPLML is considered to be a reasonable approximation for fair value. The fair value as at 31 March 2019 was £78 million (31 March 2018: £85 million). NNL Holdings Limited (NNLH) The core Department holds two shares of £1 each in NNLH with a nominal value of £1 each. NNLH has been set up as a holding company, to hold all the shares in the National Nuclear Laboratory Limited. The shareholding is held at fair value but because there is no active market for these shares the net asset value of NNLH is considered to be a reasonable approximation of fair value. The fair value as at 31 March 2019 was £79 million (31 March 2018: £78 million). Financial Statements \<page_number>165\</page_number> NDPBs and other designated bodies NDA subsidiaries The NDA controls the following subsidiaries, all of which are outside the Departmental Group boundary and not consolidated into these accounts. The holdings are valued at fair value. As there is no active market, the net assets of the entities are considered the most appropriate approximation of fair value, and amounted to £499 million as at 31 March 2019 (£459 million). <table> <thead> <tr> <td>Name</td> <td>Country of incorporation</td> <td>Nature of business</td> <td>Holding entity</td> <td>Proportion of ordinary shares held</td> </tr> </thead> <tbody> <tr> <td>Direct Rail Services Limited</td> <td>UK</td> <td>Rail transport services within the UK</td> <td>NDA</td> <td>100%</td> </tr> <tr> <td>International Nuclear Services France SAS ()</td> <td>France</td> <td>Transportation of spent fuel</td> <td>NDA</td> <td>100%</td> </tr> <tr> <td>International Nuclear Services Japan KK ()</td> <td>Japan</td> <td>Transportation of spent fuel</td> <td>NDA</td> <td>100%</td> </tr> <tr> <td>International Nuclear Services Limited</td> <td>UK</td> <td>Contract management and the transportation of spent fuel, reprocessing products and waste</td> <td>NDA</td> <td>100%</td> </tr> <tr> <td>NDA Properties Limited</td> <td>UK</td> <td>Property management</td> <td>NDA</td> <td>100%</td> </tr> <tr> <td>Pacific Nuclear Transport Limited ()</td> <td>UK</td> <td>Transportation of spent fuel, reprocessing products and waste</td> <td>NDA</td> <td>68.75%</td> </tr> <tr> <td>Rutherford Indemnity Limited</td> <td>Guernsey</td> <td>Nuclear insurance</td> <td>NDA</td> <td>100%</td> </tr> <tr style="background-color: #e6e6e6;"> <td colspan="5">(i) Ownership through International Nuclear Services Limited.</td> </tr> </tbody> </table> 10.2 Public Dividend Capital (PDC) <table style="width:100%;"> <thead> <tr style="background-color: #e6e6e6;"> <td></td> <td colspan="3">Companies House<br>£m</th><th colspan="2">UK Intellectual Property Office<br>£m</th><th>Met Office<br>£m</th><th>Total<br>£m </th></tr> <tr style="background-color: #e6e6e6;"> <td></th><th colspan="3">Balance at 1 April 2017<br>                                                        > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > ></th><th colspan="2"><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><<br><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</th><th colspan="2"><</than td=""><div style=""></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></table> <table style="width:100%;"> <thead> <tr style="background-color: #e6e6e6;"> <td>PDC is held by the core Department.</table> In accordance with the FReM, PDC is carried at historical cost less any impairment. Companies House has been reclassified from a trading fund to a central government body. It is exempted from consolidation for 2018-19 and will be consolidated from 2019-20 onwards. 10.2.1 Share of net assets and results for Public Dividend Capital holdings outside the Departmental consolidation boundary The department is required to disclose its share of the net assets and the results for the year of other public sector bodies, which are outside of the departmental boundary. The following disclosures relate to the Department's trading funds <table style="width:100%;"> <thead> <tr style="background-color: #e6e6e6;"> <td>PDC Holdings Outside the Departmental Consolidation Boundary (PDC)</table> \| \| \| \| \| \|---\|---\|---\|---\| \| Balance at 31 March 2018 \| £m \| £m \| £m \| Total \| \| Balance at 31 March 2018 \| - \| - \| - \| - \| \| Additions \| - \| - \| - \| - \| \| Redemptions \| - \| - \| - \| - \| \| Impairments \| - \| - \| - \| - \| \| Balance at 31 March 2019 \| £m \| £m \| £m \| Total \| \| Balance at 31 March 2019 \| - \| - \| - \| - \| \| Additions \| - \| - \| - \| - \| \| Redemptions \| - \| - \| - \| - \| \| Impairments \| - \| - \| - \| - \| The table shows that PDC Holdings Outside the Departmental Consolidation Boundary (PDC) was £81 million as at March 31, 2019. This includes £59 million in PDC Holdings Outside the Departmental Consolidation Boundary (PDC) and £8 million in PDC Holdings Outside the Departmental Consolidation Boundary (PDC). \<page_number>166\</page_number> Annual report and accounts 2018-19 <table> <thead> <tr> <td></td> <td>Companies House</td> <td>UK Intellectual Property Office</td> <td>Met Office</td> </tr> <tr> <td></td> <td>£m</td> <td>£m</td> <td>£m</td> </tr> </thead> <tbody> <tr> <td>Net Assets/(Liabilities) at 31 March 2018</td> <td>79</td> <td>92</td> <td>258</td> </tr> <tr> <td>Turnover</td> <td>69</td> <td>96</td> <td>230</td> </tr> <tr> <td>Surplus/profit (deficit/loss) for the year before financing</td> <td>3</td> <td>10</td> <td>20</td> </tr> <tr> <td>Net Assets/(Liabilities) at 31 March 2019</td> <td>79</td> <td>93</td> <td>259</td> </tr> <tr> <td>Turnover</td> <td>72</td> <td>100</td> <td>239</td> </tr> <tr> <td>Surplus/profit (deficit/loss) for the year before financing</td> <td>4</td> <td>5</td> <td>3</td> </tr> </tbody> </table> For all bodies, information for 2018-19 was derived from their draft unaudited accounts. The information for 2017-18 was derived from their audited accounts. The accounts were prepared on an IFRS basis, in accordance with the requirements of the FReM. 10.3 Other investments and loans in public sector bodies <table border="1"> <thead> <tr> <td></td> <td><strong>Core Department and Agencies<br/>31 March 2019<br/>Departmental Group<br/>£m</strong></td> <td><strong>Core Department and Agencies<br/>31 March 2018<br/>Departmental Group<br/>£m</strong></td> <td></td> <td><strong>31 March 2018<br/>Departmental Group<br/>£m</strong></td> </tr> <tr> <td></td> <td><strong>Balance at 1 April<br/>£m</strong></td> <td><strong>Balance at 31 March<br/>£m</strong></td> <td></td> <td><strong>Balance at 31 March<br/>£m</strong></td> </tr> </thead> <tbody> <tr> <td>Additions</td> <td>569<br/><br/>305<br/></td> <td>211<br/><br/>79<br/></td> <td></td> <td>367<br/><br/>243<br/></td> <td><br/>150<br/></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br></br><span style="color:red;">(24)</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">(22)</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><span style="color:red;">-</span><div class='highlight'><pre><code></code></pre><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><code></code><div class='highlight'><pre>></pre>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>></div>> <hr align='center' size='1' width='50%' alt='horizontal rule' /> <hr align='center' size='1' width='50%' alt='horizontal rule' /><hr align='center' size='1' width='50%' alt='horizontal rule' /> <div class='highlight'><pre>$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ &$ & <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  <br/  Core Department Loans in other public sector bodies The balance comprises a number of loans to public sector bodies, the most significant loans making up the balance are detailed below: Energy Efficiency Loans The core Department’s energy efficiency loans scheme was set up under the Environmental Protection Act 1990 to help businesses and public sector organisations reduce their energy costs by providing interest free loans for the implementation of energy efficiency projects. The total carrying amount with public sector bodies is £21 million at 31 March 2019 (31 March 2018: £180 million). The non-current element of the loans is £169 million at 31 March 2019 (31 March 2018: £141 million) included in the table above, the current element of these loans is £43 million at 31 March 2019 (31 March 2018: £39 million), which is included in note 16. These loans are to non-consolidated public sector entities and are not eliminated on consolidation. Fleetbank Funding Limited Loan (Enable Funding programme) The core Department’s loan to Fleetbank Funding Limited is to provide funding to support the Enable Funding programme, managed by the British Business Bank. This was launched in November 2014 and aimed at improving the provision of asset and lease finance to smaller UK businesses. The carrying amount of the Fleetbank Funding Limited loan is £339 million at 31 March 2019 (31 March 2018: £205 million).</pre> <table border="1"> <thead> <tr> <td colspan="5"></table> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border="1"> <thead> <table border " Financial Statements <page_number>167</page_number> This loan is to an entity that is consolidated within these financial statements and the loan is eliminated on consolidation. Northern Powerhouse Investment Limited and Midlands Engine Investment Limited Loans The core Department has loans with Northern Powerhouse Investment Fund and Midlands Engine Investment Fund. The funds are matched by funding from the European Investment Bank. The funds are set up to provide commercially-focused finance to help small and medium sized enterprises start up and grow. The carrying amount of the loan investments in these entities is £109 million at 31 March 2019 (31 March 2018: £63 million). The loans are accounted for at cost under IAS 27 and disclosed in the core Department and Agencies column. These loans are to consolidated bodies and are eliminated on consolidation. 10.4 Special Shares The Secretary of State holds one Special Share in each of the entities listed below. The list is a summary and not a comprehensive record of the terms of each respective shareholding. Further details can be obtained from the annual report and financial statements of each body or their Articles of Association. The core Department does not recognise the special or ‘golden’ shares on its Statement of Financial Position. <table> <thead> <tr> <th>Body in which Share is held and type and value of Share</th> <th>Significant terms of Shareholding</th> </tr> </thead> <tbody> <tr> <td>Postal Services Holding Company Limited.<br>£1 Special Rights Preference Share</td> <td><ul><li>Created in January 2001 (formerly called Royal Mail Holdings plc)</li><li>It may be redeemed at any time by the shareholder</li><li>The consent of the special shareholder is required for a number of decisions, including:</li><ul><li>Appointments to the Board (the special shareholder can also make appointments to the Board)</li><li>Setting (and approving any material changes in) the remuneration packages of the Directors</li><li>Borrowing</li><li>Disposing of substantial assets of the business and shareholdings</li><li>Voluntary winding-up of the company</li><li>Varying certain of the company’s Articles of Association, including the rights of the special shareholder.</li></ul></li><li>Note: The company is now in members’ voluntary liquidation and control of its affairs has been passed to the Joint Liquidators.</li></ul></td> </tr> </tbody> </table> <page_number>168</page_number> Annual report and accounts 2018-19 <table> <tr> <td>Body in which Share is held and type and value of Share</td> <td>Significant terms of Shareholding</td> </tr> <tr> <td>Post Office Limited ("POL") £1 Special Rights Redeemable Preference Share</td> <td> <ul> <li>Created in April 2012</li> <li>Special Shareholder is entitled to attend and speak at any general meeting or any meeting of any other class of shareholders of POL, but the Special Share does not carry voting rights or any other rights at any such meeting.</li> <li>It may be redeemed at any time by the Special Shareholder. POL cannot redeem the Special Share without prior consent of the Special Shareholder.</li> <li>The consent of the special shareholder is required for a number of decisions, including:</li> <ul> <li>Varying POL's Articles of Association, including the rights of the special shareholder;</li> <li>- Appointment or removal from office of any Director of POL;</li> <li>- Approval of (including material variations) Directors' remuneration and terms of employment;</li> <li>- Adoption of (and any material variation in) POL's strategic plan;</li> <li>- Substantial alterations in the nature of the business carried on by POL;</li> <li>- Sale of material assets in the absence of which POL would not be able to deliver its strategic plan;</li> <li>- Incurring of any borrowing exceeding pre-set limits as agreed with HM Treasury;</li> <li>- Issuing or allotment of shares or granting of share rights in the company; and</li> <li>- Voluntary winding-up of the company or member of the group.</li> </ul> <li>- Any transaction which will result in a commitment or liability - either individually or when taken together with related relevant transactions – of an amount in excess of £50m</li> </ul> </td> </tr> <tr> <td>BAE Systems plc £1 Special Rights Preference Share</td> <td> <ul> <li>Created in 1985 (but subsequently amended).</li> <li>No time limit.</li> <li>Provides for a 15% limit on any individual foreign shareholding, or group of foreign shareholders acting in concert, in the company.</li> <li>Requires a simple majority of the Board and the Chief Executive to be British.</li> <li>Requires any Executive Chairman to be British and, if both the Chairman and Deputy Chairman are non-executives, requires at least one of them to be British.</li> </ul> </td> </tr> <tr> <td>Rolls Royce Holdings plc £1 Special Rights Non-Voting Share</td> <td> <ul> <li>Created in 1987 (but subsequently amended and transferred to Rolls-Royce Holdings plc).</li> <li>No time limit.</li> <li>Provides for a 15% limit on any individual foreign shareholding, or group of foreign shareholders acting in concert, in the company.</li> <li>Requires a simple majority of the Board to be British.</li> <li>Allows either the Chairman or the Chief Executive to be either an EU or US citizen provided that the other is a British citizen.</li> <li>Provides for a veto over the material disposal of assets of the group.</li> <li>Provides for a veto for a proposed voluntary winding up.</li> </ul> </td> </tr> </table> Financial Statements <page_number>169</page_number> <table> <thead> <tr> <th>Body in which Share is held and type and value of Share</th> <th>Significant terms of Shareholding</th> </tr> </thead> <tbody> <tr> <td>EDF Energy Nuclear Generation Group Limited (formerly British Energy Group plc) £1 Special Share</td> <td> <ul> <li>British Energy Group plc Special Share created on 13 January 2005 and held jointly by the Secretary of State for Business, Energy and Industrial Strategy and the Secretary of State for Scotland.</li> <li>The consent of the Special Shareholder, which can only be refused on grounds of national security (except in relation to an amendment to the company's Articles of Association), is required in respect of:</li> <ul> <li>- various amendments to the company's Articles of Association;</li> <li>- any purchase of more than 15% of the company's shares;</li> <li>- the issue of shares carrying voting rights of 15% or more in the company;</li> <li>- variations to the voting rights attaching to the company's shares;</li> <li>- the giving of consent in respect of the issue of shares by, the sale of shares in or amendments to the Articles of Association of various subsidiaries in certain cases.</li> </ul> </ul> </td> </tr> <tr> <td>British Energy Bond Finance plc (formerly British Energy Holdings plc) £1 Special Share</td> <td> <ul> <li>British Energy Holdings plc Special Share created on 13 January 2005 and held jointly by the Secretary of State for Business, Energy and Industrial Strategy and the Secretary of State for Scotland.</li> <li>The consent of the Special Shareholder, which can only be refused on grounds of national security (except in relation to an amendment to the company's Articles of Association), is required in respect of:</li> <ul> <li>- various amendments to the company's Articles of Association;</li> <li>- the issue of shares carrying voting rights of 15% or more in the company;</li> <li>- variations to the voting rights attaching to the company's shares;</li> <li>- the giving of consent in respect of the issue of shares by, the sale of shares in or amendments to the Articles of Association of various subsidiaries in certain cases.</li> </ul> </ul> </td> </tr> <tr> <td>EDF Energy Nuclear Generation Limited (formerly British Energy Generation Ltd) £1 Special Share</td> <td> <ul> <li>British Energy Generation Ltd Special Share created in 1996 is held solely by the Secretary of State for Business, Energy and Industrial Strategy.</li> <li>The consent of the Special Shareholder, which can only be refused on grounds of national security (except in relation to an amendment to the company's Articles of Association), is required in respect of:</li> <ul> <li>- various amendments to the company's Articles of Association;</li> <li>- the disposal of any of the nuclear power stations owned by the company;</li> <li>- prior to the permanent closure of such a station, the disposal of any asset which is necessary for the station to generate electricity.</li> </ul> </ul> </td> </tr> <tr> <td>British Energy Ltd (formerly British Energy plc) £1 Special Share</td> <td> <ul> <li>British Energy plc Special Share created in 1996 is held solely by the Secretary of State for Business, Energy and Industrial Strategy.</li> <li>The consent of the Special Shareholder, which can only be refused on grounds of national security (except in relation to an amendment to the company's Articles of Association), is required in respect of:</li> <ul> <li>- various amendments to the company's Articles of Association;</li> <li>- the giving of consent in respect of the issue of shares by, the sale of shares in or amendments to the Articles of Association of various subsidiaries in certain cases.</li> </ul> </ul> ``` The company has no significant assets or liabilities as a result of the restructuring scheme, which came into effect on 14 January 2005. </td> </tr> ``` </tbody> </table> <page_number>170</page_number> Annual report and accounts 2018-19 <table> <thead> <tr> <th>Body in which Share is held and type and value of Share</th> <th>Significant terms of Shareholding</th> </tr> </thead> <tbody> <tr> <td>Nuclear Liabilities Fund Ltd</td> <td>• Created in 1996;<br>- The Secretary of State for Business, Energy and Industrial Strategy has a Special A Share (there is also a 'B' Share held by British Energy);<br>- The consent of the Special Shareholder is required for any of the following:<br>- to change any of the provisions in the Memorandum of Association or Articles of Association;<br>- to alter the share capital or the rights attached thereto;<br>- the company to create or issue share options;<br>- the 'B' Special Shareholder or any of the Ordinary shareholders to dispose or transfer any of their rights in their shares;<br>- the company to pass a members voluntary winding-up resolution;<br>- the company to recommend, declare or pay a dividend;<br>- the company to create, issue or commit to give any loan capital;<br>- the company to issue a debenture; or<br>- the company to change its accounting reference date.</td> </tr> <tr> <td>£1 Special Rights Redeemable Preference Share</td> <td></td> </tr> </tbody> </table> 10.5 Membership Fund The Secretary of State for Business, Energy and Industrial Strategy has a share in the membership fund of the Carbon Trust. The members’ fund at 31 March 2019 was £nil (31 March 2018: £nil). 11 Other financial assets <table> <thead> <tr> <th>Note</th> <th colspan="2">31 March 2019</th> <th colspan="2">31 March 2018</th> </tr> <tr> <th></th> <th>Core Department and Agencies £m</th> <th>Departmental Group £m</th> <th>Core Department and Agencies £m</th> <th>Departmental Group £m</th> </tr> </thead> <tbody> <tr> <td>Balance at 1 April</td> <td>1,170</td> <td>4,336</td> <td>1,485</td> <td>4,083</td> </tr> <tr> <td>IFRS 9 adjustments</td> <td>-</td> <td>(429)</td> <td>-</td> <td>-</td> </tr> <tr> <td>Revised balance at 1 April</td> <td>1,170</td> <td>3,907</td> <td>1,485</td> <td>4,083</td> </tr> <tr> <td>Additions</td> <td>25</td> <td>1,176</td> <td>17</td> <td>839</td> </tr> <tr> <td>Repayments (236) (1,152)</td> <td>(236)</td> <td>(1,152)</td> <td>(284)</td> <td>(605)</td> </tr> <tr> <td>Effective interest</td> <td>29</td> <td>29</td> <td>39</td> <td>39</td> </tr> <tr> <td>Unwinding of discount - 2 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - </td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br>                                                                Amortisation − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − −</br>                 </br>&nb... Financial Statements <page_number>171</page_number> Other financial assets analysed between current and non-current assets: <table> <thead> <tr> <td></td> <td colspan="2">31 March 2019</td> <td colspan="2">31 March 2018</td> </tr> <tr> <td></td> <td>Core Department and Agencies £m</td> <td>Departmental Group £m</td> <td>Core Department and Agencies £m</td> <td>Departmental Group £m</td> </tr> </thead> <tbody> <tr> <td>Due within twelve months</td> <td>-</td> <td>-</td> <td>142</td> <td>142</td> </tr> <tr> <td>Due after twelve months</td> <td>1,196</td> <td>4,098</td> <td>1,028</td> <td>4,194</td> </tr> <tr> <td>Total</td> <td>1,196</td> <td>4,098</td> <td>1,170</td> <td>4,336</td> </tr> </tbody> </table> 11.1 Repayable launch investments <table> <thead> <tr> <td></td> <td colspan="2">31 March 2019</td> <td colspan="2">31 March 2018</td> </tr> <tr> <td></td> <td>Core Department and Agencies £m</td> <td>Departmental Group £m</td> <td>Core Department and Agencies £m</td> <td>Departmental Group £m</td> </tr> </thead> <tbody> <tr> <td>Balance at 1 April</td> <td>1,047</td> <td>1,047</td> <td>1,205</td> <td>1,205</td> </tr> <tr> <td>Repayments</td> <td>(230)</td> <td>(230)</td> <td>(103)</td> <td>(103)</td> </tr> <tr> <td>Effective interest</td> <td>29</td> <td>29</td> <td>39</td> <td>39</td> </tr> <tr> <td>Revaluations</td> <td>212</td> <td>212</td> <td>(94)</td> <td>(94)</td> </tr> <tr> <td>Balance at 31 March</td> <td>1,056</td> <td>1,056</td> <td>1,047</td> <td>1,047</td> </tr> </tbody> </table> Repayable Launch Investments (RLI) are held by the core Department. The core Department has determined that RLI are classified as 'fair value through profit or loss financial assets' in accordance with IFRS 9. Fair value gains and losses are therefore recognised directly in the SoCNE. In 2017-18, before the Departmental Group's adoption of IFRS 9, they were classified as 'available for sale financial assets', under IAS 39 with fair value movements recognised in Other Comprehensive Income, rather than the SoCNE. The core Department, under the provisions of the 1982 Civil Aviation Act, provides repayable launch investment to companies to fund a proportion of the non-recurring eligible design and development capital costs on civil aerospace development products. Each product supported is covered by separate contractual terms and conditions. Under these contracts, periodic repayments become due when products are delivered or at other specific points. The portfolio of investments is valued twice annually and the valuations are based on forecast annual income arising under each contract. Measurement and carrying values RLI contracts are initially recognised at fair value which is the transaction price. After initial recognition, the value is the discounted forecast value of future income streams, excluding accrued income which is included in receivables when products are delivered. The value of future income streams is predominantly driven by the core Department's view of the applicable programme's performance in the global market over the period of the contract's life, a number of activities inform this view and some are described below. The core Department uses a variety of sources to inform a forecast of deliveries for individual programmes. This can include using an internal delivery forecast model and market share model, forecast delivery schedules and other data directly provided from the RLI recipient companies, publicly available aircraft delivery forecasts, specifically commissioned consultant programme forecasts as well as commentary and views from industry experts. The approach taken is entirely dependent on the programme in question. Other valuation variables include inflation measures – or proxies (such as RPI, RPIX, gilt rates and GDP deflators). Some contracts entitle the core Department to a share of aircraft or engine spare \<page_number>172\</page_number> Annual report and accounts 2018-19 part and support income, and the valuation of these contracts is based on analysis of past income streams and forecasts of future demand. The forecast income streams are adjusted by inflation of 2.6% and then are discounted to present value using a constant discount rate of 3.5% representing the effective rate of return of the investment portfolio. The carrying value of RLI is influenced by the interaction of key drivers such as aircraft or engine deliveries and economic variables. The core Department uses Monte-Carlo simulation to understand the effect of different scenarios for these drivers on the valuation of each contract. The core Department considers that the carrying value is a reasonable approximation of the fair value of RLI. The carrying value of the investments derived from the discounted cash flow model at 31 March 2019 was £1,058 million (31 March 2018: £1,047 million). The historic cost, including repayments to date and excluding accrued income, of the portfolio at 31 March 2019 was £399 million (31 March 2018: £227 million). Sensitivity analysis The core Department has developed a Monte-Carlo based approach which uses the software package @Risk to assess the impact of uncertainty on forecast income, overall contract values, and enhance the robustness of the valuation process. Uncertainties are addressed by constructing different scenarios for the key drivers and then assigning probabilities to these scenarios to implement a Monte-Carlo simulation of the contracts on a contract-by-contract basis. The key variables include: programme development delays, changes to entry into service and out of service dates, production levels, market shares and economic variables used as inflation measures. The contracts are highly complex and generally distinct from each other in their terms and structure, yet there are cases of significant interdependencies between contracts and correlations between variables. The model is iterated ten thousand times to produce distributions of income for each contract and thus the overall portfolio. Each iteration of the model produces an income forecast. These are collated and used to form an income distribution. It is from this distribution that the value of the portfolio is calculated. In order to give an assessment of potential volatility for the portfolio, we calculate the 5th and 95th percentiles from the income distribution - 90% of all the iterations outputted from the Monte-Carlo simulation lie between these particular percentile points. The lower (5th) and upper (95th) points which define this interval were £1,004 million and £1,090 million respectively, at 31 March 2019 (2017-18: £399 million and £1,076 million). Risk Market Risk This constitutes the largest area of potential risk in the portfolio as the primary method of the calculation of income streams is based on the forecasts of aircraft or engine deliveries. The core Department uses internal analysis, company information and third-party information to forecast deliveries and ultimately future income on each investment over the life of the investment period. Deliveries in the short term are driven by variables which include manufacturer production plans, market cycles, customer demand and availability of financing. Medium and longer-term deliveries will be influenced by overall market growth and the level of deliveries on a year-to-year pro rata basis. A negative shift in any one major market can result in the core Department not being able to recover its investment in whole or in part, although once deliveries have commenced some level of income is usually due to the core Department. The core Department aims to minimise risk of under-recovery of investments by carrying out a full evaluation of each business case submitted for launch investment support, and by monitoring programmes for the substantive life of the contracts to allow it to assess exposure to risks (including project risk, market risk and technical risk). Interest Rate Risk A number of the contracts use retail price indexes (such as RPI and RPIX) or other surrogates as a tool to inflate the value of income due to the core Department over time. As such there is a risk relating to the forecasting of these indexes and surrogates within the valuation, although we estimate that the risk is relatively low and the overall impact relatively minor. Foreign Exchange Risk The core Department has a small number of contracts which may deliver a US Dollar denominated income in their later stages which would be translated into pounds sterling. We assess these income streams as relatively low value, thus exchange rate risk exists but is minimal in the context of the overall portfolio. Credit Risk Company failure could result in the core Department’s investment not being recovered in whole or in part. The core Department seeks to offset this low probability risk by analysing the financial health of any applicant at the time of application for launch investment and reviewing financial health as part of the programme monitoring activity. In addition, contracts aim to contain provisions which will (as a minimum) not disadvantage the core Department compared to other creditors in the event of a corporate failure. The core Department takes steps to monitor the payments that become due to companies under launch investment contracts to ensure they comply with the terms of the contracts. Finally, the contracts also require the company’s auditors to confirm that all payments have been made correctly and to identify any errors made. Other Risk The core Department’s investments are exposed to wider risks such as economic downturns or market shocks from natural or non-natural events. These risks may adversely impact the value and timing of the income received by the core Department. The core Department seeks to manage this risk by actively monitoring such events when they arise to assess any potential impact. Financial Statements \<page_number>173\</page_number> 174 Annual report and accounts 2018-19 11.2 Other loans and investments <table> <thead> <tr> <th></th> <th>Gifts and bonds</th> <th>Private sector loans</th> <th>Property related holdings</th> <th>Private sector equities (listed shares securities)</th> <th>Private investment funds</th> <th>Other investments</th> <th>Total investments</th> <th></th> </tr> <tr> <td></td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>Dn</td> <td>Dn</td> <td>Dn</td> <td>£m</td> </tr> </thead> <tbody> <tr> <td>Balance at 1 April 2017</td> <td>46</td> <td>14</td> <td>423</td> <td>65</td> <td>266</td> <td>443</td> <td>266</td> <td>376</td> <td>2,673</td> </tr> <tr> <td>Auditions</td> <td>12</td> <td>-</td> <td>306</td> <td>-</td> <td>7</td> <td>299</td> <td>215</td> <td>839</td> <td>(592)</td> </tr> <tr> <td>Redemptions</td> <td>-</td> <td>(111)</td> <td>(23)</td> <td>-</td> <td>(18)</td> <td>(98)</td> <td>(220)</td> <td>(32)</td> <td>(971)</td> </tr> <tr> <td>Redemptions - Implement revivals - Balance at 31 March 2018 - ILRS 9 adjustment - transfers between categories - ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - Other ILRS 9 adjustment - OtherILR <table><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr><tr><td></td><td>(1)</td><td>-</td><td>61</td><td>(42)</td><td>61</td><td>(25)</td><td>(317)</td><td>(76)</td><td>-</td></tr><tr><td>Fresh balance at 1 April 2018 Auditions Redemptions Redemptions Lumping discount Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revivals Implement revals implement reversals Loan provided for in-year use of the total Core Department and Agencies NPDAs and other designated bodies Balance at 31 March 2018 Balance at 31 March 2018 Balance at 31 March Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at Balance at <table><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr><tr><td></td><td>(25)</td><td>(1)</td><td>(228)</td><td>-</td><td>(24)</td><td>-</td><td>(616)</td><td>(250)</td><td>(31)</td></tr><tr><td>Lumping discount Implemen <table><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr><tr><td></td><td>(2)</td><td>-</td><td>-</td><td>(16)</td><td>-</td><td>-</td><td>(28)</td><td>(43)</td><td>(2)</td></tr><tr><table> ```html <table border="1"> <thead> <tr style="background-color: #f0f0f0;"> <th>Description of the table:</th> <th colspan="8">Balance of the fund on the specified date.</th> </tr> <tr style="background-color: #f0f0f0;"> <th>Description of the table:</th> <th>Taxation status of the fund (e.g., "Taxable" or "Exempt")<br/>Fund type (e.g., "Investment Fund", "Real Estate Fund")<br/>Fund category (e.g., "Private Equity", "Venture Capital")<br/>Fund size (e.g., "Small", "Medium", "Large")<br/>Fund location (e.g., "Global", "Regional", "Local")<br/>Fund structure (e.g., "Limited Partnership", "Societas", "Limited Liability Company")<br/>Fund management fee (%)<br/>Fund performance fee (%)<br/>Fund minimum investment amount<br/>Fund maximum investment amount<br/>Fund duration (e.g., "Short-term", "Medium-term", "Long-term")<br/>Fund liquidity (e.g., "Highly liquid", "Moderately liquid", "Low liquidity")<br/>Fund risk profile (e.g., "Low risk", "Medium risk", "High risk")<br/>Fund investment strategy (e.g., "Value Investing", "Growth Investing", "Dividend Investing")<br/>Fund investment horizon (e.g., "Short-term", "Medium-term", "Long-term")<br/>Fund investment geography (e.g., "Global", "Regional", "Local")<br/>Fund investment industry (e.g., "Technology", "Healthcare", "Finance")<br/>Fund investment sector (e.g., "Technology", "Healthcare", "Finance")<br/>Fund investment product type (e.g., "Equity", "Debt", "Alternative Investments")<br/>Fund investment currency (e.g., "$", "€", "GBP")<br/>Fund investment language (e.g., English, French, Spanish)<br/>Fund investment country of origin (e.g., United States, United Kingdom, France)<br/>Fund investment country of destination (e.g., United States, United Kingdom, France)<br/>Fund investment country of operation (e.g., United States, United Kingdom, France)<br/>Fund investment country of registration (e.g., United States, United Kingdom, France)<br/>Fund investment country of domicile (e.g., United States, United Kingdom, France)<br/>Fund investment country of residence (e.g., United States, United Kingdom, France)<br/>Fund investment country of incorporation (e.g., United States, United Kingdom, France)<br/>Fund investment country of registration (e.g., United States, United Kingdom, France)<br/>Fund investment country of domicile (e.g., United States, United Kingdom, France)<br/>Fund investment country of residence (e.g., United States, United Kingdom, France)<br/>Fund investment country of incorporation (e.g., United States, United Kingdom, France)<br/>Fund investment country of registration (e.g., United States, United Kingdom, France)<br/>Fund investment country of domicile (e.g., United States, United Kingdom, France)<br/>Fund investment country of residence (e.g., United States, United Kingdom, France)<br/>Fund investment country of incorporation (e.g., United States, United Kingdom, France)<br/>Fund investment country of registration (e.g., United States, United Kingdom, France)<br/>Fund investment country of domicile (e.g., United States, United Kingdom, France)<br/>Fund investment country of residence (e.g., United States, United Kingdom, France)<br/>Fund investment country of incorporation (e.g., United States, United Kingdom, France)<br/>Fund investment country of registration (e.g., United States, United Kingdom, France)<br/>Fund investment country of domicile (e.g., United States, United Kingdom, France)<br/>Fund investment country of residence (e.g., United States, United Kingdom, France)<br/>Fund investment country of incorporation (e.g., United States, United Kingdom, France)<br/>Fund investment country of registration (e.g., United States, United Kingdom, France)<br/>Fund investment country of domicile (e.g., United States, United Kingdom, France)<br/>Fund investment country of residence (e.g., United States, United Kingdom, France)<br/>Fund investment country of incorporation (e.g., United States, United Kingdom, France)<br/>Fund investment country of registration (e.g., United States, United Kingdom, France)<br/>Fund investment country of domicile (e.g., United States, United Kingdom, France)<br/>Fund investment country of residence (e.g., United States, United Kingdom, France)<br/>Fund investment country of incorporation (e.g., United States, United Kingdom, France)<br/>Fund investment country of registration (e.g., United States, United Kingdom, France)<br/>Fund investment country of domicile (e.g., United States, United Kingdom, France)<br/>Fund investment country of residence (e.g., United States, United Kingdom, France)<br/>Fund investment country of incorporation (e.g., United States, United Kingdom, France)<br/>Fund investment country of registration (e.g., United States, United Kingdom, France)<br/>Fund investment country of domicile (e.g., United States, United Kingdom, France)<br/>Fund investment country of residence (e.g., United States, United Kingdom, France)<br/>Fund investment country of incorporation (e.g., United States, United Kingdom, France)<br/></table> ``` Core Department Investment Funds Investment funds are classified as ‘fair value through profit or loss’ (FVTPL) financial assets and are measured at fair value in accordance with IFRS 9. Fair value gains and losses are recognised directly in the SoCNE. In 2017-18 prior to the adoption of IFRS 9, they were classified as ‘available for sale financial assets’ and measured at fair value in accordance with IAS 39 with fair value movements recognised in Other Comprehensive Income, rather than the SoCNE. After initial recognition, the fair value is based upon the valuations prepared by the fund managers. They are taken from the most recent set of annual accounts for each of the funds and, where available, updated with interim fund manager valuations. These investments support private sector led venture capital to stimulate private investment into early stage small and medium-sized enterprise (SME) businesses. NDPBs and other designated bodies Gilts and Bonds The Nesta Trust holds investments in bonds. The investments in corporate bonds are measured at ‘amortised cost’ in accordance with IFRS 9. In 2017-18, prior to the adoption of IFRS 9, under IAS 39, they were classified as ‘available-for-sale financial assets’, and measured at fair value based on market quotes (31 March 2018: £59 million). Private sector loans British Business Bank (BBB), Fleetbank Funding Ltd (FFL) and UK Research and Innovation (UKRI) have entered into loan agreements with parties within the private sector. The loans within the Departmental Group are carried at historic cost as a proxy for amortised cost because the NDPBs and other designated bodies have determined that there is no material difference between historical cost and amortised cost. As part of the review undertaken on financial instruments on transition to IFRS 9, it was identified that £57 million of financial instruments held by BBB that were disclosed as an investment fund, and would be more appropriately disclosed as a private sector loan. The balance at 31 March 2018, has been transferred to the Private Sector Loan category. Remeasurement of the loan value including related expected credit losses has led to an adjustment on adoption of IFRS 9 of £2 million to BBB’s private sector loans. As at 31 March 2019, £784 million of loans were held by NDPBs and other designated bodies (31 March 2018: £598 million). The value of loans held by BBB as at 31 March 2019 was £432 million (31 March 2018: £397 million). The conditions attached to each loan vary depending on the details of the arrangement. Repayment schedules have been agreed and all loans are expected to be repaid at the end of the loan term. During the reporting period BBB made loans of £26 million (31 March 2018: £239 million) to private companies through the BFP Small Business and Investment Programme schemes. BBB provides invoice discount finance and peer to peer lending through the Investment Programme funds which were valued at £233 million at 31 March 2019 (31 March 2018: £242 million). During 2018-19, FFL made loans of £141 million (31 March 2018: £66 million) to private companies through the Enable Loan Programme scheme. The value of loans held by FFL as at 31 March 2019 was £330 million (31 March 2018: £189 million). Property related holdings These holdings relate to a number of marketable real estate investment funds and were assessed as part of the transition to IFRS 9 and transferred to the Investment Funds category within note 11.2. These assets are measured at ‘fair value through profit or loss’ (FVTPL) in accordance with IFRS 9, with their fair value movements recognised directly in the SoCNE. In 2017-18, prior to the adoption of IFRS 9, under IAS 39, they were held as ‘available for sale financial assets’. Financial Statements \<page_number>175\</page_number> \<page_number>176\</page_number> Annual report and accounts 2018-19 Private Sector Shares, Equities (listed securities) and Private equities At 31 March 2019 the Departmental Group held £164 million of private sector shares. These were held by BIS (Postal Services Act 2011) Company Ltd, Nesta Trust and UKRI. These are measured at ‘fair value through other comprehensive income’, with movements going through the statement of taxpayers’ equity and other reserves. Private Sector shares were split between listed securities and private equities as at 31 March 2018. Following the IFRS 9 review, reclassification between categories has been made to ensure a consistent disclosure. In particular, £39 million of listed securities and £3 million of private equities were transferred into private sector shares, with the remainder £544 million (made up of £230 million Equities (listed securities) and £314 million Private Equites) being transferred to investment funds. In addition, £25 million was reclassified from Other investments to Private Sector shares and £32 million was reclassified from investment funds, relating to holdings in private sector shares. The fair values are estimated based on a variety of valuation techniques, adopted by the investment managers that comply with the International Private Equity and Venture Capital (PEVC) Valuation Guidelines or the valuation guidelines produced by the British Venture Capital Association (BVCA). Valuation techniques used include the use of earnings multiples, discounted cash flows analysis, and net asset values. Investment Funds BBB, Nesta Trust, BIS (Postal Services Act 2011) Company Limited, Northern Powerhouse Investment Limited and Midlands Engine Investments Limited hold investment funds. The value invested at 31 March 2019 was £1,968 million (31 March 2018: £1,932 million). In accordance with IFRS 9, the investments are valued at fair value through profit and loss, with any movements being directly to the SoCNE. In 2017-18, prior to the adoption of IFRS 9 under IAS 39 they were classified as ‘available-for-sale financial assets’ with fair value movements recognised in Other Comprehensive Income. As part of the implementation review for IFRS 9, it was identified that financial investments of £42 million previously disclosed as Property, Related Holdings, £230 million previously disclosed as Equities (listed securities), £314 million previously disclosed as Private equities and £50 million previously disclosed as Other investments, were reclassified as Investments Funds which better represent their nature. £61 million was transferred out of investment funds to private sector loans, and £31 million was transferred out into private sector shares. BBB held investment funds valued at £1,281 million at 31 March 2019 (31 March 2018: £1,195 million). The most significant investment is in the Business Finance Partnership (BFP) for medium sized businesses at 31 March 2019, this was valued at £435 million (31 March 2018: £551 million). The BFP aims to increase the supply of capital through non-bank lending channels and, in the longer term, to help to diversify the sources of finance available to businesses. BBB also has an investment fund in Enterprise Capital Funds which were valued at £222 million at 31 March 2019 (31 March 2018: £182 million). The fair value of the investments in BIS (Postal Services Act 2011) Company Ltd as at 31 March 2019 was £254 million (31 March 2018: £305 million). These investments primarily comprised investments in European and North American unquoted shares. Under IFRS 9, embedded derivatives are no longer assessed separately from the host instrument, leading to the transfer of BBB’s £31 million of embedded derivatives to the investment fund category, prior to the adoption of IFRS 9, under IAS 39 this was disclosed as a Derivative. Other Investments Other investments includes UK Green Infrastructure Platform Ltd investments which are classified as ‘fair value through profit and loss’ in accordance with IFRS 9. The fair value of these investments as at 31 March 2019 was £68 million (31 March 2018: £132 million). Investments included within this category as at 31 March 2018 were assessed under IFRS 9 and transferred to more appropriate categories accordingly. Financial Statements \<page_number>177\</page_number> 12 Recoverable contract costs The Group has commercial agreements in place under which some or all of the expenditure required to settle nuclear provisions will be recovered from third parties. Net recoverable costs at 31 March 2019 were £1,820 million (31 March 2018: £3,346 million). <table> <thead> <tr> <td></td> <td colspan="2">Departmental Group</td> </tr> <tr> <td></td> <td>31 March 2019</td> <td>31 March 2018 restated</td> </tr> </thead> <tbody> <tr> <td><strong>Recoverable contract costs relating to nuclear provisions</strong></td> <td><strong>£m</strong></td> <td><strong>£m</strong></td> </tr> <tr> <td>Gross recoverable contract costs</td> <td>5,046</td> <td>7,081</td> </tr> <tr> <td>Less applicable payments received on account</td> <td>(3,092)</td> <td>(3,192)</td> </tr> <tr> <td>Less associated contract loss provisions</td> <td>(334)</td> <td>(543)</td> </tr> <tr> <td><strong>Balance at 31 March</strong></td> <td><strong>1,620</strong></td> <td><strong>3,346</strong></td> </tr> </tbody> </table> The Gross recoverable contract costs disclosed in the BEIS 2017-18 Annual Report and Accounts has been restated to be align with the Nuclear Decommissioning Authority’s disclosure. This has increased the Gross recoverable contract costs by £292 million and increased the amount deducted from the associated contract loss provision of £292 million. This is solely a disclosure adjustment, as BEIS discloses the net position for Recoverable contract costs, Nuclear decommissioning provision, Contract loss provision (Note 19) and Payments received on account disclosed in Trade and other receivables, which are unaffected by the disclosure change as the net values were correctly reported in the BEIS 2017-18 Annual Report and Accounts. The above balances relate to the Nuclear Decommissioning Authority. The movements in gross recoverable contract costs during the year were: <table> <thead> <tr> <td></td> <td colspan="2">Departmental Group</td> </tr> <tr> <td></td> <td>31 March 2019</td> <td>31 March 2018 restated</td> </tr> </thead> <tbody> <tr> <td><strong>Gross recoverable contract costs at 1 April</strong></td> <td><strong>£m</strong></td> <td><strong>£m</strong></td> </tr> <tr> <td>Gross recoverable contract costs at 31 March</td> <td>5,046</td> <td>7,081</td> </tr> <tr> <td>Increase/(decrease) in year</td> <td>(1,510)</td> <td>6,885</td> </tr> <tr> <td>Unwinding of discount</td> <td>(83)</td> <td>(49)</td> </tr> <tr> <td>Release in year - continuing operations</td> <td>(276)</td> <td>(291)</td> </tr> <tr> <td>Amortisation of recoverable contract costs</td> <td>(166)</td> <td>(228)</td> </tr> <tr> <td><strong>Gross recoverable contract costs at 31 March </strong></td> <td><strong>7,081</strong></td> <td><strong>6,885</strong></td> </tr> </tbody> </table> The gross balance of recoverable contract costs of £5,046 million (31 March 2018 restated: £7,081 million) comprises £1,617 million (31 March 2018: £1,783 million) of past costs which were incurred before the revenue recognition period of the related contracts and will be amortised in future years in line with revenue and £3,429 million (31 March 2018 restated: £5,298 million) of probable future costs which form part of the nuclear decommissioning provision (Note 19) and will be released as they are incurred. Further details are published in the NDA’s accounts. \<page_number>178\</page_number> Annual report and accounts 2018-19 The movement in the gross recoverable contract costs during the year broken down by the type of costs are detailed in the table below: <table> <thead> <tr> <th></th> <th colspan="3">Departmental Group<br>2018-19</th> <th colspan="3">Departmental Group<br>2017-18</th> </tr> <tr> <th></th> <th>Historic costs<br>£m</th> <th>Future costs<br>£m</th> <th>Total costs<br>£m</th> <th>Historic costs<br>£m</th> <th>Future costs<br>£m</th> <th>Total costs<br>£m</th> </tr> </thead> <tbody> <tr> <td><strong>Balance at<br>1 April</strong></td> <td>1,783</td> <td>5,298</td> <td>7,081</td> <td>2,011</td> <td>4,874</td> <td>6,885</td> </tr> <tr> <td>Increase in the year</td> <td>-</td> <td>(1,510)</td> <td>(1,510)</td> <td>-</td> <td>764</td> <td>764</td> </tr> <tr> <td>Unwinding of discount</td> <td>-</td> <td>(83)</td> <td>(83)</td> <td>-</td> <td>(49)</td> <td>(49)</td> </tr> <tr> <td>Amortisation</td> <td>(166)</td> <td>-</td> <td>(166)</td> <td>(228)</td> <td>-</td> <td>(228)</td> </tr> <tr> <td>Release in year</td> <td>-</td> <td>(276)</td> <td>(276)</td> <td>-</td> <td>(291)</td> <td>(291)</td> </tr> <tr> <td><strong>Balance at<br>31 March</strong></td> <td><strong>1,617</strong></td> <td><strong>3,429</strong></td> <td><strong>5,046</strong></td> <td><strong>1,783</strong></td> <td><strong>5,298</strong></td> <td><strong>7,081</strong></td> </tr> </tbody> </table> The historic costs within the above are deemed contract assets under IFRS 15 ‘Revenue from Contracts with Customers’. The opening balances, amortisation in period and closing balances for each main contract type are: <table border="1"> <thead border="1"> <tr border="1"> <th colspan="3" style="text-align:center;">Departmental Group<br>2018-19</th> <th colspan="3" style="text-align:center;">Departmental Group<br>2017-18</th> </tr> </thead> <!-- Spent fuel reprocessing and associated waste management --> <!-- Spent fuel reprocessing and associated waste management --> <!-- Spent fuel reprocessing and associated waste management --> <!-- Spent fuel reprocessing and associated waste management --> <!-- Spent fuel reprocessing and associated waste management --> <!-- Spent fuel receipt and management --> <!-- Spent fuel receipt and management --> <!-- Spent fuel receipt and management --> <!-- Spent fuel receipt and management --> <!-- Spent fuel receipt and management --> <!-- Total --> <!-- Total --> <!-- Total --> <!-- Total --> <!-- Total --> <!-- Balance at 1 April --> <!-- Balance at 1 April --> <!-- Balance at 1 April --> <!-- Balance at 1 April --> <!-- Balance at 1 April --> <!-- Amortisation --> <!-- Amortisation --> <!-- Amortisation --> <!-- Amortisation --> <!-- Amortisation --> <!-- Balance at 31 March --> <!-- Balance at 31 March --> <!-- Balance at 31 March --> <!-- Balance at 31 March --> <!-- Balance at 31 March --> <table border="1"> <!-- Spent fuel reprocessing and associated waste management --> <!-- Spent fuel reprocessing and associated waste management --> <!-- Spent fuel reprocessing and associated waste management --> <!-- Spent fuel reprocessing and associated waste management --> <!-- Spent fuel reprocessing and associated waste management --> <!-- Spent fuel receipt and management --> <!-- Spent fuel receipt and management --> <!-- Spent fuel receipt and management --> <!-- Spent fuel receipt and management --> <!-- Spent fuel receipt and management --> <!-- Total --> <!-- Total --> <!-- Total --> <!-- Total --> <!-- Total --> <table border="1"> <!-- Balance at 1 April --> <!-- Balance at 1 April --> <!-- Balance at 1 April --> <!-- Balance at 1 April --> <!-- Balance at 1 April --> <table border="1"> <!-- Amortisation --> <!-- Amortisation --> <!-- Amortisation --> <!-- Amortisation --> <!-- Amortisation --> <table border="1"> <!-- Balance at 31 March --> <!-- Balance at 31 March --> <!-- Balance at 31 March --> <!-- Balance at 31 March --> <!-- Balance at 31 March --> <table border="1"> <tr style="border-top: double;"> <td style="border-bottom: double;"></th><th style="border-bottom: double;">Spent fuel reprocessing and associated waste management<br>                                                             £m<br> </th><th style="border-bottom: double;">Spent fuel receipt and management<br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br>&ndash; &ndash; &ndash; &ndash; &ndash; &ndash; &ndash; &ndash; &ndash; &ndash; &ndash; &ndash; &ndash; &ndash; &ndash; &ndash; &ndash; &ndash; &ndash; &ndash; &ndash; &ndash; &ndash; &ndash; &ndash;</th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Spent fuel reprocessing and associated waste management<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Spent fuel receipt and management<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><th style="border-bottom: double;">Total<br><br></th><thal colspan='2' align='center'>Departmental Group<br>2018-19<th colspan='2' align='center'>Departmental Group<br>2017-18<th colspan='2' align='center'></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='4' align='left' class='table_header_text'><b>The historic costs within the above are deemed contract assets under IFRS 'Revenue from Contracts with Customers'. The opening balances, amortisation in period and closing balances for each main contract type are:</b></table> <table border='0'> <tr class='header_bottom_margin'> <td colspan='<page_number>' align='<page_number>' class='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_number>'/></page_number>' align='<page_page_num_2_>/p' <p align="<p>" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align="<p" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p align "<p>" <p alignment="" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned" "aligned"<div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><div id=""><<div id="">The historic costs within the above are deemed contract assets under IFRS <code>"Financial Instruments"</code>,and therefore,are ordinarily required to be reviewed for expected credit loss impairment. The above contract asset balance comprise costs which have been previously incurred and are now being ammortised in each reporting period. They are matched in full by payments on account,and therefore,a credit loss impairment is not required.</code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code></code>.</span Financial Statements <page_number>179</page_number> 13 Investments in Joint Ventures and Associates <table> <thead> <tr> <th></th> <th colspan="2">31 March 2019</th> <th colspan="2">31 March 2018</th> </tr> <tr> <td></td> <td>Core Department and Agencies</td> <td>£m</td> <td>Core Department and Agencies</td> <td>£m</td> </tr> </thead> <tbody> <tr> <td>Balance at 1 April</td> <td>-</td> <td>367</td> <td>-</td> <td>347</td> </tr> <tr> <td>Opening balance transfer of investments</td> <td>-</td> <td>461</td> <td>-</td> <td>-</td> </tr> <tr> <td><strong>Revised balance at 1 April</strong></td> <td>-</td> <td><strong>628</strong></td> <td>-</td> <td><strong>347</strong></td> </tr> <tr> <td>Additions</td> <td>-</td> <td>37</td> <td>-</td> <td>7</td> </tr> <tr> <td>Dividends</td> <td>-</td> <td>(87)</td> <td>-</td> <td>-</td> </tr> <tr> <td>Disposals</td> <td>-</td> <td>-</td> <td>- (1)</td> <td>-</td> </tr> <tr> <td>Profit/(Loss)</td> <td>-</td> <td>186</td> <td>-</td> <td>1</td> </tr> <tr> <td>Impairments</td> <td>-</td> <td>(1)</td> <td>-</td> <td>-</td> </tr> <tr> <td>Revaluations</td> <td>-</td> <td>76</td> <td>-</td> <td>13</td> </tr> <tr style="border-top: 1px solid black;"> <th><strong>Balance at 31 March</strong></th> <th style="text-align: right;">-</th> <th style="text-align: right;"><strong>1,039</strong></th> <th style="text-align: right;">-</th> <th style="text-align: right;"><strong>367</strong></th> </tr> </tbody> </table> NDPBs and other designated bodies The Francis Crick Institute Limited United Kingdom Research and Innovation (UKRI) and United Kingdom Atomic Energy Authority (UKAEA) have joint ventures and/or associates. The most significant holding is the Francis Crick Institute Limited (the Crick). The Crick was established in 2010 to deliver a world class interdisciplinary biomedical research centre. UKRI holds 42% (31 March 2018: 42%) of the ordinary shares in the Institute. The remaining shares are held by Cancer Research UK, University College London, the Wellcome Trust, Kings College London and Imperial College of Science, Technology and Medicine. The Institute became fully operational in 2016-17 following the completion of the Crick building. Accordingly, the value of the Departmental Group’s investment at 31 March 2019 is £304 million (31 March 2018: £254 million), reflecting Departmental Group’s share of net assets. This includes a £48 million upwards revaluation adjustment in 2018-19 (£2017-18: nil million) which aligns the Crick’s property, plant and equipment accounted for under the ‘historic cost’ model to the Departmental Group’s revaluation model. The principal place of business is Midland Road, London. The results of the Crick are summarised below: <table border="1"> <thead border="1"> <tr border="1"> <th colspan="2" style="text-align: center;">Summarised financial information<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></th></thead> <!-- Current assets --> <!-- Non-current assets --> <!-- Current liabilities --> <!-- Revenue --> <!-- Profit/(loss) from continuing activities --> <!-- Other financial information --> <!-- Cash and cash equivalents --> <!-- Depreciation and amortisation --> <!-- Capital commitments --> <!-- Summary table --> <!-- Current assets --> <!-- Non-current assets --> <!-- Current liabilities --> <!-- Revenue --> <!-- Profit/(loss) from continuing activities --> <!-- Other financial information --> <!-- Cash and cash equivalents --> <!-- Depreciation and amortisation --> <!-- Capital commitments --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> <!-- Financial statements table --> \<page_number>180\</page_number> Annual report and accounts 2018-19 NDPBs and other designated bodies Reclassification of URENCO All investment classifications and accounting judgements have been re-assessed as part of the adoption of IFRS 9 in 2018-19, and this includes the Department’s 33% ordinary share holding in URENCO through Enrichment Holdings Limited (EHL). As a result of the re-assessment, URENCO has been reclassified as an associate from 1 April 2018 at a value of £456 million, with the Department’s share of dividends, profit, and revaluation in 2018-19 being £37 million, £151 million and £31 million respectively. The department’s holding is valued at £551 million. For further details on the changes to the disclosure of income related to URENCO, see note 6.2. The principal place of business is Bells Hill, Stokes Poges, Buckinghamshire. <table> <thead> <tr> <th>Summary financial information</th> <th>2018-19 £m</th> </tr> </thead> <tbody> <tr> <td>Current assets</td> <td>804</td> </tr> <tr> <td>Non-current assets</td> <td>4,846</td> </tr> <tr> <td>Current liabilities</td> <td>(351)</td> </tr> <tr> <td>Non-current liabilities</td> <td>(3,646)</td> </tr> <tr> <td>Revenue</td> <td>1,732</td> </tr> <tr> <td>Profit/(loss) from continuing activities</td> <td>452</td> </tr> </tbody> </table> <table> <thead> <tr> <th>Other financial information</th> <th>2018-19 £m</th> </tr> </thead> <tbody> <tr> <td>Cash and cash equivalents</td> <td>276</td> </tr> <tr> <td>Current financial liabilities (excl trade and other payables and provisions)</td> <td>(30)</td> </tr> <tr> <td>Non-current financial liabilities (excl trade and other payables and provisions)</td> <td>(1,848)</td> </tr> <tr> <td>Depreciation and amortisation</td> <td>(284)</td> </tr> <tr> <td>Amortisation of intangible assets</td> <td>(7)</td> </tr> <tr> <td>Interest income</td> <td>61</td> </tr> <tr> <td>Interest expense</td> <td>(155)</td> </tr> </tbody> </table> 14 Trade and other receivables <table border="1"> <thead> <tr style="background-color: #f0f0f0;"> <th></th> <th colspan="2">31 March 2019 £m</th> <th colspan="2">31 March 2018 £m</th> </tr> <tr style="background-color: #f0f0f0;"> <th></th> <th>Core Department and Agencies Group £m</th> <th>Departmental Group £m</th> <th>Core Department and Agencies Group £m</th> <th>Departmental Group £m</th> </tr> </thead> <tbody> <tr><td><strong>Amounts falling due within one year:</strong></td><td></td><td></td><td></td><td></td></tr> <tr><td>Trade receivables:</td><td>109</td><td>743</td><td>97</td><td>433</td></tr> <tr><td>Other receivables:</td><td></td><td></td><td></td><td></td></tr> <tr><td>VAT and other taxation:</td><td>22</td><td>144</td><td>20</td><td>133</td></tr> <tr><td>Staff receivables:</td><td>-2</td><td>-3</td><td>-1</td><td>-2</td></tr> <tr><td>RPS receivables:</td><td>-57</td><td>-57</td><td>-128</td><td>-128</td></tr> <tr><td>Other:</td><td>-143</td><td>-184</td><td>-196</td><td>-262</td></tr> <tr><td>Contract Assets:</td><td>-6</td><td>-38</td><td>-...</td><td>-...</td></tr> <tr><td>Prepayments and accrued income:</td><td>-108</td><td>-399</td><td>-102</td><td>-385</td></tr> <tr style="border-top: 1px solid black;"><strong>Total Amounts falling due after more than one year:</strong></th><th style="text-align: right;">447<br/>Trade receivables<br/>9<br/>Prepayments and accrued income<br/>Total Amounts falling due after more than one year:</th><th style="text-align: right;">1,568<br/>59<br/>-399<br/>Total Amounts falling due after more than one year:</th><th style="text-align: right;">544<br/>17<br/>-385<br/>Total Amounts falling due after more than one year:</th><th style="text-align: right;">1,343<br/>75<br/></th></tr> <table cellspacing="0" cellpadding="0" border="0"><tbody><tr id="__annotation__rowinterval_0"></tr></tbody></table> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receivables by category.</img> <img>A table showing trade and other receviables Financial Statements \<page_number>181\</page_number> <table> <thead> <tr> <td></td> <td colspan="2">31 March 2019</td> <td colspan="2">31 March 2018</td> </tr> <tr> <td></td> <td>Core Department and Agencies £m</td> <td>Departmental Group £m</td> <td>Core Department and Agencies £m</td> <td>Departmental Group £m</td> </tr> </thead> <tbody> <tr> <td>Other receivables</td> <td>804</td> <td>833</td> <td>915</td> <td>968</td> </tr> <tr> <td>Contract Assets</td> <td>-</td> <td>5</td> <td>-</td> <td>-</td> </tr> <tr> <td>Prepayments and accrued income</td> <td>41</td> <td>-</td> <td>-</td> <td>47</td> </tr> <tr> <td>Total receivables at 31 March</td> <td><strong>813</strong></td> <td><strong>938</strong></td> <td><strong>932</strong></td> <td><strong>1,090</strong></td> </tr> <tr> <td></td> <td><strong>1,260</strong></td> <td><strong>2,506</strong></td> <td><strong>1,476</strong></td> <td><strong>2,433</strong></td> </tr> </tbody> </table> Other receivables held by the core Department include a discounted receivable of £920 million (31 March 2018: £1,033 million) relating to the Government guarantee of certain benefits payable to members and beneficiaries of the Mineworkers' Pension Scheme made after privatisation of the British Coal Corporation in 1994. The undiscounted amount is £1,058 million. The agreement relating to the guaranteed entitles the Government to a portion of any periodic valuation surpluses, generally determined by the Government Actuary following internal valuations, the most recent valuation was at 30 September 2017. The receivables have been classified as Amortised Cost assets in accordance with IFRS 9 Financial Instruments in accordance with IFRS 9 the receivables are recognised at fair value which equates to the future cash flows being discounted at HM Treasury's financial instrument nominal rate of 3.7%. Income of £475 million was recognised in 2018-19 (2017-18: £742 million) in relation to an additional sum receivable from the September 2017 valuation (note 6.1). A contingent asset in relation to a similar financial guarantee for the British Coal Staff Superannuation Scheme is disclosed in note 25. More information about the pension schemes can be found at http://www.mps-pension.org.uk and https://www.bcsss-pension.org.uk. From 1 April 2018, the responsibility for the Redundancy Payment Service (RPS) was transferred from the core Department to the Insolvency Service (INSS). This was accounted for in accordance with the FReM as a Transfer by Absorption, where the carrying value of the RPS Receivable on 1 April 2019 was transferred to INSS. The RPS debtor was transferred out of the core Department in to INSS and as the income and expenditure from 1 April 2018 is incurred by INSS, the comparatives for the core Department have not been restated in line with the FReM guidance for a Transfer by Absorption. The Redundancy Payment Service (RPS) receivable is shown net of an annual impairment. The impairment is calculated by the Insolvency Service using a model which is approved by HMRC. The model calculates the recoverable debt as £57 million as at 31 March 2019 (31 March 2018: £128 million). Previously the rate of recoverability was estimated at 14%. It was recognised that there was a risk that this was over-optimistic and therefore could result in a downward revision in future years. In line with IFRS 9, RPS debts have been grouped into similar types, in this case they have been grouped between preferential or non-preferential debts. Analysis of historic trends of recovery of these types of debts has revealed that the best estimate of recovery is 5.5% for non-preferential, and 40.7% for preferential, as opposed to the overall 14% previously utilised. \<page_number>182\</page_number> Annual report and accounts 2018-19 15 Non-current assets and liabilities held for sale <table> <thead> <tr> <td></td> <td colspan="2">31 March 2019</td> <td colspan="2">31 March 2018</td> </tr> <tr> <td></td> <td>Core Department and Agencies</td> <td>Departmental Group</td> <td>Core Department and Agencies</td> <td>Departmental Group</td> </tr> <tr> <td></td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> </tr> </thead> <tbody> <tr> <td>Balance of assets at 1 April</td> <td>-</td> <td>15</td> <td>1,517</td> <td>2,609</td> </tr> <tr> <td>Additions and reclassifications</td> <td>-</td> <td>-</td> <td>50</td> <td>(12)</td> </tr> <tr> <td>Disposals</td> <td>-</td> <td>-</td> <td>(1,567)</td> <td>(2,582)</td> </tr> <tr> <td>Revaluations</td> <td>-</td> <td>-</td> <td>5</td> <td>-</td> </tr> <tr> <td>Carrying amount of assets at 31 March</td> <td>-</td> <td>20</td> <td>-</td> <td>15</td> </tr> <tr> <td>Balance of liabilities at 1 April</td> <td>-</td> <td>-</td> <td>-</td> <td>(1,000)</td> </tr> <tr> <td>Disposals</td> <td>-</td> <td>-</td> <td>-</td> <td>1,000</td> </tr> <tr> <td>Carrying amount of liabilities at 31 March</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>Carrying amount of net assets at 31 March</td> <td>-</td> <td>20</td> <td>-</td> <td>15</td> </tr> </tbody> <tfoot></tfoot> </table> The 2017-18 disposal related to the sale of the core Department's shareholding in Green Investment Bank (GIB) to Macquarie Group Limited for £1,783 million, against a carrying value of £1,567 million, resulting in a profit on disposal of £186 million, which is disclosed on the face of the Statement of Comprehensive Net Expenditure in the core Department. In the Departmental Group, the net assets at the date of disposal were £1,561 million, resulting in a profit on disposal of £202 million. Further details of the sale can be found in last year's financial statements. No new assets or liabilities have been held for sale in 2018-19. 16 Investments and loans in public sector bodies: current <table border="1"> <thead border="1"> <tr border="1"> <th></th><th colspan="2">31 March 2019</th><th colspan="2">31 March 2018</th></tr><tr border="1"> <th></th><th>Core Department and Agencies<br>£m</th><th>Departmental Group<br>£m</th><th>Core Department and Agencies<br>£m</th><th>Departmental Group<br>£m</th></tr><tr border="1"> <th></th><th colspan="4"></th></tr><tr border="1"> <th></th><th>Balance at 1 April<br>£m</th><th>Balance at 31 March<br>£m</th><th>Balance at 31 March<br>£m</th><th>Balance at 31 March<br>£m</th></tr><tr border="1"> 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Financial Statements <page_number>183</page_number> 17 Cash and cash equivalents <table> <thead> <tr> <td></td> <td style="text-align:center;">31 March 2019</td> <td style="text-align:center;">31 March 2018</td> </tr> <tr> <td></td> <td style="text-align:center;">Core Department and Agencies £m</td> <td style="text-align:center;">Departmental Group £m</td> <td style="text-align:center;">Core Department and Agencies £m</td> <td style="text-align:center;">Departmental Group £m</td> </tr> </thead> <tbody> <tr> <td>Balance at 1 April</td> <td style="text-align:right;">1,246</td> <td style="text-align:right;">2,034</td> <td style="text-align:right;">1,192</td> <td style="text-align:right;">1,819</td> </tr> <tr> <td>Net change in cash and cash equivalent balances</td> <td style="text-align:right;">37</td> <td style="text-align:right;">54</td> <td style="text-align:right;">54</td> <td style="text-align:right;">215</td> </tr> <tr> <td>Balance at 31 March</td> <td style="text-align:right;">1,283</td> <td style="text-align:right;">2,088</td> <td style="text-align:right;">1,246</td> <td style="text-align:right;">2,034</td> </tr> <tr> <td>The following balances at 31 March were held at:</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>The Government Banking Service (GBS)</td> <td style="text-align:right;">1,282</td> <td style="text-align:right;">1,828</td> <td style="text-align:right;">1,244</td> <td style="text-align:right;">1,818</td> </tr> <tr> <td>Commercial banks and cash in hand</td> <td style="text-align:right;">1</td> <td style="text-align:right;">260</td> <td style="text-align:right;">2</td> <td style="text-align:right;">216</td> </tr> <tr> <td>Balance at 31 March</td> <td style="text-align:right;">1,283</td> <td style="text-align:right;">2,088</td> <td style="text-align:right;">1,246</td> <td style="text-align:right;">2,034</td> </tr> </tbody> </table> 18 Trade payables and other liabilities <table> <thead> <tr> <th></th> <th colspan="2" style="text-align:center;"><strong>31 March 2019</strong></th> <th colspan="2" style="text-align:center;"><strong>31 March 2018</strong></th> </tr> <tr> <th></th> <th><strong>Core Department and Agencies £m</strong></th> <th><strong>Departmental Group £m</strong></th> <th><strong>Core Department and Agencies £m</strong></th> <th><strong>Departmental Group £m</strong></th> </tr> </thead> <tbody> ``` <!-- Amounts falling due within one year --> <!-- VAT, social security and other taxation --> <!-- Trade payables --> <!-- Other payables --> <!-- Contract Liabilities --> <!-- Other accruals and deferred income --> <!-- Amounts issued from the Consolidated Fund for supply but not spent at year end --> <!-- Advances from Contingencies Fund --> <!-- Consolidated Fund Extra Receipts due to be paid to the Consolidated Fund: --> <!-- Received --> <!-- Amounts falling due after more than one year: --> <!-- Trade Payables --> <!-- Contract Liabilities (see note 18.1) --> <!-- Other payables, accruals and deferred income --> ``` </tbody> <!-- Amounts falling due within one year: --> <!-- VAT, social security and other taxation --> <!-- Trade payables --> <!-- Other payables --> <!-- Contract Liabilities --> <!-- Other accruals and deferred income --> <!-- Amounts issued from the Consolidated Fund for supply but not spent at year end --> <!-- Advances from Contingencies Fund --> <!-- Consolidated Fund Extra Receipts due to be paid to the Consolidated Fund: --> <!-- Received --> <!-- Amounts falling due after more than one year: --> <!-- Trade Payables --> <!-- Contract Liabilities (see note 18.1) --> <!-- Other payables, accruals and deferred income --> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <tr><th></th><th>Amounts falling due within one year:</th><th></th><th>Amounts falling due after more than one year:</th><th></th></tr><tr><th></th><th>VAT, social security and other taxation<br>Trade payables<br>Other payables<br>Contract Liabilities<br>Other accruals and deferred income<br>Amounts issued from the Consolidated Fund for supply but not spent at year end<br>Advances from Contingencies Fund<br>Consolidated Fund Extra Receipts due to be paid to the Consolidated Fund:<br>Received<br>Amounts falling due after more than one year:</th><th></th><th>VAT, social security and other taxation<br>Trade Payables<br>Contract Liabilities (see note 18.1)<br>Other payables, accruals and deferred income<br>Total payables at 31 March<br>Total trade payables at 31 March<br>Total trade payables at 31 March including other liabilities (see note 18.1)</th><th></th></tr><tr><th></th><th>                                                       </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </th><th> </than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year:</than one year: <page_number>184</page_number> Annual report and accounts 2018-19 18.1 Contract Liabilities <table> <thead> <tr> <td></td> <td style="text-align:center;">Core Department and Agencies</td> <td style="text-align:center;">31 March 2019</td> <td style="text-align:center;">Departmental Group</td> </tr> </thead> <tbody> <tr> <td><strong>Balance at 1 April</strong></td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>IFRS 15 Adjustment to opening balances</td> <td>-</td> <td>2,290</td> <td></td> </tr> <tr> <td><strong>Revised balance at 1 April</strong></td> <td>-</td> <td><strong>2,290</strong></td> <td></td> </tr> <tr> <td>Additions</td> <td>5</td> <td>703</td> <td></td> </tr> <tr> <td>Release to SOCNE</td> <td>-</td> <td>(828)</td> <td></td> </tr> <tr> <td><strong>Balance at 31 March</strong></td> <td><strong>5</strong></td> <td><strong>2,165</strong></td> <td></td> </tr> <tr> <td><strong>Of which:</strong></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Due within 1 year</td> <td>5</td> <td>474</td> <td></td> </tr> <tr> <td>Due in over 1 year</td> <td>-</td> <td>1,691</td> <td></td> </tr> <tr> <td><strong>Balance at 31 March</strong></td> <td><strong>5</strong></td> <td><strong>2,165</strong></td> <td></td> </tr> </tbody> </table> Included under accruals and deferred income are: Core Department Promissory note liabilities with maturities of less than one year of £284 million (31 March 2018: £276 million) and with maturities greater than one year of £1,140 million (31 March 2018: £1,202 million) which represent amounts owed for various ODA (Official Development Assistance) programmes to which the core Department has contributed. During the year the British Business Bank (BBB) loaned the £600 million (2017-18: nil million) un-invested portion of its loan from the Nuclear Liabilities Fund (NLF), £350 million in August 2018 and a further £250 million in December 2018, to the core Department. £75 million of the loan was repaid before the year end. The remaining balance of £525 million is held in Other payables due within one year. Since it is an intercompany transaction, it is eliminated from the Departmental Group balance. See more detail on the NLF loan in the narrative for NDPBs and other designated bodies that follows. NDPBs and other designated bodies The majority of contract liabilities are the sums received on account by the Nuclear Decommissioning Authority relating to income from long term contracts to be recognised within one year of £461 million (31 March 2018: £380 million) and after one year of £1,691 million (31 March 2018: £1,594 million); more details are available in the accounts of the Nuclear Decommissioning Authority. Included in Other payables due within one year in the table above is a loan to BBB from the Nuclear Liabilities Fund (NLF). In August 2018 BBB received a loan from the NLF, a non-consolidated public corporation of the Departmental Group. The purpose of this is for the NLF to achieve a higher rate of return than it has on its investments in the National Loan Fund in previous years. The carrying amount of the borrowing from NLF as at 31 March 2019 was £604 million (31 March 2018: £nil million). Financial Statements \<page_number>185\</page_number> 19 Provisions for liabilities and charges <table> <thead> <tr> <th>Note</th> <th colspan="2">31 March 2019</th> <th colspan="2">31 March 2018</th> </tr> <tr> <td></td> <td>Core Department and Agencies £m</td> <td>Departmental Group £m</td> <td>Core Department and Agencies £m</td> <td>Departmental Group £m</td> </tr> </thead> <tbody> <tr> <td><strong>Current liabilities:</strong></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Not later than one year</td> <td>260</td> <td>3,050</td> <td>278</td> <td>3,332</td> </tr> <tr> <td><strong>Total current liabilities</strong></td> <td><strong>260</strong></td> <td><strong>3,050</strong></td> <td><strong>278</strong></td> <td><strong>3,332</strong></td> </tr> <tr> <td><strong>Non-current liabilities:</strong></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Later than one year and not later than five years</td> <td>883</td> <td>12,235</td> <td>944</td> <td>12,963</td> </tr> <tr> <td>Later than five years</td> <td>1,037</td> <td>119,181</td> <td>1,232</td> <td>224,640</td> </tr> <tr> <td><strong>Total non-current liabilities</strong></td> <td><strong>1,920</strong></td> <td><strong>131,416</strong></td> <td><strong>2,176</strong></td> <td><strong>237,603</strong></td> </tr> <tr> <td><strong>Total at 31 March</strong></td> <td><strong>2,180</strong></td> <td><strong>134,466</strong></td> <td><strong>2,454</strong></td> <td><strong>240,935</strong></td> </tr> <tr> <td><strong>Total provisions</strong></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Nuclear</td> <td>19.1</td> <td>1,346</td> <td>131,094</td> <td>1,412</td> <td>235,101</td> </tr> <tr> <td>Other</td> <td>19.2</td> <td>834</td> <td>3,372</td> <td>1,042</td> <td>5,834</td> </tr> <tr> <th><strong>Total at 31 March</strong></th> <th><strong>2,180</strong></th> <th><strong>134,466</strong></th> <th><strong>2,454</strong></th> <th><strong>240,935</strong></th> </tr> </tbody> </table> The provision liabilities in tables 19.1 and 19.2 below have been discounted to present value using discount rates as provided by HM Treasury who have required a change in the approach to discounting as at 31 March 2019 compared to prior years. Discounting as at 31 March 2018 was applied to real forward cash flows at constant prices as at that date. Discounting as at 31 March 2019 has been applied to nominal cash flows which include allowance for future inflation using a forecast of consumer price inflation provided by HM Treasury except where a more appropriate forecast has been identified for specific provisions. The impact of the change in the discounting approach is included in the “Change in discount rate” movement of provisions. <table border="1"> <thead border="1"> <tr border="1"> <!-- Header row --> <!-- Nominal discount rate --> <!-- Inflation rate --> <!-- Equivalent real discount rate --> <!-- Real discount rate --> <!-- Cash outflows expected within two years --> <!-- Cash outflows expected between two and five years --> <!-- Cash outflows expected between five and ten years --> <!-- Cash outflows expected after ten years --> <!-- Nominal discount rate --> <!-- Inflation rate --> <!-- Equivalent real discount rate --> <!-- Real discount rate --> <!-- Cash outflows expected within two years --> <!-- Cash outflows expected between two and five years --> <!-- Cash outflows expected between five and ten years --> <!-- Cash outflows expected after ten years --> <!-- Nominal discount rate --> <!-- Inflation rate --> <!-- Equivalent real discount rate --> <!-- Real discount rate --> <!-- Cash outflows expected within two years --> <!-- Cash outflows expected between two and five years --> <!-- Cash outflows expected between five and ten years --> <!-- Cash outflows expected after ten years --> <!-- Nominal discount rate --> <!-- Inflation rate --> <!-- Equivalent real discount rate --> <!-- Real discount rate --> <!-- Cash outflows expected within two years --> <!-- Cash outflows expected between two and five years --> <!-- Cash outflows expected between five and ten years --> <!-- Cash outflows expected after ten years --> <!-- Nominal discount rate --> <!-- Inflation rate --> <!-- Equivalent real discount rate --> <!-- Real discount rate --> <!-- Cash outflows expected within two years --> <!-- Cash outflows expected between two and five years --> <!-- Cash outflows expected between five and ten years --> <!-- Cash outflows expected after ten years --> <!-- Nominal discount rate --> <!-- Inflation rate --> <!-- Equivalent real discount rate --> <!-- Real discount rate --> <!-- Cash outflows expected within two years --> <!-- Cash outflows expected between two and five years --> <!-- Cash outflows expected between five and ten years --> <!-- Cash outflows expected after ten years -->                                                                                                                                                 &nb... ... 186 Annual report and accounts 2018-19 19.1 Nuclear provisions <table> <thead> <tr> <td></td> <td>British Energy Authority</td> <td>UK Atomic Energy Authority</td> <td>Core Department and Agencies Total</td> <td>Decommmissioning</td> <td>NDAA</td> <td>Contract loss</td> <td>Departmental Group Total</td> <td>£m</td> </tr> </thead> <tbody> <tr> <td>Balance at 1 April 2017</td> <td>1,286</td> <td>306</td> <td>1,592</td> <td>-</td> <td>161,135</td> <td>-</td> <td>521</td> <td>-</td> <td>165,249</td> </tr> <tr> <td>Net amount deducted from recoverable contract costs</td> <td>-</td> <td>-</td> <td>-</td> <td>(15)</td> <td>(1,286)</td> <td>(15)</td> <td>-</td> <td>-</td> <td>(1,316)</td> </tr> <tr> <td>Unwinding of discount rate change in discount rate provided in the year</td> <td>(14)</td> <td>(1)</td> <td>(1)</td> <td>(15)</td> <td>71,002</td> <td>-</td> <td>70,885</td> <td>-</td> <td>70,885</td> </tr> <tr> <td>Recoverable contract cost release in year provisioned in the year</td> <td>(18)</td> <td>37</td> <td>8</td> <td>45</td> <td>3,462</td> <td>-</td> <td>40</td> <td>-</td> <td>3,447</td> </tr> <tr> <th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th>(291)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,447)</th><th>(3,099)</th><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/></tr> <tr> <td>Balance at 31 March 2018</td> <td>1,098</td> <td>314</td> <td>1,412</td> <td>1,169</TD Financial Statements <page_number>187</page_number> Core Department British Energy As a result of the restructuring of British Energy (BE) in January 2005, the Government assists BE (now EDF Energy Nuclear Generation Limited) in meeting its contractual historic fuel liabilities. The provision is based on the payment schedule for 2023 which was set out in the waste processing contracts agreed between BE, BNEC and the department. The undiscounted liability at 31 March 2019 is £924 million (31 March 2018: £1,098 million). Payments are adjusted in line with the Retail Prices Index and the liability includes allowance for future inflation using a forecast for the index from the Office for Budget Responsibility. The undiscounted liability at 31 March 2019, at prices as at the reporting date so excluding the impact of future inflation, is £956 million (31 March 2018: £1,022 million). UK Atomic Energy Authority (UKAEA) Decommissioning The decommissioning provision represents the estimated costs of decommissioning fusion research facilities at UKAEA's Culham site, including the storage, processing and eventual disposal of radioactive wastes. The core Department retains the liability for these costs. Given that much of the work will not be undertaken until well into the future, the provision involves an element of estimation. In addition, the timing of expenditure is dependent on the closure date of the Joint European Torus facility. The discounted liability at 31 March 2019 is £942 million (31 March 2018: £914 million) and reflects a reduction from £948 million reported in 2007-08. The undiscounted liability at 31 March 2019, at prices as at the reporting date so excluding the impact of future inflation, is £402 million (31 March 2018: £273 million). The increase is mainly due to changed requirements for waste preparation and packaging and additional project management and other staffing costs. NDPBs and other designated bodies NDA Decommissioning The NDA's nuclear decommissioning liability represents NDA's best estimate of the costs of decommissioning plant and equipment on each of the designated nuclear licensed sites in accordance with the published strategy. The programme of decommissioning work will take until 2137 but, in preparing the estimate, the NDA has focused in particular on the first 20 years which represent £50 billion out of the total £130 billion provision (31 March 2018: £56 billion out of £233 billion). The estimates are necessarily based on assumptions about the processes and methods likely to be used to discharge the obligations and reflect the latest technical knowledge, existing regulatory requirements, Government policy and commercial considerations. As such, although considerable progress has been made in discharging material being handled, considerable uncertainty remains in the cost estimate, particularly in the later years. Discounting of the forward cash flow estimates to present value also has a significant impact on the liability reported in the Statement of Financial Position of £130 billion at 31 March 2019 (£130 billion), £233 billion). The undiscounted equivalent of this reported liability is £123 billion at 31 March 2019 (£130 billion), £273 billion). The Group auditors continue to include an emphasis of matter paragraph in their audit certificate concerning the overall measurement uncertainty. The NDA has commercial agreements in place under which a portion of the expenditure required to settle certain elements of the decommissioning provision are recoverable from third parties. Changes in future cost estimates of discharging these particular elements are therefore matched by a change in recoverable contract costs. In accordance with IAS 37, these recoverable amounts are not offset against the decommissioning provision but are treated as a separate asset (note 12). \<page_number>188\</page_number> Annual report and accounts 2018-19 Sensitivity Analysis: An increase of 0.5% in the discount rate would reduce the provision to £110 billion, whilst a decrease in discount rate of 0.5% would increase the provision to £158 billion. The change in discount rates (see note 1.23) in the current financial year produced a decrease of £107,764 million (2018: £65,964 million increase). This figure excludes the change relating to inflation plus the recoverable contract costs off-setting balance which otherwise result in a decrease of £95,969 million. Analysis of expected timing of discounted cash flows for the NDA Nuclear Provision is as follows: <table> <thead> <tr> <th></th> <th>Waste Em</th> <th>Research £m</th> <th>Sellafield Em</th> <th>Fuel Manufacturing & Generation Em</th> <th>Others £m</th> <th>2018-19 Total £m</th> <th>2017-18 Total £m</th> </tr> </thead> <tbody> <tr> <td>Up to 1 year</td> <td>77</td> <td>257</td> <td>1,911</td> <td>420</td> <td>70</td> <td>2,735</td> <td>2,855</td> </tr> <tr> <td>2 to 5 years</td> <td>328</td> <td>1,051</td> <td>8,127</td> <td>1,311</td> <td>332</td> <td>11,149</td> <td>11,557</td> </tr> <tr> <td>6 to 20 years</td> <td>2,354</td> <td>1,883</td> <td>30,408</td> <td>1,165</td> <td>596</td> <td>36,406</td> <td>41,442</td> </tr> <tr> <td>21 to 50 years</td> <td>3,907</td> <td>208</td> <td>33,343</td> <td>806</td> <td>488</td> <td>38,752</td> <td>62,942</td> </tr> <tr> <td>50 years +</td> <td>4,788</td> <td>61</td> <td>24,743</td> <td>11,893</td> <td>132</td> <td>41,617</td> <td>115,274</td> </tr> <tr> <td></td><td><strong>11,454</strong></td><td><strong>3,460</strong></td><td><strong>98,532</strong></td><td><strong>15,595</strong></td><td><strong>1,617</strong></td><td><strong>130,658</strong></td><td><strong>234,070</strong></td> </tr> <tr style="font-size: smaller;"> <td></td><td></td><td></td><td></td><td></td><td>(949)</td><td></td><td>(788)</td> </tr> <tr style="font-size: smaller;"> <td>Total NDA Decommissioning Provisions</td><td></td><td></td><td></td><td></td><td>(129,709)</td><td></td><td>(233,282)</td> </tr> <tr style="font-size: smaller;"> <td>Sensitivity Increase Reduction</th></tr><tr style="font-size: smaller;"> <th></th><th colspan="2">Waste Em £m Sellafield Em £m Fuel M&G Em £m Others Em £m 2018-19 Total Em £m 2017-18 Total Em £m <table cellspacing="0" border="0"> <tbody><tr style="font-size: smaller;"> <th>Sensitivity Increase Reduction </th><th colspan="2">Waste Em £m Sellafield Em £m Fuel M&G Em £m Others Em £m 2018-19 Total Em £m 2017-18 Total Em £m <table cellspacing="0" border="0"> <tbody><tr style="font-size: smaller;"> <th>Sensitivity Increase Reduction </th><th colspan="2">Waste Em £m Sellafield Em £m Fuel M&G Em £m Others Em £m 2018-19 Total Em £m 2017-18 Total Em £m <table cellspacing="0" border="0"> <tbody><tr style="font-size: smaller;"> <th>Sensitivity Increase Reduction </th><th colspan="2">Waste Em £m Sellafield Em £m Fuel M&G Em £m Others Em £m 2018-19 Total Em £m 2017-18 Total Em £m <table cellspacing="0" border="0"> <tbody><tr style="font-size: smaller;"> <th>Sensitivity Increase Reduction </th><th colspan="2">Waste Em £m Sellafield Em £m Fuel M&G Em £m Others Em £m 2018-19 Total Em £m 2017-18 Total Em £m <table cellspacing="0" border="0"> <tbody><tr style="font-size: smaller;"> <th>Sensitivity Increase Reduction </th><th colspan="2">Waste Em £m Sellafield Em £m Fuel M&G Em £m Others Em £m 2018-19 Total Em £m 2017-18 Total Em £m <table cellspacing="0" border="0"> <tbody><tr style="font-size: smaller;"> <th>Sensitivity Increase Reduction </th><th colspan="2">Waste Em £m Sellafield Em £m Fuel M&G Em £m Others Em £m 2018-19 Total Em £m 2017-18 Total Em £m <table cellspacing="0" border="0"> <tbody><tr style="font-size: smaller;"> <th>Sensitivity Increase Reduction </th><th colspan="2">Waste Em £m Sellafield Em £m Fuel M&G Em £m Others Em £m 2018-19 Total Em £m 2017-18 Total Em £m <table cellspacing="0" border="0"> <tbody><tr style="font-size: smaller;"> <th>Sensitivity Increase Reduction </th><th colspan="2">Waste Em £m Sellafield Em £m Fuel M&G Em £m Others Em £m 2018-19 Total Em £m 2017-18 Total Em £m <table cellspacing="0" border="0"> <tbody><tr style="font-size: smaller;"> <th>Sensitivity Increase Reduction </th><th colspan="2">Waste Em £m Sellafield Em £m Fuel M&G Em £m Others Em £m 2018-19 Total Em £m 2017-18 Total Em £m <table cellspacing="0" border="0"> <tbody><tr style="font-size: smaller;"> <th>Sensitivity Increase Reduction </th><th colspan="2">Waste Em £m Sellafield Em £m Fuel M&G Em £m Others Em £m 2018-19 Total Em £m 2017-18 Total Em £m <table cellspacing="0" border="0"> <tbody><tr style="font-size: smaller;"> <th>Sensitivity Increase Reduction </th><th colspan="2">Waste Em £m Sellafield Em £m Fuel M&G Em £m Others Em £m 2018-19 Total Em £m 2017-18 Total Em £m <table cellspacing="0" border="0"> <tbody><tr style="font-size: smaller;"> <th>Sensitivity Increase Reduction </th><th colspan="2">Waste Em £m Sellafield Em £m Fuel M&G Em £m Others Em (£ m) 20 m) 2 m) 3 m) m) m) m) m) m) m) m) m) m) m) m) m) m) m) m) m) <table cellspacing="0" border="0"> <tbody><tr style="font-size: smaller;"> <th>Sensitivity Increase Reduction </th><th colspan="2">Waste (£ m) (£ m) (£ m) (£ m) (£ m) (£ m) (£ m) (£ m) (£ m) (£ m) (£ m) (£ m) (£ m) (£ m) (£ m) (£ m) <table cellspacing="0" border="0"> <tbody><tr style="font-size: smaller;"> <th>Sensitivity Increase Reduction </th><th colspan="2">Waste (£ m) (£ m) (£ m) (£ m) (£ m) (£ m) (£ m) (£ m) (£ m) (£ m) <table 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Financial Statements <page_number>189</page_number> a material impact on the provision estimate. A longer delay of say 20 years could materially impact the provision, by approximately £2,100 million. - A delay of 20 years would not necessarily increase the underlying costs of the facility, but would increase the discounted value of the estimate by approximately £1 billion due to the effect of long term negative discount rates. - Activities on the sites primarily used for research (Dounreay, Harwell, and Winfrith) are concerned with final decommissioning of assets and site clearance. Sites will be cleared by 2080. Options are being explored to accelerate site clearance, which in the case of Dounreay would reduce the provision by £360 million: an increase in the cost and/or a delay of past the latest anticipated Interim State date (2033) would increase the provision by up to £180 million. - Sellafield represents activities associated with operation of the site, reprocessing and eventual decommissioning, and includes all site overheads. Principal sensitivities are around the cost of delivering the plan, particularly the costs of new construction, decommissioning and post operational clean out (POCO) work in the long-term (beyond the next twenty years). The potential costs range from a £13,850 million reduction against the current estimate, to a £53,098 million increase. - Fuel manufacturing and generation (which for this purpose includes Magnox and Springfields) programme of work includes defueling the generating stations and preparing for interim Care and Maintenance (complete by 2030) followed by a final site clearance phase around 2070 to 2107. The main cost risk is in the final site clearance phase, which may increase costs by £5,707 million. Conversely a reduction in the costs associated with this phase may reduce costs by £5,707 million. Further details are reported in the Financial review on page 42 of the Annual Report and in the NDA Annual Report and Accounts. Contract loss Contract loss provisions have been recognised by the Nuclear Decommissioning Authority to cover anticipated shortfalls between total income and total expenditure on relevant long term contracts. The amounts are disclosed net after deduction of amounts relating to recoverable contract costs (note 12). The amount provided in the year for contract losses relates to changes in estimates of the costs of existing contracts. The discounted liability at 31 March 2019 is £39 million (31 March 2018: £407 million). Further detail, including movement on the gross provision, can be found in the accounts of the NDA. 19.2 Other provisions <table> <tr> <td></td> <td colspan="3">Concessional</td> <td colspan="3">Legacy</td> <td colspan="3">Core and Agencies</td> <td colspan="3">Coal Authority</td> <td colspan="3">Early departure costs and Group total</td> <td colspan="3">Departmental Group total</td> </tr> <tr> <td></td> <td>British fuel Shipbuilders</td> <td>Shipbuilders</td> <td>aliments</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>Other leases</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> <td>£m</td> </tr> <tr> <td>Balance at 1 April 2017</td> <td>433</td> <td>198</td> <td>131</td> <td>113</td> <td>119</td> <td>964</td> <td>2,618</td> <td>121</td> <td>332</td> <td>4,265</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Change in discount rate provided in the year</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Provisions not required written back - (42)</table><table><tbody><tr><th>(11)</th><th>(7)</th><th>(7)</th><th>(15)</th><th>(16)</th><th>(91)</th><th>(26)</th><th>(20)</th><th>(2)</th><th>(19)</th><th>(69)</th></tr></tbody></table><table><tbody><tr><th>(5)</th><th>(20)</th><th>(10)</th><th>(27)</th><th>(10)</th><th>(31)</th><th>(69)</th></tr></tbody></table><table><tbody><tr><th>(5)</th><th>(20)</th><th>(10)</th><th>(27)</th><th>(10)</th><th>(31)</th><th>(69)</th></tr></tbody></table><table><tbody><tr><th>(5)</th><th>(20)</th><th>(10)</th><th>(27)</th><th>(10)</th><th>(31)</th><th>(69)</th></tr></tbody></table><table><tbody><tr><th>(5)</th><th>(20)</th><th>(10)</th><th>(27)</th><th>(10)</th><th>(31)</th><th>(69)</th></tr></tbody></table><table><tbody><tr><th>(5)</th><table id="table_0"><thead id="thead_0"><tr id="row_0"><thead id=""><tr id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""><thead id=""> Core Department Concessory fuel The provision covers the cost of the core Department's responsibility, arising from government announced guarantees, to provide either solid fuel or a cash alternative to ex-miners formerly employed by British Coal and their dependants and to certain former employees of their entitlements under concessionary fuel for the UK coal mining run-off of UK Coal 2013 and 2015; it includes administration costs. Of the £43,801 million beneficiaries at 31 March 2019, £37,505 have opted for the cash alternative at an average cost per beneficiary of £732 per annum; the average annual cost of solid fuel for the remainder is £1,147 per beneficiary excluding delivery costs and VAT. The provision is based on standard female mortality rates and assumes beneficiaries will continue to switch their entitlement from solid fuel to cash in line with rates observed in the recent past. Costs are expected to be incurred up to 2062. The discounted liability at 31 March 2019 is £363 million (31 March 2018: £463 million); the undiscounted liability at 31 March 2019, at prices as at the reporting date so excluding the impact of future inflation, is £352 million (31 March 2018: £397 million). British Shipbuilders The provision covers the cost of personal injury compensation claims by former employees of British Shipbuilders and its subsidiaries arising primarily from exposure to asbestos during the course of their work. The core Department has taken on full responsibility for the liabilities of the former Corporation which was abolished in March 2013. It is subject to considerable uncertainty. The discounted liability at 31 March 2019 is £134 million (31 March 2018: £201 million); the undiscounted liability of £159 million (31 March 2018: £168 million) is based on an actuarial review as at 31 March 2016 and includes allowance for future inflation judged appropriate by the actuary. The review had identified the range for the potential inflated, undiscounted liability at 31 March 2016 as between £118 million and £389 million with liabilities extending up to 2048. British Coal Corporation Health Liabilities (Legacy ailments) The provision covers the cost of compensation claims relating to personal injuries suffered by former British Coal miners' responsibility for which falls to the core Department by a restructuring scheme under the Coal Industry Act 1994. The discounted liability at 31 March 2019 is £101 million (31 March 2018: £124 million); the undiscounted liability of £98 million, at prices as at the reporting date so excluding the impact of future inflation (31 March 2018: £109 million), is based on forecasts of settlement of claims, taking account of discussion with the core Department's legal advisors and claim handlers and recent actuarial estimates. It is subject to considerable uncertainty and includes undiscounted estimates that may be revised if the current market conditions deteriorate, including phthamate, mesothelioma, pneumoconiosis, pleural thickening, asbestos related conditions, vibration white finger, chronic obstructive pulmonary disease, cancer, pleural plaques and other minor benefits schemes and £19 million (31 March 2018: £19 million) for litigation by former British Coal Coke Oven Workers. The current estimate is that liabilities will extend up to 2050. Onerous leases The core Department has onerous leases in respect of office accommodation at 151 Buckingham Palace Road, 10-18 Victoria Street and other locations. The leases are held by the Government Property Agency but the obligation to finance their running costs remains with the core Department. The department has attempted to mitigate potential losses by subleasing but, given current market conditions and future forecasts, has determined that, at the reporting date, neither the current nor future potential subleases will recover the full costs incurred. The discounted liability at 31 March 2019 is £113 million (31 March 2018: £126 million); the undiscounted liability at 31 March 2019, including the impact of future inflation is £115 million (31 March 2018: £119 million). The liabilities extend to 2026. Financial Statements \<page_number>191\</page_number> \<page_number>192\</page_number> Annual report and accounts 2018-19 NDPBs and other designated bodies Coal Authority The Coal Authority provision relates predominantly to the Authority’s responsibilities for mine water treatment, public safety and subsidence pumping stations. Significant uncertainties are associated with estimation of fully costed in respect of these liabilities. The discounted liability at 31 March 2019 is £2,290 million (31 March 2018: £4,326 million). The undiscounted liability at 31 March 2019 is £2,174 million (31 March 2018: £1,902 million). Further details are reported in the Coal Authority Annual Report and Accounts. Included in other provisions in note 19.2 for the core Department is the Coal Health provision (legacy ailments), which is subject to significant uncertainty. Early departure costs and restructuring £67 million (31 March 2018: £72 million) of the restructuring provision relates to site licence companies and includes continuing annual payments under early retirement arrangements to individuals who retired early, or had accepted early retirement, before 31 March 2019 and will continue at least until the date at which the individual would have reached normal retirement age. The undiscounted equivalent is 31 March 2019 is £68 million (31 March 2018: £76 million). Enterprise Capital Fund Following the introduction of IFRS 9 ‘Financial Instruments’, the British Business Bank’s Enterprise Capital Fund commitments to provide loans under the market rate were designated to be measured at Fair Value through Profit or Loss. As a result, the Departmental Group has transferred out the loan commitment liabilities of £184 million as at 31 March 2018 from “Other provisions” to disclose separately together with financial guarantee liabilities. Further details can be found in note 20 ‘Financial Guarantee and Loan Commitment Liabilities’. 20 Financial Guarantee and Loan Commitment Liabilities <table> <thead> <tr> <th></th> <th colspan="2">31 March 2019</th> <th colspan="2">31 March 2018</th> </tr> <tr> <th></th> <th>Core Department and Agencies £m</th> <th>Departmental Group £m</th> <th>Core Department and Agencies £m</th> <th>Departmental Group £m</th> </tr> </thead> <tbody> <tr> <td>Balance at 1 April</td> <td>61</td> <td>61</td> <td>61</td> <td>61</td> </tr> <tr> <td>IFRS 9 Adjustments to Opening Balances</td> <td>(16)</td> <td>168</td> <td>-</td> <td>-</td> </tr> <tr> <td>Revised balance at 1 April</td> <td>45</td> <td>229</td> <td>61</td> <td>61</td> </tr> <tr> <td>Additions</td> <td>20</td> <td>58</td> <td>17</td> <td>17</td> </tr> <tr> <td>Net remeasurement</td> <td>-</td> <td>(46)</td> <td>(8)</td> <td>(5)</td> </tr> <tr> <td>Called</td> <td>(11)</td> <td>(11)</td> <td>(11)</td> <td>(11)</td> </tr> <tr> <td>Amortisation</td> <td>-</td> <td>(1)</td> <td>(1)</td> <td>(1)</td> </tr> <tr> <td><strong>Balance at 31 March</strong></td> <td><strong>54</strong></td> <td><strong>230</strong></td> <td><strong>61</strong></td> <td><strong>61</strong></td> </tr> <tr> <td colspan="5"><strong>Comparing:</strong></td> </tr> <tr> <td>Financial guarantee liabilities</td> <td>54</td> <td>54</td> <td>61</td> <td>61</td> </tr> <tr> <td>Loan commitment liabilities</td> <td>-</td> <td>176</td> <td>-</td> <td>-</td> </tr> <tr> <td><strong>Balance at 31 March</strong></td> <td><strong>54</strong></td> <td><strong>230</strong></td> <td><strong>61</strong></td> <td><strong>61</strong></td> </tr> <tr> <td colspan="5"><strong>Of which:</strong></td> </tr> <tr> <td>Current liability</td> <td>11</td> <td>11</td> <td>16</td> <td>16</td> </tr> <tr> <td>Non-current liability</td> <td>43</td> <td>219</td> <td>45</td> <td>45</td> </tr> <tr> <td><strong>Balance at 31 March</strong></td> <td><strong>54</strong></td> <td><strong>230</strong></td> <td><strong>61</strong></td> <td><strong>61</strong></td> </tr> </tbody> </table> <img>A table showing financial data for Core Department and Agencies and Departmental Group.</img> <img>A table showing financial data for Core Department and Agencies and Departmental Group.</img> <img>A table showing financial data for Core Department and Agencies and Departmental Group.</img> <img>A table showing financial data for Core Department and Agencies and Departmental Group.</img> <img>A table showing financial data for Core Department and Agencies and Departmental Group.</img> <img>A table showing financial data for Core Department and Agencies and Departmental Group.</img> <img>A table showing financial data for Core Department and Agencies and Departmental Group.</img> <img>A table showing financial data for Core Department and Agencies and Departmental Group.</img> <img>A table showing financial data for Core Department and Agencies and Departmental 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/img/A表格显示财务数据，包括Core、Department和Agencies以及Departmental组。 Financial Statements \<page_number>193\</page_number> Following the introduction of IFRS 9 ‘Financial Instruments’, the British Business Bank’s Enterprise Capital Fund commitments to provide loans under the market rate were designated to be measured at Fair Value through Profit or Loss. As a result, the Departmental Group has transferred out the loan commitment liabilities of £104 million as at 31 March 2016 from “Other provisions” to disclose separately together with financial guarantee liabilities. 21 Retirement benefit obligations The Departmental Group consolidates 9 defined benefit pension arrangements from its designated bodies including: - UK Research and Innovation - Nuclear Decommissioning Authority - Nuclear site licence companies All schemes are accounted for in accordance with IAS 19 ‘Employee Benefits’. They are subject to the UK regulatory framework and under the scope of the scheme specific funding requirement. The schemes’ trustees are responsible for operating these defined benefit plans and have a statutory responsibility for ensuring the schemes are sufficiently funded to meet current and future benefit payments. Defined benefit scheme liabilities expose the Departmental group to material financial uncertainty, arising from factors such as changes in life expectancy and in the amount of pensions payable. Some scheme investments, such as equities, should offer long-term growth in excess of inflation, but can be more volatile in the shorter term than government bonds. The details of each scheme are discussed below. UK Research and Innovation (UKRI) The UKRI operates the legacy Medical Research Council (MRC) defined benefit, final salary pension scheme. A full actuarial evaluation was undertaken as at 31 December 2016 which was rolled forward by the actuary to determine the approximate position as at 31 March 2019. Further details regarding the nature of the benefits provided, regulatory framework, actuarial assumptions, sensitivity analysis, key risks and risk management policy including asset-liability matching strategies, and any funding arrangements or funding policy that may affect future contributions can be found in the accounts of UKRI. Nuclear Decommissioning Authority (NDA) Two defined benefit pension schemes relate to the NDA – the Closed and Nirex sections of the Combined Nuclear Pension Plan (CNPP). Both are closed to new entrants. Full actuarial evaluations were undertaken as at 31 March 2016. The actuaries rolled forward the results to determine approximate positions as at 31 March 2019. Further details regarding the nature of the benefits provided, regulatory framework, actuarial assumptions, sensitivity analysis, key risks and risk management policy including asset-liability matching strategies, and any funding arrangements or funding policy that may affect future contributions can be found in the accounts of NDA. Nuclear site licence companies (SLCs) There are 6 defined benefit final salary pension schemes relating to the 4 SLCs comprising: a) the LLWR section of the CNPP (for LLW Repository Limited), b) the SLC section of the Magnox Electric Group of the ESPS and the Magnox Section of the CNPP (for Magnox Limited), c) the Group Pension Scheme SLC section of the CNPP and the Sellafield section of the CNPP (for Sellafield Limited) and d) the Dounreay Section of the CNPP (for Dounreay Site Restoration Limited). All are closed to new entrants. The most recent triennial actuarial valuations were undertaken as at 31 March 2016 for all six SLCs schemes. The actuaries rolled forward the results to determine approximate positions as at 31 March 2019. \<page_number>194\</page_number> Annual report and accounts 2018-19 Further details regarding the nature of the benefits provided, regulatory framework, key risks and risk management policy including asset-liability matching strategies, and any funding arrangements or funding policy that may affect future contributions can be found in the CNPP Statement of Investment Principles at https://www.cnpp.org.uk/document-library, and in the Electricity Supply Pension Scheme's Annual Reports at https://megtpensions.com/finance-report. <table> <tr> <td></td> <td colspan="2">31 March 2019</td> <td colspan="2">31 March 2018</td> </tr> <tr> <td></td> <td>Funded pension schemes</td> <td>£m</td> <td>Funded pension schemes</td> <td>£m</td> </tr> <tr> <td>Present value of defined benefit obligation at 1 April</td> <td>7,632</td> <td></td> <td>7,568</td> <td></td> </tr> <tr> <td>Interest cost</td> <td>197</td> <td></td> <td>190</td> <td></td> </tr> <tr> <td>Current service cost</td> <td>248</td> <td></td> <td>267</td> <td></td> </tr> <tr> <td>Past service cost</td> <td>15</td> <td></td> <td>6</td> <td></td> </tr> <tr> <td>Benefits paid</td> <td>(231)</td> <td></td> <td>(215)</td> <td></td> </tr> <tr> <td>Actuarial (gains)/losses in financial assumption</td> <td>422</td> <td></td> <td>(127)</td> <td></td> </tr> <tr> <td>Actuarial (gains)/losses on defined benefit obligation due to demographic assumptions</td> <td>(68)</td> <td></td> <td>(103)</td> <td></td> </tr> <tr> <td>Actuarial (gains)/losses arising from experience adjustments</td> <td>13</td> <td></td> <td>20</td> <td></td> </tr> <tr> <td>Employee contributions</td> <td>25</td> <td></td> <td>26</td> <td></td> </tr> <tr> <td>Transfer in</td> <td>(13)</td> <td></td> <td>-</td> <td></td> </tr> <tr style="border-top: none;"> <th>Present value of defined benefit obligation at 31 March</th><th style="text-align:right;">8,240</th><th></th><th style="text-align:right;">7,632</th><th></th> </tr> <!-- Fair Value of Assets Table --> <!-- Fair Value of Assets at 1 April --> <!-- Expected return on plan assets --> <!-- Employer contributions --> <!-- Benefits paid --> <!-- Actuarial gains/(losses) --> <!-- Employee contributions --> <!-- Transfer in --> <!-- Fair value of assets at 31 March --> <!-- Net liability at 31 March --> <table border="1"> <tr><th>Fair value of assets at 1 April</th><th style="text-align:right;">6,946</th><th style="text-align:right;">6,691</th></tr> <tr><th>Expected return on plan assets</th><th style="text-align:right;">179</th><th style="text-align:right;">170</th></tr> <tr><th>Employer contributions</th><th style="text-align:right;">149</th><th style="text-align:right;">143</th></tr> <tr><th>Benefits paid</th><th style="text-align:right;">(231)</th><th style="text-align:right;">(215)</th></tr> <tr><th>Actuarial gains/(losses)</th><th style="text-align:right;">264</th><th style="text-align:right;">131</th></tr> <tr><th>Employee contributions</th><th style="text-align:right;">25</th><th style="text-align:right;">26</th></tr> <tr><th>Transfer in</th><th style="text-align:right;">(13)</th><th style="text-align:right;">-</th></tr> <tr style="border-top: none;"><th>Fair value of assets at 31 March</th><th style="text-align:right;">7,319</th><th style="text-align:right;">6,946</th></tr> <tr><th>Net liability at 31 March</th><th style="text-align:right;">921</th><th style="text-align:right;">686</th></tr> The increase in the net liability at 31 March 2019 compared to 31 March 2018 is primarily due to a decrease in the discount rate applied to the defined benefit obligation for Magnox Limited from 2.6% at 31 March 2018 to 2.4% at 31 March 2019 and for Sellafield Limited from 2.6% at 31 March 2018 to 2.5% at 31 March 2019. Financial Statements \<page_number>195\</page_number> Net (asset)/liability by scheme <table> <thead> <tr> <th></th> <th colspan="2">31 March 2019</th> <th colspan="2">31 March 2018</th> </tr> <tr> <th></th> <th>Present value of defined benefit obligation £m</th> <th>Fair value of assets £m</th> <th>Net liability/(asset) £m</th> <th>Present value of defined benefit obligation £m</th> <th>Fair value of assets £m</th> <th>Net liability/(asset) £m</th> </tr> </thead> <tbody> <tr> <td>UK Research and Innovation - Medical Research Council</td> <td>1,605</td> <td>1,649</td> <td>(44)</td> <td>1,460</td> <td>1,582</td> <td>(122)</td> </tr> <tr> <td>LLW Repository Ltd - LLWR section of CNPP</td> <td>33</td> <td>22</td> <td>11</td> <td>27</td> <td>20</td> <td>7</td> </tr> <tr> <td>Magnox Ltd - SLC section of Magnox Electric Group of ESPS</td> <td>3,298</td> <td>3,214</td> <td>84</td> <td>3,185</td> <td>3,140</td> <td>45</td> </tr> <tr> <td>Magnox Ltd - Magnox section of CNPP</td> <td>161</td> <td>120</td> <td>41</td> <td>141</td> <td>109</td> <td>32</td> </tr> <tr> <td>Sellafield Ltd - Group Pension Scheme SLC section of CNPP</td> <td>707</td> <td>682</td> <td>25</td> <td>682</td> <td>649</td> <td>33</td> </tr> <tr> <td>Sellafield Ltd - Sellafield section of CNPP</td> <td>2,119</td> <td>1,386</td> <td>733</td> <td>1,852</td> <td>1,217</td> <td>635</td> </tr> <tr> <td>Dounreay Site Restoration Ltd - Dounreay section of CNPP</td> <td>159</td> <td>106</td> <td>53</td> <td>130</td> <td>94</td> <td>36</td> </tr> <tr> <td>Nuclear Decommissioning Authority</td> <td>158</td> <td>140</td> <td>18</td> <td>155</td> <td>135</td> <td>20</td> </tr> <tr style="border-top: 1px solid black;"> <th>Total net liability at 31 March</th> <th><strong>8,240</strong></th> <th><strong>7,319</strong></th> <th><strong>921</strong></th> <th><strong>7,632</strong></th> <th><strong>6,946</strong></th> <th><strong>686</strong></th> </tr> </tbody> </table> Asset allocation <table border="1"> <thead align="center"> <tr style="background-color: #f0f0f0;"> <!-- Header row --> <!-- Left column --> <!-- Right column --> <!-- Middle column --> <!-- Title -->                                                               <!-- Subtitle -->                                                                               <!-- Subsubtitle --> 31 March 2019 <!-- Subsubtitle --> Em <!-- Subsubtitle --> 31 March 2018 <!-- Subsubtitle --> Em <!-- Middle column --> <!-- Title --> Em <!-- Subtitle --> Em <!-- Right column --> <!-- Footer row --> <!-- Left column --> <!-- Right column --> <!-- Middle column --> Balance at reporting date 7,319 6,946 <!-- Middle column --> <!-- Title --> Em <!-- Right column --> <!-- Footer row --> <!-- Left column --> <!-- Right column --> <!-- Middle column --> Total asset balance 2,211 2,471 <!-- Middle column --> <!-- Title --> Em <!-- Right column --> <!-- Footer row --> <!-- Left column --> <!-- Right column --> <!-- Middle column --> Total liability/(asset) 765 698 <!-- Middle column --> <!-- Title --> Em <!-- Right column --> <!-- Footer row --> <!-- Left column --> <!-- Right column --> <!-- Middle column --> Net (asset)/liability 7,976 7,849 <!-- Middle column --> <!-- Title --> Em <!-- Right column --> <!-- Footer row --> <!-- Left column --> <!-- Right column --> <!-- Middle column --> Total equity/(liability) 2,471 2,471 <!-- Middle column --> <!-- Title --> Em <!-- Right column --> <!-- Footer row --> <!-- Left column --> <!-- Right column --> <!-- Middle column --> Total debt/(asset) 7,976 7,849 <!-- Middle column --> <!-- Title --> Em <!-- Right column --> <!-- Footer row --> <!-- Left column --> <!-- Right column --> <!-- Middle column --> Total net liability/(asset) 7,976 7,849 </thead> The Magnox schemes had a total asset balance of £3,331 million, of which £119 million of property assets and £1,185 million of other growth assets were not quoted in an active market. The Sellafield schemes had £2,067 million of total assets, the majority of which excluding the amount held in the Trustees' bank account and some private equity investments due to their illiquid nature had a quoted market value in an active market. The UKRI + MRC scheme's total assets of £1,649 million included £451 million of quoted equities and £129 million of quoted bonds. \<page_number>196\</page_number> Annual report and accounts 2018-19 Expected contribution over the next accounting period It is possible that the actual amount paid might be different to the estimated amount. This may be due to contributions, benefits payments or pensionable payroll differing from expected, changes to schemes' benefits or settlement/curtailment events that are currently unknown. <table> <thead> <tr> <th></th> <th>31 March 2019 £m</th> <th>31 March 2018 £m</th> </tr> </thead> <tbody> <tr> <td>UK Research and Innovation - Medical Research Council</td> <td>25</td> <td>27</td> </tr> <tr> <td>LLW Repository Ltd – LLWR section of CNPP</td> <td>1</td> <td>1</td> </tr> <tr> <td>Magnox Ltd – SLC section of Magnox Electric Group of ESPS</td> <td>27</td> <td>39</td> </tr> <tr> <td>Magnox Ltd – Magnox section of CNPP</td> <td>5</td> <td>10</td> </tr> <tr> <td>Sellafield Ltd – Group Pension Scheme SLC section of CNPP</td> <td>7</td> <td>6</td> </tr> <tr> <td>Sellafield Ltd – Sellafield section of CNPP</td> <td>78</td> <td>74</td> </tr> <tr> <td>Dounreay Site Restoration Ltd – DSRL section of CNPP</td> <td>6</td> <td>7</td> </tr> <tr> <td>Nuclear Decommissioning Authority</td> <td>1</td> <td>1</td> </tr> <tr> <td><strong>Total</strong></td> <td><strong>150</strong></td> <td><strong>165</strong></td> </tr> </tbody> </table> Weighted average duration of the defined benefit obligation plans <table> <thead> <tr> <th></th> <th>31 March 2019 £m</th> <th>31 March 2018 £m</th> </tr> </thead> <tbody> <tr> <td>UK Research and Innovation – Medical Research Council</td> <td>21</td> <td>21</td> </tr> <tr> <td>LLW Repository Ltd – LLWR section of CNPP</td> <td>20</td> <td>20</td> </tr> <tr> <td>Magnox Ltd – SLC section of Magnox Electric Group of ESPS</td> <td>16</td> <td>16</td> </tr> <tr> <td>Magnox Ltd – Magnox section of CNPP</td> <td>22</td> <td>22</td> </tr> <tr> <td>Sellafield Ltd – Group Pension Scheme SLC section of CNPP</td> <td>20</td> <td>20</td> </tr> <tr> <td>Sellafield Ltd – Sellafield section of CNPP</td> <td>20</td> <td>20</td> </tr> <tr> <td>Dounreay Site Restoration Ltd – DSRL section of CNPP</td> <td>20</td> <td>30</td> </tr> <tr> <td>Nuclear Decommissioning Authority</td> <td>23</td> <td>23</td> </tr> <tr style="border-top: 1px solid black;"> <th></th><th style="text-align: center;">Dounreay Site Restoration Limited<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></th><th style="text-align: center;">LLW Repository Limited<br></th><th style="text-align: center;">Magnox Limited<br></th><th style="text-align: center;">Sellafield Limited<br></th></tr> <table border="1"> <thead style="background-color: #f0f0f0;"> <tr style="background-color: #f0f0f0;"> <th></th><th style="text-align: center;">2016-19<br>(%)</th><th style="text-align: center;">2017-18<br>(%)<span style="font-size: smaller;"></span></th><th style="text-align: center;">2018-19<br>(%)<span style="font-size: smaller;"></span></th><th style="text-align: center;">2017-18<br>(%)<span style="font-size: smaller;"></span></th><th style="text-align: center;">2018-19<br>(%)<span style="font-size: smaller;"></span></th><th style="text-align: center;">2017-18<br>(%)<span style="font-size: smaller;"></span></th></tr> <tbody> <tr style="background-color: #e0e0e0;"> <th style="text-align: left;">Discount rate<br>(%)</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.4%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.4%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="text-align: right;">2.5%</th> <th style="text-align: right;">2.6%</th> <th style="color:red; font-weight:bold; background-color:#f0f0e0; padding-left:.3em;padding-right:.3em;border-bottom:.3em double black">Discount rate (%)<span class='red'><small>(%)</small></span></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></small></sm Financial Statements <page_number>197</page_number> \| \| Dounreay Site Restoration Limited \| LLW Repository Limited \| Magnox Limited \| Sellafield Limited \| \|---\|---\|---\|---\|---\| \| 2018-19 \| 2017-16 \| 2018-19 \| 2017-18 \| 2018-19 \| 2017-18 \| 2018-19 \| 2017-18 \| \| Life expectancy in years at 60, currently aged 60 (male) \| 28.1 \| \| \| 29.0 \| 29.4 \| \| \| \| Life expectancy in years at 60, currently aged 60 (female) \| 28.6 \| \| \| 30.0 \| 30.3 \| \| \| \| Life expectancy in years at 60, currently aged 40 (female) \| 30.2 \| \| \| 31.1 \| 31.4 \| \| \| Major actuarial assumptions for NDA and UKRI \| Nuclear Decommissioning Authority UK Research and Innovation \| \|---\|---\| \| Discount rate \| 2018-19 \| 2017-18 \| 2018-19 \| 2017-18 \| \| Inflation (Retail Prices Index) \| - \| - \| - \| - \| \| Life expectancy in years at 65, currently aged 65 (male) \| - \| - \| - \| - \| \| Life expectancy in years at 65, currently aged 65 (female) \| - \| - \| - \| - \| \| Life expectancy in years at 65, currently aged 45 (male) \| - \| - \| - \| - \| \| Life expectancy in years at 65, currently aged 45 (female) \| - \| - \| - \| - \| Sensitivity analysis \| Dounreay Site Restoration Limited £m LLW Repository Limited £m Magnox Limited £m Sellafield Limited £m Nuclear Decommissioning Authority £m UK Research and Innovation £m \| \|---\|---\|---\|---\|---\| \| 0.1 percentage point decrease in annual discount rate assumption \| - \| - \| - \| - \| \| 0.1 percentage point increase in inflation assumption \| - \| - \| - \| \| O.5 percentage point decrease in annual discount rate assumption \| - \| \| O.5 percentage point increase in inflation assumption \| \| t year increase in life expectancy \| The table shows the increase in liability that would result from changes in these actuarial assumptions. <table> <thead> <tr> <th></th> <th>Dounreay Site Restoration Limited £m</th> <th>LLW Repository Limited £m</th> <th>Magnox Limited £m</th> <th>Sellafield Limited £m</th> <th>Nuclear Decommissioning Authority £m</th> <th>UK Research and Innovation £m</th> </tr> </thead> <tbody> <tr> <td>0.1 percentage point decrease in annual discount rate assumption</td> <td>-</td> <td>-</td> <td>-</td> <td>63</td> <td>-</td> <td>-</td> </tr> <tr> <td>0.1 percentage point increase in inflation assumption</td> <td>-</td> <td>-</td> <td>-</td> <td>61</td> <td>-</td> <td>-</td> </tr> <tr> <td>O.5 percentage point decrease in annual discount rate assumption</td> <td>17</td> <td>4</td> <td>-</td> <td>347</td> <td>16</td> <td>176</td> </tr> <tr> <td>O.5 percentage point increase in inflation assumption</td> <td>17</td> <td>4</td> <td>-</td> <td>347</td> <td>16</td> <td>128</td> </tr> <tr> <td>t year increase in life expectancy</td> <td>6</td> <td>1</td> <td>148</td> <td>102</td> <td>6</td> <td>48</td> </tr> </tbody> </table> <page_number>198</page_number> Annual report and accounts 2018-19 22 Capital and other commitments Total minimum payments in respect of capital, lease and other commitments <table> <thead> <tr> <td>Note</td> <td colspan="2">31 March 2019</td> <td colspan="2">31 March 2018 restated</td> </tr> <tr> <td></td> <td>Core Department and Agencies</td> <td>Departmental Group</td> <td>Core Department and Agencies</td> <td>Departmental Group</td> </tr> </thead> <tbody> <tr> <td>Contracted capital commitments</td> <td>22.1</td> <td>22</td> <td>1,929</td> <td>5</td> <td>1,912</td> </tr> <tr> <td>Minimum future payments under:</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Operating leases</td> <td>22.2</td> <td>326</td> <td>462</td> <td>213</td> <td>333</td> </tr> <tr> <td>Finance leases</td> <td>-</td> <td>-</td> <td>28</td> <td>-</td> <td>30</td> </tr> <tr> <td>PFI contracts and service concession arrangements</td> <td>-</td> <td>-</td> <td>-</td> <td>2</td> <td>2</td> </tr> <tr> <td>Other financial commitments</td> <td>22.3</td> <td>3,012</td> <td>3,427</td> <td>2,928</td> <td>3,370</td> </tr> <tr> <td><strong>Total</strong></th></tr><tr><th scope="row"><strong>Total</strong></th><th><strong>3,360</strong></th><th><strong>5,846</strong></th><th><strong>3,148</strong></th><th><strong>5,647</strong></th></tr></tbody></table> 22.1 Capital commitments <table border="1"> <thead> <tr style="background-color: #f0f0f0;"> <td>Note</th><th colspan="2">31 March 2019<th colspan="2">31 March 2018<th colspan="2"></th></tr><tr style="background-color: #f0f0f0;"> <td></th><th>CORE DEPARTMENT AND AGENCIES<th colspan="2">DEPARTMENTAL GROUP<th colspan="2">CORE DEPARTMENT AND AGENCIES<th colspan="2">DEPARTMENTAL GROUP<th colspan="2"></th></tr><tr style="background-color: #f0f0f0;"> <td>Note<th colspan="4">31 March 2019<th colspan="4">31 March 2018<th colspan="4"></th></tr><tr style="background-color: #f0f0f0;"> <td>Note<th colspan="4">31 March 2019<th colspan="4">31 March 2018<th colspan="4"></th></tr><tr style="background-color: #f0f0f0;"> <td>Note<th colspan="4">31 March 2019<th colspan="4">31 March 2018<th colspan="4"></th></tr><tr style="background-color: #f0f0f0;"> <td>Note<th colspan="4">31 March 2019<th colspan="4">31 March 2018<th colspan="4"></th></tr><tr style="background-color: #f0f0f0;"> <td>Note<th colspan="4">31 March 2019<th colspan="4">31 March 2018<th colspan="4"></th></tr><tr style="background-color: #f0f0f0;"> <td>Note<th colspan="4">31 March 2019<th colspan="4">31 March 2018<th colspan="4"></th></tr><tr style="background-color: #f0f0f0;"> <td>Note<th colspan="4">31 March 2019<th colspan="4">31 March 2018<th colspan="4"></th></tr><tr style="background-color: #f0f0f0;"> <td>Note<th colspan="4">31 March 2019<th colspan="4">31 March 2018<th colspan="4"></th></tr><tr style="background-color: #f0f0f0;"> <td>Note<th colspan="4">31 March 2019<th colspan="4">31 March 2018<th colspan="4"></th></tr><tr style="background-color: #f0f0f0;"> <td>Note<th colspan="4">31 March 2019<th colspan="4">31 March 2018<th colspan="4"></th></tr><tr style="background-color: #f0f0f0;"> <td>Note<th colspan="4">31 March 2019<th colspan="4">31 March 2018<th colspan="4"></th></tr><tr style="background-color: #f0f0f0;"> <td>Note<th colspan="4">31 March 2019<th colspan="4">31 March 2018<th colspan="4"></th></tr><tr style="background-color: #f0f0f0;"> <td>Note<th colspan="4">31 March 2019<th colspan="4">31 March 2018<th colspan="4"></th></tr><tr style="background-color: #f0f0f0;"> <td>Note<th colspan="4">31 March 2019<th colspan="4">31 March 2018<th colspan="4"></th></tr><tr style="background-color: #f0f0f0;"> <td>Note<th colspan="4">31 March 2019<th colspan="4">31 March 2018<th colspan="4"></th></tr><tr style="background-color: #f0f0f0;"> <td>Note<th colspan="4">31 March 2019<th colspan="4">31 March 2018<th colspan="4"></th></tr><tr style="background-color: #f0f0f0;"> <td>Note<th colspan="4">31 March 2019<th colspan="4">31 March 2018<th colspan="4"></th></tr><tr style="background-color: #f <table border=''> <thead border=''> <tr border=''> <th rowspan=''>Note<br/><br/></th><th rowspan=''>Core<br/>Department<br/>and Agencies<br/><br/>£m<br/><br/></th><th rowspan=''>Departmental<br/>Group<br/><br/>£m<br/><br/></th><th rowspan=''>Core<br/>Department<br/>and Agencies<br/><br/>£m<br/><br/></th><th rowspan=''>Departmental<br/>Group<br/><br/>£m<br/><br/></th><br/> </thead> ``` <!-- Table Body --> <!-- Contracted capital commitments not otherwise included in these financial statements --> <!-- Property, plant and equipment --> <!-- Intangible assets --> <!-- Loans, Investments --> <!-- Total --> <!-- Core Department --> <!-- NDPBs and other designated bodies --> <!-- Capital commitments as at --> <!-- Core Department has not entered into any significant capital commitments. --> <!-- NDPCs and other designated bodies --> <!-- Capital commitments as at --> <!-- Core Department has not entered into any significant capital commitments. --> <!-- NDPCs and other designated bodies --> <!-- Capital commitments as at --> <!-- Core Department has not entered into any significant capital commitments. --> <!-- NDPCs and other designated bodies --> <!-- Capital commitments as at --> <!-- Core Department has not entered into any significant capital commitments. --> <!-- NDPCs and other designated bodies --> <!-- Capital commitments as at --> <!-- Core Department has not entered into any significant capital commitments. --> <!-- NDPCs and other designated bodies --> <!-- Capital commitments as at --> <!-- Core Department has not entered into any significant capital commitments. --> <!-- NDPCs and other designated bodies --> <!-- Capital commitments as at --> <!-- Core Department has not entered into any significant capital commitments. --> <!-- NDPCs and other designated bodies --> <!-- Capital commitments as at --> <!-- Core Department has not entered into any significant capital commitments. --> <!-- NDPCs and other designated bodies --> <!-- Capital commitments as at --> <!-- Core Department has not entered into any significant capital commitments. --> <!-- NDPCs and other designated bodies --> <!-- Capital commitments as at --> <!-- Core Department has not entered into any significant capital commitments. --> <!-- NDPCs and other designated bodies --> <!-- Capital commitments as at --> <!-- Core Department has not entered into any significant capital commitments. --> <!-- NDPCs and other designated bodies --> <!-- Capital commitments as at --> <!-- Core Department has not entered into any significant capital commitments. --> ``` Financial Statements 199 22.2 Commitments under leases 22.2.1 Operating leases: Department as a lessee Total future minimum lease payments under operating leases are given in the table below for each of the following periods: <table> <thead> <tr> <th></th> <th colspan="2">31 March 2019</th> <th colspan="2">31 March 2018</th> </tr> <tr> <th></th> <th>Core Department and Agencies £m</th> <th>Departmental Group £m</th> <th>Core Department and Agencies £m</th> <th>Departmental Group £m</th> </tr> </thead> <tbody> <tr> <td><strong>Obligations under operating leases comprise:</strong></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Land:</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Not later than one year</td> <td>-</td> <td>1</td> <td>-</td> <td>1</td> </tr> <tr> <td>Later than one year and not later than five years</td> <td>-</td> <td>2</td> <td>-</td> <td>2</td> </tr> <tr> <td>Later than five years</td> <td>-</td> <td>20</td> <td>-</td> <td>20</td> </tr> <tr> <td>Buildings:</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Not later than one year</td> <td>57</td> <td>73</td> <td>59</td> <td>75</td> </tr> <tr> <td>Later than one year and not later than five years</td> <td>139</td> <td>176</td> <td>124</td> <td>157</td> </tr> <tr> <td>Later than five years</td> <td>122</td> <td>172</td> <td>22</td> <td>67</td> </tr> <tr style="border-top: 1px solid black;"> <td>Total</td> <td><strong>318</strong></td> <td><strong>421</strong></td> <td><strong>205</strong></td> <td><strong>299</strong></td> </tr> ``` <!-- Other --> <!-- Not later than one year --> <!-- Later than one year and not later than five years --> <!-- Later than five years --> <!-- Total --> ``` </tbody> <tfoot style="font-size: smaller;"> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> </tfoot> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <!-- Core Department and Agencies £m --> <!-- Departmental Group £m --> <page_number>200</page_number> Annual report and accounts 2018-19 22.3 Other financial commitments The Departmental Group has entered into non-cancellable contracts (which are not leases, PFI contracts or other service concession arrangements) for subscriptions to international bodies and various other expenditures. Future payments to which the Departmental Group is committed are as follows: <table> <tr> <td></td> <td colspan="2">31 March 2019</td> <td colspan="2">31 March 2018 restated</td> </tr> <tr> <td></td> <td>Core<br>Department<br>and Agencies</td> <td>£m</td> <td>Core<br>Department<br>and Agencies</td> <td>£m</td> </tr> <tr> <td>Not later than one year</td> <td></td> <td>484</td> <td>698</td> <td>553</td> <td>764</td> </tr> <tr> <td>Later than one year and not later than five years</td> <td></td> <td>982</td> <td>1,182</td> <td>1,224</td> <td>1,440</td> </tr> <tr> <td>Later than five years</td> <td></td> <td>1,546</td> <td>1,547</td> <td>1,151</td> <td>1,166</td> </tr> <tr> <td>Total</td> <td></td> <td><strong>3,012</strong></td> <td><strong>3,427</strong></td> <td><strong>2,928</strong></td> <td><strong>3,370</strong></td> </tr> </table> 22.3.1 International subscriptions The financial commitments payable include subscriptions payable to international bodies, analysed by the period in which the payments are due: <table> <thead> <tr> <th rowspan="2">Organisation</th> <th rowspan="2">Note</th> <th colspan="2">Later than<br>One Year<br>(Within One Year)</th> <th colspan="2">Later than<br>not later<br>than five years</th> <th colspan="2">Later than<br>five Years</th> <th colspan="2">Total 31 March 2019</th> <th colspan="2">Total 31 March 2018</th> </tr> <tr> <th>£m</th> <th>£m</th> <th>£m</th> <th>-</th> <th>£m</th> <th>-</th> <th>£m</th> <th>-</th> <th>£m</th> <th>-</th> </tr> </thead> <tbody> <tr> <td colspan="12"></td> </tr> <tr> <!-- International Atomic Energy Agency --> <!-- European Space Agency --> <!-- Other subscriptions --> <!-- Core Department and Agencies total --> <!-- European Organisation for Nuclear Research (CERN) --> <!-- Institut Laue Langevin (ILL) --> <!-- Other subscriptions --> <!-- Departmental Group total --> <!-- Notes: --> <!-- The Departmental Group is required to subscribe to a number of bodies on an on-going and continuous basis. These subscriptions are paid in Euros, Swiss Francs and pounds sterling. The subscriptions described below are paid in Euros or Swiss Francs and amounts paid are subject to fluctuations due to exchange rate differences. --> <!-- a) The core Department is responsible for paying in the UK's annual subscriptions to the International Atomic Energy Agency (IAEA). The IAEA is the UN-affiliated organisation responsible for ensuring the safe, secure and peaceful use of nuclear energy and promoting the application of nuclear science and technology for peaceful purposes. It provides international standards and guidance for nuclear safety and security promoting nuclear applications for development. --> <!-- b) The UK Space Agency pays international subscriptions to the European Space Agency (ESA) three times a year and these amounts are agreed several years in advance. The payments reported reflect existing commitments on forward exchange contracts placed with the Bank of England to cover periods until 1 October 2021. The annual subscriptions are to be set at a minimum of £300 million and will be aligned with the agreed ESA programmes activity. It is expected that these amounts will be paid by means of forward exchange contracts or amounts translated on the date of payment. --> <!-- c) United Kingdom Research and Innovation (UKRI) shares the funding of the capital and running costs of CERN with other major scientific nations. There is a notice of withdrawal period of 12 months after the end of the current calendar year. The commitment is due in June each year. --> <!-- International Atomic Energy Agency --> <!-- Note a: --> <!-- £m: 17: 68: 85: 170: 139 --> <!-- £m: b: 267: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: -: - : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : :</ td><br/> <!-- European Space Agency --> <!-- Note b:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- £m:</ td><br/> <!-- € m :</ br/> d) The UK, through UKRI, has signed up to International Conventions, with respect to Institut Laue-Langevin (ILL). The 6th protocol of the International Nuclear Convention was signed in July 2013 and entered into force on 1 January 2018. Thereafter, it shall not be explicitly extended from year to year unless any of the Governments gives written notification to the other Governments of its intention to withdraw from the Convention. Any such withdrawal will take effect upon the expiry of two years from the date of receipt of the notification by any of the other Governments or on such later date as may be specified in the notification. 22.3.2 Other commitments The financial commitments payable in future years include payments due under non-cancellable contracts to the following organisations: <table> <thead> <tr> <th rowspan="2">Organisation</th> <th rowspan="2">Note</th> <th colspan="3">Later than one year and not later than five years</th> <th>Total 31 March 2019</th> <th>Total 31 March 2018 restated</th> </tr> <tr> <th>Within one year £m</th> <th>Later than five years £m</th> <th>£m</th> <th>£m</th> <th>£m</th> </tr> </thead> <tbody> <tr> <td>Met Office</td> <td>a</td> <td>91</td> <td>407</td> <td>1,395</td> <td>1,893</td> <td>1,546</td> </tr> <tr> <td>Other commitments</td> <td></td> <td>101</td> <td>62</td> <td>31</td> <td>194</td> <td>161</td> </tr> <tr> <td><strong>Core Department and Agencies total</strong></td> <td></td> <td><strong>192</strong></td> <td><strong>469</strong></td> <td><strong>1,426</strong></td> <td><strong>2,087</strong></td> <td><strong>1,707</strong></td> </tr> <tr> <td>Other commitments</td> <td></td> <td>2</td> <td>--</td> <td>--</td> <td>2</td> <td>3</td> </tr> <tr> <td><strong>Departmental Group total</strong></td> <td></td> <td><strong>194</strong></td> <td><strong>469</strong></td> <td><strong>1,426</strong></td> <td><strong>2,089</strong></td> <td><strong>1,710</strong></td> </tr> </tbody> </table> Commitments for the core Department as at 31 March 2018 have been restated to remove contracts with Ordnance Survey which transferred to the Cabinet Office in 2018-19. The nature of the most significant contract is described below: a) The core Department has agreements with the Met Office (a trading fund owned by the department) to provide meteorological services including the Public Weather Service agreement which the department manages on behalf of the government and for which the forward commitment is separately itemised above; this agreement is of indefinite duration but reviewed on an annual basis. \<page_number>202\</page_number> Annual report and accounts 2018-19 23 Financial instruments The carrying amounts of financial instruments in each of the IFRS 9 categories are as follows: <table> <thead> <tr> <td>Note</td> <td colspan="2">Core Department and Agencies £m</td> <td colspan="2">Departmental Group £m</td> <td colspan="2">Core Department and Agencies £m</td> <td colspan="2">Departmental Group £m</td> </tr> <tr> <td></td> <td>31 March 2019</td> <td></td> <td>31 March 2018</td> <td></td> <td></td> <td>31 March 2019</td> <td></td> <td>31 March 2018</td> </tr> </thead> <tbody> <tr> <td><strong>Financial assets</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td><strong>Cash and cash equivalents:</strong></td> <td>17</td> <td>1,283</td> <td>2,086</td> <td>1,246</td> <td>2,034</td> <td></td> <td></td> <td></td> </tr> <tr> <td><strong>Receivables<sup>(i)</sup>:</strong></td> <td>14</td> <td>1,146</td> <td>2,023</td> <td>1,374</td> <td>2,001</td> <td></td> <td></td> <td></td> </tr> <tr> <td><strong>Loans to public sector bodies<sup>(ii), (iii)</sup>:</strong></td> <td>10.3, 16</td> <td>1,285</td> <td>893</td> <td>1,238</td> <td>943</td> <td></td> <td></td> <td></td> </tr> <tr> <td><strong>Other financial assets and private sector loans:</strong></td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td></td> <td></td> <td></td> </tr> <tr> <th><strong>Held to maturity assets:</strong></th> <th>11.2</th> <th>-</th> <th>-</th> <th>-</th> <th>7</th> <th></th> <th></th> <th></th> </tr> <tr style="border-top: 1px solid black;"> <th><strong>Total financial assets at amortised cost:</strong></th> <th><strong>3,716</strong></th> <th><strong>5,844</strong></th> <th><strong>5,860</strong></th> <th><strong>5,591</strong></th> </tr> ``` <!-- Available for sale financial assets --> <!-- Repayable loan/lease investments --> <!-- Ordinary shares in public sector companies --> <!-- Other financial assets --> <!-- Total available for sale financial assets --> <!-- Financial assets elected at fair value through other comprehensive income (FVOCI): --> <!-- Ordinary shares in public sector companies --> <!-- Other financial assets --> <!-- Total financial assets elected at FVOCI --> <!-- Financial assets mandatory at fair value through profit or loss (FVTPL): --> <!-- Repayable loan/lease investments --> <!-- Derivatives - Forward contracts --> <!-- Other financial assets --> <!-- Total financial assets mandatory at FVTPL --> <!-- Public dividend capital: --> <!-- Public dividend capital --> <!-- Total public dividend capital --> <!-- Financial liabilities: --> <!-- Payables<sup>(i)</sup>: --> <!-- Total financial liabilities as amortised cost --> <!-- Financial liabilities mandatory at fair value through profit or loss (FVTPL): --> <!-- Derivatives - Forward contracts --> <!-- Derivatives - Contracts for difference (CfD) --> ``` </tbody> <tfoot style="font-size: smaller;"> <!-- Financial assets elected at fair value through other comprehensive income (FVOCI): --> <!-- Ordinary shares in public sector companies --> <!-- Other financial assets --> <!-- Total financial assets elected at FVOCI --> ``` <!-- Financial assets mandatory at fair value through profit or loss (FVTPL): --> <!-- Repayable loan/lease investments --> <!-- Derivatives - Forward contracts --> <!-- Other financial assets --> <!-- Total financial assets mandatory at FVTPL --> <!-- Public dividend capital: --> <!-- Public dividend capital --> <!-- Total public dividend capital --> <!-- Financial liabilities: --> <!-- Payables<sup>(i)</sup>: --> <!-- Total financial liabilities as amortised cost --> <!-- Financial liabilities mandatory at fair value through profit or loss (FVTPL): --> <!-- Derivatives - Forward contracts --> <!-- Derivatives - Contracts for difference (CfD) --> ``` </tfoot> </table> <table style="width: 100%;"> <!-- Cash and cash equivalents: --> <!-- Receivables<sup>(i)</sup>: --> <!-- Loans to public sector bodies<sup>(ii), (iii)</sup>: --> <!-- Other financial assets and private sector loans: --> <!-- Held to maturity assets: --> <!-- Available for sale financial assets: --> <!-- Repayable loan/lease investments: --> <!-- Ordinary shares in public sector companies: --> <!-- Other financial assets: --> <!-- Total available for sale financial assets: --> <!-- Financial assets elected at fair value through other comprehensive income (FVOCI): --> <!-- Ordinary shares in public sector companies: --> <!-- Other financial assets: --> <!-- Total financial assets elected at FVOCI: --> <!-- Financial assets mandatory at fair value through profit or loss (FVTPL): --> <!-- Repayable loan/lease investments: --> <!-- Derivatives - Forward contracts: --> <!-- Other financial assets: --> <!-- Total financial assets mandatory at FVTPL: --> <!-- Public dividend capital: --> <!-- Public dividend capital: --> <!-- Total public dividend capital: --> <!-- Financial liabilities: --> <!-- Payables<sup>(i)</sup>: --> <!-- Total financial liabilities as amortised cost: --> <!-- Financial liabilities mandatory at fair value through profit or loss (FVTPL): --> <!-- Derivatives - Forward contracts: --> <!-- Derivatives - Contracts for difference (CfD): --> <table style="width: 100%;"> <!-- Cash and cash equivalents: --> <!-- Receivables<sup>(i)</sup>: --> Financial Statements <page_number>203</page_number> <table> <thead> <tr> <td>Note</td> <td>Core Department and Agencies £m</td> <td colspan="2">31 March 2019</td> <td colspan="2">31 March 2018</td> </tr> <tr> <td></td> <td>Departmental Group £m</td> <td></td> <td>Core Department and Agencies £m</td> <td></td> <td>Departmental Group £m</td> </tr> </thead> <tbody> <tr> <td>Total financial liabilities mandatory at FVTPL:</td> <td></td> <td>(3)</td> <td>(12,936)</td> <td>-</td> <td>(15,892)</td> </tr> <tr> <td>Financial liabilities designated at fair value through profit or loss (FVTPL):</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Loan commitment liabilities:</td> <td>20</td> <td>-</td> <td>(176)</td> <td>-</td> <td>-</td> </tr> <tr> <td>Total financial liabilities designated at FVTPL:</td> <td></td> <td>-</td> <td>(176)</td> <td>-</td> <td>-</td> </tr> <tr> <td>Financial guarantee liabilities:</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Financial guarantee liabilities:</td> <td>20</td> <td>(54)</td> <td>(54)</td> <td>(61)</td> <td>(61)</td> </tr> <tr> <td>Total financial guarantee liabilities:</td> <td></td> <td>(54)</td> <td>(54)</td> <td>(61)</td> <td>(61)</td> </tr> </tbody> </table> i. The amounts disclosed above as payables and receivables exclude any assets or liabilities which do not arise from a contractual arrangement. ii. Loans to public sector bodies comprises the loans detailed in Note 16 and Other loans and investments in Other public sector bodies detailed in 10.3. iii. Loans to public sector bodies in the core Department for 2018-19 excludes £169 million (2017-18: £63 million) related to the loan investments in the UK Climate Investments LLP, Cornwall and Isles of Scilly Investments Limited, Northern Powerhouse Investment Fund and Midlands Engine Investment Fund, as these are accounted for at cost under IAS 27. iv. Ordinary shares in public sector companies excludes bodies that are consolidated in the Departmental Group, as these are held at cost, see Note 10.1. Financial risk management IFRS 7 'Financial Instruments: Disclosure' requires the disclosure of information which will allow users of financial statements to evaluate the significance of financial instruments on the Departmental Group's financial performance and position and the nature and extent of its exposure to risks arising from these instruments. As the cash requirements of the Departmental Group are largely met through the Estimates process, financial instruments play a more limited role in creating risk than would apply to a private sector body of a similar size. The Departmental Group is however exposed to credit, market, interest rate, liquidity and commodity price risks due to the specific programmes and activities undertaken in pursuance of the Departmental Group's objectives. Credit risk Credit risk is the risk that one party to a financial instrument will cause a financial loss for the other party by failing to discharge an obligation. Significant credit risks can be summarised as follows: Core Department - Investment Funds – Investee companies may not perform as expected and the core Department may not recover its initial investment. The core Department minimises the risk by monitoring the overall performance of the Funds and to secure value for the department as an investor. This includes a full evaluation of each business case submitted prior to committing funds. - Financial guarantees – the core Department is exposed to credit risk from potential default by recipients of loans guaranteed by the core Department. The risk is minimised for the most significant guarantee scheme, the Enterprise Financial Guarantee (EFG) scheme, by devolving \<page_number>204\</page_number> Annual report and accounts 2018-19 responsibility to the lending institutions to determine that prospective borrowers are commercially viable. Lenders are required to apply normal commercial practice. The department undertakes an independent audit of lenders participating in the EFG scheme by sampling and checking guarantors’ financial statements and other information on a regular basis, using auditing techniques and by auditing individual default claims by exception. Losses are shared between the department and lending institution. The EFG is subject to a cap which limits the Department’s exposure. As at 31 March 2019 the core Department has £588 million of guarantees outstanding (31 March 2018: £630 million) which will expire over the next 10 years as the underlying debt matures. Due to the cap on payouts, the maximum amount that could be paid out if all loans defaulted is £260 million (31 March 2018: £239 million). However, not all loans are expected to default and the liability is estimated at £54 million (31 March 2018: £61 million). Future fees receivable for the guarantors are estimated at £24 million after allowing for bad debts (31 March 2018: £27 million). Both the liability for expected pay outs and asset for future fees are recognised on the Statement of Financial Position. NDPBs and other designated bodies The British Business Bank (BBB) investments are assessed by BBB’s Valuation Committee. BBB produces credit risk ratings for its investments based upon a risk grading of the financial obligor and the estimated Loss Given Default on that investment. Risk drivers which are assessed in setting the ratings include the financial viability and lending safety of the investment and, if available, the rating assigned by an external credit agency. This is mitigated by new product approval processes that assess default and loss rates, due diligence of delivery partners underwriting methods, and portfolio monitoring and default models being put in place. Credit risk rating and loss allowance. The Departmental Group has the following financial assets subject to the expected credit loss model: - Trade receivables, contract assets, and lease receivables - Loans, bonds, and term deposits - Cash and cash equivalents Trade receivable, contract assets and lease receivables The core Department applies the IFRS 9 simplified approach using an allowance matrix to measure the lifetime expected loss allowance for trade receivables in accordance with the FReM guidance. Trade receivables are grouped based upon credit risk characteristics and the number of past-due days. Default is defined as 90 days past due. The loss rates are estimated using the historic data for each aging group. Forward-looking information such as macroeconomic factors and entity specific situations are considered for entities with significant outstanding balances. Balances with other core central government departments are excluded from recognising stage-1 and stage-2 impairments following the FReM adaptations. On this basis, the loss allowance as at 31 March 2019 determined as follows for trade receivables in the core Department: <table> <thead> <tr> <td></td> <td>Core Department</td> <td>Current</td> <td>1-30 days</td> <td>31-60 days</td> <td>61-90 days</td> <td>91+ days</td> <td>Total</td> </tr> </thead> <tbody> <tr> <td>Expected Loss rate</td> <td></td> <td>11%</td> <td>7%</td> <td>2%</td> <td>52%</td> <td>100%</td> <td></td> </tr> <tr> <td>Gross carrying amount - trade receivables (excluding other government debt (£m)</td> <td></td> <td>5</td> <td>1</td> <td>1</td> <td>0</td> <td>5</td> <td>12</td> </tr> <tr> <td>Loss allowance (£m)</td> <td></td> <td>1</td> <td>0</td> <td>0</td> <td>0</td> <td>5</td> <td>6</td> </tr> </tbody> </table> The loss allowance for trade receivable balances held by ALBs has been assessed at an organisation level and the total loss allowance estimated is immaterial for detailed disclosure on loss rates. The movement in the allowance for provisions in respect of trade receivables during the year was disclosed below with the comparative amounts for 2017-18 reflecting the allowance for impairment losses under IAS 39. Financial Statements \<page_number>205\</page_number> <table> <thead> <tr> <td></td> <td style="text-align: center;">Core Department and Agencies</td> <td colspan="2" style="text-align: center;"><strong>31 March 2019</strong></td> </tr> <tr> <td></td> <td></td> <td style="text-align: right;">£m</td> <td style="text-align: right;">£m</td> </tr> </thead> <tbody> <tr> <td>Balance at 1 April</td> <td></td> <td>-</td> <td>-</td> </tr> <tr> <td>IFRS 9 Adjustment to opening balances</td> <td></td> <td>14</td> <td>15</td> </tr> <tr> <td>Revised balance at 1 April</td> <td></td> <td>14</td> <td>15</td> </tr> <tr> <td>Net remeasurement</td> <td></td> <td>1</td> <td>7</td> </tr> <tr> <td>Write-off</td> <td></td> <td>-</td> <td>-</td> </tr> <tr> <td>Balance at 31 March</td> <td></td> <td>15</td> <td>22</td> </tr> </tbody> </table> The Group has assessed the contract assets and lease receivables, and the ECL was estimated to be nil. Loans, bonds and term deposits Where possible, the Departmental Group monitors changes in credit risk by tracking published external credit ratings. For all assets other than those held by British Business Bank, an internal credit rating system, which was developed based on other established methodologies, was used to assign credit risks for loans that do not have external credit rating. The 12-month and lifetime probabilities of default are based upon Moody's published research on the global default rate adjusted for historical repayment data and any macro-economic pressures which could impact the entity's ability to repay the loan. The British Business Bank (BBB) investments are assessed by BBB's Valuation Committee. BBB produces credit risk ratings for its investments based upon a risk grading of the financial obligor and the estimated Loss Given Default on that investment. Further details can be found in BBB's annual report and accounts. The following table presents an analysis of credit quality of loans, bonds and term deposits. It indicates whether assets were subject to a 12-month ECL or lifetime ECL allowance, and whether they were credit-impaired. <table border="1"> <thead> <tr style="background-color: #f0f0f0;"> <th rowspan="2">Credit rating</th> <th colspan="3" style="text-align: center;">Amortised cost<br>Lifetime ECL - not impaired<br>Lifetime ECL - impaired<br>Total £m</th> <th rowspan="2">Total £m</th> <th colspan="2">Loans and receivables<br>Available for sale<br>Held to maturity<br>Total £m</th> </tr> <tr style="background-color: #f0f0f0;"> <th>12 month ECL £m</th> <th>ECL - not impaired £m</th> <th>ECL - impaired £m</th> <th>£m</th> <th>£m</th> <th>£m</th> </tr> </thead> <tbody style="background-color: #ffffff;"> <tr style="background-color: #f0f0f0;"> <td>Low risk financial assets</td> <td>1,267</td> <td></td> <td></td> <td>1,267</td> <td>1,143</td> <td>40</td> <td>7</td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br>\nMedium risk financial assets\nHigh risk financial assets\nDefault financial assets\nTotal gross carrying amounts\nLoss allowance\nCarrying amount\n<page_number>31 March 2019 Total £m 1,716 (£42)</page_number></tr>\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \end{table} <page_number>206</page_number> Annual report and accounts 2018-19 The Departmental Group does not hold any loans, bonds and term deposits measured at FVOCI. The movement in the allowance for impaired loans, bonds and term deposits at amortised cost during the year was as follows. <table> <thead> <tr> <th></th> <th colspan="3">31 March 2019</th> </tr> <tr> <th></th> <th>12m ECL £m</th> <th>Lifetime ECL not impaired £m</th> <th>Lifetime ECL credit impaired £m</th> <th>Total £m</th> </tr> </thead> <tbody> <tr> <td>Balance at 1 April</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>iFRS 9 Adjustment to opening balances</td> <td>11</td> <td>11</td> <td>45</td> <td>67</td> </tr> <tr> <td>V Revised balance at 1 April</td> <td>11</td> <td>11</td> <td>45</td> <td>67</td> </tr> <tr> <td>Additions</td> <td>5</td> <td>8</td> <td>3</td> <td>16</td> </tr> <tr> <td>Net remeasurement</td> <td>(3)</td> <td>(2)</td> <td>(1)</td> <td>(6)</td> </tr> <tr> <td>Repayment</td> <td>(1)</td> <td>(2)</td> <td>(2)</td> <td>(5)</td> </tr> <tr> <td>Transfer to credit loss not impaired</td> <td>-</td> <td>-</td> <td>12</td> <td>12</td> </tr> <tr> <td>Transfer to credit loss impaired</td> <td>(1)</td> <td>-</td> <td>-</td> <td>(1)</td> </tr> <tr> <td>Balance at 31 March</td> <td>11</td> <td>15</td> <td>57</td> <td>83</td> </tr> </tbody> </table> Cash and cash equivalents The Group held cash and cash equivalents of £2,088 million as at 31 March 2019 (31 March 2018: £2,034 million). The cash and cash equivalents are held with banks and financial institutions which are rated A+ to AA+ based on S&P ratings. Impairment on cash and cash equivalents has been measured on the 12-month expected loss basis and reflects the short maturities of the exposures. The Departmental Group considers that cash and cash equivalents have a low credit risk based on the external credit ratings of the holding parties. Financial guarantee contracts and loan commitments BBB's ECF loan commitments were designated to be measured at FVTPL and the credit risk is, therefore, reflected in their fair value. Financial guarantee contracts are contracts that require the issuer to make specified payments to reimburse the holder for a loss it incurs because a specified debtor fails to make payments when due, in accordance with the terms of a debt instrument. Collateral The Departmental Group holds collateral over loans held at amortised cost. The collateral held is in the form of cash and buildings. The value of the assets held which are secured by collateral is £575 million (31 March 2018: £654m). The value of the collateral held is higher than the value of the assets secured by the collateral. The collateral was considered in estimating ECL. Market risk Market risk is the risk that fair values and future cash flows will fluctuate due to changes in market prices. Market risk generally comprises of: a) Foreign Currency risk. Core Department The core Department is exposed to a small amount of currency risk with respect to Repayable Launch Investment contracts where income due from aircraft or engine sales may initially be based in US Dollars, but it is minimal in the context of the overall Repayable Launch Investment portfolio. Otherwise the core Department's exposure to foreign currency risk during the year was insignificant. Foreign currency income was negligible, and foreign currency expenditure was a small percentage of total expenditure (less than 1%). <img>A table showing 31 March 2019 data for various categories.</img> All material assets and liabilities are denominated in pounds sterling. Agencies - Forward contracts - The UKSA pays an annual subscription in Euros to the European Space Agency (ESA) and has entered into forward contracts to mitigate the risk. These derivative contracts have been designated as cash flow hedges. - NDPBs and other designated bodies - Forward contracts - UKRI are subject to foreign currency risks and have entered into forward contracts to help mitigate these risks. These derivative contracts have been designated as cash flow hedges by UKRI and at the reporting date the hedges met the IFRS 9 effectiveness criteria. - Cash and cash equivalents held in foreign currency - BIS (Postal Services Act 2011) Company Limited, UKRI and Nesta Trust are subject to minor foreign currency risk through the maintenance of bank accounts in foreign currencies (predominantly USD and EUR) to deal with day-to-day overseas transactions. b) Interest Rate risk Core Department The core Department does not invest or access funds from commercial sources, but it is exposed to interest rate risk with respect to the SFLGS and the EFG. For SFLGS and EFG, the core Department is exposed to interest rate risk, as the majority of the loan guarantees are provided against variable rate loans. The banks’ usual lending practices mean that fixed rate loans are usually available only for minimal value short-term loans. To minimise the risk of default due to interest rate rises, accompanied by a decline in the economic environment, the core Department relies on the lenders assessment using best commercial practice to manage the risk of default. NDPBs and other designated bodies For BIS (Postal Services Act 2011) Company Limited interest rate risk arises from the effects of fluctuations in the prevailing levels of market interest rates on the fair value of financial assets and future cash flows. The Group holds both fixed and variable interest securities that are exposed to fair value interest rate risk. The principal strategy is to manage the fair value risk by holding the debt securities until maturity unless opportunities exist in the market for it to profit, for example, from any favourable interest rate movements. Interest rate risk is not expected to have a significant impact. BBB holds both fixed and variable rate investments. Interest rate risk is regularly monitored by each organisation to ensure that the mix of fixed and variable borrowing is appropriate. BBB does not use derivatives to hedge interest rate risk. The impact of interest rates affects the discount rate used to arrive at the fair value of the CID liability held by LCCC. Changes in interest rates which affect the discount rate would therefore affect the Statement of Financial Position valuation. However, the Group is not financially exposed to this risk because the liability is funded through a levy on suppliers. c) Other Market risk Core Department The core Department is exposed to wider risks relating to the performance of the economy as a whole. The main risks resulting from a downward movement in the economy include failures of investee companies of investment funds, loan defaults under the core Department’s EFG Scheme and negative impacts on the core Department’s repayable launch investment income and valuations from the potential resultant decrease in demand in the aerospace industry. NDPBs and other designated bodies UK Green Infrastructure Platform (UKGIP) is exposed to market risk through the concentration of investments in the clean energy sector. UKGIP is also exposed to equity price risk due to its investments in businesses developing construction assets across its priority sectors. The company intends to withdraw from the investments when these assets are operational in order to recycle their capital. The risk is minimised by spreading investments across all of its priority sectors. Financial Statements \<page_number>207\</page_number> \<page_number>208\</page_number> Annual report and accounts 2018-19 The Nesta Trust is exposed to equity price risk due to its investment of a portion of its endowment assets in publicly listed equity investments. Nesta Trust minimises this risk by investing for the medium to long term, diversifying its equity investments over a number of managers with complementary styles, and invests in investment funds with large institutional investors. The performance of these investment managers is monitored regularly. Inflation risk The CFD valuation is based on models which use assumptions about future prices. The amounts payable under the CFD contracts will be affected by the indexation of strike prices to reflect actual inflation and an inflation risk arises from the possibility of differences between the assumed inflation in the model and in the actual contracts. Inflation rates may not continue at the relatively low levels experienced in recent years; the Group is not financially exposed to this risk because the liability is funded through a levy on suppliers. Liquidity risk Liquidity risk is the risk that an entity will encounter difficulty in meeting obligations associated with financial liabilities. The core Department and its Agencies In common with other Government departments, the future financing of its liabilities is to be met by future grants of Supply, voted annually by Parliament. There is no reason to believe that future approvals will not be forthcoming, therefore, on this basis the liquidity risk to the core Department and its Agencies is minimal. NDPBs and other designated bodies Information about the Departmental Group’s objectives, policies and processes for managing and measuring risk can be found in the Governance Statement. Commodity price risk Commodity price risk is the risk or uncertainty arising from possible price movements. The amounts payable under the CFD contracts are exposed to price risk through the fluctuations in future actual wholesale electricity prices, specifically, on how they will differ from the current forecast of future prices in the central scenario. However the LCCC and the department are not financially exposed to this risk because the liability is funded through a levy on suppliers. Financial instruments: fair value hierarchy The table below analyses financial instruments carried at fair value, by valuation method. The different levels have been defined as follows: - Level 1 - uses quoted prices (unadjusted) in active markets for identical assets or liabilities; - Level 2 - uses inputs for the assets or liabilities other quoted prices, that are observable either directly or indirectly; - Level 3 - uses inputs for the assets or liabilities that are not based on observable market data, such as internal models or other valuation method. Financial Statements \<page_number>209\</page_number> The following table presents the Departmental Group's financial assets and liabilities that are measured at fair value at 31 March 2019 and 31 March 2018: <table> <thead> <tr> <th>Note</th> <th>Level 1<br>£m</th> <th>Level 2<br>£m</th> <th>Level 3<br>£m</th> <th>Total<br>£m</th> <th>Level 1<br>£m</th> <th>Level 2<br>£m</th> <th>Level 3<br>£m</th> <th>Total<br>£m</th> </tr> </thead> <tbody> <tr> <td colspan="9"><strong>Financial assets</strong></td> </tr> <tr> <td colspan="9"><strong>Available for sale</strong></td> </tr> <tr> <td>Ordinary shares in public sector bodies</td> <td>10.1</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>1,337</td> <td>-</td> <td>1,337</td> </tr> <tr> <td>Ordinary shares in listed equities</td> <td>11.2</td> <td>-</td> <td>-</td> <td>-</td> <td>269</td> <td>-</td> <td>269</td> </tr> <tr> <td>Ordinary shares in unlisted private equities</td> <td>11.2</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>9</td> <td>308</td> <td>317</td> </tr> <tr> <td>Repayable launch investments</td> <td>11.1</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>1,047</td> <td><u style="text-decoration: line-through;">1,047</u></td> </tr> <tr> <td>Gilts and bonds</td> <td>11.2</td> <td>-</td> <td>-</td> <td>-</td> <td>59</td> <td>-</td> <td>-</td> <td><u style="text-decoration: line-through;">59</u></td> </tr> <tr> <td>Property related holdings</td> <td>11.2</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td><u style="text-decoration: line-through;">42</u></td> <u style="text-decoration: line-through;">42</u></ td></tr><tr><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></tr></table> Total available for sale financial assets - - - - 336 1,802 2,922 5,060 <table> <!-- FVOCI elected --> <!-- Ordinary shares in public sector bodies --> <!-- Private sector shares --> <!-- Total financial assets at FVOOI elected --> <!-- FVTPL mandatory --> <!-- Repayable launch investments --> <!-- Investment funds --> <!-- Bonds --> <!-- Private sector shares --> <!-- Other investments --> <!-- Derivatives - Forward contracts --> <!-- Total financial assets at FVTPL mandatory --> <!-- Financial Liabilities --> <!-- FVTPL mandatory --> <!-- Loan commitment liabilities --> <!-- Total liabilities at FVTPL mandatory --> <!-- FVTPL designated --> <!-- Derivatives - Forward contracts --> <!-- Derivatives - Cfd --> <!-- Total financial liabilities at FVTPL designated --> <!-- Total financial liabilities measured at fair value --> Transfers between levels of the fair value hierarchy are deemed to occur at the end of the reporting period. There were no transfers between level 1 and 2 during the year. <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note Level 1 Level 2 Level 3 Total Level 1 Level 2 Level 3 Total £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m £m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m € m€ <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note Level 1 Level 2 Level 3 Total Level 1 Level 2 Level 3 Total <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note Level 1 Level 2 Level 3 Total Level 1 Level 2 Level 3 Total <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note Level 1 Level 2 Level 3 Total Level 1 Level 2 Level 3 Total <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note Level 1 Level 2 Level 3 Total Level 1 Level 2 Level 3 Total <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note Level 1 Level 2 Level 3 Total Level 1 Level 2 Level 3 Total <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note Level 1 Level 2 Level 3 Total Level 1 Level 2 Level 3 Total <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note Level 1 Level 2 Level 3 Total Level 1 Level 2 Level 3 Total <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note Level 1 Level 2 Level 3 Total Level 1 Level 2 Level 3 Total <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note Level 1 Level 2 Level 3 Total Level 1 Level <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note Level <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: bold;">Note <tr style="background-color: #f0f0f0;"> <td style="font-size: larger; font-weight: <tr style="background-color:#e6e6e6"> <td style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr style="">Note <tr.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"#e6e6e6"=""></style=""> <td.style="" background-color:"# e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee ee eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee 210 Annual report and accounts 2018-19 Specific valuation techniques used to value financial instruments include: - The fair value of the CIDs has been calculated using the income approach based on level 3 inputs, which reflects the present value of future cash flows that are expected to occur over the contract term of the CID. - For details regarding the fair value measurement of RLJ's, refer to note 11.1. - The fair value of forward foreign exchange contracts is determined using forward exchange rate at the reporting date based on Level 2 inputs, with the resulting value discounted back to present value. - Other techniques, such as discounted cash flow analysis or for non-quoted ordinary shares and investment funds that are not actively traded, the net assets of the company/ underlying fund are used. These are classified as level 3. - The fair value of Public Sector shares are based upon net assets and classified as level 2. The following table presents the changes in level 3 instrument for the year ended 31 March 2019, excluding the CIDs which are disclosed in note 9. <table> <tr> <td></td> <td>Ordinary shares in unlisted private equities £m</td> <td>Repayable launch investments £m</td> <td>Property related holdings, Investment funds and Other financial assets £m</td> <td>Loan Commitment Liabilities £m</td> <td>Total £m</td> </tr> <tr> <td>Balance at 1 April</td> <td>308<br>10</td> <td>1,047<br>-</td> <td>1,567<br>1</td> <td>-<br>-</td> <td>2,922<br>11</td> </tr> <tr> <td>IFRS 9 transfers into level 3</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>IFRS 9 transfer between different investment categories</td> <td>(98)</td> <td>-</td> <td>298</td> <td>-</td> <td>-</td> </tr> <tr> <td>IFRS 9 transfers in/ (out) of fair value</td> <td>-</td> <td>-</td> <td>(66)</td> <td>(184)</td> <td>(250)</td> </tr> <tr> <td>Balance at 1 April</td> <td>20<br>18</td> <td>1,047<br>(230)</td> <td>1,800<br>(436)</td> <td>(184)<br>(38)</td> <td>2,683<br>565<br>(620)</td> </tr> <tr> <td>Additions</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Repayments/disposals</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Gains and losses recognised in SoCONE</td> <td>(17)</td> <td>241</td> <td>(24)</td> <td></td> <td>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br><page_number>200</page_number></span></table> The following table presents the changes in level 3 instrument for the year ended 31 March 2018, excluding CIDs which are disclosed in note 9. <table border="1"> <tr style="background-color: #f0f0f0;"> <!-- Header row --> <!-- Property related holdings, Investment funds and Other financial assets --> <!-- Ordinary shares in unlisted private equities --> <!-- Repayable launch investments --> <!-- Loan Commitment Liabilities --> <!-- Total --> <!-- Balance at 1 April --> <!-- Additions --> <!-- Repayments/disposals --> <!-- Gains and losses recognised in SoCONE --> <!-- Balance at 31 March --> <!-- Ordinary shares in unlisted private equities £m --> <!-- Repayable launch investments £m --> <!-- Property related holdings, Investment funds and Other financial assets £m --> <!-- Total £m --> <!-- Balance at 1 April --> <!-- Additions --> <!-- Repayments/disposals --> <!-- Gains and losses recognised in SoCONE --> <!-- Balance at 31 March --> <!-- Ordinary shares in unlisted private equities £m --> <!-- Repayable launch investments £m --> <!-- Property related holdings, Investment funds and Other financial assets £m --> <!-- Total £m --> <!-- Balance at 1 April --> <!-- Additions --> <!-- Repayments/disposals --> <!-- Gains and losses recognised in SoCONE --> <!-- Balance at 31 March --> <!-- Ordinary shares in unlisted private equities £m --> <!-- Repayable launch investments £m --> <!-- Property related holdings, Investment funds and Other financial assets £m --> <!-- Total £m --> <!-- Balance at 1 April --> <!-- Additions --> <!-- Repayments/disposals --> <!-- Gains and losses recognised in SoCONE --> <!-- Balance at 31 March --> <!-- Ordinary shares in unlisted private equities £m --> <!-- Repayable launch investments £m --> <!-- Property related holdings, Investment funds and Other financial assets £m --> <!-- Total £m --> <!-- Balance at 1 April --> <!-- Additions --> <!-- Repayments/disposals --> <!-- Gains and losses recognised in SoCONE --> <!-- Balance at 31 March --> <!-- Ordinary shares in unlisted private equities £m --> <!-- Repayable launch investments £m --> <!-- Property related holdings, Investment funds and Other financial assets £m --> <!-- Total £m --> The most significant individual valuation using level 3 inputs in the Departmental Group excluding CFDs is Repayable Launch Investments; sensitivity analysis is detailed in note 11.1. The sensitivity analysis for the significant valuations using level 3 inputs for property related holdings and investment funds are detailed in the financial statements of British Business Bank Plc and BIS (Postal Services Act 2011) Company Limited. Maturity profiles – discounted cashflows The maturity profile of the discounted cashflows for the CFDs excluding Hickley Point C is shown below: <table> <thead> <tr> <th></th> <th>< 1 year</th> <th>2-5 years</th> <th>>5 years</th> <th>Total</th> </tr> <tr> <th></th> <th>£m</th> <th>£m</th> <th>£m</th> <th>£m</th> </tr> </thead> <tbody> <tr> <td>As at 31 March 2018</td> <td>361</td> <td>4,598</td> <td>10,715</td> <td>15,692</td> </tr> <tr> <td>As at 31 March 2019</td> <td>871</td> <td>4,441</td> <td>7,609</td> <td>12,921</td> </tr> </tbody> </table> 24 Contingent Liabilities The core Department has the following contingent liabilities: <table> <thead> <tr> <th>Basis of Recognition</th> <th>Description</th> </tr> </thead> <tbody> <tr> <td><strong>Unquantifiable</strong></td> <td></td> </tr> <tr> <td>Core Department – Financial Reporting Council funding</td> <td>A guarantee has been given to the Financial Reporting Council that, if the Council's general voluntary funding from external sources falls sufficiently for the department to have to consider making legislation to activate the statutory levy under section 17 of the Companies (Audit, Investigations and Community Enterprise) Act 2004, the department will make such a grant to cover the Council's costs as is sufficient to meet the preconditions in those levy raising powers provided by section 17(3) of that Act. The amount of this liability is subject to a further grant.</td> </tr> <tr> <td>Core Department - Coal Industry Act 1994</td> <td>Responsibility for compensation claims relating to personal injuries suffered by former British Coal miners between 1947 and 31 December 1994 transferred to this department on 1 January 1998 by a restructuring scheme under the Coal Industry Act 1994. It is possible this liability could exceed the amount for which provision has been made in note 18 depending on court judgements relating to future claims.</td> </tr> <tr> <td>Core Department - Deeds relating to the Mineworkers' Pension Scheme and British Coal Staff Superannuation Scheme under Paragraph 2(9) of Schedule 5 to the Coal Industry Act 1994</td> <td>Government guarantees were put in place on 31 October 1994, the day the schemes were changed to reflect the impact of privatisation of the coal industry. They are legally binding contracts between the scheme Trustees and the Secretary of State for Business, Energy and Industrial Strategy. The guarantees ensure that benefits earned by scheme members during their employment with British Coal are protected against any reduction in value. A payment guaranteed prior to 31 October 1994, will always be paid and will be increased each year in line with the Retail Prices Index. If, at any periodic valuation, the assets of the Guaranteed Fund of either scheme were to be insufficient to meet its liabilities, the assets must be increased to bring the Fund back into balance. This is a long-term commitment and does not depend upon any particular event or circumstances and their mortality experience. Further details regarding the schemes can be found in note 14.</td> </tr> <tr> <td>Core Department - Indemnity to Public Appointment Assessors</td> <td>The Cabinet Secretary has provided a government-wide indemnity to Public Appointments Assessors (PAAs) against personal civil liabilities incurred in the execution of their PAA functions.</td> </tr> <tr> <td>Core Department - Nuclear agreements and treaties</td> <td>The department has a range of civil nuclear liabilities arising through its association with the United Kingdom Atomic Energy Authority and British Nuclear Fuels Limited. These liabilities arise where the Government complies with its obligations under the various international nuclear agreements and treaties.</td> </tr> </tbody> </table> Financial Statements \<page_number>211\</page_number> \<page_number>212\</page_number> Annual report and accounts 2018-19 <table> <tr> <td>Basis of Recognition</td> <td>Description</td> </tr> <tr> <td>Core Department - Site restoration liabilities inherited from British Coal</td> <td>The department inherited responsibility from British Coal to reimburse certain third parties for costs incurred meeting statutory environmental standards in the restoration of particular coal-related sites.</td> </tr> <tr> <td>Core Department – National Dock Labour Board</td> <td>Responsibility for compensation claims relating to personal injuries suffered by former National Dock Labour Board employees transferred to the department on 30 June 1990 under the Dock Work Act 1989. The timing and amounts of any future liabilities will depend on the nature of future claims and whether the courts decide that compensation is due and could exceed the amount for which provision has been made in note 15.</td> </tr> <tr> <td>Core Department – Supplier indemnity</td> <td>An indemnity has been provided to a supplier in respect of potential liabilities arising from claims under the Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE).</td> </tr> </table> <table> <tr> <td>Quantifiable</td> <td></td> </tr> <tr> <td>Core Department – Loan guarantees (£45 million)</td> <td>In order to encourage lending to smaller businesses, the department has guaranteed a portion of net losses on designated loan portfolios of participating banks (in excess of an agreed ‘first loss’ threshold) in return for a fee under the ENABLE Guarantee programme administered by the British Business Bank. The department has approved guarantee facilities totalling £1 billion, of which £283 million is effective as at 31 March 2019 (31 March 2018: £nil) with a potential loss to the department of £45 million (31 March 2018: £nil).</td> </tr> <tr> <td>Core Department – Guarantees to British Business Bank (£206 million)</td> <td>The department guarantees British Business Bank under the Enterprise Financial Guarantee and Help to Grow financial guarantee schemes. The Enterprise Financial Guarantee Scheme facilitates lending to viable businesses up to the maximum amount available under the scheme (£241 million), subject to approval by the board until 31 March 2019 (31 March 2018: £241 million). The amount lent under the Help to Grow scheme was £2.9 million at 31 March 2019 (31 March 2018: £1.8 million) with a maximum potential liability for the department at 31 March 2019 of £1 million.</td> </tr> <tr> <td>Core Department - Ofgem administration costs from the buy-out fund (£3.6-£3.8 million)</td> <td>The department, the Scottish Government and the Northern Ireland Executive have undertaken to support Ofgem’s costs for administering the Renewables Obligation scheme around £3.6 - £3.8 million if there is insufficient money in both the buy-out fund and late payment fund to cover these costs. The size of the 2018-19 buy-out fund will not be known until October 2019. It is dependent in part on the availability of Renewable Obligation Certificates (ROCs). If there is a surplus of ROCs, suppliers may be more inclined to meet their obligations by submitting ROCs but ultimately much depends on supplier behaviour which is difficult to predict. The department will have an indication of how many ROCs are available and whether there is likely to be a surplus after the end of the obligation year (31 March 2019) but will not know the size of the buy-out fund until October 2019.</td> </tr> <tr> <td>Core Department - Wave Hub transfer (£5 million)</td> <td>The department has indemnified Cornwall Council up to 2028 in respect of the transfer of Wave Hub to a maximum of £5 million.</td> </tr> </table> The Departmental Group has the following contingent liabilities, which are either unquantifiable or quantifiable contingent liabilities of more than £1 million in either this financial year or prior financial year. Other liabilities are disclosed in our partner organisation accounts. <table> <tr> <td>Basis of Recognition</td> <td>Description</td> </tr> <tr> <td colspan="2">Unquantifiable</td> </tr> <tr> <td>Coal Authority - Environmental Legal Claims</td> <td>Under the Environmental Information Regulations 2004, The Coal Authority is aware of potential legal proceedings in respect of past fees paid for Mining information. In the eventuality of receiving formal notification to commence legal proceedings, the Coal Authority will strongly defend its position.</td> </tr> <tr> <td>Coal Authority - Legal claims</td> <td>The Coal Authority is subject to various claims and legal actions in the ordinary course of its activities. Where appropriate, provisions are made in the accounts on the basis of information available and in accordance with guidance provided under the PRAH and IRPS. The Coal Authority does not expect that the outcome of the above issues will materially affect its financial position.</td> </tr> <tr> <td>Coal Authority - Restructuring Scheme</td> <td>Where liabilities transferred under the various Coal Authority Restructuring Schemes (CARS) have crystallised due to planning conditions, agreements, claims etc, provision has been made in these financial statements. It has not, however, been possible to quantify contingent liabilities that may arise in the future. It is expected that any costs will be covered by future allocations of grant in aid.</td> </tr> <tr> <td>Coal Authority - Subsidence damage and public safety liabilities</td> <td>Licensees of mining operations are required to provide security to the Coal Authority to cover the anticipated future costs of settling subsidence damage liabilities within their areas of responsibility. Outside the areas of responsibility of the holders of licences under Part II of the 1994 Act, the Coal Authority is responsible for making good subsidence damage. Where an area of responsibility is extinguished this would transfer to the Coal Authority who would be responsible for making good subsidence damage within that area. The Coal Authority also has an ongoing liability to secure and keep secured the majority of abandoned coal mines. In all cases the liability for operating collieries is the responsibility of the licensees/ lessees and security is held to address those liabilities. The above liabilities have been provided for under Section 367A of the Subsidence provision based on analysis of trends and claims experience. However it is possible that significant unforeseen events outside of this provision may materialise. It is expected that any costs will be covered by future allocations of grant in aid.</td> </tr> <tr> <td>CNPA - Legal Claims</td> <td>There are a number of potential liabilities in respect of claims from employees, which depend on actual or potential proceedings. The timing and amounts of any payment are uncertain. These liabilities have not been provided for as the CNPA believes that the claims are unlikely to be successful and unlikely to lead to a transfer of economic benefits.</td> </tr> <tr> <td>CNPA - MFSS</td> <td>The CNPA has a liability arising through its association with the Multi Force Shared Service (MFSS) for a share of costs incurred. The timing and amount of this liability is uncertain.</td> </tr> <tr> <td>Insolvency Service - Cheques Act 1992</td> <td>Following the enactment of the Cheques Act 1992, the Secretary of State for BEIS has indemnified the Insolvency Service's bankers against certain liabilities arising in respect of non-transferable 'account payee' cheques due to insolvent entities and paid into the Insolvency Service's account. The Insolvency Service (formerly part of BEIS) (Home Office) provides the Criminal Enforcement Team (formerly part of BEIS) with access to data from the Police National Computer (PNC). The Insolvency Service (and BEIS) has indemnified the police against any liabilities which they might incur as a result of providing that access.</td> </tr> <tr> <td>Insolvency Service: Police Information Technology Organisation</td> <td>The Police Information Technology Organisation (Home Office) provides the Criminal Enforcement Team (formerly part of BEIS) with access to data from the Police National Computer (PNC). The Insolvency Service (and BEIS) has indemnified the police against any liabilities which they might incur as a result of providing that access.</td> </tr> </table> Financial Statements \<page_number>213\</page_number> \<page_number>214\</page_number> Annual report and accounts 2018-19 <table> <thead> <tr> <th>Basis of Recognition</th> <th>Description</th> </tr> </thead> <tbody> <tr> <td>NDA - Pension Schemes</td> <td>Whilst not the lead employer, the NDA is the lead organisation and has ultimate responsibility for case nuclear insurance. The NDA is also responsible for the Combined Nuclear Pension Plan, the UK portion of the ESPS, and the GBP15 million of the NDA’s own funds for known deficits are included within Nuclear Provisions. However, movements in financial markets may adversely impact the actuarial valuations of the schemes, resulting in an increase in scheme deficits and consequent increase in nuclear provision.</td> </tr> <tr> <td>UKRI – Indemnity to Roslin Institute</td> <td>The former BBSRC sponsored Roslin Institute transferred to the University of Edinburgh on 13 May 2008. BBSRC agreed to provide indemnity for any potential costs that arise as a result of past actions of the institute and indemnify for any fall in grant income of the Neuronalprogenitors Unit as a result of the transfer. The proportion of settlement UKRI will fund declines on an annual basis and is limited to claims up to May 2023.</td> </tr> <tr> <td>Others</td> <td>There are a number of potential liabilities for the Department in respect of claims from suppliers, employees and third parties which depend on actual or potential proceedings. The timing and amounts of any liabilities are uncertain.</td> </tr> </tbody> </table> Quantifiable <table> <thead> <tr> <th>BBB – Financial guarantee (£2 million)</th> <th>Under the Bank’s Help to Grow financial guarantee programme, the Bank has entered in to financial guarantee agreements of £30 million (31 March 2018: £90 million). The Bank has guaranteed 75% of eligible lending to Scottish universities and a further £15 million guarantee is in place that will be available to the Bank. 75% of eligible lending was £31 March 2019 the amount lent under these financial guarantee agreements was £3.2 million (31 March 2018: £1.8 million). During the year ending 31 March 2019 one of the guarantee agreements totalling £30 million has expired with no amounts lent under it. Since the balance sheet date, the remaining agreement totalling £30 million has expired with no further amounts being able to be lent under it.</th> </tr> </thead> <tbody> <tr> <td>UKRI – (BBSRC) Contamination (£3 million)</td> <td>As part of a Sale Agreement relating to a previous BBSRC site, BBSRC agreed to indemnify the purchaser against contamination resulting from dangerous substances. The indemnity was over a 10-year period commencing in 2013-14 and was capped at £3 million.</td> </tr> <tr> <td>UKRI – (BBSRC) Exit costs (£31 million)</td> <td>Prior to 31 March 2018, some staff at BBSRC strategically funded institutes were on BBSRC terms and conditions. Whilst their direct salary costs are paid by the institutes, BBSRC is liable for any exit costs for these staff. The date and number of staff to take exit packages in any one year is unknown; however, if all staff were to take exit packages, the maximum liability is estimated at £31M, with the amount declining on an annual basis up to March 2025.</td> </tr> <tr> <td>UKRI – (Innovate UK) Decommissioning costs (£26.8 million)</td> <td>UKRI has a contingent liability which may arise if UKRI has to provide a grant to Narec (Natural Renewable Energy Centre) in order for it to be able to decommission a weather monitoring platform in the North Sea. This is currently collecting data to support the development of an offshore wind farm and may take place anytime between three and five years from now dependent on the development of the site at an estimated cost of £24 million.</td> </tr> <tr> <td>UKRI – (MRC) Dilapidation (£26.0 million)</td> <td>UK Research and Innovation (UKRI) has identified a contingent liability of £0.6 million (31 March 2018 £1.8 million) for dilapidation works that may be required at the end of property leases which are due to expire within the next year.</td> </tr> <tr> <td>UKRI – (STFC) Decommissioning costs (£1.7 million)</td> <td>A contingent liability exists for European Synchrotron Radiation Facility (ESRF) decommissioning costs associated with the dismantling of the facility and infrastructures. Decommissioning occurs on winding up of ESRF, if exit by the UK (or any other Member) results in ESRF becoming insolvent or unable to meet its obligations, including decommissioning of ESRF’s plant and buildings and to meet the costs of doing so in proportion to their share of capital at the time of dissolution. The contingent liability is estimated to be £1.7 million.</td> </tr> </tbody> </table> Financial Statements <page_number>215</page_number> <table> <tr> <th>Basis of Recognition</th> <th>Description</th> </tr> <tr> <td>UKRI – STFC (Reprocessing and staff commitments (£13.6 million))</td> <td>A contingent liability exists in respect of the Science and Technology Facilities Council (STFC)’s share of Institute Laue-Langevin (ILL) unfunded provisions for staff related costs (e.g., equipment, travel, and cost of storing fuel elements). The contingent liability is estimated to be £13.6 million (31 March 2018: £13.7).</td> </tr> <tr> <td>UKRI – Tixx Status change (£30 million)</td> <td>Prior to the creation of UKRI, the Research Councils paid levels of tax consistent with charitable status, although they were not registered as charities. HMRC have indicated that, due to changes in legislation, they may review whether the Research Councils should have been applying charitable tax reliefs after 1 April 2012 without registering as charities. UKRI has a contingent liability relating to the potential clawback of previously applied Value Added Tax relief of £30 million.</td> </tr> <tr> <td>UKAEA – JET contract (£30 million)</td> <td>United Kingdom Atomic Energy Authority has a contingent liability (capped at €30 million and approved by BEIS) in relation to the ongoing contract for JET operations with the European Commission. The contingent liability relates to the costs of operating JET during the period January 2020 to June 2021 in the event of key contract milestones not being met. The likelihood of the indemnity being called on is considered possible.</td> </tr> </table> <page_number>216</page_number> Annual report and accounts 2018-19 25 Contingent assets The core Department has the following contingent assets: <table> <thead> <tr> <th>Basis of Recognition</th> <th>Description</th> </tr> </thead> <tbody> <tr> <td><strong>Quantifiable</strong></td> <td></td> </tr> <tr> <td>Core Department - Debt<br>Relating to the British Coal<br>Staff Superannuation Scheme<br>(BCSSS) under Paragraph<br>2(9) of Schedule 5 to the Coal<br>Industry Act 1994 (£1.7 billion)</td> <td>Within twelve months of 31 March 2033, the trustee of the BCSSS shall pay to "the Guarantor" (the Secretary of State) any surplus remaining on the scheme net of any amount required for the obligations. The value of this obligation will depend on the value of scheme assets in relation to outstanding obligations. Based on the Government Actuary's Department's estimate of a £1.7 billion surplus as at 31 March 2015, the department considers a receipt from the scheme to be probable.</td> </tr> </tbody> </table> The Departmental Group has the following contingent assets: <table> <thead> <tr> <th>Basis of Recognition</th> <th>Description</th> </tr> </thead> <tbody> <tr> <td><strong>Unquantifiable</strong></td> <td></td> </tr> <tr> <td>Coal Authority - Restructuring Schemes</td> <td>By virtue of the seventh and ninth Coal Authority Restructuring Schemes (CARS 7 and 9) the Coal Authority is the beneficiary of restrictive covenants and clawback provisions in respect of certain coal mining operations. The Coal Authority will receive consideration in the event that the purchasers are able to retrospectively secure added value by obtaining planning consent for alternative uses. The Authority will receive a share of the added value. Quantification of this asset is not possible.</td> </tr> <tr> <td>Coal Authority – Allen Court – Kirkcaldy</td> <td>In excess of 25 damage notices have been submitted to the Coal Authority in respect of subsidence damage to properties at Allen Court, Kirkcaldy. £1.6 million of costs have been recognized as at 31 March 2019. The property development was undertaken following the provision of a permit by the Authority which incorporated indemnity clauses. The Coal Authority will continue to strongly pursue resolution and expects to recover its costs from the developer.</td> </tr> </tbody> </table> 26 Related-party transactions The core Department is the parent of the bodies listed in note 28 "List of bodies within the Departmental Group" – these bodies are regarded as related parties and various material transactions have taken place during the reporting period between members of the Departmental Group. The related parties of the consolidating bodies are disclosed in their respective accounts. The core Department has had the sponsor of Companies House, UK Intellectual Property Office (UK IPO), Met Office (Trading Funds), Ordnance Survey, NPL Management Limited, NNL Holdings Limited and British Nuclear Fuels. The core Department has had various material transactions with other Government departments. Government bodies and devolved administrations comprising the Northern Ireland Executive, Scottish Government and Welsh Government. The most significant of these transactions have been HM Treasury, Post Office, HM Treasury's consolidated fund, United Kingdom Research and Innovation, Nuclear Decommissioning Authority, UK Space Agency, BEIS plc, Nuclear Liabilities Fund and Department for International Trade. No minister, board member, key manager of the group or other related party have undertaken any material transactions with the core Department during the year. Details of the department's ministers and senior managers are shown in the Remuneration Report. Financial Statements \<page_number>217\</page_number> Professor Dame Ann Dowling, Non-Executive Director of BEIS Departmental Board until May 2018 is an unpaid President and Chairman of the Board of Trustees of the Royal Academy of Engineering. The Royal Academy of Engineering received £28 million in grants from the core Department during the year. Professor Dame Ann Dowling and her husband are employees of the University of Cambridge. The University of Cambridge received payments of £377 million from UK Research and Innovation (UKRI) during the year. In the course of allocating funding during the year, UKRI entered into material transactions with various Higher Education Institutions. Where these bodies have board members who are also members of university councils, each body operates a policy that precludes interested parties from voting on the funding to the university in which they have an interest. Further details of these transactions can be found in statutory accounts of UKRI. 27 Restatement of Statement of Financial Position and Statement of Comprehensive Net Expenditure as a result of changes to the Departmental boundary and other restatements Machinery of Government (MoG) restatements On 1 April 2018, the core Department and Departmental Group had three MoGs and these are listed below: Digital signatures Responsibility for Digital Signatures including the trust service elements of the elDAS Regulation No 91012014, transferred from the core Department to the Department for Digital, Culture, Media and Sport (DCMS). BEIS and DCMS will have a joint role in shaping the strategic relationship with the Open Data Institute, The Alan Turing Institute and Digital Catapult. The core Department and Departmental Group’s comparative net expenditure and net assets were not restated due to the Machinery of Government change being immaterial to both the departments. Had the core Department and Departmental Group’s comparative net expenditure been restated this would have resulted in a reduction in the core Department and Departmental Group’s net expenditure for 2017-18 of £0.1 million and a nil movement in the core Department and Departmental Group’s net assets. Strategic geospatial data policy initiatives Responsibility for strategic geospatial data policy initiatives from the core Department which encompassed Public Sector Mapping Agreement, Postcode Address File and Open Source Data Agreement, were transferred to Cabinet Office to support the work of the Geospatial Commission. This resulted in the 2017-18 core Department and Department’s Group’s comparative net expenditure being reduced by £76 million, a corresponding £76 million reduction in the core Department’s Net parliamentary funding and a £3.1 million net assets movement. UK Research and Innovation – Research England Through the enactment of section 81 of the Higher Education and Research Act 2017, the Higher Education Funding Council for England (HEFCE) ceased to exist and closed on 31 March 2018. A transfer order was put in place at midnight on 31 March 2018 which transferred the remaining net liabilities from HEFCE to the Secretary of State for Education and then directly onto two public bodies. These were the Office for Students (OfS), sponsored by the Department for Education (DfE) and Research England (RE), which forms part of UK Research and Innovation (UKRI), sponsored by the core Department, both were established by the Higher Education and Research Act 2017. \<page_number>218\</page_number> Annual report and accounts 2018-19 The existing assets, liabilities and staff of HEFCE were transferred between these entities in a practical way, which reflects the services they provide. Teaching and associated services are provided by the OIS and Research, Knowledge Exchange and associated services are provided by Research England. The transfer of HEFCE’s assets to the Departmental Group was recognised by HEFCE as a Transfer by Absorption, this resulted in the existing assets and liabilities transferred from HEFCE being recognised in UKRI at book values, without restating the prior year comparatives. From the date of the transfer, the combined results of the functions being recognised and disclosed in UKRI’s financial statements. In the core Department and Departmental Group, in accordance with the FReM the transfer is recognised as a Transfer by Merger, with comparatives restated if the transfer is material, to reflect the combined entity’s results as if they had always been combined. The Departmental Group has not restated the prior year comparatives due to the impact on the Departmental Group accounts and the Statement of Parliamentary Supply being immaterial. This is because in previous years, the core Department funded, HEFCE via the Department for Education, this funding of £2 billion in 2017-18 was recognised in note 4.4 Grants as Science and research grants in the Departmental Group accounts, which is equivalent to the spend in HEFCE that would have related to Research England. If the grant was removed and Research England’s prior year spend was recognised, there would be an immaterial reclassification of £2.7 million from Science and research grants in note 4.4, and note 3 Staff Costs. The comparatives for the core Department have been restated, resulting in a £2 billion increase in Grant in Aid and corresponding reduction in Science and Research expenditure. The restatement is reversed out on consolidation, recognising the spend of Research England as Science and Research expenditure. Therefore, there is no impact on the Departmental Group values. Changes in accounting policy Accounting policies for financial instruments and revenues from contracts with customers have been updated to reflect the new accounting standards IFRS 9 ‘Financial Instruments’ and IFRS 15 ‘Revenue from Contracts with Customers’ adopted in year. The FReM removes the option to adopt IFRS 9 and IFRS 15 retrospectively, and therefore no restatements are required to the prior year figures. Any differences between the previous carrying amount and the carrying amount under the new accounting standards have been recognised as adjustments to opening balances on 1 April 2018. Detail of the impacts is discussed in note 1.6. All investment classifications and accounting judgements in relation to the adoption of IFRS 9 in 2018-19 have been re-assessed, and as a result of this work, the department’s 33% ordinary shareholding in URENCO has been reclassified from an investment under IFRS 9/IAS 39 to an associate under IAS 28. The net financial statement impact of this for 2017-18 is £72 million to the Statement of Consolidated Net Expenditure, no restatement has been made. Financial Statements \<page_number>219\</page_number> Impact of restatements on opening balances for the Departmental Group at 1 April 2018 \| \| Balance at 31 March 2018 per 2017-18 published accounts (£m) \| Machinery of Government changes (£m) \| Restated balance at 31 March 2018 (£m) \| New accounting standard IFRS 9 (£m) \| Restated balance at 1 April 2018 (£m) \| \|---\|---\|---\|---\|---\|---\| \| Consolidated Statement of Comprehensive Net Expenditure \| \| \| \| \| \| \| Net expenditure for the period \| 86,489 \| (78) \| 86,411 \| - \| 86,411 \| \| Other comprehensive net income and expenditure (351) \| - \| - \| (351) \| - \| (351) \| \| Total comprehensive expenditure \| 86,138 \| (78) \| 86,060 \| - \| 86,060 \| \| Consolidated Statement of Financial Position \| \| \| \| \| \| \| Non-current assets \| 14,409 \| - \| 14,409 \| 32 \| 14,441 \| \| Current assets \| 4,328 \| - \| 4,328 \| (2) \| 4,326 \| \| Current liabilities (6,313) \| - \| - \| (6,313) \| - \| (6,313) \| \| Non-current liabilities (257,154) \| - \| (257,139) \| (15) \| (257,154) \| \| General fund (250,098) \| - \| 250,098 \| (941) \| 249,157 \| \| Revaluation reserve (2,915) \| - \| (2,915) \| 926 \| (1,989) \| \| Charitable funds (314) \| - \| (314) \| - \| (314) \| \| Non-controlling interests (154) \| - \| (154) \| - \| (154) \| \| Statement of Parliamentary Supply \| \| \| \| \| \| \| Resource DEL (5) Resource AME (73) Capital DEL (70) Capital AME (1,197) Net outturn for the year (78) 86,111 \| Resource DEL: 1,720 Capital DEL: 10,464 Resource AME: 75,124 Capital AME: (1,197) Net outturn for the year: 86,033 \<page_number>220\</page_number> Annual report and accounts 2018-19 28 List of bodies within the Departmental Group The table below shows the list of BEIS organisations that are included in the Government Resources and Accounts Act 2000 (Estimates and Accounts) Order 2018, known as the Designation Order. The individual Annual Report and Accounts for each of these bodies can be found on their own websites or via the Inside Government website (https://www.gov.uk/government/organisations/department-for-business-energy-and-industrial-strategy). The bodies whose accounts have been consolidated within the Departmental Group accounts are shown in section (a) of the table. Bodies within the Departmental Group but not consolidated, such as where net assets are not considered material to the Departmental Group accounts, are indicated separately in section (b) of this table. As a result of changes made in the 2018-19 Designation Order, some additional bodies are now included in the Departmental Group accounts boundary. Where boundary changes have an impact on previously reported financial results, these are shown in Note 27. <table> <thead> <tr> <td>Designated Body<br>(linked bodies are indicated in italics below their parent body)</td> <td>Status</td> <td>Website<br>further information about linked bodies or those closed during the year is also included!</td> </tr> </thead> <tbody> <tr> <td colspan="3">(a) Bodies consolidated in Departmental Group accounts for 2018-19</td> </tr> <tr> <td>Executive Agencies</td> <td></td> <td></td> </tr> <tr> <td>Insolvency Service</td> <td>Executive Agency</td> <td>gov.uk/government/organisations/insolvency-service</td> </tr> <tr> <td>UK Space Agency</td> <td>Executive Agency</td> <td>gov.uk/government/organisations/uk-space-agency</td> </tr> <tr> <td><strong>NDPBs and other designated bodies²</strong></td> <td></td> <td></td> </tr> <tr> <td>Advisory, Conciliation and Arbitration Service³</td> <td>NDPB</td> <td>acas.org.uk</td> </tr> <tr> <td>Central Arbitration Committee</td> <td>Linked but independent institution of ACAS</td> <td>Consolidated by ACAS</td> </tr> <tr> <td>Certification Office for Trade Union and Employers' Associations</td> <td>Linked but independent institution of ACAS</td> <td>Consolidated by ACAS</td> </tr> <tr> <td>BiS (Postal Services Act 2011) Company Limited</td> <td>Limited Company owned by BEIS</td> <td>beta.companieshouse.gov.uk/company/07941521</td> </tr> <tr> <td>British Business Bank plc</td> <td>Public Limited Company owned by BEIS</td> <td>british-business-bank.co.uk</td> </tr> <tr> <td>BBB Patient Capital Holdings Limited</td> <td>Limited Company</td> <td>Consolidated by British Business Bank plc</td> </tr> <tr> <td>British Business Investments Ltd</td> <td>Limited Company</td> <td>Consolidated by British Business Bank plc</td> </tr> <tr> <td>British Business Finance Ltd</td> <td>Limited Company</td> <td>Consolidated by British Business Bank plc</td> </tr> <tr> <td>British Business Financial Services Ltd</td> <td>Limited Company</td> <td>Consolidated by British Business Bank plc</td> </tr> </tbody> </table> ______________________________________________________________________ ² NDPBs are defined as bodies which have been designated under the Designation Order as being subject to consolidation with the Departmental Group. Other bodies may be included in the boundary of the Departmental Group due to other factors, including where they have been designated as being subject to consolidation with another department. ³ The Advisory, Conciliation and Arbitration Service is a statutory body established under the Employment Relations Act 1999. It is not a departmental body. Financial Statements \<page_number>221\</page_number> <table> <thead> <tr> <td></td> <td></td> <td></td> </tr> </thead> <tbody> <tr> <td>British Business Aspire Holdco Ltd</td> <td>Limited Company</td> <td>Consolidated by British Business Bank plc</td> </tr> <tr> <td>British Patent Capital Limited</td> <td>Limited Company</td> <td>Consolidated by British Business Bank plc</td> </tr> <tr> <td>Capital for Enterprise Fund Managers Limited</td> <td>Limited Company</td> <td>Consolidated by British Business Bank plc</td> </tr> <tr> <td>Capital for Enterprise (GP) Limited</td> <td>Limited Company</td> <td>Consolidated by British Business Bank plc</td> </tr> <tr> <td>Capital for Enterprise Limited</td> <td>Limited Company</td> <td>Consolidated by British Business Bank plc</td> </tr> <tr> <td>The Start-Up Loans Company</td> <td>Limited Company</td> <td>Consolidated by British Business Bank plc</td> </tr> <tr> <td>Civil Nuclear Police Authority¹</td> <td>NDPB</td> <td><a href="gov.uk/government/organisations/civil-nuclear-police-authority">gov.uk/government/organisations/civil-nuclear-police-authority</a></td> </tr> <tr> <td>Coal Authority¹</td> <td>NDPB</td> <td><a href="gov.uk/government/organisations/the-coal-authority">gov.uk/government/organisations/the-coal-authority</a></td> </tr> <tr> <td>Committee on Fuel Poverty</td> <td>NDPB</td> <td><a href="gov.uk/government/organisations/committee-on-fuel-poverty">gov.uk/government/organisations/committee-on-fuel-poverty.html</a></td> </tr> <tr> <td>Committee on Radioactive Waste Management</td> <td>NDPB</td> <td><a href="gov.uk/government/organisations/committee-on-radioactive-waste-management">gov.uk/government/organisations/committee-on-radioactive-waste-management.html</a></td> </tr> <tr> <td>Competition Service</td> <td>NDPB</td> <td><a href="cattribunal.org.uk/244/Competition-Service.html">cattribunal.org.uk/244/Competition-Service.html</a></td> </tr> <tr> <td>Competition Appeal Tribunal</td> <td>NDPB</td> <td><a href="cattribunal.org.uk">cattribunal.org.uk</a></td> </tr> <tr> <td>The Copyright Tribunal</td> <td>NDPB</td> <td><a href="gov.uk/government/organisations/copyright-tribunal">gov.uk/government/organisations/copyright-tribunal</a></td> </tr> <tr> <td>Cornwall and Isles of Scilly Investments Limited</td> <td>Limited Company owned by BEIS</td> <td><a href="https://british-business-bank.co.uk/outpartners/cornwall-isles-scilly-investment-fund-closai">https://british-business-bank.co.uk/outpartners/cornwall-isles-scilly-investment-fund-closai/</a></td> </tr> <tr> <td>Council for Science and Technology</td> <td>Expert Committee</td> <td><a href="gov.uk/government/organisations/council-for-science-and-technology">gov.uk/government/organisations/council-for-science-and-technology.html</a></td> </tr> <tr> <td>Diamond Light Source Limited</td> <td>Limited Company owned by BEIS</td> <td>diamond.ac.uk/diamondlightsource.com/diamondlightsource.com/about-us/about-diamond-light-source.html#about-diamond-light-source-organisation-and-team?utm_source=google&utm_medium=cpc&utm_campaign=google-adwords&utm_term=diamond-light-source-limited&utm_content=adword-landing-page&utm_term_type=exact&utm_term_match_type=exact&utm_term_language=en_gb&utm_term_geo_location=uk&utm_term_device=desktop&utm_term_ad_group_id=305867900000000000&utm_term_ad_group_name=uk-govuk-commercial-advertising-diamond-light-source-limited&utm_term_ad_group_creative_set_id=305867900000000000&utm_term_ad_group_creative_set_name=uk-govuk-commercial-advertising-diamond-light-source-limited&utm_term_ad_group_creative_set_type=creative_set&utm_term_ad_group_creative_set_description=uk-govuk-commercial-advertising-diamond-light-source-limited&utm_term_ad_group_creative_set_url=https://www.google.com/search?q=diamond+light+source+limited&ei=JlCzWfLgKZbYsQXqoIjwDg&gws_rd=ssl#q=diamond+light+source+limited&hl=en&gl=gb&tbm=isch&sa=X&ved=2ahUKEwjy6cGh9r7kAhWjFjoKHdOcCv4Q8t6BDAAwCAE&biw=1366&bih=611#imgrc=-_iRnNpVxuT8M:&imgrc=-_iRnNpVxuT8M:</table> Site Licence Company - private company, which operates sites on behalf of, and under contract from the NDA. Enrichment Holdings Ltd Limited Company owned by BEIS This is a special purpose vehicle for the Government's investment in Urenco Limited. \<page_number>222\</page_number> Annual report and accounts 2018-19 \| Enrichment Investments Limited \| Limited Company \| Consolidated by Enrichment Holdings Limited \| \|---\|---\|---\| \| Electricity Settlements Company Ltd \| Limited Company owned by BEIS \| emrsettlement.co.uk/ \| \| Fleetbank Funding Limited \| Limited Company owned by BEIS \| This is a vehicle for the Government to facilitate the Enable Loan Guarantee Scheme \| \| The Financial Reporting Council Limited \| Limited Company \| fc.org.uk \| \| Harwell Science and Innovation Campus Public Sector Limited Partnership \| Limited Partnership \| Joint venture owned by UKRI and UK Atomic Energy Authority \| \| Industrial Development Advisory Board \| Expert Committee \| gov.uk/government/organisations/industrial-development-advisory-board \| \| LLW Repository Limited \| Limited Company \| llwsite.com \| \| Low Carbon Contracts Company Ltd \| Limited Company owned by BEIS \| lowcarboncontracts.co.uk/ \| \| Low Pay Commission \| NDPB \| gov.uk/government/organisations/low-pay-commission \| \| Magnox Limited \| Limited Company \| magnoxsites.com \| \| Midlands Engine Investments Limited \| Limited Company owned by BEIS \| british-business-bank.co.uk/outpartners/midlands-engine-investment-fund/ \| \| The NESTA Trust \| Charitable Trust \| nesta.org.uk/faqs/what-is-the-nesta-trust \| \| Northern Powerhouse Investments Limited \| Limited Company owned by BEIS \| british-business-bank.co.uk/outpartners/northern-powerhouse-investment-fund/ \| \| Nuclear Decommissioning Authority¹ \| NDPB \| gov.uk/government/organisations/nuclear-decommissioning-authority \| \| Radioactive Waste Management Limited \| Limited Company \| Consolidated by Nuclear Decommissioning Authority \| \| Sellafield Limited \| Limited Company \| sellafieldsites.com/ \| \| Site Licence Company - private company, which operates sites on behalf of, and under contract from the NDA. \| ¹Nuclear Decommissioning Authority is a Crown body. It does not have a legal entity. Financial Statements \<page_number>223\</page_number> <table> <tr> <td>Nuclear Liabilities Financing Assurance Board</td> <td>Expert Committee</td> <td>gov.uk/government/organisations/nuclear-liabilities-financing-assurance-board<br>Costs are included in the core Department's expenditure.</td> </tr> <tr> <td>Office of Manpower Economics'</td> <td>Part of the core Department</td> <td>gov.uk/government/organisations/office-of-manpower-economics<br>No accounts produced as costs are included in the core Department's expenditure.</td> </tr> <tr> <td>Oil and Gas Authority</td> <td>Limited Company owned by BEIS</td> <td>ogauthority.co.uk/<br>Company in liquidation. Former holding company for the Government's investment in Post Office Limited.</td> </tr> <tr> <td>Postal Services Holding Company Limited</td> <td>Limited Company owned by BEIS</td> <td></td> </tr> <tr> <td>Regulatory Policy Committee</td> <td>NDPB</td> <td>gov.uk/government/organisations/regulatory-policy-committee<br>No accounts produced as costs are included in the core Department's expenditure.</td> </tr> <tr> <td>South Tees Site Company Limited</td> <td>Limited Company owned by BEIS</td> <td>https://www.southteesdc.com/about-us/south-tees-site-company-ftd/<br>This is a vehicle for managing the Government investment in the South Tees Site</td> </tr> <tr> <td>UK Climate Investments LLP</td> <td>Limited Partnership between BEIS and UK Green Investment Bank</td> <td>greeninvestmentbank.com/funds/international/<br>Consolidated by the UK Climate Investments LLP</td> </tr> <tr> <td>UK Climate Investments Indigo Limited</td> <td>Limited Company</td> <td></td> </tr> <tr> <td>UK Climate Investments Lakeside Limited</td> <td>Limited Company</td> <td></td> </tr> <tr> <td>UK Climate Investments VC Limited</td> <td>Limited Company</td> <td></td> </tr> <tr> <td>UK Green Infrastructure Platform Limited</td> <td>Limited Company owned by BEIS</td> <td>Investment vehicle managed by UK Green Investment Bank Limited on behalf of BEIS.</td> </tr> <tr> <td>United Kingdom Research and Innovation</td> <td>NDPB</td> <td>https://www.ukri.org/<br>Former Research Council now part of UKRI</td> </tr> <tr> <td>The Arts and Humanities Research Council'</td> <td>NDPB</td> <td></td> </tr> <tr> <td>The Biotechnology and Biological Sciences Research Council'</td> <td>NDPB</td> <td></td> </tr> <tr> <td>The Economic and Social Research Council'</td> <td>NDPB</td> <td></td> </tr> <tr> <td>The Engineering and Physical Sciences Research Council'</td> <td>NDPB</td> <td></td> </tr> <tr> <td>Medical Research Council'</td> <td>NDPB</td> <td></td> </tr> <tr> <td>The Natural Environment Research Council'</td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br/> <page_number>224</page_number> Annual report and accounts 2018-19 <table> <thead> <tr> <td>The Science and Technology Facilities Council (STFC)</td> <td>NDPB</td> <td>Former Research Council now part of UKRI</td> </tr> <tr> <td>Innovate UK (trading name of The Technology Strategy Board)</td> <td>NDPB</td> <td>Former Research Council now part of UKRI</td> </tr> <tr> <td>Innovate UK Loans Limited</td> <td>Limited Company</td> <td>Consolidated by UKRI</td> </tr> <tr> <td>STFC Innovations Limited</td> <td>Limited Company</td> <td>Consolidated by UKRI</td> </tr> <tr> <td>UK Shared Business Services Limited</td> <td>Limited Company</td> <td>uksbss.co.uk</td> </tr> <tr> <td>United Kingdom Atomic Energy Authority<sup>1</sup></td> <td>NDPB</td> <td>gov.uk/government/organisations/uk-atomic-energy-authority[corporate]</td> </tr> <tr> <td>AEA Insurance Limited<sup>2</sup></td> <td>Limited Company</td> <td>cfce.ac.uk [fusion research]</td> </tr> <tr> <td colspan="3">(b) Bodies not consolidated in Departmental Group accounts for 2018-19</td> </tr> <tr> <td>British Hallmarking Council</td> <td>NDPB</td> <td>gov.uk/government/organisations/british-hallmarking-council<br>Turnover and net assets are not material to Departmental Group accounts.</td> </tr> <tr> <td>Committee on Climate Change<sup>3</sup></td> <td>NDPB</td> <td>theccc.org.uk/about/<br>Turnover and net assets are not material to Departmental Group accounts.</td> </tr> <tr> <td>Daresbury SIC (PubSec) LLP</td> <td>Limited Liability Partnership</td> <td>https//beta.companieshouse.gov.uk/company/OC360004<br>A joint venture between the Science and Technology Facilities Council and Halton Borough Council. Turnover and net assets are not material to Departmental Group accounts.</td> </tr> <tr> <td>Daresbury Science & Innovation Campus Limited</td> <td>Company Limited by Guarantee</td> <td>www.sci-techedaresbury.com<br>A joint venture between the Science and Technology Facilities Council and Langtree. Turnover and net assets are not material to Departmental Group accounts.</td> </tr> <tr> <td>East Midlands Early Growth Fund Limited</td> <td>Limited Company owned by BEIS</td> <td>Recorded as investment in core Department accounts. Turnover and net assets are not material to Departmental Group accounts.</td> </tr> <tr> <td>Groceries Code Adjudicator</td> <td>Office Holder and Corporation Sole</td> <td>gov.uk/government/organisations/groceries-code-adjudicator<br>Turnover and net assets are not material to Departmental Group accounts.</td> </tr> <tr> <td>NDA Archives Limited</td> <td>Limited Company</td> <td>gov.uk/government/organisations/nuclear-decommissioning-authority<br>Turnover and net assets are not material to Departmental Group accounts.</td> </tr> </table> <sup>1</sup>United Kingdom Atomic Energy Authority <sup>2</sup>AEA Insurance Limited <sup>3</sup>Committee on Climate Change Financial Statements \<page_number>225\</page_number> <table> <tr> <td>NW VCLF HF LLP</td> <td>Limited Liability Partnership</td> <td>Recorded as investment in core Department accounts. Turnover and net assets are not material to Departmental Group accounts.</td> </tr> <tr> <td>Pubs Code Adjudicator</td> <td>Office Holder and Corporation Sole</td> <td>gov.uk/government/organisations/pubs-code-adjudicator</td> <td>Turnover and net assets are not material to Departmental Group accounts.</td> </tr> <tr> <td>Research Sites Restoration Limited</td> <td>Limited Company</td> <td>Dormant – Site Licence Company</td> <td>No costs or activities incurred in 2018-19 as the activities transferred to Magnox in 2016-17.</td> </tr> <tr> <td>Small Business Commissioner</td> <td>NDPB</td> <td>https://www.smallbusinesscommissioner.gov.uk/</td> <td>Turnover and net assets are not material to Departmental Group accounts.</td> </tr> </table> Notes: 1. Entities fall in scope of the Trade Union (Facility Time Publication Requirements) Regulations 2017. Disclosure regarding Facility Time can be found in the relevant accounts. 2. During 2018-19 the Office of National Statistics (ONS) reclassified two of the department’s non-consolidated Executive Agencies, HM Land Registry and Companies House, from Public Corporations to Central Government Bodies. This reclassification would result in these entities being consolidated into the Departmental Group accounts from ONS’s reclassification. However, the department has received a derogation from HM Treasury to not consolidate these entities, until their Trading Fund status is revoked in Parliament, which is scheduled for 2020-21. 29 Events after the Reporting Period Non-adjusting events On 11 April 2019, the government confirmed agreement with the EU on an extension of Article 50, until 31 October 2019 at the latest, with the option to leave earlier as soon as a deal has been ratified. The department has disclosed a remote contingent liability in relation to EU Exit and the HM Government guarantee in the Parliamentary accountability disclosures in the Accountability report on page 105. On 23 April 2019, it was announced that the responsibility for business Greenhouse Gas reporting guidance and regulations will transfer from the Department for Environment, Food and Rural Affairs to the Department for Business, Energy and Industrial Strategy. 29.1 Date Accounts authorised for issue BEIS’s Accounting Officer has authorised these Accounts to be issued on the same day as they were certified. Trust Statement The UK is a world leader in clean growth and low carbon jobs, whilst growing our national income. Trust Statement \<page_number>227\</page_number> # Accounting Officer's foreword to the Trust Statement ## Introduction and scope The Department for Business, Energy and Industrial Strategy (BEIS) is responsible for collection of revenue, expenditure and cash flows for the schemes listed below. These amounts are collected by the Department for payment to the Consolidated Fund. The Trust Statement also provides disclosure of any material income or expenditure not applied to the purposes Parliament intended or not conformed to the governing authorities. - EU Emissions Trading Scheme - Carbon Reduction Commitment - Climate Change Agreements - Energy Savings Opportunity Scheme ## The EU Emissions Trading Scheme ### Background The EU Emissions Trading Scheme (ETS) is the largest multi-country, multi-sector greenhouse gas emissions trading system in the world. It includes more than 11,000 power stations and industrial plants across the EU with around 1,000 of these in the UK. These include power stations, oil refineries, offshore oil platforms and industries that produce steel, cement and lime, paper, glass, ceramics and chemicals. Other organisations, including universities and hospitals, may also be covered by the EU ETS depending upon the combustion capacity of equipment at those sites. Aviation operators flying into from a European airport are also covered by the EU ETS. The EU ETS works on a 'cap and trade' basis: there is a 'cap' limit set on the total greenhouse gas emissions allowed by participants covered by the System. This cap is converted into tradable emission allowances. Tradable emission allowances are allocated to participants in the market; in the EU ETS this is done via a mixture of free allocation and auctions. One allowance gives the holder the right to emit one tonne of CO₂ (or its equivalent). Participants covered by the EU ETS must monitor and report their emissions each year and surrender enough allowances to cover their annual emissions. Participants who are likely to emit more than their allocation have a choice between taking measures to reduce their emissions or buying additional allowances, either bilaterally between operators from the secondary carbon market or from Member State-held auctions. The carbon price signifies the amount paid per EU Allowance (EUA) which is based on demand and supply. There are currently separate EU Aviation Allowances (ELIAA) for airline operators. The first phase of the EU ETS ran from 2005 to 2007 and the second phase ran from 2008 to 2012 to coincide with the first Kyoto Commitment Period. Phase III is now Phase II (2013 to 2020), and this builds upon the previous two phases ensuring a greater contribution to tackling climate change. There is a single EU-wide cap for Phase III. Each Member State was required to submit a list of all the participants that will be included in Phase III, setting out its proposed levels of free allocation in accordance with the revised ETS Directive. The UK Government appointed ICE Futures Europe to conduct auctions of EU ETS Phase III on its behalf from November 2012. An extension of two years (the maximum allowed for in the EU Auctioning Regulation), was then permitted until November 2017. Following an open-competition through the Official Journal of the European Union to re-procurcure the UK's auction platform upon expiry of the original contract, ICE Futures Europe were awarded a new contract to conduct UK auctions from November 2017. The auction calendars from 2015 to 2018 are available on the ICE auctions web pages at www.theice.com/emissions/auctions The UK held 19 auctions of ELIAA allowances in 2016-19. A total of 92,679 million allowances were auctioned successfully. There was one ELIAA auction of 866,000 allowances held in 2018-19. \<page_number>228\</page_number> Annual report and accounts 2018-19 Future developments In December 2018 the European Commission confirmed that from 01 January 2019 the relevant processes for the UK in the Union Registry would be temporarily suspended until the day after ratification instruments concerning the withdrawal agreement are deposited. As stated on the Commission website: 'from 1 January 2019 onwards the UK will not be able to auction allowances, issue allowances for free to operators or exchange international credits for as long as this suspension remains in place'. In line with the suspension notification of the Commission, the UK Government will not issue any 2019 allowances unless and until the suspension is lifted. On leaving the EU, the UK Government and Devolved Administrations have clearly stated their preference for a UK national greenhouse gas emissions trading system (UK ETS) linked to the EU ETS as set out in the Political Declaration. Linking a UK ETS to the EU ETS is subject to negotiations and cannot be guaranteed. Therefore potential 'fall-back' options remain in consideration in the event that a linked ETS cannot be achieved. Fall-back options do not preclude the opportunity to achieve a linked carbon pricing system in the future and include the UK introducing a carbon price floor which would not be linked to the EU ETS, the introduction of a tax on carbon, and participating in Phase IV of the EU ETS. All options will deliver on the Clean Growth Strategy commitments: any carbon pricing system will be at least as ambitious as remaining in the EU ETS and deliver a smooth transition for businesses. Financial summary The UK held 19 EUA auctions and 1 EUAA auction. This yielded a total income of £1,271 million (2017-18: £571 million) – as shown in note 2.2 of the Trust Statement. All auctions were wholly competitive auctions. The increase in income in 2018-19 was due to an increase in price of EU ETS allowances over the period compared to 2017-18. The total income was passed to the Consolidated Fund within a few days of each auction. Auctions were completed in Euros and converted to sterling. Exchange rate differences amounted to £1,246,000 (2017-18: £424,000). The exchange differences are recognised in the Statement of Revenue, Other Income and Expenditure. The Environmental Agency, as regulator, imposed 204 civil penalties amounting to £2,635,535 (2017-18: 137 penalties totalling £1,892,941). Most of these penalties relate to non-compliance in meeting installation targets under the UK small emitting unit scheme (SEUS), those who have opted-out of the main requirements of the ETS. The opt-out requires that installations must keep their emissions below a set target. A penalty is charged for every tonne of CO$\_{2}$ above the emission target. Some of these penalties (for example on aviation) relate to previous compliance years. OPRED (Offshore Petroleum Regulator for Environment and Decommissioning) also issued 5 penalties in 2018-19, amounting to £109,553 (2017-18: 7 penalties totalling £127,643). The offshore industry is regulated by OPRED, a discrete directorate within BEIS. The sanctions relate to a backlog of failures to surrender sufficient allowances and to comply with a permit condition. OPRED expects the number of penalties to increase as they identify more compliance issues. The relevant Civil Sanctions Guidance has been published alongside the civil penalties. The costs associated with administering the scheme were borne by the Department – shown in note 3 and included within the Department's Accounts. Carbon Reduction Commitment Energy Efficiency Scheme Background The Carbon Reduction Commitment Energy Efficiency Scheme (CRC) is a mandatory scheme covering large, non-energy intensive, users of energy in the public and private sectors (5,000+ organisations). The organisations must use over 6GWt of electricity per year and must monitor their energy use and report their energy supplies annually. They must buy allowances for each tonne of carbon dioxide equivalent of emissions. In March 2016 it was announced that the CRC scheme would close following the 2018-19 compliance year to simplify the business energy efficiency tax landscape. Organisations will report under the CRC for the last time by the end of July 2019 and surrender allowances for emissions from energy supplied in the 2018-19 compliance year by the end of October 2019. Participants in the scheme are required Trust Statement \<page_number>229\</page_number> to maintain their records until 2025 so they are available for audit. The CRC regulations specify that refunds maybe granted up to 2025, BEIS are currently considering the approach to handling refund requests post 31 March 2022. The Streamlined Energy and Carbon Reporting framework (SECR) launched on 1 April 2019 and replaces the reporting elements of the CRC energy efficiency scheme. The financial year 2018-19 saw the fifth forecast sale for Phase I of the scheme (for compliance year 2018-19) and the fourth buy-to-comply sale (for compliance year 2017-18). The prices across the scheme are as follows: <table> <thead> <tr> <th>CRC scheme year</th> <th>Compliance sale price</th> <th>Forecast sale price</th> </tr> </thead> <tbody> <tr> <td>2018-19</td> <td>£18.30</td> <td>£17.20</td> </tr> <tr> <td>2017-18</td> <td>£17.70</td> <td>£16.60</td> </tr> <tr> <td>2016-17</td> <td>£17.20</td> <td>£16.10</td> </tr> <tr> <td>2015-16</td> <td>£16.90</td> <td>£15.60</td> </tr> <tr> <td>2014-15</td> <td>£16.40</td> <td>£15.60</td> </tr> </tbody> </table> Financial summary Allowance sales under the CRC scheme in 2018-19 generated £444 million (2017-18: £580 million). There were 6 civil penalties levied against CRC participants. The civil penalties amounted to £69,090 (2017-18: £49,000). The costs incurred in administering the CRC Scheme were borne by the Department as shown in note 3 and included within the Department’s Accounts. Climate Change Agreements Background Climate Change Agreements (CCAs) are voluntary agreements that allow businesses in 53 energy intensive sectors to receive up to a 93% reduction in the Climate Change Levy (CCL) in exchange for meeting stretching energy efficiency/carbon targets. The CCA scheme was launched on 1 April 2013 and runs until 31 March 2023, if agreed carbon targets from 2017 to 2020 against agreed baselines, the scheme is estimated to deliver a reduction in emissions of 19 metric tonnes CO₂ (based on a 2008 baseline) and savings to participants on the CCL of between £200–£300 million each year. The CCA generates three potential money streams: Charging income Paid by CCA participants to the Administrator on an annual basis, in accordance with a charging scheme established under paragraph 52C Finance Act 2000, Schedule 6 (as amended by Finance Act 2012). These monies are retained by the Environment Agency and will not feature in the Trust Statement. Civil penalties Payments received by the Administrator for minor infractions, passed by the Department to the Consolidated Fund in accordance with powers given in 52F Finance Act 2000, Schedule 6 (as amended by Finance Act 2012). The amounts are specified in The Climate Change Agreements (Administration) Regulations 2012. Buy-out payments Payments made by participants at the end of each two-year target period in cases where CCA targets are not met. For the first two target periods for the scheme up to 31 December 2016, payments were calculated on the basis of £12 per tonne of CO₂ by which the target is exceeded. From 1 January 2017, this has been increased to £14 per tonne of CO₂, for which the powers are given in 52F Finance Act 2000, Schedule 6 (as amended by Finance Act 2012). The amount is specified in The Climate Change Agreements (Administration) Regulations 2012 (as amended in 2016). The collection of buy-out payments is commenced on 3 June of each year in respect of the next Target Reporting Period and will continue for both buy-out payments and civil penalties, until the scheme ends in 2023. The income distribution is explained under the section on Financial Review. Future developments BEIS are currently evaluating the CCA scheme, this will conclude by the end of 2019 with a report published by the end of March 2020. This will help inform any potential future CCA scheme. Financial summary In 2018-19, the income from buy-out payments generated £107,780 (£22,966 million in 2017-18), – as shown in note 2.3 of the Trust Statement. The lower income in the current reporting year was due to 2018-19 being a period of secondary \<page_number>230\</page_number> Annual report and accounts 2018-19 reporting for Target Reporting Period II, where participants make further top-up buy-out payments after an audit or they receive a refund if they have been overpaid. By comparison, the prior year comparatives reflect the primary reporting period income for Target Reporting Period II. 2 civil penalties were issued under the CCA scheme for the first time totalling £565 Income. Energy Savings Opportunity Scheme Background The Energy Savings Opportunity Scheme (ESOS) is an energy assessment scheme, mandatory for all large undertakings in the UK. The Government established ESOS in response to the requirements of Article 8 (4-6) of the EU Energy Efficiency Directive. Qualifying organisations must carry out audits every 4 years of the energy used by their buildings, industrial processes and transport to identify cost-effective energy saving measures. We are now in the second phase of the scheme, which commenced on 31 December 2016. The scheme runs until 5 December 2027. In Phase 1 there were 6,075 Ultimate Parent organisations in the scheme. The Environment Agency and equivalent regulators in the devolved administrations are responsible for ensuring ESOS compliance. Participants who fail to comply with the scheme could be fined up to £50,000. The first penalties under ESOS were imposed in March 2018. ESOS is estimated to deliver a net benefit to the UK of £1.6 billion (between 2015-2030). There are currently no charges for registering with the scheme. Future developments BEIS are currently evaluating ESOS to identify any potential changes to the scheme, especially in relation to supporting the ambition to enable businesses and industry to improve energy efficiency by at least 20% by 2030. Financial summary The income stream consists of non-compliance penalties. 28 penalties totalling £272,202 were issued in 2018-19 (2017-18: 5 penalties totalling £17,110). Remote contingent liabilities Audited information On 29 March 2017, the UK Government submitted its notification to leave the EU in accordance with Article 50. The triggering of Article 50 started a two-year negotiation process between the UK and the EU. On 11 April 2019, the UK Government announced that it would leave the EU on an extension until 31 October 2019 at the latest, with the option to leave earlier as soon as a deal has been ratified. Any subsequent changes in legislation, regulation and funding arrangements are subject to the outcome of the negotiations. As a result, an unquantifiable contingent liability is disclosed. In accordance with accounting standards, no contingent assets can be recognised. Further information on the core Department’s remote contingent liability relating to the UK leaving the EU is detailed on page 105. Auditors These financial statements have been audited, under the Exchequer and Audit Departments Act 1921, by the Comptroller and Auditor General, who is appointed under statute and reports to Parliament. The audit opinion is on 234 to 236. The auditor’s notional remuneration is included within the Department’s Accounts. There were no fees in respect of non-audit work. Basis for preparation The HM Treasury Accounts Direction, issued in accordance with Section 2 of the Exchequer and Audit Departments Act 1921 requires the Department to prepare the Trust Statement to give a true and fair view of the statutory liabilities including expenditure and allocation of the carbon allowance auction receipts for the EU Emissions Trading Schemes, the allowances sales from the CRC scheme, buy-out payments from the CCA Scheme and civil penalties receivable under the EU ETS, CRC, CCA and ESOS schemes. Regard is given to all relevant accounting and disclosure requirements given in Managing Public Money and other guidance issued by HM Treasury. Trust Statement \<page_number>231\</page_number> Accounting judgements As the Accounting Officer, it is my responsibility to apply suitable accounting policies in the preparation of the Trust Statement. Revenues are recognised in the period in which the event that generates the revenue takes place, consequently the anticipated proceeds from future auctions and licences as detailed in note 2 are not recognised as assets within this statement. All the transactions within the Trust Statement reflect transactions that have taken place. Events after the reporting period Details of events after the reporting period are given in note 10 to the Trust Statement. Governance statement The Department's governance statement covers both the Accounts and the Trust Statement, and is included in the Governance section of this report. Alex Chisholm Permanent Secretary and Principal Accounting Officer 8 July 2019 \<page_number>232\</page_number> Annual report and accounts 2018-19 # Statement of Accounting Officer’s responsibility for the Trust Statement Under section 2 of the Exchequer and Audit Departments Act 1921, HM Treasury has directed the Department for Business, Energy and Industrial Strategy to prepare for each financial year a Trust Statement in the form and on the basis set out in the Accounts Direction. HM Treasury has appointed the Permanent Secretary as Accounting Officer of the Department for Business, Energy and Industrial Strategy with overall responsibility for preparing the Trust Statement and for transmitting it to the Comptroller and Auditor General. The Accounting Officer is responsible for ensuring that: there is a high standard of financial management, including a sound system of internal control; that financial systems and procedures promote the efficient and economical conduct of business and safeguard financial propriety and regularity; that financial considerations are fully taken into account in decisions on policy proposals, and that risk is considered in relation to assessing value for money. The Accounting Officer is responsible for the fair and efficient administration of the EU ETS including conduct of auction of EU Allowances under Phase 1 of the Scheme and Aviation allowances of the EU ETS; collection of the proceeds and onward transmission of the funds in their entirety to the Consolidated Fund. The Accounting Officer is also responsible for the collection of CRC Allowances and CCA buy-out payments for onward transmission to the Consolidated Fund and, the collection of civil penalties levied under the EU ETS, CCA, CRC, and ESOS schemes for onward transmission to the Consolidated Fund. The responsibilities of the Accounting Officer, including responsibility for the propriety and regularity of the public finances for which an Accounting Officer is answerable, for keeping proper records and for safeguarding the Department’s assets, are set out in Managing Public Money published by HM Treasury. The Trust Statement must give a true and fair view of: - the statement of affairs of the EU ETS, CCA Schemes and penalties issued under the EU ETS, ESOS, CCA and CRC Schemes These streams of income are recognised on an accruals basis, - the state of affairs of the CRC Allowance Scheme sales which are recognised on a cash received basis - the revenue collected, and expenditure incurred together with the net amounts surrendered to the Consolidated Fund In preparing the Trust Statement, the Accounting Officer is required to comply with the requirements of the Government Financial Reporting Manual and in particular to: - observe the Accounts Direction issued by HM Treasury, including the relevant accounting and disclosure requirements, and apply suitable accounting policies on a consistent basis - make judgements and estimates on a reasonable basis - state whether applicable accounting standards as set out in the Government Financial Reporting Manual have been followed, and disclose and explain any material departures in the accounts - prepare the Trust Statement on a going-concern basis Accounting Officer’s confirmation I have taken all the steps that I ought to have taken to make myself aware of any relevant audit information and to establish that the Department’s auditors are aware of that information. ______________________________________________________________________ Trust Statement \<page_number>233\</page_number> The annual report and accounts as a whole is fair, balanced and understandable. I take personal responsibility for the annual report and accounts and the judgements required for determining that it is fair, balanced and understandable. Alex Chisholm Permanent Secretary and Principal Accounting Officer 8 July 2019 \<page_number>234\</page_number> Annual report and accounts 2018-19 # The Trust Statement Audit Report of the Comptroller and Auditor General to the House of Commons ## Opinion on financial statements I have audited the financial statements of Department for Business, Energy and Industrial Strategy Trust Statement ("the Trust Statement") for the year ended 31 March 2019 under the authority of the Exchequer and Audit Departments Act 1921. The financial statements comprise the Statement of Revenue, Other Income and Expenditure, the Statement of Financial Position, the Statement of Cash Flows and the related notes, including the significant accounting policies. These financial statements have been prepared under the accounting policies set out within them. ### In my opinion: - the Trust Statement gives a true and fair view of the state of affairs of balances stemming from: the collection of EU Emissions Trading Scheme (ETS) auction receipts; Carbon Reduction Commitment (CRC) allowance sales; Climate Change Adaptation (CCA) receipts; and EU ETS, CRC, CCA, and Energy Savings Opportunity Scheme (ESOS) civil penalties as at 31 March 2019 and of the net revenue for the year then ended; and - the financial statements have been properly prepared in accordance with the Exchequer and Audit Departments Act 1921 and HM Treasury directions issued thereunder. ### Opinion on regularity In my opinion, in all material respects the income and expenditure recorded in the financial statements have been applied to the purposes intended by Parliament and the financial transactions recorded in the financial statements conform to the authorities which govern them. ### Basis of opinions I conducted my audit in accordance with International Standards on Auditing (ISAs) [UK] and Practice Note 10 Audit of Financial Statements of the Public Sector Entities in the United Kingdom'. My responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of my certificate. Those standards require me and my staff to comply with the Financial Reporting Council's Revised Ethical Standard 2016. I am independent of the Department in accordance with the ethical requirements that are relevant to my audit and the financial statements in the UK. My staff and I have fulfilled our other ethical responsibilities in accordance with these requirements. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion. ### Conclusions relating to going concern I am required to conclude on the appropriateness of management's use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Department's ability to continue as a going concern for a period of at least twelve months from the date of approval of the financial statements. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor's report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify my opinion. Management's responsibility for obtaining audit evidence obtained up to the date of my auditor's report. However, future events or conditions may cause the entity to cease to continue as a going concern. I have nothing to report in these respects. ### Responsibilities of the Accounting Officer for the audit of the financial statements As explained more fully in the Statement of Accounting Officer's responsibility for the Trust Statement, the Accounting Officer is responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view. ### Auditor's responsibilities for the audit of the financial statements My responsibility is to audit, and report on the financial statements in accordance with the Exchequer and Audit Departments Act 1921. Trust Statement \<page_number>235\</page_number> An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. As part of an audit in accordance with ISAs (UK), I exercise professional judgment and maintain professional scepticism throughout the audit. I also: - identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for non-fraud errors, because fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. - obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Department’s internal control. - evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management. - evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the consolidated financial statements present the underlying transactions and events in a manner that achieves fair presentation. I communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant findings and conclusions, including any significant deficiencies in internal control that I identify during my audit. I am required to obtain evidence sufficient to give reasonable assurance that the income and expenditure recorded in the financial statements have been properly prepared, in all material respects, to reflect the transactions intended by Parliament and the financial transactions recorded in the financial statements conform to the authorities which govern them. Other information The Accounting Officer is responsible for the other information. The other information comprises information included in the Accounting Officer’s forward to this Trust Statement and Statement of the Accounting Officer’s responsibility for this Trust Statement, but does not include the financial statements and my auditor’s report thereon. My opinion on the financial statements does not cover the other information and I do not express any form of assurance conclusion thereon. In connection with my audit of the financial statements, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or my knowledge obtained in the audit or otherwise appears to be materially misleading. If, based on the work I have performed, I conclude that there is a material misstatement of this other information, I am required to report that fact. I have nothing to report in this regard. Opinion on other matters In my opinion: - the information given in the Accounting Officer’s forward to this Trust Statement and Statement of the Accounting Officer’s responsibility for this Trust Statement for the financial year for which the financial statements are prepared is consistent with the financial statements. \<page_number>236\</page_number> Annual report and accounts 2018-19 Matters on which I report by exception I have nothing to report in respect of the following matters which I report to you if, in my opinion: - adequate accounting records have not been kept or returns adequate for my audit have not been received from branches not visited by my staff; or - the financial statements are not in agreement with the accounting records and returns; or - I have not received all of the information and explanations I require for my audit; or - the Governance Statement does not reflect compliance with HM Treasury’s guidance. Gareth Davies Comptroller and Auditor General National Audit Office 157-197 Buckingham Palace Road Victoria London SWIW 9SP 10 July 2019 Trust Statement \<page_number>237\</page_number> # Statement of Revenue, Other income and Expenditure for the year ended 31 March 2019 <table> <thead> <tr> <th></th> <th>Note</th> <th>2018-19 £'000</th> <th>2017-18 £'000</th> </tr> </thead> <tbody> <tr> <td><strong>Revenue</strong></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Licence fees and taxes</td> <td></td> <td></td> <td></td> </tr> <tr> <td>Carbon Reduction Commitment allowance sales</td> <td>2.1</td> <td>440,280</td> <td>580,201</td> </tr> <tr> <td>EU Emissions Trading Scheme auction income</td> <td>2.2</td> <td>1,270,635</td> <td>570,688</td> </tr> <tr> <td>Climate Change Agreements buy-out payments income</td> <td>2.3</td> <td>108</td> <td>22,966</td> </tr> <tr> <td><strong>Total licence fees and taxes</strong></td> <td></td> <td><strong>1,710,923</strong></td> <td><strong>1,173,855</strong></td> </tr> <tr> <td>Fines and penalties</td> <td></td> <td></td> <td></td> </tr> <tr> <td>Civil penalties – EU Emissions Trading scheme</td> <td>2.4</td> <td>2,745</td> <td>2,021</td> </tr> <tr> <td>Civil penalties – Energy Savings Opportunity Scheme</td> <td>2.4</td> <td>272</td> <td>17</td> </tr> <tr> <td>Civil penalties – Carbon Reduction Commitment Scheme</td> <td>2.4</td> <td>59</td> <td>-49</td> </tr> <tr> <td>Civil penalties – Climate Change Agreements</td> <td></td> <td>1</td> <td></td> </tr> <tr> <td><strong>Total fines and penalties</strong></td> <td></td> <td><strong>3,087</strong></td> <td><strong>2,087</strong></td> </tr> <tr> <td>Total revenue and other income</td> <td></td> <td><strong>1,714,010</strong></td> <td><strong>1,175,942</strong></td> </tr> <tr style="border-top: 1px solid black;"> <th><strong>Expenditure</strong></th> <th></th> <th></th> <th></th> </tr> <tr style="border-top: 1px solid black;"> <tr style="border-top: 1px solid black;"> <!-- EU Emissions Trading Scheme costs --> <!-- Credit losses - debts written off --> <!-- Total expenditure --> <!-- Net revenue for the Consolidated Fund --> <!-- There were no recognised gains or losses accounted for outside of the above Statement of Revenue, Other Income and Expenditure. --> <!-- The notes on pages 240 to 245 form part of this statement. --> <!-- There were no recognised gains or losses accounted for outside of the above Statement of Revenue, Other Income and Expenditure. --> <!-- The notes on pages 240 to 245 form part of this statement. --> <!-- There were no recognised gains or losses accounted for outside of the above Statement of Revenue, Other Income and Expenditure. --> <!-- The notes on pages 240 to 245 form part of this statement. --> <!-- There were no recognised gains or losses accounted for outside of the above Statement of Revenue, Other Income and Expenditure. --> <!-- The notes on pages 240 to 245 form part of this statement. --> <!-- There were no recognised gains or losses accounted for outside of the above Statement of Revenue, Other Income and Expenditure. --> <!-- The notes on pages 240 to 245 form part of this statement. --> <!-- There were no recognised gains or losses accounted for outside of the above Statement of Revenue, Other Income and Expenditure. --> <!-- The notes on pages 240 to 245 form part of this statement. --> <!-- There were no recognised gains or losses accounted for outside of the above Statement of Revenue, Other Income and Expenditure. --> <!-- The notes on pages 240 to 245 form part of this statement. --> <!-- There were no recognised gains or losses accounted for outside of the above Statement of Revenue, Other Income and Expenditure. --> <!-- The notes on pages 240 to 245 form part of this statement. --> <!-- There were no recognised gains or losses accounted for outside of the above Statement of Revenue, Other Income and Expenditure. --> <!-- The notes on pages 240 to 245 form part of this statement. --> <!-- There were no recognised gains or losses accounted for outside of the above Statement of Revenue, Other Income and Expenditure. --> <!-- The notes on pages 240 to 245 form part of this statement. --> <!-- There were no recognised gains or losses accounted for outside of the above Statement of Revenue, Other Income and Expenditure. --> <!-- The notes on pages 240 to 245 form part of this statement. --> <!-- There were no recognised gains or losses accounted for outside of the above Statement of Revenue, Other Income and Expenditure. --> <!-- The notes on pages 240 to 245 form part of this statement. --> <!-- There were no recognised gains or losses accounted for outside of the above Statement of Revenue, Other Income and Expenditure. --> <!-- The notes on pages 240 to 245 form part of this statement. --> <!-- There were no recognised gains or losses accounted for outside of the above Statement of Revenue, Other Income and Expenditure. --> <!-- The notes on pages 240 to 245 form part of this statement. --> <!-- There were no recognised gains or losses accounted for outside of the above Statement of Revenue, Other Income and Expenditure. --> <!-- The notes on pages 240 to 245 form part of this statement. --> <!-- There were no recognised gains or losses accounted for outside of the above Statement of Revenue, Other Income and Expenditure. --> <!-- The notes on pages 240 to 245 form part of this statement. --> <!-- There were no recognised gains or losses accounted for outside of the above Statement of Revenue, Other Income and Expenditure. --> <!-- The notes on pages 240 to 245 form part of this statement. --> <page_number>238</page_number> Annual report and accounts 2018-19 # Statement of Financial Position as at 31 March 2019 <table> <thead> <tr> <td></td> <td>Note</td> <td>31 Mar 2019 £'000</td> <td>31 Mar 2018 £'000</td> </tr> </thead> <tbody> <tr> <td><strong>Current assets</strong></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Receivables and accrued fees</td> <td>4</td> <td>2,797</td> <td>1,471</td> </tr> <tr> <td>Cash and cash equivalents</td> <td>5</td> <td>27,898</td> <td>23,921</td> </tr> <tr> <td><strong>Total current assets</strong></td> <td></td> <td><strong>30,695</strong></td> <td><strong>25,392</strong></td> </tr> <tr> <td><strong>Current liabilities</strong></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Payables</td> <td>6</td> <td>(324)</td> <td>(404)</td> </tr> <tr> <td><strong>Total current liabilities</strong></td> <td></td> <td><strong>(324)</strong></td> <td><strong>(404)</strong></td> </tr> <tr> <td><strong>Net current assets</strong></td> <td></td> <td><strong>30,344</strong></td> <td><strong>24,988</strong></td> </tr> <tr> <td><strong>Total net assets</strong></td> <td></td> <td><strong>30,371</strong></td> <td><strong>24,988</strong></td> </tr> <tr> <td>Represented by:</td> <td></td> <td></td> <td></td> </tr> <tr> <td><strong>Balance on Consolidated Fund Accounts</strong></td> <td>7</td> <td><strong>30,371</strong></td> <td><strong>24,988</strong></td> </tr> </tbody> </table> The notes on pages 240 to 245 form part of this statement. Alex Chisholm Permanent Secretary and Principal Accounting Officer 8 July 2019 Trust Statement \<page_number>239\</page_number> # Statement of Cash Flows for the year ended 31 March 2019 <table> <thead> <tr> <th></th> <th>Note</th> <th>2018-19 £'000</th> <th>2017-18 £'000</th> </tr> </thead> <tbody> <tr> <td>Net cash flows from operating activities</td> <td>A</td> <td>1,711,335</td> <td>1,175,406</td> </tr> <tr> <td>Cash paid to the Consolidated Fund</td> <td>7</td> <td>(1,707,368)</td> <td>(1,165,572)</td> </tr> <tr> <td>Increase/(decrease) in cash in this period</td> <td>B</td> <td>3,977</td> <td>6,834</td> </tr> </tbody> </table> Notes to the statement of Cash Flows <table> <thead> <tr> <th></th> <th>Note</th> <th>2018-19 £'000</th> <th>2017-18 £'000</th> </tr> </thead> <tbody> <tr> <td>A: Reconciliation of Net Cash Flow to Movement in Net Funds</td> <td></td> <td></td> <td></td> </tr> <tr> <td>Net Revenue for the Consolidated Fund</td> <td>7</td> <td>1,712,741</td> <td>1,174,538</td> </tr> <tr> <td>(Increase)/decrease in receivables and accrued fees</td> <td>4</td> <td>(1,326)</td> <td>982</td> </tr> <tr> <td>Increase/(decrease) in payables</td> <td>6</td> <td>(60)</td> <td>(114)</td> </tr> <tr> <td>Net cash flows from operating activities</td> <td></td> <td>1,711,335</td> <td>1,175,406</td> </tr> ``` <tr><td>B: Analysis in changes in Net Funds</td><td></td><td></td><td></td></tr> <tr><td>Increase/(decrease) in cash in this period</td><td></td><td>3,977</td><td>6,834</td></tr> <tr><td>Net Funds as at 1 April (net cash at bank)</td><td>5</td><td>23,921</td><td>17,087</td></tr> <tr><td>Net Funds as at 31 March (closing balance)</td><td>5</td><td>27,898</td><td>23,921</td></tr> ``` </tbody> </table> <page_number>240</page_number> Annual report and accounts 2018-19 # Notes to the Trust Statement ## 1 Statement of Accounting Policies ### 1.1 Basis of Accounting The Trust Statement is prepared in accordance with the accounts direction issued by HM Treasury under section 2 of the Exchequer and Audit Departments Act 1921. The Trust Statement is prepared in accordance with the accounting policies detailed below. These have been agreed between the Department for Business, Energy and Industrial Strategy (the Department) and HM Treasury and have been developed in accordance with International Financial Reporting Standards (IFRS) and other relevant guidance. The accounting policies have been applied consistently in dealing with items considered material in relation to the accounts. The income and associated expenditure contained in the Departmental Trust Statement are those flows of funds which the Department administers on behalf of the Consolidated Fund. The financial information in the Trust Statement is rounded to the nearest £'000. The Trust Statement is presented in pounds sterling, which is the functional currency of the Department. ### 1.2 Accounting convention The Trust Statement has been prepared in accordance with the historical cost convention. ### 1.3 Revenue Recognition IFRS 15 'Revenue from Contracts with Customers' was adopted on 1 April 2018. This replaced IAS 18 'Revenue' and IAS 11 'Construction Contracts'. The FReM extends the definition of a contract under IFRS 15 para 9 to include legislation and regulations which enable an entity to obtain revenue that is not classified as a tax by the Office of National Statistics (ONS). As both EU-ETS auction income and CRC allowances are subject to ONS classification, if ONS and CCA income meets the definition of a tax under ONS's guidance, IFRS 15 is not applicable to the material revenue streams of the BEIS Trust Statement. Income from these schemes is recognised as follows: - EU ETS receipts represent proceeds from the auction of carbon allowances under Phase III and aviation allowances of the EU ETS. - Revenue is recognised at the close of each competitive auction, when the revenue can be measured reliably. - Revenue in respect of CRC allowance sales is recognised on a cash received basis by agreement with HM Treasury. - Revenue in respect of CCA buy-out payments is recognised on an accruals basis, albeit the recognition point is when the income is received. - Revenue in respect of civil penalties is recognised when the penalty is imposed. In 2018-19, civil penalties for the CCA are recognised for the first time. All result in a cash flow to the Consolidated Fund. This has resulted in no difference to the income recognition methodology applied in previous years. CRC participants may request refunds for over-surrendered allowances (note 9 Contingent Liabilities refers). These are accounted for in the period in which the refund request is authorised and processed. ### 1.4 Financial instruments A financial instrument is any contract that gives rise to a financial asset of one entity and a financial liability or equity instrument of another entity. Financial assets and financial liabilities are recognised in the Statement of Financial Position when the Department becomes a party to the contractual provisions of an instrument. Trust Statement \<page_number>241\</page_number> 1.5 Financial assets For the purposes of this Trust Statement, the Department holds financial assets in the following categories: - Receivables held at amortised cost; - Cash and cash equivalent. Both receivables and cash and cash equivalents are held at amortised cost following the adoption of IFRS 9 ‘Financial Instruments’ as a replacement for IAS 39 ‘Financial Instruments: Recognition and Measurement’ from 1 April 2018. There were no changes in terms of measurement for these assets upon transition. Receivables held at amortised cost comprise: - for EU ETS the amounts due from Primary Participants in respect of established auction liabilities for which, at the financial year end, payments had not been received. The amounts due are calculated at the close of each auction and have a maturity of less than three months; - civil penalties levied against participants in the EU ETS, ESOS, CCA and CRC Schemes, amounts for which have not been received at the financial year end. Cash and cash equivalents comprise current balances with banks and other financial institutions, which are readily convertible to known amounts of cash and which are subject to insignificant risk of changes in value and have an original maturity of three months or less. 1.6 Financial liabilities For the purposes of this Trust Statement the Department holds financial liabilities in the following category: - Other financial liabilities Other financial liabilities comprise: - Payables in the Statement of Financial Position. Payables are amounts established as due at the reporting date but where payment is not expected to be made. Since these balances are expected to be settled within 12 months of the reporting date there is no material difference between fair value, amortised cost and historical cost. The adoption of IFRS 9 has not had a significant effect on the Department’s accounting policies for financial liabilities 1.7 Foreign currency Transactions that are denominated in a foreign currency are translated into sterling at the rate of exchange ruling on the date of each transaction. Monetary assets and liabilities denominated in foreign currency at the year-end are translated at the rates ruling at that date unless a forward rate has been fixed with the Bank of England. All translation differences are included in the Statement of Revenue, Other Income and Expenditure for the period. \<page_number>242\</page_number> Annual report and accounts 2018-19 2 Revenue 2.1 CRC allowance sales <table> <thead> <tr> <td></td> <td>2018-19</td> <td>2017-18</td> </tr> </thead> <tbody> <tr> <td></td> <td>£'000</td> <td>£'000</td> </tr> <tr> <td>Allowance sales</td> <td>440,280</td> <td>580,201</td> </tr> <tr> <td>Total</td> <td><strong>440,280</strong></td> <td><strong>580,201</strong></td> </tr> </tbody> </table> 2.2 EUETS auction income <table> <thead> <tr> <td></td> <td>2018-19</td> <td>2017-18</td> </tr> </thead> <tbody> <tr> <td></td> <td>£'000</td> <td>£'000</td> </tr> <tr> <td>Phase III<br>Auctions Income</td> <td>1,258,836</td> <td>565,933</td> </tr> <tr> <td>Aviation<br>Auctions Income</td> <td>11,699</td> <td>4,755</td> </tr> <tr> <td>Total</td> <td><strong>1,270,535</strong></td> <td><strong>570,688</strong></td> </tr> </tbody> </table> Dates for the carbon allowances auctions under Phase III and Aviation schemes pertaining to the EU ETS, along with number of units auctioned are available on the Intercontinental Exchange website on the auction calendar link at www.theice.com/emissions/auctions 2.3 CCA buy-out payments income <table> <thead> <tr> <td></td> <td>2018-19</td> <td>2017-18</td> </tr> </thead> <tbody> <tr> <td></td> <td>£'000</td> <td>£'000</td> </tr> <tr> <td>Buy-out payment income receivable</td> <td>108</td> <td>22,966</td> </tr> <tr> <td>Total</td> <td><strong>108</strong></td> <td><strong>22,966</strong></td> </tr> </tbody> </table> In 2018-19, the income from buy-out payments generated £107,760 (£22,966 million in 2017-18). This is due to 2018-19 being a period of secondary reporting for Target Reporting Period II which entailed top up payments as a result of audit or refunds only. The income relating to buy-out payments for the prior year comparatives is higher since 2017-18 was the Primary Reporting Period for Target Reporting Period II. 2.4 Civil penalties <table> <thead> <tr> <td></td> <td>2018-19</td> <td>2017-18</td> </tr> </thead> <tbody> <tr> <td></td> <td>£'000</td> <td>£'000</td> </tr> <tr> <td>Levied under EU ETS Scheme.</td> <td>2,745</td> <td>2,021</td> </tr> <tr> <td>Levied under ESOS Scheme.</td> <td>272</td> <td>17</td> </tr> <tr> <td>Levied under CRC Scheme.</td> <td>69</td> <td>49</td> </tr> <tr> <td>Levied under CCA Scheme.</td> <td>1</td> <td>-</td> </tr> <tr> <td>Total</td> <td><strong>3,087</strong></td> <strong><em><u><u style="text-decoration: underline;">2,087<u/></u></em></u></strong><br/> There were 209 civil penalties totalling £2,745,088 (2017-18: 144 penalties totalling £2,020,584), levied under the EU ETS scheme for the year under review. CRC penalties of £69,990 were recognised in 2018-19 (2017-18: £49,000), ESOS penalties totalling £272,202 (2017-18: 5 penalties totalling £17,110) were recognised under the ESOS scheme in 2018-19. CCA penalties totalling £565 were recognised under the CCA scheme for the first time in 2018-19. Trust Statement \<page_number>243\</page_number> 3 Expenditure and disbursements 3.1 Costs incurred in the collection of receipts <table> <tr> <td></td> <td>2018-19</td> <td>2017-18</td> </tr> <tr> <td>Foreign currency translation costs (EU ETSs)</td> <td>£'000</td> <td>£'000</td> </tr> <tr> <td>Interest charges on Euro auction bank account (EU ETS)</td> <td>1,248</td> <td>424</td> </tr> <tr> <td>Total</td> <td>1,269</td> <td>432</td> </tr> </table> 3.2 Credit losses <table> <tr> <td></td> <td>2018-19</td> <td>2017-18</td> </tr> <tr> <td>De-recognition due to successful appeal – EU ETS Penalties</td> <td>£'000</td> <td>£'000</td> </tr> <tr> <td>-</td> <td>-</td> <td>969</td> </tr> <tr> <td>De-recognition of CRC penalty</td> <td>-</td> <td>3</td> </tr> <tr> <td>Total</td> <td>-</td> <td>972</td> </tr> </table> No penalties were appealed in 2018-19, with just 2 EU ETS penalties successfully appealed and written back in 2017-18. No disbursements are now owed out of the Trust Statement. However, the department incurred expenditure of £668,113 (2017-18: £606,340) in administering EU ETS and £368,211 (2017-18: £430,037) in respect of the CRC Scheme. Expenditure to administer the CCA scheme totalled £357,643 (2017-18: £363,124). Expenditure incurred administering the ESOS scheme in 2018-19 amount to £915,405 (2017-18: £1,190,555). Expenditures on EU ETS, ESOS, CRC and CCA are included in the Department’s Accounts because there is no express statutory provision for these costs to be deducted from the revenue collected and paid over to the Consolidated Fund. 4 Receivables and accrued fees <table> <tr> <th></th> <th>2018-19</th> <th>2017-18</th> </tr> <tr> <th>Civil Penalties receivable</th> <th>£'000</th> <th>£'000</th> </tr> <tr> <td></td><td>2,797</td><td>1,471</td> </tr> <tr> <th>Total</th><th>2,797</th><th>1,471</th> </tr> </table> Civil penalties receivable represent the amounts due from the participants where invoices for payment have been issued but not paid for at the year end. 5 Cash and cash equivalents <table> <tr> <th></th><th>2018-19</th><th>2017-18</th> </tr> <tr><th></th><th>£'000</th><th>£'000</th></tr><tr><td>Balance as at 31 March</td><td>27,898</td><td>23,921</td></tr><tr><td>The following balances at 31 March were held at:</td><td colspan="2"></td></tr><tr><td>Government Banking Service</td><td>27,898</td><td>23,921</td></tr><tr><th>Total</th><th>27,898</th><th>23,921</th></tr></table> The following balances at 31 March were held at: <table id='table_6'> <tr><th></th><th>2018-19<br>$'000</th><th>2017-18<br>$'000</th></tr><tr><td>Other</td><td>324<br>$'000</td><td>404<br>$'000</td></tr><tr><th>Total</th><th style='text-align:right;'>324<br>$'000</th><th style='text-align:right;'>404<br>$'000</th></tr></table> 6 Payables \<page_number>244\</page_number> Annual report and accounts 2018-19 7 Balance on the Consolidated Fund accounts <table> <tr> <td></td> <td><strong>2018-19</strong></td> <td><strong>2017-18</strong></td> </tr> <tr> <td>Balance on the consolidated Fund as at 1 April</td> <td>£'000</td> <td>£'000</td> </tr> <tr> <td>Cash</td> <td>24,988</td> <td>19,022</td> </tr> <tr> <td>Net revenue for the Consolidated Fund</td> <td>1,712,741</td> <td>1,174,538</td> </tr> <tr> <td>Less amounts paid to the Consolidated Fund</td> <td>(1,707,358)</td> <td>(1,168,572)</td> </tr> <tr> <td>Balance on the Consolidated Fund as at 31 March</td> <td>30,371</td> <td>24,988</td> </tr> </table> 8 Financial instruments 8.1 Classification and categorisation of financial instruments <table> <thead> <tr> <th>Note</th> <th><strong>2018-19</strong></th> <th><strong>2017-18</strong></th> </tr> </thead> <tbody> <tr> <td>Financial assets</td> <td>£'000</td> <td>£'000</td> </tr> <tr> <td>Cash</td> <td>5</td> <td>27,898</td> <td>23,921</td> </tr> <tr> <td>Civil penalties receivable</td> <td>4</td> <td>2,797</td> <td>1,471</td> </tr> <tr> <td>Total financial assets</td> <td></td> <td><strong>30,695</strong></td> <td><strong>25,392</strong></td> </tr> <tr> <td>Financial liabilities</td> <td></td> <td></td> <td></td> </tr> <tr> <td>Other Payables</td> <td>6</td> <td>(324)</td> <td>(404)</td> </tr> <tr> <td>Total financial liabilities</td> <td></td> <td><strong>(324)</strong></td> <td><strong>(404)</strong></td> </tr> </tbody> </table> 8.2 Risk exposure to financial instruments EU Emissions Trading Scheme The EU Emissions Trading Scheme is exposed to foreign currency risk due to the timing difference in recognising the proceeds at the auction exchange rate and the date at which the proceeds are converted into Sterling, which is one day after the close of the auction; this results in either an exchange loss or gain. As shown in note 3.1 there was an exchange loss incurred this financial year of £1,248,000 (2017-18: £424,000). The scheme is not exposed to interest rate or liquidity risk and its exposure to market risk is limited due to there being a current demand for carbon allowances. The civil penalties imposed under the EU ETS scheme are subject to credit risk, but this risk is assessed by management as minimal due to the nature of participants in the scheme. However, no penalties were written back in 2018-19, 2 aviation civil penalties were written off in 2017-18 (note 3.2) as the companies successfully appealed the penalties. CRC Scheme The allowance sales under the Carbon Reduction Commitment are subject to credit risk, but this risk is assessed by management as low. This is borne out in the results from previous years of the scheme. The civil penalties imposed under the CRC scheme are subject to credit risk, but this risk is assessed by management as minimal due to the nature of the participants in the scheme. CCA Scheme The buy-out payment revenue collected under the CCA scheme is subject to credit risk, but this risk is assessed by management as low, due to the nature of participants in the scheme. All fees under the regime are received in sterling minimising any other risks. Information which will allow Trust Statement users to evaluate the significance of financial instrument exposure is their historical performance and position and the nature and extent of the Department’s exposure to other risks arising from financial instruments can be found in note 23 to the Department’s Accounts 9 Contingent liability A contingent liability exists for refunds the Department may have to pay to participants in the CRC Energy Efficiency Scheme who have over-surrendered allowances. This is as a result of legislation included in the CRC Order 2013, which came into force in May 2013. The refund is contingent upon participants being able to prove that they over-surrendered was due to a reporting error and must be agreed by the Secretary of State. The Department is unable to quantify the amount of future refunds; but based on the most recent information available from the scheme administrators, the refunds are not expected to be significant. Future refunds will be paid as and when they fall due out of future scheme receipts. The Department has issued guidance to participants detailing the refund process. Trust Statement \<page_number>245\</page_number> Furthermore, for the CCA scheme a contingent liability also exists in the secondary reporting phase of each Target Reporting Period. This is where the Department has not reviewed or audit procedures and it is deemed they have overpaid. Thus, the participant is due a refund. The Department must retain sufficient funds in order to satisfy this requirement of the CCA scheme. 10 Events after the reporting period There were no significant events after the reporting period that require disclosure. The Accounting Officer has duly authorised the issue of the Trust Statement on the date of the Comptroller and Auditor General’s audit certificate. \<page_number>246\</page_number> Annual report and accounts 2018-19 Annex D: Annexes to the Trust Statement Accounts Direction given by HM Treasury in accordance with section 2 of the Exchequer and Audit Departments Act 1921 1. This direction applies to those government departments listed in appendix 2. 2. The Department shall prepare a Trust Statement ("the Statement") for the financial year ended 31 March 2019 for the revenue and other income, as directed by the Treasury, collected by the Department as an agent for others, in compliance with the accounting principles and disclosure requirements of the edition of the Government Financial Reporting Manual by HM Treasury ("FREM"), which is in force for 2018-19. 3. The Statement shall be prepared, as prescribed in appendix 1, so as to give a true and fair view of (a) the state of affairs relating to the collection and allocation of taxes, licence fees, fines and penalties and other income by the Department as agent and of the expenses incurred in the collection of those taxes, licence fees, fines and penalties insofar as they can properly be met from that revenue and other income; (b) the revenue and expenditure; and (c) the cash flows for the year then ended. 4. The Statement shall also be prepared so as to provide disclosure of any material expenditure or income that has not been applied to the purposes intended by Parliament or similar transactions that have not conformed to the authorities which govern them. 5. When preparing the Statement, the Department shall comply with the guidance given in the FREM (Chapter 8), HM Treasury's format of the Principal Accounting Officer's Foreword to the Statement, and the supporting notes, and the accounting policies to be adopted, particularly in relation to revenue recognition. Regard shall also be given to all relevant accounting and disclosure requirements in Managing Public Money and other guidance issued by HM Treasury, and to the principles underlying International Financial Reporting Standards. 6. Compliance with the requirements of the FREM will, in all but exceptional circumstances, be necessary for the accountants to give a true and fair view. If, in exceptional circumstances, non-compliance with these requirements of the FREM is inconsistent with the requirement to give a true and fair view, the requirements of the FREM should be departed from only to the extent necessary to give a true and fair view. In such cases, informed and unbiased judgement should be used to devise an appropriate alternative treatment which should be consistent with both the economic characteristics of the circumstances concerned and the spirit of the FREM. Any material departure from the FREM should be discussed in the first instance with HM Treasury. 7. The Statement shall be transmitted to the Comptroller and Auditor General for the purpose of his examination and report by a date agreed with the Comptroller and Auditor General and such time as will enable compliance with the administrative deadline for laying the audited accounts before Parliament before the Summer Recess. 8. The Trust Statement, together with this direction (but with the exception of the related appendices) and the Report produced by the Comptroller and Auditor General under section 2 of the Exchequer and Audit Departments Act 1921 shall be laid before Parliament at the same time as the Department's Resource Accounts for the year unless the Treasury have agreed that the Trust Statement may be laid at a later date. Vicky Rock Interim Director, Government Financial Reporting HM Treasury Trust Statement 247 Appendix 1 to Annex D Trust Statement for the year ended 31 March 2019 1. The Trust Statement shall include: - a Foreword by the Principal Accounting Officer - a Statement of the Principal Accounting Officer’s Responsibilities - a Governance Statement - a Statement of Revenue, Other Income and Expenditure - a Statement of Financial Position - a Cash Flow Statement - such notes as may be necessary to present a true and fair view 2. The notes shall include among other items: - the accounting policies, including the policy for revenue recognition and estimation techniques and forecasting techniques together with statements explaining any significant uncertainty surrounding estimates and forecasts - a breakdown of material items within the accounts - any assets, including intangible assets and contingent liabilities - summaries of losses, write-offs and remissions - post balance sheet events - any other notes agreed with HM Treasury and the National Audit Office Appendix 2 to Annex D Application of the accounts direction <table> <thead> <tr> <th>Sponsoring Department</th> <th>Income Stream</th> <th>Responsible Entity</th> </tr> </thead> <tbody> <tr> <td>Department for Business, Energy and Industrial Strategy</td> <td>EU Emissions Allowance</td> <td>BEIS</td> </tr> <tr> <td></td> <td>Fines and Penalties</td> <td>BEIS</td> </tr> <tr> <td></td> <td>CRC Allowances</td> <td>BEIS</td> </tr> <tr> <td></td> <td>Climate Change Agreements</td> <td>BEIS</td> </tr> </tbody> </table> Annexes The Construction Sector Deal - a partnership between the industry and government - aims to transform the sector's productivity via innovative technologies and a more highly skilled workforce. Annexes \<page_number>249\</page_number> Annex A: Common core tables This table provides a summary of departmental net expenditure using the same headings as voted within the Estimate. <table> <thead> <tr> <th rowspan="2">Resource DEL</th> <th colspan="5">2014-15</th> <th colspan="5">2015-16</th> <th colspan="5">2016-17</th> <th colspan="5">2017-18</th> <th colspan="5">2018-19</th> <th colspan="5">2019-20</th> </tr> <tr> <th>Outturn</th> <th>Outturn</th> <th>Outturn</th> <th>Outturn</th> <th>Outturn</th> <th>Outturn</th> <th>Outturn</th> <th>Outturn</th> <th>Outturn</th> <th>Outturn</th> <th>Outturn</th> <th>Outturn</th> <th>Outturn</th> <th>Outturn</th> <th>Outturn</th> <th>Outturn</th> <th>Outturn</th> <th>Outturn</th> <th>Outturn</th> </tr> </thead> <tbody> <tr> <td>Dower an ambitious industrial strategy<br>M. UK external investment department and booster<br>F. Horizons competitive markets and responsible<br>business practices.</td> <td>2866.154</td> <td>4393.415</td> <td>4193.912</td> <td>3771.729</td> <td>1822.266</td> <td>1615.508</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>L. UK external investment department and booster<br>F. Horizons competitive markets and responsible<br>business practices.</td> <td>3.990</td> <td>19.368</td> <td>25.661</td> <td>40.218</td> <td>70.705</td> <td>65.000</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>G. Government as Shareholder<br>H. Promote competitive markets and responsible business<br>F. Practices (ALB) net<br>E. Managing our energy system is reliable and secure<br>Taking action on climate change and decarbonisation<br>Maintaining our energy agency safely and responsibly<br>Scientific and Research capacity.</td> <td>71.654</td> <td>71.310</td> <td>78.724</td> <td>85.923</td> <td>94.463</td> <td>139.461</td> </tr> <!-- ... --> </tbody> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> <!-- ... --> 250 Annual report and accounts 2018–19 Nuclear Decommissioning Authority Income (CPER) Managing our energy legacy safely and responsibly (CPER) <table> <thead> <tr> <td></td> <td>2014-15 Outturn £000</td> <td>2015-16 Outturn £000</td> <td>2016-17 Outturn £000</td> <td>2017-18 Outturn £000</td> <td>2018-19 Outturn £000</td> <td>2019-20 Outturn £000</td> <td>Plans £000</td> </tr> </thead> <tbody> <tr> <td>Total Resource DEL</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Of which:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Staff costs:</td> <td>318,385</td> <td>518,835</td> <td>518,835</td> <td>533,290</td> <td>603,821</td> <td>-</td> <td>-</td> </tr> <tr> <td>Purchase of goods and services income from sales of goods and services</td> <td>2,198,703</td> <td>2,111,128</td> <td>1,977,969</td> <td>1,934,552</td> <td>1,939,392</td> <td>(994,739)</td> <td>(1,104,086)</td> </tr> <tr> <td>Current dues to local government (net)</td> <td>(157,828)</td> <td>(144,438)</td> <td>(1,772,788)</td> <td>(1,674,466)</td> <td>(1,674,466)</td> <td>(23,986)</td> <td>(23,986)</td> </tr> <tr> <td>Current dues to persons and non-profit bodies (net)</td> <td>18,354</td> <td>25,513</td> <td>12,955</td> <td>9,587</td> <td>23,986</td> <table><tbody><tr><th style="text-align: right;">(7)</th><th style="text-align: right;">(7)</th><th style="text-align: right;">(7)</th><th style="text-align: right;">(7)</th><th style="text-align: right;">(7)</th><th style="text-align: right;">(7)</th><th style="text-align: right;">(7)</th><th style="text-align: right;">(7)</th></tr><tr><th style="text-align: left;">Depreciation</th><th style="text-align: left;">(34,400)</th><th style="text-align: left;">(34,400)</th><th style="text-align: left;">(34,400)</th><th style="text-align: left;">(34,400)</th><th style="text-align: left;">(34,400)</th><th style="text-align: left;">(34,400)</th><th style="text-align: left;">(34,400)</th><th style="text-align: left;">(34,400)</th></tr></table></tr> <tr> <td>Hazards</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8"><strong>Resource AME</strong>: Deliver an ambitious industrial strategy<br>Maximise investment opportunities and bolster UK interests<br>Promote competitive markets and responsible business practices<br>Emerging from our energy system a reliable and secure future<br>Taking action on climate change and decarbonisation<br></table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table></tr> <tr style="border-top: double;"> <td colspan="8">Other resource:</table/></tfoot><tbody><tr><th scope='row'>Of which：</th><th>$\mathbf{633.6}$<br>($\mathbf{633.6}$)<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{633.6}$<br>($)\mathbf{63 <img>A table showing Nuclear Decommissioning Authority Income (CPER) for the years ending March 2015 to March 2019.</img> Annexes <page_number>251</page_number> <table> <tr> <td></td> <td>2014-15<br>$000</td> <td>2015-16<br>$000</td> <td>2016-17<br>$000</td> <td>2017-18<br>$000</td> <td>2018-19<br>$000</td> <td>2019-20<br>$000</td> </tr> <tr> <td>Maintaining our energy facility safely and responsibly</td> <td>963,725 (308,924)</td> <td>81,585 (43,871)</td> <td>41,885 (25,678)</td> <td>885,254 (497,971)</td> <td>29,497 (145,563)</td> <td>-</td> </tr> <tr> <td>Science and Research</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>Capacity</td> <td>929,734 (217,783)</td> <td>25,524 (12,313)</td> <td>123,313 (73,714)</td> <td>73,714 (40,845)</td> <td>10,035 (6,000)</td> <td>-</td> </tr> <tr> <td>Government as Shareholder</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>Fossil Fuels as Shareholder (ALB) net</td> <td>158,946 (37,740)</td> <td>545,426 (17,663)</td> <td>818,888 (4,962)</td> <td>4,962 (2,100)</td> <td>(6,000)</td> <td>-</td> </tr> <tr> <td>Debtor as shareholder: Industrial strategy (ALB) net</td> <td>(4,159) (-)</td> <td>(7,74) (-)</td> <td>(10,853) (-)</td> <td>(59) (-)</td> <td>57 (181)</td> <td>-</td> </tr> <tr> <th colspan="7">Fossil Fuels as Shareholder and responsible business practices (ALB) net</th> </tr> <tr> <th>Taking action on climate change and decarbonisation (ALB) net</th> <th>2(23) (-)</th> <th>16(1) (-)</th> <th>87 (-)</th> <th>87 (-)</th> <th>57 (181)</th> <th>-</th> </tr> <tr> <th>Maintaining our energy facility safely and responsibility (ALB) net</th> <th>1,087,931 (2,981,975)</th> <th>9,281,975 (3,558,227)</th> <th>3,558,227 (2,971,284)</th> <th>-</th> <th>-</th> <th>-</th> </tr> <tr> <th>Science and Research (ALB) net</th> <th>(65,835) (-)</th> <th>130,630 (5,025)</th> <th>5,025 (2,022)</th> <th>2,022 (861)</th> <th>(861) (-)</th> <th>(861) (-)</th> </tr> <tr><th>Sustainability and Research (ALB) net</th><th></th><th></th><th></th><th></th><th></th><th></th></tr><tr><th>Government as Shareholder (ALB) net</th><th></th><th></th><th></th><th></th><th></th><th></th></tr><tr><thead><tr><span style="font-weight:bold;">Total Resource AME</span></thead></tr><tr><span style="font-weight:bold;">Of: Start costs:</span></tr><tr><span style="font-weight:bold;">Income from sales of goods and services:</span></tr><tr><span style="font-weight:bold;">Purchases of goods and services:</span></tr><tr><span style="font-weight:bold;">Current grants to persons and non-profit bodies (net):</span></tr><tr><span style="font-weight:bold;">Subsidies to private sector companies:</span></tr><tr><span style="font-weight:bold;">Rentals:</span></tr><tr><span style="font-weight:bold;">Depreciation:</span></tr><tr><span style="font-weight:bold;">Take up of provisions:</span></tr><tr><span style="font-weight:bold;">Release of provision:</span></tr><tr><span style="font-weight:bold;">Change in pension scheme liabilities:</span></tr></table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border="1"> <tr style="background-color: #cccccc;"> <td>Purchase of goods and services:</table> <table border " 252 Annual report and accounts 2018–19 \| \| 2014-15 Outturn £000 \| 2015-16 Outturn £000 \| 2016-17 Outturn £000 \| 2017-18 Outturn £000 \| 2018-19 Outturn £000 \| 2019-20 Outturn £000 \| \|---\|---\|---\|---\|---\|---\|---\| \| Unwinding of the discount rate on pension scheme liabilities \| 43,398 \| 37,423 \| 36,924 \| 36,924 \| 37,782 \| 80 \| \| Other resource (Of which: Depreciation) \| (240,421) (327,696) (233,155) \| - \| - \| - \| - \| - \| \| Total Resource Budget* \| 11,120,655 \| 104,450,067 \| 5,485,209 \| 76,833,051 \| (14,418,499) \| 5,065,059 \| Capital DEL Deliver an ambitious industrial strategy Maximise investment opportunities and bolster UK interests Promote competitive markets and responsible business practices Deliver affordable energy for households and businesses Ensure that our energy system is reliable and secure Taking action on climate change and decarbonisation Managing our energy safety and responsibility Science and Research Government as Shareholder Promote competitive markets and responsible business practices (ALB) net Ensuring that our energy system is reliable and secure (ALB) net Taking action on climate change and responsibility (ALB) net <table> <thead> <tr> <th></th> <th>Outturn</th> <th>Income</th> <th>Outturn</th> <th>Income</th> <th>Outturn</th> <th>Income</th> </tr> </thead> <tbody> <tr> <td>Unwinding of the discount rate on pension scheme liabilities</td> <td>43,398</td> <td>37,423</td> <td>36,924</td> <td>36,924</td> <td>37,782</td> <td>80</td> </tr> <tr> <td>Other resource (Of which: Depreciation)</td> <td>(240,421)</td> <td>(327,696)</td> <td>(233,155)</td> <td>(14,418,499)</td> <td>(14,418,499)</td> <td>(139,311)</td> </tr> <tr> <td>Total Resource Budget</td> <td>11,120,655</td> <td>104,450,067</td> <td>5,485,209</td> <td>76,833,051</td> <td>(14,418,499)</td> <td>5,065,059</td> </tr> <tr> <td>Capital DEL</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Deliver an ambitious industrial strategy</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Maximise investment opportunities and bolster UK interests</td> <td>190,635</td> <td>319,887</td> <td>303,527</td> <td>288,791</td> <td>24,967</td> <td>270,000</td> </tr> <tr> <td>Promote competitive markets and responsible business practices</td> <td>47 (12.7%)</td> <td>376 (12.7%)</td> <td>2.37%</td> <td>3.68%</td> <td>5.38%</td> <td>-</td> </tr> <tr> <td>Deliver affordable energy for households and businesses</td> <td>137,296 (1.5%)</td> <td>131,102 (1.4%)</td> <td>42.2%</td> <td>43.6%</td> <td>3.2%</td> <td>-</td> </tr> <tr> <td>Ensure that our energy system is reliable and secure</td> <td>47.6% (6%)</td> <td>5.7% (6%)</td> <td>4.8%</td><td>-<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br>(6%)<br><img>A bar chart showing the percentage breakdown of the Capital DEL budget by category.</img><table><tbody><tr><th>Caption DEL Budget Breakdown (%)</th><th>% of Total Budget (%)</th><th>% of Total Budget (%) - Incomes Only (%)</th><th>% of Total Budget (%) - Expenditure Only (%)</th><th>% of Total Budget (%) - Combined (%)</th></tr><tr><td colspan="5">Deliver an ambitious industrial strategy<br>% of Total Budget (%) - Incomes Only (%) - Expenditure Only (%) - Combined (%) = % of Total Budget (%) - Incomes Only (%) + % of Total Budget (%) - Expenditure Only (%) - % of Total Budget (%) - Combined (%) = % of Total Budget (%) - Incomes Only (%) + % of Total Budget (%) - Expenditure Only (%) + % of Total Budget (%) - Combined (%) = % of Total Budget (%) - Incomes Only (%) + % of Total Budget (%) - Expenditure Only (%) + % of Total Budget (%) - Combined (%) = % of Total Budget (%) - Incomes Only (%) + % of Total Budget (%) - Expenditure Only (%) + % of Total Budget (%) - Combined (%) = % of Total Budget (%) - Incomes Only (%) + % of Total Budget (%) - Expenditure Only (%) + % of Total Budget (%) - Combined (%) = % of Total Budget (%) - Incomes Only (%) + % of Total Budget (%) - Expenditure Only (%) + % of Total Budget (%) - Combined (%) = % of Total Budget (%) - Incomes Only (%) + % of Total Budget (%) - Expenditure Only (%) + % of Total Budget (%) - Combined (%) = % of Total Budget (%) - Incomes Only (%) + % of Total Budget (%) - Expenditure Only (%) + % of Total Budget (%) - Combined (%) = % of Total Budget (% Annexes <page_number>253</page_number> <table> <tr> <td></td> <td>2014-15<br>$000</td> <td>2015-16<br>$000</td> <td>2016-17<br>$000</td> <td>2017-18<br>$000</td> <td>2018-19<br>$000</td> <td>2019-20<br>$000</td> </tr> <tr> <td>Science and Research (ALS) net<br>Capacity (ALS) Net</td> <td>6,133,277<br>6,260,785</td> <td>4,257,694<br>4,257,694</td> <td>4,761,522<br>4,761,522</td> <td>2,533,042<br>2,533,042</td> <td>7,707,822<br>7,707,822</td> <td>-</td> </tr> <tr> <td>Government as Shareholder (ALS) net<br>NDA and SLC expenditure<br>Nuclear Decommissioning Authority Income (ICER)</td> <td>773<br>618,1035<br>1843,459<br>9,294,400</td> <td>593,189<br>1,176,665<br>1970,695<br>10,125,261</td> <td>1,182,695<br>2,059,103<br>-<br>-</td> <td>1937,875<br>2,098,699<br>-<br>-</td> <td>139,019<br>1755,000<br>-<br>-</td> <td>-</td> </tr> <tr> <td>Total Capital DEL<br>(My choice)</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Salt costs</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Purchase of goods and services</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Income from tariffs and services</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Cumulative grant to persons and non-profit bodies (net)</th><th>(212.637)</th><th>(313.191)</th><th>(258.474)</th><th>(3,086.274)</th><th>(3,182.865)</th><th>(3,447.787)</th><th>(6,810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.113)</th><th>(6.810.1... <page_number>254</page_number> Annual report and accounts 2018–19 <table> <thead> <tr> <td></td> <td>2014-15</td> <td>Outturn</td> <td>2015-16</td> <td>Outturn</td> <td>2016-17</td> <td>Outturn</td> <td>2017-18</td> <td>Outturn</td> <td>2018-19</td> <td>Outturn</td> <td>2019-20</td> <td>Outturn</td> </tr> <tr> <td></td> <td></td> <td>£000</td> <td>£000</td> <td>£000</td> <td>£000</td> <td>£000</td> <td>£000</td> <td>£000</td> <td>£000</td> <td>£000</td> <td>Euros</td> <td>Euros</td> </tr> </thead> <tbody> <tr> <td>Government as Shareholder<br>Fuelwood Heat Incentive</td> <td></td> <td>291,559</td> <td>219,202</td> <td>-</td> <td>-</td> <td>-</td> <td>(1,496)</td> <td>-</td> <td>(1,496)</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>Fuelwood Heat Incentive<br>Culture and Research (ALB) net<br>Scholarship (ALB) net<br>Government as Shareholder (ALB) net<br>Government as Shareholder (ALB) net<br>Government as Shareholder (ALB) net<br>Total Capital AME<br>Total Exchequer<br>Staff costs<br>Purchase of goods and services<br>Capital grants to persons & non-profit bodies (net)<br>Capital grants to private sector companies (net)<br>Capital grants abroad (net)<br>Capital support for public corporations<br>Purchase of assets<br>Income from sales of assets<br>Net lending to the private sector and abroad<br>Other capitals<br>Total Capital Budget'</td> <td></td> <td>1,697<br>7,159<br>(71,493)<br>(1,206,678)<br>-<br>(1,475,644)<br>(251,110)<br>(251,110)<br>(22)<br>(500,441)<br>(7,443)<br>(292,000)<br>(79)<br>(354,404)<br>(11,670,357)<br>(66,357)<br>7,868,759<br>15,841,957<br>15,841,957<br>4,402,959<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br><strong>Total Departmental spending</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Ovitch:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr style="border-top: 1px solid black;"> <td>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME<br>Total DELME</table> a Includes impairments b Pension schemes report under FRS 17 accounting requirements. These figures therefore include cash payments made and contributions received, as well as certain non-cash items. Annexes \<page_number>255\</page_number> 3 Total departmental spending is the sum of the resource budget and the capital budget less depreciation. Similarly, total DEL is the sum of the resource budget DEL and capital budget DEL less depreciation in DEL, and total AME is the sum of resource budget AME and capital budget AME less depreciation in AME. - Figures for Plans for staff costs and purchase of goods and services, which include assumptions on future price and pay movements, are redacted in line with HMT guidance. \<page_number>256\</page_number> Annual report and accounts 2018–19 Notes:* The large increase in spend in 2014-15 and 2015-16 on Delivering affordable energy for households and businesses Resource DEL is due to the Government Electricity Rebate. Resource DEL expenditure for Nuclear Safeguards Development is shown separately in 2017-18 as this expenditure was funded through a Contingencies Fund advance, pending passage of the Nuclear Safeguards Bill through Parliament. Repayment of that advance in 2018-19 was made against Capability DEL, offset by the credit shown against Nuclear Safeguards Development. The receipt in 2018-19 against Managing our energy legacy safely and responsibly (CFER) Resource DEL relates to income from coal pension scheme surpluses. The increase in spend in 2016-17 and 2017-18 against Science and Research Capital DEL and decrease against Science and Research (ALB) Capital DEL reflects the reclassification of expenditure for the Higher Education Funding Council for England (HEFCE) for Science and Research following the Machinery of Government transfer of HEFCE to the Department for Education. As effect from 2018-19 this expenditure falls under Research England as part of UUK, under Science and Research (ALB). The figures for Depreciation in Resource AME include the movement in fair value for Contracts for Difference, shown against Taking action on climate change and decarbonisation and Taking action on climate change and decarbonisation (ALB). The large movements in take up of provisions within Resource AME in 2015-16, 2017-18 and 2018-19 is due to movements in the long term discount rate for provisions. This largely impacts the lines for Nuclear Decommissioning Authority and Managing our energy legacy safely and responsibly (ALB). The receipt in 2017-18 against Government as Shareholder (CFER) Capital AME reflects the proceeds from the sale of the Green Investment Bank. In their role as administrator of the Government’s GB Renewable Heat Incentive scheme, Ofgem made payments to scheme participants totalling £317,698,689 in the financial year 2018-19. Based on Ofgem’s sampling of the population and subjectivity of its forward assumptions, we can be 95% confident that the estimated value of error for GB Renewable Heat Incentive scheme payments made or accrued in the financial year 2018-19 is between the upper and lower limits of £321,765,747 and £43,175,637. Based on the same assumptions, the most likely estimated value of error for the same period is £32,470,692. This is less than 4 per cent of scheme spend in 2018-19. Annexes \<page_number>257\</page_number> Table 2 - Administration Budget <table> <thead> <tr> <th></th> <th>2014-15 Outturn £'000</th> <th>2015-16 Outturn £'000</th> <th>2016-17 Outturn £'000</th> <th>2017-18 Outturn £'000</th> <th>2018-19 Outturn £'000</th> <th>2019-20 Plans £'000</th> </tr> </thead> <tbody> <tr> <td><strong>Resource DEL</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Deliver an ambitious industrial strategy</td> <td>1,935</td> <td>583</td> <td>-</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>Promote competitive markets and responsible business practices</td> <td>796</td> <td>818</td> <td>827</td> <td>814</td> <td>798</td> <td>864</td> </tr> <tr> <td>Managing our energy legacy safely and responsibly</td> <td>-</td> <td>-</td> <td>(3,801)</td> <td>-</td> <td>-</td> <td>-</td> </tr> <tr> <td>Science and Research</td> <td>58</td> <td>59</td> <td>-</td> <td>2</td> <td></td> <td></td> </tr> <tr> <td>Capability (ALB) net</td> <td>345,965</td> <td>327,944</td> <td>288,546</td> <td>280,222</td> <td>350,166</td> <td>441,124</td> </tr> <tr> <td>Government as Shareholder (ALB) net</td> <td>3,108</td> <td>3,885</td> <td>4,299</td> <td>3,876</td> <td>3,882</td> <td>5,562</td> </tr> <tr> <td>Promote competitive markets and responsible business practices (ALB) net</td> <td>10,102</td> <td>8,630</td> <td>7,362</td> <td>8,735</td> <td>8,783</td> <td>8,539</td> </tr> <tr> <td>Taking action on climate change and decarbonisation (ALB) net</td> <td>4,043</td> <td>3,752</td> <td>3,535</td> <td>3,447</td> <td>3,353</td> <td>4,472</td> </tr> <tr> <td>Managing our energy legacy safely and responsibly (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net (ALB) net)</td> <td>5,536<br>7,305<br>59,628<br>267<br>37,110<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></td> <td>10,191<br>4,685<br>39,218<br>162<br>34,992<br></td> <td>12,104<br>986<br>39,818<br>27<br>(42,121)</td> <td>7,044<br>3,371<br>33,635<br>-<br>(50,612)</td> <td>6,912<br>5,547<br>(30,475)<br>-<br>(52)</td> <td>(4,703)<br>(3,722)<br>-<br>-<br>(52)</td></tr> <tr style="border-top: 1px solid black;"> <th>Total Administration Budget </th> <th style="text-align: right;">475,493 </th> <th style="text-align: right;">435,008 </th> <th style="text-align: right;">392,033 </th> <th style="text-align: right;">383,294 </th> <th style="text-align: right;">460,580 </th> <th style="text-align: right;">524,585 </th> <th style="text-align: right;">Of which:</th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th> <th style="color: red;"></th>> <tr style="border-top: 1px solid black;"> <td colspan="19" align="right">Staff costs <span style="font-size:x-small;"><sup></sup> </span>                                                     </span> <span style="font-size:x-small;"><sup></sup> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span> </span>& & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & <span style="font-size:x-small;"><sup></sup>&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq&neq<br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sup>><br><sup></sub <table cellspacing='none'> <tr align='left'> <td colspan='19' align='right'>Purchase of goods and services <strong>* </strong>: 179.482 <strong>* </strong>: 145.800 <strong>* </strong>: 159.274 <strong>* </strong>: 154.657 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 177.278 <strong>* </strong>: 17 <table cellspacing='none'> <tbody align='left'> <tr align='left'> <td colspan='9' align='right'>Income from sales of goods and services <table cellspacing='none'> <tbody align='left'> <tr align='left'> <td colspan='9' align='right'>Current grants to persons and non-profit bodies (net): 30 - 29 - 38 - 493 - 425 - 91 <table cellspacing='none'> <tbody align='left'> <tr align='left'> <td colspan='9' align='right'>Current grants abroad (net): 18 - 108 - 106 - 170 - 184 - - <table cellspacing='none'> <tbody align='left'> <tr align='left'> <td colspan='9' align='right'>Subsidies to private sector companies - - - - - - - <table cellspacing='none'> <tbody align='left'> <tr align='left'> <td colspan='9' align='right'>Subsidies to public corporations - - - - - - - <table cellspacing='none'> <tbody align='left'> <tr align='left'> <td colspan='9' align='right'>Net public service pensions (<table cellspacing='none'> <tbody align='left'> <tr align='left'> <td colspan='9' align='right'>Rental (<table cellspacing='none'> <tbody align='left'> <tr align='left'> <table cellspacing='none'> <tbody align='left'> <tr align='left'> <table cellspacing='none'> <tbody align='left'> <tr align='left'> td colspan='9' align='right'>Depreciation (<table cellspacing='none'> <tbody align='left'> tr align='left'><table cellspacing='none'><tbody align='left'><tr align='left'><table cellspacing='none'><tbody align='left'><tr align='left'><table cellspacing='none'><tbody align='left'><tr align='left'><table cellspacing='none'><tbody align='left'><tr align='left'><table cellspacing='none'><tbody align='left'><tr align='left'><table cellspacing='none'><tbody align='left'><tr align='left'><table cellspacing='none'><tbody align 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>Other resource (<table cellspacing 'right'>otherresource(<t table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpacing=none table cellSpa <page_number>258</page_number> Annual report and accounts 2018–19 # Annex B: Glossary ACAS: Advisory, Conciliation and Arbitration Service AFS: Available for Sale AHRC: Arts and Humanities Research Council AI: Artificial intelligence ALB: Arm’s-length Bodies AME: Annual Managed Expenditure ARAC: Audit and Risk Assurance Committee BAES: BA&E Systems BBB: British Business Bank Plc BBLI: British Business Investments Ltd BBSRC: Biotechnology and Biological Sciences Research Council BEIS: Department for Business, Energy and Industrial Strategy BFP: Business Finance Partnership BIS: Department for Business, Innovation and Skills, one of our predecessor departments BNFL: British Nuclear Fuels Ltd BVCA: British Venture Capital Association CAT: Competition Appeal Tribunal CAV: Connected Autonomous Vehicles CCA: Climate Change Agreements CCC: Committee on Climate Change CCL: Climate Change Level CCUS: International Carbon, Capture and Storage CEO: Chief Executive Officer CERN: European Organisation for Nuclear Research CETV: Cash Equivalent Transfer Value CFD: Contracts for Difference CFP: Committee on Fuel Poverty CNPA: Civil Nuclear Police Authority CPPN: Civil Nuclear Pension Plan CRC: Carbon Reduction Commitment CSOPS: Civil Servant and Other Pension Scheme DDM: Dynamic Dispatch Model DECC: Department for Energy and Climate Change, one of our predecessor departments Defra: Department for Food, Environment and Rural Affairs DEL: Departmental Expenditure Limit DfE: Department of Education ECF: Enterprise Capital Fund ECL: Expected Credit Loss EDFE: EDF Energy Nuclear Generation Limited EFG: Enterprise Financial Guarantee EHL: Enrichment Holdings Limited EII: Energy Intensive Industries EMR: Electricity Market Reform EPSRC: Economic and Physical Sciences Research Council ERDF: European Regional Development Fund ESA: European Space Agency ESC: Electricity Settlements Company ESO: European Southern Observatory ESOS: Energy Savings Opportunity Scheme ESRC: Economic and Social Research Council EUA: European Union Allowance EUAA: European Union Aviation Allowance EU ETS: EU Emissions Trading Scheme EUV: Existing-use Value ExCo: Executive Committee FDP: Funded Decommissioning Programme FIDeR: Financial Investment Decision Enabling for Renewables FLS: Future Leaders Scheme FRC: Financial Reporting Council FReM: Government Financial Reporting Manual FVOCl: Fair Value through Other Comprehensive Income FVPTL: Fair Value for Profit and Loss GCRF: Global Challenges Research Fund GDF: Geological Disposal Facility GDPR: General Data Protection Regulation GGC: Greening Government Commitments GHG: Greenhouse Gas GIAA: Government Internal Audit Agency GIB: Green Investment Bank Ltd Annexes \<page_number>259\</page_number> GMPP: Government Major Projects Portfolio GPA: Government Property Agency GRAA: Greenhouse Resources and Accounts Act HEFCE: Higher Education Funding Council for England HMRC: HM Revenue and Customs HMT: HM Treasury HNIP: Heat Networks Investment Project HPC: Hinkley Point C IAEA: International Atomic Energy Agency IDB: Inter-American Development Bank IDP: Individual Development Programme IAS: International Accounting Standards IFRS: International Financial Reporting Standards INSS: Insolvency Service IPCCE: Inter-Governmental Panel on Climate Change IRR: Internal Rate of Return ISCF: Industrial Strategy Challenge Fund ITER: International Thermonuclear Experimental Reactor IUK: Innovate UK (Technology Strategy Board) JET: Joint European Torus JPA: Joint Procurement Agency LCCP: Low Carbon Contracts Company Ltd LEP: Local Enterprise Partnerships LLC: Local Land Charges LTP: Life Time Plan MDG: Millennium Development Goals MEIL: Midlands Engine Investment Ltd MHCLG: Ministry of Housing, Communities and Local Government MRC: Medical Research Council MRCPS: Medical Research Council Pension Scheme NAO: National Audit Office NDA: Nuclear Decommissioning Authority NDC: Nationally Determined Contributions NDPB: Non-Departmental Public Bodies NERC: Natural Environment Research Council NESTA: National Endowment for Science, Technology and the Arts NFL: Nuclear Liabilities Fund NGC: Nominations and Governance Committee NIF: National Insurance Fund NMDF: National Battery Manufacturing Development Facility NNHL: National Nuclear Holdings Ltd NPIL: Northern Powerhouse Investment Ltd NPLML: NPL Management Ltd OCI: Other Comprehensive Income ODA: Official Development Assistance Ofgen: Office of Gas and Electricity Markets OGA: Oil and Gas Authority ONS: Office for National Statistics OPRED: Offshore Petroleum Regulator for Environment and Decommissioning OSL: Ordinance Survey Limited PBL: Parliamentary Business and Legislation Committee PBO: Parent Body Organisation PCPF: Parliamentary Contributory Pension Fund PCSPS: Principal Civil Service Pension Scheme PDC: Public Dividend Capital PES: Public Expenditure System PEVC: International Private Equity and Venture Capital PFR: Performance Finance and Risk Committee PSH: Postal Services Holding Company Ltd PIC: Projects and Investment Committee PNC: Police National Computer PO: Partner Organisations POpCo: People and Operations Committee POL: Post Office Ltd PPE: Property, Plant and Equipment PV: Present Value QA: Quality Assurance <img>A table listing acronyms and their meanings.</img> \<page_number>260\</page_number> Annual report and accounts 2018–19 R&D: Research and Development RMPP: Royal Mail Pension Plan RPC: Regulatory Policy Committee RPS: Redundancy Payment Services RSRL: Research Sites Restoration Limited RWIM: Committee on Radioactive Waste Management SCS: Senior Civil Service SDG: Sustainable Development Goals SDP: Single Departmental Plan SFLG: Small Firms Loan Guarantee Scheme SI: Statutory Instrument SLC: Site Licence Company SLS: Senior Leaders Scheme SME: Small and Medium sized Enterprise SoCNE: Statement of Comprehensive Net Expenditure SoFP: Statement of Financial Position SoPS: Statement of Parliamentary Supply SOSIA: Secretary of State Investor Agreement SPRC: Strategic Policy Review Committee SRMC: Short Run Marginal Cost STFC: Science and Technology Facilities Research Council STSC: South Tees Site Company Ltd SULCO: Start Up Loans Company TCD: Target Commissioning Date TCW: Target Commissioning Window TLM: Transmission Loss Multiplier TME: Total Managed Expenditure UKAEA: UK Atomic Energy Authority UKGIP: UK Green Infrastructure Platform Ltd UKIIIF: UK Innovation Investment Fund UKRI: UK Research and Innovation UKSA: UK Space Agency UKSBS: UK Shared Business Services Ltd VAT: Value Added Tax WTC: Waste Transfer Contract <img>A solid blue background.</img>	ENGLISH
4040-pdf	<img>NORTHAMPTON BOROUGH COUNCIL logo</img> Item No. Planning Committee Directorate: Customer and Service Delivery Corporate Manager: Christine Stevenson Date: 27 September 2006 Report Title APPLICATION FOR DETERMINATION: Application no: N/2006/970 Proposal: Conversion of existing print works into 40 residential apartments and demolition of 109-111 Stimpson Avenue and replacement with new apartments with car parking and refuse/recycling storage. Address: Grosvenor Print Works and single dwelling at 93-111 Stimpson Avenue 1. Recommendations: That the application be APPROVED IN PRINCIPLE subject to: 1. The prior finalisation of a legal agreement to secure: - The provision of 35% affordable housing on site in line with the adopted Council Policy; - £15,000 towards off-site open space provision; - £10,000 towards a new residents permit parking scheme; and - £40,000 towards sustainable transport measures. 2. The appended conditions and for the following reason: The proposed conversion and the siting, size and design of the new apartments will not adversely affect the character or amenity of the locality nor adversely affect the privacy of the neighbouring properties, in accordance with Policies E20, H6, H11, H15, H17 and H19 of the Northampton Local Plan. ffernandes/committeepapersformat/reporttemplatecabinet160506.doc 2. Proposal: The site comprises an existing factory, 3-storey office building and a single residential property. It is proposed to convert the factory building, demolish the smaller office and residential buildings and erect a 3 and 4 storey extension to the factory. The site would provide some 40 apartments and 28 on-site parking spaces. Access to the car parking will be via Adnitt Road. 3. Background & History: The site is currently in use as a print works with offices, design studios and a productions hall to the rear. The factory building was built in 1914 and has had several uses since this time including a shoe factory and model making. 111 Stimpson Avenue is currently being used as a dwellinghouse. The application site is located at the corner of Adnitt Road and Stimpson Avenue. The site area is approximately 0.165 hectare. The site adjoined by residential properties on the south and west boundaries. Opposite side across Stimpson Avenue is the Stimpson Avenue Primary School. 4. Planning Policy: Development Plan: Section 36(6) of Planning and Compulsory Purchase Act 2004 requires a planning application to be determined in accordance with the Development Plan and unless material consideration indicate otherwise. The current Development Plan comprises the Regional Spatial Strategies (RSS), the Northamptonshire County Structure Plan and the Northampton Local Plan. Relevant Structure Plan Policy: GS3, GS5, GS6 H6, H7 Relevant Local Plan Policy: E20, H6, H11, H15, H17, H19 National Policies: Planning Policy Guidance (PPG): PPG3 - Housing Planning Policy Statement (PPS): PPS1 – Delivering Sustainable Development Other Policy Considerations: Supplementary Planning Guidance (SPG): Parking, Planning Out Crime <watermark>ffernandes/committeeapersformat/reporttemplatecabinet160506.doc</watermark> 5. Consultees: External: County Highways and Northamptonshire Police were consulted on the application. Responses: County Highways: - The parking layout should be changed to 60 degree echelon spaces due to the distance between rows. - The vehicle entrance should be widened to 5.5m which is to incorporate 0.5 kerbed strips with 6.0m kerbed radii shown in the footway. - Secure parking is to be provided for at least 50% of residents. - A letter is requested indicating that the applicant will pay for the necessary administration, legal and works fees for the amendment to TROs as noted in the planning statement in order to provide on-street parking. - A contribution is required towards sustainable transport measures and a proposed new residents parking scheme. Internal: Environmental Health, Planning Policy, Regeneration, Environmental Housing Services and the Access Officer were consulted on the application. Responses: Planning Policy: The site lies within a primarily residential area and therefore the principle of development is acceptable. The proposal is for 100% affordable housing and therefore accords with the Council's policy on affordable housing. A contribution to off site open space provision should be sought in line with the standards set out in the Open Space and Recreation Assessment. Design issues: - The Stimpson Avenue frontage picks up on the design of the converted factory. - Car parking – on street parking seems to be exaggerated. Can the removal of parking restrictions be conditioned as part of the application? There is limited parking and the proposal should not provide less than 1 space per dwelling. - The treatment of the Adnitt Road frontage is bland. The design statement does not provide any justification in terms of its context. The frontage is limited in terms of activity having no entrances and narrow window openings. Existing dwellings on Adnitt Road are two storey terraced. The height of new development on Adnitt Road should respect this. - The provision of a landmark at the corner of Adnitt Road and Stimpson Avenue is supported. However, the proposed treatment, with balconies, does not provide an appropriate emphasis for this corner. Environmental Health: No objection. As the site has historically been in commercial use it is recommended that any proposal is subject to a condition requiring an appropriate site investigation, risk assessment and any necessary remedial works. flemandes/committeepapersformat/reporttemplatecabinet180506.doc 6. Representations: The application was advertised by site and press notice and 41 letters of notification were posted. Ward Councillors were also consulted. Responses. Letters of objection were received from numbers 92, 94, 96, 100, 102 104, 106 Bostock Avenue and 67 and 75 Adnitt Road. These can be summarised by the following points: - The reduction in the height of the boundary wall will reduce security and privacy to properties on Bostock Avenue. - The refuse/recycling storage area is too close to properties on Bostock Avenue. This could cause problems such as smell and attract rodents. The bins could also create a security risk by acting as a means of access into gardens. - The number of flats will have a considerable effect on local parking provision. 28 spaces are not enough for 40 flats. - The proposed terrace and additional windows to the upper floors will result in overlooking and therefore a loss of privacy to properties on both Adnitt Road and Bostock Avenue. - Contrary to the statement in the planning application, noise from the factory is currently not a problem. The conversion to flats would increase the level of noise. - The metal cladding on the lift shaft is out of keeping and would become stained through weathering. It could potentially reflect sunlight into the houses on Bostock Avenue. - The demolition of historical buildings should be avoided and the rebuilding of the stone porch does not represent conservation or sympathy for the existing buildings. - The increase in height of the replacement buildings would have a negative impact on the natural light to the rear of properties on Bostock Avenue and would resulting properties being further overlooked. - The extension is not sympathetic to the existing building. - The flats will overlook the school. 7. Appraisal: Principle of Development The site is located within a Primarily Residential Area as identified in the Local Plan. With reference to guidance contained in PPG3, which promotes the reuse of buildings and bearing in mind the site’s location within a primarily residential area, it is considered that the principle of residential development is acceptable. The proposed development consists of 22 one bed, 16 two bed and 3 two bed apartments, four of which are classed as mobility units. The development density is approximately 242 dwellings per hectare. As this is a housing association scheme, all units are affordable and therefore comply with the Council’s Planning Policy Statement on Affordable Housing. The surrounding residential streets are terraced with properties predominantly two storeys in height. Although the proposed extension is five storeys in height at its <watermark>flemandes/committeeapersformat/reporttemplatecabinet160506.doc</watermark> highest point, the building steps down to four at the corner with Adnitt Road and then to three storeys on the Adnitt Road frontage itself. Taking this into account, it is considered to be in scale given the height of the existing factory building. The Stimpson Avenue frontage has been designed with the factory façade in mind and mirrors subtle design details. Whilst there are concerns from some residents regarding the loss of the existing buildings, it is not considered that their removal would be detrimentally harmful to the street scene. Notwithstanding these comments, there remain some concerns regarding the design of the new build element and it is anticipated that revised plans will address the points summarised below: - Minor changes to the corner of Stimpson Avenue and Adnitt Road to prevent this area appearing 'bland' at ground floor level. - Alterations to balustrades fronting Stimpson Avenue to reduce views from the street onto the balconies. - Addition of trellis to the top of rear boundary wall to increase privacy to properties on Bostock Avenue. Subject to revised plans addressing the above, it is felt that the scheme is acceptable. Transport requirements The scheme proposes 28 dedicated parking spaces to the rear. Whilst it is acknowledged that residents have concerns relating to the pressure on on-street facilities, the applicant has agreed to enter into a legal agreement to make contribution to more sustainable transport measures and a residents permit parking scheme in the surrounding area. Residential amenity Residents have specific concerns relating to overlooking, both from the apartments themselves, through additional windows and the proposed roof terrace. It is considered that given the existing level of activity from open plan offices on the upper floors, the level of overlooking would be reduced, as there would be fewer people using these floors. The access to the rear parking area, including the refuse/recycling storage can be controlled by restricting the access via electronic gates. The applicant has agreed add height to the rear boundary wall by adding a trellis. 8. Legal Implications: None. 9. Proposed Conditions: (1) The development hereby permitted shall be begun before the expiration of three years from the date of this permission. Reason: To comply with Section 91 of the Town and Country Planning Act 1990. (2) Details and/or samples of all proposed external facing materials shall be ffernandes/committeeapersformatreporttemplatecabinet160506.doc submitted to and approved in writing by the Local Planning Authority. Development shall be carried out in accordance with the approved details. Reason: In the interests of visual amenity and to ensure that the development will harmonise with its surroundings. \\(3) No development shall take place until a desk top study in respect of possible contaminants within the site is completed and a site investigation has been designed. The scope and methodology of the desk top study and the site investigation report shall be submitted to and approved in writing by the Local Planning Authority. The site investigation and appropriate risk assessments shall be carried out and the results shall be used to produce a method statement for the necessary remedial works (and a phasing programme), which shall be submitted to and approved in writing by the Local Planning Authority. All remedial works shall be fully implemented in accordance with the approved method statement and phasing programme. Confirmation of the full implementation of the scheme and validation report(s) shall be submitted to the Local Planning Authority within 2 weeks of completion (or within 2 weeks of completion of each respective phase). Reason: To ensure the effective investigation and remediation of contaminated land sites and in the interests of health and safety and the quality of the environment. \\(4) Notwithstanding the details submitted, further details of the secure cycle storage including the number provided shall be submitted to and approved in writing by the Local Planning Authority, provided prior to the development being first brought into use and retained thereafter. Reason: To ensure the provision of adequate facilities. \\(5) Unless otherwise agreed in writing by the Local Planning Authority, prior to the first occupation of any of the flats hereby permitted, the vehicular access from Adnitt Road shall be fitted with automatic electronic gates, the details of which shall first be submitted to and approved in writing by the Local Planning Authority. The details shall include the method of hanging the gates and the associated closing mechanisms. The approved scheme shall be retained thereafter. Reason: In the interests of highway safety, the free flow of traffic, visual amenity and residential amenity. \\(6) Prior to the commencement of construction works on site, details of the existing and proposed ground levels and finished floor levels of the development in relation to Stimpson Avenue and Adnitt Road shall be submitted to and approved in writing by the Local Planning Authority. Thereafter the development shall be implemented in accordance with the approved details. Reason: In the interests of residential and visual amenity \\(7) The refuse storage area shown on the approved plans shall be constructed prior to the occupation or bringing into use of the flats hereby permitted and thereafter maintained. Reason: In the interests of amenity and to secure a satisfactory standard of development. flemandes/committeepapersformat/reports/templatecabinet160506.doc (8) Full details of the proposed surface treatment of the parking area shall be submitted to and approved in writing by the Local Planning Authority prior to the commencement of construction work on site. Development shall be carried out in accordance with the approved details. Reason: To secure a satisfactory standard of development. (9) Full details of the method of the treatment of the external boundaries of the site shall be submitted to and approved in writing by the Local Planning Authority, implemented prior to the occupation of the buildings hereby permitted and retained thereafter. Reasons: To ensure that the boundaries of the site are properly treated so as to (10) The accommodation shall be used solely in accordance with the approved drawings, unless otherwise agreed in writing by the Local Planning Authority. Reason: To ensure that a satisfactory standard and layout of accommodation is provided in the interests of the amenity of occupants and nearby residents. (11) Notwithstanding the details as submitted, full details of the proposed windows and doors including the type of material to be used shall be first submitted to and approved in writing by the Local Planning Authority. Development shall be carried out in accordance with the approved details. Reason: In the interests of visual amenity. (12) A minimum of 10% of the total number of dwellings shall be constructed to the Local Planning Authority's mobility standards in accordance with further details to be submitted to and approved in writing by the Local Planning Authority and implemented concurrently with the development and thereafter retained as such. Reason: To ensure the provision of dwellings for use by people with disabilities in accordance with Local Plan Policy. 10. Background Papers: N/2006/0970 Summary and Links to Corporate Plan In reaching the attached recommendations regard has been given to securing the objectives, visions and priorities outlined in the Corporate Plan together with those of associated Frameworks and Strategies. <table> <tr> <td>Position:</td> <td>Name/Signature:</td> <td>Date:</td> </tr> <tr> <td>Author:</td> <td>Rhys Bradshaw</td> <td>07/09/06</td> </tr> <tr> <td>Team Leader, Development Control/Service Manager/Corporate Manager:</td> <td>Jennifer Chance</td> <td>13/9/06</td> </tr> </table> ffernandes/committeepapersformat/reportitemplatecabinet160506.doc <img>NORTHAMPTON COUNCIL logo</img> <watermark>R Banner 16th September 2006 1:250 Site Location Plans Produced from the 2006 Ordnance Survey 1:250 mapping with the permission of the Controller of Her Majesty's Stationery Office c Crown Copyright Unauthorised reproduction infringes Crown Copyright and may lead to prosecution or civil proceedings. Licence number: 100019655</watermark> 93 - 111 Stimpson Avenue <img>Map of Stimpson Avenue showing the location of the proposed development.</img> <img>Overlay showing the location of the proposed development on the site plan.</img> \| Notes \| Title \| \|---\|---\| \| R Banner \| 93 - 111 Stimpson Avenue \| flemandes/committeepapersformat/reporttemplatecabinet160506.doc	ENGLISH
4588-pdf	HM REVENUE AND CUSTOMS PERMANENT SECRETARIES MEETINGS WITH EXTERNAL ORGANISATIONS 1 January 2017 – 31 March 2017 <table> <thead> <tr> <td>Secretary</td> <td>Date</td> <td>Person or organisation that meeting was with</td> <td>Purpose of meeting</td> </tr> </thead> <tbody> <tr> <td>Edward Troup</td> <td>January 2017</td> <td>Academics</td> <td>Tax update</td> </tr> <tr> <td>Edward Troup</td> <td>January 2017</td> <td>Institute of Chartered Accountants Scotland</td> <td>Tax update</td> </tr> <tr> <td>Edward Troup</td> <td>February 2017</td> <td>CBI</td> <td>Tax update</td> </tr> <tr> <td>Edward Troup</td> <td>February 2017</td> <td>ICAEW</td> <td>Tax update</td> </tr> <tr> <td>Edward Troup</td> <td>February 2017</td> <td>ICAEW</td> <td>Tax update</td> </tr> <tr> <td>Edward Troup</td> <td>March 2017</td> <td>Sir Richard Lambert and Richard Yates</td> <td>Tax update</td> </tr> <tr> <td>Edward Troup</td> <td>March 2017</td> <td>ACCA</td> <td>Tax update</td> </tr> <tr> <td>Edward Troup</td> <td>March 2017</td> <td>British Chambers of Commerce</td> <td>Tax update</td> </tr> </tbody> </table>	ENGLISH
0181-pdf	The AVA-Kinetics Localized Human Actions Video Dataset Ang Li¹ Meghana Thotakuri¹ João Carreira¹ Alexander Vostrikov¹\* David A. Ross² Andrew Zisserman³,⁴ ¹DeepMind ²Google Research ³WVG, Oxford ⁴<watermark>angili, screemghana, dross, joaoluis, zisserman</watermark> alexander.vostrikov@gmail.com Abstract This paper describes the AVA-Kinetics localized human actions video dataset. The dataset is collected by annotating videos from the Kinetics-700 dataset using the AVA annotation protocol, and extending the original AVA dataset with these new AVA annotated Kinetics clips. The dataset contains over 230k clips annotated with the 80 AVA action classes for each of the humans in key-frames. We describe the annotation process and provide statistics about the new dataset. We also include a baseline evaluation using the Visual Action Recognition (VAR) on the Kinetics dataset, demonstrating improved performance for action classification on the AVA test set. The dataset can be downloaded from https://research.google.com/ava/. <img> carry/hold (an object); stand; talk (e.g., self, a person, a group); watch (a person) jump/leap; touch (an object) high jump </img> 1. The AVA-Kinetics Dataset The Kinetics [1, 6] dataset was created to support representation learning in videos by providing a large classification task where researchers can explore architectures and pre-train models that can be finetuned on a variety of downstream tasks. This is what happened with ImageNet [2] and image representations. Downstream tasks tend to have more detailed annotations and are hence more expensive to annotate at scale. The AVA dataset [5] presents one influential example of a video task that is expensive to annotate - instead of a single label per frame, we need to annotate similar frames in a subset of frames gets a set of labels. This task is also interesting because pre-training on Kinetics leads to small improvements – the state-of-the-art is still just at 34% average precision [3]. This motivated us to create a crossover of the two datasets. The AVA-Kinetics dataset builds upon the AVA and Kinetics-700 datasets by providing AVA-style human action and localization annotations for many of the Kinetics Work was done at DeepMind. Now with Cinead Figure 1. An example key-frame in the AVA-Kinetics dataset. The annotation contains AVA-style bounding boxes and their corresponding AVA labels. The key-frame is part of a Kinetics clip annotated with a clip-level label “high jump”. 2. Description of the Dataset In this section, we introduce the AVA and Kinetics datasets briefly and describe the AVA annotation procedure applied to build the AVA-Kinetics dataset. The statistics of the dataset are also provided and analyzed in Section 2. 1.1 Background The AVA dataset [5] densely annotates 80 atomic visual actions in 430 15-minute movie clips. Human actions are annotated independently for each person in each video, on key-frames sampled once per second. The dataset also provides bounding boxes around each person in each person has all other persons removed from the frame (e.g., talking) for a total of 1.6M labels. The Kinetics dataset is another large-scale curated video dataset for human action recognition covering a diverse range of human actions. Kinetics has progressed from Kinetics-400 to Kinetics-700 over the past few years. The Kinetics-700 dataset has 700 \<page_number>1\</page_number> human action classes with at least 600 clips for each class, and a total of around 650k video clips. For each class, each clip is from a different Internet video, lasts about 10s and has a single label describing the dominant action occurring in the video. 1.2. Data Annotation Process The AVA-Kinetics dataset extends the Kinetics dataset with AWA-style bounding boxes and atomic actions. A single frame is annotated for each Kinetics video, using a frame selection procedure described below. The AWA annotation process is applied to a subset of the training data and to all videos in the validation and test sets from the Kinetics-700 dataset. The procedure to annotate bounding boxes for each Kinetics video clip was as follows: 1. Person detection: Apply a pre-trained Faster RCNN [8] person detector on each frame of the 10-second long video clips. 2. Key-frame selection: Choose the frame with the highest person detection confidence as the key-frame of each video clip, at least 3s away from the start/endpoint of the clip. 3. Missing box annotation: Human annotators verify and annotate missing bounding boxes for the key-frame. 4. Human action annotation: Obtain a 2-second video clip centered on the key-frame. Multiple human raters (at least 3) then propose action labels corresponding to the persons in the key-frame bounding boxes. 5. Human action verification: Human raters assess all the proposed action labels for a final verification. Each label which is verified by a majority, of at least 2 of 3 raters, is retained. A difference from the original AVA dataset, is that only one key-frame is annotated for each Kinetics video clip. The Kinetics training set is sampled for annotation as fol- lows: first, we prioritize AWA classes with poor recognition performance by selecting a sublist of 27 out of the original 80 AWA classes\* which have shown weak performance in the past literature. We hand-select 115 relevant action classes from the Kinetics dataset (listed in Appendix A) by text matching to this shortlist, and the annotation pipeline is applied to all Kinetics videos containing those actions. <table> <thead> <tr> <th></th> <th># unique frames</th> <th># unique videos</th> <th># unique frames</th> <th># unique videos</th> </tr> </thead> <tbody> <tr> <td>Train</td> <td>210,634<br>141,475<br>35,731<br>32,511<br>113,441<br>65,906</td> <td>352,091<br>89,882<br>182,557</td> <td>235<br>64<br>131</td> <td>241,420<br>32,465<br>66,902</td> </tr> <tr> <td>Total</td> <td>338,466<br>238,984</td> <td>654,930</td> <td>450<br>338,478</td> <td>298,506</td> </tr> </tbody> </table> Clips from the remaining Kinetics classes are sampled uni- formly (we have not yet annotated all of them). Different from the training set, the Kinetics validation and test sets are both fully annotated. 2. Data Statistics We discuss in this section characteristics of the data dis- tribution in AWA-Kinetics and compare it with the existing AVA dataset. The statistics of the dataset are given in Ta- ble 1 which shows the total number of unique frames and that of unique videos in these datasets. Kinetics dataset con- tains a large number of videos so it contributes a lot more unique videos to the AWA-Kinetics dataset. We show in this section the statistics of AWA v2.2 which contains 80 classes; however, in experiments we follow the protocol of AWA challenge and only predict 60 classes. 2.1. Sample distribution The number of samples for each class is given in Fig- ure 2. One sample corresponds to one bounding box with one action label. The class statistics in AWA and Kinet- ics show similar trends, in particular both datasets exhibit a long-tailed sample distribution. However, we observe that Kinetics adds a substantial number of samples to most of the classes. Especially for the class “listen to”, Kinetics in- troduces significantly more training samples. 2.2. Video distribution Figure 3 shows the diversity of videos between the two datasets. The plot is in log scale and shows the property that Kinetics contains significantly more unique videos for each label. As stated before Kinetics is composed of many unique short videos (around second long), a single key-frame is sufficient for an AWA class while an AWA class may last much longer and are used to produce multiple clips for action localization. For AWA, the maximum number of unique videos per class is 235, while Kinetics has over 10,000 unique videos for the top classes. In addition, half of the classes in Kinetics have over 300 unique video clips. \<page_number>2\</page_number> <img>A bar chart comparing the number of samples per AVA class between the AVA train set (blue) and the Kinetics train set (green). The stacked bar shows the distribution of the AVA-Kinetics train set. The x-axis is on a log scale.</img> Figure 2. Number of samples per AVA class comparing the AVA train set (blue) and the Kinetics train set (green). The stacked bar shows the distribution of the AVA-Kinetics train set. The y-axis is in log-scale. The two datasets have different distribution in terms of videos. The AVA data has long videos while Kinetics has short video clips, hence the unique videos per class in AVA are much fewer. <img>A bar chart showing the number of unique videos per AVA class comparing the AVA train set (blue) and the Kinetics train set (green). The stacked bar shows the distribution of the AVA-Kinetics train set. The y-axis is in log-scale. The two datasets have different distribution in terms of videos. The AVA data has long videos while Kinetics has short video clips, hence the unique videos per class in AVA are much fewer.</img> Figure 3. Number of unique videos per AVA class comparing the AVA train set (blue) and the Kinetics train set (green). The stacked bar shows the distribution of the AVA-Kinetics train set. The y-axis is in log-scale. The two datasets have different distribution in terms of videos. The AVA data has long videos while Kinetics has short video clips, hence the unique videos per class in AVA are much fewer. 2.3. Correlation between Kinetics and AVA classes Since we have annotations for both AVA classes and Kinetics classes for the Kinetics video, we compute the Normalized pairwise mutual information (NPMI) of the two types of classes. NPMI is defined as $$NPMI(x,y) = \\frac{\\log p(x)\\log p(y)}{\\log p(x,y)} - 1$$ (1) where $p(x)$ is the frequency of class $x$. $NPMI(\\cdot,\\cdot)$ is a real value between -1 and 1. $NPMI(\\cdot,\\cdot)=1$ means the two classes are highly correlated while $NPMI(\\cdot,\\cdot)=-1$ means the two labels never co-occur. We further rank the AVA classes for each Kinetics class according to their NPMI scores. We sample a few examples in Table 2 which also shows the corresponding NPMI scores. The Kinetics class “dancing gangnam style” is highly related to the AVA classes “dance”, “listen (e.g., to music)” and “watch (e.g., TV)”. While “dance” is directly related, “listen” and “watch” could also happen when someone is watching another person dancing gangnam style. We show in Table 3 the reversed correlation, i.e., top Kinetics classes related to a certain AVA class. We pick a list of AVA classes with the least occurrence frequency and show their top relevant Kinetics class labels. The class “stir” is related to “scrambling eggs”, “making tea” and “making slime”. The three cooking activities all requires a stirring action in practice. \<page_number>3\</page_number> Table 2. A sampled set of Kinetics classes and the top related AVA classes ranked by Normalized pointwise mutual information (NPMI) on the AWA-Kinetics dataset. The NPMI score is shown next to each class label – higher values indicate a stronger correlation. <table> <thead> <tr> <th>Kinetics class</th> <th>Top relevant AVA classes</th> </tr> </thead> <tbody> <tr> <td>putting on sari</td> <td>dress/pout on clothing (0.73); stand (0.11); talk to (e.g., self, a person, a group) (0.04)</td> </tr> <tr> <td>talking on cell phone</td> <td>answer phone (0.74); text/onlook at a cellphone (0.25); drive (e.g., a car, a truck) (0.16)</td> </tr> <tr> <td>slicing onion</td> <td>chop (0.70); cut (0.40); write (0.29)</td> </tr> <tr> <td>brushing teeth</td> <td>brush teeth (0.85); brush teeth (0.19); text/onlook at a cellphone (0.06)</td> </tr> <tr> <td>sailing</td> <td>sal boat (0.30); fishing boat (0.16); drive (e.g., a car, a truck) (0.10)</td> </tr> <tr> <td>canoeing or Kayaking</td> <td>row boat (0.11); sal boat (0.43); fishing (0.32)</td> </tr> <tr> <td>casting fishing line</td> <td>fishing (0.33); turn (e.g., a screwdriver) (0.21); sail boat (0.20)</td> </tr> <tr> <td>shoveling snow</td> <td>shovel (0.71); drive (e.g., a car, a truck) (0.17); bend/bow at (the waist) (0.15)</td> </tr> <tr> <td>using a push broom roller</td> <td>paint (0.96); sit on seat (0.22); lie/sleep (0.26)</td> </tr> <tr> <td>sipping cup</td> <td>drink oil (e.g., coffee) to a person) (0.09); talk to (e.g., self, a person, a group) (0.07)</td> </tr> <tr> <td>smoking hookah</td> <td>smoke oil 72c; sit (0.14); answer phone (0.11)</td> </tr> <tr> <td>crawling baby</td> <td>crawl 1.80; lie/sleep op 27c; play with kids (0.19)</td> </tr> <tr> <td>dancing gangnam style</td> <td>dance 0.34; listen (e.g., to music) (0.26); watch tv e.g., TV) (0.21)</td> </tr> <tr> <td>waiting in line</td> <td>text/onlook at a cellphone (0.16); answer phone o 15c; stand (0.16)</td> </tr> <tr> <td>passing soccer ball</td> <td>kick in object(s) 85s; run/jog 83s; give/receive in an object(1) to a person) (0.14)</td> </tr> </tbody> </table> Table 3. The least frequent AVA classes and their top relevant Kinetics classes ranked by Normalized pointwise mutual information (NPMI) on the AWA-Kinetics dataset. The NPMI score is shown next to each class label – higher values indicate a stronger correlation. <table> <thead> <tr> <th>AVA class</th> <th>Top relevant Kinetics classes</th> </tr> </thead> <tbody> <tr> <td>close (e.g., a door, a box)</td> <td>closing door (.69%); opening refrigerator (.54%); shredding paper (.42)</td> </tr> <tr> <td>chop<br>(a person)</td> <td>slicing onion (.70%); chopping meal (.57%); making sushi (.41%)<br>arresting (.40%): waxing armsints (.31%): shaving legs (.28%)<br>yoga (.38%): dance (.34%)<br>playing laser tag (.43%): playing paintball (.42%): lighting fire (.38%)<br>kissing (.69%): checking watch (.49%): marriage proposal (.37%)<br>clink glass<br>point to an object)</td> </tr> <tr> <td>extract<br>(a person)</td> <td>drinking shots (.55%): watching tv (.39): falling off chair (.28%)<br>presenting weather forecast (.04%): photocopying (.46%): playing slot machine (.03%)<br>milkng oil (.55%): making coffee (.55%): making tea (.55%)<br>drop kicking (.52%): high kick (.46%): cutting nails (.38%)<br>clam digging (.58%): digging (.45%): planting trees (.44%)<br>leatherworking (.43%): coloring in (.39%): changing oil (.39%)<br>pulling espresso shot (.51%): milking cow (.49%): milking goat (.48%)<br>scrambling eggs (.57%): making tea (.59%): making slime (.49%)<br></td><br></tr><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><ol start="2"><li>Person distribution Figure 4 shows the number of person bounding boxes per frame in both AVA and the Kinetics dataset. The dis- tributions are roughly the same. We observe a substantial number of frames with no person detected in both datasets. And the majority of the key-frames have only 1 person de- tected, meaning that contain more than 5 persons are very rare. The average number of persons per frame in AVA is 1.5 and that of Kinetics is around 1.2. 2.5 Person box size distribution We also study the size of the person bounding boxes in both datasets. Figure 5 shows the distribution of person bounding box areas. The area is normalized according to a 1x1 square image. We observe that the majority of the person boxes are small relative to the image. An interest- ing finding is that Kinetics videos tend to contain smaller person bounding boxes, compared to AVA videos. 3 Benchmarking Results We experiment with the new dataset using the Video Action Transformer Network [4] on top of ground truth person bounding boxes. Using ground truth boxes makes it possible to evaluate action classification accuracy sepa- rately from object detector failures. The original AVA pa- per [5] reports 75% mean AP person detection at 0.5 IoU using Faster RCNN with a ResNet-50 backbone; the Ac- tion Transformer [4] reports an improvement on AVA score <img>A table showing Kinetics classes and their top relevant AVA classes.</img> <img>A table showing AVA classes and their top relevant Kinetics classes.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA and Kinetics datasets.</img> <img>A figure showing the distribution of person bounding box sizes in both AVA andKinics setsds.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasets.datasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsdatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsatasetsdatasetstables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtables.showing.Kineticstables.showing.AVAtable <img>A bar chart showing the distribution of the AVA-Kinetics train set. The x-axis represents the number of frames, ranging from 0 to 38,000. The y-axis represents the number of bounding boxes per frame, ranging from 0 to 500. The chart shows that most frames have only one bounding box (dark blue), while some frames have multiple bounding boxes (light blue). The stacked bar shows the distribution of the AVA-Kinetics train set. There is a substantial number of frames with no person detected. The majority of the key-frames contains only one bounding box.</img> Figure 4. Number of bounding boxes per frame comparing the AVA train set (blue) and the Kinetics train set (green). The stacked bar shows the distribution of the AVA-Kinetics train set. There is a substantial number of frames with no person detected. The majority of the key-frames contains only one bounding box. <img>A bar chart showing the distribution of the area of person bounding boxes in the AVA train set (blue) and the Kinetics train set (green). The x-axis represents the area, ranging from 0 to 8000 square units. The y-axis represents the number of bounding boxes per frame, ranging from 0 to 500. The chart shows that most frames have only one bounding box (dark blue), while some frames have multiple bounding boxes (light blue). The stacked bar shows the distribution of the AVA-Kinetics train set. There is a substantial number of frames with no person detected. The majority of the key-frames contains only one bounding box.</img> Figure 5. The distribution of the area of person bounding boxes in the AVA train set (blue) and the Kinetics train set (green). The area is normalized according to a 1x1 square. The peak area in AVA is around 0.02 while the peak in Kinetics is around 0.01. It is observed that Kinetics dataset produces significantly smaller person bounding boxes. from 17.8% to 29.1% when using ground truth bounding boxes instead of automatically detected ones—11.2% absolute. This is still significant improvement even considering the remaining 70% left to get perfect performance. These results seem to suggest that plain action classification, of all things, is still very challenging in the multi-label case (Charades [9] is another difficult multi-label action classification dataset, minus the spatial aspect). In addition to ground-truth based action classification, we also report results on a pre-trained person detector to propose boxes at the test time. 3.1. Action Transformer: Short Recap The original Action Transformer [4] uses a 3D convolutional backbone to generate a spatiotemporal grid of features for each clip. In practice a video is divided into many clips, one around each key-frame. Using this spatiotemporal grid of features allows us e.g., a Region Proposal Network from Faster-RCNN) generates a number of object boxes for the middle frame. A positional embedding is added to the feature grid, which then gets ROI-pooled for each box and the resulting features are passed through a stack of transformers. The queries in the transformers are obtained by either averaging the spatio-temporal ROI-pooled features or using a more sophisticated merging operation that better preserves spatial configuration information – for the purpose of ground truth box classification simpler averaging did better so we use that. The keys and values are directly derived from the original non-ROI-pooled grid of features. Overall the model tries to capture the relationship between different objects in a scene. Here we use a simplified model without any of the re-gion proposal machinery. Instead we train on ground truth boxes then test on either ground truth boxes or on person detections provided by a more recent state-of-the-art detector [10]. 3.2. Overall performance with groundtruth boxes We show action classification performance with ground truth boxes in 9 different settings in Table 4, using three different training sets and three validation sets. AVA-Kinetics train/val is basically a combination of the corresponding AVA and Kinetics data. The table shows that adding the additional Kinetics training data leads to further improvement when evaluating on the original AVA validation set (-5.26 mAP). It also suggests that training with the Kinetics clips provides for more stable generalization: performance is close to an AVA-trained model on AVA validation, but the performance of the AVA-trained model is much lower on Kinetics validation clips. Finally training on the full AVA-Kinetics training set leads to the best performance on the full AVA-Kinetics validation set as would be expected. 3.3. Overall performance with detected boxes Table 5 shows the corresponding results when using automatically detected boxes at test time. We used the Center- <img>Figure 6. Per-class performance on AVA validation set for three action categories: person-person interaction, person-object interaction and person pose. The bars above zero-axis represent the average precision value while the transparent bars below the zero-axis represent the number of examples in the corresponding training datasets. The ground-truth boxes are used at both training and test time.</img> <img>Figure 7. Per-Class Evaluation on AVA-Kinetics validation set. Compared models are trained on AVA, Kinetics and AVA-Kinetics (combined). The ground-truth boxes are used at both training and test time. The bars above zero-axis represent the average precision value while the transparent bars below the zero-axis represent the number of examples in the corresponding training datasets.</img> \<page_number>6\</page_number> Net [10] person detector to generate a small set (about 2.5 boxes per key-frame) of confident detections that are fed to the video action transformer model. The object detector is trained on the COCO-71 2017 training set and achieves 43% mAP on COCO-71 validation set. Among these boxes detected with the “person” class are useful examples for video action detection. For simplicity, the same model trained on ground truth boxes was employed – the only change is at test time when detected boxes were used. The results are mostly consistent with those evaluated on ground truth boxes, showing an improvement on AVA validation set (from 0.68 mAP to 0.71 mAP) and testing set (+3.96 mAP). Overall the values are slightly lower due to imperfect detection. The original action transformer model reports higher AVA-train to AVA-val mAP but it uses a more complex training procedure with a region proposal network and background negative example selection whereas we use just ground truth boxes for training. 3.4. Per-class performance In addition to the overall comparison, we plot the per-class performance on same AVA validation set using the three different training splits (AVA, AVA-Kinetics, AVA-Kinetics). The comparison is shown in Figure 6 where all the AVA classes are divided into three categories: person-object interaction, person-person and person-person interaction. The percentage of added Ki- netsics sample size w.r.t. the sample size in AVA training set. Each point corresponds to one class. Blue dots represent classes with improved mAP while the only red dot represent the class “enter” with decreased mAP However, the mAP decrease (-0.67%) is insignificant, just below zero. The results are obtained using the ground truth boxes at test time. <img>A bar chart showing the percentage of increased sample size for each class in the AVA-Kinetics dataset compared to the AVA dataset. The x-axis represents the percentage of added Kinetics sample size w.r.t. the sample size in AVA training set. Each point corresponds to one class. Blue dots represent classes with improved mAP while the only red dot represent the class "enter" with decreased mAP.</img> Figure 6. The improved performance on AVA-Kinetics validation set. The x-axis represents the percentage of added Kinetics sample size w.r.t. the sample size in AVA training set. Each point corresponds to one class. Blue dots represent classes with improved mAP while the only red dot represent the class "enter" with decreased mAP However, the mAP decrease (-0.67%) is insignificant, just below zero. The results are obtained using the ground truth boxes at test time. 4. Conclusions We have presented the AVA-Kinetics Localized Human Actions Video Dataset which is a crossover of the Kinetics and ARA datasets. AVA has detailed multi-label annotations for all people but restricted visual diversity at around 500 unique videos; Kinetics has a single label per video but a very wide visual diversity given its 600k unique videos. By annotating one frame in each Kinetics video with AVA boxes and labels, we obtain the AVA-Kinetics dataset with a richer visual diversity while this task better reflects train-model generalization. We believe this dataset can be a useful aid for research in a variety of settings in video. For example in multi-task learning (training on both AVA and Kinetics labels vs individual ones) or in transfer learning (now does pre-training on Kinetics then finetuning on AVA compare to directly training on AVA-Kinetics). Acknowledgements: The collection of this dataset was funded by DeepMind and Google Research. The authors would like to thank Vignesh Birodkar, Yu-hui Chen, Jonathan Huang, Vivek Raohad for their help on the object detection, Yeqing Li for his help on data annotation, and Yiming Yang for his help on Alayarc for reviewing a paper draft. We would also like to thank Rahul Sukthankar, Victor Gomes, Ellen Clancy and Chloe Rosenberg for their contributions to this work. References [1] Joao Carreira, Eric Noland, Chloé Hillier, and Andrew Zisserman. A short note on the kinetics-700 human action \<page_number>7\</page_number> dataset. arXiv preprint arXiv:1907.06987, 2019. [2] J. Deng, W. Dong, R. Socher, L.-J. Li, K. Li, and L. Fei-Fei. ImageNet: A Large-Scale Hierarchical Image Database. In CVPR09, pages 248–255, 2009. [3] Christoph Feichtenhofer, Haqsi Fan, Itendra Malik, and Kaiming He. Slowfast networks for video recognition. In Proceedings of the IEEE International Conference on Computer Vision, pages 6020–6021, 2019. [4] Roland Gehler, Philipp Hennig, Christian Szegedy, and Andrew Zisserman. Video action transformer network. In Proceedings of the IEEE Conference on Computer Vision and Pattern Recognition, pages 244–253, 2019. [5] Chunhui Gu, Chen Sun, David A Ross, Carl Von der Malsburg, and Yosuke Li. Subdendrite Vijaya-narasimhan, George Toderici, Sinanu Ricco, Rahul Sukthankar, Cordelia Schmid, and Itendra Malik. Ava: A video dataset of spatial-temporally localized atomic visual actions. In Proceedings of the IEEE Conference on Computer Vision and Pattern Recognition, pages 6047–6056, 2018. [6] Will Kay, Joao Carreto, Karen Simonian, Brian Zhang, Chloe Hillier, Sudheendra Vijayanarasimhan, Fabio Viola, Tim Green, Trevor Back, Paul Natese, Mustafa Suleyman, and Andreas Krahenbuhl. DeepMind action video dataset. arXiv preprint arXiv:1703.06950, 2017. [7] Tsung-Yi Lin, Michael Maire, Serge Belongie, James Hays, Pietro Perona, Deva Ramanan, Piotr Dollár, and C Lawrence Zitnick. Microsoft coco: Common objects in context. In European Conference on Computer Vision (ECCV), pages 745–758. Springer, 2014. [8] Shaoqing Ren, Kaiming He, Ross Girshick, and Jian Sun. Faster r-cnn: Towards real-time object detection with region proposal networks. arXiv preprint arXiv:1506.01497, 2015. [9] Gunther Sigaudyev, Gul Varol, Xiaolong Wang, Ali Farhadl, Ivan Laptev, and Abhinav Gupta. Hollywood in homes: Crowdsourcing data collection for activity under-standing. In European Conference on Computer Vision (ECCV), pages 510–526. Springer Berlin Heidelberg, 2016. [10] Xingyi Zhou, Dequan Wang, and Philipp Krähenhübl. Objects as points. arXiv preprint arXiv:1904.07850, 2019. A. Fully annotated Kinetics classes As mentioned above, we hand picked 115 Kinetics classes that are most related to the hardest AVA classes and annotated all of their training set examples. The full list is the following: swimming, swimming backstroke, swimming breast stroke, swimming butterfly stroke, swimming front crawl, swimming with dolphins, swimming with sharks: scuba diving diving cliff jumping: diving into water car racing cart pushing wheelbarrow pushing wheelchair: giving or receiving award putting on shoes putting on shoes watching tv card throwing catching or throwing baseball catching or throwing frisbee catching or throwing softball hammer throw, javelin throw throwing axe throwing ball (not baseball or American football), throwing discus throwing knife throwing snowballs throwing taliburn throwing water balloon assenting bungee jumping climbing a rope climbing ladder climbing tree climbing rock climbing climber (exercise) rock climbing giving or receiving award marriage proposal headhanging listening with headphones silent disco beatboxing gospel signing in church singing karaoke carrying baby pull ups push up wrestling arresting arrestee dancing tango dancing clean and jerk dealing cards building lego card stacking sipping cup cutting watermelon cutting pineapple cutting orange cutting cake cutting apple taking photo pulling rope (game) entering church using a wrench sharp-ening knife lifting weightlifting lifter lifting hat snatch weight lifting stacking dice sign language interpreting pushing wheelchair tackling playing american football moss pit dancing wrestling punching person (boxing) hitting baseball punching bag golf chipping golf driv-ing golf putting flint knapping falling off bike falling off skateboard long jump high jump bungee jumping parkour gymnastics tumbling pushing laser tag playing paint-ball double jump high jump long jump jump- ing jacks bungee jumping springboard diving bouncing on trampoline gymnastics tumbling jumping sofa jumping into pool waving hand flipping through air finger gun playing hand clapping games pumping fish	ENGLISH
2334-pdf	<img>CPS logo</img> CPS Disclosure Ref: 8 Trespassing convictions statistics Freedom of Information Act 2000 Request Request Please can you fill in the below table for the offence of Trespassing on a designated site Section 128 Serious Organised Crime and Police Act 2005. Rough numbers are fine <table> <thead> <tr> <th>No of arrests</th> <th>No of Convictions</th> <th>Avg Fine (first offence)</th> <th>Highest Fine given (first offence)</th> <th>No of re-offenders</th> <th>Avg Fine (re-offenders)</th> <th>Highest Fine given (re-offenders)</th> </tr> </thead> <tbody> <tr> <td>2014</td> <td>2</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>2015</td> <td>1</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>2016</td> <td>1</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> Response The Crown Prosecution Service (CPS) holds no information on the number of arrests and therefore this part of your request should be directed to the Police. The attached table shows the number of convictions in which a prosecution by the CPS commenced at magistrates' courts in 2014, 2015, and 2016. I have inserted the numbers in the table. We have a record of six cases but please be advised that two cases from 2014 have been destroyed in accordance with the CPS Retention Schedule hence they do not appear in the above table. The relevant section of the Retention Schedule is set out on pages 29 -35 of the Records Management Manual. http://www.cps.gov.uk/Publications/docs/rmmversion2.pdf In relation to the questions on average fine (first offence), highest fine given (first offence), number of re-offenders, average fine (for re offenders) and highest fine for re-offenders, it should be noted that sentencing and re-offending data are a matter for Ministry of Justice (MoJ) and Her Majesty's Court and Tribunals Service (HMCTS) and therefore you should <watermark>INVESTORS IN PEOPLE</watermark> Crown Prosecution Service, Business Information Systems, Corporate Services Division, Floor 7 North, Rose Court, 2 Southwark Bridge, London SE1 9HS www.cps.gov.uk submit these elements of your request to them. I have attached the link below for ease of reference. data.access@justice.gsi.gov.uk Information Management Unit 020 3357 0899 FOI.Unit@cps.gsi.gov.uk \<page_number>2\</page_number>	ENGLISH
3467-pdf	<table> <thead> <tr> <td>Organisation Name</td> <td>Expression of Interest Start</td> <td>Contract Reference Number</td> <td>Tender Title</td> <td>Description of goods</td> <td>Contract Start Date</td> <td>Contract End Date</td> </tr> </thead> <tbody> <tr> <td>Rochdale Borough Council</td> <td>27/07/2016</td> <td>DN127414</td> <td>Framework Agreement for the Provision of a Layer 3 Wide Area Network</td> <td>270000 - Information Communication Technology</td> <td>29/11/2016</td> <td>28/11/2019</td> </tr> <tr> <td>Rochdale Borough Council</td> <td>29/07/2016</td> <td>DN170931</td> <td>Sandbrook Primary School Classroom Extension</td> <td>100000 - Building Construction Materials<br>390000 - Works - Construction, Repair & Maintenance</td> <td>06/08/2016</td> <td>17/02/2017</td> </tr> <tr> <td>Rochdale Borough Council</td> <td>01/08/2016</td> <td>DN175371</td> <td>Rochdale Business Awards</td> <td>25000 - Furniture & Fixtures<br>310000 - Healthcare</td> <td>02/01/2017</td> <td>01/01/18</td> </tr> <tr> <td>Rochdale Borough Council</td> <td>18/06/2016</td> <td>DN177576</td> <td>Market Engagement Event - Domestic Abuse Services</td> <td>321000 - Social Community Care Supplies & Equipment</td> <td>03/10/2016</td> <td>31/03/2020</td> </tr> <tr> <td>Rochdale Borough Council</td> <td>22/09/2016</td> <td>DN178940</td> <td>PAT Testing within the Borough of Rochdale</td> <td>181710 - Testing & Inspection<br>181800 - Technical Equipment & Consumables<br>181900 - Testing & Inspection</td> <td>24/09/2016</td> <td>31/03/2020</td> </tr> <tr> <td>Rochdale Borough Council</td> <td>28/09/2016</td> <td>DN176341</td> <td>Service and Maintenance of 4 Fountains within Rochdale Borough</td> <td>121500 - Maintenance<br>330555 - Works - Administrative<br>390000 - Works - Construction, Repair & Maintenance</td> <td>15/09/2016</td> <td>30/03/2018</td> </tr> </tbody> </table>	ENGLISH
0944-pdf	<img>A circular emblem with a crown at the top, a shield in the middle, and a lion rampant on the right.</img> ADVISORY COUNCIL ON NATIONAL RECORDS AND ARCHIVES Date: 18 November 2019 Time: 11:00-16:30 Venue: Talks Room, The National Archives, Kew Chair: Sir Terence Etherton, Master of the Rolls Minutes: Anne Hardy, Secretary to the Council Members: Mr Trevor Woolley, Deputy Chair Ms Hillary Bauer, (Deputy Chair of the Forum) Mr Michael Smyth Ms Lesley Ferguson Dr Helen Forster Lady Mollie Andrews Ms Liz Copper Mr John Wood Dr Peter Gooderham Ms Jeannette Strickland Mr Martin Howard Professor Philip Johnson Professor Leon Litvack Ms Helene Partell Mr David Rossington Mr Martin Uden Non-members: TNA: Mr Jeff James, Chief Executive and Keeper Ms Lucy Fletcher, Director for Government Mr Sam Whaley, Head of Strategy and CEO’s Office Ms Victoria Davis, Senior Access Manager Ms Helen Potter, Head of the Freedom of Information Centre Ms Anne Hardy, Secretary to the Advisory Council DCMS: Mr Charles Alexander, Lead Non-Executive Director. MR’s Office: Mr Samuel Allan, Office of the Master of the Rolls ______________________________________________________________________ SUMMARY OF ACTIONS Actions agreed at the meeting Item 2: ACTION: any member who is interested in taking part in the Working Group should contact the Deputy Chair. Item 3: ACTION: MOD are to be asked to provide a written update for February. The possibility of inviting them to the May meeting should also be left open. Item 4: ACTION: members asked that copies of the memorandum and checklists be provided to them in accessible form. Item 5: ACTION: it was agreed that a TNA paper on the history of the Forum should be circulated to the wider membership. Item 7 ACTION: the Code of Practice to be included as an item on the agenda for the February 2020 meeting. ACTION: an invitation to be extended to the Deputy Chair to attend a meeting of the Code of Practice Steering Group. ACTION: TNA to update the retention application/ update templates to reflect the revised retention criteria. ACTION: the Secretary to make the arrangements for the April file audit exercise. ACTION: files which are potentially of interest for audit purposes should be flagged at the meeting where the relevant schedule entry is discussed. ACTION: TNA to consider how best to feed back the audit findings to departments Item 9 ACTION: new members to be phased into the FOI Panel process by the Secretary. Item 10 ACTION: TNA to provide the Chair with information on the location of the 43 Places of Deposit. Item 11 ACTION: The Deputy Chair and the Secretary will discuss further the idea that, as part of its continuous improvement work, the Council invites feedback from departments. ACTION: The Deputy Chair agreed to check the ICO website for Section 27 guidance and to circulate it. ACTION: any members who are interested in obtaining or renewing Developed Vetting Security Clearance should inform the Secretary. ______________________________________________________________________ 1. Welcome, introductions, apologies and declarations of conflicts of interest 1.1 The Chair welcomed the attendees, including six new members, who were attending their first meeting. 1.2 There were apologies from Mr Stephen Hawker, a new member. \<page_number>2\</page_number> 1.3 The Chair asked members to declare any conflicts of interest which they had identified in relation to the business of the meeting. 1.4 The following recusals apply: 1.4.1 Ms Liz Copper is an employee of the BBC, so will not comment on BBC matters. 1.4.2 Mr Michael Smyth is unable to comment on matters relating to the Chagos Islands and Diego Garcia. 2. Minutes and matters arising There were no formal minutes to approve, as the September meeting was a training session. A summary of the July minutes has been uploaded to the website. Item 2.1 – Wash-up following the September training session The Chair invited members to reflect on the September training session, which included presentations from ICO, FCO and the TNA Digital team. Members thought that the sessions went well and were informative, although there were issues with timing, which meant that the session overran. Paper 2.2 – Action Log and Paper 2.2.1 – Action Log Updates The Chair went through the most recent updates to the action log. A number of actions were considered as specific agenda items. The most significant of the finalised actions are the completion of the process of recruitment and the induction of seven new Council members, six of whom were able to attend the November meeting. The Chair also noted that: 2.2.1 now that the new members have been appointed, the Council is ready to take on responsibility for the public interest test for FOI requests under Section 65 of FOIA, although the details have yet to be agreed between DCMS and the Cabinet Office. It was noted that currently the Council has no role in considering FOI requests which engage Sections 23 and 24 of FOIA, which should be reviewed as part of the revision of the Code of Practice. 2.2.2 the Chair would write to the new Secretary of State once he or she is appointed following the general election about the proposed delegation to the Council under section 66 of FOIA. 2.3.3 there would be merit in reviving the Working Group and anyone interested in joining was invited to contact the Deputy Chair. ACTION: any member who is interested in taking part in the Working Group should contact the Deputy Chair. 3. Access to Records Issues 3.1 Four representatives from MOD attended in person to present on two ongoing issues -- the NDA/AWE records, which have been the subject of previous appearances at the Council, and the Service Personnel Records (which include the related issue of the Guards papers, which was previously discussed at the July meeting). \<page_number>3\</page_number> 3.2 TNA had also clarified the status of "access under review" records. A note had been provided to the Chair and Deputy Chair in the first instance. FOI requests for these records could be handled under Section 65 or 66 of FOIA. If the former, there would be no requirement for the Council to consider the public interest in release through panels under such time as the Council took on such responsibility in relation to Section 65 cases more generally. 3.3 Overall, both members and TNA staff were content with the proposals, although there are residual concerns about timescales. 3.4 Members had also sought further information about the legal and practical effects of records being temporarily categorised as "access under review" status. TNA noted that a note had been provided to the Chair and Deputy Chair, in the first instance 3.5 Members also reiterated the need for the media group to be prepared to handle any media interest, as per the action log. ACTION: MOD are to be asked to provide a written update for February. The possibility of inviting them to the May meeting should also be left open. 3.6 The department had sought retentions in respect of both the guards and the service personnel records. 4. Access to Records 4.1 There were no further recusals. General 4.2 A schedule of closure applications, together with a schedule of retention applications, was sent to members prior to the meeting. Members were asked to raise any queries within 10 days. 4.3 The Senior Access Manager collated the queries and a list of them was circulated with the papers for this meeting, with responses being provided, where possible. 4.4 At the meeting, members were asked if they were content with the responses provided, whether in written form or orally. Where a response had not been provided, or members remained unhappy, the queries were carried forward. 4.5 The Council formally approved the acceptance of schedules seen outside the meeting, with the exception of any queries which were brought to the meeting. Outstanding Queries 4.6 Paper 4.1 Queries outstanding from remote schedule The Council was content to approve the applications on the basis of the clarification or additional information provided by the departments, as more fully described in the Annex to these minutes. 4.7 Paper 4.2 – Queries on Closure and Retention Schedules (July 2019) The Council was content to approve the applications on the basis of the clarification or additional information provided by the departments, as more fully described in the Annex to these minutes. \<page_number>4\</page_number> 4.8 Paper 4.3 - Queries on Closure and Retention Schedules (November and September 2019) The Council was content to approve the applications on the basis of the clarification or additional information provided by the departments, as more fully described in the Annex to these minutes. 4.9 Other discussion points ACTION: members asked that copies of the memorandum and checklists be provided to them in accessible form. 5. Forum Update (NB: this item took place after item 6 as the meeting was running slightly late) 5.1 The Chair noted that he had chaired the full Forum meeting on 22 September 2019. The meeting was combined with the September training session, so three Council members who are not also members of the Forum attended. The meeting focussed on a new strategy and action plan for the Forum, which will be discussed further at its next meeting, which is to be held on 1 December. The need to do a skills audit of members was also identified and this is in hand. It has also been suggested that members convene by teleconference if necessary between meetings. 5.2 The Chair noted that it was a useful session and that he had learned more about the Forum and its role as a sub-committee of the Council. ACTION: it was agreed that a TNA paper on the history of the Forum should be circulated to the wider membership. 5.3 The Deputy Chair of the Forum then presented her update. She noted that role of the Council in advising the Historical Manuscripts Commission on Acceptance in Lieu cases. She said the Forum would like to be more actively involved in issues of concern to the archives and academic communities relating to non-government archives. 5.4 It was noted that TNA also undertakes a lot of activity in these areas and that it sometimes does so "behind the scenes". 5.5 In addition, a symposium to celebrate HMC 150 took place on 14 October. The Deputy Chair of the Forum acted as a panel member for this. LUNCH was provided. 6. MPS Presentation 6.1 MPS representatives attended in person further to their July retention application, as the Council had requested further information. 6.2 The departmental attendees described ongoing efforts to address the review backlog. This largely consists of paper files, but there is some digital material. 6.3 The department noted that it was happy to provide regular updates to the Council. 6.4 It also noted that the problem is finite, as MPS records produced after March 2000 are no longer public records for the purposes of the Public Records Act 1958. DECISION: it was noted that the current retentions expire in 2020, so members asked that the department provide a written update in May 2020. \<page_number>5\</page_number> 7. Administrative Matters This section dealt with ongoing administrative and process matters which have arisen, largely from the ongoing work of the Working Group, but also from the September training session. Item 7.1.1 – Section 46 Code of Practice Review The Director for Government Audience gave a short oral update on progress on the Code of Practice review, for information. She explained the background to and purpose of the Code and noted that the last review was in 2009, so an update is needed, not least to reflect the move to digital records. The process is taking some time, as there is an obligation to consult with statutory stakeholders, such as Cabinet Office and the Office of the Information Commissioner (ICO). It was also agreed that an invitation would be extended to the Deputy Chair to attend a meeting of the Steering Group which was planned for January. A copy of the near-final draft of the Code should be available after this meeting and will be circulated to members. ACTION: the Code of Practice to be included as an item on the agenda for the February 2020 meeting. ACTION: an invitation to be extended to the Deputy Chair to attend a meeting of the Steering Group. The following three items were briefly introduced by Ms Lucy Fletcher. They had all previously been presented to the Council so were approved. The need to update the templates to reflect the revised retention criteria was noted, though. ACTION: TNA to update the retention application/ update templates to reflect the revised retention criteria. Paper 7.1.2 – Revised Retention Criteria This is a proposed retirement of criteria 3.5 and 7. Paper 7.1.3A – Revised Retention Application Template This is a further update on a proposed simplification and standardisation by TNA of the template used by departments when making retention applications. Innovations include a new system of drop-down menu options; a new section on “context” and more information on required timescales. Paper 7.1.3B – Revised Update Template This is a proposed simplification and standardisation by TNA of the template used by departments when providing updates. This was specifically requested by members, to include a red/amber/ green status; an indication of milestones achieved to date and a detailed justification for any application of over three years’ duration. A suggestion that departments should have an additional field where they could propose an update date was rejected, after discussion. Paper 7.1.4 – the Journey of the File This paper summarised a presentation which was due to be included in the September training session. However, this had to be deferred because of timing issues. Members \<page_number>6\</page_number> thought it a useful and insightful document and recommended that this it be included in TNA standard guidance, if possible. Paper 7.1.5 – October File Audit report A panel of three Council members attended at TNA premises on 31 October to conduct a review of transferred files. This followed on from a similar process in April. The purpose of these sessions is to compare the closure schedule entries for various items with the closed extract(s) which are eventually transferred to TNA and to check for anomalies. A member of the review panel presented the findings and there was a discussion as to how feedback on these could be provided to TNA and departments. All participants agreed that it had been a useful exercise. They noted that: - Some derogatory comments did not in practice seem a good basis for withholding information. However, it was thought that this issue had been addressed to an extent by the current practice of members asking for details of the particular comments relied on. - There was one instance where there seemed to be a cataloguing error. - On one file, some comments were erroneously cited as legal opinion. They also noted some practical points, such as the need to select a number of files for review, due to the risk that selected items might be unavailable. A suggestion that audits could perhaps be held quarterly was rejected on resourcing grounds. ACTION: the Secretary to make the arrangements for the April file audit exercise. ACTION: files which are potentially of interest for audit purposes should be flagged at the meeting where the relevant schedule entry is discussed. ACTION: TNA to consider how best to feed back the audit findings to departments. Paper 7.1.6 – ICO Decision An FOI request relating to the Denning papers which the Council received last year went to Internal Review and was subsequently the subject of an appeal to the ICO. The decision is now available. It upholds the Council’s position, although a couple of technical points were raised and the delay in responding were noted. No further action is to be taken. The Secretary confirmed that the Council’s processes have been reviewed as a result of this request and are now more streamlined. 8. Departmental Retention Requests Twenty-eight papers were submitted for consideration at the meeting. It was therefore agreed, in line with the process used at the February session, that that the applications from Arm’s Length Bodies should be dealt with out of committee, with members noting in advance any papers which they would specifically like to discuss during the session and the rest to go forward to the Secretary of State. The Council considered papers from departments relating to the retention of records. In addition, a number of departments had provided updates, further to requests from members made at previous meetings. The Council’s decisions made in respect of each paper are noted below. Any resulting approval recommendations then go forward to the Secretary of State. ACTION: The Head of Governance will write to departments to notify them of the Council’s recommendations, including any which will go forward to the Secretary of State with regard to their retention requests. There were applications for retentions of between one and six years from the following departments. \<page_number>7\</page_number> - Department for Business, Energy and Industrial Strategy - Department for the Environment, Food and Rural Affairs - Department for International Relations - Department for Transport - Department of Work and Pensions - Department for Education - Foreign and Commonwealth Office - Department of Health and Social Care - HM Treasury - Home Office - Ministry for Housing Communities and Local Government - Ministry of Justice - Northern Ireland Office - Cabinet Office There were applications for retentions of between two and three years from the following arm's length bodies: - Crown Prosecution Service - Medicines and Healthcare products Regulatory Agency - Competition and Markets Authority Updates were received from the following departments: - The Charity Commission - HM Revenue and Customs 9. FOI Panel Update – Paper 9 9.1 The Head of the FOI Centre gave an overview of the issues and work undertaken by panels. She also presented the most recent service statistics. She also noted three recent issues: redaction of records; application of Section 27 and application of Section 38. She highlighted work to update FOI guidance, notably on Section 40. The Section 38 guidance is in progress and should be available shortly. 9.2 The continued high volume of cases was also noted, as were ongoing staffing issues. 9.3 There is an intention to phase the new members into the Panel process on the basis that there will be one of them per panel, and that they will not act as the Panel Chair until they have gained some experience of the process. ACTION: new members to be phased into the FOI Panel process by the Secretary. 10. CEO’s Update – Paper 9 10.1 TNA’s CEO gave his update on current issues and ongoing matters. He noted progress with the National Archives Trust and the planned relaunch of the Discovering Collections, Discovering Communities conference, as well as new grant funding which has been announced. He also covered the HMC 150 celebrations and his tour of regional archives. The Chair asked if he could be provided with information on the location of the 43 Places of Deposit. ACTION: TNA to provide the Chair with information on the location of the 43 Places of Deposit. \<page_number>8\</page_number> 10.2 He also noted the work of TNA's legislation team, which as part of the CEO's role as the Queen's Printer, is currently ensuring that the online legal database legislation.gov.uk is preparing all the legislation ready for Brexit. The Chair noted his admiration for the work of this team. 11. Any Other Business 11.1 It was agreed that any of the new (or indeed the existing) members who are interested in obtaining or renewing Developed Vetting Security Clearance should inform the Secretary. ACTION: any members who are interested in obtaining or renewing Developed Vetting Security Clearance should inform the Secretary. 11.2 When asked for feedback on their first meeting, new members said that there had been a lot of business to get through and a lot to take in, but that it had been a very interesting session. They thought that the Schedules process was perhaps a bit unwieldy (although longer standing members noted that the process had actually become more streamlined and less paper-intensive than it had been previously). The new members also noted their approval of the new remuneration arrangements. It was suggested that as part of its continuous improvement work, the Council could invite feedback from stakeholders. The Deputy Chair and the Secretary agreed to discuss this further. ACTION: the Deputy Chair and the Secretary will discuss further the idea that, as part of its continuous improvement work, the Council invites feedback from departments. It was noted that there is guidance on Section 27 (which had come up a few times in discussions) on the ICO website. ACTION: The Deputy Chair agreed to check the ICO website for Section 27 guidance and to circulate it. 11.3 There being no further business, the meeting was closed. Date of Next Meeting: The next meeting of the Council was to be held on: 10 February 2020, at TNA premises. \<page_number>9\</page_number>	ENGLISH
0255-pdf	Ymgynghoriad ar ein Ffioedd a Thaliadau ar gyfer 2017-18 1 Cynnwys Atodiad 1 Aelodaeth Grŵp Ymgynghorol Talwyr Taliadau .................................................. 4 2 Cyflwyniad ........................................................................................................................... 3 3 4 ................................................................................................................................................. 5 6 3 Codiadau i'n taliadau cyfredol ....................................................................................... 7 3.1 Prif Negeseuon .................................................................................................................... 6 3.2 Tynn Dŵr ............................................................................................................................. 6 3.2.1 Gofynion Cyfalaf newydd .......................................................................................... 6 3.2.2 Awdurddiadau Newydd .............................................................................................. 6 3.3 Pob Cynllun Statudol Arall .............................................................................................. 7 4 Newidiadau ac ychwanegiadau i Gynlluniau Codi Tâl Statudol ........................................ 7 8 4.1 Newidiadau i'r Cynllun Trwyddedu Amgylcheddol ......................................................... 8 4.1.1 Ffermio Dwys (Moch a Dofened) ............................................................................... 8 4.1.2 Cyfeistrebu Gweithrediadau Gwastraff Rheoliadau Trwyddedu Amgylcheddol (EPR) – Lluosyddion Performiad Gwael .................................................. 10 4.2 Cydymffurfiad Cronfeydd Dŵr ..................................................................................... 12 5 Taliadau Dewisol ..................................................................................................................... 13 14 5.1 Gwasanaeth Cyngorhori Dewisol ..................................................................................... 14 5.1.1 Cwmpas y gwasanaeth ............................................................................................... 14 5.1.2 Cyfyngiadau'r gwasanaeth ....................................................................................... 15 5.1.3 Cost y gwasanaeth .................................................................................................... 15 5.1.4 Gweithrediad .............................................................................................................. 16 6 Materion Erail i'w Nodi ........................................................................................................... 16 17 6.1 Gwasanaeth Cyngor Cynllunio Dewisol ......................................................................... 17 6.2 Cysylltiadau â Chynlun Gwerthuso Risg Gweithredol (OPRA) Trwyddedu Amgylcheddol .......................................................... 18 6.3 Taliadau ynni dŵr .............................................................................................................. 18 6.4 Taliadau Gweithgareddau Perygl Lifogydd ................................................................. 19 6.5 Cyfarwyddeb Safleedd Hylosgi Canolog ................................................................. 19 7 Ymateb i'r Ymgynghoriad hwn............................................................................................... 19 20 7.1 Sut i Ymateb ...................................................................................................................... 20 7.2 Diogelu Data ....................................................................................................................... 20 7.3 Camau Nesaf ....................................................................................................................... 21 Atodiad 1 .................................................................................................................................. 22 Atodiad 1 Aelodaeth Grŵp Ymgynghorol Talwr Taliadau 2 Cyflwyniad Pwpras Cyfoeth Naturiol Cymru yw sicrhau bod ein hadnoddau naturiol a'n hamgylchedd yn cael eu cynnal yn gynaliadwy, eu gwella'n gynaliadwy a'u defnyddio mewn ffordd sy'n dda i bobl, yn dda i'r amgylchedd ac yn dda i'r economi. Mae hyn yn golgyu bod ein cyrch gwaith yn eang ac mae'n cynnws darparu amrywiatho o wasanaethau rheoleiddio. Yn unol â gofynion y Llywodraeth, mae'n rhaid i ni adennill costau ein gwasanaethau rheoleiddio oddi wrth y rhai sy'n cael eu rheoleiddio gennym, yn hytrach na chael ein hariannu trwy drethu cyffredinol. Mae'r ffioed a'r taliadau a godir ay gyfer costau rheoleiddio yn cyfrif am tua 20% o gyfanswm cyllid Cyfoeth Naturiol Cymru o £180m¹. Mae ein Cynlluniu Ffioedd a Thaliadau n'cael eu hadolygu'n flynyddol i sicrhau ein bod yn adennil ein costau a bod gofynion technegol yn cael eu cwrrd. Wrth osod ffioed a thaliadau, rydym yn dilyn y gofynion a nodir yn 'Rheoli Arian Cyhoeddus Cymru' gan sicrhau mai costau cymwys yn unig sy'n cael eu cynnws o fewn cyffriadau. Gailwch lawr lwytho copi o'n cynllun codi tâl presennol ni o'n gwefan². Ar yr un pryd, rydym hefyd yn adolygu ein gwaith, gan sicrhau bod ein prosesaun yn effeithiol ac effeithion, er mwyn cadw taliadau mor isel â phosibl. Rydym wedi cynnal adolygiad yn ddwereddar ac felly rydym yn cynning gwneud rhai newidiadau i daliadu tymnu dwr, taliadau trywdydd amgyldedol a cyffhwynt rhai taliadau newydd. Rydym yn cyfarfod yn rheolaidd i drafod ein cynigion gyda Grŵp Ymgynghorol Talwr Taliadau, sy'n cynnws amryw gyrrff masnachol a chynrychioladd ei rhandeleiddaï. Mae hyn yn ein helpu i ddatblygu strategaeth a'n cynlluniu codi târ ar gyfer y dyfodol. Hoffem ddiochil i aelodau'r grŵp am eu hymroddiad i gynnychioli eu haelodau trwy thwilio â ni yn modd hwn, yn awr ac yn y dyfodol. Rydym yn adolygu aelodau y grŵp hwn yn flynyddol i sicrhau bod gennym aelodau sy'n berthnasol i'r newidiadau a gynigr. Atodiwr rhestr o'r aelodau cyfredol yn Atodiad 1. Yn ogystal â dilyn ein hegwyddorion rheoleiddio³, y Cod Rheoleiddwyrl5 à Rheoli Arian Cyhoeddus Cymru, rydyd wedi ymrwymo i'r egwyddorion canlynol: - tryloywder ein penderfyniaidau wrth godi taliadau - osgoi traws gymorthalu rhwng trenfiadau ______________________________________________________________________ ¹ Cynllun Conforiaethol Cyfoeth Naturiol Cymru http://naturalresources.wales.gov.uk/about-us/our-reports-and-priorities/our-corporate-plan/corporate-plan-introduction/Panarchy ² http://gov.wales/funding/managing-welsh-public-money www.naturalresources.wales/how-we-require-you/our-charges ³ www.naturalresources.wales/how-we-regulate-you/our-charges ⁴ https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/300126/14-705-regulators-code.pdf - darparu gorwelion cynllunio tymor hirach lle bynnag y bo'n bosibl - osgoi cylchoedd o dorri ac yna godi taliadau trwy reoli ein gwargedion a'n diffygion yn weithredol - cadw taliadau mor isel â phosibl trwy hybu gweli effeithlonnwydd yn barhaus Yn ein cynlluniau taliadau, cyfeiriwn at ddau grŵp o daliadu: taliadau trywddedu a thaliadau cynhaliaeth. Ceir esboniad o'r ddau grŵp o daliadu hyn yn ein dogfen ganlaw ar y cynllun. Fodd bynnag, i fod yn glir yn y ddogfen ymgynghori, cyfeiri at ffioedd cynhaliaeth fel y Tâl Monitro Cydymffurfiaeth Blynyddol. Mae hyn yn cwmpasu cost y gwaith a wneir gennym i fonitio ac adrodd cydymffurfiaeth yn y mannau yr ydym yn eu rheoleiddio. Mae ein gwaith o ran monitro cydymffurfiaeth yn cynnwys, ond nid yn gyfnyfedig i ymweliadu safle, adolygiad pen desg, cynnal y gofrestr gyhoeddus a darparu cyngor ac arweiniad technegol. Byddwn yn cadw golwg ar unrhyw effaith fydd ar ein taliadau yn sgil ymadawiad y DU o'r Undeb Ewropeaidd (UE) yn y dyfodol, yn enwedig mewn meysydd lle mae deddfwriaeth Ewropeaidd wedi pennu neu wedi dylanwadu ar ein dyletswyddau rheoleiddio. Rydym yn ceisio eich sylwadau a'ch barn ar y cynigion ar gyfer ein ffioedd a'n taliadau ar gyfer 2017-18. Bydd yr ymgynghoriad hwn yn cau ar 13 Ionawr 2017. Byddwn yn defnyddio'r canlyniadau wrth lunio ein cynlluniau terfynol. Bydd y cynlluniau statudol yn cael eu cyflwyno i Lywdraeth Cymru ar gyfer cymeradwyaeth, gan amcanu cyflwyno'r cynllun newydd o 1 Ebrill 2017. 3 Codiadau i'n taliadau cyfredol Rydam yn parhau i adolygu'r modd y byddwn yn cyflenwi gwasanaethau er mwyn sicrhau camau effeithlonwydd pellach yn ein systemau a'n prosesau. Rydam yn ymestyn afn hagwedd am noeleiddio sy'n seiliedig ar lec ac mae hymny'n ein helip, siorsihon canlyniadau sydd eu hángen am gymlodd Cymru a thwef gwyrdd, gan ffurfo cysylltiadau cryfach gyda phobl a busnes. Mae hyn yn ein helip i gyfforddwr targedau arbed a nodwyd yn yr achos busnes dros ffurfio Cyfoeth Naturiol Cymru, a helyd yn ein galluogi i gadw ein taliadau mor isel â phosibl. Rydam yn parhau i ddatblygu ein modelu cost i wneud ein syllaen gostau tymor hir yn fwy sicr ac i gynnogu tryloywder cylluniau unigol i'n rhanddeliaid. 3.1 Prif Negeseion Ar sail y cynigion yn y ddogfen hon, bydd y rhan fwyaf o'r taliadau a godir gan Cyfoeth Naturiol Cymru yn 2017-18 yn ars ar lefelau cyfredol 2016-17. Byddwn yn ymdrech i ddarparu arbediadau effeithlonwydd digonol i amsguno chwyddiant a phwsau pellach ar ein costau ar gyfer 2017-18. Mae'r Taliadau Tynnu Dŵr yn eithriad i hyn. 3.2 Tynnu Dŵr Mae llawer o bwysau gwaahanol ar gyllid tynnu dŵr dros y blynwddoedd nesaf gan gynnwys: 3.2.1 Gofynion Cyfalaf newydd Mae Cytundebaw Gweithredu Cronfeidydd Dŵr Adran 20 yn bodoli i gyllido gwaith cyfalaf gan Dŵr Cymru Welsh AM (DCWW) ar gronfeidydd dŵr fel bod asedau yn cael eu cynnal ar lefelau priodol. Mae angen gwaith uwchraddio cyfalafol ar Lyn Brenig a Llyn Celyn yn dilyn archwiliadau diogelwch ac amcanywfrifir ar hyn o bryd y bydd hyn yn costio oddeutu £4m dros y 2-3 mlynedd nesaf. I gyllido gwaith yma, rydam yn cynnig ein bod yn cynnydur'r Tâl Uned Safonol (TUS) 6% yn 2017-18. Bydd y TUS yn parhau a'r lefel hwn yn 2018-19 ac yna bydd yn cael ei leihau i'r lefelau cyfreiddol yn 2019-20, yn seiliedig ar y dybiaeth bod yr holl feysyd yrail perthnasol yn parhau'n sefydlog. Rydam yn gweithio gyda DCWW ar hyn o bryd i edrych ar ffyrdd amgen ledauen cost gwaith cyfalaf dros glyfnod hiraich, ac felly'n lleihau'r effaith o gyfedlach o doriadau a chwynddydd, a fydd yn rho sicrwyydd hir-dymor i'r rhai sy'n gwnedw taliadau. 3.2.2 Awurdodiadau Newydd Mae potensial ar gyfer ceisiadau am awndal yn y dyfodol os oes rhaid cwtoi ar eithriadau tynn u dŵr cyfreidol pan fyddant yn dod o dan reolaeth trwydded. Ni fydd hyn yn effeithio ar Dál Uned Gwella Amglycheddol (EIUC) 2017-18, ond maen bosbl y bydd yn y blynwddoedd wedyn. Cwestiwn 1. Beth yw eich barn ar lefel arfaethedig y Tâl Uned Safonol (TUS)? 3.3 Pob Cynllun Statudol Arall Bydd holl lefelau taliadau eraill yn aros ar lefelau 2016-17, heblaw am y newidiadau technegol a'r taliadau newydd amrywiol a amlinellir yn y paragraffau canlynol o fewn y ddogfen ymgynghorol hon. 4 Newidiadau ac ychwanegiadau i Gynnlluniau Codi Tâl Statudol Mae'r adran hon yn ymdrin â newidiadau ac ychwanegiadau i gynnlluniu codi tâl statudol lle bwrriadwn gyflywyo taliadau o 1 Ebrill 2017. Wrth adolygu enn prosesau rheoleiddio, gwelwyd y marnau lle nad oeddem wedi adennil costau yn lawn. Mae gweithgareddau pellach yn cael eu hadolwyd ac os bosil yn cael eu hystyned ar gyfer cynlluniu codi tâl i'r dyfodol. 4.1 Newidiadau i'r Cynllun Trwyddedu Amglycheddol Rydym yn bwrriadu gwneud y newidiadau canlynol i'r Cynllun Trwyddedu Amglycheddol ar gyfer 2017-18. 4.1.1 Ffermio Dwys (Moch a Dofednod) Mae'r dull cyfreol d'godi tal am Ffermio Dwys yn wahanol i osodiadau erail, gan adlewyrchu risg amglycheddol is y gweithgaredd. Fodd bynnag, mae en ffioedd cyfreol yn ys na chost y gwaith trwyddedu a chydymffurfio sy'n ofynnol. Mae ein taliadau cyfreold yn syrthio i ddwy adanu: trwyddedu (ceisiadau ac amrywiadau) a'r taliadau monitro cydymffurfiaeth blynnyddol. Mae en gweithgarredd trwyddedu ar hynn o bryd yn costuo tua £230,000 yn wyfi i'n ny f Flynnodol na'r hym y gallwn ei adennil o ffioedd y trwyddedau. Mae ein costau cydfyffurio blynnyddol ar y llaw arall yn is na'r ffioedd monitro cydfyffurfio a dderbyniad. Mae hyn yn golgyu bod gan y maes hwn ddiffigt net ar ddiwedd bob blwyddyn ariannol. Ar yr un pryd, mae'r rheoliadu Trwyddedu Amglycheddol nawr yn mynnu bod rheoleiddiol yn cynnal archwiliadu sy'n gysylltedig à maint o risg a achosir gan y gweithgaredd ac yn adolygu holl drwyddedau perthnasol o fewn pedair blynedd i gyhoeddiad y Dogfnennau Cyfeirio Technegau Gorau sydd ar GaeI (BReF). Mae'r BReF ar gyfer y sector Ffermio Dwys bron wedi'n cwblhau ac rydym yn disgwyli iddynt gaer eu cyhoeddyn yn gynnwr yn 2017. Mae hyn yn golgyu bod yn rhaid i ni gasglu gwyboethaeth ac adolybu pob trwydded Ffermio Dwys yn erbyn y safonau yn y BReF erbyn 2021. Ariennir hyn gan ffioedd amrywiadau yn hydrach na'r tal monitro cydfyffurfio blynnyddol. Felly, rydym yn bwrriadu newid y taliadau arfaethedig i adlewyrchu cost darparu'r gwasanaeth ac adlewyrchu cost rheoleiddio yn gywir. Rydym am godi cost ymgeisio am drwyddedau newddyd yn y lle cinat ac am amrywiadau lle mae gweithredwr hy am gynyddu nifer yr anifeiliaid ac safle. Ar yr un Pryd, byddwn yn lleihau'r gof onitiro cydfyffurfio blynnyddol. Byddwn yn cadw'r ffi a fy gyfradd gyfredol i bob amrywiad arall. Mae bron i holl weithrediadau ffermio dwys yng Nghymru yn ymwneud â dofednod gydag an gweithrediad mago mouch dwys yn unig. Pan fynd deilaid trwyddedau cyn cynyddu nifer yr anifeiliaid ar safle, mae'n rhaid i ni ail-asesuw agweddu niwsans a chynefinoedd y drwydded. Nid yw'r ffi gyfredol yn adlewyrchu? Gwaith ychwanegol sydd ei engen, felly rydym am godi ein taliadau am amrywiadau sy'n cynyddu nifer yr anifeiliaid neu adar a ganaiertei. Mae amrywiadau i gynyddu nifer y llefydd ar gyfer anifeiliaid ar fffermydd hyddefn yr golgyu bod yn rhaid ail-asesuw agweddu materion niwsans a chynefinoedd. Mae'r gwaith ychwanegol hwn yn cymryd mwy na'r hym sy'n cael ei gymnws gan y ffi gyfredol, felly rydym am godi'r ffi amrywiadai i £3,500 am gynnyydd yn nifer y llefydd ar gyfer anifeiliaid ar safleoedd sy'n delio gyda naill ai foch neu ddofednod. Byddai cynyddu nifer y llefydd ar gyfer anifeiliaid ar safleoedd trwyddedg gyda mwy na 80,000 o adar yn costio £5,000. Mae'r ffifurau hyn yn seildeg id a ddatáu a gasglwyd gan ein gwasanaeth trwyddedu ar yr amser a gymærir i bennu cais am amrywiad. Wrth ddefnyddio gwybodaeth a gasglwyd am weithgareddau rheoleiddio cyfredol, ac wrth adolygu'n hyw fedyd ei angen i'r dyfodol, amcangyfrifwn maiych dydarghys 8 awr y flwyddyn yn unig o weithgarredd dycmdwrffurio sydd ei angen i fonitio cydfumfyrfaetha. Mae codi tál o £1,040 bob blwyddyn yn galluogi CNC i adenillt y gost o wneud hyn. Rydym hefyd yn neidw y ffordd yr ydym yn trwydeddu Ffermio Dwys, gan leihau ein costau a sicrhau bod swyddogion trwydeddu yn treulw mwy o amser ar faterion perthnosol sy'n safle-benodol. Byddwn yn rhannu trwydeddu yn adran generig, mwy sector-penodol, ac yn adran safle-benodol. Mae defnyddio dull o'r fath yn golugu ein bod yn gallu ymgynghori unwaith ar newidiadau cyffredinol mewn deddfwraith, safonau a dulliau. Gallwn wedyn wneud y diweddariau hyn heb orod adolygu pob trwydded safle-benodol yn unigol. Mae hyn yn arbed costau cyffredinol ac yn sicrhau bod trwyddedau bob amser yn gyfredol, a bod yr un golfinion ar walith ledled Cymru. Mae'r cynigion hyn yn lleihau'r tál monitro cydfymffurfio blynyyddol i lefel sy'n cyfateb gyda'n costau cydfymffurfio parhaus. Mae'newidiadau arfaethedig yn golgyo bod gweithrediadau ffermo cyfreiddiol yn ennill £500 y flwyddyn ac maent yn nitrowl ron cost i ffermydd newydd erbyn blwyddyn 7 pan maent yn cael eu cydbwysyo yn erbyn y newidiadau arfaethedig a ffioedd ymgeisio. Mae'newidiadau arfaethedig fel a ganlyn: <table> <thead> <tr> <td>Math o Dâl</td> <td>Tál<br>Cyfredol</td> <td>Newid arfaethedig</td> </tr> </thead> <tbody> <tr> <td rowspan="2">Ffi Ymgeisio</td> <td rowspan="2">£3,650</td> <td>£7,150 am: Mwy na 2,000 o foch >30kg<br>Mwy na 750 o hychod<br>Mwy na 40,000 o ddofednod</td> </tr> <tr> <td>£10,000<br>80,000 o ddofednod neu fwy</td> </tr> <tr> <td>Tál Monitro Cydfymffurfio</td> <td>£1,540</td> <td>£1,040</td> </tr> <tr> <td rowspan="3">Amrywiad</td> <td rowspan="3">£379</td> <td>£379 am amrywiadau heblaw am ehangiadau<br>£3,500 Cynyddu nifer y llefydd i anifeiliaid ar safle lle mae: Mwy na 2,000 o foch >30kg<br>Mwy na 750 o hychod<br>Mwy na 40,000 o ddofednod</td> </tr> <tr> <td>£5,000 Cynyddu nifer y llefydd i anifeiliaid ar safle lle mae 80,000 o ddofednod neu fwy</td> </tr> <tr> <td></td> </tr> </tbody> </table> Cwestiwn 2. A oes yna unrhyw resymay pam ry byddai'r newidiadau hyn yn cael effaith andywl ar Weithrediadau Ffermio Dwys yng Nghymru? Cwestiwn 3. A yw costau sefydluy cychwynnol uwch yn andywyl o ran datblygiad neu a yw cost oes y Gweithrediad Ffermio Dwys yn cael eiystyried? 4.1.2 Cyfeleusterau Gweithrediadau Gwastraff Rheoliadau Trwyddedu Amgylcheddol (EPR) – Lluosyddion Perfformiad Gwal Y llynedd, buom yn ymgyrchion ar gynnig i ychwanegu haen ychwanegol y luosyddion ar gyfer cyfeleusterau gweithrediadau gwastraff rheoliadau trwyddedu amgylcheddol sy'n perfformio'n wael. Yn weithredwyd y cynnig gan y bærwyd na fyddai'n adennill gwir gostau. Fodd brynag, mae'r angen am newid yn dal i fodoli gan nad ydym ar hyn o bryd yn adennill ein holl gostau o fewn Gweithrediadau Gwastraff Rheoliadau Trwyddedu Amgylcheddol. Un o'r prif resymau am hyn yw bod angen llawer mwy o reoleiddio i sicrhau cydymffurfiaeth a gwella perfformiad safleoedd sy'n perfformio'n wael. Defnyddir y Cynllun Asesu Cydymffurfiaeth (CAC) i ddosbarthu mewn modd cyson, unrhyw achos o ddiffyg cydymffurio ag amodau trwydded yn ôl ei ddifrifoldeb posibi. - Category 1 – diffyg cydymffurio mewn safie a reoleiddir y rhagwelir bod posibilrwydd i hymny achosi llygredd difrifol i'r amgylchedd. Rhoddir 60 pwynt CAC am achos o dorri amodau category 1; - Category 2 - diffyg cydymffurio mewn safie a reoleiddir y rhagwelir bod posibilrwydd i hymny achosi llygredd sylweddlol i'r amgylchedd. Rhoddir 31 pwynt CAC am achos o dorri amodau category 2; - Category 3 - diffyg cydymffurio mewn safie a reoleiddir y rhagwelir bod posibilrwydd i hymny achosi ychydig bach o lygredd i'r amgylchedd. Rhoddir 4 pwynt CAC am achos o dorri amodau category 3; - Category 4 - diffyg cydymffurio mewn safie a reoleiddir y rhagwelir na fyddai hymny'n cael unrhyw effait amgylcheddol. Rhoddir 0.1 pwynt CAC am achos o dorri amodau category 4. Pennir band perfformiad cydymffurfio cyfeuster gan gyfanswm gorê CAC a geir drwy weithgareddau asesu cydymffurfiaeth a gofnodir ar ffurlenni Adrodd Asesu Cydymffurfiaeth dwry gydol blwyddyn ganedr. Yn ogystal â hyn, rydym yn defnyddio adnodai asesu risg i werthuso risgiu gweithredol (Opra). Mae asesiad Opra yn darparu graddfa, neu broffil risg a ddefnyddi gennym fel rhan yn proses asesu cydymffurfiaeth. Gweler mwy yn adran 6.2. Bydd cyfanwm gorê CAC cyfeuster (a'r band cysylltiadig) yn cynddydr yn unol â'r risg cymhard a achosir a nifer yr achosion o ddiffyg cydymffurio a ganfyddyr. Er enghrafftiai, ar gyfartaledd byddai gan safie Band F fel rheol 10 achos o ddiffyg cydymffurio category 3 ac ar gyfartaledd, byddai gan safie Band F fel rheol 6 achos o ddiffyg cydymffurio category 5. Mae'r achosion hyn o ddiffyg cydymffurio yn dynodi'r potensial ar gyfer methyner systemig neu fethiant rheoli o ran gweithrediadau'r cyfeuster. Mae gan hall safleoedd D, E a F gynnun cydymffurfiaeth penodol i'r safie ar waith sy'n manylu ar y gweithredoedd cyfnyfedd y cytunwyyd gyda'r rheoleidwiwr, i sicrhau bod safleoedd yn gweithio tuag at wella eu perfformiad a'u cydymffurfiaeth gyda'u trwydded. Mae ein gwaith cynllunio ar gyfer defnyddio adnoddu asesu cydymffurfiaeth yn cael ei lywio gan y monitro cydymffurfiaeth y bernir ei fod yn angenreidhiol ac mae'n gymesur â'r risg a achosir gan y cyfleuster. Mae asesiad o'r adnoddau sydd eu hangen i fonitro cydymffurfiaeth gyda'r gweithredoedd a nodwyd o fewn Cynlluniau Aesu Cydymffurfiaeth wedi dangoi bod lefel yr ymdrch sydd ei angen i redeiloedd safie i wella perfomriad cydymffurfio lawer yn wy na'r icwm a gesglar ar gyfer gwnued hynnwy. Er enghrafft, gall safie sy'n performio'n wael fod angen 43 diwmod o ymdrech rheoliadol\\textsuperscript{[1]} ac mae nifer sylweddl o'r safleoedd hyn yn aros yn y bandiau cyn am nifer o flynyddoedd. Er mwyn sicrhau bod y ffioedd a godir mewn safleoedd o'r fath yn cael eu gosod ar sail adennill costau er mwyn talu am yr adnoddau ychwane gol sydd eu hangen i gymgyryd â'r gwaith monitro cydymffurfiaeth ychwanegol angenreidhiol, rydyw yn cynnig newid l'r lluosyddion cyfredol, fel y dangosir yn y tabl isod. Newid arfaethedig í'r lluosyddion band cydymffurfio <table> <thead> <tr> <td>Band cydymffurfio</td> <td>Lluosyddion Band Cydymffurfio</td> <td>Gwerth cyfreidd ar gyfer safleoedd ym Mand D, E a F</td> <td>Gwerth arfaethedig ar gyfer safleoedd ym Mand D, E a F</td> </tr> </thead> <tbody> <tr> <td>D</td> <td>125%</td> <td></td> <td>200%</td> </tr> <tr> <td>E</td> <td>150%</td> <td></td> <td>300%</td> </tr> <tr> <td>F</td> <td>300%</td> <td></td> <td>500%</td> </tr> </tbody> </table> Effaith gweithrelu'r newidiadau arfaethedig hyn yn achos cyfeisterau sy'n perfformio'n wael ar hyn o bryd fyddai adennil -£87k ychwane gol (mae'r tabl isod yn dangos yr effaith fesul band), sy'n cyfateb i 694 awr (yn seliiedig ar gyfradd tâl EPR yr awr o £125). Effaith y newid arfaethedig ar dalwr taliadau cyfredol (Seliedig ar drefniadau billo 2015) <table> <thead> <tr> <td>Band cydymffurfio</td> <td>Nifer yr trwyddedau</td> <td>Cyfanswm Taliadau</td> <td>Newydd</td> </tr> <tr> <td colspan="4">Cyfanswm Taliadau</td> </tr> </thead> <tbody> <tr> <td>D</td> <td>14</td> <td>£35,085</td> <td>£56,718</td> </tr> <tr> <td>E</td> <td>14</td> <td>£39,498</td> <td>£80,022</td> </tr> <tr> <td>F</td> <td>4</td> <td>£36,933</td> <td>£61,555</td> </tr> <tr> <td>Cyfanswm</td> <td>32</td> <td>£111,516</td> <td>£198,295</td> </tr> </tbody> </table> Bwriadwn gyffwyo gwiriad o sgorau cydymffurfio holl safleoedd ym mand D, E a F ar ôl y 6 mis cyntaf i weld os yw eu cydymffurfiaeth wedi gwella ddigon i'w symud i fand uwch ac addasu eu ffioedd hanner ffordd drwy'r flwyddyn i adlewyrchu hyn. Cwestiwn 4. Beth yw eich barn ar ein cynnig i newid y trefniadau ar gyfer Cyfeisterau Gweithrediadau Gwastraff Rheoliadau Trwyddedu Amyglcheddol sy'n perfformio ym Mand D, E a F? 4.2 Cydymffurfiad Cronfeydd Dŵr Mae Deddf Cronfeydd Dŵr 1975 yn ddeddfwriaeth diogelwch cyhoeddus sy'n bodoli er mwyn gwarchod diogelwch pobl, eiddo ei seilwaith drwy leihau'r risgiu sy'n gysylltedig â dŵr yn cael ei ryddhau'r afreulus o gronfeydd dŵr uchwch mawr. Mae'r Ddeddf yn mynnod bod y cronfeydd dŵr hyn yn cael eu hadeiladu, eu newid, eu harchwilio a'u dileu dan gyfarwyddydd peiriannwydd cymwys. Mae dyletswydd gan Cyfoeth Naturiol Cymru i sicrhau bod ymgymmerwr ⁶ cronfeydd dŵr uchwch mawr yn dilyn ac yn cydymffurfio gyda'r ddeddfwriaeth. Ers Ebril 2016, mae Deddf Rhoei Llifogydd a Dŵr 2010 wedi cyflwyno newidiadau sylweddl yng Nghymru, gan gynnws lleihau capasil trothwy cronfa ddŵr wedi'i rheoleiddio i 10,00 0 metr ciwigb, ynghyd â chyrifroldebau rheoleiddio newydd eraill. Rydym am gyflwyno system codi tal haenog ar gyfer cofrestru a monitro cydymffurfiad. Bydd yna: - Tâl Cofrestru a Dynodi Rigs o £510 - Tâl Monitro Cydymffurfiad Blynnyddol – yn seiliedig ar risg: - Cronfeydd dŵr risg uchel - £230 - Cronfeydd dŵr uchel mawr nad ydytyn yn cael eu hystyried yn risg uchel - £150 Gosodwyd y tâl arfaethedig i bob gweithgaredd i sicrhau bod modd adennill costau ar draws y system, gan adelwyrchu'r gwaith sy'n angennheidiol yn seiliedig ar risg. Mae'r taliadau Monitro Cydymffurfiad Blynnyddol yn cynnwys ein costau rheoleiddio parhaus a'rl cofrestru a'r gwaith o ddynodi risg y gronfa ddŵr. Mae dyletswydd gyfreithiol ar ymgymmerwr cronfeydd dŵr i cofrestru eu crofnia ddŵr a bydd y cynigion hyn ond ond dy rym yr ymgymmerwr cronfeydd dŵr hynny sy'n cofrestru gyda ni ar 1 Ebril 2017 neu ar ôl hynny. Byddwn ny gweithio i gyfathrebu'r ddydial y dav'r newidiadau arfaethedig hyn i rym, gan annog ymgymmerwr y fanteisio ar gyfnod cofrestru a dynodi am ddim a ddaw i ben ar 31 Mawrth 2017. Cyfrifoldebau ymgymmerwyd lluosog Os oes mwy nag un ymgymmerwr â chyrifroldebau dan Ddeddf Cronfeydd Dŵr 1975, cynigiwn ein bod yn codi un tal am y gronfa ddŵr. Er mwyn osgoi costauychwanegol, bydd Cyfoeth Naturiol Cymru yn codi un afoneb am daliad gan holl ymgymmerwr y gronfa ddŵr. Bydd gofyn wedyd î'r holl ymgymmerwr ddosrannu costau rhyngdyynt ac ni fydd CNC yn awgrymu sut ddylid dosrannu'r costau hynny. ⁶ Ymgymmerwr yw'r term cyfreithiol ar gyfer perchnogion a gweithredwyr cronfeydd dŵr fel y'i diffinir gan Ddeddf Cronfeydd Dŵr 1975 <table> <tr> <td>Cwestiwn 5. Beth yw eich barn am y lefel o daliadau a gynigir ar gyfer cofrestru a dynodi risg?</td> </tr> <tr> <td>Cwestiwn 6. Beth yw eich barn am dâl haenog, seiliedig ar risg ar gyfer monitro cydymffurfiad blynnyddol a lefel y taliadau hyn?</td> </tr> <tr> <td>Cwestiwn 7. Beth yw eich barn am yr ymagweddi sy'n gofyn i ymgymmerwyr lluosog ddosrannu costau rhyngddynt?</td> </tr> </table> 5 Taliadau dewisol Mae taliadau yn yr adran hon wedi'u nodi dan Erthygl 10 Gorchymryn Sefydlo Corff Adnoddau Naturiol i Gymru ac yn amodol ar gytundebau unigol rhwng CNC a'r person sy'n derbyn y gwasanaeth, yn siedlleg ar gytundeb contractiol. 5.1 Gwasanaeth Cyngor Dewisol Cyn derbyn cais am droydded neu gydsyniad, caiff ymgeiswr eu hannog i gysylltu â thim CNC sy'n gyfrifol am y treniadau perthnasol, a gofyn am drafoadath cyn-ymgeisio. Mae trafodaethau cyn-ymgeisio yn gallu helpu i leihau'r risg a'r ansicrwydd a wynheb ymgeiswr wrth ymgeisio am droyddedau ar gyfer gweithgarreddau wedi'u rheoleiddio. Maent hefyd â'r potentia i wella ansawdd y cais drwy sicrhau bod ymgeiswr yn fwy ymwybodol o afonyon rheoleiddio a pha wybodaeth sy'n alynol i gefnogi'r cais. Rydym yn gwertfhawrogi pwysigwrwydd ymgysyltiad cynnar ac effeithiol a'r manteision a ddaw o hyn i'n cwsmeriad a'r amgychedh. Fodd bynnag, bydd datbygywr yn am yn awyddus i ni gyfranrog ar tefel sydd tu hwnt i ddyletswyddau statudol, neu unrhyw cyngor a ddarparwn fel rhan o'r ffi ymgeisio. Mewn achosion o'r fath, byddai'r cyngor y byddem yn ei ddarparu ar sail ddewisol ac yn atodol i'r cyngor y mae gofyn i ni ei ddarparu yn statudol. Fodd maen dod yn gynyddol anodd i ni gydbwyso'r her o ddarparu adnoddu i'r gwasanaeth dewisol hwn gyda'n gwaith statudol. Er mwyn sicrhau ein bod yn gallu parhau i gyflawn anghenion ein cwsmeriad a darparu gwasanaeth cyson ledled Cymru, mae CNC am gynnig gwasanaeth cynghor cyn-ymgeisio dewisol i ymgeiswr o fewn yr holl dreiniadu y mae CNC yn gyfrifol am wneud penderfyniad ynddynt (a lle nad yw eiseos yn codi tal am gyngor cyn-ymgeisio), yn amodol ar dalu tal priodol. 5.1.1 Cwmpas gwasanaeth Ystyriar mai cyngor cyn-ymgeisio yw'r cyngor a ddarperir i ymgeisyd dy cyn cyflwyno cais ffurfiol (neu unrhyw gais ffurfiol arall am ganiantad lle nad oes treniadau ymgeisio penodol), a gall gynnws amgyldchiadau lle na fydd yr ymgeisydd yn dewis bwrw ymlaen gyda'r cais ffurfiol. Ystyriar bod y gwasanaeth cynghor cyn-ymgeisio dewisol y codir tal amdano: - tu allan i unrhyw ofniad statudol i ddarparu'r cyngor am ddim; - tu allan i unrhyw gytundeb treniadau penodol gyda Llywodraeth Cymru i ddarparu'r cyngor am ddim, a - tu allan i unrhyw gyngor a ddarperir dan fecanwaithi ariannu arall, gan gynnws unrhyw ffi ymgeisio. 5.1.2 Cyfnygiadau'r gwasanaeth Dim ond trefniadau sy'n cyhoeddi canlawiau cadarn sydd ar gael i bawb i gefnoqi'r broses ymgeisio a fydd yn cael eu hystyriedd yn gymwys ar gyfer y gwasanaeth cynghor dewisol yr codir tal amdano. Bydd cwmpas y cyngor dewisol sy'n briodol i'w ddarparu yn drefniant penodol, ond fel rheoleididiwr, ni allwn ddarparu unrhyw gyngor neu wasanaeth a allai amharu ar y modd gaiff y cais ei bennu. Felly, bydd y gwasanaeth hwn wedi'i gyfyngu i weithreddau cynghor, ac ni fydd yn cynnwys paratoi adroddiadau yn geimgeiswyrr na chynnal asesiadau a ddylai fod yn rhan o'r cais. Caiff y gwasanaeth ei gynnig yn unig ble fydd adnoddau ac arbenigedd ar gael gan CNC i ddarparu'r cyngor dewisol. Caiff y gwasanaeth ei gynnig yn ôl disgresiwn CNC ac ni fydd rhedwrwydd ar yr ymgeisydd i dderbyn cynnig. Nid yw defnyddio'r gwasanaeth hwn yn gwarrantu y bydd trwydded yn cael ei chaniatáu. 5.1.3 Cost y gwasanaeth Mae gan CNC hawi dewisol dan erythyl 10 y Gorchymyn Seydfyu i ddarparu cyngor, ac i god tål am y cyngor hwmw. Wrth osod filfedd a thalidau, bydd yr egwyddorion cyffredinol a nodir yn Rheloi Arian Cyhoeddus Cymru ar waith, ac adennill costau yn lawn wy'r sal briodol ar gyfer còil tal am gyngor cyn-ymgeisio dewisol. Rydym wedi ceisio cyfrifio cyfradd fesul awr gyfunol ar gyfer adennill costau a fydda'n berthinasol i nifer o drefniadau trwydedu gwahanol. Mae mabwysiadur cyfradd fesul awr gyfunol yn cynnig eglurder i ddefnyddywr gwasanaeth ar gostau disgwylledig gofyn am gyngor ar draws y trefniadau gwahanol. Mae CNC wedi asésu'r costau sy'n gysylltiwedig gyda darparu'r gwasanaeth hwn. Yn seliedig ar hynt, rydym am osod cyfradd fesul awr o £125/awr y person. Mae'r gyfradd hon yn seliedig ar gostau staff, gorbenion a chostau erailla a dyrnin gan CNC wrth gyflenwi'r gwasanaeth dewisol hwn. Mewn amgylchiadu eithriadol, efailiai y bydd CNC yn cynnig opsiwn i geimgeiswyrr dalu am walih staff penodol o fewn CNC. Bydd yr opsium hwn ond yn cael ei dddefnyddio mewn achosion lle gallai cynnig gwasanaeth y codir tal amdano effeithio ar wasanaeth cyffredinol CNC yn negyddol, er enghraifft, lle byddai ddarparu'r gwasanaeth ar gais yn achosi i CNC orod tymnu staff oddi ar eu dyletswyddaer aerfol am gyfnod estynedig. Mae CNC yn bwriadu paratoi nifer o gytundebau safonedig a fyddan'i amlineulu'r gwasanaeth y gallem ei ddarparu. Fodd bynnag, lle y credwn bod hynny'n fwy priodol, mae'n bosibl i ni ddechrau trafodaeth cais benodol gyda'r ymgeisydd er mwyn cytuno ar delerau ar gyfer darparu cyngor dewisol. 5.1.4 Gweithrediad Bwriadwn ddechrau gweithredu'r gwasanaeth o 1 Ebrill 2017; fodd bynnag, bydd y dyddiad ar gyfer cychwyn yn amrywiol yn ôl y drefn reoleiddio. Byddwn ond yn cynnig y gwasanaeth gyda threiniadau yr ydym yn fodlon eu bod eisoes wedi cyhoeddï canllawiau technegol priodol. Er mwyn hwylusŵr broses, byddwn yn paratoi ac yn cyhoeddi canllawiau ar ein gwefan a fydd yn esbonio i ymgeiswr pa wasanaeth y gallant ddigswyl am ddim, a pha wasanaeth a ddarperir o fewn y ffi ymgeisio. <table> <tr> <td>Cwestiwn 8. Beth yw eich barn ar y trefniadau ar gyfer gwasanaethau cynghori cyn-ymgeisio ac a dydych yn credu eu bod fanteisiof i'r ymgelsydd, gan arwain at geisiadau o ansawdd gweli?</td> </tr> <tr> <td>Cwestiwn 9. Beth yw eich barn ar gytundebau safonelig ar gyfer darparu'r gwasanaeth, ac a ydynt yn well na thrafodaethau sy'n canolbwyntio'n benodol ar geisiadau?</td> </tr> <tr> <td>Cwestiwn 10. Pe byddai CNC yn cynnig cyfraddau consesiynol, dan ba amgylchiadau a dylai'r consesiynau gael eu defnyddio?</td> </tr> </table> 6 Materion Eraill i'w Nodi Mae newidiadau pellach yr ydym am dynnu sylw atynt mewn perthynas â'n taliadu. Ymgynghorwydd yn unigol ar y rhain yn ystod y ffwyddyn ddiwethaf, neu maent yn ymwneud ag agweddu arbenig o'n taliadau a all fod o ddiddordeb penodol i dalwr taliadu, ac felly yn galw am esboniad pellach. 6.1 Gwasanaeth Cyngor Cynllunio Dewisol Mae CNC yn ymgynghorai statudol yn y system cynllunio datblygiad. Yn y rôl hon, rydym yn cynghori gwneuthurwr penderfyniadau a datblygwr ar effeithiau amgyldchedd tebygl polisiau cynllunio a chynigion datblygu ar adegau penodol yn y broses cynllunio. Bydd datblygwr ym anw yn awyddus i ni gyfranogi ar lefel sydd tu hwnt i'n dyletswyddau statudol, yn enwedig yn ystod y cam cyn-ymgesio cynnar. Rydym yn gwerthfaevrogi pwysigrwydd ymgysylltiau cynnar ac efteithiol a'r manteision a ddaw o hyn i'n cwmsieriad â'r amgyldchedd. Fodd bynnag, mae'n dod yn gynghodol annodd i ni wydbwsyo'r her o ddarparu adnodau i'r gwasanaeth dewisol hwn gyda'n gwaith statudol. Er mwyn sicrhau ein bod yn gallu parhau i gyflawni anghenion ein cwsmeriaid a darparu gwasanaeth cyson ledled Cymru, bwriadwn gyffwyno taliadau am yr agweddu hynn sy'n cyngor 'cynllunio' sy'n ddeiwlo, h.y. lle nad oes dyletswydd na gofyniad statudol ar CNC i ddarparu'r cyngor. Rydyd eiseos llyw ymgynghori ar ei an briwd a gyffwyno taliadau am ein cyngor a'r egwyddorion y bydda'i gwasanaeth hwn yn seiliedig arnynt. Ar y cyfan, mae'r adborth a dderbynwidyd fel rhan o'r ymgynghoriadu cynh wedi bod yn gefnogol. Rydym felly yn bwriadu dechrau cynnig o gwasanaeth hwn gyda thalaidau o 1 Ebrill 2017 ymlaen. Wrth ddarparu'r gwasanaeth hwn, byddwn yn cyfyngu ein cyngor y telir amdano i wasanaethau sy'n unol gyda'n rôl fel ymgynghorydd yn y broses cynllunio. Er enghraifft, ny fyddwn yn rhan o wraith paratoi adroddiadau i ddatblygwr nac yn ymgynrygd ag asiasiadau. Mae ein gwefan yn nodi gwybodaethychwanegol ar y math o gyngor a fyyd yn gynwysedig yn y gwasanaeth hwn. Bydd y gwasanaeth cyngor cynllunio dewisol y codir tal amdano yn cael ei gynnig mewn achosion fel a ganlyn: - Nid oes dyletswydd statudol, na chyfrifoldeb ar CNC i ddarparu'r cyngor y gofynnir amdano gan yr ymgyesyd. - Mae' datblygiad arfaethedig yn cyflawni o leiaf un o'r meini prawf ar restr wirio baenoriaeth ymgysylltu CNC; mae'r rhestr wirio i'w gweld ar ein gwefan. Mae CNC yn bwriadu cynnig y gwasanaeth dewisol y codir tal amdano i bob math o ddatblygiad, ni waeth pa faint, cyn belled â'u bod yn cyflawni'r meinii prawf a nodir uchod. Bydd hy'n yr berthnasol i ddatblygiadau morol a daearol yn ogystal â datblygiadau gaiff eu trin gan ddeddfwriaeth nad wy'n ymwneud â chynllunio, fel y Ddeddf Harbw neu adran 36 o'r Ddeddf Drydan. Cynigir y gwasanaeth ar sail wirfoddl ac ni fydd unrhyw reidrwydd ar y datblygwr i wneud contract gyda CNC ar gyfer darpariaeth y cyngor hwn. Fei rhan o'n gwasanaeth dewisol, byddwn yn cynni r ddatblygwyr farn ragarweiniol ar eu cynnig yn rhad ac am ddim. Bydd y gwasanaeth hwn yn rhoi barn ddangosol o problemau posibl mewn cysylltiad â'r cynnig dtablygu, mionion all atal y datblygiad, a chyngor ar fesurau Iliniaru posibl. Bydd CNC hefyd yn rhoi syniad o fesurau caniatâu y bydd ar y datblygwr efailaf eu hangen. Codir tål am unrhyw gyngor dewisol y goffynn amdano sy'n ychwanegol at hyn. Byddwn yn defnyddio cyfradd fasul awr i adennill costau llawn y gwasanaethau hyn. Mewn amgyrchelau eithrioldol, efallai y byddwn yn cynnig opsiwn i'r datblygwr lunio treniant pwrspola gyda CNC am wasanaeth estynedig. Mae gwybodaeth bellach ar ein gwefan7 am y gwasanaeth cynghor cynllunio dewisol y codir tål amdano a'r gwasanaeth sydd am ddim y byddwn yn ei gyflwyno o Ebrill 2017 ymlaen. 6.2 Cysylltiadau â Chynllun Gwerthuso Risg Gweithredol (OPRA) Trwyddedu Amgylcheddol Mae'r Cynllun Gwerthuso Risg Gweithredol (OPRA) Trwyddedu Amgylcheddol yn cael ei ddefnyddio ar hy'n bryd i gyfrifio taliadau ar gyfer rhai gweithgarreddau a reoleiddir gan Cyfoeth Naturiol Cymru. Rydym eiseoes wedi amlineulu ein bwriad i gynnal adolygiad sylweddl o'n ffioedd a'n taliadau a'n dull o weithredu cynllun OPRA. Hyd nes y digwydd hynny, byddwn yn parhau i ddefnyddio'r Cynllun Gwerthuso Risg Gweithredol (OPRA) Trwyddedu Amgylcheddol i gyfrifio taliadau am y gweithgarreddau hynny. Hyd nes y byddwn wedi cwblhau ein hadolygiad ehangach, fel y nodwyd uchod, rydym yn bwriadu parhau i defnyddio'r fersiwn dddeiwderaf o Gynllun OPRA Trwyddedu Amgylcheddol Asiantaeth yr Amgylchedd. Caiff eu Cynllun OPRA ei ddiwygio o bryd i'w gilydd, er enghraifft drwy newidiadau technegol o fewn eu hymgyrchoriadu codi tal ac feliy rydym yn annog talwrw taliadau Cyfoeth Naturiol Cymru i fwrw golwg ar wefan Asiantaeth yr Amgylchedd8. 6.3 Taliadau ynni dŵr Yn yr myngyngorfiad blaenorol ar ein ffioedd a'n taliadau, roeddem wedi cyhoeddi y byddem yn adolygu'r taliadau ynni dŵr a gyflwynwyd. Fodd bynnag, rydym wedi penderfynu gohino'r adolygiad hwn a chadwr strwythur ffioedd cyfredol am un flwyddyn arall yn 2017-18 am nifer o resymau fel a ganlyn: - Ein hadolygiad parhau o brosesau trwyddedu ynni dŵr a threfniadau eraill; ac - https://naturalresources.wales/planning-and-development/discretionary-planning-advice-service - https://www.gov.uk/government/collections/environment-agency-charging-schemes - Angen am ganllawiau eglur ar gyfraddau codi tål. 6.4 Taliadau Gweithgareddau Perygl Llifogydd O 1 Ebrill 2017 byddwn yn cynnwys y tål cydymffurfio ar wahân ar gyfer trwyddedau gweithgareddau perygl llifogydd o fewn y tål ymgeisio. Nid yw hyn yn newid y tål yn hytrach, mae'n symleiddio proses y ceisiadau am drwyddedau gweithgareddau perygl llifogydd. Taliadau Ymgeisio am Drwyddedau Gweithgareddau Perygl Llifogydd Cyfredol <table> <thead> <tr> <th>Band</th> <th>Tål</th> <th>Lwfans cyn-ymgeisio a gynhwysir yn y tål (uchafswm)</th> </tr> </thead> <tbody> <tr> <td>Isel</td> <td>£230</td> <td>1 awr</td> </tr> <tr> <td>Canolig</td> <td>£320</td> <td>2 awr</td> </tr> <tr> <td>Uchel</td> <td>£500</td> <td>3 awr</td> </tr> </tbody> </table> Tål cydymffurfio cyfredol <table> <thead> <tr> <th>Band</th> <th>Tål</th> </tr> </thead> <tbody> <tr> <td>Isel</td> <td>£40</td> </tr> <tr> <td>Canolig</td> <td>£40</td> </tr> <tr> <td>Uchel</td> <td>£40</td> </tr> <tr> <td>Lluosog</td> <td>£40</td> </tr> </tbody> </table> Diwygiwedig o 1 Ebrill 2017 – Tål Ymgeisio am Drwydded Gweithgareddau Perygl Llifogydd a Monitro Cydymffurfiaeth <table> <thead> <tr> <th>Band</th> <th>Tål</th> <th>Lwfans cyn-ymgeisio a gynhwysir yn y tål (uchafswm)</th> </tr> </thead> <tbody> <tr> <td>Isel</td> <td>£270</td> <td>1 awr</td> </tr> <tr> <td>Canolig</td> <td>£360</td> <td>2 awr</td> </tr> <tr> <td>Uchel</td> <td>£540</td> <td>3 awr</td> </tr> </tbody> </table> 6.5 Cyfarwyddeb Safleeodd Hylosgi Canolig Cyhoeddwyd y Gyfarwyddeb Safleeodd Hylosgi Canolig yn Nhachwedd 2015 ac mae gan Aelod Wladwrdaethau ddwy flyned i drosgywyrddo'r Gyfarwyddeb hon i ddeddfryaeth ddomestig. Mae Llywodraeth Cymru yn gweithio ar hyn ac efailai y bydd gan CNC rhyw fath o rôl (yn amodol ar ymgynghori) o ran rheoliadion a gyfarwyddeb hon. Felly mae'n bosib y bydd angen cynnwys trefniadau codi tål yn y dyfodol, fodd bynnag, ni ddaw union rôl CNC yn amhag hyd nes y bydd Llywodraeth Cymru yn ymgynghor ar drosgywriadd y gyfarwyddeb hon (rhagwelir y bydd hyn yn digwydd yn hydref 2016). 7 Ymateb i'r Ymgynghoriad hwn Rydym yn gofyn am eich sylwadau a'ch barn ar y cynigion ar gyfer ein ffioedd a'n taliadau ar gyfer 2017-18, yn ogystal â gofyn am sylwadau a syniadau cychwynnol ar sut y bydd ein strategaeth a'n cynlluniau taliadad yn edrych yn y dyfodol. 7.1 Sut i Ymateb Y dyddiad cau ar gyfer anfon ymatebion yw 13 Ionawr 2017. Gallwch ymateb yn y ffyrrdd canlynol: E-bost feesandchargesconsultation@naturalresourceswales.gov.uk Post Ymateb i Ymgynghoriad Taliadau Cyfoeth Naturiol Cymru Tŷ Cambria 29 Heol Casnewydd Caerdydd CF24 0TP Rhif ffôn 0300 065 3000 Ar-lein Ar gael ar ein gwefan: www.naturalresourceswales.gov.uk 7.2 Diogelu Data Sut y defnyddir y sylwadau a'r wybodaeth a roddwch inni Bydd unrhyw ymateb a anfonwch yn cael ei weld yn llawn gan staff Cyfoeth Naturiol Cymru sy'n ymdrin i'r ymgynghoriad. Hefyd mae'n bosibl y bydd aelodau eraill o staff Cyfoeth Naturiol Cymru'n ei weld er mwyn eu helpu i gynnllunio ymgynghoriadau yn y dyfodol. Bwriadwn gyhoeddhi crynodeb o'r ymatebion i'r ddogfen hon. Mae'n bosibl y cyhoeddwyn ymatebion yn llawn. Fel arfer, cyhoeddir enw a cheifyriad y sawl sy'n ymateb gyda'r ymateb. Mae hyn yn helpu i ddangos bod yr ymgynghoriad wedi ei gynnal yn briodol. Os nad ydych eisiau i'ch enw a'ch cyfeiriad gael eu cyhoedi rhocwyd wybdwi i ni wrth ddychwelyd eich ymateb a wybddwn yn eu dileu o ddeunydd cyhoeddedig. Mae'n bosibl y bydd yr enwau a'r cyfeiriadau y byddwn yn eu cuddio'n cael eu cyhoeddi'n diweddarach, er nad yw hynny'n debygol o ddigwydd yn am lawn. Mae Ddeddf Rhyddid Gwybodaeth 2000 a Rheoliadau Gwybodaeth Amgyledheddol 2004 yn caniatáu i'r cyhoeddi afny am gael gweld gwybodaeth a gedwr gan nifer o gyrff cyhoeddu, yn cynnwys Cyfoeth Naturiol Cymru. Mae hynny'n cynnwys gwybodaeth sydd heb ei chyhoeddi. Fodd bynnag, mae'r gyfraith yn caniatáu i ni gadw gwybodaeth yn ôl mewn rhai amgychiadu. Os bydd rhywun yn gofyn i gael gweld gwybodaeth a gadwyd yn ôl gennym, bydd yn rhaid i ni benderfynu am ydym ei rhyddhau ai peidio. Ós bydd rhywun wedi gofyn i ni beidio â chyhoedd ei enw a'i gyfeiriad yna maen ffactor pwysig y byddem yn ei ystried. Fodd bynnag, gallai fod rheswm pwysig dros orford datgelu enw a chyfeiriad, er ei fod wedi gofyn i ni beidio â'i chyhoedd. Byddem yn cysylltu â'r unigolyn ac yn gofyn am ei farn cyn gwneud unrhyw benderfyniad terfynol i ddatgelu'r wybodaeth. 7.3 Camau Nesaf Yn dilyn yr ymgynghoriad byddwn yn cyhoeddïr holl sylwadau (ac eithrio gwybodaeth bersonol fel y manylir uchod) a'n hymatebion ar ein gwefan. Os byddywch yn cynnwys cyfeiriad e-bost yn eich ymateb byddwn yn cydnabod eich ymateb ac yn rhoi gwybod i chi pan fydd crynodeb o'r ymatebion wedi ei gyhoeddi ar ein gwefan. Atodiad 1 Grwp Ymgyngghorol Talwyr Taliadau Rhestr Aelodaeth Ffederasiwn y Busnesau Bach Dwr Cymru/Welsh Water Cymdeithas Gwasanaethau Amgylcheddol Cymru Cymdeithas Perchnogion Tir Gwledig Cymdeithas Ynni Dŵr Prydain Micro Hydro Association Undeb yr Amaethwyr Energy UK Undeb Amaethwyr Cymru Cymdeithas Diwydiannau Petrocemegol y DU Cymdeithas Diwydiannau Cemegol CONFOR Coedwigwyr Siartredig Cydffferasiwn Diwydiannau Prydain Resource Association	WELSH
3573-pdf	Leisure @ Cheltenham - Code of practice for CCTV Usage 1.1. Management of the scheme 1.2. A risk assessment has been carried out to assess the need and requirements of CCTV systems within Leisure @ Cheltenham and its associated facilities. The 16 cameras have been sited to capture images which are relevant to the purposes for which Leisure @ Cheltenham and its facilities have been established. This risk assessment is reviewed on an annual basis by the General Manager / Operations Manager. 1.3. 16 Cameras covering all major entrance / exits and cash handling areas of the centre have been sited to capture images which are relevant to the purpose for which Leisure @ Cheltenham has been established. 1.4. The scheme will be operated using overt cameras which are sited so as not to intrude unreasonably on members of the public or staff. The CCTV scheme seeks to comply with both the Data Protection Act 1988 and the Commissioners code of practice. 1.5. Leisure@Cheltenham owners, users and any visitors to the control, monitoring and recording facilities will be required to sign a formal confidentiality declaration. They will treat any viewed and/or written material as being strictly confidential and will undertake not to divulge it to any other person. 1.6. Those who have authorised access (General Manager, Senior Managers, Duty Managers) are aware of the purpose(s) for which the scheme has been established and that the CCTV equipment is only used to achieve the identified purposes which are: (a) To ensure personal safety of public and staff (b) To protect the Council buildings and their assets (c) To support the Police (d) To assist in identifying, apprehending and prosecuting offenders (e) To protect members of the public and private property (f) To assist in managing the facility 1.7. Scheme and Signage 1.8. This scheme aims to provide surveillance of the public areas within Leisure @ Cheltenham, in order to fulfil the purposes of the scheme as listed above. The area protected by CCTV will be indicated by the presence of signs. The signs will be placed so that the public are aware that they are entering a zone which is covered by surveillance equipment. The signs will state the organization responsible for the scheme (Leisure @ Cheltenham), the purposes of the scheme (Crime prevention and public safety) and a contact telephone number (01242 528764). 1.9. Data will not be held for longer than necessary and disposal of information will be regulated by the Operations Manager. The disposal of records happens as part of a managed process and is adequately documented within the service document retention schedule. 1.10. Point of contact 1.11. The Code of Practice for Leisure @ Cheltenham informs the public on how to make contact with the owners of the scheme (Leisure @ Cheltenham) and for additional information write to: Operations Manager 1.12. Release of information to the public 1.13. Information will be released to third parties; The Police or any other authorised organisation, who can show legitimate reasons for access. They will be required to request any information with reasons in writing and identify themselves. 1.14. Information will be released if the reasons are deemed acceptable, the request and release of information complies with current legislation and on condition that the information is not used for any other purpose than that specified. 1.15. Individuals may request to view information concerning them held on record in accordance with the Data Protection Act 1998. 1.16. Information on how to obtain an application form can be found on Cheltenham Borough Council web site www.cheltenham.gov.uk or by writing to Customer Relations. (Please see appendix C for a copy of the form) 1.17. Release of information to statutory prosecuting bodies 1.18. The policy is to assist statutory prosecuting bodies such as the Police, and statutory authorities with powers to prosecute and facilitate the legitimate use of the information derived from the scheme. 1.19. Statutory bodies may have access to information permitted for disclosure on application to the owner of the scheme or the manager (Stephen Petherick), these applications must be in writing and provide the reasons and statement of purpose, according with the objectives of the scheme and conditions outlined above. 1.20. The information will be treated as evidential exhibits. 1.21. System Registration 1.22. All Council systems must be registered with the Information Commissioner’s Office (ICO) and it is the responsibility of service managers to ensure that these are kept up to date. Any amendments to the scheme that result in the need to update the ICO register must be forwarded to the Customer Relations Team. 1.23. Accountability 1.24. Leisure @ Cheltenham and Cheltenham Borough Council support the principle that the community at large should be satisfied that the Public CCTV systems are being used, managed and controlled in a responsible and accountable manner and that in order to meet this objective there will be independent assessment and scrutiny. 1.25. A member of the public wishing to make a complaint about the system may do so through the Cheltenham Borough Council complaints procedure or contacting Leisure @ Cheltenham directly by writing to the General Manager. 1.26. A copy of the Code of Practice will be made available to anyone on request by contacting the CCTV system owner (General Manager or Operations Manager) 1.27. CCTV Control Management And Operation 1.28. Access to the monitoring and recording areas will be strictly controlled by the Duty Manager on site. 1.29. Only those persons with a legitimate purpose will be permitted access to the Control, Recording and Monitoring system. 1.30. The system Manager (Operations Manager) or in his/her absence the Duty Manager, is authorised to determine who has access to the monitoring area. This will normally be: - Authorised Personnel (including Council Representatives) - Police officers requiring to view a particular incident, or intelligence or evidential purposes. These visits will take place by prior appointment. - Engineers and cleaning staff (These people will receive supervision throughout their visit) 1.31. Inspectors/Auditors may visit the monitoring and recording facility without prior appointment. 1.32. Organised visits by authorised persons are to be conducted in controlled circumstances. All visitors to the monitoring and recording area, including Police Officers, will be required to sign a visitors log and a declaration of confidentiality. 1.33. Observation and recording of incidents 1.34. Recording will be throughout a 24 hour period. The system will be monitored on the basis of operational necessity. Images will be held for 7 days and then over recorded. 1.35. Privacy And Disclosure Issues 1.36. Cameras will not be used to infringe individual’s rights of privacy. The cameras are sited where they will not be capable of viewing any private areas. 1.37. The following principles must be adhered to: 1.38. All employees will be aware of the restrictions set out in this Code of Practice in relation to access to, and disclosure of, recorded images 1.39. Images not required for the purposes of the scheme will not be retained longer than necessary 1.40. The Duty Manager will only disclose to third parties who intend processing the data for purposes which are deemed compatible with the objectives of the CCTV system 1.41. Monitors displaying images from areas in which individuals would have an expectation of privacy will not be viewed by anyone other than authorised persons. 1.42. Recorded material will only be used for the purposes defined in the objectives of this policy 1.43. Access to recorded material will be in accordance with policy and procedures 1.44. Information will not be disclosed for commercial purposes and entertainment purposes 1.45. All access to the medium on which the images are recorded will be documented 1.46. Access to recorded images will be restricted to those staff who need to have access in order to achieve the purpose(s) of using the equipment 1.47. Viewing of the recorded images should, where possible take place in a restricted area (control room) 1.48. Access to recorded images 1.49. Access to recorded images will be restricted to the General / Operations Manager or designated member of staff who will decide whether to allow requests for access by third parties in accordance with the disclosure policy. These requests must be in writing. 1.50. Monitoring employees 1.51. When you install CCTV in a workplace, such as an office, it is likely to capture pictures of employees, even if they are not the main subject of surveillance. If the purpose of the CCTV is solely to prevent and detect crime, then you should not use it for monitoring the amount of work done or compliance with company procedures. If there is a breach in Council / Site procedures then this can be used for reference / evidence purposes. 1.52. You may get requests to disclose information captured by the CCTV system from employees or HR GoSS because of on-going disciplinary action, disclosure should only be made if this is consistent with the registered purpose for the system. 1.53. In some cases, it may be appropriate to install CCTV specifically for workforce monitoring. You should go through the decision making process in section 4 of the Information Commissioners code, take advice from HR GoSS and consider whether it is justified. In particular, consider whether better training or greater supervision would be a more appropriate solution. 1.54. The overt monitoring of any employee using CCTV can only be done with the consent of the Director and after consultation with HR GoSS 1.55. The covert monitoring of employees must not take place unless it has been specifically authorised in advance using the codes of practice, guidance and procedures under The Regulation of Investigatory Powers Act 2000 . There is no covert monitoring that takes place on this site. 1.56. Access to data by third parties 1.57. Access to images by third parties will only be allowed in limited and prescribed circumstances. Disclosure will be limited to the following:-<ul><li>Law enforcement agencies where the images recorded would assist in a specific criminal enquiry</li><li>Prosecution agencies</li><li>Legal representatives.</li></ul> 1.58. The media, where it is assessed by the Police that the public’s assistance is needed in order to assist in the identification of victim, witness or perpetrator in relation to a criminal incident. As part of that assessment the wishes of the victim of an incident should be taken into account. 1.59. The people whose images have been recorded and retained (Data Subject) unless disclosure to an individual would prejudice the criminal enquiries or criminal proceedings. 1.60. Recorded Material Management 1.61. Images, that are not required for the purpose(s) for which the equipment is being used will not be retained for no longer than is necessary. The detail as to how long data should be held will be defined within the service retention schedule. While images are retained access to and security of the images will be controlled in accordance with the requirements of the Data Protection Act. 1.62. Recorded material should be of high quality. In order for recorded material to be admissible in evidence total integrity and continuity must be maintained at all times. 1.63. Security measures will be taken to prevent unauthorised access to, alteration, disclosure, accidental loss or destruction of recorded material. 1.64. Recorded material will not be released to organisations outside the ownership of the system other than for training purposes or under the guidelines referred to previously. 1.65. Images retained for evidential purposes will be retained in a secure place where access is controlled – safe in control room, or locked cupboard in the management office. 1.66. The system records features such as the location of the camera and/or date and time reference. 1.67. In order to ensure that clear images are recorded at all times the equipment for making recordings will be maintained in good working order with regular servicing in accordance with the manufacturer’s instructions. 1.68. Recorded Material Register 1.69. There will be a register documenting the access to recorded media. 1.70. Documentation 1.71. Log books must be sequential in order that pages or entries cannot be removed and full and accurate records kept. 1.72. Administrative documents The following shall be maintained: - Media tracking register - occurrence/incident book - visitors register - maintenance of equipment, whether routine or breakdown - list of installed equipment Action Plan <table> <tr> <td>Task</td> <td>Action</td> <td>Completed</td> </tr> <tr> <td>Disposal of Records</td> <td>Design a disposal of records log sheet for CCTV</td> <td>12/02/14</td> </tr> <tr> <td>Check if system is registered</td> <td>Contact the customer relations team</td> <td>As soon as CoP has been produced Karen Watson will then add to register</td> </tr> <tr> <td>Visitors log to control room and CCTV Access to images</td> <td>Create visitor log book and declaration of confidentiality Record and create file</td> <td>12/02/14<br>12/02/14</td> </tr> <tr> <td>Service level document retention</td> <td>Need to confirm with BP timescales</td> <td>Rang 12/02/14 but on holiday for one week.</td> </tr> </table>	ENGLISH
1101-pdf	National Park Authority Meeting - Part A 13 November 2020 Appendix 1 PEAK DISTRICT NATIONAL PARK AUTHORITY MEMBER LEARNING AND DEVELOPMENT FRAMEWORK [API_EMPTY_RESPONSE] National Park Authority Meeting - Part A 13 November 2020 Appendix I 1.0 Introduction 1.1 The Peak District National Park Authority is committed to investing in lifelong learning and development for all its Members. The Authority recognises the contribution that such an investment can make in supporting Members in their roles as leaders within the organisation and the wider community. The ongoing development of Members is a key element of the organisational development of the Authority. 1.2 The Authority has therefore signed up to the East Midlands Regional Member Development Charter and is working towards achieving the standards required. In recent years progress in achieving the full award has been restricted due to budget pressures limiting the amount of staffing resource available to support the programme, however the Authority has continued to maintain the standard and use opportunities to improve when they arise. 2.0 The East Midlands Regional Member Development Charter 2.1 The East Midlands Development Charter for Members was developed around a national template adapted to reflect the culture of the region and the needs of the local authorities within it. The Charter sets out a process for accreditation and a framework of standards of good practice for Authorities to achieve. 2.2 The aim of the Charter is to make sure that members have the knowledge, skills and attributes to fulfil their roles now and in the future in line with the Authority’s corporate outcomes. The purpose of the Charter is therefore to act as a vehicle to improve the corporate performance of the Authority through the development of its Members. 2.3 The criteria for the Charter has recently been updated and a summary of the current Member Development Charter Standards is set out in Appendix A. 3.0 Our General Approach 3.1 One of the key principles for Member Learning & Development at the Authority is that Members are asked to take individual responsibility for their own training and development and identify their needs. The following tools are available to help Members do this: *A personal development plan for new Members* 3.2 As part of the induction process all new Members are provided with the opportunity to meet with an external facilitator to identify their learning and development needs and produce a personal development plan. 3.3 Once completed the plan is considered by the Democratic and Legal Support Team who will consult with the individual Member on how to deliver their plan. 3.4 After their first year as a Member individual Members will take on responsibility for updating their plan as part of the annual self-assessment process. Annual Self-Assessment 3.5 It is a requirement from Defra that the performance of all 'national' Secretary of State Members is measured and they complete a self-assessment. However Parish Members and Local Authority Members are encouraged to complete their own self-assessment annually as this tool is useful in: - Assisting individual Members in developing and updating their personal development plan - Helping Officers to identify learning and development needs to inform the annual learning and development plan. Members Survey 3.6 Once every two years the Authority carries out a survey of Members. The questions in the survey are structure around the following areas: - Strategic and external leadership - Governance and scrutiny - Contributions and self-development - Communication - Community engagement 3.7 Once the survey has been completed the results are analysed and issues identified. In some cases the issues identified can be resolved through providing further learning and development opportunities. Where this is the case they will be incorporated into the annual learning and development plan. 3.8 The Members Survey due to be undertaken during 2018 was held in abeyance as a result of the creation of the Member led Governance Review Working Group. It was agreed that the bi-annual Survey would be held after the Group had completed its review so that feedback could be gained from the wider membership of the initiatives introduced by the Group and adopted by the Members of the Authority. It is anticipated that the next Members Survey will be conducted at the end of 2020. 4.0 Our current arrangements for Member Learning and Development New Member Induction 4.1 The effective induction of new Members is a crucial element to making sure that all Members are able to contribute to the work of the Authority as soon as possible after their appointment. However we need to make sure that we strike the right balance of providing what is needed but avoiding an overload of information. We also have to recognise that Members also have other significant commitments outside of the Authority. 4.2 With this in mind the following induction arrangements have been agreed. National Park Authority Meeting - Part A 13 November 2020 Appendix 1 \| a) Compulsory elements \| Delivered by \| Timescale \| Duration \| \|---\|---\|---\|---\| \| Topic \| Democratic Services Manager \| Within 2 weeks of appointment \| 3 hours \| \| Getting started as a Member – An introduction to Democratic Services \| \| \| \| \| An introduction to the Peak District National Park Authority (Strategy) \| Chief Executive and Chair of the Authority \| Within 4 weeks of appointment \| 2 hours \| \| Read the Introduction to Planning Information pack and complete the on-line knowledge test – For Planning Committee Members only \| Director of Conservation and Planning and Democratic Services Manager \| Within 8 weeks of appointment \| 4 hours \| \| Observation of a meeting of Planning Committee \| Director of Conservation and Planning and Democratic Services Manager \| Within 8 weeks of appointment \| 3 hours \| b) Optional elements but highly recommended \| Topic \| Delivered by \| Timescale \| Duration \| \|---\|---\|---\|---\| \| Allocation of an experienced "buddy" Member \| Facilitated by Democratic and Legal Support Team \| Within 2 weeks of appointment \| To be agreed by the new Member and their buddy \| \| Produce a personal learning and development plan with assistance from an external facilitator. \| Arranged by Democratic and Legal Support Team \| Within 8 weeks of appointment \| 2 hours \| \| Attend a national new Member induction event. \| Bookings arranged by Democratic and Legal Support Team \| Within 12 months of appointment \| 2 day residential \| Annual Learning and Development Programme 4.3 Each year the Authority will approve the Member Annual Learning and Development Programme. Taking the report to the September or November meeting of the Authority allows us to incorporate into the plan any issues identified in new Member learning and development plans and from the self-assessments completed by other Members. 4.4 The Learning and Development Plan will be divided into three sections: Essential or Desirable Core events for all Members to attend New Member Induction Events for new Members to attend Development Optional learning and development topics for Members to choose from with delivery tailored to interest 4.5 As there is a limit to the financial resources available for supporting Members in attending external courses and workshops individual requests for support will only be considered if it is clear that the event will help to meet needs identified in that Member’s self-assessment or learning and development plan. Performance 4.6 The following aspects are measured to give us guidance on how these arrangements are working. These aspects are reported to the Chair and Deputy Chair of the Authority and the Member Representative for Learning and Development. They are also reported to the Authority meeting as part of the annual learning and development report. <table> <tr> <td></td> <td>2019/20</td> <td>2018/19</td> <td>2017/18</td> <td>2016/17</td> <td>2015/16</td> </tr> <tr> <td>Member participation in essential training events</td> <td>60%</td> <td>57%</td> <td>63%</td> <td>54%</td> <td>50%</td> </tr> <tr> <td>Members with a personal development plan in place</td> <td>24%</td> <td>27%</td> <td>24%</td> <td>27%</td> <td>44%</td> </tr> <tr> <td>Members who completed a self-assessment form.</td> <td>47%</td> <td>30%</td> <td>24%</td> <td>43%</td> <td>64%</td> </tr> <tr> <td>Members who felt objectives were met at L&D events</td> <td>72 – 100%</td> <td>72 – 100%</td> <td>72 – 100%</td> <td>72 – 100%</td> <td>72 – 100%</td> </tr> <tr> <td>Members who rated workshops as good</td> <td>70 – 100%</td> <td>70 – 100%</td> <td>70 – 100%</td> <td>70 – 100%</td> <td>-</td> </tr> <tr> <td>Members who responded to Members Survey</td> <td></td> <td></td> <td></td> <td></td> <td>82%</td> </tr> <tr> <td>Members feeling valued (Members Survey Response)</td> <td></td> <td></td> <td></td> <td></td> <td>57%</td> </tr> <tr> <td>Members who feel developed by the Authority (Members Survey Response)</td> <td></td> <td></td> <td></td> <td></td> <td>74%</td> </tr> <tr> <th colspan="2">Target of 20 hours learning and development per Member obtained</th> <th colspan="3">17%<br>10%<br>27%<br>14%<br>24%</th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan="3"></thesis<th colspan=""></tbody> It is recognised that there are many ways that Members may be developed including training at other authorities and self-development such as personal research. These activities should be captured in individual self-assessments so that they can contribute towards the 20 hour target. National Park Authority Meeting - Part A 13 November 2020 Appendix 1 APPENDIX A East Midlands Member Development Charter Standards (Updated October 2020) 1. Commitment to Member Development and Support 1.1 Political and managerial leadership is committed to the development of Members. 1.2 The Authority actively promotes democratic participation, publicises the role of councillors as community leaders, and proactively engages with under-represented groups. 1.3 The Authority is committed to ensuring equal access to learning and development for all Members. 1.4 The Authority has a designated budget for Member development which is adequate to meet priority development needs. 2 Strategic approach to Member development 2.1 The Authority has a Member Development Strategy in place. 2.2 The Authority has a structured process for regularly assessing Members’ individual learning and development needs based on focused objectives. 2.3 The various Member roles are clearly defined and outline how they contribute to the Authority’s overall objectives. 2.4 The Authority has a structured process for assessing current and future leadership and executive team development needs. 2.5 There is a Corporate Member learning and development plan in place. 3 Learning and development is effective in building skills and knowledge 3.1 Investment in learning and development is regularly evaluated and improvements implemented 3.2 Learning shared with other Members and where appropriate with Officers and stakeholders to encourage capacity building and a culture of learning across the Authority and externally.	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3800-pdf	<img>HM Courts & Tribunals Service logo</img> # Money Claim Online (MCOL) – User Guide for Claimants ## Why should I read this information? This guidance should help you to: - ensure that the claim you issue is suitable for MCOL - understand your role and responsibilities during the claim process - understand the role of the court in the claim process MCOL is designed to be a relatively simple way to commence a county court claim for a fixed amount of money. However, errors made can be costly to you both in time and money and may affect the outcome of your claim. It is important to note that if you make an error upon issue of the claim you will not be eligible for a refund of the court fee. Important information: This information is only intended as a guide. You may wish to seek assistance from a solicitor or local Citizens Advice. A number of sections of the user guide may make reference to relevant legislation. There is no attempt within the user guide to interpret specific legislation, but where statutory requirements exist, these naturally take precedence over the user guide. Throughout this user guide there are references to other leaflets or forms. All court forms and leaflets are available to download from the Ministry of Justice’s website at www.justice.gov.uk/forms Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 1 of 28\</page_number> # Contents Before issuing a claim – what is a dispute? 3 Is my claim suitable for Money Claim Online? 4 System requirements 5 Registering with Money Claim Online 5 Issuing a claim through Money Claim Online 9 What happens after my claim is issued? 14 Types of defendant responses 15 What do I do once the defendant has replied / does not reply to my claim? 16 Requesting a Judgment 17 What happens if the defendant pays the claim? 19 What happens if the defendant does not pay? 20 Requesting a warrant of control 20 Examples of applications defendants can make 22 Frequently asked questions 23 Useful numbers / contacts 25 Glossary 26 Annex - Lost ID and password guidance 27 Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 2 of 28\</page_number> What is a dispute? A dispute is a disagreement with another person, a company or an organisation. For example, you are in a dispute if you are: - in conflict with an organisation because they did not provide goods or services as promised or to your satisfaction; or - arguing with an individual about whether one of you owes money to the other Please be aware that not all disputes are suitable for MCOL. For more information on different types of disputes you can download booklet EX301 – ‘I’m in a dispute – what can I do?’ from www.justice.gov.uk/forms Pre-Action Conduct Before starting a claim, the court expects you and the defendant to take a number of steps to try to settle the dispute. These steps are known as ‘pre-action protocols’ and they involve you and the defendant trying to settle the issue without going to court (for example, you will usually need to send the defendant a letter before making the claim, providing sufficient information about the matter to allow them to understand your position, and allow them a chance to respond). If you choose to go ahead with a court claim then you should ensure you comply with the Ministry of Justice’s (MOJ) Practice Direction for ‘pre-action conduct’ before issuing the claim. Failure to do so could impact on (and in some cases invalidate) your claim. If you are unsure if you have fulfilled the pre-action requirements please seek legal advice. Please remember court staff are not able to give legal advice and will not be able to advise you on whether or not you have complied. The full Practice Direction for pre-action conduct can be found at: http://www.justice.gov.uk/courts/procedure-rules/civil/rules/pd_pre-action_conduct Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 3 of 28\</page_number> # Is my claim suitable for Money Claim Online (MCOL)? ## Types of claim you can make online If you are issuing your claim using MCOL it must be: - for a fixed amount of money less than £100,000 - for no more than one claimant and against no more than two defendants (people or organisations) - served to a defendant or defendant(s) with an address in England or Wales ## What you need to make an online claim To make a claim online, you need to have: - a valid credit or debit card to pay the court fees - an address in the United Kingdom - an email address - regular access to a computer and the internet You should also read the system requirements on the next page. ## What you cannot do using MCOL You cannot use MCOL if you are: - under 18 years old - eligible for legal aid, or are eligible for ‘Help with fees’ - making a claim for compensation for an accident or injury - prevented by the court from making claims because you are a ‘vexatious litigant’ (someone who uses court cases to harass other people) - intending to issue a joint Warrant of Control ## You cannot use MCOL to make a claim against: - a child under 18 - someone who lacks ‘mental capacity’ (someone unable to make their own decisions) - a government department or agency, for example HMRC or DVLA - an individual or company as a result of a tribunal award - claims relating to the Tenancy Deposit Scheme should not be issued via MCOL (more information is provided at https://www.gov.uk/tenancy-deposit-protection) You may be asked to prove your claim in court, so you will need an understanding of the legal basis for your claim. It may save both parties time and money if you seek legal advice to see if it is worth making a claim and what you need to do to prepare for it. You may have to go to a court hearing if the other person or business denies owing the money. If they admit owing the money or do not respond, you can get the court to order them to pay without a hearing. However, if the other party does not act on the Order, you will need to ask the court to take action, which may result in paying another fee. Please note that if the other party is unemployed or bankrupt, you are unlikely to get your money back. The rules and procedures for the civil courts, which include claims issued through MCOL, are contained in the Civil Procedure Rules (CPR). These can be viewed online at - http://www.justice.gov.uk/courts/procedure-rules/civil/rules Practice direction (PD) 7E specifically deals with MCOL, but please be aware that many other rules and directions within the CPR still apply to claims issued via MCOL (except where they are specifically modified by Practice Direction 7E). It is recommended that you check PD 7E to ensure your claim is suitable for MCOL and you can refer to CPR to clarify and confirm other points of procedure as and Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 4 of 28\</page_number> when necessary. If you cannot issue a claim via MCOL you may be able to issue your claim via the County Court Money Claims Centre (CCMCCI). System requirements and technical queries The Ministry of Justice (MOJ) is committed to continually updating and improving MCOL so the site will work with the widest possible range of web browsers. However, please be aware that you may experience compatibility issues with certain web browsers. If you are having problems with the website, please try accessing the site using another browser or another computer if possible before contacting the court for assistance. Please be aware that MCOL assumes that you have regular access to the internet. Although the majority of correspondence (copies of the defendant response / instructions for how to proceed etc) will be sent via the post, you may be contacted via email and asked to download forms rather than being posted information in some instances. You will also be able to track the initial progression of the claim via the MCOL website. Registering with Money Claim Online (MCOL) To issue a claim via MCOL you will need to register to use the Government Gateway. You can do this via the MCOL website - www.moneyclaim.gov.uk You are presented with 2 options – to register as an individual or as an organisation. - If you are intending to issue claims for money owed to you personally, i.e. not on behalf of a firm or business, then you should register as an individual. - If you are going to be issuing a claim for your business or firm, you should register as an organisation and select to enrol as an organisation. - If you are a solicitor intending to issue claims on behalf of your clients, you should initially register as an organisation, and select to enrol as a solicitor. You must be registered as a legal representative / solicitor to issue claims on behalf of other people or organisations – you may not represent another person or organisation as a third party. When you click to register, you will be taken to a screen titled ‘Register for a Government Gateway Account’. You will be asked to provide your name, email address and to set a password. This is the password you will use to log into MCOL so you should make a note of it. If you are registering as an organisation you will still need to provide your own name – you will then be enrolled as administrator on behalf of the organisation. Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 5 of 28\</page_number> When you are ready click 'submit'. You will then be taken to a page that looks like this: <img>HM Courts Service logo</img> Money Claim Online Confirmation You have successfully registered. The Government Gateway has generated your User ID. Important - Make a note of this information or print this page User ID: <watermark>Gateway HM Courts Service XXXX XXXX XXXX</watermark> You can download a printable copy of your User ID. You must ensure that you write down or print this number. It is your User ID for MCOL and you will need it to log into your account. Please be aware that you will not receive confirmation of these details via email or via post and if you misplace the number, we will not be able to retrieve it. Although you will be sent an email stating that you have successfully registered with the Gateway, this email will not confirm your user ID. Please note - although the confirmation email states "some services need to be activated before you can use them. For these services you will receive a letter confirming your Activation code and instructions on how to activate the service, within seven days of enrolling", MCOL is not one of these services. The user ID that you have been provided with and the password that you have chosen are all that is required to log into MCOL. An activation code is not required. When you are sure that you have copied down or printed the ID number, you should click 'Return to Money Claim Online'. Please note: if you registered as an organisation, you will now be asked to enrol as either a solicitor, or as an organisation. Please ensure you select the correct option as if you enrol as the wrong customer type, you will need to re-register. You are then taken to the enrolment form. For an individual or an organisation the details inputted on this page are used to populate the claimant's details on any claims you issue, so please ensure that the details you provide are correct: - If you are intending to issue claims for money owed to you personally, i.e. not on behalf of a firm or business, then you should enrol using your personal details. - If you are going to issue claims for your business or firm, then you should enrol using your business or firm's details. - For a solicitor, the details inputted on this page are used to populate the claimant's representative's details on any claims you issue, so you should enrol using your firm's details. When you are sure that the details are correct, click 'Enrol'. You will then be given confirmation of your details. Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 6 of 28\</page_number> <img>HM Courts & Tribunals Service logo</img> Money Claim Online Enrolment Confirmation You have successfully enrolled with Money Claim Online. Please ensure that you print this page immediately as it contains important reference details for MCOL. Enrolment Details Name \_\_\_\_\_\_\_\_\_\_\_\_ Postcode \_\_\_\_\_\_\_\_\_\_\_\_ Address \_\_\_\_\_\_\_\_\_\_\_\_ Final Address \_\_\_\_\_\_\_\_\_\_\_\_ You have now been allocated an MCOL Customer number. This number is unique to you or your organisation. Should you need to recover your MCOL Password (provided at registration) you will be asked to provide your MCOL Customer number and postcode. If you did not supply a postcode during enrolment then MCOL will have provided a substitute. Note this substitute postcode is only used to retrieve your MCOL password. It is not used as your postcode for the MCOL website. Important Information MCOL Customer number HC200 Postcode \_\_\_\_\_\_\_\_\_\_\_\_ This number may be used for communication with the Customer Service Centre. If you do not provide a postcode during enrolment MCOL will have provided a substitute. Note this substitute postcode is only used to retrieve your password. It is not used as your postcode for the MCOL website. <watermark>Continue</watermark> Review the details and note that you have been given an MCOL customer number. You should also make a note of this number, as it is required as part of the procedure to reset any of your log in details. You may also be asked for this number if you contact the court for assistance with your account. You can attempt to recover a lost ID or a lost password via the MCOL website but you must have the MCOL Customer Number and one of either the ID or password to recover the lost information. You will also need the postcode and email address you provided when registering. Please note, court staff cannot reset your password and cannot search for your details by name, address or any other criteria. When you are ready, click 'Continue' and you will be taken to your MCOL homepage. Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 7 of 28\</page_number> <img>HM Courts & Tribunals Service logo</img> Money Claim Online Version: [v14.1.1506] HMCTS Home User Guide Logout <watermark>Edt Registered Details</watermark> # Your Money Claim Online (MCOL) homepage Welcome to your personal Money Claim Online Homepage. From this page you can: - begin new claim - view all claims you have issued or saved as drafts prior to submission - respond to a claim made against you and view and search for claims that have been made against you - import your existing claims and defences using the Import claim facility If you need to import claims from the original MCOL system, follow the link below. You will also need to use the Import claim facility if you need to continue working on updated versions of documents. Import claims from the original MCOL system When you select an individual claim you will be able to view a claim summary page and be able to view/print details of documents that have been submitted online. You will also be able to take certain actions, submit certain documents and pay the fees where applicable online. Begin New Claim The new claim process should take approximately 20 minutes to complete. Once you start your claim, you can save your progress and return to complete it later. Respond to a Claim made against you To respond to a claim online, enter your claim number and defence pack password. You find them both in your 'responds pack' that's been sent to you in the post. Claim Number: Defence Pack Password: Respond to Claim Your homepage provides options to begin a new claim and to respond to a claim made against you. It will also display a list of recent claims you have either submitted or drafted. Please note, draft claims will be deleted from the list after 28 days and cannot be retrieved. The list of claims appears at the bottom of the screen - you may need to scroll down to view it. If you need to edit any of your account details (such as your address), click 'Edit Registered Details' on the top right hand side of the screen. If you are experiencing difficulty with the website or logging into the website please read the section of this guidance on common technical queries before contacting the court. Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 8 of 28\</page_number> Issuing a claim through Money Claim Online (MCOL) There are eight steps to issuing a claim. Please read all the on screen notes carefully for each step and be sure to review all the information you have entered before submitting the claim. The ‘Summary’ page (step 6) is your last chance to review the claim before submitting it to the court. Any claim issued though Money Claim Online will display your details to the party you are claiming against. You will have the opportunity to view a version of the claim form prior to issue to ensure the details are correct. Please be aware that claims are issued via an automated system, therefore once you have paid the issue fee (step 7) the claim cannot be cancelled or amended before issue. Claims are not checked by court staff prior to issue and the court cannot be held responsible for the content of your claim. Amendments after issue will require a District Judge or a court appointed legal advisor’s permission, which can be time consuming and will incur further fees. If you are unsure whether you have grounds to issue a claim, you should seek legal advice. Court staff are not legally trained and cannot offer legal advice, but assistance may be available from the following sources: - Citizens Advice - www.gov.uk Step 1) Guidance The first step provides information on using the website and links to further guidance that you should read before issuing a claim. Please note that you will be required to confirm you have read the guidance before you are allowed to issue your claim, so it is very important that you familiarise yourself with all the available guidance material. You will also be provided with a list of court fees so you can see how much it will initially cost to issue the claim. You can access a full list of court fees from - https://www.gov.uk/make-court-claim-for-money/court-fees Step 2) Claimant details If you registered as an individual / organisation You are the claimant. This screen will already be completed with the details you provided when enrolling with MCOL. If you do not change your correspondence address; (step 3) the court will use this address to correspond with you. Some of the documentation sent may be time bound for a response. If you would like to add a reference for your internal use you can do so on this screen. The reference will appear with your contact details on the claim form sent to the defendant. Claims issued via MCOL can only have one claimant – if you need to issue a claim with multiple Claimants (for example, on behalf of a couple), please contact the County Court Money Claim Centre (CCMCC). If you are registered as a solicitor Your client will be the claimant. Please select either ‘Individual’ or ‘Organisation’ then complete this screen with your client’s name and address. Claims issued via MCOL can only have one claimant – if you need to issue a claim with multiple Claimants (for example, on behalf of a couple), please contact the County Court Money Claim Centre (CCMCC). If you would like to add a reference for your internal use you can do so on this screen. The reference will appear with your contact details on the claim form sent to the defendant. Remember, you should only be issuing a claim on behalf of another individual or organisation via MCOL if you are an authorised legal representative (such as a member of a firm’s legal department) or a registered solicitor. Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 9 of 28\</page_number> Step 3) Correspondence address If you registered as an individual / organisation This should be your correspondence address. You only need to complete this screen if the address you have already provided is outside of the United Kingdom. Your service address must be within the United Kingdom in order to use MCOL. If you registered as a solicitor This screen will already be completed with your details provided when enrolling with MCOL. Step 4) Defendant details A defendant is the person or organisation that the claim will be issued against (i.e. the party who owes you the money). You should consider the following: a) Number of Defendants There can be up to two defendants for claims issued via MCOL – for claims against more than two defendants you should contact the County Court Money Claim Centre. If you want to issue a claim with two defendants you will need to click the ‘Add a 2nd defendant’ button. Please note that each individual should be listed as a separate defendant. For example, if you were issuing a claim against a husband and wife, they need to be listed separately as the first and second defendant and not on one line as ‘Mr and Mrs’. b) Choosing the Defendant(s) Each defendant can be one person or an organisation (such as a limited company). <table> <tr> <td>A sole trader is an individual and not an organisation. To enter a sole trader as a defendant, select 'Individual' in the 'Surname' box type their surname followed by either 'T/A' or 'trading as' and then their trading alias (you will also need to provide their forename / title in the relevant fields).</td> </tr> </table> You cannot make a claim against a government department (including HM Revenue and Customs) using MCOL. If you name a government department as the defendant your claim will referred to a District Judge who may order that the claim be struck out. Your court fee will not be refunded. Remember, amendments after issuing the claim can be time consuming and may incur additional fees, so you should consider carefully who is responsible for the debt when adding a defendant(s). Please note, court staff are not legally trained and therefore cannot tell you who the defendant(s) should be. If you are unsure who to claim against you should seek legal advice. You should make sure the information you provide is accurate and complete. For any individual defendants you must make sure that you include their forename and family name and that you have spelt their name correctly. If you made an error when issuing the claim (which comes to the attention of the court when the defendant files their response), you may be required to amend the claim. This may include a formal application with a fee and / or require the claim to be re-served and will take time to resolve. For organisations, you should make sure you have the full, registered name of the company. Please be aware there may be several companies with similar names therefore if the name you provide is incorrect you could inadvertently issue a claim against the wrong company. Please be aware if you use the incorrect name it may not be possible to register judgments or take enforcement action at the later stages of the claim. Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 10 of 28\</page_number> c) Providing a valid address for each Defendant You need to provide a full address within England and Wales for each defendant, including the post code. This is known as their service address. MCOL does not have jurisdiction outside England and Wales, claims issued to addresses outside England and Wales will be invalid. - if the defendant is an individual the claim must be served to their usual or last known residential address - if the defendant is an individual using a trading alias then the claim may be served to their usual or last known residential address or their place of business - if the defendant is an organisation then the claim may be served to their registered office or to the address where you have been dealing with them Further information on choosing the address for service correctly can be found in the Civil Procedure Rules 6.9. An online version of the Civil Procedure Rules can be found at: http://www.justice.gov.uk/courts/procedure-rules/civil/rules/ Step 5) Claim Particulars This is your opportunity to explain what money is owed to you and why. You will need to provide a statement, called the particulars of claim (POC), explaining what you are claiming for. You will also need to state the amount you are claiming. The POC are restricted to 24 lines of 45 characters and a total of 1,080 characters. If you type more than this the last part of your text will not appear on the claim. Please be aware that the website will only accept the following punctuation: full stop, comma, pound signs. If you do not have enough space to explain your claim online and you need to serve extra, more detailed particulars on the defendant, please tick the box that appears after the statement you may also send detailed particulars direct to the defendant. Please be aware this will then reduce the amount of space left in the main particulars box by three lines. This is because a statement is automatically added explaining you will be serving further particulars. You will be able to see the extra information added in the next screen ‘Summary’. For more information please see the ‘Serving additional Particulars of Claim’ section. If you have enough space to explain your claim online do not tick this box. Interest This screen will ask you if you want to reserve the right to claim interest. If you wish to claim interest please select yes (select no if you do not wish to claim interest). Interest under the County Court Act is charged at 8% per annum. If you select this option please be aware that this will reduce the amount of space left in the main particulars box by six lines. This is because a statement is automatically added explaining you are claiming interest under the County Court Act. You will be able to see the extra information added in the next screen ‘Summary’. If you wish to claim interest under any other act or agreement, please select no. Instead, enter full details of your interest claim in the main POC box. More information on claiming interest is available in booklet EX350 - A guide to debt recovery through the county courts for small businesses (available to download from www.justice.gov.uk/forms). Please be aware court staff cannot provide guidance on whether you are entitled to claim interest. Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 11 of 28\</page_number> Calculating interest under the County Court Act In many cases you can claim interest on the money you are owed. To calculate this, use the steps below: 1. Work out the yearly interest: take the amount you're claiming and multiply it by 0.08 (i.e. 8%). This will equal 8% of the amount claimed). 2. Work out the daily interest: divide the yearly interest from step 1 by 365 (the number of days in a year). 3. Work out the total amount of interest: multiply the daily interest from step 2 by the number of days the debt has been overdue. For example, if you were owed £1,000: - the annual interest would be £80 (1,000 x 0.08 = 80) - divide £80 by 365 to get the daily interest: about 22p a day (80 / 365 = 0.22) - after 25 days this would be £5.50 (25 x 0.22 = 5.50) If you are claiming interest under the County Court Act you will need to complete some extra fields for step 5, including the daily rate of interest. You need to add this amount of interest to the total claim amount and enter it in the box for 'amount claimed' as shown at the bottom of the example. This ensures that any interest due prior to issuing the claim is included in the total amount claimed. This cannot be added to the claim at a later date without making an application for permission from a District Judge which incurs a fee. Please note that you can use the same daily rate to calculate interest from the date the claim was issued to the date of judgment if your claim reaches that stage. Particulars of Claim You are required to provide details of your claim in the box below. If you wish, you may also send detailed particulars direct to the defendant. If you need to do this, please tick here ☐ You must issue your claim within 6 months from the date after service of this claim form. Do you want to reserve the right to claim interest under the County Court Act? Please tick one of the following fields: If you wish to claim interest under any other act or agreement, please provide us with all the full details of your interest agreement in the box below. Date money became owed to you (dd/mm/yyyy): ☑ Yes ☐ No Date you are issuing the claim (dd/mm/yyyy): ☑ Yes ☐ No Claim amount: * £1,005.50 Dally rate of interest up to the date of judgment: * 0.22 Interest due before judgment: * without interest <table> <tr><td>Date money became owed to you (dd/mm/yyyy):</td><td>01/02/2011</td></tr> <tr><td>Date you are issuing the claim (dd/mm/yyyy):</td><td>25/02/2011</td></tr> <tr><td>Claim amount: </td><td>£1,005.50</td></tr> <tr><td>Dally rate of interest up to the date of judgment: </td><td>0.22</td></tr> <tr><td>Interest due before judgment: </td><td>without interest</td></tr> </table> Please enter the interest as an amount; If you are unsure how to calculate this interest difference please refer to this user guide. Claim amounts Amount claimed: £1,005.50 Court fee: £70.00 Total amount: £1,075.50 Calculate In the 'Claim amounts' section, you need to put in the total amount owed to you (including interest). Please remember MCOL can only be used to claim a fixed amount of money. When you click 'calculate', the court fee will be added and your claim figures are complete. Solicitors Costs If you are a Solicitor (and have enrolled with MCOL as such) you will have the opportunity to enter costs. Please refer to the fixed costs table - http://www.justice.gov.uk/courts/procedure-rules/civil/rules/part45-fixed-costs for further information. Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 12 of 28\</page_number> Step 6) Summary & Statement of Truth This is your last chance to review the information you have entered and make sure it is correct. Please read through the summary carefully – remember, amendments after issuing the claim can be time consuming and may incur additional fees and will usually require permission from a District Judge or a court appointed Legal Advisor. If you do not want the claim to be issued immediately then you can save your progress so far as a ‘draft claim’. Draft claims will be saved for 28 days and can be revised at any point during that time, so if you are unsure about any of the details you have provided you may wish to make further enquiries before submitting and paying for your claim. After 28 days have passed if the claim is not issued it will be deleted. You will be asked to confirm that you have read the guidance before you can issue the claim. When you have read the guidance and you are sure the details you have provided are correct, tick the box and type your name in the ‘Signature’ box then click ‘Next’. Please note, if you click ‘Save’ the signature will be removed and you will not be able to proceed to the next step before re-entering it. Step 7 & 8) Payment Details & Confirmation Before you make payment for the claim to be issued. You can provide an email address for the receipt to be issued by email – please note that the court will not be able to produce a duplicate receipt if this step is not taken. You will need to pay a court fee to issue the claim using a credit or debit card. The fee depends on the amount you are claiming. A list of issue fees is available here: https://www.gov.uk/make-court-claim-for-money/court-fees. The fee you pay will be automatically added to the amount you are claiming from the defendant. Please enter your card details carefully and double check all details before pressing submit. Please be aware that the MCOL website experiences a high volume of traffic and you may not be able to make the payment during certain periods. If the website shows the status of the claim as ‘Prepared for Payment’, do not re-start the claim process and issue another claim as this can result in duplicate claims being issued. The court will be advised in due course whether your payment has been successful by our Finance Department. Please log on the next day and the claim will show as ‘issued’ (payment successful) or will state ‘continue’ (payment unsuccessful). If the payment was unsuccessful you may then try to make the payment again. It is important to note that the court cannot withdraw your claim (however quickly you contact us) once it has been successfully submitted in order to stop the claim pack being sent out to the defendant. If you no longer wish to proceed with the claim you can discontinue the claim as per CPR 38.3. In these circumstances you are required to file a Notice of Discontinuance (N279) and serve this on the defendant and the court. Please note that you will not be eligible for a refund of the court fee. Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 13 of 28\</page_number> # Serving Additional Particulars of Claim If during step 5 of issuing the claim you state that you will serve additional Particulars of Claim, you must send the additional particulars to the defendant(s) within 14 days of your claim being issued. You should also send a covering letter to the defendant clearly advising that these are the extra particulars referred to in your claim form and quote the claim number. You must file an ‘N215 Certificate of Service’ with the court within 14 days of the claim being issued. The certificate of service confirms to the court that you have sent the documents to the defendant. The certificate can be filed by post or preferably by email to ccbc@hmcts.gsi.gov.uk . Please include the claim number in the subject line of the email. A blank N215 can be downloaded from www.justice.gov.uk/forms. The second page of the N215 explains how to calculate the ‘date of service’. Please note if the date of service is different to that of the claim form, then you should consider the later date to be the date of service for the claim. For further information please see Civil Procedure Rule 7E.6 at: http://www.justice.gov.uk/courts/procedure-rules/civil/rules/pd_part07e Please note the court does not require copies of the additional documentation you wish to serve upon the defendant at this time. ## When will my claim be issued? The claim will be issued within 2 working days from the date you submit the claim and you will be posted a notice confirming the issue date. You can also check the issue date by logging into your MCOL account and accessing the ‘Claim Overview’. ## How long does the defendant have to respond to my claim? The court will send out a claim pack to each defendant once the claim has been issued and allows 5 calendar days from the date of issue for the service of the claim. Therefore the ‘date of service’ is the 5th calendar day after issue. Please note, if you have served separate particulars of claim then this may affect the deemed date of service (as above). The defendant has 14 calendar days from the ‘date of service’ to file a response. If the last day for filing the response falls on a day that the court is not open (i.e. a weekend or public holiday), the court will allow the next full working day until 4pm for a response. The defendant can extend the time to respond to 28 calendar days by filing an acknowledgment of service (AOS). You will be forwarded a copy and the ‘Claim Overview’ section online will also be updated. Please note - if you made an error when issuing the claim (which comes to the attention of the court when the defendant files their response), you may be required to amend the claim. This may include a formal application with a fee and / or require the claim to be re-served and will take time to resolve. Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 14 of 28\</page_number> # Types of response The defendant can file a response online. If the defendant submits their response online, you will be able to view a copy by clicking on recent transactions on the claim overview page. If the defendant submits their response by post or email you will see the event listed in your account but will not be able to view it online. The court will send you a copy of the document via post. The defendant can also submit a written response to the claim. Responses are usually submitted using the forms supplied in the claim pack, but can be filed in other written formats such as by email or in a typed statement. - Acknowledgment of Service (AOS) – indicates that the defendant intends to file a defence, part admission or contests jurisdiction (the level of court). The AOS also extends the time to do so from 14 to 28 calendar days from the date of service. - States paid defence – the defendant states that the amount claimed has been paid (this may be minus the costs and interest). You will be provided with the defence and will need to confirm whether you wish to proceed with your claim. - Full defence – the defendant wishes to dispute the full amount of the claim. You will be provided with the defence and asked to file a directions questionnaire. - Counterclaim – the defendant wishes to dispute the full amount of the claim and also files a claim against you. The defendant will need to pay a fee to make a counterclaim. If the fee is not paid, the case will proceed as if a full defence has been filed. Once the fee has been paid, the case will be transferred to a County Court Hearing Centre (please note that if you withdraw your claim the case will continue on the counterclaim alone). You will also need to file your response to the counterclaim and a directions questionnaire. Failure to do so could result in the defendant applying to enter Judgment against you. - Part Admission – the defendant wishes to dispute part of the claim. The defendant should state how much of the claim they admit and make an offer of payment for this amount. You will be provided with the details and asked whether you wish to proceed for the full amount of your claim or alternatively enter judgment but only for the amount admitted. - Full Admission – the defendant wishes to make an offer of repayment. This form should be sent directly to you rather than the court (please see the section on entering [judgment](http://www.justice.gov.uk/forms) for information on how to proceed with your claim). Full admissions cannot be submitted online. - No response – the defendant does not respond within the permitted timeframe (please see the section on entering [judgment](http://www.justice.gov.uk/forms) for information on how to proceed with your claim). - Payment – the defendant may send you payment directly following receipt of your claim (please see the section on [settling a claim](http://www.justice.gov.uk/forms)). Please note that the onus is on you to advise the court how you to wish to proceed once the defendant has filed a response / their time to file a response has expired. If you do not send instructions to the court within 33 days once the defendant has filed a defence (or 6 months and 19 days from the date of issue if the defendant does not file a defence) your claim will be stayed, and you will be required to make an application to a District Judge / court appointed Legal Advisor to lift the stay if you wish to proceed. For further information regarding what happens once your claim has been issued, please download the booklet EX304 - I’ve started a claim in court – what happens next? Available at www.justice.gov.uk/forms and follow the information for specified claims issued online. Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 15 of 28\</page_number> # Proceeding with a defended case If you would like to proceed with your claim upon receipt of a paid, full or part defence you must notify the court by following the directions enclosed with the copy of the defendant's response. If you have been sent a questionnaire to complete this must be returned by the date specified. Failure to do so may result in your claim being struck out. Once all parties have filed their questionnaire the case may be referred to a mediator if the parties agree, alternatively it will be transferred to the local County Court Hearing Centre to continue. If mediation is unsuccessful, your claim will also be transferred. If you are making a claim against an individual, the claim will be transferred to their local court. If you are making a claim against a company, the claim will be transferred to your local court, or to your solicitor's local court. You can search for your local county court using the following website: https://courttribunalfinder.service.gov.uk/search/ If you have good reason for the claim to be dealt with at a different court, you can explain this on the questionnaire. Your request will be considered by the District Judge or court appointed Legal Advisor when they are deciding what should happen next (please be aware that the defendant can also make such a request). Once a claim has been transferred you will need to contact the transfer court for any information on the claim's progress as we will no longer be able to update you at MCOL and you will no longer be able to follow the progress of the claim or take action via your MCOL account. If you would like more information about what may happen once the claim is transferred, please download leaflets EX305 (The fast track and the multi track in civil courts) and EX306 (The small claims track in civil courts) or seek legal advice. Both leaflets are available from http://hmctsformfinder.justice.gov.uk/HMCTS/FormFinder.do # Proceeding on an admitted case If the defendant admits the entire claim and you wish to accept this response and make an Order for repayment, you may continue to request judgment online. If however, you do not agree with the repayment method the defendant has offered (or if they have not made an offer) you may ask the court to 'determine' the judgment (decide the instalments the defendant should pay). Please note that you cannot request to do this online. Please see the section on manual judgments for information on how to apply. You will also need to apply manually if the defendant admits only part of the claim and you do not accept the offer. # Informing the court of settlement / discontinuing the claim If you receive payment immediately after you submit the claim please note that although you can mark the claim as settled online, the claim forms will still be issued so you will not be eligible for a refund of the court fee. If the defendant pays you after the claim was issued, you may still be able to pursue them for the fees (although the defendant may file a defence disputing the fees). If you are willing to accept the amount you have received in settlement of the claim, you can mark the case as paid by clicking on 'update claim status' button. If you receive partial payment after issue, then you do not need to let the court know until full payment is made or click on update claim status via your homepage - please note if you update the claim status via MCOL an n279 will still need to be sent to the Defendant (please see below for more information). The defendant may file a defence for the remainder of the claim; or, if they do not respond to the claim, you may request judgment for the remaining balance once their time to respond has expired. Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 16 of 28\</page_number> If you wish to discontinue the claim you will need to file an N279 Notice of Discontinuance. Guidance on how to do this can be found in CPR 38.3 www.justice.gov.uk/courts/procedure-rules/civil/rules-part38 # Requesting Judgment using Money Claim Online (MCOL) If the defendant has not responded to your claim within the allowed time, or they have sent you an admission form and you are willing to accept their offer of payment, you can request judgment via the MCOL website. Please note that the defendant can still reply to your claim until the court has processed your request. If the defendant's reply is late but arrives before or even on the same day as your request, it will have priority. It is your responsibility as a claimant to make sure you enter the right type of judgment. If you do not do so this may lead to the judgment being set aside. ## Step 1 & 2 – Guidance and Type of Judgment Log in to your MCOL account and select the relevant claim from the claim menu. In the Claim Overview, select 'Request Judgment' from the available options. From the first screen (Step 1 of 8), read the guidance carefully and then select continue. In Step 2 you will need to choose whether you are requesting 'judgment by default' (the defendant has not filed a defence or admission to the claim) or 'judgment by acceptance' (the defendant admits that all the money is owed). Remember, you can only request judgment by acceptance if you have received an admission and offer from the defendant. <img>HM Courts & Tribunals Service logo</img> Money Claim Online This is a sample version of Money Claim Online. Version: (08.0.20055) Version: 1.0 (08.0.20055) User: (user name) Date: (date) Time: (time) Page: (page number) Judgment - Select Type of Judgment These fields marked with * are mandatory. Please select one of the options below: Judgment options \* - The defendant has not filed an admission or defence to any claim Judgment by Default - The defendant admits that all the money is owed Judgment by Acceptance Use this option if the defendant has not responded to your claim. Use this option if the defendant has admitted an offer or part of an offer, but does not admit that he/she has a claim against you. Use this option if the defendant has given a new address on the admission form, the details will be updated when the judgment copies. You will also need to choose which defendant you are requesting judgment against. If there are two defendants on the claim you can enter separate judgments against each defendant or request a 'joint judgment'. A joint judgment will mean that the defendants are jointly responsible for paying one instalment per month. Who do you want to request judgment for? Please select one of the options below: Defendants * ☐ Defendant 1 Ms SOA UCT03 SOL UCT03 ☐ Defendant 2 Ms SOA UCT03 SOL UCT03 ☑ Joint judgment ## Step 3 & 4 – Claimant details If you wish to change your details at this point, you will need to stop requesting judgment, return to the MCOL homepage and click on 'Edit Registered Details'. However, you may add a correspondence Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 17 of 28\</page_number> address' in step 4 if this is different from your usual address. Please note that the correspondence address is where the judgment will instruct the defendant to send their payments. Step 5 – Defendant details At this stage, you can update the defendant's address if it has changed since the issue of the claim; however please note that the defendant's name cannot be altered. If the defendant's name is incorrect or you are aware that the defendant's address was incorrect when the claim was issued do not continue requesting judgment – you will need to apply to amend and re-serve the claim. Step 6 – Judgment details You will then need to choose whether to request payment from the defendant in full immediately (forthwith), by a specified date, or in instalments. Please note if you are requesting judgment by acceptance this must be for the instalments offered by the defendant (if they have offered instalments) or by the date specified by the defendant (if they have specified a date). If you do not accept the defendant's offer or if the defendant has not made an offer, then you cannot request judgment online. The option you choose will appear on the judgment Order sent to the defendant. Please note, if you ask for the judgment to be paid by instalments then the defendant will be ordered to pay the first instalment one month from the date the court enters judgment. Further instalments should be paid by the same date in each month after that. If interest was claimed in the particulars of claim then you may add any interest accrued between the date of issue and the date you are requesting judgment. If you are a solicitor you may also add your costs for entering judgment in line with CPR. If the defendant has paid you any money since the issue of the claim, this amount must be acknowledged in the 'deduct amount paid since issue' box. The payment they have already made will be subtracted from the judgment total and will appear on the judgment Order sent to the defendant. Step 7 & 8 – Summary & Confirmation You will then be shown a summary of your judgment request. Check carefully that all the details are correct and then press submit. A request cannot be altered once it has been submitted – if you realise that you have made an error, contact the court immediately by telephone or email for assistance. Please remember that theonus is on you as the claimant to ensure that any judgment request submitted is accurate. If your request is inaccurate then it may lead to judgment being set aside at a later date. For example, if you request judgment by acceptance when you have not received an admission, or for higher instalments than the defendant offered on their admission, then the judgment may be set aside (cancelled). ## Manual Judgment requests If you are unable to request Judgment online, or the Defendant has made an offer of payment that you do not accept, you can request Judgment manually by filling in an N225 or N225A. Please be aware that doing this will prevent you from taking any further action on the claim online. Forms N225 and N225A are available to download from www.justice.gov.uk/forms. Please read the form carefully and make sure that all relevant sections are completed accurately. If Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 18 of 28\</page_number> you have received an admission from the defendant then a copy should be attached to the N225 / N225A before you send it to the court. If you do not accept the defendant’s offer of payment please give reasons for this on the form in order for the court to determine the rate of payment. Incorrectly completed forms will be returned to you for amendment and this will delay judgment being entered and registered. ## When will Judgment be entered? Judgment requests are not registered immediately. In some circumstances you may find that the defendant files a response in the interim and so your judgment cannot be entered. However, requesting judgment online ensures your request is processed as quickly as possible. Manual judgment requests will be processed in order of receipt in accordance with our working targets. Once you have submitted your request online you will see in the ‘Claim Overview’ that judgment has been ‘requested’. When the judgment has been entered and registered, there will be a second entry in the ‘Claim Overview’ confirming that the judgment has been ‘issued’. You should also receive written confirmation that judgment has been entered. If you have submitted a manual judgment request then you will not be able to see the progress of your request via your MCOL account. You should receive written confirmation that judgment has been entered. ## What happens after Judgment has been entered? Once judgment has been entered the defendant will be sent a copy of the Order. The Order will tell the defendant how much to pay, when to pay it and where to send the payments. The payments should be sent to you and not to the court. The judgment will also be entered on a public register by Registry Trust Limited so that it will appear on the defendant’s credit report and could affect their ability to get credit. ## What happens if payment is received? If you claim has been paid in full, you can click on the ‘update claim status’ button from the homepage. Please note that the information may take up to 2 working days to be recorded onto the court system. Remember - it is your responsibility to inform the court that a case has been paid. You should also inform the defendant that you have taken the appropriate action to update the claim. If you cannot update your claim online please email confirmation to ccbc@hmcts.gsi.gov.uk quoting the case number and date payment was received. Please wait until funds have cleared before you mark the case as paid. If you advise the court that a case has been paid but then the payment does not clear, you will be required to make an application to a District Judge, or a court appointed Legal Advisor, and to pay a fee in order to reinstate the case. You must provide the court with the date that you received the money. As with all information provided to the court this date must be accurate. Please note that once judgment has been entered you will no longer be able to discontinue the claim. If you do not wish to continue for any other reason than that the claim has been paid, you will need to make an application to set judgment aside. Please contact the court for further information. Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 19 of 28\</page_number> Once you have confirmed the status, you may archive your claim in your MCOL homepage if you wish to do so. Please note that archiving the claim will not inform the court that it should be paid or discontinued. If the claim has been transferred to another court, you should contact them directly. Contact details for all courts are available via [https://courttribunalfinder.service.gov.uk/search/](https://courttribunalfinder.service.gov.uk/search/) What happens if the defendant does not pay? If the defendant does not make the payments ordered you can consider whether you wish to proceed to enforcement. If you wish to apply for a warrant of control, this can be requested online provided the case is still held at Money Claim Online. There are various other methods available which are explained in the booklet EX321 (I have a judgment but the defendant hasn't paid – what can I do?). This leaflet can be downloaded from [www.justice.gov.uk/forms](http://www.justice.gov.uk/forms). The guidance in (or referred to) in this guide advises you of the relevant forms and County Court hearing Centre to send your application to. Court addresses can be found at the link below [https://courttribunalfinder.service.gov.uk/search/](https://courttribunalfinder.service.gov.uk/search/) Please note that if your claim has been transferred you will no longer be able to see updates online and you will need to contact the court of transfer for future correspondence. If the judgement is for more than £600 you may be able to ask a High Court Enforcement Officer (HCEO) to try to collect the money or remove goods to sell at auction. Whilst you cannot request a Writ online, you do not need to request a transfer to another court. The HCEO will be able to arrange the Writ. Please note MCOL cannot advise how to issue a Writ, or provide updates on the progress of the Writ. You will not be able to view updates on the progress of the Writ online, you will need to liaise with the HCEO. More information about HCEOs can be found in booklet EX345 (About Bailiffs and Enforcement Officers), which can be downloaded from [www.justice.gov.uk/forms](http://www.justice.gov.uk/forms). Additional information can be found via the High Court Enforcement Officer's Association website at [www.hceoa.org.uk](http://www.hceoa.org.uk). Requesting a Warrant online Please note that whilst the use of MCOL for claim issue against 2 defendants is possible, should you wish to issue a joint warrant of control against both defendants at the same time, you will not be able to proceed via MCOL. If you have a joint judgment in a 2 defendant case and you would like the warrant to be executed against both defendants jointly, you will need to apply for a warrant manually. To do this, please refer to leaflet EX322 for information on how to apply and the fees payable. The application should be sent to the County Court money claims Centre (CCMCC) to be processed. Court addresses can be found at [http://courttribunalfinder.service.gov.uk/search/](http://courttribunalfinder.service.gov.uk/search/) If you wish to proceed to issue a warrant of control via MCOL against one defendant, or one defendant at a time, details of how to do so are set out below Step 1 - Guidance Choose the "Warrant" option from Claim Overview page. This brings up a guidance screen, including a warning that the warrant should be for a maximum of £5,000 including costs. Steps 2, 3 & 4 – Claimant / Defendant Address Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 20 of 28\</page_number> Please follow the instructions outlined when entering judgment and select a defendant. Step 5 – Warrant Details On the “Warrant Details” page the claim judgment figures will show in the top section. The “Balance due at date of this request” box should be completed with the current amount outstanding. You must then type in the amount you would like the bailiff to collect on the warrant. This amount cannot be more than the outstanding balance due on the judgment and cannot be more than £4,923 as the system will not allow the warrant to exceed £5,000 (including the warrant fee, which can be confirmed in the EX50 court fees booklet). If you are a Solicitor there will be an opportunity to add your fees as applicable - http://www.justice.gov.uk/courts/procedure-rules/civilrules/part45-fixed-costs If the Judgment is for over £5,000 and payable forthwith or in full by a certain date, you cannot request a warrant unless it relates to the Consumer Credit Act 1974, in which case you may issue a warrant for up to the claim amount. At the bottom of the screen there is a box for “Additional Information” where you can provide any extra information that may assist the bailiff in the execution of the warrant. For example, contact details for yourself and the defendant.” after “execution of the warrant. The additional information has a limit of 120 characters and the same conditions apply regarding punctuation as with the POC. Steps 6, 7 and 8 – Summary, Payment and Confirmation Select “Next” to move on to the “Summary” page. You will need to check all the details and then tick the box to confirm all the information is correct and that you have read the guidance before signing the page. Click “Next” to proceed to the payment screen. What happens after a warrant has been requested? When you return to the “Overview” screen there will be documents available to view confirming the warrant details (including the warrant number and local court “foreign Court code/name”). Once payment is submitted the information will take up to 2 working days to be processed by the court. If the warrant cannot be issued, your request will be rejected and your fee will be refunded. The warrant will be sent to the defendant’s local court for enforcement and the local court should provide you with updates (called “warrant returns”) on the progress. If the warrant cannot be enforced, or if the warrant is paid, you will be sent a “final return” advising that enforcement has concluded and the reasons why. If you receive payment after issuing a warrant, please contact the bailiff immediately. If the warrant request has just been submitted contact the court immediately to bar the case in order to prevent the issue of the warrant. If the warrant has already been issued, contact the enforcing court to ensure the bailiffs do not attempt to collect more than the outstanding debt. A further warrant can be requested from the Claim Overview screen if the previous warrant was unfulfilled. Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 21 of 28\</page_number> Examples of applications a defendant can make (Please note the applications below are not an exhaustive list – for further information please visit- https://www.gov.uk/county-court-judgments-ccj-for-debt) Application to vary Judgment If the defendant is unable to make the payments ordered by the judgment they can submit an application to ‘vary’. If a warrant has been issued, they can also apply to suspend the warrant. The defendant will complete form N245 ‘Application for suspension of a warrant and/or variation of an order’, provide details of their income and expenditure and include an offer of payment. The defendant will need to pay a fee to do this unless they qualify for ‘help with fees’. A copy of the application will be forwarded to you. If you accept the defendant’s offer you do not need to respond. If you do not accept the defendant’s offer you should write to the court which sent you the copy of the application, explaining why you do not accept the offer and what instalments (if any) you would be willing to accept (if your response is not received within 16 days then the court will automatically grant the defendant’s request). The court will send both you and the defendant a ‘Variation Order’ explaining how the defendant should pay. The Variation Order does not change the amount owed or the date that the judgment was registered. If you objected to the defendant’s application and the Variation Order was determined (i.e. the instalments were decided by the court), all parties will be given 16 days from the date of the Order to submit a further response to the court. This should be done in writing and be headed ‘redetermination’. The claim will then be transferred to a local court. Application to set Judgment aside If the defendant wishes to dispute the claim after judgment has been entered or feels that judgment has been entered incorrectly, they may apply to ‘set judgment aside’ by completing form ‘N244 – Application Notice’. The defendant will need to pay to do this unless they qualify for ‘Help with fees’. The case will be transferred to a local court to be referred to a District Judge or a court appointed Legal Advisor. You will usually be given an opportunity to dispute the application and a hearing may be called. If the defendant is an individual the hearing is likely to be held at their local county court, but if the defendant is a company the hearing may be heard at your / your solicitor’s local county court. Application for a Certificate of Satisfaction / Cancellation Once the defendant pays the judgment in full they may apply to the court for a ‘Certificate of Satisfaction / Cancellation’. A certificate is a court sealed document confirming that the judgment has been marked ‘paid’ on the court record. If the judgment was paid within one month, a certificate of cancellation will be provided and the entry removed from the Registry. If you have already advised the court that the judgment has been paid, you will not be notified when the defendant applies for a certificate. However, if the court has not been advised that the claim has been paid, we will need to get in touch to confirm this. You must respond to the court to confirm that Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 22 of 28\</page_number> the judgment has been settled and if so, the date of settlement. Your response must be received by the court within one month of the defendant's application, otherwise the application will automatically be granted and a certificate issued. Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 23 of 28\</page_number> Frequently Asked Questions It is important to note that if you make a mistake upon issuing a claim you will be required to make an application to a District Judge or a court appointed Legal Advisor and pay a fee to amend and re-issue the claim. If you notice an error, please contact the court immediately for guidance. You should also be aware that the defendant(s) is entitled to submit applications to the court throughout the life of the claim. For example, the defendant may apply to strike out the claim, apply to set aside or vary (change the instalments) the judgment or apply for a certificate of satisfaction / cancellation (when the case is paid). This is not an exhaustive list; further information can be found at - [https://www.gov.uk/court-court-judgments-cjcf-for-debt](https://www.gov.uk/court-court-judgments-cjcf-for-debt). ______________________________________________________________________ 1) Login Details I have lost my MCOL user ID or password, what can I do? Unfortunately, MCOL staff are unable to reset your Government Gateway ID or password as they do not have access to the Gateway login information. You will need to do this yourself by going to the login page and selecting the link ‘forgotten either ID or password’. You will be required to provide your email address, MC number and postcode. The first half of your ID or password will be displayed on the screen and the other half will be sent to you via your registered email address. I don’t know my MC customer number – how can I locate this? If you are able to access your MCOL account, you can find your MC number by clicking ‘Edit registered details’ on the top right hand corner of the screen. If you cannot access your MCOL account and require the MC number to complete an ID or password reset, then please email the court your name, address, postcode and email address. Court staff will try to recover your MC number and will inform you if / when it is retrieved. I have forgotten my ID and password for MCOL – how can I log in? If you are unable to retrieve the forgotten information then you will not be able to access your MCOL account. We may be able to move your claims to a new account, please follow the guidance in the annex at the end of this document. Alternatively you will need to continue manually by corresponding with MCOL via email or the helpdesk. You will need to quote your claim number in all emails sent to the court. If you have not issued any claims on this account it may be easier to register again with the Gateway and receive new login details. I am being given the error message “unable to find user – please contact the helpdesk” The error message ‘unable to find user – please contact the helpdesk’ is generated by the Government Gateway when a user is trying to perform multiple password or ID resets. For security reasons Government Gateway accounts have a restriction on frequent changes of password and user IDs. A successful password or ID reset can only be made once within a three day period. Court staff can never reset the password or ID for you. I have logged into my MCOL account, but I cannot see my claims? If you are unable to see your claims on your homepage, please ensure you scroll right to the bottom of the page as the claim menu is located here and this is where your claims are shown. If there are no claims in the account, then it could be that you have registered more than once and are looking in the wrong account. If so, you will need to log out of that account, and log back into MCOL using the Gateway ID and Password you set up which relates to the claim you have issued. Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 24 of 28\</page_number> Please note that if a claim has been archived it will not be not visible on the homepage unless you use the available search fields and specify the claim number or the defendant. Data is retained on MCOL for 3 years after the last action on a submitted claim, it will then be deleted. 2) Claim issue I am having difficulty signing the claim form, what am I doing wrong? To enter your signature you need only type your name in the box provided. However, please note that the signature cannot be saved, so you should only enter your signature when you are ready to submit and pay for your claim. If at any point you leave the page the signature will need to be entered again. If you are not ready to submit the claim yet, all information (apart from the signature), will remain on the site for 28 days. I am having difficulty inputting the Particulars of Claim, what am I doing wrong? When entering the particulars of claim you are restricted to 1080 characters on 24 lines of 45 characters each. The total number of lines remaining to you is shown at the bottom of the box when entering the details. If you have ticked the box indicating you will send out extra particulars, the space available will be reduced to 21 lines and 945 characters. Should you be claiming interest under the County Court Act for your claim, you should tick the box indicating you wish to reserve the right to claim interest. This will again reduce the number of characters and lines available. Please note that should you continue typing information in the box after the total allowed characters has been exceeded they will not be shown on your claim when issued. You will see the information that will be on your claim on the ‘Submit Claim - Summary & Statement of Truth’ page and if this is incomplete you should return to Step 5 and amend the details shown. Once the claim has been issued you will be unable to amend the particulars of claim without making an application to amend the claim which will incur a fee. 3) Your MCOL Account How do I update my registered details? To amend your address details, please go to your MCOL homepage and click on the link to ‘Edit Registered Details’ at the top right corner of the page. To amend your email address on your Government Gateway account, click ‘Edit Registered Details’ and then select ‘Maintain Government Gateway Account’. The following options will be available to you: - your services - manage services - change your details - manage logins You can change your email address via the ‘Change Your Details’ option. Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 25 of 28\</page_number> Useful numbers / contacts The court experiences high volumes of queries by telephone, post and email. This document has been designed to try and save you time by answering any queries you have about MCOL. Please make sure you have read this document carefully before contacting us with any queries – in most cases after reading this document you should find you no longer need to contact us. Please also be aware that court staff are not legally trained and can only offer procedural information and updates on the status of the claim. - You can contact MCOL via telephone: 0300 123 1057 / 01604 619402 All calls come through to our helpdesk and are answered in order of receipt. Please be aware that the helpdesk experiences high volumes of calls and waiting times will vary. The helpdesk is open between 8:45am and 5pm Monday to Friday (except Bank Holidays). - Court documents and queries can be sent via email using the below key. <table> <thead> <tr> <th>To be sent by email</th> <th>With the Subject heading</th> <th>Send to email address</th> </tr> </thead> <tbody> <tr> <td>Directions questionnaire</td> <td>Directions questionnaire</td> <td>ccbcaq@hmcts.gsi.gov.uk</td> </tr> <tr> <td>All Fee paid Applications<br>(N244, draft orders etc)</td> <td>Applications</td> <td>ccbcefees@hmcts.gsi.gov.uk</td> </tr> <tr> <td>Certificate of service</td> <td>Certificate of service</td> <td>ccbc@hmcts.gsi.gov.uk</td> </tr> <tr> <td>Determination Judgments</td> <td>Judgment</td> <td>ccbc@hmcts.gsi.gov.uk</td> </tr> <tr> <td>Address changes</td> <td>Address changes</td> <td>ccbco@hmcts.gsi.gov.uk</td> </tr> <tr> <td>Intention to proceed</td> <td>Intention to proceed</td> <td>ccbc@hmcts.gsi.gov.uk</td> </tr> <tr> <td>Request for copy of Judgment</td> <td>Copy Judgment</td> <td>ccbc@hmcts.gsi.gov.uk</td> </tr> <tr> <td>General correspondence</td> <td>Claim number only (e.g. 1AA23456)</td> <td>ccbco@hmcts.gsi.gov.uk</td> </tr> <tr> <td>Paid in full</td> <td>Paid in full</td> <td>Complete online at: www.moneyclaim.gov.uk/</td> </tr> </tbody> </table> If you are emailing an application, please make sure that you have already paid the application fee or that you contact the court via telephone the same day to pay. Applications received via email which require a fee will be returned if the fee has not been paid before they are processed by court staff. Please be aware that helpdesk staff cannot confirm receipt of emails which have not been processed yet. - The correspondence address for MCOL is: Money Claim Online (MCOL) County Court Business Centre St Katharine’s House 21 – 27 St Katharine’s Street Northampton NN1 2LH - MCOL is based at the County Court Business Centre (CCBC) in Northampton. You can find out more about the Business Centre at the following website: http://www.justice.gov.uk Please note that the Combined Court in Northampton is a separate court and therefore will not be able to help with your query. Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 26 of 28\</page_number> Glossary This brief glossary explains some of the terms used in this document. A full glossary is also available at www.justice.gov.uk, please be aware that not all terms are applicable to MCOL. Archiving claims – Claims can be ‘archived’ if you no longer need to access them via your MCOL account. Please note, archiving a claim does not advise the court that your claim has been settled / withdrawn, you should click on the ‘update claim status’ button to do this. Civil Procedure Rules (CPR) – The rules and procedures for proceedings in civil courts for England and Wales including MCOL. The CPR can be viewed online at www.justice.gov.uk. Northampton County Court Business Centre (CCBC) – The CCBC only deals with claims issued electronically. MCOL claims will remain at the CCBC unless a hearing or enforcement is required. County Court Money Claims Centre (CCMCC) – The CCMCC is responsible for issuing designated money claims submitted by paper (rather than electronically). If you are unable to issue your claim via MCOL (e.g. your claim is against more than two defendants), then you may be able to issue a claim at the CCMCC - Salford Business Centre, PO Box 527, Salford, M5 0BY. Tel: 0300 123 1372 (option 5 or hold). Emails: ccmccce-filing@hmcts.gov.uk or ccmmcustomerqueries@hmcts.gov.uk MCOL / CCBC cannot assist you with queries about CCMCC claims. ‘Bar’ - a bar is placed on a claim to stop a Judgment or Enforcement being issued against the Defendant. A bar is usually placed on the claim because a response has been received from the Defendant, or if an application has been made awaiting a decision by a Judge or court appointed Legal Advisor. Help with fees– Individuals who receive specified benefits or are on a low income may not have to pay court fees. If you believe you may be eligible please download booklet EX160A from www.justice.gov.uk/forms or visit www.gov.uk/get-help-with-court-fees. Please note however that you will not be able to use help with fees upon issuing the claim. Government Gateway ID – This is a 12 digit number you are given when you register with the Government Gateway. The Government Gateway ID is used to log in to the MCOL website. MC Number / MCOL Customer Number – The code assigned to you when you enrol to use MCOL. It is a 12 character code beginning with the letters ‘MC’. The MC number is used by court staff to assist with enquiries and is required to attempt to retrieve lost log in details. ‘Set Aside’ – If an Order is set aside (cancelled) it is no longer valid. E.G. if a judgment is set aside, then it is removed from the public register and can no longer be enforced. ‘Stay’ – The claim is suspended and put on hold. A stay can be applied at the request of the parties (under certain conditions) and can also be applied by the court if one of the parties has not complied with the court’s instructions. In this case the stay will continue indefinitely and will require an application granted by a District Judge or a court appointed Legal advisor, to be lifted so the case can progress. ‘Struck out’ – A court may strike out a claim or the defendant’s response to the claim. This may happen if a District Judge or a court appointed Legal advisor considers the claim or response to have no merit or if the claimant or defendant did not comply with the court’s instructions. If the claim is struck out then you may not proceed with the claim without an application granted by a District Judge or a court appointed Legal advisor to re-instate the claim. If the defendant’s response to the claim is struck out then you may be able to request judgment. Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 27 of 28\</page_number> Annex Lost ID and password guidance: If you have lost both your ID and password you will not be able to regain access to your account as we cannot provide these details to you, therefore to enable you to access your claim(s) details please do the following: 1. Re-register and create a new account with Money Claim Online. Make a note of your Gateway number, MCOL customer number and the password you created. 2. Once you have created a new account please complete the form below to advise us of your name, postal address, email, new MC number and your old MC number. If you cannot find your old MC number we may be able to locate this for you, however you must confirm your new MC number so we can ensure the claim(s) are moved to the correct account. This form should be returned to ccbc@hmcts.gsi.gov.uk. Please write 'new MCOL account request' in the subject field. Please note that 'un-submitted' claims cannot be moved between accounts and if you have not issued any claims on this account it may be easier to register again with the Money Claim Online and receive new login details. PLEASE COMPLETE ALL THE FIELDS IN THE TABLE BELOW THEN COPY AND PASTE IT INTO AN EMAIL TO SEND TO ccbc@hmcts.gsi.gov.uk <table> <tr> <td colspan="2">User details as per MCOL account</td> </tr> <tr> <td>Name</td> <td><input type="text" style="width: 50%;"></td> </tr> <tr> <td>Postal Address</td> <td><textarea style="width: 50%; height: 100px;"></textarea></td> </tr> <tr> <td>Post Code</td> <td><input type="text" style="width: 50%;"></td> </tr> <tr> <td>Email Address</td> <td><input type="email" style="width: 50%;"></td> </tr> <tr> <td>Claim number(s)</td> <td><input type="text" style="width: 50%;"></td> </tr> </table> What is the MC Number? The MC number is the letters MC followed by ten digits i.e. MC0001234567. The number will be given to you during the enrolment process. You can also find the new MC number by logging into your account and clicking on 'edit registered details', the number will be in the top right hand corner. <table> <tr> <td>Old MC customer number</td> <td><input type="text" style="width: 50%;"></td> </tr> <tr> <td>New MC customer number</td> <td><input type="text" style="width: 50%;"></td> </tr> </table> Money Claim Online – user guide (08.17) www.moneyclaim.gov.uk \<page_number>Page 28 of 28\</page_number>	ENGLISH
3240-pdf	<img>Map of Calderdale showing deprivation deciles. Key: 91% to 100%, 81% to 90%, 71% to 80%, 61% to 70%, 51% to 60%, 41% to 50%, 31% to 40%, 21% to 30%, 11% to 20%, 10% most deprived. Ward boundary.</img> Key Deciles for main IMD (England Base) Calderdale Council Indices of Multiple Deprivation 2015 Source: DCLG 2015 Scale: 1:133,000 Drawn By: Business Intelligence Date: 19/10/2015 © Crown Copyright and database right 2015. Ordnance Survey Licence number: T0323069 <img>Map of Calderdale with ward boundaries and deprivation deciles. Key: 91% to 100%, 81% to 90%, 71% to 80%, 61% to 70%, 51% to 60%, 41% to 50%, 31% to 40%, 21% to 30%, 11% to 20%, 10% most deprived. Ward boundary.</img> <img>Map of Calderdale with ward boundaries and deprivation deciles. Key: 91% to 100%, 81% to 90%, 71% to 80%, 61% to 70%, 51% to 60%, 41% to 50%, 31% to 40%, 21% to 30%, 11% to 20%, 10% most deprived. Ward boundary.</img> <img>Map of Calderdale with ward boundaries and deprivation deciles. Key: 91% to 100%, 81% to 90%, 71% to 80%, 61% to 70%, 51% to 60%, 41% to 50%, 31% to 40%, 21% to 30%, 11% to 20%, 10% most deprived. Ward boundary.</img> <img>Map of Calderdale with ward boundaries and deprivation deciles. Key: 91% to 100%, 81% to 90%, 71% to 80%, 61% to 70%, 51% to 60%, 41% to 50%, 31% to 40%, 21% to 30%, 11% to 20%, 10% most deprived. Ward boundary.</img> <img>Map of Calderdale with ward boundaries and deprivation deciles. Key: 91% to 100%, 81% to 90%, 71% to 80%, 61% to 70%, 51% to 60%, 41% to 50%, 31% to	ENGLISH
2285-pdf	Disclosure ref: 23 Sent: 26 Nov 2018 <img>CPS logo</img> Freedom of Information Act 2000 Request Costs involved in prosecuting Andrew Johnstone Request I would like to know the costs involved in prosecuting Andrew Johnstone, who was acquitted following his trial at Westminster Magistrates Court on September 28. He had been accused of shoulder barging a colleague. Response The Crown Prosecution Service (CPS) does not record time spent by internal lawyers, paralegals and administrative staff on a case by case basis. We can therefore only provide counsel costs, which amounted to £690. This figure includes VAT. Information Management Unit 020 3357 0899 IMU@cps.gov.uk <watermark> INVESTORS IN PEOPLE </watermark> Crown Prosecution Service, Information Management Unit, Floor 8, 102 Petty France, London SW1H 9AJ United Kingdom www.cps.gov.uk	ENGLISH
3593-pdf	<img>Ministry of Housing, Communities & Local Government logo</img> Ministry of Housing, Communities & Local Government To all Local Authority Leaders in England CC'd to all Local Authority Chief Executives in England Luke Hall MP Minister for Rough Sleeping and Housing Ministry of Housing, Communities and Local Government 4th Floor, Fry Building 2 Marsham Street London SW1P 4DF Tel: 0303 444 3460 E-Mail: luke.hall@communities.gov.uk www.gov.uk/mhclg \<page_number>27 April 2020\</page_number> Dear Leader, Support for Domestic Abuse Services: COVID-19 I would like to thank you for the work you are doing in responding to the COVID-19 pandemic. As you will be aware, government is making available £750 million for frontline charities, including domestic abuse services. However, I also want to ask for your help in ensuring these services are well supported and equipped to deal with what are already challenging situations, and even more so during these uncertain times. I am aware that a number of local authorities have already been working closely with their local domestic abuse safe accommodation providers, providing assistance and support where needed. However there is not a consistent picture across the country, and I am writing to you now to ask you to work closely with the domestic abuse services in your area, providing support where you deem it necessary in order to protect victims, for example by providing crisis funding to safe accommodation services. You should also work closely with domestic abuse safe accommodation providers in your area to ensure that victims of domestic abuse and their families, including those from out of your area, can be provided with safe emergency accommodation with appropriate support to avoid further pressures on frontline homelessness services. To support you work, the Government has announced a further £1.6 billion of additional funding for Local Government: https://www.gov.uk/government/speeches/communities-secretary-robert-jenrick-on-covid-19-response-18-april-2020. Local authorities are able to use the additional £1.6 billion to help protect vulnerable people, including victims of domestic abuse. We also recognise that housing provision is key. In 2018, Government published statutory guidance designed to help local authorities ensure that victims of domestic abuse in a refuge or other form of temporary accommodation have appropriate priority under their social housing allocation schemes. Today, we published non-statutory guidance for social housing landlords making clear that both supporting victims of domestic violence and providing move-on accommodation count as essential moves, and that these should proceed during this period where safe to do so. It is more important than ever to free up valuable bed space within domestic abuse services, enabling more survivors to escape from potentially life-threatening situations and to access safety and support. If you need additional accommodation to meet demand then you can book rooms through CTM (who are working with Crown Commercial Services) who can be contacted on 01274 726424 (choosing ‘Hotel Team’, then ‘Option 1’), or Covid19@travelctm.com. I would like to thank you once again for all the work you and your teams are doing in managing the delivery of support in response to the COVID-19 outbreak, through your local services, during these unprecedented times. <img>Signature</img> LUKE HALL MP	ENGLISH
4585-pdf	HM REVENUE AND CUSTOMS PERMANENT SECRETARIES MEETINGS WITH EXTERNAL ORGANISATIONS 1 April 2017 – 30 June 2017 Permanent secretary <table> <thead> <tr> <td>Date</td> <td>Person or organisation that meeting was with</td> <td>Purpose of meeting</td> </tr> </thead> <tbody> <tr> <td>Edward Troup April</td> <td>Association of Taxation Technicians</td> <td>Stakeholder meeting as part of engagement plan</td> </tr> <tr> <td>Edward Troup April</td> <td>Association of Conservative Peers</td> <td>Speaking Event (Edward gave speech)</td> </tr> <tr> <td>Edward Troup April</td> <td>Association of Chartered Certified Accountants</td> <td>Interview for magazines</td> </tr> <tr> <td>Edward Troup April</td> <td>Tax Advisor</td> <td>Interview for magazines</td> </tr> <tr> <td>Edward Troup April</td> <td>McKinsey & Company</td> <td>Part of the Finance & Administration work</td> </tr> <tr> <td>Edward Troup April</td> <td>Air Group</td> <td>Stakeholders meeting as part of engagement plan</td> </tr> <tr> <td>Edward Troup April</td> <td>UK Shared Business Services</td> <td>Meeting as part of sponsorship of Senior Leadership Scheme cohort</td> </tr> <tr> <td>Edward Troup May</td> <td>Local Globe,</td> <td>Meeting on data handling</td> </tr> <tr> <td>Edward Troup May</td> <td>Behavioural Insights</td> <td>Meeting regarding speaking at Wednesday Morning Colleagues</td> </tr> <tr> <td>Edward Troup June</td> <td>Deloitte</td> <td>Meeting as part of engagement plan</td> </tr> </tbody> </table>	ENGLISH
3431-pdf	<img>Logo of the United Kingdom Border Force</img> <img>Logo of the United Kingdom Revenue Service</img> JQ1 FOREST SECTOR QUESTIONNAIRE Removals and Production Country: United Kingdom Date: 15 May 2007 Name of Official responsible for reply: Sheila Ward Official Address (in full): Forestry Commission, 231 Corrisbourne Road, Edinburgh EH12 7AT, UK Telephone: +44 131 314 6475 Fax: +44 131 316 4344 E-mail: sheila.ward@forestry.gov.uk <table> <thead> <tr> <th>Product Code</th> <th>Product</th> <th>Unit</th> <th>2005 Quantity</th> <th>2006 Quantity</th> </tr> </thead> <tbody> <tr> <td></td> <td><strong>ROUNDWOOD REMOVALS</strong></td> <td></td> <td></td> <td></td> </tr> <tr> <td>1.0</td> <td>Coniferous</td> <td>1000 m³</td> <td>8,629</td> <td>8,563</td> </tr> <tr> <td>1.1C</td> <td>Non-Coniferous</td> <td>1000 m³</td> <td>8,103</td> <td>8,185</td> </tr> <tr> <td>1.1I</td> <td>Wood Fuel, including Wood for Charcoal</td> <td>1000 m³</td> <td>520</td> <td>376</td> </tr> <tr> <td>1.1LC</td> <td>Coniferous</td> <td>1000 m³</td> <td>177</td> <td>177</td> </tr> <tr> <td>1.1NC</td> <td>Non-Coniferous</td> <td>1000 m³</td> <td>98</td> <td>98</td> </tr> <tr> <td>1.2C</td> <td>INDUSTRIAL ROUNDWOOD (WOOD IN THE ROUGH)</td> <td>1000 m³</td> <td>274</td> <td>274</td> </tr> <tr> <td>1.2NC</td> <td>Coniferous</td> <td>1000 m³</td> <td>8,309</td> <td>8,244</td> </tr> <tr> <td>1.2NC</td> <td>Non-Coniferous</td> <td>1000 m³</td> <td>8,005</td> <td>8,087</td> </tr> <tr> <td>1.3C</td> <td>SAWLOGS AND VENEER LOGS (WOOD IN THE ROUGH)</td> <td>1000 m³</td> <td>5,124</td> <td>5,364</td> </tr> <tr> <td>1.3NC</td> <td>Coniferous Non-Coniferous (wood in the rough)</td> <td>1000 m³</td> <td>5,699</td> <td>5,953</td> </tr> <tr> <td></td><td><strong>PULPWOOD PRODUCTION (ROUND & SPLIT)</strong></td><td></td><td></td><td></td></tr><tr><td></table><table><tbody><tr><th style="text-align:left;">Product Code:</th><th style="text-align:left;">Product:</th><th style="text-align:left;">Unit:</th><th style="text-align:right;">2005 Quantity:</th><th style="text-align:right;">2006 Quantity:</th></tr><tr><td colspan="5" style="text-align:center;"><strong>PULPWOOD PRODUCTION (ROUND & SPLIT)</strong></table><table><tbody><tr><th style="text-align:left;">Product Code:</th><th style="text-align:left;">Product:</th><th style="text-align:left;">Unit:</th><th style="text-align:right;">2005 Quantity:</th><th style="text-align:right;">2006 Quantity:</th></tr><tr><td colspan="5" style="text-align:center;"><strong>PULPWOOD PRODUCTION (ROUND & SPLIT)</strong></table><table><tbody><tr><th style="text-align:left;">Product Code:</th><th style="text-align:left;">Product:</th><th style="text-align:left;">Unit:</th><th style="text-align:right;">2005 Quantity:</th><th style="text-align:right;">2006 Quantity:</th></tr><tr><td colspan="5" style="text-align:center;"><strong>PULPWOOD PRODUCTION (ROUND & SPLIT)</strong></table><table><tbody><tr><th style="text-align:left;">Product Code:</th><th style="text-align:left;">Product:</th><th style="text-align:left;">Unit:</th><th style="text-align:right;">2005 Quantity:</th><th style="text-align:right;">2006 Quantity:</th></tr><tr><td colspan="5" style="text-align:center;"><strong>PULPWOOD PRODUCTION (ROUND & SPLIT)</strong></table><table><tbody><tr><th style="text-align:left;">Product Code:</th><th style="text-align:left;">Product:</th><th style="text-align:left;">Unit:</th><th style="text-align:right;">2005 Quantity:</th><th style="text-align:right;">2006 Quantity:</th></tr><tr><td colspan="5" style="text-align:center;"><strong>PULPWOOD PRODUCTION (ROUND & SPLIT)</strong></table><table><tbody><tr><th style="text-align:left;">Product Code:</th><th style="text-align:left;">Product:</th><th style="text-align:left;">Unit:</th><th style="text-align:right;">2005 Quantity:</th><th style="text-align:right;">2006 Quantity:</th></tr><tr><td colspan="5" style="text-align:center;"><strong>PULPWOOD PRODUCTION (ROUND & SPLIT)</strong></table> <table border='1'> <thead align='top'> <tr align='center'> <th rowspan='2'>Product Code<br>(e.g. 1.3C)</th> <th rowspan='2'>Product<br>(e.g. Roundwood)<br>(including wood in the rough)</th> <th rowspan='2' align='right'>Quantity<br>(m³)</th> <th rowspan='2' align='right'>Quantity<br>(m³)</th> </tr> ``` <tr align='center'> <td colspan='2' align='center'><b>PULPWOOD PRODUCTION (ROUND & SPLIT)</b></td> </tr> <tr align='center'> <td colspan='4' align='center'><hr/></table> ``` <table border='1'> <thead align='top'> <tr align='center'> <th rowspan='2'>Product Code<br>(e.g. 1.3C)</th> <th rowspan='2'>Product<br>(e.g. Roundwood)<br>(including wood in the rough)</th> ``` <thead align='center'> <tr align='center'> <span class='line_item_description'></span>                                                              </thead> <thead align='center'> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span> <span class='line_item_description'></span>&... ``` <img>FOREST SECTOR QUESTIONNAIRE logo</img> JQ2 FOREST SECTOR QUESTIONNAIRE <table> <tr> <td colspan="3">Specify Currency and Unit of Value (e.g. 1000 UK £) : 1000 UK £ ( sterling)</td> <td>Country:</td> <td>United Kingdom</td> <td>Date:</td> <td>15 May 2007</td> </tr> <tr> <td colspan="3"></td> <td>Name of Official responsible for reporting this questionnaire: Ian Ward</td> <td></td> <td></td> <td></td> </tr> <tr> <td colspan="3"></td> <td>Official Address (in full): Forestry Commission, 231 Conistone Road, Ednburgh EH12 7AT, UK</td> <td></td> <td></td> <td></td> </tr> <tr> <td colspan="3"></td> <td>Telephone: +44 131 316 4344</td> <td></td> <td></td> <td></td> </tr> <tr> <td colspan="3"></td> <td>Email: info@forestcommission.gov.uk</td> <td></td> <td></td> <td></td> </tr> </table> <table> <thead> <tr> <th rowspan="2">Product code</th> <th rowspan="2">Product</th> <th rowspan="2">Unit of Quantity</th> <th colspan="2">2005</th> <th colspan="2">2006</th> <th colspan="2">2007</th> <th colspan="2">E X P L O T.</th> <th rowspan="2">2008</th> <th rowspan="2">Value</th> </tr> <tr> <th>Quantity</th> <th>Value</th> <th>Quantity</th> <th>Value</th> <th>Quantity</th> <th>Value</th> <th>Quantity</th> <th>Value</th> <th>Quantity</th> <th>Value</th> </tr> </thead> <tbody> <!-- Product 1 --> <tr style="background-color: #f0f0f0;"> <td><strong>1.1</strong></td> <td><strong>RUBBERWOOD</strong></td> <td><strong>1000 m³</strong></td> <td><strong>685</strong></td> <td><strong>85,304</strong></td> <td><strong>614</strong></td> <td><strong>78,012</strong></td> <td><strong>798</strong></td> <td><strong>86,265</strong></td> <td><strong>697</strong></td> <td><strong>8,577.57</strong></td> <td><strong>697</strong></td> <td><strong>8,577.57</strong></td> </tr> ``` <!-- Product 1.1 --> <!-- ... --> <!-- Product 9.99 --> <!-- ... --> <!-- Product 10.99 --> <!-- ... --> <!-- Product 11.99 --> <!-- ... --> <!-- Product 12.99 --> <!-- ... --> <!-- Product 13.99 --> <!-- ... --> <!-- Product 14.99 --> <!-- ... --> <!-- Product 15.99 --> <!-- ... --> <!-- Product 16.99 --> <!-- ... --> <!-- Product 17.99 --> <!-- ... --> <!-- Product 18.99 --> <!-- ... --> <!-- Product 19.99 --> <!-- ... --> <!-- Product 20.99 --> <!-- ... --> <!-- Product 21.99 --> <!-- ... --> <!-- Product 22.99 --> <!-- ... --> <!-- Product 23.99 --> <!-- ... --> <!-- Product 24.99 --> <!-- ... --> <!-- Product 25.99 --> <!-- ... --> <!-- Product 26.99 --> <!-- ... --> <!-- Product 27.99 --> <!-- ... --> <!-- Product 28.99 --> <!-- ... --> <!-- Product 29.99 --> <!-- ... --> <!-- Product 30.99 --> <!-- ... --> ``` </tbody> </table> <table style="width:100%; border-collapse: collapse;"> <tr style="background-color: #f0f0f0;"> <td style="border-right: none;">Product code:</td><td style="border-right: none;">Product Description:</td><td style="border-right: none;">Unit of Quantity:</td><td style="border-right: none;">Quantity:</td><td style="border-right: none;">Value:</td><td style="border-right: none;">Quantity:</td><td style="border-right: none;">Value:</td><td style="border-right: none;">Quantity:</td><td style="border-right: none;">Value:</td><td style="border-right: none;">Quantity:</td><td style="border-right: none;">Value:</td><td style="border-right: none;">Quantity:</td><td style="border-right: none;">Value:</td><td style="border-right: none;">Quantity:</td><td style="border-right: none;">Value:</TD> <!-- Table data goes here --> <tr style="background-color: #f0f0f0;"> <td style="border-right: none;"><strong>1.1 RUBBERWOOD</strong></ td>< td style="border-right: none;"><strong>RUBBERWOOD INCLUDING WOOD FOR CHARCOAL AND WOOD FOR FUEL USES (WOOD IN THE ROUGH)</strong></ td>< td style="border-right: none;"><strong>1000 m³</strong></ td>< td style="border-right: none;"><strong>685</strong></ td>< td style="border-right: none;"><strong>85,304</strong></ td>< td style="border-right: none;"><strong>614</strong></ td>< td style="border-right: none;"><strong>78,012</strong></ td>< td style="border-right: none;"><strong>798</strong></ td>< td style="border-right: none;"><strong>86,265</strong></ td>< td style="border-right: none;"><strong>697</strong></ td>< td style="border-right: none;"><strong>8,577.57</strong></ td>< td style="border-right: none;"><strong>697</strong></ td>< td style="border-right: none;"><strong>8,577.57</strong></ td>< td style="border-right: none;"><strong>697</strong></ td>< td style="border-right: none;"><strong>8,577.57</strong></ TD <!-- Table data goes here --> <tr style="background-color: #f0f0f0;"> <td style="border-right: none;"><strong>1.2 INDUS TRIAL ROUNDWOOD (WOOD IN THE ROUGH)</strong></ td>< td style="border-right: none;"><strong>RUBBERWOOD INCLUDING WOOD FOR CHARCOAL AND WOOD FOR FUEL USES (WOOD IN THE ROUGH)</strong></ td>< td style="border-right: none;"><strong>1000 m³</strong></ td>< td style="border-right: none;"><<strong>687</strong></ td>< td style="border-right: none;"><<strong>84,675</strong></ td>< td style="border-right: none;"><<strong>610</strong></ td>< td style="border-right: none;"><<strong>77,231</strong></ td>< td style="border-right: none;"><<strong>589</strong></ td>< td style="border-right: none;"><<strong>23,373</strong></ td>< td style="border-right: none;"><<strong>552</strong></ td>< td style="border-right: none;"><<strong>24,231.</stongd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd dddddd ddddd <img>EH logo</img> <img>SP1 logo</img> FOREST SECTOR QUESTIONNAIRE Secondary Processed Wood and Paper Products TRADE Specify Currency and Unit of Value (e.g.-1000 US $): 1000 UK £ (Sterling) Country: United Kingdom Date: 15 May 2007 Name of Official responsible for reply: Sheila Ward Official Address (in full): Forestry Commission, 231 Corstorphine Road, Edinburgh EH12 7AT, UK. Telephone: +44 131 314 6475 Fax: +44 131 316 4344 E-mail: sheila.ward@forestry.gov.uk <table> <thead> <tr> <th>Product code</th> <th>Product</th> <th>IMPORT VALUE</th> <th>EXPORT VALUE</th> </tr> </thead> <tbody> <tr> <td colspan="2">Secondary wood products</td> <td></td> <td></td> </tr> <tr> <td>11</td> <td>Further processed sawnwood</td> <td>145.573</td> <td>178.410</td> <td>31.353</td> <td>35.465</td> </tr> <tr> <td>11.1</td> <td>Cut timber</td> <td>44.072</td> <td>57.838</td> <td>19.502</td> <td>23.680</td> </tr> <tr> <td>11.1NC.</td> <td>Non-coniferous</td> <td>101.501</td> <td>131.057</td> <td>11.830</td> <td>14.965</td> </tr> <tr> <td>11.1NC.T</td> <td>of which: Tropical</td> <td>50.750</td> <td>65.529</td> <td>5.915</td> <td>7.283</td> </tr> <tr> <td>11.2</td> <td>Wooden wrapping and packing equipment</td> <td>36.165</td> <td>44.193</td> <td>26.880</td> <td>22.630</td> </tr> <tr> <td>11.3</td> <td>Builder's joinery and carpentry of wood</td> <td>380.718</td> <td>422.291</td> <td>51.256</td> <td>70.436</td> </tr> <tr> <td>11.4</td> <td>Wooden furniture & fittings of wood, etc.</td> <td>2.082.769</td> <td>2.397.999</td> <td>279.768</td> <td>376.956</td> </tr> <tr> <td>11.5</td> <td>Prefabricated buildings of wood, etc.</td> <td>107.818</td> <td>130.583</td> <td>133.018</td> <td>116.909</td> </tr> <tr> <td>11.5.1</td> <td>of which: made of wood</td> <td>53.909</td> <td>65.292</td> <td>66.509</td> <td>58.454</td> </tr> <tr><td colspan="2">Secondary paper products</td><td></td><td></td></tr> <tr><td rowspan="2">12.</td><td rowspan="2">Composite paper and paperboard Special coated paper Composite coated paper, ready for use Carbon paper and copying paper, ready for use Household and sanitary paper, ready for use Packaging cartons, boxes, etc.</td><td></td><td></td></tr> <tr><td></td><td></td></tr> <tr><td rowspan="2">12.3.</td><td rowspan="2">Special coated paper Special coated paper, ready for use Household and sanitary paper, ready for use Packaging cartons, boxes, etc.</td><td></td><td></td></tr> <tr><td></td><td></td></tr> <tr><td rowspan="2">Other printed products Other printed products of which: printing & writing paper, ready for use of which: articles, moulded or pressed from pulp of which: filler paper & paperboard, ready for use Printed books Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed products Printed books of which: newspapers Newpapers Other printed 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Newpapers Other printed products Printed books of which: newspapers Newpapers Otherprintedproducts Printedsbooksofwhich:newspapersNewspapersOtherprintedproducts Printedsbooksofwhich:newspapersNewspapersOtherprintedproducts Printedsbooksofwhich:newspapersNewspapersOtherprintedproducts Printedsbooksofwhich:newspapersNewspapersOtherprintedproducts Printedsbooksofwhich:newspapersNewspapersOtherprintedproducts Printedsbooksofwhich:newspapersNewspapersOtherprintedproducts Printedsbooksofwhich:newspapersNewspapersOtherprintedproducts Printedsbooksofwhich:newspapersNewspapersOtherprintedproducts Printedsbooksofwhich:newspapersNewspapersOtherprintedproducts Printedsbooksofwhich:newspapersNewspapersOtherprintedproducts Printedsbooksofwhich:newspapersNewspapersOtherprintedproducts Printedsbooksofwhich:newspapersNewspapersOtherprintedproducts Printedsbooksofwhich:newspapersNewspapersOtherprintedproducts Printedsbooksofwhich:newspapersNewspapersOtherprintedproducts Printedsbooksofwhich:newspapersNewspapersOtherprintedproducts Printedsbooksofwhich:newspapersNewspapersOtherprintedproducts Printedsbooksofwhich:newspapersNewspapersOtherprintedproducts Printedsbooksofwhich:newspapersNewspapersOtherprintedproducts Printedsbooksofwhich:newspapersNewspaper <img>UN logo</img> <img>ITTO logo</img> <img>Forest sector logo</img> FOREST SECTOR QUESTIONNAIRE Production and Trade Estimates for 2007 Specify Currency and Unit of Value (e.g.:1000 US $): <table> <thead> <tr> <th>Product Code</th> <th>Product</th> <th>Unit of quantity</th> <th>Production Quantity</th> <th>Imports</th> <th>Value</th> <th>Quantity</th> <th>Exports</th> <th>Value</th> </tr> </thead> <tbody> <tr> <td>1.2<br>1.2.C<br>1.2.NC<br>1.2.NC.T</td> <td>INDUSTRIAL ROUNDWOOD (WOOD IN THE ROUGH)</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td>Coniferous<br>Non-Coniferous<br>of which: Tropical</td> <td>-1000 m²</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>5.C<br>N.C<br>N.C.T</td> <td>SAWNWOOD</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td>Coniferous<br>Non-Coniferous<br>of which: Tropical</td> <td>-1000 m²</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>6.1<br>6.1.C<br>6.1.NC<br>6.1.NC.T</td> <td>VENEER SHEETS</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td>Coniferous<br>Non-Coniferous<br>of which: Tropical</td> <td>-1000 m²</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>6.2<br>6.2.C<br>6.2.NC<br>6.2.NC.T</td> <td>PLYWOOD</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td>Coniferous<br>Non-Coniferous<br>of which: Tropical</td> <td>-1000 m²</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> Country: \_\_\_\_\_\_\_\_\_\_\_\_ Date: Name of Official responsible for reply: \_\_\_\_\_\_\_\_\_\_\_\_ Official Address (in full): \_\_\_\_\_\_\_\_\_\_\_\_ Telephone: \_\_\_\_\_\_\_\_\_\_\_\_ Fax: \_\_\_\_\_\_\_\_\_\_\_\_ E-mail: \_\_\_\_\_\_\_\_\_\_\_\_ <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardship Council)</img> <img>FSC logo (Forest Stewardhip) <img>ITTO logo</img> <img>UN logo</img> <img>ECOS logo</img> ITTO2 FOREST SECTOR QUESTIONNAIRE Trade in Tropical Species Specify Currency and Unit of Value (e.g.: 1000 US $): <table> <thead> <tr> <td rowspan="2">Product</td> <td rowspan="2">Classifications HS/HS2002</td> <td colspan="3">I.M.F.O.R.T.</td> <td colspan="3">E.X.P.O.R.T.</td> </tr> <tr> <td>Scientific Name</td> <td>Local/Trade Name</td> <td>Quantity (1000 m³)</td> <td>Value</td> <td>Quantity (1000 m³)</td> <td>Value</td> <td>Quantity (1000 m³)</td> <td>Value</td> </tr> </thead> <tbody> <tr> <td rowspan="5">1.3.N.C.T.</td> <td rowspan="5">Industrial Roundwood (wood of the trunk), (wood of the trunk).</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>44.03.40 ex 44.03.99</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr><td rowspan="5">2.1.N.C.T.</td><td rowspan="5">Samawood, Tropical</td><td>44.07.20 ex 44.07.99</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td rowspan="5">6.1.N.C.T.</td><td>44.08.30 ex 44.08.90</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td rowspan="5">Veneer Basic, Tropical</td><td>44.12.13 ex 44.12.14 44.12.22 ex 44.12.23 ex 44.12.29</td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td/></tr><tr><tbody style="vertical-align:top;"> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;">Note: List the major species traded in each category. Use additional sheet if more species to be explicitly reported. For tropical plywood, identify by face veneer if composed of more than one species.</th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th> </tr>> <tr style="vertical-align:top;"> <th colspan="8" style="text-align:center;"></th>, <tfoot> <tr> <th colspan='9' align='right'>Date:</th> <th align='right'>Country:</th> <th align='right'>Name of Official responsible for reply:</th> <th align='right'>Official Address (in full):</th> <th align='right'>Telephone:</th> <th align='right'>Fax:</th> <th align='right'>E-mail:</th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <th align='right'></th> <table cellspacing= <img>UN emblem</img> <img>UN logo</img> <img>EM logo</img> <img>Tropical forest logo</img> ITTO3 FOREST SECTOR QUESTIONNAIRE Miscellaneous Items (use additional paper if necessary) <table> <tr> <td rowspan="2">Current import tariff</td> <td colspan="2">Logs</td> <td colspan="2">Tropical:</td> <td colspan="2">Non-Tropical:</td> <td colspan="2">Sawn</td> <td colspan="2">Non-Tropical:</td> <td colspan="2">Veneer</td> <td colspan="2">Tropical:</td> <td colspan="2">Non-Tropical:</td> <td colspan="2">Plywood</td> <td colspan="2">Tropical:</td> <td colspan="2">Non-Tropical:</td> </tr> <tr> <td>Tropical:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>Tropical:</td> <td></td> <td></td> <td></td> <td>Tropical:</td> <td></td> <td></td> <td>Plywood</td> <td></td> <td></td> </tr> </table> \| Country: \| Date: \| \|---\|---\| \| Name of Official responsible for reply: \| \| \| Official Address (in full): \| \| \| Telephone: \| Fax: \| \| E-mail: \| \| 1 Please enter current import tariff rates applied to tropical and non-tropical timber products. If available, please provide tariffs by the relevant customs classification category. If tariff levels have been reported in previous years, enter changes only. (Logs = JQ code 1.2, Sawn = JQ code 5, Veneer = JQ code 6.1, and Plywood = JQ code 6.2) Comments (if any): Please comment on any quotas, incentives, disincentives, tariff/non-tariff barriers or other related factors which now or in future will significantly affect your production and trade of tropical timber products. 3 Please elaborate on any short or medium term plans for expanding capacity for (further) processing of tropical timber products in your country. 4 Please indicate any trends or changes expected in the species composition of your trade. How important are lesser-used tropical timber species and/or minor tropical forest products? 5 Please indicate trends in domestic building activity, housing starts, mortgage/interest rates, substitution of non-tropical wood and/or non-wood products for tropical timbers, and any other domestic factors having a significant impact on tropical timber consumption in your country. 6 Please indicate the extent of foreign involvement in your timber sector (e.g. number and nationalities of concessionaires/mill (joint) owners, area of forest allocated, scale of investment, etc.). 7 Please provide details of any relevant forest law enforcement activities (e.g. legislation, fines, arrests, etc.) in your country in the past year. 8 Please indicate the current extent of forest plantations in your country (ha), annual establishment rate (ha/yr) and proportion of industrial roundwood production from plantations. <img>ECE1 logo</img> <img>Forest Commission logo</img> ECE1 FOREST SECTOR QUESTIONNAIRE TRADE IN ROUNDWOOD AND SAWNWOOD: TEMPERATE SPECIES Specify Currency and Unit of Value (e.g. 1000 US $): 1000 UK £ (Sterling) \| Country \| United Kingdom \| Date \| 18 May 2007 \| \|---\|---\|---\|---\| \| Name of Official responsible for reply \| Sheila Ward \| \| \| Official Address (In Ref.) \| Forestry Commission, 231 Condershire Road, Edinburgh EH12 7AT, UK \| \| \| Telephone \| +44 131 314 6475 \| Fax \| +44 131 316 4344 \| \| E-mail \| sheila.ward@forestry.gov.uk \| \| <table> <thead> <tr> <th rowspan="2">Product Code</th> <th rowspan="2">Classifications H96/Hs2002</th> <th rowspan="2">Product</th> <th colspan="2">U.M.P.O.R.T.</th> <th colspan="2">2005</th> <th colspan="2">2006</th> <th colspan="2">EX.P.O.R.T.</th> <th colspan="2">2005</th> <th colspan="2">2006</th> </tr> <tr> <th>Quantity</th> <th>Value</th> <th>Quantity</th> <th>Value</th> <th>Quantity</th> <th>Value</th> <th>Quantity</th> <th>Value</th> <th>Quantity</th> <th>Value</th> <th>Quantity</th> <th>Value</th> </tr> </thead> <tbody> <tr> <td><strong>1.2.C</strong></td> <td><strong>44.03.20</strong></td> <td><strong>Industrial Roundwood (wood in the rough), Coniferous</strong></td> <td>1000 m³</td> <td>564</td> <td>33,617</td> <td>520</td> <td>37,188</td> <td>497</td> <td>20,142</td> <td>547</td> <td>22,159</td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td><strong>ex 44.03.20</strong></td> <td><strong>Fir/spruce<br/>1. Pine<br/>2. Spruce<br/>3. Other<br/></strong></td> <td>1000 m³</td> <td>66</td> <td>11,723</td> <td>68</td> <td>14,332</td> <td>165</td> <td>8,508</td> <td>185</td> <td>6,942</td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td><strong>ex 44.03.29</strong></td> <td><strong>All other temperate zone<br/>Other temperate zone<br/></strong></td> <td>1000 m³</td> <td>455</td> <td>7,498</td> <td>378</td> <td>6,491</td> <td>665</td> <td>4,997</td> <td>695</td> <td>3,839</td> <td></td> <td></td> <td></td> </tr> <tr> <td><strong>1.2.NC</strong></td> <td><strong>44.03.40 44.03.90<br/>All other temperate zone<br/>Other temperate zone<br/></strong></td> <td><strong>Industrial Roundwood (wood in the rough), Non-coniferous<br/>all other temperate zone<br/>other temperate zone<br/></strong></td> <td>1000 m³</td> <td>455</td> <td>14,498</td> <td>443</td> <td>16,364</td> <td>237</td> <td>5,136</td> <td>183</td> <td>4,396</td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td><strong>ex 44.03.95<br/>ex 44.03.99<br/>ex 44.03.99<br/>ex 44.03.99<br/></strong></td> <td><strong>All other temperate zone<br/>Birch<br/>Birch<br/>Birch<br/></strong></td> <td>1000 m³</td> <td>93</td> <td>30,982</td> <td>86</td> <td>40,924</td><td>86</td><td>2,830</td><td>5</td><td>2,059</td><td></td><td></td><td></td> </tr> <tr style="border-top: double;"> <th>S.C.</th>                                       <br> </th> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> </th> ``` <table border="1"> <thead style="background-color: #cccccc;"> <tr style="text-align: center;"> <th>Description of Product Code & Classification (H.S.)<sup>(a)</sup></th> <th style="text-align: right;">Unit of Measure (U.M.)<sup>(b)</sup></th> <th style="text-align: left;">Description of Product Code & Classification (H.S.)<sup>(c)</sup></th> <th style="text-align: right;">Quantity (m³)</th> <th style="text-align: right;">Unit Price (GBP)</th> <th style="text-align: right;">Total Value (GBP)</th> <th style="text-align: right;">Quantity (m³)</th> <th style="text-align: right;">Unit Price (GBP)</th> <th style="text-align: right;">Total Value (GBP)</th> <th style="text-align: right;">Quantity (m³)</th> <th style="text-align: right;">Unit Price (GBP)</th> <th style="text-align: right;">Total Value (GBP)</th> <th style="text-align: right;">Quantity (m³)</th> <th style="text-align: right;">Unit Price (GBP)</th> <th style="text-align: right;">Total Value (GBP)</th> </tr> </thead> <tbody> <tr style="background-color: #f5f5f5;"> <form method="post" action="/submit-form"> <input type="hidden" name="_method" value="POST"> <input type="hidden" name="_token" value=""> <input type="hidden" name="_next" value=""> <input type="hidden" name="_redirect_to" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> <input type="hidden" name="_secure_token" value=""> ``` EU1 FOREST SECTOR-QUESTIONNAIRE Trade with countries outside EU Country: United Kingdom Date: 15 May 2007 Name of Official responsible for reply: Sheela Ward Address of Official's office: 231 Combridge Road, Edgware EN13 1AT, UK Telephone: +44 131 314 6475 Fax: +44 131 318 0344 E-mail: sheela.ward@kew.org.uk Specify Currency and Unit of Value (e.g. 1000 UOM: 1000 UK £ Sterling) <table> <thead> <tr> <td>Product code</td> <td>Product</td> <td>Unit of Measure</td> <td>100S</td> <td>EXPORT</td> </tr> <tr> <td></td> <td></td> <td></td> <td>2006</td> <td>2006</td> </tr> </thead> <tbody> <tr> <td>1</td> <td>BROADLEAF WOOD</td> <td>1000 m³</td> <td>86</td> <td>78.958</td> <td>64</td> <td>28.434</td> <td>64</td> <td>1.484</td> <td>726</td> </tr> <tr> <td>1.1</td> <td>BROADLEAF WOOD INCLUDING WOOD FOR CHARCOAL</td> <td>1000 m³</td> <td>3</td> <td>632</td> <td>2</td> <td>465.5</td> <td>0</td> <td>91.0</td> <td>0</td> <td>87</td> </tr> <tr> <td>1.2</td> <td>BROADLEAF WOOD INCLUDING WOOD IN THE ROUGH</td> <td>1000 m³</td> <td>696.585</td> <td>696.585</td> <td>29.779</td> <td>29.779</td> <td>29.779</td> <td>29.779</td> <td>29.779</td> <td>29.779</td> </tr> <tr> <td>1.3C.</td> <td>Cone/Coniferous</td> <td>1000 m³</td> <td>33</td> <td>3.897</td> <td>33</td> <td>4.967</td> <td>80</td> <td>1.446</td> <td>80</td> <td>441</td> </tr> <tr> <td>1.3A.</td> <td>Northern Hemisphere Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which: Tropical Wood of which:</td> <td>1000 m³</td> <td>65.585</td> <td>65.585</td> <td>26.234</td> <td>26.234</td> <td>26.234</td> <td>26.234</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></tr> <tr style="border-top-style:solid;border-top-width:.5px;border-top-color:#ccc;"> <th colspan="1">WOOD CHIPS AND PARTICLES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/>WOOD RESIDUES<br/></th> <tr style="border-top-style:solid;border-top-width:.5px;border-top-color:#ccc;"> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS)</th> <th colspan="1">PARTICULARS OF IMPORTING ODS) <img>UN Emblem</img> <img>FAO logo</img> <img>EU2 FOREST SECTOR QUESTIONNAIRE</img> Country: United Kingdom Date: 15 May 2007 Name of Official responsible for reply: Sheila Ward Official Address (in full): Forestry Commission, 231 Corstorphine Road, Edinburgh EH12 7AT, UK Telephone: +44 131 314 6475 Fax: +44 131 316 4344 E-mail: sheila.ward@forestry.gsi.gov.uk EU2 FOREST SECTOR QUESTIONNAIRE Removals by type of ownership <table> <thead> <tr> <th>Product code</th> <th>Ownership</th> <th>Unit</th> <th>2005 Quantity</th> <th>2006 Quantity</th> </tr> </thead> <tbody> <tr> <td colspan="5" style="text-align:center">ROUNDWOOD REMOVALS</td> </tr> <tr> <td>1</td> <td>ROUNDWOOD<br>Coniferous<br>Non-coniferous</td> <td>1000 m<sup>3</sup></td> <td>8,623</td> <td>8,563</td> </tr> <tr> <td>1.C</td> <td>Coniferous</td> <td>1000 m<sup>3</sup></td> <td>8,103</td> <td>8,185</td> </tr> <tr> <td>1.NC</td> <td>Non-coniferous</td> <td>1000 m<sup>3</sup></td> <td>529</td> <td>378</td> </tr> <tr> <td colspan="5" style="text-align:center">State forests:</td> </tr> <tr> <td></td> <td>Coniferous<br>Non-coniferous</td> <td>1000 m<sup>3</sup></td> <td>4,554</td> <td>4,635</td> </tr> <tr> <td></td> <td>Coniferous<br>Non-coniferous</td> <td>1000 m<sup>3</sup></td> <td>4,496</td> <td>4,496</td> </tr> <tr> <td colspan="5" style="text-align:center">Other publicly owned forests:</td> </tr> <tr> <td></td> <td>Coniferous<br>Non-coniferous</td> <td>1000 m<sup>3</sup></td> <td>88</td> <td>40</td> </tr> <tr> <td></td> <td>Coniferous<br>Non-coniferous</td> <td>1000 m<sup>3</sup></td> <td>n/a</td> <td>n/a</td> </tr> <tr> <td colspan="5" style="text-align:center">Private forest:</td> </tr> <tr> <td></td> <td>Coniferous<br>Non-coniferous</td> <td>1000 m<sup>3</sup></td> <td>n/a</td> <td>n/a</td> </tr> <tr> <td></td> <td>Coniferous<br>Non-coniferous</td> <td>1000 m<sup>3</sup></td> <td>4,039</td> <td>4,024</td> </tr> <tr> <td></td> <td>Coniferous<br>Non-coniferous</td> <td>1000 m<sup>3</sup></td> <td>3,607</td> <td>3,686</td> </tr> <tr> <td></td> <td>Coniferous<br>Non-coniferous</td> <td>1000 m<sup>3</sup></td> <td>432</td> <td>338</td> </tr> <tr><td colspan="5" style="text-align:left"><strong>Note:</strong><br>- Ownership categories correspond to those of the TBFRA.<br>-- State forests: Forests owned by national, state and regional governments, or government-owned corporations; Crown forests.<br>-- Other publicly owned forests: Forests belonging to cities, municipalities, villages and communes.<br>-- Private forests: Forests owned by individuals, co-operatives, enterprises and industries and other private institutions.<br>-- The unit should be solid cubic metres, under bark.</td></tr></tbody></table> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it.</img> <img>EFS logo with "EU2" text over it." <img>EU3 logo</img> <img>EU3 logo</img> EU3 FOREST SECTOR QUESTIONNAIRE TRADE in sawlogs / pulpwood and other industrial roundwood by species Country: United Kingdom Date: 15 May 2007 Name of Official responsible for reply: Sheila Villard Address of Official responsible for reply: 251 Connaught Road, Edinburgh EH1 7AX UK Telephone: +44 131 314 6475 Fax: +44 131 316 4394 E-mail: sheila.villard@ministry.gov.uk Specify Currency and Unit of Value (e.g. 1000 cum; 1000 UK £ / Sterling) <table> <thead> <tr> <th rowspan="2">Product code</th> <th rowspan="2">Classification CN 2002</th> <th rowspan="2">Product</th> <th colspan="2">Unit of quantity</th> <th colspan="2">IMPORT</th> <th colspan="2">EXPORT</th> </tr> <tr> <th>2005</th> <th>2006</th> <th>2005</th> <th>2006</th> <th>2005</th> <th>2006</th> </tr> </thead> <tbody> <tr> <td>1.2</td> <td>44.83.20.95.90</td> <td><strong>INDUSTRIAL ROUNDWOOD (WOOD IN THE ROUGH)</strong></td> <td>Quantity</td> <td>Value</td> <td>Quantity</td> <td>Value</td> <td>Quantity</td> <td>Value</td> <td>Quantity</td> <td>Value</td> </tr> <tr> <td></td> <td></td> <td>Sawlogs and veneer logs from:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td>- Sawlogs and veneer logs from:</td> <td>1000 m³</td> <td>657</td> <td>64.8(1)</td> <td>610</td> <td>77.7(1)</td> <td>605</td> <td>25.9(2)</td> <td>657</td> <td>47.9(3)</td> </tr> <tr> <td></td> <td></td> <td>- <strong>Cedrus deodara (Deodar Cedar) </strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td>- <strong>Picea abies (Abies) </strong></td> <td>1000 m³</td> <td>381</td> <td>8.48(1)</td> <td>377</td> <td>9.48(1)</td> <td>381</td> <td>9.48(1)</td> <td>377</td> <td>9.48(1)</td> </tr> <tr> <td></td> <td></td> <td>- <strong>Fagus sylvatica subsp. Mill. Picea abies Karst.) </strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td>- <strong>Picea abies (Abies) </strong></td> <td>1000 m³</td> <td>381</td> <td>8.48(1)</td><td>377</td><td>9.48(1)</td><td>381</td><td>9.48(1)</td><td>377</td><td>9.48(1)</td><td>22.58(4)</td><td></td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u202f<br>\u20... <img>UN emblem</img> <img>UN emblem</img> <img>UN emblem</img> <img>UN emblem</img> JQ2 (Supp. 1) FOREST SECTOR QUESTIONNAIRE Trade CRO98-REFERENCES TO HS96, HS2002 AND SITC Rev.3 \| Product Code \| Product \| HS96 \| Classifications \| HS2002 \| SITC Rev.3 \| \|---\|---\|---\|---\|---\|---\| \| \| ROUNDWOOD \| 44.01.10 44.03.2540/90 \| no change \| 245.01 247.3 247.5 \| no change \| \| 1 \| WOOD CHIPS, INCLUDING WOOD FOR CHARCOAL \| 44.01.10 \| no change \| 248.1 \| no change \| \| 2 \| INDUSTRIAL ROUNDWOOD (WOOD IN THE ROUGH) \| 44.03.2540/90 \| no change \| 247.5 \| no change \| \| 1.2.C \| Coniferous \| 44.03.25 \| no change \| 247.4 \| no change \| \| 1.2.NC.T \| of which Tropical \| 44.03.25T \| no change \| 247.5T \| no change \| \| 3 \| WOOD CHIP PARTICLES \| 44.03.25T \| no change \| 247.5T & ex 247.52 \| no change \| \| 3 \| WOOD CHIPS AND PARTICLES \| 44.03.25T & ex 247.52 & ex 247.5T & ex 247.52 & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T & ex 247.5T &exs:1,3,6,8,10,11,13,16,18,19,31,33,36,38,39,61,63,66,68,69,81,83,86,88,91,93,96,98,99,101,103,106,108,110,113,116,118,119,136,138,139,166,168,169,186,188,190,193,196,198,199,306,308,309\] \| \| -N.C.T \| of which Tropical \| -N.C.T \| no change(ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:ex:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION\</page_number>:\<page_number>EXTRACTION</pages> \| -N.C.T \| of which Tropical \| -N.C.T \| no change(ex:<pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages><pages>\<pages:\<lines:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:\<line:</lines> \| -N.C.T \| of which Tropical \| -N.C.T \| no change(ex：\<lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：(lines：</table> <table> <tr> <td rowspan="3">Product Code<br/>HS96<br/>Classifications<br/>HS200<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96<br/>SITC Rev.</td> <td rowspan="3">Product<br/>HS96<br/>Classifications<br/>HS96... <img>UN logo</img> <img>ECOSI logo</img> <img>ECOSI logo</img> <img>ECOSI logo</img> JQ2 (Supp. 1) FOREST SECTOR QUESTIONNAIRE Trade CROS8-REFERENCES TO HS96, HS5002 AND SITC Rev.3 <table> <thead> <tr> <th rowspan="2">Product Code</th> <th rowspan="2">Product</th> <th colspan="2">HS96</th> <th rowspan="2">SITC Rev.3</th> </tr> <tr> <th>HS2002</th> <th>C l a s s i f i c a t i o n s</th> </tr> </thead> <tbody> <tr> <td>8</td> <td>OTHER PULP<br/>PULP FROM FIBRES OTHER THAN WOODY<br/>RECOVERED FIBRE PULP</td> <td>47.08<br/>47.08.1010<br/>47.08.20</td> <td>no change ex 251.92<br/>no change ex 251.92<br/>no change ex 251.92<br/>no change ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92<br/>ex 251.92</td> </tr> <tr> <td>8</td> <td>RECOVERED PAPER PULP</td> <td>47.08</td> <td></td> <td></td> </tr> <tr> <td>10</td> <td>PAPER AND PAPERBOARD</td> <td>48.07(0)36(34)(43)(66)(68)86(89)6(7)7(17)3 ex48.11(8) ex48.11(8) ex48.1(8)</td> <td>48(0)36(34)(43)(66)(68)86(89)6(7)7(17)3 ex48.(8) ex48.(8) ex48.(7)</td> <td>64t(3)36(43)(66)(68)86(89)6(7)7(17)3 ex48.(7)</td> </tr> <tr> <td>10.1</td> <td>GRAPHIC PAPERS</td> <td>48.07(0)36(34)(43)(66)(68)86(89)6(7)7(17)3 ex48.(8) ex48.(8) ex48.(7)</td> <td>48.(0)36(43)(66)(68)86(89)6(7)7(17)3 ex48.(7)</td> <td>64t(3)36(43)(66)(68)86(89)6(7)7(17)3 ex48.(7)</td> </tr> <tr> <td>10.1.1</td> <td>NEWSPRINT</td> <td>48.07</td> <td></td> <td></td> </tr> <tr> <td>10.1.3</td> <td>MACHINICAL PAPER</td> <td>48.07(0)36(34)(43)(66)(68)86(89)6(7)7(17)3 ex48.(8) ex48.(8) ex48.(7)</td> <td>48.(0)36(43)(66)(68)86(89)6(7)7(17)3 ex48.(7)</td> <td>64t(3)36(43)(66)(68)86(89)6(7)7(17)3 ex48.(7)</td> </tr> <tr> <td>10.1.3</td> <td>UNCOATED WOODFREE PAPER</td> <td>48.07(0)36(34)(43)(66)(68)86(89)6(7)7(17)3 ex48.(8)</td> <td>48.(0)36(43)(66)(68)86(89)6(7)(7)(17)(3)</td> <td></td> </tr> <tr> <td>10.1.4</td> <td>PAPER FOR PRINTING AND REPRODUCTION</td> <td>48.(0).36.(3).4.(0).3.(0).4.(0).3.(0).4.(0).3.(0).4.(0).3.(0).4.(0).3.(0).4.(0).3.(0).4.(0).3.(0).4.(0).3.</td> <td></td> <td></td> </tr> <tr> <td>10.2</td> <td>SANITARY AND HOUSEHOLD PAPERS</td> <td>48.07</td> <td></td> <td></td> </tr> <tr> <td>10.3</td> <td>PACKAGING MATERIALS</td> <td>40.</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br/></tr><br/> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">Note:</br>The term "ex" means that there is no complete correlation between the two codes and that only a part of the HS/HS50/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS/HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">For instance "ex 40,3,9" under product 1, 2.NCT means that only a part of HS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS/HSHS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">The term "other" means that there is no complete correlation between the two codes and that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">For instance "other" under product 1, NCT means that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">The term "other" means that there is no complete correlation between the two codes and that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">For instance "other" under product 1, NCT means that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">The term "other" means that there is no complete correlation between the two codes and that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">For instance "other" under product 1, NCT means that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">The term "other" means that there is no complete correlation between the two codes and that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">For instance "other" under product 1, NCT means that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">The term "other" means that there is no complete correlation between the two codes and that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">For instance "other" under product 1, NCT means that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">The term "other" means that there is no complete correlation between the two codes and that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">For instance "other" under product 1, NCT means that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">The term "other" means that there is no complete correlation between the two codes and that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">For instance "other" under product 1, NCT means that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">The term "other" means that there is no complete correlation between the two codes and that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">For instance "other" under product 1, NCT means that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">The term "other" means that there is no complete correlation between the two codes and that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">For instance "other" under product 1, NCT means that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">The term "other" means that there is no complete correlation between the two codes and that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">For instance "other" under product 1, NCT means that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">The term "other" means that there is no complete correlation between the two codes and that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">For instance "other" under product 1, NCT means that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">The term "other" means that there is no complete correlation between the two codes and that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">For instance "other" under product 1, NCT means that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">The term "other" means that there is no complete correlation between the two codes and that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">For instance "other" under product 1, NCT means that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">The term "other" means that there is no complete correlation between the two codes and that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">For instance "other" under product 1, NCT means that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">The term "other" means that there is no complete correlation between the two codes and that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">For instance "other" under product 1, NCT means that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">The term "other" means that there is no complete correlation between the two codes and that only a part of the HS code is applicable.<br/><br/></tr> <tr style="border-top: double;"> <td colspan="5" style="text-align: center;">For instance "other" under product 1, NCT means that only a part of the HS code is applicable.<br/><br/></tr> <tr style='background-color:#fdd; border-bottom-style:solid; border-bottom-width:.0px; border-bottom-color:#fdd;'> <table cellspacing='none' cellpadding='none' border='none'> <tbody id='table_thead'> <tr id='table_tr_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead_thead'> <th id='table_th'>Product Code</th><th id='table_th'>Product Code Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</th><th id='table_th'>Description (Code)</than </tbody </tfoot </table <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</div <div class=description>Description:</<div ```html <table cellspacing="" cellpadding="" border=""> <thead cellspacing="" cellpadding="" border=""> <tr cellspacing="" cellpadding="" border=""> <th rowspan="">Product Code</h></span>                                                       <span>> Product Code Description < /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>< /span>>> <th rowspan="">Product Code Description ></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h></h>\> <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th rowspan="">Product Code Description > <th row... ``` <img>UN logo</img> <img>Eurostat logo</img> <img>EUROSTAT logo</img> <img>EUROSTAT logo</img> SP1 (Supp. 1) FOREST SECTOR QUESTIONNAIRE Secondary Processed Wood and Paper Products CROSS-REFERENCES TO HS96, HS2002 AND SITC Rev.3 <table> <thead> <tr> <th rowspan="2">Product Code</th> <th rowspan="2">Product</th> <th colspan="3">Classifications</th> </tr> <tr> <th>HS96</th> <th>HS2002</th> <th>SITC Rev.3</th> </tr> </thead> <tbody> <tr> <td><strong>11</strong></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td><strong>11.1</strong></td> <td><strong>Further processed sawnwood</strong></td> <td><strong>44.09</strong></td> <td><strong>Secondary wood products</strong></td> <td><strong>no change</strong></td> <td><strong>248.3 248.5</strong></td> </tr> <tr> <td><strong>11.1.C</strong></td> <td><strong>Coniferous</strong></td> <td><strong>44.0910</strong></td> <td></td> <td><strong>no change</strong></td> <td><strong>248.3</strong></td> </tr> <tr> <td><strong>11.1.NC.</strong></td> <td><strong>Noxious</strong></td> <td><strong>44.0320</strong></td> <td></td> <td><strong>no change</strong></td> <td><strong>248.5</strong></td> </tr> <tr> <td><strong>11.1.NC.T</strong></td> <td><strong>of which: Tropical</strong></td> <td><strong>ex 44.09.20</strong></td> <td></td> <td><strong>no change</strong></td> <td><strong>ex 248.5</strong></td> </tr> <tr> <td><strong>11.2</strong></td> <td><strong>Wooden wrapping and packing equipment</strong></td> <td><strong>44.15 44.16</strong></td> <td></td> <td><strong>no change</strong></td> <td><strong>635.1/12 635.2</strong></td> </tr> <tr> <td><strong>11.3</strong></td> <td><strong>Builder's joinery and carpentry of wood</strong></td> <td><strong>44.18</strong></td> <td></td> <td><strong>no change</strong></td> <td><strong>635.3/12/53/39</strong></td> </tr> <tr> <td><strong>11.4.</strong></td> <td><strong>Including:</strong></td> <td><strong>84.67 90.93/30/40/50/60</strong></td> <td></td> <td><strong>no change</strong></td> <td><strong>875/55/50/89</strong></td> </tr> <tr> <td><strong>11.5.</strong></td> <td><strong>Prefabricated buildings</strong></td> <td><strong>94.06</strong></td> <td></td> <td><strong>no change</strong></td> <td><strong>811.00</strong></td> </tr> <tr> <td><strong>11.5.1.</strong></td> <td><strong>of which made of wood</strong></td> <td><<strong>ex 94.06 </br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<br/></br>(<u style="color: red;">ex 94.06 (revised)</u>)<hr/>(Revised)<hr/>(Revised)<hr/>(Revised)<hr/>(Revised)<hr/>(Revised)<hr/>(Revised)<hr/>(Revised)<hr/>(Revised)<hr/>(Revised)<hr/>(Revised)<hr/>(Revised)<hr/>(Revised)<hr/>(Revised)<hr/>(Revised)<hr/>(Revised)<hr/>(Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/>(Re Revised)<hr/><table cellspacing='none' cellpadding='none'> <tr class='header_bottom_margin'> <th colspan='3'>Notes:</th> <th colspan='3'></th> <th colspan='3'></th> <th colspan='3'></th> <th colspan='3'></th> <th colspan='3'></th> <th colspan='3'></th> The term "ex" means that there is not a complete correlation between the two codes and that only a part of the HS96/HS2002 or SITC Rev.code is applicable. For instance "ex 811,00" under "Prefabricated buildings - of which made of wood" means that only a part of SITC code <b>811,00 refers to buildings prefabricated from wood, as that code does not distinguish between the materials buildings were prefabricated from.</b> In HS96/HS2002, if in the fourth or sixth position means that all sub-headings are included; <b>892 includes <b>Briefly, the following changes have been made to the classification of secondary processed wood and paper products in the HS and SITC codes:</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <b>SITC Rev.</b>: <bbox>[7,7,7,7]</bbox>[7,7,7,7]</bbox>[7,7,7,7]</bbox>[7,7,7,7]</bbox>[7,7,7,7]</bbox>[7,7,7,7]</bbox>[7,7,7,7]</bbox>[7,7,7,7]</bbox>[7,7,7,7]</bbox>[7,7,7,7]</bbox>[7,7,7,7]</bbox>[7,7,7,7]</bbox>[7,7,7,7]</bbox>[7,7,7,7]</bbox>[7,7,7,7]</bbox>[7,7,7,7]</bbox>[7,7,7,7]</bbox>[7,7,7,7]</bbox>[7,7,7,7]</bbox>[bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox][bbox]	ENGLISH
1618-pdf	<img>CHELtenham Borough Council logo</img> CHELTENHAM BOROUGH COUNCIL CCTV Council owned car parks CODE OF PRACTICE Last updated May 2014 \<page_number>1\</page_number> # Contents ## 1 Introduction CCTV surveillance 3 Legislation 3 Systems and equipment 4 Purpose of scheme/objectives 4 Surveillance Camera Code of Practice 4 Data Protection Act 5 Changes to code 5 Responsibilities of the owner of the scheme 5 Management of the system 5 ## 2 Installation Consultation 6 Sound 6 Change 6 Dummy cameras 6 ## 3 Accountability Public Information 6 Staff 6 Complaints 6 Breaches of the Code 7 ## 4 Data management Control and operation of the cameras 7 Access to and security of monitors 7 Statement of intent 7 Evidential use of recordings 8 Police access to data 8 ## 5 Third party access to data Access/disclosure of images to third parties 8 Freedom of Information 8 Other rights/information 8 Appendices: A CCTV Car Park Inventory B CCTV Activity Log C CCTV Subject Access Request Form Last updated May 2014 \<page_number>2\</page_number> 1. Introduction This Code of Practice applies to the use of the Closed Circuit Television (CCTV) systems within our Public car parks. The Town Centre CCTV system, although owned by Cheltenham Borough Council, is monitored and used proactively by Gloucestershire Police, the Data Controller, and therefore covered by their codes of practice. This Code of Practice ensures that issues such as privacy and integrity are properly respected and the use of CCTV and Automatic Number Plate Recognition (ANPR – within Regents Arcade) in public places takes place in accordance with the advice and guidelines. As at 1 April 2014, maintenance and upgrading work to the system has resulted in some cameras not being fully operational. CCTV Camera Surveillance Closed Circuit Television (CCTV) cameras operated by local authorities in public car parks the prevention and detection of crime. The operation of CCTV systems must be undertaken with due regard to the following legislation: - The Data Protection Act 1998 - The Human Rights Act 1998 - The Regulation of Investigatory Powers Act 2000 - The Freedom of Information Act 2000 - Protection of Freedoms Act 2012 - Surveillance Camera Code of Practice - Information Security Policy The system is intended to view activity in public car parks and footways. It will not be used to invade the privacy of any persons in domestic, business or other private premises, buildings or land. Description of Systems and Equipment This section gives a general description of systems and their uses, it is not exhaustive in nature, nor does it supersede or replace any legislative requirements. Visible CCTV cameras may be securely fixed on rigid mountings at various locations (see Appendix A for locations and equipment information) cameras conform, as a minimum, to standards of performance laid down by the Secretary of State for Transport. For the avoidance of doubt, the cameras may be: - ‘Static’ - permanently sited at a particular location - Of ‘Analogue’ or ‘digital’ image format. Last updated May 2014 \<page_number>3\</page_number> - Hard-wired, networked or wireless networked. Purpose of Scheme Closed Circuit Television (CCTV) cameras operated by local authorities in public car parks are used for the prevention and detection of crime. Adequate signage displaying the following, or similar, wording will be installed and maintained on the camera pole or within the area of coverage stating: “Images are being monitored and recorded for the purposes of public safety, crime prevention, and traffic enforcement. This scheme is controlled by Cheltenham Borough Council. For further information contact: 01242 262626”. The Scheme makes specific arrangements for the provision of recordings for evidential purposes to the police. Surveillance Camera Code of Practice 2013 The scheme aspires to comply with this code and particularly the 12 guiding principles: 1. Use of a surveillance camera system must always be for a specified purpose which is in pursuit of a legitimate aim and necessary to meet an identified pressing need. 2. The use of a surveillance camera system must take into account its effect on individuals and their privacy, with regular reviews to ensure its use remains justified. 3. There must be as much transparency in the use of a surveillance camera system as possible, including a published contact point for access to information and complaints. 4. There must be clear responsibility and accountability for all surveillance camera system activities including images and information collected, held and used. 5. Clear rules, policies and procedures must be in place before a surveillance camera system is used, and these must be communicated to all who need to comply with them. 6. No more images and information should be stored than that which is strictly required for the stated purpose of a surveillance camera system, and such images and information should be deleted once their purposes have been discharged. 7. Access to retained images and information should be restricted and there must be clearly defined rules on who can gain access and for what purpose such access is granted; the disclosure of images and information should only take place when it is necessary for such a purpose or for law enforcement purposes. 8. Surveillance camera system operators should consider any approved operational, technical and competency standards relevant to a system and its purpose and work to meet and maintain those standards. Last updated May 2014 \<page_number>4\</page_number> 9. Surveillance camera system images and information should be subject to appropriate security measures to safeguard against unauthorised access and use. 10. There should be effective review and audit mechanisms to ensure legal requirements, policies and standards are complied with in practice, and regular reports should be published. 11. When the use of a surveillance camera system is in pursuit of a legitimate aim, and there is a pressing need for its use, it should then be used in the most effective way to support public safety and law enforcement with the aim of processing images and information of evidential value. 12. Any information used to support a surveillance camera system which compares against a reference database for matching purposes should be accurate and kept up to date. Data Protection Act 1998, Human Rights Act 1998, Regulation of Investigatory Powers Act 2000, Information Commissioners Office The scheme complies, and Cheltenham Borough Council is committed to ensuring it complies, with all relevant legislation and guidance. Changes to the Code Any major changes to this Code of Practice will be approved by the Director of Environmental and Regulatory Services. This Code of Practice will be subject to review as required by the Service Manager who is authorised to make minor amendments. Responsibilities of the Owner of the Scheme Cheltenham Borough Council, as owner, has responsibility for the compliance with the purposes and objectives of the scheme including operational guidance and the protection of the interests of the public and privacy of the individuals whose images are captured. Management of the System The day-to-day management of the scheme, and requirements of the Code of Practice, will be undertaken by (post to be determined) or in that officer’s absence by designated staff. All ensuing references to the (post to be determined) will be deemed to include the designated staff. Access to recordings will comply with specific guidelines and will be recorded and monitored (Appendix A – activity log) The documentation required to run the scheme has been developed from, and is specifically linked to, the Code of Practice Guidelines. Last updated May 2014 \<page_number>5\</page_number> 2. Installation Consultation The CCTV installations are carried out through consultation with interested parties and are based on evidenced need. Sound No sound will be recorded in public places. Change Any technological change, which will have a significant effect upon the capacity of the system, will be fully assessed in relation to the purpose and key objectives of the scheme. Dummy Cameras No dummy cameras will be used in the scheme as they give a false sense of security and are in contravention to the DPA 1998 Code of Practice. 3. Accountability (post to be determined) with the day-to-day responsibility for the scheme will continuously monitor the operation of the scheme and the implementation of the Code of Practice. (post to be determined) will undertake spot checks which will include the examination of records and the content of recorded data and recorded in the Activity Log (Appendix A) Public Information The recording of people in public places will be undertaken fairly and lawfully. CCTV cameras will not be hidden and signs that they are operating will be displayed at the perimeter of the area of coverage. Copies of the Code of Practice and complaints procedure can be found on the Councils internet site or on application in writing to Customer Relations, Cheltenham Borough Council, Municipal Offices, Promenade, Cheltenham GL50 9SA. Staff Staff will be made aware of the Codes of Practice and their responsibilities in the implementation of the same. Complaints The Councils complaints procedure will be the vehicle for complaints. Particulars about how to make a complaint, the name and address of the person to whom the complaint should be made are publicly available via the Councils website, in person or in writing to Customer Relations, Cheltenham Borough Council, Municipal Offices, Promenade, Cheltenham GL50 9SA. Last updated May 2014 \<page_number>6\</page_number> Breaches of the Code including those of security These will be dealt in line with the Council's Information Security Policy and Procedures. 4. Data management Control and Operation of Cameras - Information recorded will be accurate, adequate and relevant and not exceed that necessary to fulfill the purpose of the scheme. - Only authorised staff with responsibility for using the equipment shall have access to operating controls and access recorded in the Activity Log (Appendix B). - Use of cameras will accord with the scheme objectives and comply with the Code of Practice. Access to and Security of Monitors Access to view monitors, whether to operate the equipment or to view the images, is limited by the Data Protection Act 1998 to staff with that responsibility. These staff will have been trained and vetted for operations in this area. An Activity Log (Appendix B) will record names of any persons that have been authorised by (post to be determined) to have access to view the monitors. Public access to the monitors shall not be allowed except by pre-arranged appointment with the manager and then only for lawful, proper and sufficient reasons. Visitors will be asked to respect the confidentiality requirements and will have to sign acknowledging this subject to a formal Subject Access Request (Appendix C) Technical repairs, cleaning and similar tasks should be carried out in controlled circumstances and people undertaking these tasks will be recorded in the Activity Log (Appendix B). Police visits to review data (under Section 29 Data Protection Act) will be pre-arranged and appointments made. Other visits by Police must comply with the provisions of the Code of Practice and the purpose of the visit must be approved by (post to be determined). Access will be monitored and recorded on the Activity Log (appendix B) with details with images viewed. Statement of Intent 'Recorded material' will be used only for purposes defined in this Code of Practice. - Access to recorded material will only take place as defined in this Code of Practice. - Recorded material will only be accessed in accordance with the law, for investigation of crime and identification of a suspect or other lawful objective. - Recording equipment will be checked regularly to ensure it is in good working order and that the time and date generator is correctly set and displayed and certified in the Activity Log (Appendix B). - DVD's required for evidential purposes will be separately indexed and securely stored and any copies handed to the Police will be sealed in an evidence bag. Last updated May 2014 \<page_number>7\</page_number> Evidential use of recordings When evidential data is downloaded onto a DVD, staff will be required to provide the Police with evidential statements for continuity purposes. Police access to data Police may apply for access (under Section 29 Data Protection Act), in accordance with established protocols where they reasonably believe that access to specific data is necessary for the investigation and detection of particular offence or offences or for the prevention of crime. 5. Third Party Access to Data Access to and Disclosure of Images to Third Parties Only designated staff employed by Cheltenham Borough Council will have access and be authorised to view images on the CCTV system. This is restricted to: - (post to be determined) - Other authorised staff - Other persons authorised by one of the above positions in the investigation of a particular incident or event. These staff members are only permitted access for the purposes of carrying out their Council duties. Activity Log (Appendix B) will be completed where the above persons need to download or otherwise allow viewing by third parties. There will normally be no disclosure of recorded images to third parties other than regulatory bodies. Requests by individual data subjects for disclosure of images relating to them will be considered in line with procedures and an application can be made through Customer Relations, Cheltenham Borough Council, Municipal Offices, Promenade, Cheltenham GL50 9SA Freedom of Information Any request made under the Freedom of Information Act 2000 in relation to any material captured, stored or retained as a result of the use of CCTV cameras will be subject to relevant legislation. Other Rights/Information An individual is entitled to serve a notice on the Council requiring the Council to cease processing images relating to that individual, or another person, on the basis that they are likely to be caused substantial, unwarranted damage or distress. All staff involved in operating the equipment must be able to recognise such a request from an individual. (post to be determined) is responsible for responding to such requests. Where a staff member receives a request, they must inform (post to be determined) about this immediately. (post to be determined) has 21 days to respond to the request, and must indicate whether they will comply with the request or not. If (post to be determined) decides Last updated May 2014 \<page_number>8\</page_number> that the request will not be complied with they will set out the reasons in the response. Individual records should be kept referring to all the documents relating to the request and referenced for ease of access and audit purposes. Last updated May 2014 \<page_number>9\</page_number> Last updated May 2014 \<page_number>10\</page_number>	ENGLISH
0569-pdf	<img>A B C D E F G</img> SAFE SITES HEALTH & SAFETY GUIDANCE NOTES NOTICE: THIS DOCUMENT IS FOR USE BY THE PROJECT SUPERVISOR ONLY. IT IS NOT TO BE USED BY ANYONE OTHER THAN THE PROJECT SUPERVISOR. PREPARED BY: PROJECT SUPERVISOR DATE: \_\_\_\_\_\_\_\_\_\_\_\_ REVISIONS: DATE: \_\_\_\_\_\_\_\_\_\_\_\_ REVISION NUMBER: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_ PREPARED FOR: PROJECT OWNER DATE: \_\_\_\_\_\_\_\_\_\_\_\_() ENVIRONMENTAL GUIDANCE NOTES THE FOLLOWING DOCUMENTS ARE USED TO SUPPORT THE FOLLOWING WORKS AND ARE TO BE USED AS A REFERENCE ONLY. PLEASE KEEP IN MIND THAT THESE DOCUMENTS ARE NOT TO BE USED AS A SUBSTITUTE TO THE PROJECT SPECIFICATIONS. SEVERN TRENT WATER PLANT WEIGHTS REFERENCE DRAWINGS TYPICAL ISSUE <img>NM CONVENIENCE SEVERN TRENT WATER</img> <img>SEVERN TRENT WATER</img> Project SEVERN TRENT WATER Project NAME SEVERN TRENT WATER Project Description TEMPORARY ACCESS STATION & SLOPE STABILITY WORKS Title TEMPORARY ACCESS SURFACING & BEDLAYER DETAILS Sheet 1/1 Size 1.50 Material Concrete Grade 1.11-1.32 <watermark>FOR USE BY SEVERN TRENT WATER</watermark> <watermark>TYPICAL ISSUE</watermark> <watermark>ASW-01008-PB-912</watermark> <watermark>W77180-FB-00-912</watermark> <watermark>ADW/81005</watermark> <watermark>A</watermark> <img>THREE ANGLE PROJECTION</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL CIRCLE WITH A DIAMOND INSIDE</img> <img>SMALL Circle with a diamond inside (TYPICAL ISSUE)\</i	ENGLISH
3368-pdf	London Councils Minutes of the London Councils Leaders' Committee held on 10 December 2013 Mayor Jules Pipe chaired the meeting Present: <table> <thead> <tr> <td></td> <td></td> </tr> </thead> <tbody> <tr> <td>BARKING AND Dagenham</td> <td>Cllr Rocky Gill</td> </tr> <tr> <td>BARNET</td> <td>Cllr Richard Cornelius</td> </tr> <tr> <td>BEXLEY</td> <td>Cllr Teresa O'Neill</td> </tr> <tr> <td>BRENT</td> <td>Cllr Mohammed Butt</td> </tr> <tr> <td>BROMLEY</td> <td>Cllr Stephen Carr</td> </tr> <tr> <td>CAMDEN</td> <td>Cllr Sarah Hayward</td> </tr> <tr> <td>CRYODON</td> <td></td> </tr> <tr> <td>EALING</td> <td>Cllr Julian Bell</td> </tr> <tr> <td>ENFIELD</td> <td>Cllr Doug Taylor</td> </tr> <tr> <td>GREENWICH</td> <td>Cllr Chris Roberts</td> </tr> <tr> <td>HACKNEY</td> <td>Mayor Jules Pipe</td> </tr> <tr> <td>HAMMERSMITH & FULHAM</td> <td>Cllr Nicholas Botterill</td> </tr> <tr> <td>HARINGEY</td> <td>Cllr Claire Kober</td> </tr> <tr> <td>HARROW</td> <td>Cllr Susan Hall</td> </tr> <tr> <td>HAVERHILL</td> <td>Cllr Michael White</td> </tr> <tr> <td>HILLINGDON</td> <td>Cllr David Simmonds</td> </tr> <tr> <td>HOUNSLOW</td> <td>Cllr Jagdish Sharma</td> </tr> <tr> <td>ISLINGTON</td> <td>Cllr Richard Watts</td> </tr> <tr> <td>KENSINGTON & CHELSEA</td> <td>Cllr Nicholas Paget-Brown</td> </tr> <tr> <td>KINGSTON</td> <td>Cllr Liz Green</td> </tr> <tr> <td>LAMBETH</td> <td>Cllr Paul McGlone</td> </tr><tr><td>LEWISHAM<br>MERTON<br>NEWHAM<br>REDBRIDGE<br>RICHMOND UPON THAMES<br>SOUTHWARK<br>SUTTON<br>TOWER HAMLETS<br>WALTHAM FOREST<br>WANDSWORTH<br>WESTMINSTER<br>CITY OF LONDON<br>LF EPA<br> Also GRANTS<br></td><td>Mayor Sir Steve Bullock<br>Cllr Stephen Alambritis<br>Cllr Lester Hudson<br>Cllr Keith Prince<br>Cllr Lord True<br>Cllr Peter John<br>Cllr Ruth Dombey<br>Mayor Lutfur Rahman<br>Cllr Clyde Loakes<br>Cllr Guy Senior<br>Cllr Philippa Roe<br>Ms Catherine McGuiness<br>-<br></td></tr></tbody></table> Ex officio (under the provisions of Standing Order 2.2) CAPITAL AMBITION Mr Edward Lord JP OBE CC Ex officio (under the provisions of Standing Order 2.4) EQUALITIES Cllr Marie Pye Apologies: BARKING AND Dagenham Cllr Liam Smith <table> <tr> <td>CROYDON</td> <td>Cllr Mike Fisher</td> </tr> <tr> <td>LAMBETH</td> <td>Cllr Lib Peck</td> </tr> <tr> <td>NEWHAM</td> <td>Mayor Sir Robin Wales</td> </tr> <tr> <td>WALTHAM FOREST</td> <td>Cllr Chris Robbins</td> </tr> <tr> <td>WANDSWORTH</td> <td>Cllr Ravi Govindia</td> </tr> <tr> <td>CITY OF LONDON</td> <td>Mr Mark Boleat</td> </tr> </table> London Councils officers and Mr Chris Bilsland (Chamberlain, City of London) and Mr Bob Claxton (LB Wandsworth) were in attendance for item 4 Pensions Working Group: Progress report and proposed next steps towards a London LGPS CIV. The Chair began the meeting by apologizing to Cllr Richard Watts, Islington’s new leader, for neglecting to welcome him at the previous meeting of Leaders’ Committee. He also welcomed Ms Catherine McGuiness substituting from the City of London and attending Leaders’ Committee for the first time. 1. Declarations of interest No interests were declared. 2. Minutes of Leaders’ Committee held on the 12 November 2013 Leaders’ Committee agreed the minutes of Leaders’ Committee held on the 12 November 2013 3. Grants Programme 2013/15: Quarter Two update report Cllr Paul McGlone (Labour, Grants Committee) introduced the report saying that: - it set out achievements during the six months of the programme for the 35 commissions agreed at Grants Committee 20 February 2013 - it had originally been provided to Grants Committee on 6 November and was being brought to Leaders’ Committee as requested - the Grants programme was on track and largely delivering on targets - there was a tough monitoring regime in place based on a triangulation of input from o the recipient group o Grants officers and o the boroughs themselves all underpinned by member and officer visits to the commissions - the focus of the scheme was to deliver pan-London provision that did not duplicate borough services and also provided value-for-money - the process leading to the review of the Grants programme was already mapped out and would start with an analysis of the performance of commissions. - a more coherent business plan was being sought from London Funders to justify the £60,000 grant made to it Leaders’ Committee agreed to note: - the results of the Red Amber Green (RAG) risk rating, and approved actions suggested by officers in this regard. - provider progress against profile and approved actions proposed by officers and that the number of red ratings had decreased from three (9%) in Q1 to zero in Q2. - the following areas highlighted by the Chair of the Grants Committee: - No interventions regarding reductions in funding to organisations were recommended at this six month review stage; - Twenty-five monitoring visits had been conducted by the end of Q2, with three organisations to receive priority visits in Q3 (Hopscotch Asian Women’s Centre – 25 November, Inclusion London – 13 November, Age Concern – 29 November) The Chair concluded by proposing that the Grants section of item 9 The London Councils Business Plan: Portfolio Holder Progress Reports should be taken at this point in the meeting and invited questions or comments on it but received none. 4. Pensions Working Group: Progress report and proposed next steps towards a London LGPS CIV The Chair welcomed Mr Chris Bisland (Chamberlain, City of London) and Mr Bob Claxton (LB Wandsworth), who he informed the committee had been working with London Councils’ Director, Fair Funding, Performance and Procurement on the set of proposals that had come out of previous discussions, in particular at Leaders’ Committee in March 2012, November 2012, December 2012, and May 2013, and more lately at the Executive in September and November 2013. The Chair introduced the report saying: - participation in any fund that may be established would be voluntary - that significant financial benefits could accrue from establishing a CIV from reduced costs and, for many, improved investment returns - a collaborative approach provided opportunities to potentially invest in types of assets that smaller individual funds may not have been able to easily access, for instance direct investment in appropriate infrastructure projects. The Chair invited the guest speakers to contribute and Mr Bisland expressed his view that ‘no change’ was not likely to be an option at the end of the Government consultation. He went on to say that the work described in the report pre-dated the Government’s decision to release an invitation to tender seeking professional advice and evidence looking at three potential, fully-costed, collaborative models: - A common investment vehicle at England and Wales level, with asset allocation strategies still determined by the local pension funds - 5-10 common investment vehicles across England and Wales, for example based on aggregate fund size or geographical areas, again with asset allocation strategies decided by local governance structures - 5-10 merged funds across England and Wales, grouped on the same basis as the common investment vehicles above, but with decision-making taken by new governance arrangements at the merged fund level. The third option, he felt sure, had been included because of the work initiated by London Councils. Leaders' Committee agreed to indicate its support for the establishment of a London LGPS CIV and that London Councils should: - continue to facilitate further work, under the oversight of the PWG, with the next step being the engagement of expert legal and financial services advisers and the formulation of a robust business case and formal proposal to proceed with implementation - explore, as part of this work, how London Councils could best support collective borough interests where those boroughs agreed to participate in the ASC and invest in the CIV - recruit a suitably qualified Project Manager and any other staff required - establish a designated fund with contributions from those boroughs interested in exploring these proposals - maintain on-going dialogue with HM Government relating to the Government's review of local authority pensions schemes which may directly impact upon these proposals and their implementation. 5. Growth Deal for London The Chair introduced the report saying: - Leaders' Committee on 12 November 2013 had endorsed the agreement made with the Mayor of London to advance opportunities for devolution to London through a Growth Deal. The specific proposals covered: - Welfare to Work including Skills - Housing Investment and Supply - Subsequently, the London Enterprise Panel (LEP) had also given its support to the draft Growth Deal submission which was currently being finalised in collaboration with the GLA, in preparation for the deadline on 19 December 2013. - It was anticipated that informal feedback from Government on the proposals would begin to emerge early in the New Year, and the focus would move quickly towards preparation of a more detailed final submission for March 2014. - London was likely to be challenged to calibrate the scale of its ambitions more precisely in relation to delivering better outcomes, and to demonstrate a readiness to deliver on the proposals through borough groupings. Cllr Philippa Roe (Conservative, Westminster) expressed her support for the proposals and said that there was a need to demonstrate that different boroughs and different political parties could work together. She went on to suggest that a sub-group could be a vehicle to take the work forward and the Chair undertook to explore the idea and bring back a proposal. Leaders Committee agreed: - to note the ‘in principle’ endorsement of the LEP for the headline Growth Deal proposals, as agreed between London Councils and the Mayor of London - to note that the initial response from Government was likely to lead to the need for finer calibration of the scale of our ambitions in relation to delivering better outcomes and a need to demonstrate a readiness to deliver on the proposals through borough groupings. - that the Chair and leading members work with officers to develop a more detailed and costed case early in 2014, drawing on the expertise of senior officers in member authorities. 6. Local Government Finance – Key Issues The Chair introduced the report saying that London local government could see a potential funding gap of £3.4bn by 2020 – a shortfall of 31 per cent. One major issue that needed consideration was how London Councils should respond to the Government’s approach to top slicing of the New Homes Bonus in London. Cllr Richard Watts (Labour, Islington) pointed out that his borough and Tower Hamlets were the biggest losers and he could not see any reasoning why local authorities outside London were able to retain New Homes Bonus but not in London. He argued that the impact was not just in the headline losses but the further losses that came under it and that a line in the sand needed to be drawn. He called for the consideration of Judicial Review (JR) of the decision on the New Homes Bonus. Cllr Peter John (Labour, Southwark) pointed out that if the New Homes Bonus went into the LEP, boroughs would be the largest funder of it, a matter that was not reflected in its constitution. He supported the idea of exploring a judicial review. Cllr Sarah Hayward (Labour, Camden) argued that there was not the influence over the LEP that the level of funding would imply if the New Homes Bonus went into it and even if legal action was not eventually taken, advice on it should be sought. The Chair suggested that Government thinking behind the reason why London was being treated differently could be sought via an FoI while Cllr Teresa O'Neill (Conservative, Bexley) suggested a letter may achieve the same goal.The Chair proposed a letter in the first instance and if it did not elicit the required response, it should be followed by an FoI application. Cllr Richard Cornelius (Conservative, Barnet) pointed out that JR was costly and normally ineffective and should be something to explore only after all other alternatives had failed. The Chair summed up by saying that: - he noted the reservations expressed about a JR but that all options remained in play - a letter would be written to Government to establish why London was being treated so differently in relation to the New Homes Bonus and if this did not elicit the information required an FoI application would be made - that legal advice would be sought on the potential JR and this would be considered by the three party group leaders Leaders' Committee agreed to support the approach summarised by the Chair above and to note the report. 7. Beyond 2011: future census The Chair introduced the item saying that the purpose of the paper was to seek approval for London Councils’ response to the ONS consultation on Beyond 2011: The census and future provision of population statistics in England and Wales. Cllr Roe pointed out that her borough was something of an outlier. She saw the proposals as merely tinkering at the edges when she would have been happier seeing a more radical approach. Leaders’ Committee agreed - to note the report - the consultation response included in an appendix to the report 8. Proposed Revenue Budget and Borough Subscriptions and Charges 2014/15 The Chair introduced the report saying that it had received members’ approval on previous occasions. Leaders’ Committee agreed the following borough subscription and charges for 2014/15: - The Joint Committee subscription for boroughs of £172,427 per borough for 2014/15, the same level as for 2013/14. The City of London will continue to pay £168,664, in recognition of the fact the City is historically not part of the regional Local Government Employers (LGE) arrangements - The Joint Committee subscription for the MOPAC and the LFEPA of £16,700 for 2014/15, the same level as for 2013/14 - An overall level of expenditure of £10 million for the Grants Scheme in 2014/15 (inclusive of £2 million gross ESF programme) that taking into account the application of £1 million ESF grant, net borough contributions for 2014/15 should be £9 million, the same level as for 2013/14 - The Parking Core Administration Charge of £1,500 per borough and for TfL (2013/14 - £1,500) - The total Parking Enforcement Service Charge of £0.4519 per PCN, which will be distributed to boroughs and TfL in accordance with the number of PCNs issued in 2012/13 (2013/14 - £0.4519 per PCN) - The Freedom Pass Administration Charge of £8,674 per borough (2013/14 - £8,674) - The Taxicard Administration Charge of £4.00 per permit (2013/14 - £4.00) - The Lorry Ban Administration Charge of £98,612 in total, net of estimated PCN income, to be apportionment by population figures, with TfL paying the average borough charge of £3,287 (2013/14 - £103,172; TfL charge £3,439) - The Parking and Traffic Appeals Charge of £38.54 per appeal or £36.92 per appeal where electronic evidence is provided by the enforcing authority (2013/14 - £41.38/$39.81 per appeal) - Congestion Charging Appeals – to be recovered on a full cost recovery basis, as for 2013/14, subject to the continuing agreement of the GLA under existing contractual arrangements - The TRACE (Electronic) Charge of £10.40 per transaction (2013/14 - £10.40) - The TRACE (Fax) Charge of £12.83 per transaction (2013/14 - £12.83) and - The PEC, PED and PIE Charges of £0.20 per transaction (2013/14 - £0.20). On the basis of the above subscriptions and charges, the Leaders' Committee agreed to approve: - The consolidated revenue expenditure budget for 2014/15 for London Councils of £392.755 million - The consolidated revenue income budget for 2014/15 for London Councils of £392.755 million - Within the total income requirement, the use of London Council reserves of £1.902 million in 2014/15, inclusive of the £1.309 million repatriation to boroughs in 2014/15 The Leaders' Committee also agreed to note: - The position in respect of forecast uncommitted London Council reserves as at 31 March 2014 and The positive statement on the adequacy of the residual London Councils reserves issued by the Director of Corporate Resources. 9. London Councils Business Plan: Portfolio Holder Progress Reports The Chair introduced the report by saying that the Chair of the Transport and Environment Committee (TEC), Cllr Catherine West was representing London Councils at another event and was, therefore, absent and unable to introduce her part of the report. He asked if there were any questions or comments, they should be supplied to him to be dealt with at the next meeting. The second part of the report on Grants had been disposed of under item 3. 10. Minutes and Summaries Leaders’ Committee agreed to note the minutes and summaries - Capital Ambition – 7 October - Transport & Environment Committee – 24 October - Transport & Environment Executive Sub Committee – 14 November. Action Points <table> <thead> <tr> <th>Item</th> <th>Action</th> <th>Progress</th> </tr> </thead> <tbody> <tr> <td><strong>4.</strong></td> <td>PAPA Fair Funding</td> <td>Advisers engaged.</td> </tr> <tr> <td colspan="3">Work toward the establishment of a London LGPS CIV and that London Councils to:</td> </tr> <tr> <td></td> <td>continue to facilitate further work, under the oversight of the PWG, with the next step being the engagement of expert legal and financial services advisers and the formulation of a robust business case and formal proposal to proceed with implementation</td> <td>Engagement of Project Management resource under review.</td> </tr> <tr> <td></td> <td>explore, as part of this work, how London Councils could best support collective borough interests where those boroughs agreed to participate in the ASC and invest in the CIV</td> <td>Invoices being raised to committed boroughs for the designated fund.</td> </tr> <tr> <td></td> <td>recruit a suitably qualified Project Manager</td> <td>Dialogue with</td> </tr> </tbody> </table> <table> <tr> <td></td> <td>and any other staff required</td> <td>Government continuing.</td> </tr> <tr> <td></td> <td>• establish a designated fund with contributions from those boroughs interested in exploring these proposals<br>• maintain on-going dialogue with HM Government relating to the Government's review of local authority pensions schemes which may directly impact upon these proposals and their implementation.</td> <td></td> </tr> <tr> <td>5.</td> <td>Growth Deal for London</td> <td>PAPA SP</td> <td>Discussions are in train with a view to agreeing the scope of a detailed submission</td> </tr> <tr> <td></td> <td>• The Chair and leading members work with officers to develop a more detailed and costed case early in 2014, drawing on the expertise of senior officers in member authorities.</td> <td></td> <td>Letter sent.</td> </tr> <tr> <td>6.</td> <td>Local Government Finance – Key Issues</td> <td>PAPA Fair Funding</td> <td>Seeking legal advice.</td> </tr> <tr> <td></td> <td>• A letter would be written to Government to establish why the New Homes Bonus would not be going to boroughs and if this did not elicit the information required an FoI application would be made<br>• Legal advice to be sought on a JR and proceeding with one would require the agreement of the three party group leaders</td> <td></td> <td></td> </tr> <tr> <td>7.</td> <td>Beyond 2011: future census</td> <td>PAPA Fair Funding</td> <td></td> </tr> <tr> <td></td> <td>• Submit the response.</td> <td></td> <td></td> </tr> </table>	ENGLISH
4683-pdf	<img>Ministry of JUSTICE logo</img> Resuming publication of population in custody monthly tables – Statistical Notice March 2010 Resuming publication of the population in custody monthly tables – statement by the Chief Statistician Iain Bell The monthly population in custody bulletin has not been released since the publication of June 2009 data on 31 July 2009 due to technical problems relating to the supply of data for statistical purposes. In line with the Code of Practice for Official statistics, on 9 October 2009 we announced our proposed timetable for resuming publication in two stages: - From the publication of the October 2009 data, to once a month provide some of the information in the prison population monthly bulletin on the Prison service website; - To resume the full publication in April 2010. In line with this timetable, I can announce that full publication of the monthly population in custody tables will resume in April 2010, starting with the March 2010 data which will be published on Friday 30 April. The monthly publication compares the latest figures with the prison population at the same date the previous year. Because data for the period July 2009 February 2010 is not complete, and we will not be able to go back and input the missing information, some of the annual comparisons will not be possible in the monthly bulletins that report on July 2010 – Feb 2011 data. In addition to the monthly release we also publish an annual volume, Offender Management Caseload Statistics, the 2009 edition of which is scheduled for release in July 2010. The publication includes a chapter on the prison population, with detailed breakdowns of the prison population by custody type, sentence length, offence and other prisoner characteristics. This chapter will report on the prison population as at 30 June 2009, and will therefore be unaffected by the data problems (which affected data from July 2009 onwards). The annual volume will also report on the numbers entering and leaving prison during 2009. These chapters will be affected by the data problems, as some of the information needed for the detailed breakdowns (specifically sentence lengths and offences) is not available for the second half of the period covered by this report (July to December 2009). Wherever possible we will estimate data for the second half of the year in order to provide the fullest possible information. The publication will clearly identify which figures have been estimated, and set out the methodology used. Iain Bell Chief Statistician Ministry of Justice \<page_number>1\</page_number> Contact details and further information For queries, comments or further information on the issues set out in this note, please contact: Justice Statistics Analytical Services Ministry of Justice 7th floor 102 Petty France London SW1H 9AJ Email: statistics.enquiries@justice.gsi.gov.uk \<page_number>2\</page_number>	ENGLISH
2686-pdf	<img>Veritau Assurance Services for the Public Sector</img> Development Management City of York Council Internal Audit Report 2016/17 Business Unit: Economy and Place Responsible Officer: Assistant Director (Planning & Public Protection) Service Manager: Head of Development Services and Regeneration Date Issued: 7 November 2017 Status: Final Reference: 10460/002 <table> <thead> <tr> <td>Actions</td> <td>P1</td> <td>P2</td> <td>P3</td> </tr> </thead> <tbody> <tr> <td></td> <td>0</td> <td>1</td> <td>2</td> </tr> <tr> <td>Overall Audit Opinion</td> <td colspan="3">Reasonable Assurance</td> </tr> </tbody> </table> \<page_number>Page 9\</page_number> <img>YORK logo</img> # Summary and Overall Conclusions ## Introduction The Development Management service is a statutory function which deals with all planning proposals, appeals and enforcement cases within the council area. In 2013 a significant change was made to the operations of the department with the support services team being moved in to the council's new Business Support Hub at West Offices. A number of different planning applications are received into the service each year (last year over 1,800). Together with other types of submission the number of cases processed by Development Management is approximately 3,000. These applications are entered onto the back office system, Uniform and a plans folder is created and passed to a member of the Development Management team. At various points in the life cycle of an application documents are scanned and attached to the electronic case file. The plans file is physically passed between the Business Support Hub and officers during the application or appeal process. It is therefore key that this change is well managed between the departments. ## Objectives and Scope of the Audit The purpose of this audit was to provide assurance to management that procedures and controls within Development Management will ensure that: - Planning applications were processed through to a decision in accordance with the council's policies and government legislation - Complaints and enforcement work were recorded, monitored and followed up by appropriate officers - Effective Quality Assurance arrangements were in place ## Key Findings The Development Management process is carried out by two departments; Development Management and the Business Support Hub. The two departments need to work together to ensure that the high numbers of applications received are processed accurately within the respective time periods. Whilst there were no significant issues found within the application through to a decision process, a number of small improvements were identified which have been discussed with the departments. Quality Assurance work is carried out by Senior Officers within the Development Management team with all applications being reviewed before the decision notice is released to the applicant or their representative. However the level of evidence to support these checks may not be robust enough to support the department in the event that the application is challenged. \<page_number>Page 10\</page_number> <img>YORK logo</img> \<page_number>2\</page_number> Enforcement action is taken by the Council however the recording of this information through the system found gaps in the processing of information. Overall Conclusions The arrangements for managing risk were satisfactory with a number of weaknesses identified. An acceptable control environment is in operation but there are a number of improvements that could be made. Our overall opinion of the controls within the system at the time of the audit was that they provided Reasonable Assurance. \<page_number>Page 11\</page_number> <img>YORK logo</img> 3 1 Quality Assurance Arrangements <table> <tr> <td>Issue/Control Weakness</td> <td>Risk</td> </tr> <tr> <td>The department does carry out review checks but they are not sufficiently evidenced so that if they were challenged, they could provide details without additional rework.</td> <td>The department may not be able to provide evidence to support robust challenges to planning applications.</td> </tr> </table> Findings The department has a number of quality assurance arrangements in place for the planning applications processed by development officers. These reviews are carried out after the development officer has completed their work and prior to any decision being issued. A senior officer will review the application and officer’s report. If all is in order, the senior officer will acknowledge that the decision can be issued via email to the Business Support Hub. Evidence to support these reviews was limited. Whilst the audit confirmed that a senior officer had authorised the issuing of the decision to the applicant, there was little or no formal documentation of this process. Agreed Action 1.1 Worksheets will be altered to confirm that officers have undertaken checks and the email releasing the decision will include an instruction that confirms that the delegated decision has been made on behalf of the LPA and has been made in accordance with the report. \| Priority \| Responsible Officer \| Timescale \| \|---\|---\|---\| \| 3 \| Head of Development Services and Regeneration. \| December 2017 \| \<page_number>Page 12\</page_number> <img>YORK logo</img> \<page_number>4\</page_number> 2 Enforcement Work and Monitoring <table> <tr> <td>Issue/Control Weakness</td> <td>Risk</td> </tr> <tr> <td>There are a number of cases on the Uniform system which have been inactive for a significant period of time leading to complainants not being notified of the outcome of any enforcement investigation.</td> <td>The number of live enforcement cases is incorrect.</td> </tr> <tr> <td>All enforcement cases can be found within the Enforcement Outlook Mailbox but not all cases had been logged onto the Uniform System.</td> <td>Breakdown in the relationship with members of the public leading to more correspondence into the department.</td> </tr> </table> Findings At the time the audit was carried out, there was a pressure on the recording of enforcement cases onto Uniform. Business Support were reviewing the processes for the Enforcement Outlook Mailbox to ensure that there was a clear control process for logging all cases onto Uniform. A review of the current enforcement cases (as reported to Members of the Area Planning Sub-Committee) showed that there were 615 enforcement cases that were pending consideration. The oldest case on the report dated back to November 2001. Audit testing confirmed that some of these cases should have been closed and were sitting in the wrong reporting category. Whilst this may distort the number of open enforcement cases it also has an effect on the notifications sent to complainants as they are only processed once the enforcement case is closed. It was also found that where the enforcement investigation concluded with the advice that the developer should submit a planning application to regulate a breach, there was no evidence to support that any subsequent follow up work had been undertaken to ensure that this action had been carried out. Agreed Action 2.1 New Principal Development Management Officer (with responsibility for Enforcement) has been appointed and will be in post November 2017. They will then undertake a comprehensive review of all cases and make a judgement on cases where it is no longer expedient to continue. \| Priority \| 2 \| \|---\|---\| \| Responsible Officer \| Head of Development Services and Regeneration. \| \| Timescale \| March 2018 \| \<page_number>Page 13\</page_number> <img>YORK logo</img> \<page_number>5\</page_number> Agreed Action 2.2 Delegated powers given to Planning Enforcement Officers to close straightforward cases without reference to PDMO/DM will allow cases to be closed in a timelier manner. Will then trigger notifications to complainants. Where an enforcement investigation has concluded that formal action is not expedient and the developer has been advised to regularise the breach through the submission of a planning application the enforcement case should be closed at that stage rather than when the application is submitted. <table> <tr> <td>Priority</td> <td>3</td> </tr> <tr> <td>Responsible Officer</td> <td>Head of Development Services and Regeneration.</td> </tr> <tr> <td>Timescale</td> <td>March 2018</td> </tr> </table> \<page_number>Page 14\</page_number> <img>YORK logo</img> 6 Annex 1 # Audit Opinions and Priorities for Actions Audit Opinions Audit work is based on sampling transactions to test the operation of systems. It cannot guarantee the elimination of fraud or error. Our opinion is based on the risks we identify at the time of the audit. Our overall audit opinion is based on 5 grades of opinion, as set out below. <table> <tr> <th>Opinion</th> <th>Assessment of Internal control</th> </tr> <tr> <td>High Assurance</td> <td>Overall, very good management of risk. An effective control environment appears to be in operation.</td> </tr> <tr> <td>Substantial Assurance</td> <td>Overall, good management of risk with few weaknesses identified. An effective control environment is in operation but there is scope for further improvement in the areas identified.</td> </tr> <tr> <td>Reasonable Assurance</td> <td>Overall, satisfactory management of risk with a number of weaknesses identified. An acceptable control environment is in operation but there are a number of improvements that could be made.</td> </tr> <tr> <td>Limited Assurance</td> <td>Overall, poor management of risk with significant control weaknesses in key areas and major improvements required before an effective control environment will be in operation.</td> </tr> <tr> <td>No Assurance</td> <td>Overall, there is a fundamental failure in control and risks are not being effectively managed. A number of key areas require substantial improvement to protect the system from error and abuse.</td> </tr> </table> Priorities for Actions <table> <tr> <th>Priority</th> <th>Description</th> </tr> <tr> <td>Priority 1</td> <td>A fundamental system weakness, which presents unacceptable risk to the system objectives and requires urgent attention by management.</td> </tr> <tr> <td>Priority 2</td> <td>A significant system weakness, whose impact or frequency presents risks to the system objectives, which needs to be addressed by management.</td> </tr> <tr> <td>Priority 3</td> <td>The system objectives are not exposed to significant risk, but the issue merits attention by management.</td> </tr> </table> \<page_number>Page 15\</page_number> 7 <img>YORK logo</img> Where information resulting from audit work is made public or is provided to a third party by the client or by Veritau then this must be done on the understanding that any third party will rely on the information at its own risk. Veritau will not owe a duty of care or assume any responsibility towards anyone other than the client in relation to the information supplied. Equally, no third party may assert any rights or bring any claims against Veritau in connection with the information. Where information is provided to a named third party, the third party will keep the information confidential. \<page_number>Page 16\</page_number> 8 <img>YORK logo</img>	ENGLISH
2136-pdf	HMRC DECLARATION OF CONFIDENTIALITY I .........................................................[name] working for .......................................................[company name] solemnly declare that the duty of confidentiality imposed by section 18 of the Commissioners for Revenue and Customs Act 2005 has been brought to my attention and I understand and acknowledge my obligations under the Act. Declared before.............................. Signed.............................................. Date.............................................. Commissioners for Revenue and Customs Act 2005 Section 18 - Confidentiality (1) Revenue and Customs officials may not disclose information which is held by the Revenue and Customs in connection with a function of the Revenue and Customs. (2) But subsection (1) does not apply to a disclosure- (a) which– (i) is made for the purposes of a function of the Revenue and Customs, and (ii) does not contravene any restriction imposed by the Commissioners, (b) which is made in accordance with section 20 or 21, (c) which is made for the purposes of civil proceedings (whether or not within the United Kingdom) relating to a matter in respect of which the Revenue and Customs have functions, (e) which is made in pursuance of an order of a court, (f) which is made to Her Majesty's Inspectors of Constabulary, the Scottish inspectors or Northern Ireland inspectors for the purpose of an inspection by virtue of section 27, (g) which is made to the Independent Police Complaints Commission, or a person acting on its behalf, for the purpose of the exercise of a function by virtue of section 28, or (h) which is made with the consent of each person to whom the information relates. (3) Subsection (1) is subject to any other enactment permitting disclosure. (4) In this section- (a) a reference to Revenue and Customs officials is a reference to any person who is or was– (i) a Commissioner, (ii) an officer of Revenue and Customs, (iii) a person acting on behalf of the Commissioners or an officer of Revenue and Customs, (iv) a member of a committee established by the Commissioners, (b) a reference to the Revenue and Customs has the same meaning as in section 17, (c) a reference to a function of the Revenue and Customs is a reference to a function of– (i) the Commissioners, or (ii) an officer of Revenue and Customs, (d) a reference to the Scottish inspectors or the Northern Ireland inspectors has the same meaning as in section 27, and (e) a reference to an enactment does not include– (i) an Act of the Scottish Parliament or an instrument made under such an Act, or (ii) an Act of the Northern Ireland Assembly or an instrument made under such an Act.	ENGLISH
3707-pdf	Logjam: An audit of uncatalogued collections in the North West <img>NWMLAC logo - a stylized swirl of orange and beige colors.</img> NWMLAC North West Museums Libraries & Archives Council <img>NIW Regional Archive Council logo - a stylized swirl of orange and beige colors.</img> NIW Regional Archive Council <img>re:source logo - a stylized swirl of orange and beige colors.</img> The Council for Museums, Archives and Libraries # Contents Acknowledgments 2 1. Introduction and Context 1.1 Project Aims 3 1.2 Expected Outputs 3 1.3 Expected Outcomes 4 1.4 National and Regional Context 4 2. Methodology 6 3. Results 3.1 Section A – Size of regional/sub-regional backlog 11 3.2 Section B – Size of backlog by repository type 13 3.3 Section C – Size of backlog by type 14 3.4 Section D – Collections covered by FOI 16 3.5 Section E – Future Cataloguing Priorities 17 3.6 Section F – Access Initiatives 18 3.7 Section G – Cataloguing Status 19 3.8 Section H – Cataloguing Resources 19 4. What Comprises the Backlog? 21 5. Recommendations 24 6. Conclusion 27 7. Appendices Appendix A 28 Appendix B 29 Appendix C 30 Appendix D 31 Appendix E 34 Acknowledgments This project was funded by the Resource grant to NWMLAC, which the project partners acknowledge with thanks. The Logjam project has been guided and monitored by the following members of the Project Board, whose advice and experience proved invaluable: Katherine Taylor, Manchester Archives and Local Studies Simon Wilson, The Mersey Gateway Project, Liverpool City Council Anne Rowe, Cumbria Record Office Eileen Hume, Knowsley Archives Service Katy Goodrum, Cheshire and Chester Archives and Local Studies The project partners also wish to thank all the archivists and institutions who took the trouble to complete the questionnaire concerning cataloguing projects. Thanks are also extended to the members of the North West Regional Archives Council, and the archivists and colleagues from all the participating repositories. \<page_number>2\</page_number> <img>1</img> Introduction The archival heritage of the North West reflects the region's diverse history and culture from the past thousand years up to the present day. It includes the records of great institutions, people and businesses in the region and reflects the North West's changing landscape, communities and economies. However, if this heritage is to be fully accessible to the growing number of archive users in the North West, then it will be necessary to catalogue collections as yet uncatalogued and improve the physical availability of the material. Producing catalogues of the contents of archival collections is the bedrock of the work of an archive service. Without descriptions of the documents it holds, an archive service cannot ensure: - Efficient and equitable access - A stimulating learning environment - Compliance with Freedom of Information and Data Protection legislation - An organisation's corporate memory - Legal, financial and administrative resources - The security and preservation of documents - Interpretative exhibitions and publications In short, archive services with uncatalogued collections cannot fulfil either their record keeping role, or ensure the place of archives at the cultural centre of the community. Without access via catalogues, archival organisations are unable to play a role in people's lives, managing organisations are failing to meet their responsibilities and are wasting money storing inaccessible documents. Taking the form of a detailed audit, the Logjam project was designed to scope the size and type of uncatalogued collections held in 30 of the region's principal archive-holding institutions. The work was funded by Resource and undertaken by the North West Museums, Libraries and Archives Council (NWMLAC) on behalf of North West Regional Archive Council (NWRAC). The aim of this report is not only to present the results of the survey but to share the methodology with other organisations. 1.1 Project aims The aim of the project was to identify, quantify and prioritise uncatalogued archival collections in the North West. Specifically it aimed to: - produce a detailed picture of the archival collections which are uncatalogued in each repository and the region as a whole - identify the resources required to catalogue these collections - prioritise these collections and in particular identify specific priorities for future collaborative projects within the region 1.2 Expected outputs Expected outputs from the project were as follows: - A regional database of uncatalogued collections which can be used to inform future collaborative projects - Individualised databases of uncatalogued collections for each participating repository - A regional report outlining the aggregated results of the audits and recommendations for future action - Individualised reports for each repository, including an indication of the timescale and resources required to catalogue each collection - An audit methodology that could be extended to other offices within the region at a later date \<page_number>3\</page_number> During the course of the project a number of organisations have expressed an interest in utilising the project methodology for their own audit of uncatalogued collections. This has lead to the development of a toolkit which can be used to undertake similar projects. 1.3 Expected outcomes The project aims to achieve the following outcomes: - The development of a collaborative approach to cataloguing which will assist in addressing the problem of cataloguing backlogs on a regional basis - Improved access to the region’s archives by making finding aids and collections more widely available - An opportunity for individual repositories to prioritise their cataloguing work and the results to act as an invaluable advocacy tool for the region 1.4 National and Regional Context Increased access to information has become one of the key priorities for the national and regional agenda for archives in the United Kingdom. It is a central theme for all the regional archives strategies and a number of national initiatives have placed it at the heart of their objectives. It is within this regional and national context that Logjam needs to be considered: North West Regional Archive Strategy Logjam is one of the basic building blocks of the implementation of the regional archive strategy. Under the Theme of Access and Availability, NWRAC aims to improve and widen physical and remote access to the region’s archives for the benefit of all users by making finding aids and collections widely available and developing a collaborative approach to managing cataloguing backlogs. The project forms part of the over-arching Filling the Gaps initiative, which aims to map archival needs and resources throughout the North West. Comprising of 7 regional projects, it will identify and prioritise needs in the North West and target potential solutions and funding streams. In particular, Logjam and the preservation survey, NW Preservation Assessment, will complement each other to give an accurate picture of the preservation and access needs across the region. Freedom of Information The Freedom of Information Act (FOI) Act 2000 provides the public with a general right of access to all types of recorded information held by public authorities. Under the terms of the legislation, all public authorities will have to adopt and maintain a publication scheme detailing the classes of information they hold, how this is information is to be published and whether this information is available to the public free of charge. However, archival-holding institutions will be able to claim exemption under Section 21 of the FOI Act if they can claim that their archival collections are already ‘reasonably accessible’. Organisations that have a large volume of uncatalogued archival material will find it very difficult to claim exemption and will be obliged to answer FOI enquiries themselves, as opposed to directing applicants towards the relevant finding aids. Penalties will be incurred upon repositories which are unable to answer FOI enquiries within 20 working days. The potential impact for institutions with a substantial number of uncatalogued collections covered by FOI legislation could prove to be serious. \<page_number>4\</page_number> Full Disclosure Full Disclosure is a cross-domain initiative, the principal objective of which is to provide access to the nation’s heritage by establishing a comprehensive electronic catalogue. However, in order to achieve this objective, the initiative acknowledges that fundamental cataloguing work will have to take place on collections as yet uncatalogued. In response to this need, one of its key recommendations is that institutions should “identify and prioritise those collections that remain entirely uncatalogued.” As means to prioritise these collections, the initiative advocates the use of their Prioritisation Assessment Matrix, an assessment tool which was specifically designed to enable funding bodies - and those seeking funding - to prioritise collections for retrospective conversion and cataloguing projects. The matrix outlines 5 broad criteria for the prioritisation: - The relationship to other collections - The institutional context - Potential use - Collaboration - Value for money Once prioritisation for cataloguing has been established, institutions are then recommended to use this information as a basis for possible regional collaboration. Resource: Shared Planning Framework Resource has recently set out a new framework for the way in which Resource and the nine Regional Agencies work together in the future. This is intended to create a greater understanding of common achievements and goals in the heritage sector. The Shared Planning Framework refers to 9 Programmes which Resource and the Regional Agencies will be involved in during the planning year. Under the Programme heading “Collections”, Resource highlights the identification of the “scale of cataloguing/documentation backlogs” and the co-ordination of “strategic planning programmes to address cataloguing documentation backlogs” as key shared deliverables for 2004-07. Archives Task Force: National Archives Network Building upon the vision stated in Archives On-line: the Establishment of a United Kingdom Archival Network, the Archives Task Force is currently trying to investigate the means by which the objective of National Archives Network can be achieved. Professionals and funding organisations have shown commitment to the development of such a network; but in order for it to succeed, essential cataloguing work will have to take place on inaccessible documents. The identification and prioritisation of uncatalogued collections is an important step in the development of remote access to the nation’s entire archival heritage. For a full explanation of the aims and initiatives of Full Disclosure, see Cultural Heritage Consortium, Full Disclosure Prioritisation Study. Final Report, (2002). For further information, see Resource, Shared Planning Guidance, April 2003. \<page_number>5\</page_number> 2 Methodology 2.1 Consultation with Stakeholders In January 2002 the NWRAC Archive Strategy was launched and Logjam was highlighted as a key initiative designed to improve the “knowledge of the scale and extent of cataloguing problems in the North West”. This was followed in April 2002 with a regional seminar entitled Spreading the Word – Developing Access to the NW Archives. The seminar provided an opportunity for representatives from a variety of archive-holding institutions to consider how access to the region’s archives could be improved. Delegates were encouraged to discuss Logjam and outline their requirements for the project. A project planning meeting was organised for July 2002 at the Museum of Science and Industry in Manchester. Delegates from 21 of the participating archive-holding institutions were present and recommendations concerning the project methodology were proposed. 2.2 Project Board Following consultation with participating archival institutions, a small project board was formed to oversee the project (see Acknowledgements). Representing a number of different archive services, the members brought a wide range of professional views and experiences to the project. The board helped to guide the project and proved invaluable during the process of refining the audit methodology. The board met twice and regular contact was maintained via email. 2.3 Audit Design An audit of uncatalogued archival collections had previously been undertaken on a regional level and a recognised methodology did not exist. Therefore a methodology was designed specifically for the project. Several major factors had to be taken into consideration during the designing process: - what institutions were to take part - who was to undertake the audit and how - what limits would have to be placed on the project - what data was to be collected - how were the cataloguing resources to be calculated - how were the collections to be prioritised for cataloguing - how to audit repositories where the number of uncatalogued collections was exceptionally large 2.4 Participating repositories In order to ensure that the project gained a comprehensive view of the region’s uncatalogued holdings, 40 of the region’s principal archival institutions were contacted and invited to participate in the project; 30 repositories accepted the invitation. The breakdown of participating repositories is as follows: - 6 County Record Office repositories - 14 Metropolitan archive services - 10 Specialist repositories The participating local authority archive services differed greatly in terms of size and core funding; they ranged from large County Record Offices to small local study libraries. The specialist repositories included academic institutions, museums, galleries and business archives (see Appendix A). \<page_number>6\</page_number> 2.5 Project Limits Given the limited amount of resources and time available to the project it was logical to propose certain limits: - Minimum collection size The project could not aim to survey every uncatalogued archival item in the region. Therefore only collections of 1 linear shelf metre in size and over were included. - Definition of an uncatalogued collection A number of collections held in archive offices have collections that have basic box lists or poor quality catalogues. This project covered those catalogues which are not easily useable by the public and do not meet the standards outlined below. The Full Disclosure Study states that disclosure of collections at item-level as the fullest level of description is its ultimate aim and that International Standard for Archival Description (General) should be followed. The A2A project guidelines for new cataloguing proposes a number of mandatory fields which are listed in Appendix B. Under this project the aim will be to produce catalogues which meet these mandatory data elements. 2.6 Audit Staff A professional archivist working on a 12 month contract was employed to undertake an audit of uncatalogued collections in each participating repository. The possibility of using a postal questionnaire was discounted as this would have relied heavily upon staff in archive offices having the time and experience to collate the information. The use of a project officer also ensured that the work could be undertaken to a consistent standard and without bias. 2.7 Audit Schedule Following the appointment of the project archivist in November 2002, each repository was asked to provide a preliminary list of uncatalogued collections. The lists were used to estimate how long each audit would take to complete and played a critical part in the design of the project database. A number of repositories had carried out their own surveys of uncatalogued holdings and were able to provide the lists with relative ease. Other repositories did not have this information so readily to hand and had to invest staff time in producing the preliminary lists. But despite the time and effort involved, most archivists found this a valuable housekeeping exercise. 2.8 Data Collection and Analysis Each uncatalogued collection was individually examined by the project officer and the following data was gathered: - Collection Title - Collection Reference - Accession Number and/or Collection Reference - Collection Management Group (Public Records, Official Records, Religious Records, Deposited Records) - Collection sub group - Extent of boxes items/maps/plans (linear metres) - Extent of volumes (linear metres) - Potential cataloguing complexity - Level of cataloguing required Once the audit had been completed, the data was inputted into a Microsoft Access database and analysed using its query and report functions. Each participating repository received a copy of their individualised database and a set of instructions outlining how to use and update the database. It is hoped that \<page_number>7\</page_number> NWMLAC will revisit Logjam in approximately five years time to establish how much progress has been made in the reduction of the regional backlog. In order to aid this process, each individualised database includes a cataloguing up-date feature which enables each repository to record their cataloguing progress. The inclusion of this feature ensures that when it is required, the data can be easily extracted from the database and given to NWMLAC for analysis. 2.9 Calculating Cataloguing Resources The cataloguing resources were calculated using a formula designed specifically for the project. In order to take into the complexity of each collection, the formula was based on the following factors: - Size of the collection - Potential cataloguing complexity - Main covering dates of the collection - Level of cataloguing required. Each factor is given a weighting and a total resources score is generated for each collection. The score is then matched against a table of cataloguing resources and the database automatically provides a cataloguing time for archivists and paraprofessionals. For example: Collection: Archer Family, Earls of Borssetshire Covering Dates: 18th – 19th century Cataloguing Complexity: Complex Level of Cataloguing: High - uncatalogued Size: 40 linear metres Resources Score: 290 Cataloguing Resources: 9-12 months archivist time and 2 months paraprofessional time 2.9.1 Size of the collection The weighting for the size of each collection was determined by its actual size in linear metres. However, this only extended to boxed items, maps and plans, and not volumes. As volumes are generally less time-consuming to catalogue, they were excluded from the equation and a separate formula was devised based upon an archivist or paraprofessional cataloguing 2 linear metres of volumes per day. 2.9.2 Potential cataloguing complexity The weighting for the potential cataloguing complexity was based upon 5 complexity categories: - Very Complex - Complex - Moderate - Moderately Straightforward - Straightforward Definitions for the categories can be found in Appendix C. 2.9.3 Main covering dates The covering dates for the collection were aggregated into date ranges: - 20th - 21st century - 19th - 20th century - 18th - 19th century - 17th - 18th century - 16th - 17th century - 11th - 15th century Inevitably, collections did not fall precisely within these specific date ranges. The solution was to take the date range for the bulk of archival material within the collection. \<page_number>8\</page_number> 2.9.4 Level of cataloguing required The amount of work that has already been undertaken on a collection impacts greatly on the potential cataloguing time. The cataloguing resources formula distinguished between those collections that remained completely uncatalogued, and those that had been box-listed or listed to series level: - High - Uncatalogued - Medium - Box-listed - Low - Listed to series level 2.9.5 Cataloguing Resources Table The cataloguing resources table was compiled by asking archivists that had recently completed cataloguing projects to complete a questionnaire based upon the four factors indicated (see Appendix D). 41 questionnaires were returned and by using the collated data it was possible to see patterns emerging for cataloguing times according to different resource scores. However, one of the most difficult aspects of this exercise lay in trying to accommodate the great disparity between cataloguing times for collections with similar scores. The cause of this disparity usually lay in the fact that some repositories, such as universities and specialist repositories, had the resources available to catalogue in far greater detail than would normally be considered by some local authority archives. In addition, some cataloguing projects spent a great deal of time creating detailed indexes for each collection. In order to overcome this problem, the lengthier cataloguing projects were used to indicate the additional cataloguing time that would be required for detailed indexing and item-level cataloguing. A greater deal of accuracy would have been gained if more questionnaires could have been completed regarding very large collections (over 75 linear metres), but very few collections of this magnitude had been recently catalogued. Many of the returned questionnaires related to medium-large cataloguing projects, and whilst this has produced some consistent data, this level of consistency could not be replicated for exceptionally large collections. Any recommendations concerning cataloguing resources can only be regarded as an approximate indication. Repositories were recommended to undertake more detailed research on potential cataloguing resources before seeking funding to catalogue specific collections. Whilst it is understood that the estimates for cataloguing resources may not be completely accurate, it is hoped that the data generated from repositories quantifying their cataloguing progress will overcome this problem in the future. A cataloguing up-date form is included in the database and is designed to be used after each collection has been catalogued. This form includes a section on resources, and from this data it will be possible to evaluate the accuracy of the projected cataloguing times. If needed, the data can be used to amend the resources table so that a greater level of accuracy can be gained in the future. 2.10 Priority Assessment Based upon guidelines from the national Full Disclosure Project, an assessment matrix was devised to establish the cataloguing priority of each collection. The cataloguing priorities were based upon whether the collection was: - covered by the Freedom of Information Act - of high/medium/low local significance - of high/medium/low regional significance - of high/medium/low national significance - uncatalogued because of its condition - eligible for inclusion in past or present A2A or Archives Hub initiatives \<page_number>9\</page_number> A priority score was awarded to each collection and this established its cataloguing priority. The assessment was undertaken in conjunction with the archivist/librarian at each repository. As local professionals have a much clearer idea of the local and regional significance of their own collections, it was felt that their input would ensure that more accurate data concerning the contextual significance of each collections could be collated. Definitions were provided to ensure that consistent data could be gathered across the North West (see Appendix E). 2.11 Sampling collections In one repository the scale of the backlog (and the holdings as a whole) were such that an audit of all the uncatalogued collection was unfeasible and it was decided that a sample of collections would be assessed. As the repository monitored the production of uncatalogued collections, they were able to base the sample on collections which were in high public demand. The repository was also asked to provide an extent for the unseen uncatalogued collections, so that the regional figure for uncatalogued holdings could be calculated. \<page_number>10\</page_number> 3 Results The results of the audit of the audit have been broken up into the following sections: - Section A - Size of regional and sub-regional cataloguing backlog - Section B - Size of backlog by repository type - Section C - Size of backlog by collection type - Section D - Size of backlog covered by the Freedom of Information Act - Section E - Cataloguing priorities - Section F - Access Initiatives - Section G - Cataloguing Status - Section H - Cataloguing Resources Section A includes data for all the uncatalogued collections in the 30 participating repositories in the region. Sections B – H only contain data pertaining to the uncatalogued collections assessed by the project officer. They do not include data for the unseen material held by the repository in which a sample of collections was audited. 3.1 SECTION A - Size of regional and sub-regional cataloguing backlog Size of Regional Backlog <table> <tr> <td>Total extent of regional archival holdings (linear metres)</td> <td>Extent of uncatalogued holdings (linear metres)</td> <td>Number of collections (All media except film)</td> <td>Number of film titles</td> </tr> <tr> <td>79,429</td> <td>22,820</td> <td>1,220</td> <td>10,253</td> </tr> </table> Table 1 <img>Figure 1</img> Proportion of uncatalogued holdings in the North West region - Linear Metres of catalogued material - Linear Metres of uncatalogued material Size of backlog in Greater Manchester <table> <tr> <td>Total extent of sub regional archival holdings (linear metres)</td> <td>Extent of uncatalogued holdings (linear metres)</td> <td>Number of collections</td> <td>Number of film titles</td> </tr> <tr> <td>22,753</td> <td>6,760.25</td> <td>359</td> <td>6348</td> </tr> </table> Table 2 <img>Figure 2</img> Proportion of uncatalogued holdings in Greater Manchester - Linear Metres of catalogued material - Linear Metres of uncatalogued material Size of backlog in Merseyside <table> <tr> <td>Total extent<br>(linear metres)</td> <td>Extent of uncatalogued holdings<br>(linear metres)</td> <td>Number of collections</td> <td>Number of film titles</td> </tr> <tr> <td>20,386</td> <td>6,393</td> <td>287</td> <td>3895</td> </tr> </table> Table 3 <img>Figure 3 - Pie chart showing proportion of uncatalogued holdings in Merseyside. - Linear Metres of catalogued material: 31% - Linear Metres of uncatalogued material: 69% </img> Size of backlog in Lancashire <table> <tr> <td>Total extent<br>(linear metres)</td> <td>Extent of uncatalogued holdings<br>(linear metres)</td> <td>Number of collections</td> <td>Number of film titles</td> </tr> <tr> <td>12,874</td> <td>4778</td> <td>414</td> <td>0</td> </tr> </table> Table 4 <img>Figure 4 - Pie chart showing proportion of uncatalogued holdings in Lancashire. - Linear Metres of catalogued material: 37% - Linear Metres of uncatalogued material: 63% </img> Size of backlog in Cheshire <table> <tr> <td>Total extent<br>(linear metres)</td> <td>Extent of uncatalogued holdings<br>(linear metres)</td> <td>Number of collections</td> <td>Number of film titles</td> </tr> <tr> <td>10,000</td> <td>571</td> <td>50</td> <td>0</td> </tr> </table> Table 5 <img>Figure 5 - Pie chart showing proportion of uncatalogued holdings in Cheshire. - Linear Metres of catalogued material: 6% - Linear Metres of uncatalogued material: 94% </img> Film archives in Lancashire and Cheshire are deposited at the North West Film Archive in Manchester, thereby accounting for the lack of uncatalogued film titles in these regions. \<page_number>12\</page_number> Size of backlog in Cumbria <table> <tr> <td>Total extent<br>(linear metres)</td> <td>Extent of<br>uncatalogued holdings<br>(linear metres)</td> <td>Number of collections</td> <td>Number of film titles</td> </tr> <tr> <td>14,515</td> <td>4318.21</td> <td>110</td> <td>5</td> </tr> </table> Table 6 <img>Figure 6</img> Proportion of uncatalogued holdings in Cumbria - Linear Metres of catalogued material - Linear Metres of uncatalogued material 3.2 SECTION B - Size of Backlog by repository type Size of backlog in County Record Offices <table> <tr> <td>Total extent<br>(linear metres)</td> <td>Extent of<br>uncatalogued holdings<br>(linear metres)</td> <td>Number of collections<br>(all media except film)</td> </tr> <tr> <td>37,389</td> <td>9667.21</td> <td>259</td> </tr> </table> Table 7 <img>Figure 7</img> Proportion of uncatalogued holdings in County Record Offices - Linear Metres of catalogued material - Linear Metres of uncatalogued material Size of backlog in Metropolitan Archives <table> <tr> <td>Total extent<br>(linear metres)</td> <td>Extent of<br>uncatalogued holdings<br>(linear metres)</td> <td>Number of collections</td> </tr> <tr> <td>27903.85</td> <td>9203.4</td> <td>412</td> </tr> </table> Table 8 <img>Figure 8</img> Proportion of uncatalogued holdings in Metropolitan Archives - Linear Metres of catalogued material - Linear Metres of uncatalogued material Size of backlog in Specialist Repositories <table> <tr> <td>Total extent<br>of regional<br>archival<br>holdings<br>(linear<br>metres)</td> <td>Extent of<br>uncatalogued<br>holdings<br>(linear<br>metres)</td> <td>Number of<br>collections</td> </tr> <tr> <td>13878</td> <td>3841.6</td> <td>234</td> </tr> </table> Table 9 <img>Figure 9</img> Proportion of uncatalogued holdings in Specialist Repositories - Linear Metres of catalogued material - Linear Metres of uncatalogued material 3.3 SECTION C - Size of backlog by collection type Extent of material by collection type Definitions: Public Records – Archives covered by the Public Records Act 1958, such as hospital records, court records and prison records Official Records – Archives of local authorities and all of their predecessor bodies Deposited Records – Archives deposited by private businesses, individuals and organisations Religious Records – Archives relating to religious institutions, of various types. <img>Figure 10</img> The results indicate that 36% of the region’s uncatalogued holdings comprise Official Records. 84% of this material relates to the administrative records of local authorities and their predecessor bodies. Covering every part of local administration in the region from Civil Parish Councils and Urban District Councils, to County Councils and Borough Councils, these records are of great evidential value to the people of the North West and are quickly gaining recognition as a rich source of information for family historians. As records covered by the Freedom of Information Act, they also allow for a much greater understanding and knowledge of the way we are governed at a regional level. <table> <tr> <td>Collection Management Group</td> <td>Number of collections</td> <td>Extent (linear metres)</td> <td>Number of film titles</td> </tr> <tr> <td>Public records</td> <td>44</td> <td>1379.88</td> <td>524</td> </tr> <tr> <td>Official records</td> <td>190</td> <td>6941.73</td> <td>342</td> </tr> <tr> <td>Deposited records</td> <td>639</td> <td>10752.4</td> <td>9387</td> </tr> <tr> <td>Religious records</td> <td>32</td> <td>206.2</td> <td>0</td> </tr> </table> Linear Matres of Uncatalogued Material Linear Matres of Catalogued Material Linear Matres of Official Records Linear Matres of Deposited Records Linear Matres of Religious Records The results indicate that 36% of the region’s uncatalogued holdings comprise Official Records. 84% of this material relates to the administrative records of local authorities and their predecessor bodies. Covering every part of local administration in the region from Civil Parish Councils and Urban District Councils, to County Councils and Borough Councils, these records are of great evidential value to the people of the North West and are quickly gaining recognition as a rich source of information for family historians. As records covered by the Freedom of Information Act, they also allow for a much greater understanding and knowledge of the way we are governed at a regional level. \<page_number>14\</page_number> Extent of uncatalogued Deposited Records by collection sub-group <table> <thead> <tr> <th>Collection Management Sub-group</th> <th>Number of collections</th> <th>Extent (linear metres)</th> </tr> </thead> <tbody> <tr> <td>Antiquarian records</td> <td>44</td> <td>1379.88</td> </tr> <tr> <td>Business records</td> <td>190</td> <td>6941.73</td> </tr> <tr> <td>Charity records</td> <td>639</td> <td>10752.4</td> </tr> <tr> <td>Family & Estate records</td> <td>32</td> <td>206.2</td> </tr> <tr> <td>Party Political papers</td> <td>44</td> <td>1379.88</td> </tr> <tr> <td>Personal papers</td> <td>190</td> <td>6941.73</td> </tr> <tr> <td>Society & Voluntary Organisation</td> <td>639</td> <td>10752.4</td> </tr> <tr> <td>Solicitor's records</td> <td>32</td> <td>206.2</td> </tr> <tr> <td>Trade Union records</td> <td>32</td> <td>206.2</td> </tr> </tbody> </table> <img>A pie chart showing the extent of deposited collections in linear metres. The chart shows: - Antiquarian Records: 1% - Business Records: 2% - Charity Records: 6% - Family and Estate: 14% - Party Political Papers: 25% - Personal Papers: 48% - Societies & Voluntary Orgs.: 1% - Solicitors: 1% - Trade Union Records: 1% A legend at the bottom left corner of the pie chart shows the percentage values for each category.</img> Figure 11 Table 11 Given the history of the history of the region it is unsurprising that nearly 50% of the holdings for deposited records should comprise of business collections. Nearly a quarter of these collections are associated with the region’s pivotal role within the industrial revolution and form an important part of the region’s economic and cultural heritage. Of particular note are the textile and engineering records of Lancashire and Greater Manchester; the shipbuilding records of Cumbria; and the shipping and mercantile records of Merseyside. However, the sheer size and complexity of these collections tend to negate their inclusion in day-to-day cataloguing programmes. Over 2.5 miles of the uncatalogued records in the region are comprised of family, estate and solicitor collections. In most instances the medieval documents that form part of these collections had been calendared, but 20 collections contained medieval records of 1 box or more. The most prolific uncatalogued documents within these types of collections were uncatalogued title deeds and their associated papers, but there were also large quantities of material relating to local and national politics, agriculture, the arts, industrial development, diplomacy, colonialism and war. \<page_number>15\</page_number> 3.4 SECTION D - Uncatalogued collections covered by the Freedom of Information Act Under the Freedom of Information Act, which will be implemented by 2005, archival-holding organisations will be required to provide access to any records covered by the legislation. Public records, records of public authorities and deposited collections owned by local authority archive services are all covered by the Act and will have to be made available to the general public. In addition, repositories will be obliged to answer Freedom of Information enquiries within 20 working days following the receipt of an enquiry. However, without catalogues it will prove very difficult for repositories to fulfil these obligations. In order to comply with FOI legislation it is important that records covered by the Act are catalogued. Extent of uncatalogued material covered by FOI <table> <thead> <tr> <td>Number of collections covered by the FDI</td> <td>Extent of archival material covered by FOI</td> <td>Number of film titles covered by FOI</td> </tr> </thead> <tbody> <tr> <td>342</td> <td>9259.71</td> <td>866</td> </tr> </tbody> </table> Table 12 <img>Figure 12</img> Collections covered by FOI by collection type <table> <thead> <tr> <td>Collection Management Group</td> <td>Number of collections</td> <td>Extent (linear metres)</td> </tr> </thead> <tbody> <tr> <td>Public records</td> <td>44</td> <td>1379.88</td> </tr> <tr> <td>Official records</td> <td>190</td> <td>6941.73</td> </tr> <tr> <td>Deposited records</td> <td>108</td> <td>938.1</td> </tr> </tbody> </table> Table 13 <img>Figure 13</img> Extent of collections covered by FOI in linear metres <img>A pie chart showing the extent of collections covered by FOI and not covered by FOI. The chart shows: - A large orange section representing 52% of the chart, labeled "Extent of collections covered by FOI". - A smaller grey section representing 48% of the chart, labeled "Extent of collections not covered by FOI". The total area of the chart is divided into these two sections. The orange section is slightly larger than the grey section, indicating that more collections are covered by FOI than not covered by FOI. The chart also includes a legend at the bottom right corner, which identifies the colors used in the chart: - Orange: Extent of collections covered by FOI - Grey: Extent of collections not covered by FOI\\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \\ \| \| \| \|---\| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| \| Extent of uncatalogued collections covered by FOI by collection type <img>A pie chart showing the extent of uncatalogued collections covered by FOI. The chart shows: - A large orange section representing 75% of the chart, labeled "Linear metres of Deposited Records". - A medium orange section representing 15% of the chart, labeled "Linear metres of Official Records". - A small grey section representing 10% of the chart, labeled "Linear metres of Public Records". The total area of the chart is divided into these three sections. The orange section is slightly larger than both the grey and official records sections combined, indicating that more uncatalogued collections are related to deposited records than official or public records. The chart also includes a legend at the bottom right corner, which identifies the colors used in the chart: - Orange: Linear metres of Deposited Records - Medium orange: Linear metres of Official Records - Grey: Linear metres of Public Records\\ \<page_number>16\</page_number> 3.5 SECTION E - Future Cataloguing Priorities Breakdown of cataloguing priority scores <table> <tr> <td>Number of collections with a priority score of 0-30</td> <td>Number of collections with a priority score of 40-60</td> <td>Number of collections with a priority score of 70 and over</td> </tr> <tr> <td>264</td> <td>450</td> <td>191</td> </tr> </table> Table 14 <img>Figure 14</img> Number of uncatalogued collections by priority score - Score 0-30 (21%) - Score 40-60 (50%) - Score 70-100 (29%) <img>Figure 15</img> Breakdown of priority scores by collection type - Religious Records - Public Records - Official Records - Deposited Records Priority Score <img>Figure 15</img> \<page_number>17\</page_number> 3.6 SECTION F - Access Initiatives Improving remote access to the region’s archival heritage is one of the core aims of the NWRAC Strategy. Currently this is being achieved by means of the Access to Archives (A2A) Programme, the Archives Hub and specific regional projects such as Greater Manchester Past Finder, Mersey Gateway and Spinning the Web. However, despite the excellent work that has already been undertaken, evidence provided by the project suggests that far further 530 archive collections could have been made available to remote users had they been catalogued. This equates to over 6 miles of records and 10,118 film titles. Of particular concern is the fact that 91% of the uncatalogued material eligible for access initiatives would have been eligible for inclusion in the North West’s latest A2A project Mills, Mansions and Corner Shops. Without their inclusion, this project cannot provide remote users with access to the full complement of the region’s business, industry, family and estate archives. Access Initiatives: - Mills, Mansions and Cornershops – Latest regional A2A project covering the records of business, industry, landed estate and families see www.a2a.org.uk - Our Mutual Friends in the North – First regional A2A project relating to voluntary and mutual organisations and Protestant non-conformity see www.a2a.org.uk - Archives Hub – National gateway to descriptions of archives in UK universities and colleges see www.archiveshub.ac.uk Collections eligible for electronic access initiatives <table> <thead> <tr> <th>Access Initiative</th> <th>Number of collections</th> <th>Extent (linear metres)</th> <th>Number of film titles</th> </tr> </thead> <tbody> <tr> <td>Mills, Mansions and Corner Shops A2A project</td> <td>376</td> <td>9023.1</td> <td>3875</td> </tr> <tr> <td>Our Mutual Friends in the North A2A project</td> <td>86</td> <td>587.4</td> <td>499</td> </tr> <tr> <td>Archives Hub</td> <td>68</td> <td>301.5</td> <td>5737</td> </tr> </tbody> </table> Table 16 <img>Figure 16: Pie chart showing extent of uncatalogued material eligible for inclusion in electronic access initiatives. - Mills, Mansions and Cornershops: 91% - Our Mutual Friends: 6% - Archives Hub: 3%</img> \<page_number>18\</page_number> 3.7 SECTION G - Cataloguing Status Definitions: Uncatalogued – No cataloguing work has been undertaken on the documents. Box-listed – A basic list of the contents of each box of documents has been produced. Catalogued to series level – Catalogued to series level is the next level of detail in cataloguing but is not classified as fully catalogued in this project. Cataloguing status of collections <table> <thead> <tr> <th>Cataloguing status</th> <th>Number of collections</th> <th>Extent (linear metres)</th> </tr> </thead> <tbody> <tr> <td>Uncatalogued</td> <td>690</td> <td>1843.35</td> </tr> <tr> <td>Box-listed</td> <td>183</td> <td>4535.31</td> </tr> <tr> <td>Catalogued to series level</td> <td>32</td> <td>12901.55</td> </tr> </tbody> </table> Table 17 <img>Figure 17</img> Extent of material uncatalogued, box-listed or listed to series level Uncatalogued collections Box-listed collections Collections catalogued to series level 66% 24% 10% 3.8 SECTION H - Cataloguing Resources An important part of the Logjam project was to seek solutions to the backlog of uncatalogued archives. Calculations of the resources required were therefore made on an individual office and a regional level. The audit suggests that at least 900 years of archivist and support staff time have already been invested by archive services in the region in direct cataloguing work to make the 71% of catalogued records available. Number of staff years required to eliminate the backlog <table> <thead> <tr> <th>Number of archivist years</th> <th>Number of paraprofessional years</th> <th>Number of archivist/paraprofessional years to eliminate backlog of volumes</th> </tr> </thead> <tbody> <tr> <td>299</td> <td>62</td> <td>9.65</td> </tr> </tbody> </table> Table 18 Number of staff years required to catalogue high priority collections (priority score of 70 and over) <table> <thead> <tr> <th>Number of archivist years</th> <th>Number of paraprofessional years</th> <th>Number of archivist/paraprofessional years to eliminate backlog of volumes</th> </tr> </thead> <tbody> <tr> <td>65</td> <td>13</td> <td>2.4</td> </tr> </tbody> </table> Table 19 \<page_number>19\</page_number> Number of staff years required to eliminate the backlog of Public Records <table> <tr> <td>Number of archivist years</td> <td>Number of paraprofessional years</td> <td>Number of archivist/paraprofessional years to eliminate backlog of volumes</td> </tr> <tr> <td>16.1</td> <td>1.5</td> <td>1.2</td> </tr> </table> Table 20 Number of staff years required to eliminate the backlog of Official Records <table> <tr> <td>Number of archivist years</td> <td>Number of paraprofessional years</td> <td>Number of archivist/paraprofessional years to eliminate backlog of volumes</td> </tr> <tr> <td>55</td> <td>18.85</td> <td>3.9</td> </tr> </table> Table 21 Number of staff years required to eliminate the backlog of Religious Records <table> <tr> <td>Number of archivist years</td> <td>Number of paraprofessional years</td> <td>Number of archivist/paraprofessional years to eliminate backlog of volumes</td> </tr> <tr> <td>3.8</td> <td>8.5</td> <td>31</td> </tr> </table> Table 22 Number of staff years required to eliminate the backlog of Deposited Records <table> <tr> <td>Number of archivist years</td> <td>Number of paraprofessional years</td> <td>Number of archivist/paraprofessional years to eliminate backlog of volumes</td> </tr> <tr> <td>224</td> <td>41</td> <td>4.425</td> </tr> </table> Table 23 \<page_number>20\</page_number> \<page_number>21\</page_number> 4 What comprises the backlog? The North West's Hidden Archival Heritage The following examples of uncatalogued records highlight the richness of our archival heritage and illustrate why they are so crucial to the understanding and development of the region. - Lowther Family, Earls of Lonsdale Like most of the exceptional family and estate collections throughout the region, the Lowther family papers are a particularly vital source of information for the early history of the North West. This collection contains manorial papers, maps, surveys, title deeds, estate accounts and personal correspondence, which reflect the lives of the landed classes and their tenants. Indeed, having been resident in Cumbria for over 1000 years, the uncatalogued Lowther family papers - equivalent to the length of three football pitches - are an important resource for the study of land-ownership, local politics and agricultural history in the North West. "The family collections.....are inadequately catalogued and there is great public demand for them. My experience is that it is difficult to attract funding to catalogue them, because of their traditional associations with antiquarianism, and the false perception that they represent the interest and views of the landed elite. In fact they are very revealing of the lives of ordinary people: tenants, servants, trades people etc. They are hugely important for genealogical research and local studies, but many collections are also of national and international importance, because of families' involvement in political and court life, and their overseas interests" The collection also includes important resources for the study of West Cumbria's early industrial expansion and its importance as a centre for overseas trade. But until these records are fully catalogued, the great research potential of these archival treasures remains fundamentally hidden. - Earls of Derby The Derby papers represent a major uncatalogued collection of personal, political and family papers which are of incredible national significance. As major figures in the world of the nineteenth century politics, the Earls of Derby assumed the most important positions within government. The 14th Earl of Derby, for example, served as Prime Minister on no less than three occasions and also served as Secretary of State for War and the Colonies and Chief Secretary of Ireland. The 15th Earl was Foreign Secretary twice and Secretary of State for the Colonies. The 13th Earl was a leading natural historian of his time, and at his seat at Knowsley he created a world famous menagerie which attracted the leading painters of the day. He was also a notable supporter of Edward Lear and the nonsense poem, The Owl and Pussycat, was written for his grandchildren. Accepted in lieu of inheritance tax, these papers are owned by the nation, but are stored and not fully accessible to the nation. - Manchester Ship Canal Company During the Industrial Revolution, the once rural communities grew into thriving industrial conurbations, and textile mills, engineering works, railways and canals dominated the landscape. This exceptionally exciting era is captured in the uncatalogued business records of companies that literally changed the face of the North West, especially those of the Manchester Ship Canal Company. Without the construction of <img>A small image showing a historical scene with people working in textile mills.</img> the canal, which was one of the greatest engineering projects of the Victorian era, the North West would not have become one of the most important cotton manufacturers in the world. Its development ensured that cotton could be cheaply transported to the Mersey estuary for exportation to America, and the technical planning that lay behind its construction became a showcase for Manchester's engineering companies, attracting customers from all over the world. Equating to over a quarter of a mile of uncatalogued records, the Manchester Ship Canal collection helps to illustrate how and why the North West became such an important centre for industrial growth. The collection includes financial, personnel and administrative records which illustrate not only the development of the canal company, but also the development of the other industries it supported, such as textiles, coal and manufacturing. However, until it is catalogued, its immense research potential cannot be exploited and the true worth of the collection cannot be realised. Walker Gallery Papers The Walker Gallery is the national gallery of the North and for 120 years it has housed Liverpool's finest works of art. Its history is intrinsically linked with the economy and society of Liverpool and its archives reflect not only the founding and administration of the gallery, but also the exceptionally rich artistic scene which flourished in this part of the North West. The collection includes records relating to The Liverpool Society for Fine Arts, the Liverpool Academy and papers of great artists and sculptors, including Augustine Rodin and Conrad Dressler. Other significant records include the gallery's exhibition papers, particularly those relating to the Liverpool Autumn Exhibition. Based on the Royal Academy's annual exhibitions, they were launched in 1871 and aimed to exhibit contemporary painting and sculpture. Over the years, they attracted some of the world's leading artists and each exhibition is recorded in the detailed records maintained by the gallery, which include correspondence with exhibiting artists. The Gallery records are tremendously important source of information, not just for art historians, but social and economic historians. They depict how prosperity within one particular locality can create a climate of great cultural and artistic vibrancy. But without catalogues, these papers remain inaccessible. The collections highlighted within this report only represent a very small sample of the regionally and nationally significant uncatalogued archives in the North West. Had they been catalogued, a significant proportion of these archives could have been included in recent regional Access to Archives projects (www.a2a.org.uk), which aim to create a national, virtual archive catalogue on the World Wide Web. A2A has an enviable record in attracting new users to archives and the North West is regularly the most heavily searched region. "The Access to Archives project is visionary and worthy of the strongest support. I can think of no other single area of funding which would benefit so many groups and individuals. The potential is enormous...." "This [A2A Mills, Mansions and Corner Shops] is a most important development in a region where so many records/archives are interconnected." \<page_number>22\</page_number> Thanks to their uncatalogued status, over six miles of these records are excluded from the current initiative, Mills, Mansions and Corner Shops. Their inclusion would not only have increased access to these collections, but would have helped to promote the region as a centre for the study of the Industrial Revolution. In addition to increasing accessibility to archives, cataloguing also has a number of other benefits, to communities and organisations. This is most effectively demonstrated by the recent cataloguing project on the Merseyside Jewish Community Archives that took place at the Liverpool Record Office. The project not only made records available to the public for the first time, but it has resulted in a dramatic increase in the level of use of the collections, the rescue of further archives. Furthermore it has galvanised the Jewish community to celebrating, securing and supporting their history and community. "I applaud Liverpool Records office and the archivists for getting to grips with such a complex and extensive collection of records. Thanks to their work, they have thrown light onto events that even we in the Jewish of Community had forgotten and in some cases were not even aware of. By cataloguing these records they have provided a fascinating story not just for the Jewish community to research and follow but anyone around the world interested in social history." \<page_number>23\</page_number> 5 Recommendations The findings of the Logjam audit have revealed that 29% of the region's holdings remain uncatalogued and inaccessible to the public. This equates to 1220 separate archival collections and over 14 miles of archival material (just over the width of the Isle of Man). Whilst some repositories have as little as 5% of their holdings uncatalogued, the average percentage of holdings uncatalogued in each repository is 38%. In repositories without an archivist in place to maintain the collections, this figure rises to 69%. 3 organisations in the region had 100% of their holdings classed as uncatalogued. The North West's archive holding organisations differ widely in terms of their size, type and resources, but as user numbers in the archival sector have continued to grow in the last few years, many have found it increasingly difficult to devote time to large-scale cataloguing. In the last ten years visitor numbers to North West archive services have increased by over 250%. There are over 140, 000 annual visits to archive services in the North West (this is the highest number of visits outside London) and resources in many of the region's repositories have had to be redirected towards public service delivery. This includes meeting the demands made upon services by postal, telephone and email enquiries. This problem is exacerbated by the provision of longer opening hours, without the concomitant increase in staff. Additional problems are engendered by the fact that the region has a high proportion of single-staffed repositories. This is most common within metropolitan archive services where archivists undertake archival duties single-handedly. Admittedly, there has been a recent increase in externally funded cataloguing projects, which has seen the widening of access to a number of the region's key collections, but this approach alone will not eradicate the backlog in many repositories. Small archive services are not always able to devote time and resources to writing project bids which may not necessarily result in external funding. "It should be strongly emphasised that improved provisions depends upon addressing the issues of core funding for organisational stability. Serial project funding works against the retention of skilled specialist staff and the development of strong relationships with users" Despite the tension between meeting the demands of public-service delivery and cataloguing, many repositories were able to report that they were up to date with cataloguing recently acquired accessions and some repositories had made inroads into cataloguing their backlog of collections of less than one linear metre. However, in most cases the inherited backlog is far too great for them to be able to tackle the problem without the provision of additional resources. In many instances the sheer size and complexity of the uncatalogued collections - particularly those of solicitors, businesses and landed families - have "As with all small archive services our problems are money and staffing. We are clearly understaffed and have been since inception, having only one temporary staff in addition to the archivist. This means that we are unable to run a comprehensive service, carry out survey work and we are accumulating a backlog of uncatalogued items..." \<page_number>24\</page_number> prohibited them from being catalogued as part of routine cataloguing programmes. Indeed, the additional resources required to tackle the backlog extends beyond the simple need for more staff. Many repositories, irrespective of their size or type, do not have sufficient space available to them to sort and catalogue medium to large collections, whilst other repositories have not had the resources available to purchase cataloguing software. During the audit process a certain number of recommendations had to be made to nearly all the repositories; whilst these primarily focused on staffing levels, other recommendations concentrated on the lack of basic cataloguing facilities. The main recommendations made to repositories were as follows: - Additional cataloguing staff should be employed to catalogue large unlisted collections. At the moment archivists have to devote much of their time to public service delivery, thereby making the listing of large collections unfeasible. The provision of additional cataloguing staff would ensure that time could be entirely devoted to cataloguing. Cataloguing staff should hold a recognised archival qualification in order to enable cataloguing to be undertaken to recognised international standards - Additional paraprofessional staffing should be provided to assist with the cataloguing process and reduce cataloguing times - The repository holds a large number of records covered by the Freedom of Information Act which should be considered a high cataloguing priority - The Freedom of Information Officer for the council should be informed of the extent of the uncatalogued material covered by FOI - Given the size of some of the uncatalogued collections, it would be wise to consider the employment of two archivists to work on each large collection. This would ensure that the cataloguing time could be drastically reduced and also guarantee that work could continue uninterrupted on each collection, irrespective of staff holidays and sickness - A secure cataloguing area for staff to undertake cataloguing and sorting work needs to be sought as soon as possible. The addition of networked computers with the appropriate cataloguing software would also ensure that cataloguing could be undertaken more efficiently and could potentially help in the reduction of the cataloguing backlog \<page_number>25\</page_number> Regional Recommendations The Logjam audit has revealed that cataloguing backlogs are endemic throughout the region and whilst individual recommendations to repositories are a starting point in the bid to try and reduce cataloguing backlogs, there is an opportunity to tackle this problem regionally. Potentially, cataloguing backlogs will not be reduced in the region without the provision of additional resources. The approximate cost of tackling the entire backlog assessed is 29 million pounds and the cost of cataloguing the priority collections is estimated at 4 million pounds. It is recommended that these resources could be secured by means of the following regional cataloguing strategy. NWMLAC aims to work with and support north west archives to carry out the following strategy: - PART 1 Individual offices prioritise the cataloguing of collections identified as high priority by the Logjam Audit, both within current resources and by securing additional internal resources. This solution is already being undertaken by offices already in receipt of their Logjam report, and is expected to yield positive results. Organisations managing archive repositories are encouraged to provide the necessary resources to begin to tackle the backlogs identified and to meet the other recommendations regarding IT, cataloguing work space and Freedom of Information. - PART 2 Individual offices prioritise the cataloguing of collections identified as high priority by the Logjam Audit, making individual bids to external funders. NWRAC and NWMLAC support these projects. A number of offices intend to use their Logjam reports in this way, but a larger number of offices do not have the resources to devote to submitting and managing such a project. Some specialist repositories are ineligible for funding from these organisations. - PART 3 Individual offices combine their resources and seek to solve the problems on a regional basis through an externally funded project. NWRAC and NWMLAC to lead this project. The adoption of this section of the strategy would be most cost effective and ensure that all archive offices are able to tackle backlogs. A 5 year project supported by a variety of funding bodies could aim to catalogue all those collections which are of a high cataloguing priority. This could also be combined with the employment of sub regional outreach officers, with the aim of encouraging more people to become involved in archives, particularly in the collections covered by the project. Working in conjunction, these three steps would ensure that the identified backlog was tackled. \<page_number>26\</page_number> 6 Conclusion The results of the logjam audit reveal that 29% of the region's archives remain inaccessible to the people of the North West. This figure represents an alarmingly high proportion of uncatalogued material and equates to nearly three hundred years worth of archivist cataloguing years. The 14 miles of uncatalogued records are an integral part of the region's heritage and chart the development of communities, businesses and institutions from the 12th century to the present day. A large number of the collections depict the integral role that the North West played within the Industrial Revolution and are of great regional and national importance. The extensive family and estate collections are pivotal for our understanding of the region's early history and are a significant source for a wide range of research disciplines. Over 6 miles worth of archival material would have been eligible for inclusion in A2A and Archives Hub initiatives and, if catalogued, could have been made available to users throughout the United Kingdom and beyond. The results also indicate that 48% of uncatalogued records are covered by the Freedom of Information Act and their uncatalogued status could have severe consequences for repositories in the North West when the legislation comes into force in 2005. The region's repositories are currently experiencing a tension between providing a high level of public-service delivery and addressing cataloguing backlogs. User numbers have reached unprecedented levels in the region and the demand from email, postal and telephone enquiries continues to grow. However, whilst staffing problems are the greatest cause of cataloguing backlogs in the region, the basic lack of space and IT provisions is also impeding the cataloguing process in a number of repositories in the region. Without the provision of additional resources, it will become increasingly difficult for repositories in the North West to tackle their cataloguing backlogs and increase access to their archival collections. One possible solution to this problem would be the implementation of the suggested regional cataloguing strategy. In committing to the strategy, repositories throughout the North West would have the opportunity to secure resources from up to 3 different funding channels and could drastically reduce the region's cataloguing backlog. Such a commitment would also ensure that the region would be able to take the first steps towards the creation of a National Archive Network and ensure that future generations of archive users could have access to the North West's archival heritage, irrespective of their location. And by working co-operatively, repositories could cost-effectively catalogue their collections and strengthen working relationships with other archive-holding organisations in the region. In undertaking such a strategy, the North West would be able to take the first steps towards ensuring that its archives can be fully accessible to established and potential users throughout the world. \<page_number>27\</page_number> 7 Appendices APPENDIX A List of Participating Repositories Bolton Archive and Local Studies Service Bolton Museums Bury Archives Service Cheshire and Chester Archives and Local Studies Chetham’s Library Cumbria Archive Service, Barrow Cumbria Archive Service, Carlisle Cumbria Archive Service, Kendal Cumbria Archive Service, Whitehaven Greater Manchester County Record Office Knowsley Archives Manchester University - Labour History and Archive Study Centre Lancashire Record Office Manchester and Archives and Local Studies Manchester University - John Rylands University Library of Manchester Merseyside Maritime Museum, National Museums Liverpool Museum of Science and Industry North West Film Archive North Sefton Local Studies Library Oldham Local Studies and Archives Rochdale Local Studies Library St Helens Local Studies and Archives Stockport Archives Service South Sefton Local Studies Library Tameside Local Studies Library Unilever Walker/Lady Lever Galleries, National Museums Liverpool Wirral Archive Service \<page_number>28\</page_number> APPENDIX B Mandatory Data Elements In order to conform to these guidelines the following elements are mandatory. All other ISAD(G) elements may be used. The level element (3.1.4) is mandatory at all levels. ISAD(G) terminology should be used: - fonds; sub-fonds etc - series; sub-series etc - file - item The following elements are also mandatory at all levels (the ISAD(G) reference is given in brackets): - Reference (3.1.1) - Title (3.1.2) (except at file and item levels if scope and content is preferred) - Dates (3.1.3) - Extent (3.1.5) (except at file and item levels) - Access conditions (3.4.1) (where a negative condition applies) - Scope and content (3.3.1) (except at file and item levels if title is preferred) At file and item levels the following are also mandatory if applicable: - Language of material (3.3.3) - Physical characteristics (3.4.4) \<page_number>29\</page_number> APPENDIX C Cataloguing Complexity Definitions Very Complex – Typically a family and estate collection would merit a rating of 100. This is traditionally a very complex type of collection to catalogue and in most instances there is very little original order left. Personal papers may relate to a myriad of different family members and large bundles of title titles add to the complexity. Parts of the collection may require expertise in medieval palaeography. Complex – A collection of business records would usually be regarded as complex to catalogue and would warrant a rating of 80. Whilst one would expect to find a consistent series of records such as financial and administrative records, each business conducts itself uniquely. In many instances it maybe difficult to recreate original order. Moderate – A collection of Urban District Council records would merit a rating of 60. In most instances the records created are quite consistent and would contain a large run of minutes and rate books. In very few cases would there by any palaeographical difficulties. Moderately Straightforward – Hospital records are usually moderately straightforward to catalogue. The records are usually consistent, mostly comprising of admission registers, patient and staff records and financial volumes. Straightforward – A collection of council minutes. \<page_number>30\</page_number> APPENDIX D Logjam Audit of Uncatalogued Archival Collections in the North West Cataloguing Resources Questionnaire 1. Repository Details 1.1 Repository Name \_\_\_\_\_\_\_\_\_\_\_\_ 1.2 Name of contact \_\_\_\_\_\_\_\_\_\_\_\_ 2. Collection Details 2.1 Collection Name \_\_\_\_\_\_\_\_\_\_\_\_ 2.2 Collection Type – please put a cross in the appropriate box below <table> <tr> <td>Public Records</td> <td>Official Records</td> </tr> <tr> <td>Charity Commission</td> <td>Boards of Guardians of the Poor</td> </tr> <tr> <td>Civil Aviation Authority</td> <td>Borough Council</td> </tr> <tr> <td>Coroner’s Records</td> <td>Civil parish Councils</td> </tr> <tr> <td>County Court Records</td> <td>County Council</td> </tr> <tr> <td>Court of Session (Cheshire/N Wales only)</td> <td>District Councils (post 1974)</td> </tr> <tr> <td>Customs and Excise</td> <td>Drainage Boards</td> </tr> <tr> <td>Development Corporations</td> <td>Electricity Boards</td> </tr> <tr> <td>Dock Labour Board</td> <td>Gas and water records</td> </tr> <tr> <td>Hospital and Health records</td> <td>Highway and Bridge Boards</td> </tr> <tr> <td>Insurance and Pension Committees</td> <td>Joint Boards</td> </tr> <tr> <td>Land Tax Commissioners Records</td> <td>Municipal Borough Councils</td> </tr> <tr> <td>Lord Chancellor’s Advisory Committee</td> <td>Policemen’s Records</td> </tr> <tr> <td>National Coal Board</td> <td>River Boards</td> </tr> <tr> <td>Palatinate of Lancaster Records</td> <td>Rural District Council</td> </tr> <tr> <td>Palatinate of Chester</td> <td>Sanitary Authorities</td> </tr> <tr> <td>Petty Sessions</td> <td>School Boards</td> </tr> <tr> <td>Prisons</td> <td>School records</td> </tr> <tr> <td>Probate Records</td> <td>Showeryalty</td> </tr> <tr> <td>Quarter Sessions</td> <td>Tumpike Trusts</td> </tr> <tr> <td>Registrar of Shipping and Seamen</td> <td>Urban District Council</td> </tr> <tr><th colspan="2">Other records:</th></tr><tr><th>Description of record type:</th><th>Description of record type:</th></tr><tr><th>Tribe Records</th><th></th></tr><tr><th>Valuation Office</th><th></th></tr><tr><th>Vehicle Licensing</th><th></th></tr></table> \<page_number>31\</page_number> <table> <tr> <td>Religious Records</td> <td>Deposited Records</td> </tr> <tr> <td>Buddhism</td> <td>Antiquarian collections</td> </tr> <tr> <td>Church of England</td> <td>Business records: Architects, Building and Civil Engineering</td> </tr> <tr> <td>Congregational</td> <td>Business records: Banking and finance</td> </tr> <tr> <td>Free Church Council</td> <td>Business records: Brewing</td> </tr> <tr> <td>Hinduism</td> <td>Business records: Chemical</td> </tr> <tr> <td>Inghamite</td> <td>Business records: Engineering</td> </tr> <tr> <td>Islam</td> <td>Business records: Gas</td> </tr> <tr> <td>Judaism</td> <td>Business records: Manufacturing</td> </tr> <tr> <td>Methodist</td> <td>Business records: Mining/extractive industry</td> </tr> <tr> <td>Church of Jesus Christ of Latter day Saints (Mormonism)</td> <td>Business records: Nuclear</td> </tr> <tr> <td>Pentecostal</td> <td>Business records: Railways</td> </tr> <tr> <td>Presbyterian</td> <td>Business records: Retailing</td> </tr> <tr> <td>Rastafarianism</td> <td>Business records: Shipbuilding</td> </tr> <tr> <td>Roman Catholic</td> <td>Business records: Shipping and trade</td> </tr> <tr> <td>Sikhism</td> <td>Business records: Solicitors</td> </tr> <tr> <td>Society of Friends</td> <td>Business records: Textiles</td> </tr> <tr> <td>Unitarian</td> <td>Business records: Waterways</td> </tr> <tr> <td>United Reformed</td> <td>Business records: Other</td> </tr> <tr> <td>Religion:Other Christian</td> <td>Charities</td> </tr> <tr> <td>Religion:Other</td> <td>Estate and Family records</td> </tr> <tr style="border-top: none;">                                                                                                                                   &nb 3. Cataloguing Resources 3.1 Please cross as appropriate the level of cataloguing required <table> <tr> <td>High</td> <td>A catalogue useable by the public did not exist. Only the accession record or basic level description existed</td> </tr> <tr> <td>Medium</td> <td>Basic collection level description existed and/or the collection had been box listed</td> </tr> <tr> <td>Low</td> <td>Collection and series level descriptions completed to ISAD(G) basic level. Descriptions only required at file level</td> </tr> </table> 3.2 Time taken to catalogue the whole collection (including appraisal/labelling/numbering/packaging, etc) 3.3 Approximate time taken to catalogue 1 linear metre 3.4 Number of staff required to catalogue the collection: Archivists Records Assistants Volunteers 3.5 If there is any additional information you wish to include regarding the collection, please enter below \<page_number>33\</page_number> APPENDIX E Cataloguing Priority Definitions The assessment of collections as being of Local, Regional and National significance have been based upon the definitions used by the South West Museums Service Mapping Project. <table> <tr> <td>Significance</td> <td>Definitions</td> </tr> <tr> <td>Local - Geographically close community, for example a parish, town or city</td> <td> <ul> <li>Records of significance for local communities</li> <li>Records of local, political, social or historical importance</li> <li>Records of regional significance for the study of humanities, arts, sciences and technology</li> <li>Records of evidential value for the local community</li> </ul> </td> </tr> <tr> <td>Regional - The North West of England, or its sub-regions i.e. Cheshire, Lancashire, Cumbria, Greater Manchester, Merseyside</td> <td> <ul> <li>Records of significance for regional communities</li> <li>Records of regional, political, social or historical importance</li> <li>Records of regional significance for the study of humanities, arts, sciences and technology</li> <li>Records of evidential value for the regional community</li> </ul> </td> </tr> <tr> <td>National</td> <td> <ul> <li>Records of significance for local communities</li> <li>Records of significance for the nation</li> <li>Records of national, political, social or historical importance</li> <li>Records of national significance for the study of humanities, arts, sciences and technology</li> </ul> </td> </tr> </table> Each category would then have to be qualified by whether the collection contains high/medium or low grade material of local/regional/national significance and then weighted accordingly. <table> <thead> <tr> <th>Significance</th> <th>High Significance</th> <th>Medium Significance</th> <th>Low Significance</th> </tr> </thead> <tbody> <tr> <td>Local - as defined as</td> <td></td> <td></td> <td></td> </tr> <tr> <td rowspan="3">Regional</td> <td>The collection contains a large amount of material of local significance, which is central to the heritage of the locality.</td> <td>The collection contains a moderate amount of material of local significance, which is central to the heritage of the locality.</td> <td>The collection contains a ephemeral material which is of little relevance to the heritage of the locality.</td> </tr> <tr> <td>The collection contains a large amount of material of regional significance, which is central to the heritage of the locality.</td> <td>The collection contains a moderate amount of material of regional significance, which is central to the heritage of the region.</td> <td>The collection contains a ephemeral material which is of little relevance to the heritage of the region.</td> </tr> <tr> <td></td> <td></td> <td></td> </tr> <tr> <td rowspan="3">National</td> <td>The collection contains a large amount of material of national significance, which is central to the heritage of the locality.</td> <td>The collection contains a moderate amount of material of national significance, which is central to the heritage of the locality.</td> <td>The collection contains a ephemeral material which is of little relevance to the heritage of the nation.</td> </tr> </tbody> </table> \<page_number>34\</page_number> Written by: Janice Tullock and Alexandra Cave Designed & produced by: PCD (015396) 21906 The North West Museums, Libraries and Archives Council Malt Building Wilderspool Park Greenalls Lane Warrington WA1 6HL Email: info@nwmlac.org.uk Web Site: www.nwmlac.org.uk	ENGLISH
1631-pdf	<img>A Access 2 to A Archives</img> A2A - Guidelines for New and Revised Cataloguing Version 1.0: for peer review Bill Stockling: 1/5/2002 Guidelines for multi-level description in A2A Table of Contents Introduction 3 Main considerations 4 Structure 6 Mandatory Data Elements 7 Fonds and sub-fonds levels 8 Reference 8 Title 9 Creation dates 10 Extent 11 Creator(s) 12 Administrative / biographical history 13 Scope and content 15 Access conditions 17 Series level and sub-divisions 18 Reference 18 Title 19 Creation dates 20 Extent 21 Scope and content 22 Access conditions 23 File and item level 24 Reference 24 Title 25 Creation dates 26 Scope and content 27 Access conditions 28 Language of material 29 Physical characteristics 30 \<page_number>2\</page_number> Guidelines for multi-level description in A2A Introduction Phase 1 of A2A (April 2000 to March 2002) consisted solely of the conversion of existing catalogues to standardised electronic form. Phase 2 (April 2002 to March 2004) of the programme includes catalogue improvement and new cataloguing as well as retroconversion and it is for those projects undertaking such work that these guidelines are aimed. Contributors undertaking retroconversion projects should consult Cataloguing Standards for A2A. Contributors undertaking collection level description projects should consult A2A – Guidelines for Collection Level Description. These guidelines are not concerned with other aspects of archival administration such as accessioning or space management. These guidelines are also not concerned with the technical process contributors use to prepare new cataloguing for submission to A2A. There are a number of options here, such as export from a proprietary database system, such as CALM, or EAD files and there will be related technical guidelines for each. \<page_number>3\</page_number> Guidelines for multi-level description in A2A Main considerations - Access to Archives: When preparing cataloguing descriptions for A2A the most important thing to remember is the underlying purpose of the Programme – Access to Archives. All descriptions need to be a complete and accurate enough reflection of the original records to enable A2A users to decide if they wish to see them. - Data exchange and standards: Descriptions created now also need to be fit for use in contributors’ cataloguing systems. Data exchange demands that descriptions achieve certain levels of consistency and this is only achieved by conformance to standards. The underlying standard for A2A is the General International Standard Archival Description (ISAD(G) - 2nd edition, Ottawa 2000). - Depth of description: While collection level descriptions will be accepted for A2A, there is a preference for multi-level descriptions as users are mainly interested in descriptions of records they can actually see. - Rules for minimum conformity: While descriptions prepared for A2A may use all 26 ISAD(G) data elements, other factors such as resources, local policy and the nature of particular records may necessitate a more skeletal approach. There is a minimum level of description to which all contributors to A2A must conform. To this end it is necessary to adhere to a few basic rules in terms of both structure and content. - As A2A usage statistics suggest that a large proportion of new users have never used an archival catalogue before; descriptions should be as clear and straightforward as possible. For example, they should avoid over complexity in terms of structure as well as technical language and abbreviations. \<page_number>4\</page_number> Guidelines for multi-level description in A2A - Descriptions may contain any combination of levels but there may be no sub-division of a level without a parent: there cannot be a sub-fonds without a fonds, a sub-series without a series or an item without a file. - The following elements are mandatory at every level represented: level, reference, and dates. Access conditions are mandatory where they apply. Extent is mandatory at all levels except file and item. Title and scope and content are also mandatory at every level except at file and item levels where it is mandatory to use either title or scope and content. - At the uppermost level creator, and administrative or biographical history, are also mandatory. - At file and item levels information should be given about any languages used in the records other than English and of any physical conditions affecting the use of the records. - The main descriptive elements, whether title or scope and content, should be as full as necessary to give the user a sense of what a particular record or records contain. In particular attention should be drawn to the people, bodies, places, events, activities and subjects with which records are mainly concerned. - The content of the date element should at all times be that of the dates of creation of the record(s). In order to provide clarity for the user the content of the date element should be expressed simply as the year at levels above file. Days and months may also be given at file and item. Uncertainty can be used if necessary but other forms of dating (regnal years, feast days, law terms etc) should not be used. - Creator names should conform to the NCA's Rules for the Construction of Personal, Place and Corporate Names (1997). \<page_number>5\</page_number> Guidelines for multi-level description in A2A Structure Descriptions may contain any combination of levels, although it should be remembered when arranging a fonds that over complex structures can cause confusion. Complex collections may include fonds, some sub-fonds, series, sub-series, files and items. There is, however, no need for all parts of the hierarchy to be present (bearing in mind the rule against orphan levels). Small collections may be represented best by a brief description at fonds level followed by the description of individual documents at file level. The designation of levels for a description must respect the ISAD(G) usage of the terms. Briefly and relative to each other, these are as follows: - Fonds and its sub-divisions: The upper levels of a description, which give the user contextual information about the creator(s) and origination of the records being described. - Series and sub-divisions: The central levels of a description describing groupings of actual records. These are likely to include more specific information about the purpose and use of particular types of record. - File and item: The lowest levels of a description, which describe individual documents and their parts. \<page_number>6\</page_number> Guidelines for multi-level description in A2A Mandatory Data Elements In order to conform to these guidelines the following elements are mandatory. All other ISAD(G) elements may be used. The level element (3.1.4) is mandatory at all levels. ISAD(G) terminology should be used: - fonds; sub-fonds etc - series; sub-series etc - file - item The following elements are also mandatory at all levels (the ISAD(G) reference is given in brackets): - Reference (3.1.1) - Title (3.1.2) (except at file and item levels if scope and content is preferred) - Dates (3.1.3) - Extent (3.1.5) (except at file and item levels) - Access conditions (3.4.1) (where a negative condition applies) - Scope and content (3.3.1) (except at file and item levels if title is preferred) At file and item levels the following are also mandatory if applicable: - Language of material (3.3.3) - Physical characteristics (3.4.4) \<page_number>7\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at fonds and sub-fonds levels Element: Reference ISAD(G): 3.1.1 Content Guidelines Give a short code that is unique to the fonds (or sub-fonds) being described within a repository. Follow your own repository’s normal practice in assigning a reference. If you are not tied to any particular scheme, the following notes should help: - At these levels it may be best made up of letters, perhaps based on the title of the collection, although numbers may be used as well. - Uppercase should be used in preference to lowercase and a mixture of cases should be avoided. - There should be no punctuation and the forward slash (/) should be used as an indicator of a change in level. For A2A, there is no need to include the country and repository codes as these are automatically inserted into catalogues on the A2A database. Examples EHR [fonds] EHR/B [sub-fonds] \<page_number>8\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at fonds and sub-fonds levels Element: Title ISAD(G): 3.1.2 Content Guidelines Give a brief natural language statement that uniquely identifies a fonds (or sub-fonds). It should be made up of two elements: the name of the creator in natural language order, and an indication of the nature or form of the collection. This should be a basic description, such as 'archives', 'papers' or 'records'; detail about specific types of records can be given in scope and content. Examples Political Papers of Stanley Baldwin, First Earl Baldwin of Bewdley Grenfell Family Archives Records of CF Casella and Company Ltd [fonds] Personnel Department Records [sub-fonds] \<page_number>9\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at fonds and sub-fonds levels Element: Creation dates ISAD(G): 3.1.3 Content Guidelines Give the date(s) of the creation of the records as a year or span of years. For copies this means the date of the copy rather than the date of the original, which should be included in the title or scope and content. At these levels only an indication of period covered is needed by the user and precision is unnecessary. Detailed dates with days and months should, therefore, not be given. If the simple date is likely to mislead the user then explanation can be given in scope and content. While inference and uncertainty indicators (such as square brackets, c, or ?) may be used at this level there is really no need to do so. First and last dates should be separated by a hyphen and no other punctuation should be used. Examples 1234 1763-1925 \<page_number>10\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at fonds and sub-fonds levels Element: Extent ISAD(G): 3.1.5 Content Guidelines This element is necessary to give the user a general indication of the size of collection being described. There can be two types of entry at this level. The most useful is an estimation of the number of units in a collection. Most appropriate for small fonds is the actual number of records. It is better to give generic types of record than use either precise definitions of record types (such as minute book or deeds) or simple phrases such as documents or items. For larger fonds the precise number of actual documents may not be known or be so large as to be meaningless to the user. For such collections, it may be more appropriate to give the number of series. Second, a linear or cubic space measurement may be given. Render units in full to avoid confusion. Examples 25 files and volumes 16 series 2.21 linear metres 124 cubic metres \<page_number>11\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at fonds and sub-fonds levels Element: Creator(s) ISAD(G): 3.2.1 Content Guidelines Give the name(s) of the corporate bodies, person(s) or families that created or originated the records in the fonds (or sub-fonds) being described. If the creator of a sub-fonds is the same as that for the fonds, rather than a functional sub-division of it for example, then an entry need not be made. Each separate name should be formed in accordance with the NCA’s Rules for the Construction of Personal, Place and Corporate Names and A2A – Authority Controlled Terms and minimum conformity. These names are included in the special interest searches in the A2A database and when a name already exists in the database it is this form of the name that should be used. Examples Delph Women’s Institute, Lancashire Gale family of Worth, Sussex Rice, Alexander Hamilton, 1875-1956, explorer \<page_number>12\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at fonds and sub-fonds levels Element: Administrative / biographical history ISAD(G): 3.2.2 Content Guidelines Give a concise narrative statement of the administrative or biographical history of the creator(s) of a fonds (or sub-fonds) designed for the better understanding of the material by the user. If the creator of a sub-fonds is the same as that of the fonds, rather than a functional sub-division of it for example, then an entry need not be made. Record information that relates to the period covered by the records, such as official name, date of existence, enabling legislation, functions, purpose and development, administrative hierarchy, changes of name for corporate bodies; full names and titles, dates of birth and death, pertinent activities, occupations and offices, significant achievements for individuals. Examples The York Union comprised the City of York and three rural out-relief unions, Flaxton (North Riding), Escrick (East Riding) and Bishopthorpe (West Riding). Under the Public heath Act, 1872 the county guardians formed themselves into a single York Rural Sanitary Authority covering all three out-relief unions. In 1895 each became independent Rural District Councils, though remaining constituent parts of the York Union for poor law purposes until the 1930 reorganization. Under the Local Government Act of 1929, the functions of the York Union Board of Guardians were transferred to the City of York, which formed a Public Assistance Committee in December of the same \<page_number>13\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at fonds and sub-fonds levels year. From 17th July 1947, this committee was known as the Social Welfare Committee. It retained its earlier functions until the National Assistance Act was passed in May 1948. Poor Law and related functions within the three out-relief unions of the former York Union became the responsibility of the appropriate county Public Assistance Committees. \<page_number>14\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at fonds and sub-fonds levels Element: Scope and Content ISAD(G): 3.3.1 Content Guidelines Give a terse narrative statement designed to enable a user to judge whether a fonds (or sub-fonds) is worthy of further investigation. The names of the people, bodies, places, events, activities and subjects most associated with a fonds (or sub-fonds) should be included. More detail can be given about the form and period covered by documents, if the simple statements in title and dates might mislead. In complex finding aids it is useful to indicate the structure of sub-fonds and series below, but this should not consist of a listed table of contents, which may be more appropriate in the arrangement element (ISAD(G) 3.3.4). Examples The important estate and family papers of the Tipping, Wroughton and Norris families of Woolley Park, Chaddleworth, and of Sussex and Buckinghamshire, relate mainly to a compact estate in southwest Berkshire, of which there are a number of maps, 1741-1862. The title deeds include a small but important group relating to Thatcham, c 1290-1366. There is important matter on private and parliamentary inclosure in a number of parishes in the 17th and 18th centuries. There are manorial records for three Sussex manors, Bassetts Fee in Billingshurst, 1433, 1468, Billingshurst, 1590-1633, and Netherfield, 1683. Stray parish records from Brightwaltham, 1653-1861, Chaddleworth, 1717-1869, Farnborough, 1840, Fawley, 1861-1865, and Winterbourne, 1759, are also of interest. \<page_number>15\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at fonds and sub-fonds levels Title deeds, sale particulars and related documents of various properties in Balcombe, Ardingly, Cuckfield and Keymer, all part of the Balcombe Estate. The collection includes records of the World Education Fellowship's central administration, including officers' correspondence, constitutional papers, minutes and committee papers, 1929-1970s; files relating to individual regional sections worldwide, 1930s-1970s; records of international conferences, 1921-1972; files concerning special projects, 1942-1968 and relations with UNESCO, 1948-1973; audio-tapes, including of conferences and personal reminiscences, 1959-1971; publications, pamphlets, and newsletters, including the journal The New Era. [fonds] Original lists of officers and general history and activities of each regional section, c1936-8; international HQ visitors book, 1937-60 [sub-fonds] \<page_number>16\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at fonds and sub-fonds levels Element: Access conditions ISAD(G): 3.4.1 Content Guidelines Give a general statement of any access conditions affecting the fonds (or sub-fonds) as a whole or a large part of it. This is only necessary where access is restricted and there is no need to have general statements that access is available to records, such as ‘All records are open’. Examples All records under 30 years old are unavailable for consultation \<page_number>17\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at series level and sub-divisions Element: Reference ISAD(G): 3.1.1 Content Guidelines Give a short code that is unique to the series (or sub-series) being described within a repository. Follow your own repository’s normal practice in assigning a reference. If you are not tied to any particular scheme, the following notes should help: - These levels are best represented by numbers separated by a forward slash (/). Such references may become unwieldy, however, if there are many subdivisions causing confusion to the user and the incorrect citing of references. In such cases characters may be used as well. - Uppercase should be used in preference to lowercase and a mixture of cases should be avoided. - The parent reference(s) should precede each reference. For A2A, there is no need to include the country and repository codes as these are automatically inserted into catalogues on the A2A database. Examples EHR/B/2 [series] EHR/B/2/1 [sub-series] \<page_number>18\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at series level and sub-divisions Element: Title ISAD(G): 3.1.2 Content Guidelines Give a brief natural language statement that uniquely identifies a series or sub-division of it. It should be contained in a single sentence. It should usually be made up of two elements: the name of the creator in natural language order, and the specific type of records making up the series or sub-series. Examples Somerset Half Year's Meeting Draft Minutes Files of the Divisional Nursing Officer Publications by Lord Avon and related Correspondence [series] General Files relating to Publications by Lord Avon [sub-series] \<page_number>19\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at series level and sub-divisions Element: Creation dates ISAD(G): 3.1.3 Content Guidelines Give the date(s) of the creation of the records as a year or span of years. For copies this means the date of the copy rather than the date of the original, which should be included in the title or scope and content. At these levels only an indication of period covered is needed by the user and precision is unnecessary. Detailed dates with days and months should, therefore, not be given. If a span date is misleading, as a result to large gaps in a series for example, explanation should be given in scope and content. While inference and uncertainty indicators (such as square brackets, c, or ?) may be used at this level, there is no need to do so. First and last dates should be separated by a hyphen and no other punctuation should be used. Examples 1872 1547-1728 \<page_number>20\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at series level and sub-divisions Element: Extent ISAD(G): 3.1.5 Content Guidelines This element is necessary to give the user a general indication of the size of the series (or sub-series) being described. There can be two types of entry at this level. The most useful is an estimation of the actual number of records. It is better to give generic types of record than use either precise definitions of record types (which should be given in title) or simple phrases such as documents or items. Second, a linear or cubic space measurement may be given. Render units in full to avoid confusion. Examples 10 files and volumes 1.5 linear metres 14 cubic metres \<page_number>21\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at series level and sub-divisions Element: Scope and Content ISAD(G): 3.3.1 Content Guidelines Give a terse narrative statement designed to enable a user to judge whether a series (or sub-series) is worthy of further investigation. In complex catalogues it is useful to indicate the structure of sub-series below, but this should not consist of a listed table of contents, which may be more appropriate in the arrangement element (ISAD(G) 3.3.4). The names of the people, bodies, places, events, activities and subjects most associated with a series (or sub-series) should be included. If the broad period given in dates gives a misleading impression, due to significant gaps in a series for example, then detail should be given here. More detail may also be given about the specific types of documents found. Examples The Letter Books consist of copies of letters written by the East India Company to its trading posts in the East (India, China, Persia, Mocha, Java, Sumatra, Borneo, Siam, West Africa, St Helena) and to its agents in Europe and the Levant, with occasional copies of Home Correspondence. The books begin in April 1626 but few letters survive before 1 April 1653, from which date they are more or less complete. \<page_number>22\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at series level and sub-divisions Element: Access conditions ISAD(G): 3.4.1 Content Guidelines Give a general statement of any access conditions affecting the series (or sub-series) as a whole or a large part of it. This is only necessary where access is restricted and there is no need to have general statements that access is available to records, such as ‘All records are open’. Examples All records under 100 years old are closed \<page_number>23\</page_number> Element: Reference ISAD(G): 3.1.1 Content Guidelines Give a short code that is unique to the file (or item) being described within a repository. Follow your own repository's normal practice in assigning a reference. If you are not tied to any particular scheme, the following notes should help: - These levels are best represented by numbers separated by a forward slash (/). - Characters and roman numerals should not be used. - The parent reference(s) should precede each reference. For A2A, there is no need to include the country and repository codes as these are automatically inserted into catalogues on the A2A database. Examples <table> <tr> <td>EHR/B/2/1</td> <td>[file]</td> </tr> <tr> <td>EHR/B/2/1/2</td> <td>[item]</td> </tr> </table> Guidelines for multi-level description in A2A Mandatory data elements at file and item level Element: Title ISAD(G): 3.1.2 Content Guidelines A title is not mandatory at these levels if scope and content is used as the main descriptive element. Both elements may, however, be used. If the document has a formal, given, title then it should be used. If it is misleading or unclear then explanation should be given in scope and content. Otherwise, supply a brief natural language statement that uniquely identifies the document. It should in most cases be contained in a single sentence with detailed information being placed in scope and content. The type of descriptive information to include will depend on the particular nature of the document and may reflect record type, activity, function, topic, location or period. Examples Court Roll of Manor of Beddington Air Raid Precautions - Special instructions for the working of railways Roll of Subscribers to Madras Military Fund [file] Entry for Charles Harvey Powell, 1820 [item] \<page_number>25\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at file and item level Element: Creation dates ISAD(G): 3.1.3 Content Guidelines Give the precise creation date as given in the document in terms of days, months and years if possible. For copies this means the date of the copy rather than the date of the original, which should be included in the title or scope and content. Square brackets may be used for derived dates. If there is any doubt as to the precise year it can be preceded by '?' or 'c' depending on the degree of uncertainty. Some approximation of date should always be possible and 'undated' or 'no date' should not be used on its own. 'nd' should not be used. Examples 31 January 1872 6 May 1934-8 April 1963 c 1936 [1324-1401] 1896-?1915 Undated [?1955] \<page_number>26\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at file and item level Element: Scope and Content ISAD(G): 3.3.1 Content Guidelines Scope and content is not mandatory at these levels if title is used as the main descriptive element. Both elements may, however, be used. Give a terse narrative statement designed to enable a user to judge whether particular documents are worthy of investigation. The names of the people, bodies, places, events, activities and subjects most associated with a document should be included. Bearing in mind Freedom of Information and Data Protection legislation it is important that descriptions of individuals are unambiguous and in no way defamatory. Explanation of any dating issues should be given. More detail may also be given about the form of documents and their status, whether they are copies or drafts for example. Examples Circuit Mission Committee minute book. Includes a list of collectors and accounts of contributions, 1869-1871. Certified copy of the Privileges of the Hospital of St. Lazarus, Jerusalem. The original document is dated from Naples, 31 August 1536. There is a notarial certification by Joannes Bernardus Malifitanus, with his special paraph, and this is itself attested by Bernardus de Buceriis, attorney and magistrate at Naples, under the date 19th October 1553. \<page_number>27\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at file and item level Element: Access conditions ISAD(G): 3.4.1 Content Guidelines At these levels give a precise statement of any access restriction to a document. For closed records it is better to indicate when a record will be open than simply state that it is closed for a period of years. Examples Closed until 2004 Not available for consultation. Please use microfilm Z/20/381 Unavailable as awaiting conservation \<page_number>28\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at file and item level Element: Language of material ISAD(G): 3.3.3 Content Guidelines If the document is wholly or in part in a language other than English then state the language(s). Examples Latin French and English German French, English and Latin \<page_number>29\</page_number> Guidelines for multi-level description in A2A Mandatory data elements at file and item level Element: Physical characteristics ISAD(G): 3.4.4 Content Guidelines If there is anything about the physical nature or condition of an item that affects use, then state this briefly. Examples Fragile Largely illegible \<page_number>30\</page_number>	ENGLISH
4073-pdf	<img>NORTHAMPTON BOROUGH COUNCIL Planning Committee logo with a shield and two lions.</img> PLANNING COMMITTEE: 22nd January 2019 DEPARTMENT: Planning Service HEAD OF PLANNING: Peter Baguley APPLICATION REF: N/2018/1548 LOCATION: Land to south west side of Ringway DESCRIPTION: Demolition of 6no garages, construction of 2no bungalows and formation of parking areas WARD: Delapre & Briar Ward APPLICANT: Northampton Partnership Homes AGENT: Baily Garner LLP REFERRED BY: Head of Planning REASON: Council owned land DEPARTURE: No APPLICATION FOR DETERMINATION: 1 RECOMMENDATION 1.1 APPROVAL subject to the conditions as set out below and for the following reason: The proposal would contribute towards the Council's five year housing land supply and, as part of a balanced assessment, it is considered to be acceptable. As such, subject to conditions, no objections are raised with regards to the requirements of the National Planning Policy Framework, Policies S1, S10, H1, BN1, BN2, RC2 and BN9 of the West Northamptonshire Joint Core Strategy, and Saved Policy E20 of the Northampton Local Plan. 2 THE PROPOSAL 2.1 The application seeks full planning permission for the demolition of six existing garages, the erection of two bungalows and the formation of parking areas. 2.2 The proposed bungalows would be one bed properties and would have gabled roof forms. Each bungalow would measure 9.2 metres in width, 9 metres in depth and 4.9 metres in height. 2.3 In addition, the proposal includes the demolition of existing garages and the consolidation of the existing parking arrangements such that the cul-de-sac off Ringway would be served by 23 parking spaces. 2.4 The scheme has been amended following its submission to alter the siting of the southernmost dwelling and introduce gabled roof forms to both dwellings to better reflect the character of the area. 3 SITE DESCRIPTION 3.1 The application site comprises part of a residential cul-de-sac and includes three distinct elements: an open space area to the north west of the site adjacent to No.97 Ringway that includes a centrally located tree and a wall largely screening this part of site from the road; informal parking areas included a garage block running alongside the west side of the road; and an area of open space to the south east corner of the site that includes a tree adjacent to the flank wall of No. 1 Ringway. 3.2 There is considerable variety in dwelling types in the locality of the site including two storey terraced houses to the east of the site, terraced bungalows to the west of the site, and three storey flats to the south of the site. Land levels rise from north to south along the application site. 4 PLANNING HISTORY 4.1 None relevant. 5 PLANNING POLICY 5.1 Statutory Duty Section 38(6) of the Planning and Compulsory Purchase Act 2004 requires a planning application to be determined in accordance with the Development Plan unless material planning considerations indicate otherwise. The Development Plan for the purposes of this application comprises the adopted West Northamptonshire Joint Core Strategy (2014), and Northampton Local Plan (1997) saved policies. 5.2 National Policies The National Planning Policy Framework (NPPF) sets out the current aims and objectives for the planning system and how these should be applied. In delivering sustainable development, decisions should have regard to the mutually dependent social, economic and environmental roles of the planning system. The NPPF should be read as one complete document. However, the following sections are of particular relevance to this application: Paragraphs 7-12 - Presumption in favour of sustainable development. Paragraph 60 - Housing needed for different groups in the community. Paragraph 127 - Create places with a high standard of amenity for existing and future users. Section 8 - Promoting healthy and safe communities. Section 9 - Promoting sustainable transport Section 12 - Achieving well-designed places. 5.3 West Northamptonshire Joint Core Strategy (2014) The West Northamptonshire Joint Core Strategy (JCS) provides an up to date evidence base and considers the current Government requirements for plan making as it has been prepared in full conformity with the NPPF. Policies of particular relevance are: Policy S1 - The Distribution of Development Policy S10 - Sustainable Development Principles. Policy H1 - Housing Policy RC2 - Community Needs Policy BN1 - Green infrastructure Policy BN2 - Biodiversity Policy BN9 - Planning for Pollution Control 5.4 Northampton Local Plan 1997 (Saved Policies) Due to the age of the plan, the amount of weight that can be attributed to the aims and objectives of this document are diminished, however, the following policy is are material to this application: Policy E20 - New Development (Design) 5.5 Supplementary Planning Documents Northamptonshire Parking Standards (September 2016) Planning out Crime in Northamptonshire SPG 2004 6 CONSULTATIONS / REPRESENTATIONS Comments received are summarised as follows: 6.1 Public Protection (NBC) – No comments received. 6.2 Highway Authority (NCC) – No comments received. 6.3 Police Crime Prevention Design Advisor - Northants Police has no objections to these dwellings. They are orientated to be in line with existing housing and either address the street or the public open space as do their neighbours. All new doors and windows should meet the requirements of ADQ of Building Regulations and be 3rd party accredited for SBD approval. Ground floor windows and doors should have one pane of laminate glass to P1A to reduce opportunities for forced entry. 6.4 Arboricultural Officer (NBC): Comments relating to new dwelling to south eastern part of the site A mature lime tree will be require to be removed to allow for the proposed construction. However, as the tree is close to the existing dwellings, and requires frequent pruning to contain its mass, its loss is considered to be reasonable in the context of the proposed development. Two trees close to the proposed development will require tree protection measures. Comments relating to new dwelling to north western part of the site An immature walnut tree close to the proposed development site will need to be removed to allow for the proposed construction. Whilst the tree is of reasonable form, there are a number of defects in the crown and several trees of greater stature to the tree’s west. The amenity that this individual specimen offers to the locality as an individual is therefore reduced as its loss from the skyline would be difficult to pinpoint. Trees to the north of the proposed development will require tree protection measures. 7 APPRAISAL Principle of development 7.1 The application site is located in a designated residential area and would comply with Policy S1 of the Joint Core Strategy, which details that development should be concentrated primarily in and adjoining the principal area of Northampton. 7.2 However, the Council cannot presently demonstrate a five year housing land supply. Therefore, in accordance with the presumption in favour of sustainable development in Paragraph 11 of the NPPF, development should be permitted unless any adverse impacts of doing so would significantly and demonstrably outweigh the benefits. The development of the site for two dwelling <img>A page from a planning application report.</img> would contribute, albeit on a small scale, towards the Council's housing supply with associated social and economic benefits and this therefore weighs in favour of the proposal. Open space 7.3 The application site includes two small areas of open space. Policy RC2 of the Joint Core Strategy relates to open space and seeks to resist the loss of open space unless it can be demonstrated that: - There is evidence that improvements can be made through the provision of a replacement facility of equal or better quality taking into account accessibility; or - The proposal will bring about community benefits that outweigh the loss of the facility; or - Having regard to the relevant open space study, the space is surplus or is little used. 7.4 In addition, Paragraph 97 of the NPPF also seeks to protect against the unjustified loss of open space of public value. 7.5 In this instance, the proposal would result in the loss of two small areas of open space. However, the two areas of open space the subject of this application are not identified in either the Council's open space or green infrastructure studies. In addition, the two open space areas only contain grass and two trees such that they are of limited ecological value. Furthermore, the open space to the north west of the site is enclosed by a brick wall which provides some level of surveillance and therefore vulnerable to anti-social behaviour and crime. It is also noted that the wider area includes areas of open space and, in particular, that there is a large area of open space to the west of the site. Therefore, it is considered that the quality and public value of the two areas of open space the subject of this application is limited such that the community benefits arising from the provision of two dwellings would outweigh their loss. Layout and design 7.6 Saved Policy E20 of the Northampton Local Plan and Policy H1 of the Joint Core Strategy place great importance on the quality of design of new developments and is in conformity with the NPPF which advises that planning should always seek to secure high quality design. 7.7 The proposed bungalows would be located to the side of existing residential properties and have been sited to reflect the front building lines and relationship with the street of adjacent properties. Furthermore, the scale of the new bungalows would relate acceptably to their surroundings and they would have gabled roof forms to reflect the prevailing character of the area. As such, it is considered that the new dwellings would not appear unduly prominent or intrusive in the streetscene. 7.8 The new houses would result in the loss of two mature trees. However, tree reports have accompanied the application and been assessed by the Council's Arboricultural Officer. The lime tree to be lost in the south eastern part of the site is considered to be too close to existing properties such that it is causing maintenance issues and therefore its loss is considered acceptable. The loss of the walnut tree in the north western part of the site is regrettable as it provides a transition from Ringway to the adjacent treed area of open space. However, defects have been identified in the walnut tree. As such, and given the presence of numerous trees to the west, it is considered that the loss of the walnut tree is not objectionable. There are also a number of trees adjacent to the proposed bungalows, but it would not be necessary for these to be removed as part of the proposals. Although, it is recommended that tree protection measures are secured by condition to prevent construction activities adversely impacting on the retained trees. 7.9 The proposed bungalows include side windows to provide surveillance of adjacent paths and open space. The new dwelling to the south west part of the site would result in a section of the neighbouring path having a narrow passage between a high wall that projects out from the adjacent flats and the boundary treatment for the garden of the new dwelling. However, the wall that projects from the flats does not need to be full height for its entire length and is under control of the applicant such that they have agreed to reduce the height to create a safer form of development. 7.10 The proposals also include the demolition of a garage block and the reconfiguration of the parking bays within the cul-de-sac. The existing cul-de-sac is already somewhat dominated by parking and, whilst this would not be remedied by the proposal, the demolition of the garages would open up the streetscene and remove an alleyway such that it would have a beneficial impact on the character and appearance of the area. 7.11 Overall, it is considered that the proposal would not have an adverse impact with regards to the character and appearance of the area. Residential amenity 7.12 Saved Policy E20 of the Northampton Local Plan, Policy H1 of the Joint Core Strategy and the NPPF all seek to secure a good standard of amenity for all existing and future occupants of land and buildings. 7.13 In terms of the amenities of neighbours, the proposed dwellings would only be single storey in scale and would be set to the side of their immediate neighbours, comprising No. 1 Ringway for the new dwelling and No. 97 Ringway for the new dwelling to the northwest part of the site. No. 1 does not benefit from any flank windows and, as such, the proposal would not adversely affect the amenity of this neighbour property. No. 97 Ringway benefits from a flank window, however this window is small in size, is not the principal window for the room that it serves and currently neighbours an area of open space such that it is considered the proposal would not have an objectionable impact on the amenity of future occupiers of this property. 7.14 In respect of the amenities of future occupiers, the proposal is for one bed units and all habitable rooms would be served by windows providing reasonable level of outlook. The garden sizes for the new dwellings, whilst relatively small, would be similar to other properties in the locality and it is also noted that there is a large outdoor amenity area to the west of the site. The submitted plans also indicate that there would be scope for bin storage within the rear gardens of the proposed developments. In addition, no permitted development rights for extensions are removed from the new dwellings by condition. There would be some overlooking of the garden for the new bungalow to the south east part of the site from the upper floor windows in the adjacent flats, but the flats would only have angled views into the garden such that it would not be an unacceptable relationship. Turning to the new bungalow to the north west of the site, it is noted that No. 97 benefits from a narrow flank window that would look into the curtilage of the new dwelling. However, whilst an unusual relationship, this window would only look onto a path running to the side of the property and would not afford views into the new dwelling or its rear garden such that it is considered that it would not give rise to an unacceptable relationship. As such, it is considered that the proposal would afford an acceptable standard of amenity for future occupiers. 7.15 Overall, it is considered that the proposal would not give rise to an unacceptable impact with regard to the amenities of neighbours and would afford an acceptable standard of amenity for future occupiers of the site. Parking and highway safety 7.16 The Parking Standards seek one on plot parking space per one bed dwelling, which equates to two parking spaces for the proposed development. Whilst the proposal does not include any on plot parking, it would improve the existing on street circulation through the demolition of the existing garages and increase access on street parking spaces. As such, it is considered that the proposal would provide parking and highway safety benefits. Other considerations 7.17 The application proposal includes the demolition of garages and therefore a condition relating to contamination is recommended should planning permission be forthcoming. 8 CONCLUSION 8.1 The Council cannot presently demonstrate a five year housing land supply and it is therefore necessary to assess the proposal against the presumption in favour of sustainable development. In this respect, the site is located in a residential area and therefore the principle of residential development on the site is acceptable under the development plan, with the proposal development also contributing to the Council’s five year housing land supply. The proposal would however result in the loss of an area of open space which includes two trees, although the limited harm from this loss is considered to be outweighed by the benefit to the community of providing housing to contribute to the Council’s five year housing land supply, including provision of on-street parking. Furthermore, subject to conditions, no other harm has been identified that would significantly and demonstrably outweigh the benefits. Therefore, it is recommended that planning permission is granted subject to conditions. 9 CONDITIONS 1. The development hereby permitted shall be begun before the expiration of three years from the date of this permission. Reason: To comply with Section 91 of the Town and Country Planning Act 1990. 2. The development hereby permitted shall be carried out in accordance with the following approved plans: 01, 02, 03, 04, 05, and 06. Reason: For the avoidance of doubt and to accord with the terms of the planning application. 3. In the event that contamination is found at any time when carrying out the approved development that was not previously identified it must be reported in writing immediately to the Local Planning Authority. An investigation and risk assessment must be undertaken and where remediation is necessary a remediation scheme must be prepared which is subject to the approval in writing of the Local Planning Authority. Following completion of measures identified in the approved remediation scheme a verification report must be prepared, which is subject to the approval in writing of the Local Planning Authority Reason: To ensure the effective investigation and remediation of contaminated land sites and in the interests of health and safety and the quality of the environment in accordance with Policy BN9 of the West Northamptonshire Joint Core Strategy. 4. Prior to the construction of the new dwellings hereby permitted, tree protection measures shall be installed in accordance with the recommendation in the submitted Arboricultural Reports (references 1789_44_Fv1 and 1789_43_Fv1) and maintained for the duration of the construction of the new dwellings. Reason: In order to ensure adequate protection of existing trees on the site in the interests of achieving a satisfactory standard of development and maintaining the amenity of the locality in accordance with Policy H1 of the West Northamptonshire Joint Core Strategy. 5. Prior to the construction of the new dwellings hereby permitted, details of the existing and proposed ground levels and finished floor levels of the development shall be submitted to and approved in writing by the Local Planning Authority. Thereafter, the development shall be implemented in accordance with the approved details. Reason: In the interests of residential and visual amenity in accordance with Policy H1 of the West Northamptonshire Joint Core Strategy. Pre-commencement condition to ensure details are agreed in a timely manner and to ensure a satisfactory standard of development. 6. Prior to the construction of the new dwellings hereby approved above ground floor slab level, details of all proposed external facing materials shall be submitted to and approved in writing by the Local Planning Authority. Development shall be carried out in accordance with the approved details. Reason: In the interests of visual amenity in accordance with Policy H1 of the West Northamptonshire Joint Core Strategy. 7. All planting, seeding or turfing shown on approved drawing numbers 03 and SCH-002 shall be carried out in the first planting and seeding seasons following the occupation of the building or the completion of the development, whichever is the sooner, and which shall be maintained for a period of five years; such maintenance to include the replacement in the current or nearest planting season whichever is the sooner or shrubs that may die are removed or become seriously damaged or diseased with others of similar size and species. Reason: In the interests of amenity and to secure a satisfactory standard of development in accordance with Policies H1 and S10 of the West Northamptonshire Joint Core Strategy. 8. The new parking spaces shown on approved plans shall be constructed prior to the occupation of the dwellings hereby approved and retained thereafter. Reason: To ensure that the proposed development does not prejudice the free flow of traffic or conditions of highway safety in accordance with the requirements of the National Planning Policy Framework. 9. Prior to the construction of the sheds shown on the plans hereby approved, full details of the sheds shall be submitted to and approved in writing by the Local Planning Authority. Development shall be carried out in accordance with the approved details. Reason: To ensure the provision of adequate facilities in accordance with Policy S0 of the West Northamptonshire Joint Core Strategy. 10. Notwithstanding the provisions of the Town and Country Planning (General Permitted Development) (England) Order 2015 (or any order revoking and re-enacting that Order with or without modification), no extensions shall be erected to the dwellings hereby permitted. Reason: In the interests of residential amenity and to prevent overdevelopment of the site in accordance with Policy E20 of the Northampton Local Plan and Policy H1 of the West Northamptonshire Joint Core Strategy. 10 BACKGROUND PAPERS 10.1 N/2018/1548. 11 LEGAL IMPLICATIONS 11.1 The development is CIL liable. 12 SUMMARY AND LINKS TO CORPORATE PLAN 12.1 In reaching the attached recommendations regard has been given to securing the objectives, visions and priorities outlined in the Corporate Plan together with those of associated Frameworks and Strategies. <img> The Centre Briar Hill b Sta Broom Court HUNGERBOW ROAD TCB LB Furze 79.8m 76.2m Shireton Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs Ung Bircs </img> NORTHAMPTON COUNCIL Title: Land to South West of Ringway © Crown copyright and database rights 2018 Ordnance Survey Licence no. 10019655 Date: 08-01-2019 Scale: 1:1,000 Drawn by: <img>Logo of Northampton Borough Council</img>	ENGLISH
4250-pdf	# ESN0103 Care Home Support + Implementation Status Local Authority: \_\_\_\_\_\_\_\_\_\_\_\_ Contract Name: \_\_\_\_\_\_\_\_\_\_\_\_ Contact Person: \_\_\_\_\_\_\_\_\_\_\_\_ Email: \_\_\_\_\_\_\_\_\_\_\_\_ Total number of CDC registered Care Homes in your area: 346 Please submit this data by 28 May 2024. Any data submitted after this date will not be considered. ## Complaints Please enter the number of registered Care Homes in your local area, where the corresponding problem is either a priority to be addressed or a problem that needs to be resolved. ### Key OYR503 Support Actions for Care Homes \| Issue \| Number \| Action Required \| Case Number \| Please indicate any issues that you would like to highlight (optional) \| \|---\|---\|---\|---\|---\| \| 1. Aids to assist residents with their daily living needs \| 307 \| Yes \| ☑ \| Handicapped residents require additional assistance with quality care. We need to ensure that all residents receive adequate assistance. We also need to ensure that all residents receive adequate assistance with quality care. \| \| 2. Aids to assist residents with their daily living needs \| 288 \| No \| ☐ \| We need more support for medical staff and to expand the available medical equipment. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. \| \| 3. Aids to assist residents with their daily living needs \| 111 \| No \| ☐ \| We need more support for medical staff and to expand the available medical equipment. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. \| ### Other concerns #### Issue 1: Training Please enter the number of registered Care Homes in your local area, where the corresponding problem is either a priority to be addressed or a problem that needs to be resolved. \| Issue \| Number \| Action Required \| Case Number \| Please indicate any issues that you would like to highlight (optional) \| \|---\|---\|---\|---\|---\| \| 1. Aids to assist residents with their daily living needs \| 307 \| Yes \| ☑ \| Handicapped residents require additional assistance with quality care. We need to ensure that all residents receive adequate assistance. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. \| \| 2. Aids to assist residents with their daily living needs \| 288 \| No \| ☐ \| We need more support for medical staff and to expand the available medical equipment. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. \| \| 3. Aids to assist residents with their daily living needs \| 111 \| No \| ☐ \| We need more support for medical staff and to expand the available medical equipment. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. \| #### Issue 2: Additional personal care assistance requirements Please enter the number of registered Care Homes in your local area, where the corresponding problem is either a priority to be addressed or a problem that needs to be resolved. \| Issue \| Number \| Action Required \| Case Number \| Please indicate any issues that you would like to highlight (optional) \| \|---\|---\|---\|---\|---\| \| 1. Aids to assist residents with their daily living needs \| 307 \| Yes \| ☑ \| Handicapped residents require additional assistance with quality care. We need to ensure that all residents receive adequate assistance. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. \| \| 2. Aids to assist residents with their daily living needs \| 288 \| No \| ☐ \| We need more support for medical staff and to expand the available medical equipment. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. \| \| 3. Aids to assist residents with their daily living needs \| 111 \| No \| ☐ \| We need more support for medical staff and to expand the available medical equipment. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. \| #### Issue 3: Training Please enter the number of registered Care Homes in your local area, where the corresponding problem is either a priority to be addressed or a problem that needs to be resolved. \| Issue \| Number \| Action Required \| Case Number \| Please indicate any issues that you would like to highlight (optional) \| \|---\|---\|---\|---\|---\| \| 1. Aids to assist residents with their daily living needs \| 307 \| Yes \| ☑ \| Handicapped residents require additional assistance with quality care. We need to ensure that all residents receive adequate assistance. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. \| \| 2. Aids to assist residents with their daily living needs \| 288 \| No \| ☐ \| We need more support for medical staff and to expand the available medical equipment. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. \| \| 3. Aids to assist residents with their daily living needs \| 111 \| No \| ☐ \| We need more support for medical staff and to expand the available medical equipment. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. \| #### Issue 4: Additional personal care assistance requirements Please enter the number of registered Care Homes in your local area, where the corresponding problem is either a priority to be addressed or a problem that needs to be resolved. \| Issue \| Number \| Action Required \| Case Number \| Please indicate any issues that you would like to highlight (optional) \| \|---\|---\|---\|---\|---\| \| 1. Aids to assist residents with their daily living needs \| 307 \| Yes \| ☑ \| Handicapped residents require additional assistance with quality care. We need to ensure that all residents receive adequate assistance. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. \| \| 2. Aids to assist residents with their daily living needs \| 288 \| No \| ☐ \| We need more support for medical staff and to expand the available medical equipment. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. We need to improve the quality of care provided to residents. \| \| 3. Aids to assist residents with their daily living needs \| 111 \| No \| ☐ \| We need more support for medical staff and to expand the available medical equipment. We need to improve the quality of care provided to residents. We need到	ENGLISH
1854-pdf	<img>CPS logo</img> # Safonau Ymdrin â Chwynion ac Ymgysylltu â'r Gymuned Gorffennaf 2015 Safonau Ymdrin â Chwynion ac Ymgysylltu â'r Gymuned Cyflwyniad Cyhoeddwr y safonau hyn gan y Cyfarwyddwr Erlyniadau Cyhoeddus (DPP). Y DPP yw pennaeth Gwasanaeth Erlyn y Goron (CPS), sef y prif wasanaeth erlyniadau cyhoeddus yr Ngyhmru a Lloegr. Mae'r DPP yn gweithredu'n annibynnol, dan oruchwyliaeth y Twrnai Cyffredinol sy'n atebol i'r Senedd am waith y CPS. Mae'r safonau hyn yn nodi'r meinconodau ansawd dydym yn dymredu i'w cyflawni wrth erlyn tresdedau dros y cyhoedd. Mae'r safonau'n ffordd bwysg i ni ddangos ein gwertoeddof sef trin pawb â pharch, bod yn annibynnol a theg, bod yn dddidwyll ac agored, ymddwyn yn broffesiynol ac ymdrechu tuag at ragoriaeth. Mae'r safonau hyn yn cymryd lle'r ddogfen Safonau Ansawdd Craidd blaenorol o ran ymdrin â chwynion ac ymgysylltu â'r gymuned ac maent yn selyll ochr yn ochr à Y CPS: Safonau Ansawdd Gwaith Achos. Egwyddorion trosfwael 1. Dylai gwaith pawb sy'n gweithio i'r CPS gael ei wneud mewn ffordd sy'n cyd-fynd â Chod Ymddygiad y CPS a Gwerthoedd y CPS. y mae'r ddau wedi eu cyhoeddi ar ein gwefan: www.cps.gov.uk 2. Mae gan y CPS Asesydd Cwynion Annibynwl sy'n rhai adroddiad i Fwrdd y CPS ar gydymfurifio â'r safonau. Mae Florwm Aetoblwydd Cymunedol y CPS yn craffu ar bolisiau'r CPS i sicrhau ein bod yn cael adborth ar ein gweithrefnau ymdrin ag achosion, polisiac au aerion. Mae pob uned weithredol yn rhoi adroddiad dydwyaith y flwyddyn ar ei gydymfurifad â'r safonau hyn trwy'r dystysgrif sicrhur. 3. Rydym yn gyfrifol am wneud penderfyniadau ac ymdrin â'n gwaith mewn modd sy'n: - Deg i diodiodefwywr a thystion ac yn unol â Chod y Dioddefwyr - Deg i'r sawl a ddfwgdybîr a diffynydion - Yn gymesur â'r hyfn sy'n ofnyfed i gael canlyniad cyflawni - Yn ymateb i bryderon y cynmunedau yr ydmr yn eu gwasaanaethu 4. Mae erlynyddion yn gweud penderfyniadau yn unol â: - o gyfraith - o Y Cod â'r gyfer Erlynyddion y Goron (Insert Link) - o cyfarwyddyd a gyhoeddwdy gan y Twrnai Cyffredinol - o polisiâu a chyfarwyddyd perthnasol a gyhoeddwdydan gan y DPP Safonau Ymdrin â Chwynion ac Ymgysylltu â'r Gymuned \<page_number>1\</page_number> Safon 1: Ymdrin â chwynion Y meincnodau ansawdd yw: 1. Ymated yn effeithiol, sensitif, teg a thrylwyr i gwynion. 2. Gwneud pethau'n lawn, ystyried hawliau'r achwynnydd trwy weithredu yn unol â'r dddefwrfaeth berthnasol a rhoi rheolaeth glir i reoli cwynion. 3. Canolbwyntio ar y dioddefwr, gwrando ar achwynwyr a chynnig gwasanaeth cwynion hygyrch gyda gweithdrefnau clir a syml. 4. Bod yn agored ac atebol, rhoi esboniadau didwyll ar sail tystiolaeth yn ogystal â chyhoeddi gwybodaeth a safonau gwasanaeth clir. 5. Gweithredu'n deg a chymesur, heb wahaniaethu car sicrhau bod cwynion yn cael eu hymchwilio yn drylwyr a phenderfyniadau yn gymesur, priodol a theg. 6. Cywiro pethau. cydnabod camgymeriadau ac ymddycheuro pan fydd yn addas gan gynnig atebion prydlon a chymesur. 7. Ceisio gwella yn barhaus, trwy adolygu yn gyson a defnyddio adborth a'r gwersi a ddysgwyd o gwynion i wella'r modd y mae gwasanaeth yn cael ei ddylunio a'i ddarparu. Safonau Ymdrin â Chwynion ac Ymgysylltu â'r Gymuned \<page_number>2\</page_number> Safon 2: Ymgysylltu â'r gymuned Byddwn yn ymgysylltu â chymunedau fel ein bod yn ymwybodol o'u pryderon pan fyddwn yn gwneud penderfyniadau ac yn dblygu polisiau ac arferion. <table> <tr> <td style="background-color: #e6e6e6; padding: 10px;"> <strong>Y meincnodau ansawdd yw:</strong><br> <ol> <li>Cael trefniadau llywdraethu ac adrodd effeithiol yn eu lle sy'n cynorthwyo i reoli blaenoriaethau cenedlaethol a lleol ac sy'n sicrhau ansawdd a monitro ymgysylltu â'r gymuned e.e. Partneriaethau Craffu ac Ymgysylltu Lleol.</li> <li>Esbonio ein rôl ac ymgynghori ar ein blaenoriaethau busnes gyda chymunedau lleol a grwpiau amrywiol, yn arbenig y rhai a ddfynnir fel rhai sydd â nodweddon a ddioegilir yn y Ddeddf Cydraddoldeb (2010).</li> <li>Ymateb yn rhygweithiol i adborthu i helpu i osod blaenoriaethau lleol a chenedlaethol sy'n cael effaith gadarnhaol ar ansawdd gwaith achos.</li> <li>Gweithio gyda phartneriâd fel yr yddeflu, illoyedd, comisiynwyrr heddiu a throseddu, swyddogion a etholwyd yn lleol a sefydliaidau trydydd sector fel bydd yn briodol i ymateb i'r blaenoriaethau sy'n dod i'r amlwg mewn cymdogaethau a chymunedau.</li> </ol> </td> </tr> </table> Fel y'u diffinnir gan Ddeddf Cydraddoldeb 2010 – Oedran, Anabledd, Ailbennu Rhyw, Priodas a Phartneriâth Sifil, Beichiogrwydd a Mamolaeth, Hll, Crefydd a Chired, Rhyw a Chyleiriadedd Rhywiol. Safonau Ymdrin â Chwynion ac Ymgysylltu â'r Gymuned \<page_number>3\</page_number> www.cps.gov.uk C Safonau Ymdrin â Chwynion ac Ymgysylltu â'r Gymuned Gorffennaf 2015 © Hawlifraint y Goron	WELSH
3540-pdf	Factors Affecting Poverty Dynamics and Persistence in Uganda David Lawson, Andrew McKay and John Okidi University of Nottingham University of Nottingham and ODI Economic Policy Research Centre, Kampala 1. Introduction Despite the excellent progress made by Uganda in reducing poverty since 1992, there have also been substantial movements both into and out of poverty, and a significant minority of households have been persistently poor (Okidi and McKay, 2003). Two different panel data sets over the 1990s establish the significant extent of persistent or chronic poverty, and show that there is a strong associated between poverty persistence and the depth of poverty – in other words many of the persistent poor are also among the poorest of the poor at any point in time. Clearly these households have failed to benefit from Uganda’s impressive macroeconomic development over this period. In addition, the most recent estimates for poverty dynamics suggest that up to one third of households moved out of poverty, and a tenth moved into poverty, over an eight year period to 1999. Given this fact, as well as just focusing on the chronic poor, it is important also to consider how and why some households have been able to escape from poverty, which may help in understanding why the chronic poor have been unable to make this transition. At the same time it is also important to see why some households have bucked the aggregate trend, and fallen into poverty despite not being poor initially. This paper builds strongly on Okidi’s work with different authors exploiting the available panel data sets for Uganda (Deminger and Okidi, 2002; Okidi and McKay, 2003 among others). It also uses primarily the same two nationally representative household panels (1992-1995 and 1992-00), in combination with the results of the two rounds of the Uganda Participatory Poverty Assessment Project (UPPAP), to gain insights on the factors associated with poverty transitions and persistence. The paper is primarily based on both descriptive and econometric analysis of the panel data set. The paper is structured as follows. Section 2 briefly reviews approaches which have been taken to modelling the factors associated with chronic and transient poverty, poverty transitions and so on to date. Section 3 describes the information sources used, including describing the survey data and the steps involved to establish as reliable a panel data set as possible. This is followed in section 4 by a descriptive analysis of the patterns of poverty discussed according to several different characteristics of the households concerned, and forms the basis for the more detail multivariate econometric analysis in section 5. Section 6 concludes. 2. Modelling the factors associated with chronic and transient poverty At the outset it is useful to recognise that there are two main methods used to distinguish chronic and transient poverty, the spells approach, which focuses on the number or length of spells in poverty, and the components approach which distinguishes permanent from transient components to well being and identifies the chronically poor as those whose permanent <img>A bar chart showing changes in poverty rates over time.</img> component falls below the poverty line (Yaqub, 2000; McKay and Lawson, 2003). Which approach is adopted sometimes has implications for how the factors affected with how the factors influencing poverty dynamics are modelled. For example, the spells approach explicitly identifies poverty transitions, while the components approach focuses more on identifying the chronic and transient poor (and based on a concept significantly influenced by the depth of poverty). In practice a number of different approaches have been adopted to understanding the factors associated with chronic poverty or transient poverty, or with poverty transitions. A straightforward approach is based on descriptive analysis, considering the relevant characteristics of a household at two or more periods in time. As a good example of this, Sen (2003) considers factors associated with poverty dynamics and poverty transitions in a livelihoods framework, and looks at changes in different categories of assets to which a household has access changes over the time period of the poverty transition. In this way he identifies factors which are likely to be important factors behind the observed transitions, even if the relative importance of each cannot be quantified. Many studies though complement descriptive analysis with an explicitly econometric approach. Thus McCulloch and Baulch (1999) distinguish chronically and transiently poor households for Pakistan based on the components method. They then model the characteristics associated with being chronically, transiently or never poor using both an ordered logit model (as they argue that there is a natural ordering of these three) and a multinomial logit model (the latter an approach that has been adopted by several other authors). They argue that the ordered logit approach is good to understand the relative influence of different household characteristics on its poverty status, the multinomial logit approach enables the identification of the characteristics that are more prevalent within each category (McCulloch and Baulch, 1999; p.13). These approaches can be adopted even when the time dimension of the panel is as short as two waves, because it is still possible to identify the chronic and transient poor based on a spells approach. Where by contrast the time dimension of panel data sets are relatively long, it becomes possible instead to model the duration of poverty spells, an approach initially adopted by Bane and Elwood (1986) for the United States. Along similar lines, Baulch and McCulloch (1998) model the probability of entering and exiting from poverty using a proportional hazards model and allowing for censoring based on the same Pakistan data set as in their other study which comprises five years of consecutive panel data. They argue that the factors that are correlated of poverty transitions are often different from those that are correlated with movement into or out of poverty itself. Such an approach is potentially very informative, given of course a panel data set with several waves. Still within a spells approach, when the time dimension is shorter it is still possible to model the factors associated with movements into and out of poverty, as for example is considered by Bhidka and Mehta (2003) based on a two wave NCAER panel data for India covering the period 1970/71 to 1980/81. For different definitions of poverty, they use probit models to identify the factors affecting whether or not a household is poor in the second wave given its poverty status in the first wave. Carter and May (1999) also with a two wave panel for Kwa-zulu Natal, South Africa, also focus on movements into and out of poverty, but add an important new dimensions by seeking to distinguish structural and stochastic components to poverty and poverty transitions based on a household’s assets. Okraka (1999) considers the characteristics of the long term poor in Poland, particularly in terms d household asset endowments, and estimates logit equations for both the likelihood that a household is vulnerable and that it is chronically poor (the latter also depending on its vulnerability). Within the components approach to identifying chronic and transient poverty, Jalan and Ravallion (2000) model the factors associated with each using a censored quantile regression model. They estimate poverty regressions for chronic and transient, and find that there are some significant, and plausible, differences associated with each. Also of relevance to the issues being discussed here is a series of studies that have modelled income (or consumption) dynamics of households over time because that of course is what underlies transitions or non-transitions in the corresponding monetary measures of poverty. Recently examples include studies by Dercon (2003) and Fields et al (2001). The latter for example focuses on data from four countries and models based on two wave household panel data sets the factors affecting changes in a consumption-based welfare measure (or its logarithm) in terms of the initial level of this measure (analogous to growth regressions) and a series of initial period household characteristics, and some changes in these household characteristics that can reasonably be considered exogenous. This is potentially a promising approach because it does not depend on the level of any poverty line, the precise level of which is always difficult to establish, so leading to concerns that the results of the poverty focused approaches above might be sensitive to the level at which the poverty line is set. In practice some of these different approaches complement each other and in this paper we apply different approaches to understand the factors underlying poverty transitions and non-transitions in Uganda. First though we review the available data for this purposes. 3. Data 3.1 Dataset Ugandan household survey data is relatively rich with there having been two nationally representative household surveys, in 1992 and 1999, in addition to four roughly annual monitoring surveys (1993 to 1996), over the last decade. Both of the nationally representative surveys, the Integrated Household Survey (IHS) of 1992 and Ugandan National Household Survey (UNHS) 1999/2000 adopted two-stage stratified random sampling methodologies in the collection of a 9,886 and 10,696 household observations, respectively. Both provide a rich source of information on socio economic, crop and community levels data and form the basis of a 2 wave panel (1992-2000) which covers 1398, re-interviewed, households. In addition to the latest household panel data, the annual monitoring surveys form the basis of some smaller two, three and four wave household panel data sets for Uganda. The panels of most interest for this analysis are those of more than two waves. These are the 1992/3/4/ three wave panel which contains 690 households, and the four wave panel which spans 1992/3/4/5 and contains 357 households. 3.2 Data Matching Given that the main focus of the paper is to follow households throughout several periods and to establish the key propagating factors which cause chronic or transient poverty, it was considered pertinent to firstly match the households across periods. Thus ensuring that the household being analysed are actually the same. This matching process was undertaken in two stages. Firstly the household head had to be the same in each of the periods covered. Therefore the sex and age, allowing for an appropriate error range in the recording of age and the number of years between the panels\\textsuperscript{1}, of the ______________________________________________________________________ \\textsuperscript{1} An acceptable error range in this instance was considered +/- 7/8 years – in line with what appeared to be a natural structural break in a frequency distribution of age differences, between the two periods. household head had to be the same in each period. The second stage allowed for changes in the household head to have taken place. For instance it is quite conceivable that the household head may have died and another member of the family had become the new head. Therefore this second stage checked to see if the current household head sex and age was in the household in the previous periods, by cross referencing he age and sex, adopting the same methodology as in the first stage. Combining both stages of this matching process resulted in household samples outlined in Tables 1 and 2. For the 1992 and 1999 two wave panel, 1105 households were matched and for the three wave 1992/3/4 three wave panel a total of 349 households were matched. Both of these panels form the basis of the empirical work. 3.3 Defining a Poverty Line When studying the depth or incidence of poverty one of the first issues to confront is how to specify a poverty line. There are broadly two alternatives to doing this. The first, direct approach specifies a poverty line in terms of the minimum actual calorie intake, and if the household calorie intake is less than the required minimum, the household is classified as being poor. There are several problems with this approach, but they include that fact that it makes poverty synonymous with malnutrition and few data sets record individual level information on food intake (Gaiha and Deolalikar 1993). A second approach, which adopts an indirect methodology, uses a poverty line which represents the minimum cost of a nutritionally adequate diet (Gahia and Deolalikar1993). Such an approach is the basis of the accepted poverty lines, calculated by Appleton (2001), which have been used for most of the quantitative poverty work on Uganda. These will also be adopted for my analysis. Full technical details regarding derivation can be found in Appleton (2001). These accepted poverty lines use the expenditure required in order to obtain 3000 calories and to meet non-food requirements. As noted in Appleton (2001) not all individuals will require this amount, therefore equivalence scales are used to account for the lower calorie requirements of lower, for instance, the calorie requirements of children, as estimated by the WHO. These equivalence scales are outlined in appendix Table 13. 3.4 UPPAP Uganda has undertaken two Participatory Poverty Assessments (PPA1 - 1998/99 and PPA2 - 2002) with the overall aim being to allow the perspectives of poor to be considered in policy formation and thus deepen the understanding of poverty and poverty trends. Both PPAs complement quantitative poverty work by bringing a multidimensional perspective. For example, rather than adopting a quantitative approach to analysing poverty trends through monetary measures, communities structured poverty trend analysis around events that stood out for them, as significant historical happenings. Both poverty assessments found that groups of people in different areas portrayed quite different poverty trends relative to their own history, with PPA2 accentuating this understanding, while focusing on specific groups such as internally displaced persons, agricultural estate workers and rural residents. Overall there was a consensus that levels of well being had not regained the standards of the 1970’s with poor health and disease, limited access to land, markets and credit, and large families being identified as the main cause of poverty in both PPAs. For example in the 1992/99 two wave panel the acceptable age range allowed for the 7/8 year gap between the panels and then allowed for an error range in age recording or +7 and –8 years. Geographically, there were some quite distinct regional variations in how people perceived different characteristics to influence their poverty status. For the Eastern region food security, land fragmentation and the depletion of household assets through cattle rustling were perceived as the major causes of poverty. For both the Western and Northern regions, less predictable weather is seen as a major concern which causes food security issues, in addition to destabilising civil security. Whilst for the central region, population growth has led to a perceived excess demand of government services and subsequent problem of access, in addition to concerns over monetisation. For the vulnerable groups, lack of land or productive assets and access to social services or support for education and health are commonly perceived as major problems across the groups. More specifically, persons with disabilities further identify the inability to engage in income generation and discrimination both within the household and community as key problems. Perhaps unsurprisingly, orphans identify little support for health and education, living with HIV/AIDS and staying in large families as major factors of vulnerability. Many factors were identified as causes of movement in to and out of poverty. For households moving further into poverty alcoholism, and polygamy (and insecurity for the North) were the main causes identified in PPA2, although having large families, illness and landlessness were also very influential. There is general support for these causes from PPA1, although the sale of assets and loss of remittances were also highlighted as being significant in the first participatory process. Determinants related to moving out of poverty were: working hard, (which was largely associated with being healthy and therefore able to engage in work, diversify income generation activities and starting a business) and having access to land. Several of these factors were also identified in the first PPA, where investing in farming though land, livestock and remittances was also perceived to be of major importance. 4. Descriptive Trends In this section we will focus on the key characteristics which, from the descriptive tables contained in both the appendix and main body of text, which appear to be associated with chronic poverty, moving out of poverty, moving into poverty and never being poor. However, firstly we provide a broader picture of poverty trends within Uganda, and focus on each of aforementioned poverty categorisations for all the panel data sets for Uganda. 4.1 Poverty trends Nationally the proportion of the Ugandan population identified as poor fell from 55.7% in 1992 to 35.2% in 1999 (Appleton, 2001), with substantial poverty reduction occurring everywhere in the country except the Northern region. Between 1992/93 and 1994/95 the reduction in the poverty headcount was more modest, falling only from 55.7% to 50.2% over this period. This though provides no information on the dynamics of poverty change, which requires panel data. The panels of course represent small subsamples of the national surveys, but the poverty incidence figures based on the panel households are broadly similar to the national level figures (Table 1). For the 1992-99 panel, while 48.6% of these households were poor at the beginning of the period, this had fallen to 29.3% by the end. 18.9% of the panel households remained poor throughout that year’s two years for which they were surveyed, while 40.9% were non-poor in both periods. The remainder moved into or out of poverty between these years, so indicating substantial mobility: 29.6% of the panel households moved out of poverty, while 10.3% of the panel households slipped in. The other two wave panels covering pairs of years between 1992 and 1995 also show substantial movements into and out of poverty, though in each case with a substantial minority of households poor in both periods. This substantial mobility is also confirmed by the three and four wave panels (Table 2), although attention needs to be paid to the small number of observations for the latter. 15.2% Of the households in the three year panel are poor throughout, and this proportion would be larger if it were possible to make adjustments for measurement error in the estimated consumption measures. 44.4% of households in this panel are never poor and 40.4% are in transient poverty. Both panels then confirm the presence of a substantial number of households in chronic poverty, even ignoring the likelihood that measurement error will lead to this being underestimated. At the same time though there is substantial mobility into and out of poverty, much of which is likely to be genuine reflecting factors such as changes in agricultural fortunes, economic activities or household demographics. Table 1 <table> <thead> <tr> <td></td> <td></td> <td colspan="6">Two Wave Panels</td> </tr> <tr> <td>% Poor at ... (1)</td> <td>% Poor in Both Periods (2)</td> <td>Moving Out of Poverty (3)</td> <td>Moving into Poverty (4)</td> <td>% Poor (in at least one period) (5)</td> <td>% Not Poor (in both periods) (6)</td> <td>Number of Households (7)</td> </tr> </thead> <tbody> <tr> <td>1992</td> <td>1999</td> <td>28.5%</td> <td>18.8%</td> <td>29.6%</td> <td>10.3%</td> <td>58.9%</td> <td>40.9%</td> <td>1105</td> </tr> <tr> <td>48.6%</td> <td>42.0%</td> <td>34.2%</td> <td>24.5%</td> <td>17.5%</td> <td>9.6%</td> <td>51.6%</td> <td>48.4%</td> <td>767</td> </tr> <tr> <td>1993</td> <td>1994</td> <td>32.9%</td> <td>35.7%</td> <td>19.8%</td> <td>13.0%</td> <td>15.8%</td> <td>48.7%</td> <td>51.3%</td> <td>474</td> </tr> <tr> <td>1994</td> <td>1995</td> <td>37.2%</td> <td>32.8%</td> <td>19.2%</td> <td>17.0%</td> <td>12.6%</td> <td>49.8%</td> <td>48.20%</td> <td>308</td> </tr> <tr> <td>1992</td> <td>1995</td> <td>39.8%</td> <td>33.9%</td> <td>19.6%</td> <td>18.8%</td> <td>13.2%</td> <td>53.0%</td> <td>45.1%</td> <td>572</td> </tr> </tbody> </table> Table 2 <table border="1"> <thead> <tr style="background-color: #f0f0f0;"> <th></th><th>% Poor at ... (1)</th><th>% Poor in All Periods (2)</th><th>% Poor in at least One Period (3)</th><th>% Poor in 1 Period Only (4)</th><th>% Poor in 2 Periods Only (5)</th><th>% Poor in 3 Periods (6)</th><th>% Not Poor (in all periods) (7)</th><th>Number of Households (8)</th> </tr> </thead> <tbody style="text-align: center;"> <tr style="background-color: #f0f0f0;"> <td rowspan="2">1992</td><td rowspan="2">1993<br/>48.0%<br/>40.7%<br/>43.5%<br/>45.3%</td><td rowspan="2">1994<br/>46.0%<br/>46.9%<br/>49.7%</td><td rowspan="2">15.2%<br/>55.6%<br/>10.8%<br/>62.2%</td><td rowspan="2">22.1%<br/>21.6%<br/>10.8%<br/>62.2%</td><td rowspan="2">18.3%<br/>-<br/>-<br/>-<br/>-</td><td rowspan="2">-<br/>-<br/>-<br/>-<br/>-</td><td rowspan="2">-<br/>-<br/>-<br/>-<br/>-</td><td rowspan="2">-<br/>-<br/>-<br/>-<br/>-</td><td rowspan="2">-<br/>-<br/>-<br/>-<br/>-</td><td rowspan="2">-<br/>-<br/>-<br/>-<br/>-</td><td rowspan="2">-<br/>-<br/>-<br/>-<br/>-</td><td rowspan="2">-<br/>-<br/>-<br/>-<br/>-</td><td rowspan="2">-<br/>-<br/>-<br/>-<br/>-</td><td rowspan="2">-<br/>-<br/>-<br/>-</TD <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #f0f0f0;"> </tr> <tr style="background-color: #ebebeb; font-weight:bold; font-size:x-large;">Three/Four Wave Panels <table border="1" cellspacing= "none" cellpadding= "none"> <thead align=center class= "header"> <tr class= "header"> <th></th><th>% Poor at ... (1)</th><th>% Poor in All Periods (2)</th><th>% Poor in at least One Period (3)</th><th>% Poor in 1 Period Only (4)</th><th>% Poor in 2 Periods Only (5)</th><th>% Poor in 3 Periods (6)</th><th>% Not Poor (in all periods) (7)</th><th colspan= "3" class= "header" >Number of Households (8)</th></tr></thead></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table/></html 4.2 Characteristics Geographical Table 3 outlines how chronic, transient is distributed across both rural/urban areas and by region. Most notably we can see that chronic poverty is particularly prevalent in both the Northern region and rural areas of Uganda. For the chronically poor, as a whole, almost one third are from the North. Households in the Northern region also appear less likely to move out of poverty (11%), compared to all regions, however the comparison is particularly stark when compared against the central region which comprises almost one third of households who are moving out of poverty. Households in the north also appear less likely to be never in poverty. <table> <thead> <tr> <th colspan="5">Rural /Urban Region</th> <th colspan="5">1992/99</th> </tr> <tr> <th colspan="5">Poverty Levels By Region</th> <th>(1)</th> <th>(2)</th> <th>(3)</th> <th>(4)</th> <th>All (5)</th> </tr> </thead> <tbody> <tr> <td colspan="5">By Column</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Urban</td> <td>8.1%</td> <td>12.2%</td> <td>8.8%</td> <td>21.9%</td> <td>15.0%</td> </tr> <tr> <td>Rural</td> <td>91.9%</td> <td>87.8%</td> <td>91.2%</td> <td>78.1%</td> <td>85.0%</td> </tr> <tr> <td>Central</td> <td>23.4%</td> <td>32.0%</td> <td>26.3%</td> <td>37.2%</td> <td>31.9%</td> </tr> <tr> <td>East</td> <td>18.8%</td> <td>28.1%</td> <td>19.5%</td> <td>22.5%</td> <td>19.5%</td> </tr> <tr> <td>North</td> <td>30.1%</td> <td>11.3%</td> <td>25.4%</td> <td>6.8%</td> <td>14.5%</td> </tr> <tr> <td>West</td> <td>26.8%</td> <td>28.7%</td> <td>26.3%</td> <td>36.1%</td> <td>31.1%</td> </tr> ``` <tr><th colspan="5">By Row</th><th></th><th></th><th></th><th></th><th></th></tr> <!-- Urban --> <!-- Rural --> <!-- Central --> <!-- East --> <!-- North --> <!-- West --> ``` </tbody> <!-- Table data --> <!-- Urban --> <!-- Rural --> <!-- Central --> <!-- East --> <!-- North --> <!-- West --> </table> The second part of Table 3 shows the descriptive data by row, i.e., by each of the rural/urban/region categorisations and accentuates the fact that chronic poverty is particularly prevalent amongst households in the Northern region of Uganda, with almost two in every five households being chronically poor. The other major characteristics appear to be the prevalence of households who move out of poverty, amongst those residing in the Eastern region. Demographics/Education As we can see from Table 4, trends in both household composition and size appear quite distinct across different categories of poverty. Focusing on the two wave panel of 1992/99, we can see that the chronically poor have a high average household size at both the start and end periods (6.24 and 6.7) compared to the overall average household size of 5.48 and 6.07. However, the chronically poor not only have larger sized households but, and perhaps more significantly, they have: larger proportions of dependants to worker ratios (1.52 compared to a national average of 1.38), higher proportions of young dependants (52.2% compared to a national average of 46%) and lower proportions of work aged individuals. Trends which are largely reflected in the three wave panel for 1992/3/4 (right hand side of the table). For households moving into poverty (column 3) although the household size in 1999 (6.79) is larger than the average (6.07), the composition of workers and young dependants is not significantly different than the national average; however, this changes when the household composition is examined by distinguishing between those moving into poverty Firstly, an average decrease in the proportion of workers in the households (11.1%) is higher than the national average decline (9.4%). Secondly, and perhaps the most important factor, the proportionate increase in young dependants (8%) for households moving into poverty, compared to both the national average (-0.7%) and all other categories, is extremely large. The result is an average increase in the proportion of dependants within the household of 6.7%, compared to a national average increase of 3.4%. The aforementioned trends relating to households moving into poverty are less distinct for the three wave panel data set of 1992-94. However, perhaps most noticeable is the relatively large increase in the dependency ratio for household poor in one period only (3.2%) relative to the national average (1.5%). In contrast to households poor for one period only, those poor in two periods only, appear to have predominantly high original dependency levels, rather than high increases in dependency rates. In contrast to both the chronically poor and those moving into poverty Column 2 shows that the households moving out of poverty experience small increases in both household size (7.8%) compared to national increases of 21.5%. Furthermore any decrease in the proportions of work aged individuals are also accompanied by decreases of similar proportions of young dependants. Regarding education, both the 1992/99 and 1992/3/4 panels show that the number of years of completed primary and secondary education for both the household heads and spouses of chronically poor households is lower than the national average and all other poverty categories. In particular the number of years of completed primary education by the head of households in chronic poverty, in both panels, is one half of the national average. Table 4: Demographics <table> <thead> <tr> <th>Demographics</th> <th colspan="5">1992/99</th> <th colspan="5">1992/3/4</th> </tr> <tr> <td></td> <td>Chronic Poor</td> <td>Moving out of Poverty</td> <td>Moving into Poverty</td> <td>Never In Poverty</td> <td>All</td> <td>Chronic Poor</td> <td>Sometimes Poor</td> <td>Poor in 1 period only</td> <td>Poor in 2 periods only</td> <td>Never In Poverty</td> <td>All</td> </tr> <tr> <td>(1)</td> <td>(2)</td> <td>(3)</td> <td>(4)</td> <td>(5)</td> <td>(6)</td> <td>(7)</td> <td>(8)</td> <td>(9)</td> <td>(10)</td> <td>(11)</td> </tr> </thead> <tbody> <tr> <td>Actual Household Size<br>Size of Household at 1992<br>Size of Household at 1999</td> <td>6.24<br>6.7</td> <td>5.91<br>5.74</td> <td>5.06<br>6.79</td> <td>4.95<br>5.84</td> <td>5.48<br>6.07</td> <td>6.52<br>6.90</td> <td>5.47<br>5.60</td> <td>4.59<br>4.77</td> <td>5.67<br>5.52</td> <td>4.65<br>4.86</td> <td>5.01<br>5.22</td> </tr> <tr><td colspan="12"><strong>Changes in Household Composition/Size</strong></td></tr> <tr><td></td><td>-8.4%</td><td>-5.6%</td><td>-3.8%</td><td>-6.5%</td><td>-6.3%</td><td>-0.3%</td><td>1.4%</td><td>4.2%</td><td>-0.5%</td><td>-0.5%</td><td>0.7%</td></tr> <tr><td></td><td>-2.7%</td><td>-4.3%</td><td>7.9%</td><td>0.5%</td><td>-0.7%</td><td>0.3%</td><td>1.4%</td><td>1.8%</td><td>1.9%</td><td>1.3%</td><td>1.1%</td></tr> <tr><td></td><td>4.0%</td><td>5.73</td><td>-12.8%</td><td>-0.8%</td><td>-1.8%</td><td>-0.7%</td><td>-1.8%</td><td>-1.0%</td><td>-1.0%</td><td>-0.8%</td><td>-0.8%</td></tr> <tr><td></td><td>-6.1%</ td></tr> <tr><th colspan="12"><strong>Average HH Size (mean change based on proportionate change from 1992 HH Size)</strong></th></tr> <tr><th></th><th>+17.1%<br>+14.6%</th><th>+7.4%<br>+62.6%</th><th>+74.5%<br>+26.7%</th><th>+40%<br>+21.5%</th><th>+28.7%<br>+11.5%</th><th>+14.4%<br>+16.2%</th><th>+16%<br>+15.1%</th><th>+3%<br>+16%<br>+22%<br>+22%<br>+18%<br>+22%<br>+22%<br>+22%<br>+18%</th></tr> Table 5: Education of Household Head and Spouse <table border="1"> <thead> <tr> <th>Demographics</th> <th colspan="5">Education at 1992</th> <th colspan="5">Average Number of Primary Years Completed<br>Average Number of Secondary Years Completed</th> <th colspan="5">Average Number of Primary Years Completed<br>Average Number of Secondary Years Completed</th> <th colspan="5">Average Number of Secondary Years Completed</th> <th colspan="5">Average Number of Secondary Years Completed</th> <th colspan="5">Average Number of Secondary Years Completed</th> <th colspan="5">Average Number of Secondary Years Completed</th> <th colspan="5">Average Number of Secondary Years Completed</th> <th colspan="5">Average Number of Secondary Years Completed</th> <th colspan="5">Average Number of Secondary Years Completed</th> <th colspan="5">Average Number of Secondary Years Completed</th></tr> <tr> <th></th> <th>(1)</th> <th>(2)</th> <th>(3)</th> <th>(4)</th> <th>(5)</th> <th>(1)</th> <th>(2)</th> <th>(3)</th> <th>(4)</th> <th>(5)</th> <th>(6)</th> <th>(7)</th> <th>(8)</th> <th>(9)</th> <th>(10)</th> <th>(11)</th> <th>(12)</th> <th>(13)</th> <th>(14)</th> <th>(15)</th> <th>(16)</th> <th>(17)</th> <th>(18)</th> <th>(19)</th> <th>(20)</th> <th>(21)</th> <th>(22)</th> <th>(23)</th> <th>(24)</th> <th>(25)</th> <th>(26)</th> <th>(27)</th> <th>(28)</th> <th>(29)</th> <th>(30)</th></tr></thead> <tbody> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border="0" cellspacing="0" cellpadding="0"> <tr> <table border= Main Economic Activity Tables 9 and 10 shows the main activity status of the household head at both the start and end period of the 1992/99 panel and the dynamic movements between activities. The left hand side of each table show the proportions of household in each poverty category and employment activity. The right hand side of show how each activity type is proportionately represented across the poverty states. Overall there appears to be three quite distinct characteristics. Firstly, for households moving into poverty there is a large transfer between agricultural own account activity to agricultural wage activity (4.4%) compared to all the other levels of poverty, and overall average (0.9%). A fact that is corroborated by the data in rows and columns 8, which shows that more than 40% of the movement to agricultural wage employment occurs in the moving into poverty category. Secondly, non agricultural own account is particularly common amongst household never in poverty (83%) and those moving out of poverty (12%), compared to only 5% for households in chronic poverty. Suggestive that this type of employment is more secure as an income source, and therefore capacity in helping households avoid long term/poverty. Thirdly, both the chronically poor and those in descending poverty state have relatively larger proportions (7.7% and 10.1% compared 4.6% and 2.6% for moving out of poverty, never in poverty, respectively) of household heads who have moved form one of the ‘main’ categories of activity status to the ‘other’ status, which contained the a combination of unemployed, disabled and heads that are too young to work. Assets Table 11, outlines the assets values for some enterprise and luxury good as at 1992 and 1999 and the level of change between the two years. Comparing actual and percentage land and chicken number increases, over the two periods, there we see from the final rows of columns 1 and 3 that the chronically poor and households moving into poverty experience far lower increases than non poor/moving out of poverty. For example, the average increase in land area for the chronically/descending poor is 0.56 and – 0.05 acres, respectively. This compares with increases of +2.14 and 2.79 acres for households moving out of poverty and never poor. These are therefore suggestive of asset depletion in some cases, in order to avoid moving into or remaining in poverty. However, depletion of key enterprise assets will have a long run effect of further restricting poor households movement out of poverty. 5. Econometric Findings Estimation methods and approach The multinomial logit model has been widely used, in recent literature, for analysing the factors affecting the probability that a household is in chronic poverty (as opposed to transient poverty or being non-poor). One of the main advantages of such an approach is ease of specification. The ease of usage partly explains why the model has been chosen so frequently, however the main drawback is that it imposes the property of ‘independence of irrelevant alternatives’. As a consequence if, for example, an alternative choice of poverty is introduced, all the selection probabilities would be reduced proportionately. ______________________________________________________________________ <sup>2</sup> This property is a consequence of the implied assumption of no correlation between the error terms One alternative to the multinomial logit model would be to use a multinomial probit. This type of specification provides the most general framework for the study of discrete choice models as it allows correlations between all alternatives. However, there is a problem in the dimensionality of the response probabilities and the method is computationally extremely resource intensive. In practice though using a multinomial logit to model the factors influencing whether a household is in chronic poverty, transient poverty or never poor may suffer from the heterogeneity of the transient poor group. In the case of a two wave panel, as here, the transient poor will include both those that have escaped poverty over the period, and those that have fallen in, and the factors influencing this are likely to be different in each case. A better approach may be to distinguish these two groups as well, so identifying four groups. Apart from the independence of irrelevant alternatives assumption noted above, a further limitation of the multinomial logit model applied in this way is that the different choices are dynamic in nature. In modelling those that are escaping poverty, households in this group may be affected by two distinct factors: those that made the move into poverty in the first place, and those which enabled them to escape from poverty. The first set of factors may be similar to those factors also associated with the chronic poor, and the second set to those associated with the never poor. In other words it may be difficult to distinguish some of the factors that are important for this group from those relevant to the chronic or never poor. An alternative approach is to recognise the sequential nature of the two factors affecting a household’s poverty status (poor or not in the first round, poor or not in the second) is to model each part separately. One straightforward way is by means of a series of related probit models, considering first the factors influencing whether or not a household is poor in the first year, and then considering the probability of escaping from poverty. In each modelling the factors associated with the same household being poor or not in the second stage. The first part of this thus models among other things the likelihood that a household falls into poverty given that it was non-poor in the first period, or the likelihood it escapes poverty given that it was poor in the second. This two stage probit model does not allow for the non-random nature of the sample at the second stage; an alternative approach dealing with this is to estimate a nested logit model. When the dependent variable just distinguishes the poor from the non-poor, as in the probit model, this implies the loss of a substantial amount of information about the household’s living standard, which measurement error notwithstanding, is known much more precisely than this. It may be much more promising in modelling the dynamics of living standards directly, or within a panel context, modelling the factors influencing the change in household living standards by what is essentially a micro-level growth equation (Fields et al. 2003). In this way it is also straightforward to quantify the different factors associated with changes in living conditions. Estimation results This paper considers all three of the above approaches with a view to understanding the factors associated with chronic poverty, and with movements into and out of poverty. Similar sets of explanatory variables are used in each case, these being set out and defined in Table 6 below. The regression models are almost all based on household characteristics 1992, which can reasonably be considered to be exogenous for purposes of this model, plus a few variables measuring changes over the period that can reasonably be considered to be exogenous. They include education levels of the head and spouse, occupation categories, age, gender and other characteristics of the head, geographic location variables and ownership of land. The regression analysis is conducted based on the 1992/99 panel only, reflecting the relatively small number of observations in the other panels. <table> <tr> <td>Table 6: Summary statistics</td> </tr> <tr> <td>Mean values</td> </tr> <tr> <td>Chronic poverty</td> <td>Transient poverty</td> <td>Never poor</td> </tr> <tr> <td>Head age</td> <td>Head age</td> <td>Head age</td> </tr> <tr> <td>Head gender</td> <td>Head gender</td> <td>Head gender</td> </tr> <tr> <td>Head education level</td> <td>Head education level</td> <td>Head education level</td> </tr> <tr> <td>Spouse education level</td> <td>Spouse education level</td> <td>Spouse education level</td> </tr> <tr> <td>Household income quintile</td> <td>Household income quintile</td> <td>Household income quintile</td> </tr> <tr> <td>Household size</td> <td>Household size</td> <td>Household size</td> </tr> <tr> <td>Household land ownership</td> <td>Household land ownership</td> <td>Household land ownership</td> </tr> <tr> <td>Household land area</td> <td>Household land area</td> <td>Household land area</td> </tr> <tr> <td>Housing tenure type</td> <td>Housing tenure type</td> <td>Housing tenure type</td> </tr> <tr> <td>Housing tenure value index</td> <td>Housing tenure value index</td> <td>Housing tenure value index</td> </tr> <tr> <td>Housing tenure quality index</td> <td>Housing tenure quality index</td> <td>Housing tenure quality index</td> </tr> <tr> <td>Housing tenure condition index</td> <td>Housing tenure condition index</td> <td>Housing tenure condition index</td> </tr> <tr> <td>Housing tenure age index</td> <td>Housing tenure age index</td> <td>Housing tenure age index</td> </tr> <tr> <td>Housing tenure age quality index</td> <td>Housing tenure age quality index</td> <td>Housing tenure age quality index</td> </tr> <tr> <td>Housing tenure age condition index</td> <td>Housing tenure age condition index</td> <td>Housing tenure age condition index</td> </tr> <tr> <td>Housing tenure age ownership index</td> <td>Housing tenure age ownership index</td> <td>Housing tenure age ownership index</td> </tr> <tr> <td>Housing tenure age ownership quality index</td> <td>Housing tenure age ownership quality index</td> <td>Housing tenure age ownership quality index</td> </tr> <tr> <td>Housing tenure age ownership condition index</td> <<td>Housing tenure age ownership condition index</ td>< td>Housing tenure age ownership condition index td></ tr > <tr><th colspan="3">Notes:</th></tr><tr><th colspan="3">Source: Household Budget Surveys (HBSs), National Statistics Office (NSO), Sri Lanka.</th></tr><tr><th colspan="3">Note: All values are mean values across all households except where indicated otherwise.</th></tr><table Table 6 : Variables Definitions for Poverty Equations Dependent Variables: Cpov Dependent Variable: 0 - Never Poor, 1 - Chronically Poor, 2 - Moving out of Poverty, 3 - Moving into Poverty Poor/not poor 92 (and 99) 0 - not poor in 1992 (1999), 1 - poor in 1992 (1999) Change in Log of Welfare Change in log of welfare between 1999 and 1992 Independent Variables Variables for initial period (1992): Agedeh Age of household head (years) Agededsq Age squared Sexed 0 if household head is male, 1 if female Hsize92 Household Size (number of individuals) Roomspsae Rooms per adult equivalent Male5 Number of male children (less than or equal to 5 years) in household Female5 Number of female children (less than or equal to 5 years) in household Male615 Number of male children (6-14 years) in household Female615 Number of female children (6-14 years) in household Prworker Proportion of family working (relative to household size) Deprate Proportion aged less than 15 or more than 60 to household size Prim Proportion aged between 15 and 60 to household size Sec Household Head - Completed years of secondary education Sprim Spouse - Completed years of primary education Spdummy Spouse – Dummy Landr Land area * rural Land82 Land Area (acres) Chick92 Number of chickens Goats 92 Number of goats Cows92 I Household is in an urban area of the central region, 0 otherwise UCentral I Household is in a rural area of the central region, 0 otherwise RCentral I Household is in an urban area of the western region, 0 otherwise REast I Household is in a rural area of the central region, 0 otherwise UEast I Household is in a rural area of the central region, 0 otherwise UNorth I Household is in an urban area of the northern region, 0 otherwise RNorth I Household is in a rural area of the northern region, 0 otherwise UWest I Household is in an urban area of the western region, 0 otherwise RWest I Household is in a rural area of the western region, 0 otherwise Agownac2 I Household head is agricultural worker Agwage2 I if household head is agricultural wage worker Agether2 I if household head is agricultural other worker Nagownac2 I if household head is non agriculture own account worker Logwep2 Log of welfare in 1992 Variables measuring change Hsizech Change in Household Size Headchnf Head changed – male to female Headchg Head changed Clfive Change in the number of five year olds Chsixfo Change in the number of six to fourteen year olds Chwork Change in the number of working aged individuals (15-59 years) The dependent variable of the multinomial logit distinguishes four cases: the never poor; those poor in both periods; those poor in 1992 and not in 1999 (escaping poverty); and those non-poor in 1992 but that were poor in 1999 (falling into poverty). The purpose of this analysis is to identify the distinguishing characteristics associated with each group. This provides a more careful analysis of the types of households in each of these groups, though does not form a sufficient basis from drawing conclusions about the associated causes. As the coefficients of such models (presented in this instance in the appendix) refer to the impact of each variable relative on a group relative to an omitted group, the results are more easily interpreted in terms of their marginal effects, in other words the marginal effect of a change in an explanatory variable on the probability that a household is in the group under consideration. These marginal effects are presented in Table 7. By definition they add up to zero because if a change in an explanatory variable increases the probability that the household is in one group, it must reduce the probability that it is in one or more others. Table 7: Multinomial Logit Marginal Effects 1992/99 Panel <table> <thead> <tr> <th>Variable</th> <th>Not Poor</th> <th>Chronic Poverty</th> <th>Moving Out of Poverty</th> <th>Moving Into Poverty</th> </tr> </thead> <tbody> <tr> <td>(1)</td> <td></td> <td>(2)</td> <td>(3)</td> <td>(4)</td> </tr> </tbody> </table> <table> <tbody> <tr> <td>Constant</td> <td>0.2328 (1.367)</td> <td>-0.0840 (-0.678)</td> <td>-0.0119 (-0.075)</td> <td>-0.1368 (-1.583)</td> </tr> <tr> <td>AGEHED</td> <td>-0.0060 (-0.911)</td> <td>0.0026 (0.564)</td> <td>0.0018 (0.291)</td> <td>0.0016 (0.467)</td> </tr> <tr> <td>AGEHEDSQ</td> <td>0.0000 (0.711)</td> <td>0.0000 (0.565)</td> <td>0.0003 (0.312)</td> <td>0.0000 (-0.614)</td> </tr> <tr> <td>SEXHED</td> <td>1.6170 (4.694)*</td> <td>-0.2587 (-1.493)</td> <td>-0.2588 (-1.493)</td> <td>0.2587 (1.493)</td> </tr> <tr> <td>PRIIM</td> <td>0.0158 (2.088)</td> <td>-0.0041 (-0.844)</td> <td>-0.0147 (-2.124)</td> <td>0.0393 (0.799)</td> </tr> <tr> <td>SEC</td> <td>0.0423 (2.643)</td> <td>-0.0306 (-2.213)</td> <td>0.0042 (0.272)</td> <td>-0.1519 (-1.643)</td> </tr> <tr> <td>SPIRIM</td> <td>0.0173 (2.203)</td> <td>-0.0169 (-3.159)</td> <td>0.0097 (0.992)</td> <td>-0.0193 (-2.559)</td> </tr> <tr> <td>SPDUMMY</td> <td>0.0892 (1.355)</td> <td>-0.0633 (-1.256)</td> <td>-0.3578 (-6.616)</td> <td>0.0118 (356)</td> </tr> <tr> <td>DEPRATE</td> <td>-0.1242 (-1.374)</td> <td>0.8839 (1.229)</td> <td>0.0595 (0.111)</td><td>0.3588 (71)</td></tr> <tr> <td>HSDZBZ</td><td>-0.1531 (-1733)<br/>- 2<br/>ROOKONPRAE</td><td> 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- 2<br/>- </td><td>- <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/></td><td>- <br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/></td><td>- <br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/></td><td>- <br/></td><td>- <br/></td><td>- <br/></td><td>- <br/></td><td>- <br/></td><td>- <br/></td><td>- <br/></td><td>- <br/></td><td>- <br/></td><td>- <br/></td><td>- <br/></td><td>- <br/></td><td>- <br/></td><td>- <br/></td><td>- <br/></td><td>- <br/></td><td>- <br/></td><td>- <br/></td><td>- <br/></tbody></table> <table style="width: auto;"> <tbody><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;">* Significant at $\alpha$ level</th></tr><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;"> Significant at $5\%$ level</th></tr><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;">* Significant at $1\%$ level</th></tr></table> <table style="width: auto;"> <tbody><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;">* Significant at $α$ level</th></tr><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;"> Significant at $5\%$ level</th></tr><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;">* Significant at $1\%$ level</th></tr></table> <table style="width: auto;"> <tbody><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;">* Significant at $α$ level</th></tr><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;"> Significant at $5\%$ level</th></tr><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;">* Significant at $1\%$ level</th></tr></table> <table style="width: auto;"> <tbody><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;">* Significant at $α$ level</th></tr><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;"> Significant at $5\%$ level</th></tr><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;">* Significant at $1\%$ level</th></tr></table> <table style="width: auto;"> <tbody><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;">* Significant at $α$ level</th></tr><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;"> Significant at $5\%$ level</th></tr><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;">* Significant at $1\%$ level</th></tr></table> <table style="width: auto;"> <tbody><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;">* Significant at $α$ level</th></tr><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;"> Significant at $5\%$ level</th></tr><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;">* Significant at $1\%$ level</th></tr></table> <table style="width: auto;"> <tbody><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;">* Significant at $α$ level</th></tr><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;"> Significant at $5\%$ level</th></tr><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;">* Significant at $1\%$ level</th></tr></table> <table style="width: auto;"> <tbody><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;">* Significant at $α$ level</th></tr><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;"> Significant at $5\%$ level</th></tr><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;">* Significant at $1\%$ level</th></tr></table> <table style="width: auto;"> <tbody><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;">* Significant at $α$ level</th></tr><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;"> Significant at $5\%$ level</th></tr><tr style="text-align: center;"> <th colspan="5" style="font-weight: bold;">* Significant at $1\%$ level</th></tr></table> <table style='border-collapse: collapse; width: auto;'> <thead align='center'> <tr id='header_row' class='header_bottom_margin'> <th rowspan='4' class='header_bottom_margin'>Variable Not Poor Chronic Poverty Moving Out of Poverty Moving Into Poverty</th> <th rowspan='4' class='header_bottom_margin'>Not Poor (1)</th> <th rowspan='4' class='header_bottom_margin'>Chronic Poverty (2)</th> <th rowspan='4' class='header_bottom_margin'>Moving Out of Poverty (3)</th> <th rowspan='4' class='header_bottom_margin'>Moving Into Poverty (4)</th> </tr><!-- header_row --> </thead><!-- header_row --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> <!-- table_body --> Table 8: Comparisons between predicted and actual groups based on the multinominal logit model Frequencies of actual & predicted outcomes Predicted outcome has maximum probability. <table> <thead> <tr> <th colspan="5">Predicted</th> </tr> <tr> <th>Actual</th> <th>0</th> <th>1</th> <th>2</th> <th>Total</th> </tr> </thead> <tbody> <tr> <td>0</td> <td>348</td> <td>25</td> <td>75</td> <td>6</td> <td>454</td> </tr> <tr> <td>1</td> <td>70</td> <td>74</td> <td>58</td> <td>7</td> <td>209</td> </tr> <tr> <td>2</td> <td>154</td> <td>39</td> <td>129</td> <td>6</td> <td>328</td> </tr> <tr> <td>3</td> <td>55</td> <td>17</td> <td>26</td> <td>16</td> <td>114</td> </tr> </tbody> <tfoot> <tr> <td>Total</td> <td>627</td> <td>155</td> <td>288</td> <td>35</td> <td>1105</td> </tr> </tfoot> </table> The model itself fits the data relatively well. Unsurprisingly the explanatory variables are jointly very strongly significant in explaining the observed distribution across groups, and a comparison of predicted groups with actual groups (Table 8) shows about 51% of households are predicted into the correct groups. This is an imprecise measure of fit, but provides some assurance. As expected, predictions are more accurate for the two extreme cases, the never and the always poor. Focusing throughout on significant marginal effects at the 10% level at least, the most important determinants of which group a given household is in include education, assets (including housing), location variables, the main economic activity, demographics, and changes in the household head or in demographic composition over the period. Education of the head and spouse to primary level, and especially secondary education of the head all have strong positive influences on the likelihood that a household is never poor. The spouse having been educated to primary level or the head to secondary level both have strong negative influences on the likelihood that the household is chronically poor. These results correspond strongly with prior expectations, and education is very likely to be a strong causal influence on a household’s poverty status. The negative effect of the head having primary education on the probability of a household escaping poverty may seem counterintuitive, but this is probably picking up the effect above – households whose head had completed primary school in 1992 were less likely to be poor to start with. Those households that owned cattle in 1992 are significantly less likely to have been chronically poor over this period; the same variable has a quite large positive but no quite significant impact on the likelihood of a household being never poor. Similarly households with better dwellings measures in terms of number of rooms per adult equivalent are significantly more likely to be never poor, and significantly less likely to be chronically poor. Households whose main economic activity is non-agricultural own account work are also significantly more likely never to have been poor over this period. By contrast there is no significant association between working in own account agriculture and poverty status, despite the high concentration of poverty evident among such households in simple bivariate analysis. There are a number of strong associations between poverty status and locality of residence. In one sense such correlations are unfortunate because they mean that the model (or available data) has been unable to capture the more fundamental factors underlying for instance the greater poverty of the rural north. But equally they do highlight important geographic differentials. The rural northern region is where the effects are strongest, households in this locality being significantly less likely to be never poor and significantly more likely to be chronically poor or have moved into poverty over this period. Those in the rural eastern region are significantly less likely to be never poor, but more likely to be moving out of poverty – this being a locality where poverty fell sharply between 1992 and 1999. Those in the urban areas of the western region are significantly less likely to have been chronically poor or descending into poverty over this period, and significantly less likely to escape. Again these patterns are consistent with the geographic pattern of poverty reduction over this period (Appleton, 2001). Changes in poverty status over a period of course may reflect changes affecting the household over this period. Many such changes are likely to be endogenous (for example accumulation of assets) and so cannot be considered as explanatory factors in models of this kind. However, for some types of changes it may be legitimate to argue that they are not endogenous, certainly changes in the ages of household members and also perhaps changes in the household head. Only these types of change variables were included in the regression. Some turn out to be important. Households where the head changed between 1992 and 1999, for whatever reason, are more likely to be chronically poor, while those where there was an increase in the number of children under five years were less likely to be chronically poor. Households where the head died and changed specifically by being made to female are more likely to have fallen into poverty during this period, less likely to have never been poor; in other words this change is associated with impoverishment. Given the restrictive structure imposed by the multinomial logit model, we now consider the factors associated with whether a household is poor or not to start with separately from the factors associated with changes (or not) in the household’s poverty status between 1992 and 1999 by means of three separate probit models as discussed above. The results of this model are reported in Table 9, where the dependent variable takes the value 1 if the household is poor in relevant years and zero otherwise. The likelihood that a household is a householder being poor in 1992 is significantly associated positively with residence in the rural eastern northern regions and negatively with the head and the spouse having primary education, the household having cattle, with the number of rooms per adult equivalent, and with being engaged in a non-farm own account activity. Conditional on a household having been poor in 1992, residence in the rural northern region is most strongly positively associated with the household being in persistent poverty. Households with higher levels of assets, specifically the human capital of the head or spouse and cattle, are significantly more likely to escape poverty, as are those in the urban western region. Counter intuitively ownership of land for those in urban areas is positively associated with remaining in poverty, though this is not the case in rural areas. For those that were non-poor in 1992 descent into poverty is positively associated with residence in the Northern regions, ownership of land and employment in rural areas; secondary education of the head; working in a non-agricultural own account activity and location in the urban areas of the Central and Western regions. In broad terms these results are consistent with those of the multinomial logit, but in some instances they are more intuitive than the latter because they impose a less restrictive structure. ```html <table> <tr> <td colspan="5" style="text-align:center"><strong>Table 9: Probit Regressions 1992/99<br>Panel – Marginal Effects</strong></td> </tr> <tr> <td>Variable</td> <td>Poor/Not Poor 1992</td> <td>Poor or Not Poor in 1999<br>Conditional upon<br>being poor in 1992</td> <td>Poor or Not Poor in 1999<br>Conditional upon not<br>being poor in 1992</td> </tr> <tr> <td>Constant</td> <td>-0.1222 (-0.588)</td> <td>0.0504 (0.157)</td> <td>-0.4717 (-2.344)*</td> </tr> <tr> <td>AGEHED</td> <td>0.0077 (1.25)</td> <td>-0.0007 (-0.077)</td> <td>0.0077 (1.139)</td> </tr> <tr> <td>AGEHEDSQ</td> <td>0.0000 (-0.744)</td> <td>0.0000 (-0.109)</td> <td>-0.0001 (-1.208)</td> </tr> <tr> <td>SEXHED</td> <td>-0.0012 (-0.019)</td> <td>0.0676 (0.612)</td> <td>0.0122 (1.184)</td> </tr> <tr> <td>HEADWDO</td> <td>0.0346 (0.633)</td> <td>-0.2368 (-2.066)</td> <td>0.0371 (1.597)</td> </tr> <tr> <td>HEADMARR</td> <td>0.5468 (3.648)</td> <td>0.2517 (1.515)</td> <td>0.5883 (3.731)</td> </tr> <tr> <td>PRIIM</td> <td>-0.0178 (-2.426)</td> <td>0.0317 (1.75)</td> <td>0.0366 (2.734)</td> </tr> <tr> <td>SEC</td> <td>-0.0216 (-1.385)</td> <td>-0.0598 (-2.128)</td> <td>-0.0316 (-1.905)</td> </tr> <tr> <td>SPIRIM</td> <td>-0.0195 (-2.601)**</td> <td>-0.0185 (-1.77)</td> <td>-0.0109 (-1.417)</td> </tr> <tr> <td>SPOUMFY</td> <td>-0.1254 (-1.398)</td> <td>-0.1526 (-1.077)</td> <td>0.0124 (0.142)</td> </tr> <tr> <td>MALES</td> <td>0.0593 (1.25)</td> <td>-0.2626 (-45)</td> <td>-0.0507 (-1.286)</td> </tr> <tr> <td>FEMALES</td> <td>0.0349 (1.61)</td> <td>-0.5659 (-1.382)</td> <td>0.0361 (1.87)</td> </tr> <tr> <td>MAL6I4</td> <td>0.0289 (1.33)</td> <td>-0.5645 (-3.696)</td> <td>0.3433 (2424)</td> </tr> <tr> <td>FEM6I4</td> <table><thead><tr><th></th><th></th><th></th></tr></thead><tbody><tr><th></th><th></th><th></th></tr><tr><th>MAL6I4</th><th>...</th><th></th></tr><tr><th>FEM6I4</th><th>...</th><th></th></tr></tbody></table></tr><tr><th>HSSIZE9</th><table><thead><tr><th></th><th></th><th></th></tr></thead><tbody><tr><th></th><th></th><th></th></tr><tr><th>HSSIZE9</th><table><thead><tr><th></th><th></th><th></th></tr></thead><tbody><tr><th></th><th></th><th></th></tr><tr><th>HSSIZE9</th><table><thead><tr><th></th><th></th><th></th></tr></thead><tbody><tr><th>HSSIZE9</th><table><thead><tr><th></th><th></th><th></th></tr></thead><tbody><tr><th>HSSIZE9</th><table><thead><tr><th></th><th></th><th></th></tr></thead><tbody><tr><th>HSSIZE9</th><table><thead><tr><th></th><th></th><th></th></tr></thead><tbody><tr><th>HSSIZE9</th><table><thead><tr><th></th><th></th><th></th></tr></thead><tbody><tr><th>HSSIZE9</th><table><thead><tr><<th colspan="3"></thead></tr></tbody></table></tbody></table></tbody></table></tbody></table/></tbody></table/></tbody></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/></tbody/></table/> ``` T: Significant at 1% level \\: Significant at 5% level \\\: Significant at 1% level \| Variable \| Poor/Not Poor 1992 \| Poor or Not Poor in 1999 Conditional upon being poor in 1992 \| Poor or Not Poor in 1999 Conditional upon not being poor in 1992 \| \|----------\|---------------------\|--------------------------------------------------------------\|------------------------------------------------------------------\| \| Constant \| -<u>o<sub>.588</sub>/u<sub>.488</sub>> \| o<u>.488</u>/u<sub>.588</sub>> \| o<u>.488</u>/u<sub>.588</sub>> \| \| AGEHED \| o<u>.257</u>/u<sub>.744</sub>> \| o<u>.257</u>/u<sub>.744</sub>> \| o<u>.257</u>/u<sub>.744</sub>> \| \| AGEHEDSQ \| o<u>.744</u>/u<sub>.257</sub>> \| o<u>.744</u>/u<sub>.257</sub>> \| o<u>.744</u>/u<sub>.257</sub>> \| \| SEXHED \| o<u>.257</u>/u<sub>.744</sub>> \| o<u>.257</u>/u<sub>.744</sub>> \| o<u>.257</u>/u<sub>.744</sub>> \| \| HEADWDO \| o<u>.633</u>/u<sub>.366</sub>> \| o<u>.633</u>/u<sub>.366</sub>> \| o<u>.633</u>/u<sub>.366</sub>> \| \| HEADMARR \| o<u>.366</u>/u<sub>.633</sub>> \| o<u>.366</u>/u<sub>.633</sub>> \| o<u>.366</u>/u<sub>.633</sub>> \| \| PRIM \| o<u>.426</u>/u<sub>.588</sub>> \| o<u>.426</u>/u<sub>.588</sub>> \| o<u>.426</u>/u<sub>.588</sub>> \| \| SEC \| o<u>.385</u>/u<sub>.615</sub>> \| o<u>.385</u>/u<sub>.615</sub>> \| o<u>.385</u>/u<sub>.615</sub>> \| \| SPIRIM \| o<u>.615</u>/u<sub>.385</sub>> \| o<u>.615</u>/u<sub>.385</sub>> \| o<u>.615</u>/u<sub>.385</sub>> \| \| SPOUMFY \| o<u>.385</u>/u<sub>.615</sub>> \| o<u>.385</u>/u<sub>.615</sub>> \| o<u>.385</u>/u<sub>.615</sub>> \| \| MALES \| o<u>.257+\</uu/u-.74+> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<< u>> \<&\<< Table 10: FACTOR AFFECTING CHANGE IN LOGWELFARE <table> <thead> <tr> <th>Variable</th> <th>Constant</th> <th>AGEHED</th> <th>AGEHEDSQ</th> <th>SEXHED</th> <th>HEADWIDO</th> <th>HEADMARR</th> <th>PRIIM</th> <th>SEC</th> <th>SFRUMMY</th> <th>SPRIM</th> <th>MALES13</th> <th>FEMALES</th> <th>MALE614</th> <th>FEM614</th> <th>DEPRATE</th> <th>PRWRORKER</th> <th>HSEIZE92</th> <th>HOCALISPAE</th> <th>LAND1A</th> <th>LAND1B</th> <th>LAND32</th> <th>CHICK92</th> <th>COWS92</th> <th>GOATS92</th> <th>UCENTRAL</th> <th>RCENTRAL</th> <th>RCEAST</th> <th>UCAST</th> <th>UWEST</th> <th>UNORTH</th> <th>RNORTH</th> <th>AGOWNA2C</th> <th>AGWAGE2</th> <th>AGOOTHER2</th> <th>NAGOWNA2</th> <th>LOGWEL92</th> <th>HSEIZE97</th> <th>HSEIZE98</th> <th>HEADCHMF</th> <th>HEADCHI</th> <th>CHFIVE</th> <th>CHSIXFO</th> <th>CHWRKRK</th> </tr> </thead> <tbody> <tr> <td></td> <td>7.5775 (26.896)*</td> <td>-0.0044 (-0.095)</td> <td>0.0001 (0.804)</td> <td>-0.0044 (-0.087)</td> <td>0.0658 (0.913)</td> <td>-0.0679 (-0.834)</td> <td>0.0032 (0.453)</td> <td>0.0554 (3.728)</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td>-0.1923 (-1.642)</td> <td>-0.1285 (-1.414)</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td <tr style="background-color: #f2f2f2;"> <td colspan="36"> Significant at 1% level<br>                                                              Significant at 5% level<br>                          * Significant at 10% level<br>&emsp;</tr> Finally we consider the factors changes influencing changes in household welfare of households within the panel. Regressing the change in the logarithm of the welfare measure over the period on its own initial level (similar to a growth regression equation) and many of the other explanatory variables considered in other models above identifies many of the same factors as being important, but also some additional ones (Table 10). The initial level of the logarithm of welfare has a strongly negative coefficient, so that ceteris paribus the growth rates of household the well being measure are higher for households that were poorer to start with. But there are many other important intervening factors. Growth rates of the welfare measure are faster for households where the head has secondary education, or that have more land in rural areas, but they are slower for households engaged in own account agriculture, a finding which differs from those identified above. Again there are strong regional effects, with growth rates being higher in urban areas of all regions except the northern region, and lower in the rural areas of the northern region. Again this is consistent the evidence on changing living conditions and poverty over this period (Appleton 2001). Increases in household welfare per capita alone have a negative influence on the growth of well-being. Many of these factors of course favour richer households relative to poorer households, so offsetting the potential convergence suggested by the negative coefficient of the initial welfare level. 6. Conclusions Despite its good record in poverty reduction over the 1990s, the extent of persistent poverty over this period and the tendency of some households to fall into poverty against a trend where more households were escaping has already been convincingly established elsewhere. It is important though to understand what factors underlie this. Both descriptive and econometric analysis enable a clearer understanding of the types of households experiencing these phenomena in contrast to those escaping and those that were non-poor over the period. Lack of education and lack of key assets such as cattle are clearly strongly important factors which are associated with people staying poor or being unable to escape poverty – although it is important to note that this analysis does not capture the causal relationship. Indeed, there is clearly a strong regional dimension to this, with much of the chronic poverty and much of the descent into poverty occurring in the northern region. Unfortunately the information available for this study does not allow the factors considered to this be convincingly established, and many of these are unlikely to be captured in the types of household surveys that have formed the basis for this analysis. More detailed consideration of the two UPPAPs may offer important clues. There is clearly scope for analysing the importance of these different factors much more based on the survey data, for example looking at interactions of different factors with gender, considering household members economic activities in greater depth, investigating to what extent persistent poverty is associated with disadvantaged local areas and so on. There is also scope for further development of the econometric techniques, and each of these is likely to offer further important insights. But ultimately a greater understanding may come from integrating some of the insights from the survey with those from UPPAP, in particular the recent round which explicitly identified the factors considered important by communities in escaping from, or falling into, poverty. By knowing and understanding the factors important for escaping poverty, this of course helps identify some of the important factors behind persistent poverty – in other words the absence of these interrupters. Appendices: Table 11: Household Head Activity Status at 1992 and 1999 <table> <thead> <tr> <th></th> <th>Chronic Poor</th> <th>Moving out of Poverty</th> <th>Having out of Poverty</th> <th>Never In Poverty</th> <th>All</th> <th>Chronic Poor</th> <th>Moving out of Poverty</th> <th>Moving Into Poverty</th> <th>Never In Poverty</th> </tr> </thead> <tbody> <tr> <td>Main Economic Activity of Household Head at 1992</td> <td>(1)</td> <td>(2)</td> <td>(3)</td> <td>(4)</td> <td>(5)</td> <td>(6)</td> <td>(7)</td> <td>(8)</td> <td>(9)</td> </tr> <tr> <td>Az - wage<br>Az - own/employee<br>Az - own/employer<br>Non-Az - wage<br>Non Az - own/employee<br>Other (i.e. Unemployed/Disabled)</td> <td>1.9%<br>77.0%<br>5.4%<br>11.0%<br>4.8%<br>7.7%</td> <td>70.1%<br>77.2%<br>14.4%<br>17.1%<br>5.2%<br>6.7%</td> <td>23.2%<br>56.4%<br>14.9%<br>21.3%<br>1.5%<br>10.5%</td> <td>2.9%<br>66.9%<br>13.5%<br>17.5%<br>0.5%<br>8.4%</td> <td>16.7%<br>21.9%<br>24.8%<br>11.9%<br>0.5%<br>8.9%</td> <td>31.3%<br>33.8%<br>20.8%<br>20.8%<br>0.2%<br>16.2%</td> <td>43.8%<br>34.7%<br>38.3%<br>8.8%<br>3.8%<br>70.5%</td> <td></td> </tr> <tr> <td>Main Economic Activity of Household Head at 1999</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Az - wage<br>Az - own/employee<br>Az - own/employer<br>Non-Az - wage<br>Non Az - own/employee<br>Other (i.e. Unemployed/Disabled)</td> <td>1.9%<br>78.4%<br>4.3%<br>4.3%<br><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</u><u style="background-color: #cccccc;">66.9%</s <table> <tr> <td colspan="6">Table 12: Assets</td> </tr> <tr> <td colspan="6">1992/99</td> </tr> <tr> <td colspan="6">Chronic Poor<br>Moving Out<br>of Poverty<br>Moving Into<br>Poverty<br>Never In<br>Poverty<br>(<i>n</i>)</td> </tr> <tr> <td colspan="6">All</td> </tr> <tr> <td>ASSETS (1)</td> <td>(2)</td> <td>(3)</td> <td>(4)</td> <td>(5)</td> <td>(6)</td> </tr> <tr> <td>Asset Quantities - All Households</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Amount of Land at 1992</td> <td>2.71</td> <td>2.75</td> <td>2.74</td> <td>2.76</td> <td>2.72</td> </tr> <tr> <td>Number of chickens at 1992</td> <td>1.91</td> <td>1.63</td> <td>1.45</td> <td>1.92</td> <td>1.69</td> </tr> <tr> <td>Number of cows at 1992</td> <td>0.83</td> <td>0.98</td> <td>0.02</td> <td>1.01</td> <td>0.98</td> </tr> <tr> <td>Number of pigs at 1992</td> <td>0.01</td> <td>0.17</td> <td>0.17</td> <td>0.17</td> <td>0.14</td> </tr> <tr> <td>Amount of Land at 1999</td> <td>3.27</td> <td>4.90</td> <td>2.41</td> <td>5.56</td> <td>4.60</td> </tr> <tr> <td>Number of chickens at 1999</td> <td>3.11</td> <td>4.91</td> <td>1.68</td> <td>4.32</td> <td>3.99</td> </tr> <tr> <td>Number of cows at 1999</td> <td>0.72</td> <td>0.86</td> <td>0.82</td> <td>1.54</td> <td>1.34</td> </tr> <tr> <td>Number of pigs at 1999</td> <table><thead><tr><th></th><th></th><th></th><th></th><th></th></tr></thead><tbody><tr><th style="text-align:center;">(7)</th><th style="text-align:right;">0.28</th><th style="text-align:right;">0.36</th><th style="text-align:right;">0.75</th><th style="text-align:right;">0.32</th><th style="text-align:right;">0.32</th></tr></tbody></table></tr> Rural Households Only Amount of Land at 1992 Amount of Land at 1992 Number of Chickens at 1992 Number of Chickens at 1992 Number of Cows at 1992 Number of Cows at 1992 Number of Pigs at 1992 Number of Pigs at 1992 <table><thead><tr><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></thead><tbody><tr><th style="text-align:center;">(8)</th><th style="text-align:right;">2.76</th><th style="text-align:right;">2.89</th><th style="text-align:right;">2.43</th><th style="text-align:right;">3.02</th><th style="text-align:right;">2.86</th><th style="text-align:right;"></th><th style="text-align:right;"></th></tr><tr><th style="text-align:center;">(9)</th><table><thead><tr><th></th><th></th><th></th><th></th><th></th></tr></thead><tbody><tr><th style="text-align:center;">(10)</th><table><thead><tr><th></th><th></th><th></th><th></th><th></th></tr></thead><tbody><tr><th style="text-align:center;">(11)</th><table><thead><tr><th></th><th></th><th></th><th></th><th></th></tr></thead><tbody><tr><th style="text-align:center;">(12)</th><table border="0"><tbody valign="top"><tr class="header_bottom_margin">< td colspan="5" align="center"></ td></tr>< tr class="">< td colspan="" rowspan="" valign="top">< td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td colspan="" rowspan=""></ td="">< th style="border-top: none; border-right: none; border-bottom: none; border-left: none; padding: .5em; background-color: #f0f0f0; text-align: center;"><strong>Average Increase in Number of Chickens (n)</strong>                                              </table> </table> </table> </tbody></table> </table> </tbody></table> </table> </tbody></table> </table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody></table> </tbody/></html>, Table 13: <table> <thead> <tr> <th>Variable</th> <th>Mean</th> <th>Std.Dev.</th> </tr> </thead> <tbody> <tr> <td>AGEHED</td> <td>42.41</td> <td>15.49</td> </tr> <tr> <td>AGEHEDSQ</td> <td>2038.50</td> <td>1490.50</td> </tr> <tr> <td>SEXHED</td> <td>0.21</td> <td>0.41</td> </tr> <tr> <td>HISIZE92</td> <td>0.89</td> <td>3.10</td> </tr> <tr> <td>ROOMSPEA</td> <td>0.74</td> <td>0.56</td> </tr> <tr> <td>PRIIM</td> <td>3.96</td> <td>2.77</td> </tr> <tr> <td>SEC</td> <td>0.51</td> <td>1.22</td> </tr> <tr> <td>SPRIM</td> <td>2.07</td> <td>2.72</td> </tr> <tr> <td>SPDUMMY</td> <td>0.29</td> <td>0.45</td> </tr> <tr> <td>LANDR</td> <td>2.43</td> <td>1.68</td> </tr> <tr> <td>LAND92</td> <td>2.16</td> <td>1.56</td> </tr> <tr> <td>CICK92</td> <td>1.69</td> <td>2.16</td> </tr> <tr> <td>UCENTRAL</td> <td>0.06</td> <td>0.23</td> </tr> <tr> <td>RCENTRAL</td> <td>0.26</td> <td>0.44</td> </tr> <tr> <td>REAST</td> <td>0.19</td> <td>0.40</td> </tr> <tr> <td>UEAST</td> <td>0.03</td> <td>0.17</td> </tr> <tr> <td>UWEST</td> <td>0.04</td> <td>0.18</td> </tr> <tr> <td>UNORTH</td> <td>0.03</td> <td>0.16</td> </tr> <tr> <td>RNORTHI</td> <td>0.12</td> <td>0.32</td> </tr> <tr> <td>AGOWAC2A2C2A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C3A2C Table 15 <table> <thead> <tr> <th colspan="4">Multinomial Logit 1992/99 Panel – Coefficients</th> </tr> <tr> <th>Variable</th> <th>Chronic Poverty (1)</th> <th>Moving Out of Poverty (2)</th> <th>Moving Into Poverty (3)</th> </tr> </thead> <tbody> <tr> <td>Constant</td> <td>-1.0840 (-1.056)</td> <td>-0.5817 (-0.734)</td> <td>-2.1036 (-1.823)*</td> </tr> <tr> <td>AGEHED</td> <td>0.0308 (0.794)</td> <td>0.0194 (0.637)</td> <td>0.0323 (0.707)</td> </tr> <tr> <td>AGEHEDSQ</td> <td>-0.0003 (-0.716)</td> <td>-0.0001 (-0.354)</td> <td>-0.0004 (-0.762)</td> </tr> <tr> <td>SEXHED</td> <td>0.0255 (0.06)</td> <td>-0.0370 (-0.121)</td> <td>-0.0928 (-0.21)</td> </tr> <tr> <td>PRIM</td> <td>-0.0636 (-1.477)</td> <td>-0.0816 (-2.314)</td> <td>-0.0829 (-1.568)</td> </tr> <tr> <td>SFG</td> <td>0.2993 (+1.636)</td> <td>0.3858 (+2.19)</td> <td>0.4918 (+2.13)</td> </tr> <tr> <td>SPIRIM</td> <td>-0.1489 (-3.314)</td> <td>-0.0384 (-1.043)</td> <td>-0.0520 (-0.987)</td> </tr> <tr> <td>SPDUMMY</td> <td>-0.6143 (-1.482)</td> <td>-0.3236 (-1.065)</td> <td>-0.0740 (-1.168)</td> </tr> <tr> <td>DEPRATE</td> <td>0.8289 (1.468)</td> <td>0.3197 (0.759)</td> <td>0.6413 (1.108)</td> </tr> <tr> <td>HSIZE92</td> <td>0.0724 (1.759)</td> <td>0.0383 (1.112)</td> <td>0.0774 (1.469)</td> </tr> <tr> <td>ROOMSPEA</td> <td>-1.3887 (-4.317)*</td> <td>-0.3533 (-1.908)</td> <td>-0.0130 (-0.504)</td> </tr> <tr> <td>LANDR</td> <td>-0.2176 (-1.212)</td> <td>0.0595 (0.47)</td> <td>-0.4448 (-2.087)</td> </tr> <tr> <td>LAND92</td> <td>0.2096 (1.588)</td> <td>-0.0466 (-0.55)</td> <td>2.8545 (1.75)</td> </tr> <tr> <td>CIDKX92</td> <td>0.6587 (+324)</td> <td>0.995 (+234)</td> <td>2699 (+1, 1)</td> </tr> <tr> <td>COWS92</td> <td>-0.1131 (-2.232)</td> <td>-0.0304 (-0.755)</td> <td>-0.399 (-5, 2)*</td> </tr> <tr> <td>GOTAS92</td> <td>-0.0262 (-626)</td> <strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><strong>- </strong><br/> <strong>HUCENTRAL<br/>RCENTRAL<br/>REAST<br/>UEAST<br/>UWEST<br/>UMORTH<br/>RNORTH<br/>AGOWACN<br/>AGWAGE2<br/>AGOTHER2<br/>NAOGONWA<br/>HSIZECH<br/>HEADCHMf<br/>HEACHC<br/>CHFIV<br/>CHSIXFo<br/>CHWORK<br/></br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -<br/> -</div> <div style="text-align: center;"> References Appleton, S.(2(2). “Education, Incomes and Poverty in Uganda in the 199os”, CREDIT Research Paper No 0/2/2, University of Nottingham. Bane, M.and D.Ellwood(1986), “Slipping into and out of Poverty: The Dynamics of Spells”, Journal of Human Resources, 2(1):, 1–23, Winter. Baulch, B., and N.CMcCulloch(1998), “Being Poor and Becoming Poor: Poverty Status and Poverty Transitions in Rural Pakistan”, Working Paper 79, Institute of Development Studies, University of Sussex. Bhide, S.and A.K.Mehta, “Chronic Poverty in Rural India, An Analysis using Panel Data: Issues and Findings”, mimeo, 2(2). <sup></sup> Significant at 1% level <sup></sup> Significant at 5% level <sup></sup> Significant at 1% level </div> <div style="text-align: center;"> <img>A bar chart showing the number of publications by author.</img> <div style="text-align: center;"> References Appleton, S.(2(2). “Education, Incomes and Poverty in Uganda in the 199os”, CREDIT Research Paper No 0/2/2, University of Nottingham. Bane, M.and D.Ellwood(1986), “Slipping into and out of Poverty: The Dynamics of Spells”, Journal of Human Resources, 2(1):, 1–23, Winter. Baulch, B., and N.CMcCulloch(1998), “Being Poor and Becoming Poor: Poverty Status and Poverty Transitions in Rural Pakistan”, Working Paper 79, Institute of Development Studies, University of Sussex. Bhide, S.and A.K.Mehta, “Chronic Poverty in Rural India, An Analysis using Panel Data: Issues and Findings”, mimeo, 2(2). <div style="text-align: center;"> <img>A bar chart showing the number of publications by author.</img> <div style="text-align: center;"> References Appleton, S.(2(2). “Education, Incomes and Poverty in Uganda in the 199os”, CREDIT Research Paper No 0/2/2, University of Nottingham. Bane, M.and D.Ellwood(1986), “Slipping into and out of Poverty: The Dynamics of Spells”, Journal of Human Resources, 2(1):, 1–23, Winter. Baulch, B., and N.CMcCulloch(1998), “Being Poor and Becoming Poor: Poverty Status and Poverty Transitions in Rural Pakistan”, Working Paper 79, Institute of Development Studies, University of Sussex. Bhide, S.and A.K.Mehta, “Chronic Poverty in Rural India, An Analysis using Panel Data: Issues and Findings”, mimeo, 2(2). <div style="text-align: center;"> <img>A bar chart showing the number of publications by author.</img> <div style="text-align: center;"> References Appleton, S.(2(2). “Education, Incomes and Poverty in Uganda in the 199os”, CREDIT Research Paper No 0/2/2, University of Nottingham. Bane, M.and D.Ellwood(1986), “Slipping into and out of Poverty: The Dynamics of Spells”, Journal of Human Resources, 2(1):, 1–23, Winter. Baulch, B., and N.CMcCulloch(1998), “Being Poor and Becoming Poor: Poverty Status and Poverty Transitions in Rural Pakistan”, Working Paper 79, Institute of Development Studies, University of Sussex. Bhide, S.and A.K.Mehta, “Chronic Poverty in Rural India, An Analysis using Panel Data: Issues and Findings”, mimeo, 2(2). <div style="text-align: center;"> <img>A bar chart showing the number of publications by author.</img> <div style="text-align: center;"> References Appleton, S.(2(2). “Education, Incomes and Poverty in Uganda in the 199os”, CREDIT Research Paper No 0/2/2, University of Nottingham. Bane, M.and D.Ellwood(1986), “Slipping into and out of Poverty: The Dynamics of Spells”, Journal of Human Resources, 2(1):, 1–23, Winter. Baulch, B., and N.CMcCulloch(1998), “Being Poor and Becoming Poor: Poverty Status and Poverty Transitions in Rural Pakistan”, Working Paper 79, Institute of Development Studies, University of Sussex. Bhide, S.and A.K.Mehta, “Chronic Poverty in Rural India, An Analysis using Panel Data: Issues and Findings”, mimeo, <div style="text-align: center;"> <img>A bar chart showing the number of publications by author.</img> <div style="text-align: center;"> References Appleton, S.(2(2). “Education, Incomes and Poverty in Uganda in the 199os”, CREDIT Research Paper No ``` Carter, M.R. and J. May (1999), “One Kind of Freedom: Poverty Dynamics in Post Apartheid South Africa”, Staff Paper No. 427, University of Wisconsin-Madison, December. Deininger, K. and J. Okidi (2002), “Growth and Poverty Reduction in Uganda, 1992-2000: Panel data evidence”, Economic Policy Research Council, Kampala, Uganda. Dercon, S. (2003), “The Impact of Economic Reforms on Rural Households in Ethiopia: A Study from 1985 - 1995”, World Bank. Fields, G.S., H.L. Cline, R. Frejic, M. Menendez and D. Newhouse (2001), “Household Income Dynamics: A Four Country Study”, mimeo., Cornell University, September. Gaisha, R. and A.B. Deolaiker (1993), “Persistent, Expected and Inmate Poverty: Estimates for Semi Arid Rural South India”, Cambridge Journal of Economics, 17 (4), 409-21. Jalan, J. and M. Ravallion (2000), “Is transient poverty different? Evidence for rural China”, Journal of Development Studies, 36: (6), 82-99. McKay, A. and D. Lawson (2003), “Assessing the Extent and Nature of Chronic Poverty in Low Income Countries: Issues and Evidence”, World Development* March 2003. Okidi, J. and G. Kempakci (2002), “An Overview of Chronic Poverty and Development Policy in Uganda”, Chronic Poverty Research Centre Working Paper No. 11, January. Okidi, J. and A. McKay (2003), “Poverty Dynamics in Uganda 1992 to 2000”, paper to be presented at a Chronic Poverty Research Network Conference, Manchester, April 2003. Okrasa, W. (1999), “Who Avoids and Who Escapes from Poverty during the Transition: Evidence from the Polish Panel 1993-96”, mimeo, World Bank. Republic of Uganda (2000). Uganda Participatory Poverty Assessment Report: Learning From the Poor, Ministry of Finance, Planning and Economic Development, Kampala. Republic of Uganda (2002), Uganda Participatory Poverty Assessment Report: National Report, Ministry of Finance, Planning and Economic Development, Kampala.. Sen, B. (2003), “Drivers of Escape and Descent: Changing Household Fortunes in Rural Bangladesh”, World Development, March 2003. Yaqub, S. (2000), “Poverty Dynamics in Developing Countries”, IDS Development Bibliography, University of Sussex, April.	ENGLISH
1097-pdf	NORTHAMPTON LOCAL PLAN PART 2 HOUSING TECHNICAL PAPER Northampton Borough Council 1 INTRODUCTION Northampton Borough Council is preparing a Local Plan Part 2. It will contain development management policies and site allocations, and will conform to the West Northamptonshire Joint Core Strategy (Local Plan Part 1 - adopted 2014). In investigating sites for allocation in the local plan, it was concluded that the Council would not be able to meet the housing trajectory as required by the West Northamptonshire Joint Core Strategy, particularly for the first five years of the local plan period. In addition, the Council was unable to identify a 20% buffer for persistently under-delivery, to accord with Government guidance. The objectives of this housing technical paper are as follows: - To demonstrate that the Council is able to deliver the housing requirement set out in the West Northamptonshire Joint Core Strategy - To justify why the Council needs to re-profile its trajectory in order to meet the housing requirement across the plan period - To explain how the buffer can be met across the latter part of the plan period 2 PLANNING POLICY CONTEXT The National Planning Policy Framework (February 2019) maintains the requirement for local planning authorities to identify a sufficient supply and mix of sites, including those for housing. Local plans should contain policies which identify a supply of specific, deliverable site for years one to five of the plan period. Policy S3 (Scale and distribution of housing development) of the West Northamptonshire Joint Core Strategy requires the delivery of about 18,870 houses in Northampton, between 2011 and 2029. Reference is not made in this policy to a rate of delivery over the plan period. About 8,000 of these dwellings are expected to be provided in the five Sustainable Urban Extensions within Northampton Borough. Appendix 3 of the Joint Core Strategy (JCS) provides a proposed trajectory for the delivery of housing in Northampton, which is shown in Table 1. <table> <thead> <tr> <th>2011/12</th> <th>2012/13</th> <th>2013/14</th> <th>2014/15</th> <th>2015/16</th> <th>2016/17</th> <th>2017/18</th> <th>2018/19</th> <th>2019/20</th> <th>2020/21</th> </tr> </thead> <tbody> <tr> <td>423</td> <td>516</td> <td>785</td> <td>1039</td> <td>1139</td> <td>1292</td> <td>1426</td> <td>1544</td> <td>1588</td> <td>1491</td> </tr> <tr> <td>2021/22</td> <td>2022/23</td> <td>2023/24</td> <td>2024/25</td> <td>2025/26</td> <td>2026/27</td> <td>2027/28</td> <td>2028/29</td> <td></td> <td></td> </tr> <tr> <td>1355</td> <td>1278</td> <td>1025</td> <td>900</td> <td>875</td> <td>815</td> <td>695</td> <td>694</td> <td></td> <td></td> </tr> </tbody> </table> Table 1: West Northamptonshire Joint Core Strategy proposed housing delivery trajectory for Northampton The profile of the delivery trajectory was heavily influenced by economic conditions and intelligence available at the time the JCS was written. The first three years’ figures were, in fact, the numbers of dwellings completed in those three years. Subsequent years’ figures were then estimated taking into account information provided by developers and making assumptions about the rate of recovery in the housing market following the economic crash of 2008. This has resulted in a trajectory that envisages delivery in excess of 1,000 dwellings per year from 2014/15 to 2023/24 and peaks in 2019/20 with an annual delivery rate of 1,588 completions. It was acknowledged in paragraph 4.5 of the Second Update of the Housing Technical Paper for the JCS1 that, for the whole of West Northamptonshire, the new housing trajectory was going to require a much higher rate of annual completions than had ever been delivered before. 3 NORTHAMPTON LOCAL PLAN PART 2 Northampton Borough Council has undertaken the following stages of the local plan preparation: - Issues Consultation (April 2016) which included the invitation for Call for Sites - Options Consultation (October 2016) which provided options for the direction the local plan policies should take - Sites Consultation (September 2017) which sought to gather views on sites which the Council intends to investigate further for site allocations Key to the above is the need to identify a sufficient supply of sites to deliver the number of houses required, with the appropriate buffer. 4 NORTHAMPTON’S FIVE YEAR HOUSING LAND SUPPLY Northampton’s Five Year Housing Land Supply Assessment for April 2018 shows that 5,139 dwellings have been completed between 2011 and 2018 (see Table 2). This is 1,474 dwellings below the delivery trajectory set out in the JCS for the same period as Northampton has under-delivered against the JCS target over the last four years. To accord with the NPPF, it was necessary to add a buffer of 20% to supply of deliverable sites. <table> <thead> <tr> <th></th> <th></th> <th>DWELLINGS</th> </tr> </thead> <tbody> <tr> <td>A</td> <td>JCS Housing Supply Requirement for 2018 – 2023</td> <td>7,256</td> </tr> <tr> <td>B</td> <td>NPPF 5 year housing requirement (JCS + 20%)</td> <td>8,707</td> </tr> </tbody> </table> <sup>1</sup> West Northamptonshire Joint Core Strategy Housing Technical Paper Second Update – To Inform Main Modifications and Additional Work Requested by the Inspector, West Northamptonshire Joint Planning Unit, December 2013 – http://www.westnorthamptonshireipu.org/connect.it/website/view?objectId=11753189 <table> <thead> <tr> <td>C</td> <td>JCS Housing Requirement 2011 – 2018</td> <td>6,613</td> </tr> <tr> <td>D</td> <td>Net additional dwellings completed 2011-2018</td> <td>5,139</td> </tr> </thead> <tbody> <tr> <td>E</td> <td>Shortfall of provision compared to 2011-2018 target</td> <td>1,474</td> </tr> <tr> <td>F</td> <td>NPPF 5 year supply target taking into account of shortfall provision (B+E)</td> <td>10,181</td> </tr> <tr> <td>G</td> <td>Supply of deliverable sites (planning approvals, windfalls and allocations)</td> <td>5,334</td> </tr> <tr> <td>H</td> <td>% of 5 year housing supply available (G/F * 100)</td> <td>52.39%</td> </tr> <tr> <td>I</td> <td>Years of deliverable housing land 2018 – 2023 (H/100 * 5)</td> <td>YEARS<br>2.62</td> </tr> </tbody> </table> Northampton Borough Council undertook a Call for Sites exercise in 2016 and prepared a Land Availability Assessment in 2017. The potential of over 500 sites was initially investigated. Around 200 of these sites were investigated further with a view to allocation in the Local Plan. In addition, historic windfall delivery rates were reviewed and used for inclusion in the Local Plan Part 2. It was concluded that whilst there were enough sites to meet the housing requirement over the plan period, it had not been possible to identify enough sites to meet the delivery shortfall from 2014 to 2018, or to provide the 20% buffer. The housing commitments for the remaining Sustainable Urban Extensions (SUEs) are summarised as follows: Table 3: Housing commitments for the Sustainable Urban Extensions <table border="1"> <thead> <tr> <th>SUE name</th> <th>Dwellings completed as at 01 April 2018</th> <th>Remaining capacity to as at 01 April 2029</th> <th>Remaining capacity forecast to be delivered after 01 April 2029</th> </tr> </thead> <tbody> <tr> <td>N5 (Northampton South)</td> <td>0</td> <td>950</td> <td>50</td> </tr> <tr> <td>N6 (Northampton South of Brackmills)</td> <td>0</td> <td>1,100</td> <td></td> </tr> <tr> <td>N7 (Kings Heath)</td> <td>0</td> <td>1,997</td> <td>803</td> </tr> <tr> <td>N9 (Upton park)</td> <td>0</td> <td>1,000</td> <td></td> </tr> <tr> <td>N9A (Norwood Farm/Upton Lodge)</td> <td>0</td> <td>2,026</td> <td>74</td> </tr> <tr> <td></td> <td></td> <td><strong>7,073</strong></td> <td><strong>927</strong></td> </tr> </tbody> </table> 5 HOUSING DELIVERY TEST In 2018, the Ministry of Housing, Communities and Local Government introduced a new methodology for measuring housing delivery in the area of relevant plan making authorities². The Housing Delivery Test (HDT) is a percentage measurement of the number of net homes delivered against the number of homes required, as set out in the relevant strategic policies for the areas covered by the HDT (in this case, the West Northamptonshire Joint Core Strategy), over a rolling three year period. The first HDT, published in February 2019, concluded that Northampton Borough passed the test, achieving 150% of the test’s requirement for 2015 to 2018, and therefore, a 20% buffer was no longer required³. Instead, the Borough is only required to identify a 5% buffer for the first 5 years brought forward from later in the plan period. 6 NORTHAMPTON’S HOUSING DELIVERY POSITION a Meeting the requirement of the Joint Core Strategy In progressing the Local Plan Part 2, the Council has rigorously undertaken a land availability assessment. Sites which were investigated include: - Sites which were initially considered through the Strategic Housing Land Availability Assessment during the preparation of the West Northamptonshire Joint Core Strategy - Sites which were promoted through the Call for Sites exercise for the Local Plan Part 2 - Sites which were granted planning permission - Sites which were promoted outside the consultation period The methodology was prepared and consulted upon. This robust methodology, which built on the findings of the consultation exercise, was used to assess the sites. Over 500 sites were considered. Sites which have been built or were under construction were excluded in the initial sift. In October 2017, the Council published a Sites Consultation document setting out the sites which the Council intended to investigate further and the ones which were excluded from further investigation. Additional detailed investigations, coupled with the publication of the revision to the NPPF in July 2018 which required 10% of allocated sites to be under 1 ha, meant that the Council had to review all the sites once more, including the ones it had excluded from further investigations. In determining which sites were considered suitable for allocation, there was also a need to exclude some of the small sites for windfall purposes, as evidence shows that a substantial proportion of dwellings completed in Northampton are on windfall sites. ______________________________________________________________________ ² Housing Delivery Test measurement rulebook (MHCLG, July 2018) ³ HDT 2018 Measurement (MHCLG, February 2019) These detailed investigations concluded that the Council has sufficient supply to meet the requirement of 18,870 across the plan period and therefore complies with Policy S3 of the adopted West Northamptonshire Joint Core Strategy. The Council is confident that the approach taken to assessing the availability of sites is comprehensive and that there are no other sources of supply that could reasonably be considered to be suitable, available or deliverable. b Northampton’s 5 year housing land supply position Northampton has persistently under-delivered on its 5 year housing land supply, which meant that it was expecting to be required to identify a 20% buffer in its land supply. The initial position was that Northampton was unable to deliver the 20% buffer over the first 5 years of the local plan period. However, Northampton’s position on housing delivery over the next 5 years has changed significantly as a result of successfully passing the Housing Delivery Test. The buffer requirement of 5% means that Northampton will still face a shortfall for the period 2018/19 to 2022/23, although the shortfall is smaller than in previous years. Table 4: Housing Land Supply 2018/19 – 2022/23 <table> <thead> <tr> <td>JCS Target 2011/12 – 2017/18</td> <td>6,613</td> </tr> </thead> <tbody> <tr> <td>b) Shortfall 2011/12 – 2017/18</td> <td>1,474</td> </tr> <tr> <td>c) JCS Target 2018/19 – 2022/23</td> <td>7,256</td> </tr> <tr> <td>d) 5% Buffer of JCS Target 2018/19 – 2022/23</td> <td>363</td> </tr> <tr> <td>(T) Overall Target (b + c + d)</td> <td>9,094</td> </tr> <tr> <td>(S) Supply [Northampton Anticipated Delivery 2018/19 – 2022/23]</td> <td>7,369</td> </tr> <tr> <td>% of target available on deliverable sites (S/T) x 100</td> <td>81.03 %</td> </tr> <tr> <td>Supply in Years (S/(T/5))</td> <td>4.1 years</td> </tr> </tbody> </table> Table 5 shows the five year land supply position, starting from the year in which the Local Plan Part 2 is expected to be submitted to the Secretary of State (2019/20). This table shows that the supply will just fall short of the 5 year land supply. For the purposes of estimating completions in 2018/19, the conservative view has been taken that they will equal the number of dwellings committed (apart from Sustainable Urban Extensions, windfalls and allocations) as at 1st April 2018. Table 5: Housing Land Supply 2019/20 – 2023/24 <table> <thead> <tr> <td>JCS Target 2011/12 – 2018/19</td> <td>8,157</td> </tr> </thead> <tbody> <tr> <td>b) Shortfall 2011/12 – 2018/19</td> <td>2,346</td> </tr> <tr> <td>c) JCS Target 2019/20 – 2023/24</td> <td>6,737</td> </tr> <tr> <td>d) 5% Buffer of JCS Target 2019/20 – 2023/24</td> <td>337</td> </tr> <tr> <td>(T) Overall Target (b + c + d)</td> <td>9,420</td> </tr> <tr> <td>(S) Supply [Northampton Anticipated Delivery 2019/20 – 2023/24]</td> <td>8,633</td> </tr> <tr> <td>% of target available on deliverable sites (S/T) x 100</td> <td>91.6%</td> </tr> <tr> <td>Supply in Years (S/(T/5))</td> <td>4.6 years</td> </tr> </tbody> </table> This means that there will be a degree of reliance on addressing any shortfall in the next 5 year phase of the Local Plan as there is a shortfall of 787 dwellings (9,420 – 8,633) in the first five years of the Plan when applying the Sedgelfield method. The substantial gap between the delivery and plan target figures from years 4 to 7 (2014/15 to 2017/18) on the graph in Graph 1 (below) illustrates the shortfall that, under the Sedgelfield method, would need to be made up over the first five years of the plan period. Graph 1: Housing Delivery in Northampton against the Joint Core Strategy Housing Delivery Trajectory The table, set out at Appendix A, shows the detail of past performance and predicted housing delivery in future years to 2029. It is clear that, notwithstanding the large amounts of allocated capacity already in Northampton, housing has not been delivered at the rates anticipated in the JCS. By 2018/19, the West Northamptonshire Joint Planning Unit envisaged that nearly 1,600 dwellings would have been provided in SUEs in Northampton Borough. In practice, only 80 dwellings have been delivered in SUEs since 2011. In the Borough, total delivery has undershot by 1,475 dwellings from 2011 to 2018 and it is anticipated that this figure may have increased to 2,346 by 2019. Short term housing supply is constrained by the JCS's heavy reliance on large Sustainable Urban Extensions for substantially meeting the Borough's housing needs. Of the 18,870 dwellings, the JCS had anticipated that some 8,000 dwellings would come forward in the plan period to 2029. However, the timescale for the delivery of these SUEs has proved to be overly ambitious, slow to deliver and is <img> Actual Completions (2011-18) & Projected Completions (2018-29) against JCS Plan Target </img> Total Delivery Plan Target <watermark>0</watermark> <watermark>500</watermark> <watermark>1000</watermark> <watermark>1500</watermark> <watermark>2000</watermark> <watermark>2500</watermark> <watermark>1</watermark> <watermark>2</watermark> <watermark>3</watermark> <watermark>4</watermark> <watermark>5</watermark> <watermark>6</watermark> <watermark>7</watermark> <watermark>8</watermark> <watermark>9</watermark> <watermark>10</watermark> <watermark>11</watermark> <watermark>12</watermark> <watermark>13</watermark> <watermark>14</watermark> <watermark>15</watermark> <watermark>16</watermark> <watermark>17</watermark> <watermark>18</watermark> likely to only deliver just over 6,100 dwellings as opposed to 8,000 within the plan period. The Council has researched alternative sites in the borough exhaustively through its Call for Sites and Land Availability Assessments. There are no other obvious sources of supply. Extending existing SUEs in the Northampton Related Development Area further out into South Northamptonshire and Daventry would likely just increase the supply of land where delivery would continue to be slow. JCS Policy S6 – Monitoring and Review indicates that if monitoring indicates that delivery of policy objectives is not being met then, among other things, targets should be reviewed and policy or strategy should be reviewed. Appendix 6 of the JCS sets out in more detail the contingency provisions that can be invoked if there is under-delivery against the proposed housing delivery trajectory. These contingencies include a review of the JCS’s trajectory / requirement and reviewing policy. The JCS needs to have been reviewed by December 2019 (five years after its adoption) and work is just starting on its successor, the West Northamptonshire Strategic Plan, which will include a full review of housing policies. In the face of long term under-delivery, over which the Council has no significant control, it is unreasonable to envisage that historic under-delivery against the JCS’s proposed housing delivery trajectory can be addressed in the first five years of the Local Plan Part 2, particularly at a time when that same proposed delivery trajectory set out in the JCS sets unprecedented levels of housing delivery. Accordingly, the Council felt that it was necessary for the Local Plan Part 2 to have a housing trajectory that differs significantly from the proposed housing trajectory set out in the JCS. 7 LEGAL OPINION In February 2019, the Borough Council sought a legal opinion on whether or not it would be acceptable for the Local Plan Part 2 to include a housing trajectory that differed significantly from that set out in the JCS. The legal opinion assessed the following. - The Government’s preferred approach to under delivery resulting in a backlog of need, is that this should be addressed in the first 5 year period. This is known as the Sedgefield Method - An alternative method of addressing under delivery such as the Liverpool method (spreading the backlog across the whole plan period) or stepped trajectories which delay remedying the backlog until later parts of the plan period The legal opinion also noted that whilst the NLP2 proposes to make provision for some 20,987 dwellings over the plan period (an over provision of 11%), the short term supply is constrained. Reference was made to the Council's work on the sources of housing supply. The draft Sites Allocation Methodology and Land Availability Assessment (SAMLAA) concluded that for the period 2019 – 2024, there is a supply of around 8,400 dwellings. Whilst this exceeds the trajectory requirement for the same period, at 6,737 dwellings, this takes no account of the consequences of under-delivery between 2011 and 2018. The legal opinion noted two important points: - The approach of using the base figures within the JCS trajectory as the source of the 5 year housing land requirement is not set out in policy. The policy only requires 18,870 houses to be delivered in Northampton over the plan period. Therefore, if the Local Plan Part 2 contains an approach to calculating the 5 year requirement which is different from the JCS trajectory, the Plan would still be legally consistent with the policies of the JCS. - The JCS is silent as to how any backlog should be addressed in the event that one arises and silent in terms of buffers. These are national policy and practice matters. There is no express statutory requirement for Local Plans to be consistent with national policy, only that those preparing the plans must have regard to it. The opinion states "it does not follow that a plan which is inconsistent with national policy is unsound. Provided that a departure from national policy is rigorously and robustly demonstrated to be appropriate for the plan area, then despite inconsistency with national policy, a local plan can still be sound". The legal opinion recommended that the most appropriate way forward and one which minimises risk whilst allowing progress to be made on NLP2, is to pursue an approach which complies with the letter of the JCS and the NPPF, but which defers addressing the backlog until later in the plan period. It is noted in the legal opinion that the realism of this approach could be addressed in the West Northamptonshire Strategic Plan which is scheduled to be adopted in 2022. 8 NORTHAMPTON LOCAL PLAN PART 2 HOUSING TRAJECTORY Taking into account the legal opinion and in the knowledge that the contingencies set out in the Joint Core Strategy will only be applied when the document is replaced by the West Northamptonshire Joint Core Strategy, a new, stepped housing trajectory has been derived that differs from that set out in the JCS substantially, as shown in Graph 2. Graph 2: Northampton Local Plan Part 2 Housing Delivery Trajectory Northampton Local Plan trajectory compared with Joint Core Strategy trajectory <img>A line graph showing the Northampton Local Plan trajectory compared with Joint Core Strategy trajectory. The x-axis represents years from 2011-12 to 2028-29. The y-axis represents the number of dwellings from 0 to 1800. The orange line represents the Northampton Local Plan trajectory, which starts at around 450 in 2011-12 and increases to around 1600 by 2028-29. The grey line represents the Joint Core Strategy trajectory, which starts at around 450 in 2011-12 and decreases to around 700 by 2028-29. A legend indicates that the orange line represents 'Trajectory (inc 5% buffer for 2019 - 2024)' and the grey line represents 'ICS Housing Delivery Trajectory'.</img> The table in Appendix A shows that there is sufficient capacity in Northampton borough to deliver 22,035 dwellings over the period 2011 to 2029. The Joint Core Strategy target for Northampton is 18,870 dwellings over the same period. This means that there is sufficient capacity to deliver a 3,162 dwelling surplus by 2029. Mindful of the fact that delivery rates have proven to be low since 2011, particularly in SUEs, this surplus has been deducted from the requirement for 2019 – 2024 and a flat rate delivery rate of 1,094 dwellings per year has been applied to those years. This is a conservative approach which allows some contingency in case the SUEs continue to under-deliver, but it is also challenging given that it exceeds previous years’ rates of delivery since 2011. From 2024/25 onwards, the annual requirement will step up to 1,518 dwellings per year. Clearly, the higher delivery level envisaged for the last five years of the Plan period is ambitious, but this matter can be addressed in the West Northamptonshire Strategic Plan, which is timetabled to have reached adoption in 2022. This will enable an early review of the Northampton Local Plan Part 2 to take place. The trajectory shown in Appendix B and Graph 2 shows the trajectory against a baseline target (which excludes the 5% buffer) and the Joint Core Strategy Housing Delivery trajectory. The table in Appendix C shows the detail of how it is predicted that sites to be allocated in the Northampton Local Plan Part 2 (i.e. sites excluding SUEs) will be delivered to 2029, giving to a total of 4,749 new dwellings across the plan period. Appendices A – Past and predicted housing delivery in Northampton Borough 2011 -2029 B – Local Plan Part 2 Housing Delivery Trajectory C – Trajectory for sites allocated in the Local Plan Part 2 (excluding Sustainable Urban Extensions)	ENGLISH
2496-pdf	Combined organisational and clinical audits: Report for England and Wales Round 3 Cohort 1 (2018-19) RCPCH Audits # EPILEPSY12 National Clinical Audit of Seizures and Epilepsies for Children and Young People <img>A young child with blonde hair, blue eyes, and a wet shirt is smiling while sitting in a swimming pool. The water is clear and blue, and the child's skin is glistening with water droplets.</img> <img>HQIP logo: A stylized 'H' with a circle around it, inside which is a stylized 'Q' and 'P'. Below the logo, the text "Healthcare Quality Improvement Partnership" is written.</img> <img>RCPCH logo: A stylized 'RCPCH' with a star-like shape above it. Below the logo, the text "Royal College of Paediatrics and Child Health Loading the way in Children's Health" is written.</img> Epilepsy12* National Clinical Audit of Seizures and Epilepsies for Children and Young People Combined organisational and clinical audits: Report for England and Wales, Round 3 Cohort 1 (2018-19) The Healthcare Quality Improvement Partnership (HQIP) is led by a consortium of the Academy of Medical Royal Colleges, the Royal College of Nursing and National Voices. Its aim is to promote quality improvement in patient outcomes, and in particular, to increase the impact that clinical audit, outcome review programmes and registries have on healthcare quality in England and Wales. HQIP holds the contract to commission, manage and develop the National Clinical Audit and Patient Outcomes Programme (NCAPOP), comprising around 40 projects covering care provided to people with a wide range of medical, surgical and mental health conditions. The programme is funded by NHS England, the Welsh Government and, with some individual projects, other devolved administrations and crown dependencies. www.hqip.org.uk/national-programmes Front cover image: The author and publisher would like to thank Young Epilepsy for permission to use the image shown. © 2020 Healthcare Quality Improvement Partnership (HQIP) Published by RCPCH September 2020. The Royal College of Paediatrics and Child Health is a registered charity in England and Wales (1057744) and in Scotland (SCO38299). EpilepsyI2 2020 Combined organisational and clinical audits: Report for England and Wales, Round 3, Cohort 1 2018-19 # Acknowledgements The EpilepsyI2 Project Board would like to thank all of the administrators, clinical audit department staff, data analysts, doctors, nurses and others within participating Health Boards and Trusts who have given their time and effort to collect information for the audit and who continue to develop and carry out action plans to improve the paediatric epilepsy services that they deliver. We would particularly like to thank the EpilepsyI2 designated clinical leads and EEG service leads in each Health Board or Trust and the Organisation of Paediatric Epilepsy Networks in the UK (OPEN UK) regional network leads and quality improvement facilitators for their continued support. ## EpilepsyI2 Clinical lead Dr Colin Dunkley, Consultant Paediatrician and EpilepsyI2 Clinical Lead, Sherwood Forest Hospitals NHS Foundation Trust ### EpilepsyI2 Project Board members Dr Sarah Aylett, Chair of British Paediatric Epilepsy Group (December 2019 –) Nayan Bedia, Project Coordinator, Royal College Paediatrics of Child Health (April 2017 – February 2018) Ms Nicky Barnes, Nurse Practitioner for Complex Epilepsy, Royal College of Nursing (April 2017 – September 2017) Prof Nicholas Bishop, Vice President for Science & Research, Royal College of Paediatrics and Child Health and Chair of the EpilepsyI2 Project Board (March 2019 –) Ms Ann Brown, Clinical Nurse Specialist Paediatric Epilepsies, Royal College of Nursing Dr Richard Brown, Consultant Paediatrician, Cambridge University Hospitals NHS Foundation Trust & Chair of the Organisation of Paediatric Epilepsy Networks in the United Kingdom (OPEN UK) Working Group Ms Sharon Brown, Clinical Nurse Specialist Paediatric Epilepsies, Royal College of Nursing Ms Vivien Dunne (née Seagrove), Project Manager, Healthcare Quality Improvement Partnership (HQIP) Professor Anne Greenough, Vice President, Science and Research, Royal College of Paediatrics and Child Health and Chair of the EpilepsyI2 Project Board (April 2017 – December 2018) Professor Martin Kirkpatrick, Consultant Paediatric Neurologist, Scottish Paediatric Epilepsy Network Ms Carol Long, Chief Executive, Young Epilepsy (April 2017 – December 2018) Dr Katherine Martin, Consultant Paediatrician, British Academy of Childhood Disability Dr Alisa McLellan, Consultant Paediatric Neurologist, British Paediatric Neurology Association (April 2017 – December 2019) Dr Nandini Mullatti, Consultant Clinical Neurophysiologist, British Society for Clinical Neurophysiology Ms Rosemarie Pardington, Director of Integrated Care, Young Epilepsy (March 2019 – ) Dr Marcia Philbin, Assistant Director, Research & Policy Division, Royal College of Paediatrics and Child Health (April 2017 – June 2019) Ms Angie Pullen, Epilepsy Services Manager, Epilepsy Action Mr Mirek Skrypak, Associate Director for Quality and Development, Healthcare Quality Improvement Partnership (HQIP) <page_number>3</page_number> EpilepsyI2 2020 Combined organisational and clinical audits: Report for England and Wales, Round 3. Cohort 1 2018-19 EpilepsyI2 Methodology and Dataset Group members Dr Sophie Bennett, Clinical Psychologist, Great Ormond Street Hospital, GOSH Dr Richard Brown, Consultant Paediatrician, Cambridge University Hospitals NHS Foundation Trust & Chair of the Organisation of Paediatric Epilepsy Networks in the United Kingdom (OPEN UK) Working Group Ms Jill Conium, Children’s Epilepsy Specialist Nurse, East and North Hertfordshire NHS Trust (November 2019 – ) Ms Claire Dorer, Chief Executive, National Association of Independent Schools & Non-Maintained Special Schools (NASS) [April 2017 – November 2019] Dr Trupti Dhoraajwala, Consultant Paediatrician, Tameside and Glossop Integrated Care NHS Foundation Trust (November 2019 –) Ms Diane Flower, Lead Children’s Epilepsy Specialist Nurse, University Hospitals Bristol NHS Foundation Trust Dr Ramesh Kumar, Consultant Paediatrician, South Tees Hospitals NHS Foundation Trust Dr Jeya Naratajan, Consultant Paediatrician, Cym Taf LHB (November 2019 – ) Ms Peri O’Connor, Healthcare Projects Coordinator, Epilepsy Action Ms Millie Power, Patient & Nurse representative Dr Colin Reilly, Young Epilepsy Representative (August 2019 – ) Dr Robert Robinson, Consultant Paediatric Neurologist, Great Ormond Street Hospital, GOSH Mr Malcolm Roxburgh, EpilepsyI2 Statistician, Royal College of Paediatrics and Child Health Ms Lisa Thurston, Parent and Young Epilepsy Representative Dr Anissa Tonberg, Policy Officer, Epilepsy Scotland Dr Sara L. Shavel-Jessop, Clinical Paediatric Neuropsychologist, Great Ormond Street Hospital, GOSH Dr Kelly St Pier, Neurophysiology Professional Service Manager (Video-telemetry), GOSH and Immediate Past Chair of the Association of Neurophysiological Scientists Mr Neil Williamson, Epilepsy Nurse Specialist (Children), Lewisham and Greenwich NHS Trust [April 2017 – August 2019] <page_number>4</page_number> EpilepsyI2 2020 Combined organisational and clinical audits Report for England and Wales, Round 3, Cohort 1 2018-19 EpilepsyI2 project support Mr Calvin Down, Project Manager, Royal College of Paediatrics and Child Health (April 2017 – December 2019), Clinical Standards and Audit Manager, Royal College of Paediatrics and Child Health (January 2020 – ) Mrs Fridah Calvin-Mwingirwa, EpilepsyI2 Data Analyst, Royal College of Paediatrics and Child Health (September 2019 –) Ms Lisa Cummins, EpilepsyI2 Data Analyst, Royal College of Paediatrics and Child Health (April 2017 – August 2019) Ms Melanie David-Feveck, Project Coordinator, Royal College of Paediatrics and Child Health (February 2018 – ) Mr Simon Duncan, Project Administrator, (June 2019 – ) Ms Karina Green, Project Administrator, Royal College of Paediatrics and Child Health (April 2018 – December 2018) Mr Mark Hannigan, Clinical Standards and QI manager, Royal College of Paediatrics and Child Health (April 2017 – October 2019) Mr Tom Keiller, Project Administrator, Royal College of Paediatrics and Child Health (February 2019 – ) Mr Musta Rahman, Project Administrator, Royal College of Paediatrics and Child Health (April 2018 – November 2018) Ms Helen Stacey, Project Manager, Royal College of Paediatrics and Child Health (January 2020 – ) Special thanks Emma Hosking, Engagement & Participation Youth Worker, Royal College of Paediatrics and Child Health Kasia Muszyńska, Quality Improvement Manager, Royal College of Paediatrics and Child Health (November 2018 – June 2019) and EQIP Advisory group Dr Pat O’Connor, Honorary Professor, University of Stirling Faculty of Healthcare Sciences and Sport, Executive Director QI Discovery Megan Peng, Quality Improvement Manager, Royal College of Paediatrics and Child Health Emma Sparrow, Children and Young People’s Engagement Manager, Royal College of Paediatrics and Child Health EpilepsyI2 Youth Advocates <page_number>5</page_number> # Contents Foreword.................................................................................................................. 8 Executive summary................................................................................................. 9 Introduction ............................................................................................................. 12 Audit aims and scope ............................................................................................ 12 Data completeness ............................................................................................... 12 Audit outputs and publications .......................................................................... 13 Quality improvement ........................................................................................... 13 Audit methodology and dataset development ...................................................... 14 Data entry ............................................................................................................... 15 Themes and recommendations .............................................................................. 16 Clinical audit 2018-2019 results ........................................................................... 16 Organisational audit 2019 results ......................................................................... 16 Combined key findings and recommendations ......................................................... 17 Summary of recommendations ............................................................................. 32 Organisation of Paediatric Epilepsy Networks in the UK (OPEN UK) ....................... 40 EpilepsyI2 Youth Advocate Clinic Chat Checklist.................................................. 42 Support with worries and anxieties ...................................................................... 42 Epilepsy Quality Improvement Programme (EQIP)............................................... 46 Background............................................................................................................ 46 Project scope........................................................................................................... 47 How the programme works .................................................................................... 49 Residential weekend training .............................................................................. 50 Useful resources....................................................................................................... 52 Glossary of terms and abbreviations ..................................................................... 55 <page_number>6</page_number> Epilepsy12 2020 Combined organisational and clinical audits: Report for England and Wales, Round 3, Cohort 1 2018-19 The full audit results and additional information are listed below. These are available to download from Epilepsy12. Appendix A: Full Epilepsy12 Round 3 2019 organisational audit results Participation Workforce Clinic configuration Tertiary provision Investigations Service contact Transition Mental health Neurodevelopmental support Care planning Patient database or registry Appendix B: Organisational findings by OPEN UK regional networks Appendix C: List of organisational data figures & tables Appendix D: Full Epilepsy12 clinical audit results for Round 3, Cohort 1 Participation and case ascertainment Description of cohort Diagnostic status Initial referral and examination Description of episodes Convulsive seizures Family history of epilepsy Neurodisability or neurodevelopmental problems Mental health conditions Investigations Treatment Care planning Professionals and services involved in care Overview of performance indicators Appendix E: List of clinical data figures & tables Appendix F: Data completeness Appendix G: Participating Health Boards and Trusts by OPEN UK region Appendix H: Glossary <page_number>7</page_number> # Foreword Epilepsy is the commonest significant neurological disorder affecting children. The needs of children with long term conditions, including epilepsy, are recognised as requiring particular attention in the NHS Long Term Plan. It is critical that children and young people have sufficient access to the full paediatric epilepsy team, and are supported to navigate the transition from child to adult health services. The National Epilepsy12 audit was first undertaken in 2009, and in this, its third incarnation, we can see that significant improvements in epilepsy services for children have come through. There is no room for complacency, however. In these challenging times, with so many resources being directed towards saving the lives of those affected by the current Coronavirus pandemic, we need to also maintain focus on supporting children with epilepsy and their families. The Royal College of Paediatrics and Child Health with Epilepsy12 will continue to support the NHS services who have done so much to improve epilepsy care for children and young people. My heartfelt thanks go to all of those involved in this important work at this difficult time. Professor Nicholas Bishop Vice President for Science and Research, Royal College of Paediatrics and Child Health, and Chair of the Epilepsy12 Project Board <page_number>8</page_number> Epilepsy12 2020 Combined organisational and clinical audits Report for England and Wales, Round 3, Cohort 1 2018-19 # Executive summary Epilepsy is the most common significant long-term neurological condition of childhood and affects an estimated 112,000 children and young people in the UK. The State of Child Health¹ has highlighted some key trends in paediatric epilepsy, showing that prevalence of epilepsy has reduced in recent years which may partly reflect more specific diagnosis and that there has been progress towards closing the inequality gap in emergency admissions for children with epilepsy. Epilepsy12 (the National Clinical Audit of Seizures and Epilepsies for Children and Young People) uses data collected from hospitals and clinics to support further quality improvement in paediatric epilepsy services. This is a combined report of the organisational and clinical audits. The results are of the organisation of paediatric epilepsy services for children and young people in England and Wales as described at November 2019, and the standard of clinical care provided by services that focuses on patients with a new diagnosis of epilepsy between 12 July 2018 – 30 November 2018 for cohort 1. ## Key findings The key findings bring together important results the organisational and clinical audits, alongside new recommendations for quality improvement. (The full audit key findings and recommendations are listed further within the report from pg 17 - pg 32) Key finding (A) - First EEG waiting times: Almost half of children with an epilepsy had to wait more than four weeks for their first EEG from the time of request. This is outside the four weeks stated in NICE’s Quality Statement 2 for children and young people having initial investigations for epilepsy. Recommendation (I) All Health Boards and Trusts should: * review and improve their referral pathways to ensure all first EEGs are achieved within a maximum of four weeks of request date. Health Boards and Trusts with EEG services should co-ordinate with their commissioners and regional OPEN UK network to ensure timely access to EEG services for all relevant Trusts and Health Boards. This may include Trust medical director and paediatric epilepsy clinical lead Key finding (B) - ECG and MRI investigations:* A little over two thirds of children and young people who met the defined indications for an MRI, had received an MRI during their first year of care. A similar proportion of children and young people with epilepsy and had convulsive seizures obtained a 12-lead ECG during their first year of care. SIGN guidance, and current British Paediatric Neurology Association (BPNA) PET teaching curriculum, state that all children with a convulsive seizure should have a 12-lead ECG. Recommendation (2) Health Boards and Trusts should: * ensure that they can provide MRI to children of all ages via a sedation and/or anaesthetic pathway, * document within medical records and Epilepsy12 audit the confirmed epilepsy syndrome diagnosis (including BECTS, CAE, JAE, JME and ‘epilepsy with generalised tonic clonic seizures only’) as MRI is not routinely indicated for these children, * review local pathways to include routine 12-lead ECG for children with convulsive seizures, * ensure 12-lead ECG results are accessible within the ongoing clinic health records. This may include Department leads at MRI, EEG services within Trusts or Health Boards, paediatric epilepsy services --- ¹ Joint Epilepsy Council of the UK and Ireland (2011). Epilepsy prevalence, incidence, and other statistics ² Royal College of Paediatrics and Child Health (2020). State of Child Health in the UK <page_number>9</page_number> Key finding (C) - Mental health provision:* Few Trusts and Health Boards are able to provide co-located mental health services for children and young people with epilepsy. Routine screening for mental health was not widely available. There was a very small number of children and young people with epilepsy who had an identified mental health condition. This was lower than would be expected based on other available evidence about the incidence of mental health conditions for children with epilepsy. Recommendation (3) Commissioners, Health Boards and Trusts should ensure that: * all children with an epilepsy should have ongoing screening for a range of mental health problems using a validated tool (e.g. Strengths and Difficulties Questionnaire). * where there are concerns about mental health problems the child and young person should be referred to an appropriate mental health service via an agreed pathway for ongoing diagnosis and treatment. * services for children and young people with epilepsy should include sufficient integrated mental health provision, some of which should be co-located within the epilepsy clinic. This may include Mental health department leads, BPT commissioners, Paediatric epilepsy clinical lead Key finding (D) - Epilepsy Specialist Nurses: There was evidence of an increasing epilepsy specialist nurse (ESN) workforce and more widespread involvement within the first year. This positive development is alongside encouraging increases in contact with specialists and fewer withdrawals of epilepsy diagnoses. NICE CG 137 and SIGN guidance both highlight the importance of ESNs as part of paediatric epilepsy care networks and teams. There remain some Health Boards and Trusts where ESN involvement is absent or insufficient. Recommendation (4) Epilepsy Specialist Nurses provide a wide-ranging contribution to the care of the child and roles should take account of local populations and service configurations. All Health Boards and Trusts should employ sufficient ESNs to ensure at least 1 WTE ESN for every 250 children with epilepsy. This is so that families, alongside other ESN roles, can reliably receive direct individualised specialist advice by the same or next working day between scheduled reviews. This may include Paediatric commissioners, Trust medical director and paediatric epilepsy clinical lead Key finding (E) - Specialist paediatricians and clinical leads: There is evidence of increasing "paediatrician with expertise" involvement within the first year of care, although access to paediatric neurology where indicated remains static. While children with epilepsy received specialist input during the first year of care, there was evidence that in many cases there were waits for input beyond 2 weeks. NICE CG137 and NICE Q51 state that children and young people presenting with a suspected seizure are seen by a specialist in the diagnosis and management of the epilepsies within 2 weeks of presentation. Recommendation (5) All OPEN UK regional networks and commissioners should: * review the Epilepsy12 findings in their area and ensure there is sufficient capacity for paediatric neurologists to provide timely assessment and ongoing management. * support Trusts and Health Boards to define a paediatric clinical lead for their epilepsy services. This may include OPEN UK Regional Network Epilepsy leads, paediatric commissioners, and regulators (including CQC) Key finding (F) - Best Practice Criteria for clinics:* There are few Trusts and Health Boards able to provide, or working towards, clinics for paediatric epilepsy which meet the Best Practice Criteria (BPC). There has been a slight increase between April 2018 and November 2019. Key finding (G) - Children's Epilepsy Surgical Service (CESS): There is evidence that many children who meet the Children's Epilepsy Surgical Service (CESS) referral criteria are not being referred according to <page_number>10</page_number> Epilepsy12 2020 Combined organisational and clinical audits: Report for England and Wales, Round 3, Cohort 1 2018-19 those criteria, including variation in referral rates between regions. This finding - together with the MRI findings - suggests there may be children with surgically treatable epilepsies who are missing out on, or having delayed access to, surgical evaluation and treatment. Recommendation (6) OPEN UK regional epilepsy networks and CESS should: * coordinate clear, embedded referral criteria and shared care pathways from secondary care and paediatric neurology to CESS, * ensure early identification of referral criteria and ensure referral to CESS where appropriate. Key finding (H) - Sodium valproate: Sodium valproate must no longer be used in any woman or girl of childbearing age unless they are enrolled in the pregnancy prevention programme. The results showed a clear reduction in use of sodium valproate in girls compared to boys after age 9. There was good evidence of discussion of the associated risks. Key finding (I) - Comprehensive care plans: The majority of Health Boards and Trusts report routinely undertaking comprehensive care plans for all children with epilepsy. Yet at individual level there were gaps in provision of essential elements including the ease of contacting services and guidance for water safety. Recommendation (7) All Health Boards and Trusts should implement standardised approaches to care planning content, or other robust mechanisms, to ensure that essential elements of care are provided routinely to children with epilepsy at diagnosis and reviewed on an ongoing basis. *Education and health providers at national, regional and local level should agree procedures to facilitate appropriate, up-to-date health care planning within education and two-way information sharing.** \This may include OFSTED, head teachers, school nurses, paediatric epilepsy service staff, patients and their families, youth workers, healthcare assistants, sports coaches or out of school organisations that provide activities Key finding (J) - Transition to adult services:* Over half of Health Boards and Trusts hold outpatient services that combine adult and paediatric professionals. For most paediatric epilepsy services there are no agreed pathways for children and young people to transition to adult services. Key finding (K) - Diagnosis and Anti-Epileptic Drugs: There has been an apparent reduction in the rates of children misdiagnosed with epilepsy. There was very little evidence of children receiving anti-epilepsy medication unnecessarily. NICE’s CG 137 states that AED therapy should only be started once the diagnosis of epilepsy is confirmed, except in exceptional circumstances that require discussion and agreement between the prescriber, the specialist and the individual and their family and/or carers as appropriate. Key finding (L) - Local and regional variation: There was marked regional variation in the socioeconomic distributions within the epilepsy populations. There was also regional variation in the proportion of children diagnosed with epilepsy as a proportion of EEGs requested. Recommendation (8) Epilepsy12 should develop an ascertainment measure based on estimated population sizes and estimates of epilepsy incidence according to Health Boards and Trust. This would allow case ascertainment of the audit to be compared with a measure of the expected epilepsy incidence and variation in EEG rates. *All Trusts and Health Boards should ensure that epilepsy services have sufficient clinician time job-planned to ensure capacity to submit accurate audit data and implement quality improvement, in addition to clinical activities.** \This may include trust medical director, lead for EEG, and paediatric epilepsy clinical lead <page_number>11</page_number> # 1. Introduction Epilepsy12 was established in 2009 and has the continued aim of helping epilepsy services, and those who commission health services, to measure and improve the quality of care for children and young people with seizures and epilepsies. The audit is commissioned by the Healthcare Quality Improvement Partnership (HQIP) as part of the National Clinical Audit and Patient Outcomes Programme (NCAPOP) and is delivered by the Royal College of Paediatrics and Child Health (RCPCH). The RCPCH delivered Rounds 1 and 2 of Epilepsy12 between 2009 and 2015, publishing related national reports for each Round in 2012 and 2014 respectively. Paediatric epilepsy was once again prioritised as a topic for the NCAPOP and the RCPCH was re-commissioned by HQIP to deliver Round 3 of Epilepsy12 from 1 April 2017 to 31 March 2021. Round 1 and 2 of the audit included Health Boards and Trusts across England, Northern Ireland, Scotland and Wales. This report covers the analysis of data collected by the audit on the organisation of paediatric epilepsy services within Health Boards and Trusts in England and Wales. It is hoped that in future, Health and Social Care Trusts in Northern Ireland and Health Boards in Scotland will also join Round 3 of the audit, subject to contractual and governance arrangements being put in place. As per Rounds 1 and 2, the work of Round 3 of the audit is overseen by a Project Board which includes representatives of patient and professional organisations and a dedicated project team within the RCPCH. ## Audit aims and scope Epilepsy is the most common significant long-term neurological condition of childhood and affects an estimated 112,000 children and young people in the UK. The aim of Epilepsy12 is to help to improve the standard of care for children and young people with epilepsies. To be able to do this, the audit will collect and process patient identifiable data. By collecting and processing such information the audit is able to highlight areas where hospitals and clinics are doing well, and also identify areas in which they need to improve. In Round 3, Epilepsy12 has expanded the scope and aims of the audit to: continue to measure and improve care and outcomes for UK children and young people with epilepsies, * include all children and young people with a new onset of epilepsy, * enable continuous patient ascertainment, * use a pragmatic and concise dataset, * incorporate NICE Quality Standards, Mental Health, Educational and Transition metrics, * obtain approval to include patient identifiers to allow local real-time individual and service dashboard elements within the audit reporting platform. ## Data completeness There were 149 registered Health Boards and Trusts in Round 3 of Epilepsy12. Eight of the registered Trusts merged to form four Trusts in 2019, leaving a total of 145 registered Health Boards and Trusts participating within the audit. The clinical audit phase began in July 2018 and focuses on performance indicators relating to the first paediatric assessments undertaken for children and young people who --- <page_number>12</page_number> --- EpilepsyI2 2020 Combined organisational and clinical audits: Report for England and Wales, Round 3, Cohort 1 2018-19 experience a paroxysmal episode or episodes (includes all epileptic or non-epileptic seizures and also seizures of uncertain in origin) between July 2018 – November 2018 and the first year of care that follows those initial assessments up until 30 November 2019. Nine of the registered Health Boards and Trusts did not submit a 2019 organisation report to the 2018/2019 EpilepsyI2 audit and 36 Health Boards and Trusts were excluded within the clinical audit due to data incompleteness. There remains considerable variation in respect to Health Boards and Trusts in England and Wales regarding their ability to staff, resource time within job plans, and adequate IT systems to collect and submit accurate and complete data to the national audit. We would like to stress the importance of all paediatric epilepsy services within Health Boards and Trusts being supported with their data submission to national clinical audits. Health Boards and Trusts can use audit data for benchmarking practices to identify gaps that require service improvements, share best practice and improve the completeness. We urge senior Health Board and Trusts management to support their paediatric epilepsy services to improve upon data completeness to ensure it reflects a more accurate picture of their standard of practice. Audit outputs and publications Round 3 of EpilepsyI2 is comprised of three main audit domains: the organisational audit (service descriptor), the clinical audit (clinical care domain) and associated Health Boards and Trusts profile and Quality improvement (Patient reported experience measures, EQIP, children and young people’s engagement). The EpilepsyI2 covers the following current and future reports, all of which can be viewed and downloaded from www.rcpch.ac.uk/epilepsyI2 * EpilepsyI2 National Organisational Audit Report 2018 * EpilepsyI2 National Organisational Audit Report 2018: Health Board and Trusts level results * 2018 EpilepsyI2 &Us - voices from the RCPCH &Us network booklet * A guide to the 2018 EpilepsyI2 National Organisational Audit report for parents and young people * EpilepsyI2 Combined National report 2018/19 key messages * EpilepsyI2 National Organisational Audit Report 2019: Regional/National Results * EpilepsyI2 National Organisational Audit Report 2019: Health Board and Trusts level Results * EpilepsyI2 National Clinical Audit Report 2018/19: Regional/National Results * EpilepsyI2 National Clinical Audit Report 2018/19: Health Board and Trusts level Results * RCPCH Epilepsy Quality Improvement Programme (EQIP): Supplement (released later this year) * A guide to the 2018/19 combined EpilepsyI2 National Audit report for parents and young people booklet (released later this year) * 2018/19 combined EpilepsyI2 National Audit report clinic posters (released later this year) * 2019 EpilepsyI2 &Us - voices from the RCPCH &Us network booklet (released later this year) Quality improvement Facilitating quality improvement activities is a core element of EpilepsyI2. The audit supports these activities in the following ways. Supporting regional and national quality improvement activities EpilepsyI2 has continued to support the Organisation of Paediatric Epilepsy Networks (OPEN UK), hosting quarterly national meetings to help regional leads share learning and co-ordinate strategy. <page_number>13</page_number> EpilepsyI2 and OPEN UK are working together to highlight the importance of appropriate resources for paediatric epilepsy networks, identify opportunities for regional QI activities, and share learning across the whole OPEN UK network. The second EpilepsyI2 & OPEN UK National Conference took place on 17 June 2019. More than 160 health professionals working in support of paediatric epilepsy services and patient organisation representatives came together with the aim of learning from each other and improving care for all children and young people with epilepsy. The conference was chaired by Dr Sophia Varadkar, Consultant Paediatric Neurologist & Chief of Service for Brain Directorate, GOSH and included a young people-led symposium, keynote speaker and related Q&A session, EpilepsyI2 updates and a quality improvement (QI) showcase session with associated QI poster displays. The conference also marked the launch of the RCPCH Epilepsy Quality Improvement Programme (EQIP). Copies of the presentations delivered on the day can be viewed via the project website: www.rcpch.ac.uk/epilepsyI2 EpilepsyI2 audit data was linked with Office of National Statistics and NHS datasets in recently published research. The study examined whether there were associations between quality of paediatric care, hospital admissions, and all-cause deaths among epilepsy patients. The authors report that for adolescents with epilepsy, greater involvement of tertiary specialists in paediatric care was associated with decreased mortality after transition to adult services. Reduced access to an epilepsy specialist nurse was associated with an increase in paediatric epilepsy hospital admissions. Epilepsy Quality Improvement Programme (EQIP) The RCPCH EQIP launched on 17 June 2019 and has been designed as a model for a comprehensive quality improvement programme, tailored to support paediatric epilepsy teams to work together to define their shared aims and identify current gaps in service provision. This pilot programme will run for six months. The programme launched with a weekend training residential event taking place on 16/17 November 2019 and a follow up event of shared learning in July 2020. See chapter 5 for more information on the programme and visit the project website for updated information on the teams' journeys via www.rcpch.ac.uk/eqip. Children and young people engagement The EpilepsyI2 Youth Advocates have been developing a new quality improvement project relating to "Clinic Checks". A pilot has been taking place in paediatric epilepsy services across England and Wales to assess the support that they provide to young people for their anxieties and worries. See chapter 4 for more information on the Youth Advocates. Audit methodology and dataset development The EpilepsyI2 Methodology and Dataset Group was established in April 2017 and tasked with the development of the methodology and related datasets for both the clinical and organisational audit phases of Round 3 of EpilepsyI2. The development of the methodology and datasets was broken down into separate work streams which covered different aspects of paediatric epilepsy care. <page_number>14</page_number> 4 Hargreaves, D.S. et al. (2019) Association of quality of paediatric epilepsy care with mortality and unplanned hospital admissions among children and young people with epilepsy in England: a national longitudinal data linkage study. Lancet Child Adolesc Health. 3(9):627-635 Epilepsy12 2020 Combined organisational and clinical audits Report for England and Wales, Round 3, Cohort 1 2018-19 Audit measures were subsequently developed which aligned to: * Epilepsies: diagnosis and management (2012) NICE guideline CG137. * Epilepsy in children and young people (2013): NICE Quality Standard 27. Members of the Epilepsy12 project Board reviewed and signed off the Epilepsy12 Round 3 methodology and dataset in September 2017. Data entry The Epilepsy12 Round 3 data platform was configured to allow the registered Health Boards and Trusts and EEG services to register and complete the clinical and organisational audits. The clinical audit focuses on care provided to patients with a new diagnosis of epilepsy. Clinical audit data entry is prospective, with eligible patients grouped into three cohorts. The first cohort is defined by patients with a first paediatric assessment for a paroxysmal episode (or episodes) between the “Co live” date (12 July 2018) and 30 November 2018. The first year of care data entry timeframe is 12 July 2018 to 30 November 2019. The organisational audit focuses on services and workforce at Trust and Health Board level at a designated point in time, this report presents organisational data from November 2019. Using the Epilepsy12 platform EEG services can register patients that have been referred for their first EEG for a paroxysmal episode. Designated leads and Health Board/Trust staff members were able to edit and update their data entry up until 31 December 2019, by which time they had to formally submit and lock their assessment and first year of care data in order for it to be included in the final data download for analysis by the Epilepsy12 project team. Analysis and identification of key findings and recommendations The Epilepsy12 project team downloaded all submitted and locked clinical and organisational audit data from participating Health Boards and Trusts in January 2020. Members of the Epilepsy12 project board and methodology and dataset group then met to review the analysis of submitted data and agree key findings and recommendations for the report. Managing small numbers The Epilepsy12 measures and results have been reviewed to manage the risk of disclosure of protected information about individuals included in the audit data (or those connected to them). This was assessed on a case-by-case basis, and at points in this report results with small numbers have been masked. Masked results have been marked with an asterisk () and footnoted. <page_number>15</page_number> 2. Themes and recommendations* Clinical audit 2018-2019 results The clinical audit phase of EpilepsyI2 began in July 2018. It focuses on performance indicators relating to the first paediatric assessments undertaken for children and young people who experience a paroxysmal episode (or episodes) between July 2018 – November 2018 and the first year of care that follows those initial assessments up until 30 November 2019. This national report includes the analysis of data from the first cohort of patients from Round 3 clinical audit phase. The performance indicators align with NICE Guidelines and Quality Standards5 and cover the following areas: * input from a paediatrician with expertise in epilepsies * input from an epilepsy specialist nurse * tertiary input * epilepsy surgery referral * appropriate first paediatric assessment * seizure formulation * access to electrocardiogram (ECC) * access to magnetic resonance imaging (MRI) * accuracy of diagnosis * discussion of the risks of treatment with sodium valproate * comprehensive care planning agreement and content * school individual healthcare plans. The EpilepsyI2 data platform allows participating Health Boards and Trusts to enter data on the care that they provide to children and young people for the clinical audit phase and view real time outputs including individual patient timeline and care planning reports and a performance indicator dashboard. Full details of the EpilepsyI2 Round 3 performance indicators can be viewed on the EpilepsyI2 website. Organisational audit 2019 results EpilepsyI2 brings together a multidisciplinary group of representatives to highlight key findings and results and translate these into a set of recommendations that can be acted upon to improve paediatric epilepsy care. The EpilepsyI2 audit of the organisation of paediatric services in England and Wales covered the following areas: * workforce * epilepsy clinic configuration * tertiary provision * investigations * service contact * young people and transition * mental health provision * neurodevelopmental support * care planning * patient databases or registers. 5 NICE (2012) Clinical Guideline 137 - Epilepsies: diagnosis and management NICE (2013) Quality Standard 27 - Epilepsy in children and young people <page_number>16</page_number> Epilepsy12 2020 Combined organisational and clinical audits: Report for England and Wales, Round 3, Cohort 1 2018-19 General and specific recommendations are made to support the existing goals and priorities of paediatric epilepsy services and regional networks, and are targeted to those with the ability to action the recommendation. Full details of the Epilepsy12 Organisational audit indicators can be viewed on the [Epilepsy12 website](#). Combined key findings and recommendations The clinical audit covers from the first paediatric assessments undertaken for children and young people who experience a paroxysmal episode (or episodes), to a record of care for the next 12 months. The organisational audit supplements this data with insight into the provision of staff and service availability in each Health Board and Trust. Within the clinical audit, there are 12 measures which were derived from national guidelines and recommendations. These are referred to as the ‘Performance Indicators’ in the full results presented in Appendices A and G. The chart below summarises the results for these 12 measures, showing where care met the required standards for children and young people in Round 3, cohort 1. There are some very positive results. Children and young people with epilepsy are receiving care from specialist paediatricians and nurses, and they are being correctly diagnosed. There is, however, scope for improvement in aspects including comprehensive care planning and referral to epilepsy surgery services where children and young people meet relevant criteria. The performance indicators shown in Figure 1 provide an overview of important aspects of care. The key findings and recommendations presented in the next section go beyond this, drawing on the full sets of results from the clinical and organisational audits. Due to this, the key finding sections, and numbering of recommendations, do not directly match those of the 12 performance indicators. Detailed results from the clinical and organisational data are available in Appendices A and G. This includes the results for each measure and analysis by country and regional epilepsy network areas. Comparisons with previous rounds of the audits are made where available. <table> <tr> <td>1. Paediatrician with expertise:</td> <td>87.9%</td> </tr> <tr> <td>2. Epilepsy nurse specialist:</td> <td>69.0%</td> </tr> <tr> <td>3. Tertiary involvement:</td> <td>59.3%</td> </tr> <tr> <td>3b. Epilepsy Surgery referral:</td> <td>30.0%</td> </tr> <tr> <td>4. Appropriate first paediatric assessment:</td> <td>65.6%</td> </tr> <tr> <td>5. Seizure Formulation:</td> <td>88.0%</td> </tr> <tr> <td>6. EEG:</td> <td>67.6%</td> </tr> <tr> <td>7. MRI:</td> <td>68.6%</td> </tr> <tr> <td>8. Accuracy of diagnosis:</td> <td>97.2%</td> </tr> <tr> <td>9a. Sodium Valproate females 9 years old and greater:</td> <td>100.0%</td> </tr> <tr> <td>9b. Sodium Valproate all females:</td> <td>39.7%</td> </tr> <tr> <td>10. Comprehensive Care Planning agreement:</td> <td>62.4%</td> </tr> <tr> <td>11. Comprehensive Care Planning content:</td> <td>70.1%</td> </tr> <tr> <td>12. School Individual Healthcare Plan:</td> <td>32.2%</td> </tr> </table> <img>A bar chart showing performance indicators for Epilepsy12 in England and Wales.</img> England and Wales 0% \| 10% \| 20% \| 30% \| 40% \| 50% \| 60% \| 70% \| 80% \| 90% \| 100% Figure 1: Epilepsy12 Performance indicators in England and Wales, Round 3 Cohort 1 <page_number>17</page_number> Key finding A: First EEG waiting times <img>A bar chart showing first EEG waiting times. The x-axis represents time periods (e.g., 0-3 weeks, 3-6 weeks, etc.), and the y-axis shows percentages. The tallest bar is at 43.8%, representing the percentage of children and young people diagnosed with epilepsy who had to wait more than 4 weeks for their first EEG.</img> First EEG waiting times 43.8% (487/1112) children and young people diagnosed with epilepsy obtained their EEG more than 4 weeks on from the initial referral request. An electroencephalogram (EEG) is a recording of brain activity. During the test, small sensors are attached to the scalp to pick up the electrical signals produced when brain cells send messages to each other. Almost half of children with an epilepsy had to wait more than 4 weeks for their first EEG from the time of request. NICE guidelines (Quality Statement 2) state that children and young people having initial investigations for epilepsy undergo the tests within 4 weeks of being requested. * 43.8% (487/1112) children and young people diagnosed with epilepsy obtained their EEG more than 4 weeks on from the initial referral request. Recommendation 1 All Health Boards and Trusts' should: * review and improve their referral pathways to ensure all first EEGs are achieved within a maximum of 4 weeks of request date. Health Boards and Trusts with EEG services should: * co-ordinate with their commissioners and regional OPEN UK network to ensure timely access to EEG services for all relevant Trusts and Health Boards. * This may include: Trust Medical director and Paediatric epilepsy clinical lead <page_number>18</page_number> Epilepsy12 2020 Combined organisational and clinical audits: Report for England and Wales, Round 3, Cohort 1 2018-19 # Key finding B: ECG and MRI investigations Magnetic resonance imaging (MRI) is a type of scan that uses strong magnetic fields and radio waves to produce detailed images of the inside of the body. An electrocardiogram (or 12-lead ECG) gathers information from 12 different areas of the heart. The Epilepsy12 performance indicator is based on SIGN guidance and current British Paediatric Neurology Association (BPNA), Paediatric Epilepsy Training (PET) curriculum. This states that all children with a convulsive seizure should have a 12-lead ECG. * 68.6% (317/462) children and young people diagnosed with epilepsy and who met the defined indications for an MRI, had received an MRI during their first year of care. * 67.6% (474/701) children and young people diagnosed with epilepsy and who had convulsive seizures obtained a 12 lead ECG during their first year of care. * Previously, 63.5% (Round 1, 2012) and 72.2% (Round 2, 2014) of children and young people who met the defined indications had received an MRI. In earlier rounds investigations by 12-lead ECG were reported for all children with epilepsy. ## Recommendation 2 *All Health Boards and Trusts should:** * ensure that they can provide MRI to children of all ages via a sedation and/or anaesthetic pathway, * document within medical records and Epilepsy12 audit the confirmed epilepsy syndrome diagnosis (including BECTS, CAE, JAE, JME and ‘epilepsy with generalised tonic clonic seizures only’) as MRI is not routinely indicated for these children, * review local pathways to include routine 12-lead ECG for children with convulsive seizures, * ensure 12-lead ECG results are accessible within the ongoing clinic health records. \This may include: Department leads at MRI, EEG services within Trusts or Health Boards, paediatric epilepsy services/ teams <page_number>19</page_number> Key finding C: Mental health provision <img>A circular infographic showing 6.1% of children and young people between the age of 5-15 years diagnosed with epilepsy had a mental health problem identified by the end of their first year of care.</img> Mental Health diagnosis and provision* 6.1% (43/701) of children and young people between the age of 5-15 years diagnosed with epilepsy had a mental health problem identified by the end of their first year of care. Mental health diagnoses and evidence of involvement of mental health professionals was very low, considering the rates of mental health diagnoses in children with epilepsy evidenced in research. NHS Best Practice Criteria (2019) states that there should be some co-located mental health provision within epilepsy clinics. Few services have co-located services, and in addition only a small number of Health Boards and Trusts report routinely screening young people for mental health conditions. * 6.1% (43/701) of children and young people between the age of 5-15 years and diagnosed with epilepsy in cohort 1 had an identified mental health condition by year one in England and Wales. * 4.1% (45/112) of children and young people with epilepsy had some evidence of involvement of a mental health professional or service by the end of their first year of care. * However, a study of mental health in children with epilepsy [Dev Med Child Neurol. 2003] reported a much higher incidence where 37% of 5-15 year olds with epilepsy had a co-existing mental health disorder. * 14.0% (19/136) Health Boards and Trusts were able to facilitate mental health provision within epilepsy clinics. * 14.7% (20/136) of Health Boards and Trusts routinely provided formal screening services for mental health disorders, a decrease from 19.6% (29/148) in 2018. Recommendation 3 *Commissioners, Health Boards and Trusts should ensure that:** * all children with an epilepsy should have ongoing screening for a range of mental health problems using a validated tool (e.g. Strengths and Difficulties Questionnaire), * where there are concerns about mental health problems the child or young person should be referred to an appropriate mental health service via an agreed pathway for ongoing diagnosis and treatment, * services for children and young people with epilepsy should include sufficient integrated mental health provision, some of which should be co-located within the epilepsy clinic. \[This may include: Mental health department leads, BPT commissioners, Paediatric epilepsy clinical lead\] <page_number>20</page_number> Epilepsy12 2020 Combined organisational and clinical audits: Report for England and Wales, Round 3, Cohort 1 2018-19 Support for worries and anxieties <img>Patient Voice logo with three people icons</img> Epilepsy12 Youth Advocates selected ‘support for worries and anxieties’, ‘face to face support’, and ‘school’ as their three priority areas.* The areas were chosen after consultation with other children and young people, published in Epilepsy12 &Us - Voices from the RCPCH &Us network (January 2019). Children and young people wanted more support in helping to explain questions such as “why me? When will it stop?”. They asked for help to establish coping strategies for themselves and their families. <page_number>21</page_number> Key finding D: Epilepsy Specialist Nurses <img>A circular infographic showing 69.0% of children and young people diagnosed with epilepsy had input from an epilepsy specialist nurse (ESN) by one year.</img> Epilepsy Specialist Nurse 69.0% (767/112) of children and young people diagnosed with epilepsy had input from an epilepsy specialist nurse (ESN) by one year. <img>A hand holding a stopwatch with "3+ DAYS" written on it.</img> Providing specialist advice 47.7% (63/130) of Health Boards/Trusts reported typical response times for specialist advice of 3 or more days. There is evidence of an increasing epilepsy specialist nurse (ESN) workforce and more widespread involvement within the first year. There remains some Health Boards and Trusts where ESN involvement is absent or insufficient. This positive development is alongside encouraging increases in contact with specialists and fewer withdrawals of epilepsy diagnoses. NICE Clinical Guideline 137 highlights the need for ESN to be part of the network of care in epilepsy, and in SIGN Guidance each epilepsy team should include paediatric epilepsy nurse specialists. * 69.0% (767/112) of children and young people diagnosed with epilepsy had input from an epilepsy specialist nurse during their first year of care. * 95.6% (130/136) of Health Boards and Trusts described advice available between scheduled reviews. However, 47.7% (62/130) of Health Boards and Trusts reported typical response times of three or more days. * In 2019 there was a total of 158.4 WTE epilepsy specialist nurses (ESN) employed in participating Health Boards and Trusts across England and Wales. * 81.6% (111/136) of Health Boards and Trusts employed some ESN time. Drawing together the findings from both the clinical and organisational audit data, there was a correlation between having ESNs as part of the local workforce and some positive clinical indicators. In Health Boards and Trusts that employed some ESN time, children and young people with epilepsy were more likely to: * be seen by an epilepsy specialist nurse, * have school Individual Healthcare Plan, * have an MRI. Recommendation 4 Epilepsy Specialist Nurses provide a wide-ranging contribution to the care of the child and roles should take account of local populations and service configurations. *All Health Boards and Trusts should employ sufficient ESNs to ensure at least 1 WTE ESN for every 250 children with epilepsy. This is so that families, alongside other ESN roles, can reliably receive direct individualised specialist advice by the same or next working day between scheduled reviews. \This may include: Paediatric commissioners, Trust Medical director and Paediatric epilepsy clinical lead <page_number>22</page_number> Epilepsy12 2020 Combined organisational and clinical audits: Report for England and Wales, Round 3, Cohort 1 2018-19 # Key finding E: Specialist paediatricians and clinical leads <img>A circular infographic showing a man and woman with a clipboard, representing a Paediatric Epilepsy Clinical Lead. The text next to the infographic reads "11.8% (16/136) of Health Boards/Trusts do not have a defined paediatric epilepsy clinical lead." A small icon of a clipboard with a checkmark is also present.</img> Paediatric Epilepsy Clinical Lead* 11.8% (16/136) of Health Boards/Trusts do not have a defined paediatric epilepsy clinical lead. <img>A circular infographic showing two people with a clipboard, one of whom has a badge that says "Paediatrician with Epilepsy Expertise". The text next to the infographic reads "15.5% (172/112) of children and young people diagnosed with epilepsy were seen by a 'paediatrician with expertise in epilepsy' within 2 weeks of their first referral in England and Wales." A small icon of a clipboard with a checkmark is also present.</img> Paediatrician with Epilepsy Expertise 15.5% (172/112) of children and young people diagnosed with epilepsy were seen by a 'paediatrician with expertise in epilepsy' within 2 weeks of their first referral in England and Wales. <img>A circular infographic showing a woman with a badge that says "Direct referrals to Paediatric Neurologists". The text next to the infographic reads "23.5% (32/136) of Health Boards/Trusts reported that paediatric neurologists could receive direct referrals from general practice or emergency services to assess children with possible epilepsy." A small icon of a clipboard with a checkmark is also present.</img> Direct referrals to Paediatric Neurologists 23.5% (32/136) of Health Boards/Trusts reported that paediatric neurologists could receive direct referrals from general practice or emergency services to assess children with possible epilepsy. There is evidence of increasing paediatrician with expertise involvement within the first year, although access to paediatric neurology where indicated remains static. While children with epilepsy received specialist input during the first year of care, there was evidence that in many cases there were waits for input beyond the 2 weeks from presentation that is recommended in NICE guidelines (NICE137 and NICE Q51). The neurology services provide specialist input into paediatric epilepsy care across England and Wales. Where neurology services are setup to accept direct referrals from general practice and emergency departments this will contribute significant additional new patient and follow up activity, some of which could otherwise be managed by general paediatric services. This pathway configuration should have ongoing review by the Trust/Health board and commissioners to ensure adequate workforce, value and service capacity for both the patients with seizures and also other children needing paediatric neurology input. * 11.8% (16/136) of Health Boards and Trusts do not have a defined paediatric epilepsy clinical lead. * In Round 3, cohort 1, 15.5% (172/112) children and young people diagnosed with epilepsy were seen by a 'paediatrician with expertise in epilepsy' within 2 weeks of first referral in England and Wales. * 23.5% (32/136) of Health Boards and Trusts reported that paediatric neurologists could receive direct referrals from general practice or emergency services to assess children with possible epilepsy. * 82.3% (915/112) of the children and young people diagnosed with epilepsy had input from a paediatrician with expertise in epilepsies in England and Wales in year one. This was similar to Round 2, 86.1% (938/1090). * In Round 3 cohort 1, 59.3% (150/253) of children and young people who met paediatric neurology referral criteria had paediatric neurologist input or Children's Epilepsy Surgical Service (CESS) referral by one year of care. * 92.6% (126/136) of Health Boards and Trusts had agreed referral pathway to tertiary paediatric neurology services. We repeat our previous recommendation that: "All Health Boards and Trusts should ensure they have sufficient defined general paediatricians with expertise in epilepsies to correctly diagnose epilepsy and provide appropriate ongoing management for all children with epilepsy. Children with 'complex epilepsy' should also have evidence of input from a paediatric neurologist." Recommendation 5 All OPEN UK regional networks and commissioners* should: * review the Epilepsy12 findings in their area and ensure there is sufficient capacity for paediatric neurologists to provide timely assessment and ongoing management, * support Trusts and Health Boards to define a paediatric clinical lead for their epilepsy services. \* This may include: OPEN UK, Regional Network Epilepsy leads, paediatric commissioners, and regulators (including CQC) Key finding F: Best Practice Criteria for clinics There are few Trusts and Health Boards able to provide, or working towards, clinics for paediatric epilepsy which meet the Best Practice Criteria (BPC). There has been a slight increase between April 2018 and November 2019. * 46.6% (61/131) of Health Boards and Trusts hold clinics that meet the BPC, and a further 26.0% (34/131) are developing towards this standard. <page_number>24</page_number> Epilepsy12 2020 Combined organisational and clinical audits: Report for England and Wales, Round 3, Cohort 1 2018-19 # Key finding G: Children’s Epilepsy Surgical Service (CESS) <img>A circular infographic showing a graph with a blue circle indicating 30.3% of children and young people who met CESS referral criteria had CESS referral by one year.</img> Children's Epilepsy Surgical Service (CESS) 30.3% (27/89) of the children and young people who met CESS referral criteria had CESS referral by one year. There is evidence that many children who meet CESS referral criteria are not being referred according to those criteria, including variation in referral rates between regions. This finding together with the MRI performance indicators suggests there may be children with surgically treatable epilepsies who are missing out on or having delayed surgical evaluation and treatment. * 30.3% (27/89) of the children and young people who met CESS referral criteria had CESS referral by one year. * In Round 3, 8.0% (89/1112) of the children and young people diagnosed with epilepsy met one or more of the CESS referral criteria in England and Wales. ## Recommendation 6 OPEN UK regional epilepsy networks and CESS should: * coordinate clear, embedded referral criteria and shared care pathways from secondary care and paediatric neurology to CESS, * ensure early identification of referral criteria and ensure referral to CESS where appropriate. <page_number>25</page_number> Key finding H: Sodium valproate <img>A circular infographic showing sodium valproate with a red circle around it indicating "no" to pregnancy. The text "Sodium Valproate" is below the image. A blue circle with a white plus sign and the number 305 is next to the text "A total of 305 children and young people (63 female, 242 male) with epilepsy were commenced on sodium valproate during their first year of care." A blue circle with a white plus sign and the number 63 is next to the text "There were fewer than 5 females with epilepsy who were 9 years or over and prescribed sodium valproate. All had evidence of discussion of the risks of pregnancy regarding birth defects and/or neurodevelopmental outcomes." A blue circle with a white plus sign and the number 242 is next to the text "A total of 305 children and young people (63 female, 242 male) with epilepsy were commenced on sodium valproate during their first year of care. The associated risks had been discussed with all the girls who were aged 9 and above." A blue circle with a white plus sign and the number 63 is next to the text "There were fewer than 5 females with epilepsy who were 9 years or over and prescribed sodium valproate. All had evidence of discussion of the risks of pregnancy regarding birth defects and/or neurodevelopmental outcomes." A blue circle with a white plus sign and the number 242 is next to the text "A total of 305 children and young people (63 female, 242 male) with epilepsy were commenced on sodium valproate during their first year of care. The associated risks had been discussed with all the girls who were aged 9 and above." Sodium valproate must no longer be used in any woman or girl of childbearing age unless they are enrolled in the pregnancy prevention programme. This is designed to ensure patients are fully aware of the risks and the need to avoid becoming pregnant (MHRA 2018). From 9 years old there was a clear trend in reduced prescribing of sodium valproate for girls in cohort 1. There was good evidence of discussion of the associated risks. * A total of 305 children and young people (63 female, 242 male) with epilepsy were commenced on sodium valproate during their first year of care. * There were fewer than 5 females with epilepsy who were 9 years or over and prescribed sodium valproate. All had evidence of discussion of the risks of pregnancy regarding birth defects and/or neurodevelopmental outcomes. <page_number>26</page_number> Epilepsy12 2020 Combined organisational and clinical audits: Report for England and Wales, Round 3, Cohort 1 2018-19 # Key finding I: Comprehensive care plans <img>A circular infographic showing key findings about comprehensive care plans for children and young people with epilepsy. The top section shows a bar chart with a percentage of 62.4% (694/1112) of children and young people with epilepsy had evidence after 12 months of an agreed comprehensive care plan. The middle section shows a bar chart with a percentage of 32.2% (237/717) of children aged five years and above had evidence of a school individual healthcare plan by one year. The bottom section shows a bar chart with a percentage of 62.4% (694/1112) of children and young people with epilepsy had evidence of appropriate core content. The right side of the infographic shows a text box with the title "Key finding I: Comprehensive care plans". Children and young people with epilepsy should have an agreed and comprehensive clinical care plan (NICE QS4). The evidence suggests that there are inconsistencies in the delivery of core care planning components. The majority of Health Boards and Trusts report routinely undertaking comprehensive care plans for all children with epilepsy, yet at individual level there were gaps in provision of essential elements including relating to 'contact-ability' of services and guidance for water safety. * 62.4% (694/1112) of children and young people with epilepsy had evidence after 12 months of an agreed comprehensive care plan. * 80.1% (109/136) of Health Boards and Trusts report 'routinely undertaking comprehensive care plans for children with epilepsy'. * 70.1% (779/1112) of children and young people diagnosed with epilepsy had documented evidence of appropriate core content. * 79.7% (886/1112) of children and young people diagnosed with epilepsy had evidence of discussion regarding water safety. * 79.7% (886/1112) of children and young people diagnosed with epilepsy were provided service contact by Health Boards and Trusts. * 88.5% (193/218) of children and young people diagnosed with epilepsy and on rescue medication had a parental prolonged seizure care plan. * 42.6% (474/1112) of children and young people diagnosed with epilepsy had evidence of information on Sudden Unexpected Death in Epilepsy (SUDEP), with noticeable regional variation. There also appears to be a disconnect between care planning by epilepsy services and education. For cohort 1, clinicians had evidence that 32.2% (231/717) of school-age children and young people with epilepsy had an Individual Healthcare Plan (IHP) at school. In contrast Epilepsy Support in Schools (Young Epilepsy, 2019), a survey of 356 children with epilepsy, reports that 37% did not have an IHP at school. <page_number>27</page_number> Recommendation 7 All Health Boards and Trusts should implement standardised approaches to care planning content, or other robust mechanisms, to ensure that essential elements of care are provided routinely to children with epilepsy at diagnosis and reviewed on an ongoing basis. Education and health providers at national, regional and local level should agree procedures to facilitate appropriate, up-to-date health care planning within education and two-way information sharing. This may include: OFSTED, School head teachers, School nurse, paediatric epilepsy service staff, patients and their families, Youth workers, Healthcare assistants, Sports coaches or out of school organisations that provide activities <page_number>28</page_number> Epilepsy12 2020 Combined organisational and clinical audits Report for England and Wales, Round 3, Cohort 1 2018-19 # Key finding J: Transition to adult services <img>A person standing outside a door with the words "adult" on it.</img> Transition In the 2019 Organisational Audit, 55.9% (76/136) of Health Boards and Trusts reported having an outpatient service for epilepsy where there is a presence of both adult and paediatric professionals. Over half of Health Boards and Trusts hold outpatient services that combine adult and paediatric professionals. In almost four fifths of paediatric epilepsy services there are no agreed pathways for children and young people to transition to adult services, and where these pathways are in place this often constitutes a single joint meeting between the child or young person and both adult and paediatric services. In general, the child or young person receives input during their transition from an adult neurologist with input from an adult ESN being less common. * In the 2019 Organisational Audit: 55.9% (76/136) of Health Boards and Trusts reported having an outpatient service for epilepsy where there is a presence of both adult and paediatric professionals. * When transferring young people to adult services, 53.9% (41/76) of Health Boards and Trusts report holding a single joint appointment with the adult service. * 20.6% (28/136) of Health Boards and Trusts had agreed referral pathways for young people to adult services. * 83.8% (114/136) of Health Boards and Trusts had an adult neurologist supporting transition to adult services. * 54.4% (74/136) of Health Boards and Trusts had an adult Epilepsy Specialist Nurse (ESN) supporting transition to adult services. We repeat our previous recommendations: "Health Boards and Trusts should formally agree transition pathways from paediatric to adult services. Local arrangements should define how this is achieved for different young people with epilepsies with different associated problems, for example children and young people with an intellectual disability or neuro-disability." *Health Boards and Trusts should establish secondary tier clinics specifically for young people with epilepsies. This should support the evolving needs of the young person and their family throughout adolescence as well as during handover to adult services." <page_number>29</page_number> Key finding K: Diagnosis and Anti-Epileptic Drugs There has been an apparent reduction in the rates of children misdiagnosed with epilepsy. There was very little evidence of children receiving anti-epilepsy medication unnecessarily. In NICE’s CG 137, AED therapy should only be started once the diagnosis of epilepsy is confirmed, except in exceptional circumstances that require discussion and agreement between the prescriber, the specialist and the individual and their family and/or carers as appropriate. <img>A circular infographic showing "97.2%" with a plus sign next to it. Below it, there's a plus sign followed by "Diagnosis YEAR 1" and another plus sign next to it. Underneath this, there's a line with "Diagnosis and misdiagnosis" written on it.</img> 97.2% (1093/1124) of children and young people had a maintained diagnosis of epilepsy by one year. - 97.2% (1093/1124) of children and young people had a maintained diagnosis of epilepsy by one year. - 36.8% (50/136) of Health Boards and Trusts have a specific outpatient clinic for young people with epilepsy. - 15% (13/856) of children and young people receiving epilepsy medication did not have a diagnosis of epilepsy at 1 year. <page_number>30</page_number> Epilepsy12 2020 Combined organisational and clinical audits: Report for England and Wales, Round 3, Cohort 1 2018-19 # Key finding L: Local and regional variation in Epilepsy12 There is variability in both the levels of engagement and performance at local Health Board and Trust and regional (OPEN UK) paediatric epilepsy network levels. In 2020, there are emerging structures of resourcing, support and leadership for regional and local commissioning which will need to link in effectively with OPEN UK paediatric epilepsy networks in future. There was marked regional variation in the socioeconomic distributions within the epilepsy populations. There was also regional variation in the proportion of children diagnosed with epilepsy as a proportion of EEGs requested. 127 out of 136 Health Boards and Trusts submitted and locked the data describing their organisation and services in November 2019. * 113 out of 149 Health Boards and Trusts submitted a record of the first year of care clinical data for one or more children and young people in cohort 1. We repeat a recommendation from the 2018 organisational audit results, which should now be updated to include the emerging commissioning structures: "Regional (OPEN UK) paediatric epilepsy networks and commissioners should:" * review Epilepsy12 results for their respective region(s) and associated Health Boards and Trusts, * support the development of local or regional quality improvement initiatives and knowledge sharing, * build links between those with commissioning, clinical and provider roles (including the Integrated Care Systems, STPs and NHS regional leadership)." ## Recommendation 8 Epilepsy12 should develop an ascertainment measure based on estimated population sizes and estimates of epilepsy incidence according to Trust/Health Boards. This would allow case ascertainment of the audit to be compared with a measure of the expected epilepsy incidence and variation in EEG rates. All Health Boards and Trusts should ensure that epilepsy services have sufficient clinician time job-planned to ensure capacity to submit accurate audit data and implement quality improvement, in addition to clinical activities. \This may include: Trust Medical director, lead for EEG, and Paediatric epilepsy clinical lead <page_number>31</page_number> <img>Epilepsy12 Youth Advocates logo with three people icons</img> Epilepsy12 Youth Advocates* The Epilepsy12 Youth Advocates used their learning and work around the Clinic Chat Checklist to review the findings from the clinical and organisational audits. They have shared their ideas which link the key findings with their priority area of “support with worries and anxieties”. <table> <tr> <td><strong>Report topic</strong></td> <td><strong>What would good "support with worries and anxieties" look like for this topic?</strong></td> </tr> <tr> <td><strong>Mental health diagnosis and provision</strong></td> <td>Work with patients and families to:</td> </tr> <tr> <td></td> <td>• understand their worries and anxieties around living with epilepsy,</td> </tr> <tr> <td></td> <td>• be flexible in your support and approach so it changes with the age and needs of the patient,</td> </tr> <tr> <td></td> <td>• check back in with patients to give feedback on services or support they might need.</td> </tr> <tr> <td><strong>Care planning key contents</strong></td> <td>Identify the key services within your Trust and Health Board, and work with them to input into your clinics and care plans:</td> </tr> <tr> <td></td> <td>• access to play specialists, youth workers, and advocates,</td> </tr> <tr> <td></td> <td>• wellbeing passports or 'quick access' cards,</td> </tr> <tr> <td></td> <td>• involve your NHS Accessible Information Standards lead and aim to meet the best practice guidance,</td> </tr> <tr> <td></td> <td>• input from the LLDD team and look at the NHS England Ask, Listen, Do for best practices.</td> </tr> <tr> <td><strong>Epilepsy specialist nurses</strong></td> <td>Develop information that can be shared with patients and families that helps them to know:</td> </tr> <tr> <td></td> <td>• what they need to know or think about in their first month, sixth month, and first year after being diagnosed with epilepsy,</td> </tr> <tr> <td></td> <td>• who is in the Epilepsy Service and how to get in touch with them,</td> </tr> <tr> <td></td> <td>• what other support or services are available, and how to contact them (remember to include: mental health support, exam support, play specialists),</td> </tr> <tr> <td></td> <td>• what to do if you are worried out of hours,</td> </tr> <tr> <td></td> <td>• what support is offered by an Epilepsy Specialist Nurse (or plans to develop this role if not in place).</td> </tr> </table> Summary of Recommendations The Epilepsy12 2020 National Audit Report makes a number of key recommendations of how to address the issues identified within the 2018-19 clinical and 2019 organisational audit key findings and results of the audit. The tables on the following pages group the key recommendations by: * the related guidelines or standards * the relevant audit findings * comparison to previous audit round findings (where valid) * the recommendation target audience * the intended outcome of the recommendation. <page_number>32</page_number> Epilepsy12 2020 Combined organisational and clinical audits Report for England and Wales, Round 3, Cohort 1 2018-19 1. First EEG waiting times Recommendation All Health Boards and Trusts should review and improve their referral pathways to ensure all first EEGs are achieved within a maximum of 4 weeks of request date. Health Boards and Trusts with EEG services should co-ordinate with their commissioners and regional OPEN UK network to ensure timely access to EEG services for all relevant Trusts and Health Boards. Source NICE guidelines (Quality Statement 2): Children and young people having initial investigations for epilepsy undergo the tests within 4 weeks of being requested. Epilepsy12 Key finding(s) and comparison to previous findings 43.8% (487/1112) children and young people diagnosed with epilepsy obtained their EEG more than 4 weeks from referral request. Target audience(s) Health Boards and Trusts - Trust medical director and paediatric epilepsy clinical lead EEG services 2. ECG and MRI investigations Recommendation Health Boards and Trusts should: * ensure that they can provide MRI to children of all ages via a sedation and/or anaesthetic pathway, * document within medical records and Epilepsy12 audit the confirmed epilepsy syndrome diagnosis (including BECTS, CAE, JAE, JME and 'epilepsy with generalised tonic clonic seizures only') as MRI is not routinely indicated for these children, * review local pathways to include routine 12-lead ECG for children with convulsive seizures, * ensure 12-lead ECG results are accessible within the ongoing clinic health records. Source SIGN guidance, and current British Paediatric Neurology Association (BPNA) PET teaching curriculum, states that all children with a convulsive seizure should have a 12-lead ECG. Epilepsy12 Key finding(s) and comparison to previous findings 68.6% (317/462) children and young people diagnosed with epilepsy and who met the defined indications for an MRI, had received an MRI during their first year of care. 67.6% (474/701), children and young people diagnosed with epilepsy and who had convulsive seizures obtained a 12 lead ECG during their first year of care. Previously, 63.5% (Round 1, 2012) and 72.2% (Round 2, 2014) of children and young people who met the defined indications had received an MRI. In earlier rounds investigations by 12-lead ECG were reported for all children with epilepsy. Target audience(s) Health Boards and Trusts - Department leads at MRI, EEG services within Trusts or Health Boards, paediatric epilepsy services/teams <page_number>33</page_number> 3. Mental health Recommendation Commissioners, Health Boards and Trusts should ensure that: * all children with an epilepsy should have ongoing screening for a range of mental health problems using a validated tool (e.g. Strengths and Difficulties Questionnaire) * where there are concerns about mental health problems the child and young person should be referred to an appropriate mental health service via an agreed pathway for ongoing diagnosis and treatment, * services for children and young people with epilepsy should include sufficient integrated mental health provision, some of which should be co-located within the epilepsy clinic. Source NHS Best Practice Criteria (2019) states that there should be some co-located mental health provision within epilepsy clinics. Epilepsy2Youth Advocates selected ‘support for worries and anxieties’, ‘face to face support’, and ‘school’ as their three priority areas. A study of mental health problems in children with epilepsy (Dev Med Child Neurol 2003) reported a much higher incidence where 37% of 5-15 year olds with epilepsy had a co-existing mental health disorder. Epilepsy12 Key finding(s) and comparison to previous findings 4.1% (45/112) of children and young people with epilepsy had some evidence of involvement of a mental health professional or service by the end of their first year of care. 6.1% (43/701) of children and young people between the age of 5-15 years and diagnosed with epilepsy in cohort 1 had an identified mental health problem by 1 year in England and Wales. 14.0% (19/136 ) Health Boards and Trusts were able to facilitate mental health provision within epilepsy clinics. 14.7% (20/136) of Health Boards and Trusts routinely provided formal screening services for mental health disorders, a decrease from 19.6% in 2018. Target audience(s) Commissioners, Health Boards and Trusts - Mental health department leads, BPT commissioners, paediatric epilepsy clinical lead <page_number>34</page_number> Epilepsy12 2020 Combined organisational and clinical audits Report for England and Wales, Round 3, Cohort 1 2018-19 4. Epilepsy Specialist Nurses Recommendation * Epilepsy Specialist Nurses provide a wide-ranging contribution to the care of the child and roles should take account of local populations and service configurations. * All Health Boards and Trusts should employ sufficient ESNs to ensure at least one ESN for every 250 children with epilepsy. This is so that families, alongside other ESN roles, can reliably receive direct individualised specialist advice by the same or next working day between scheduled reviews. Source NICE Clinical guidelines 137: Epilepsy specialist nurses (ESNs) should be an integral part of the network of care of individuals with epilepsy. SIGN guidance ‘Epilepsies: Diagnosis and Management’. Each epilepsy team should include paediatric epilepsy nurse specialists. Epilepsy12 Key finding(s) and comparison to previous findings In 2019 there was a total of 158.4 WTE epilepsy specialist nurses (ESN) employed in participating Trusts and Health Boards across England and Wales. 95.6% (130/136) of Trusts and Health Boards described advice available between scheduled reviews. 47.7% (62/130) of Trusts and Health Boards reported typical response times of 3 or more days. 81.6% (111/136) of Trusts and Health Boards employed some ESN time. In Round 3 cohort 1, 69.0% (767/1112) of children and young people diagnosed with epilepsy had input from an epilepsy specialist nurse during their first year of care. Target audience(s) Health Boards and Trusts - Paediatric commissioners, Trust medical director and paediatric epilepsy clinical lead <page_number>35</page_number> 5. Specialist paediatricians and clinical leads Recommendation All OPEN UK regional networks and commissioners should: * review the Epilepsy12 findings in their area and ensure there is sufficient capacity for paediatric neurologists to provide timely assessment and ongoing management. * support Trusts and Health Boards to define a paediatric clinical lead for their epilepsy services. Source NICE CG137 and NICE QS1 state that children and young people presenting with a suspected seizure are seen by a specialist in the diagnosis and management of the epilepsies within two weeks of presentation. Epilepsy12 Key finding(s) and comparison to previous findings 82.3% (915/1112) of the children and young people diagnosed with epilepsy had an input from a paediatrician with expertise in epilepsies in England and Wales in year one. This was similar to Round 2 (85%, 938/1090). In Round 3, cohort 1, 15.5% (172/1112) children and young people diagnosed with epilepsy were seen by a ‘paediatrician with expertise in epilepsy’ within 2 weeks of first referral in England and Wales. In Round 3 cohort 1, 59.3% (150/253) of children and young people who met paediatric neurology referral criteria had paediatric neurologist input or Children’s Epilepsy Surgical service (CESS) referral by one year of care. 11.8% (16/136) of Health Boards and Trusts do not have a defined paediatric epilepsy clinical lead. 92.6% (126/136) of Health Boards and Trusts had agreed referral pathway to tertiary paediatric neurology services. 23.5% (32/136) of Health Boards and Trusts reported that paediatric neurologists could receive direct referrals from general practice or emergency services to assess children with possible epilepsy. Target audience(s) OPEN UK, Regional Network epilepsy leads, paediatric commissioners, and regulators (including CQC) <page_number>36</page_number> Epilepsy12 2020 Combined organisational and clinical audits: Report for England and Wales, Round 3, Cohort 1 2018-19 6. Children's Epilepsy Surgical Service (CESS) Recommendation OPEN UK regional epilepsy networks and CESS should: * coordinate clear, embedded referral criteria and shared care pathways from secondary care and paediatric neurology to CESS, * ensure early identification of referral criteria and ensure referral to CESS where appropriate. Source NICE CG 137: At the review, children, young people and adults should have access to: written and visual information; counselling services; information about voluntary organisations; epilepsy specialist nurses; timely and appropriate investigations; referral to tertiary services, including surgery if appropriate. Epilepsy12 Key finding(s) and comparison to previous findings In Round 3, 8.0% (89/1112) of the children and young people diagnosed with epilepsy met one or more of the CESS referral criteria in England and Wales. 30.3% (27/89) of the children and young people who met CESS referral criteria had CESS referral by one year. Target audience(s) OPEN UK regional epilepsy networks and CESS Paediatric epilepsy clinicians <page_number>37</page_number> 7. Comprehensive care plans Recommendation * All Health Boards and Trusts should implement standardised approaches to care planning content, or other robust mechanisms, to ensure that essential elements of care are provided routinely to children with epilepsy at diagnosis and reviewed on an ongoing basis. * Education and health providers at national, regional and local level should agree procedures to facilitate appropriate, up-to-date health care planning within education and two way information sharing. Source Children and young people with epilepsy should have an agreed and comprehensive clinical care plan (NICE Q54). Epilepsy Support in Schools (Young Epilepsy, 2019), a survey of 356 children with epilepsy, reports that 37% did not have an Individual Healthcare Plan at school. Epilepsy12 Key finding(s) and comparison to previous findings 80.1% (105/136) of Trusts/Health Boards report ‘routinely undertaking comprehensive care plans for children with epilepsy’. 62.4% (694/1112) of children and young people with epilepsy had evidence after 12 months of an agreed comprehensive care plan. 70.1% (773/1112) had documented evidence of appropriate core content. 79.7% (886/1112) had evidence of discussion regarding water safety. 79.7% (886/1112) had service contact details. 88.5% (193/218) of children and young people diagnosed with epilepsy and on rescue medication had a parental prolonged seizure care plan. 42.6% (474/1112) of children and young people diagnosed with epilepsy had evidence of information on SUDEP with noticeable regional variation. 32.2% (231/717) of school-age children and young people with epilepsy had an IHP at school. Target audience(s) Health Boards and Trusts, with Education and health providers – OFSTED, school head teachers, school nurse, paediatric epilepsy service staff, patients and their families, youth workers, healthcare assistants, sports coaches or out of school organisations that provide activities <page_number>38</page_number> Epilepsy12 2020 Combined organisational and clinical audits Report for England and Wales, Round 3, Cohort 1 2018-19 8. Local and regional variation Recommendation * Epilepsy12 should develop an ascertainment measure based on estimated population sizes and estimates of epilepsy incidence according to Trust and Health Boards. This would allow case ascertainment of the audit to be compared with a measure of the expected epilepsy incidence and variation in EEG. * All Trusts and Health Boards should ensure that epilepsy services have sufficient clinician time job-planned to ensure capacity to submit accurate audit data and implement quality improvement, in addition to clinical activities Source This recommendation has been developed based on the Epilepsy12 Methodology and Dataset Group’s on-going review of the audit methodology and of the results reported here. Epilepsy12 Key finding(s) and comparison to previous findings 127 out of 136 Health Boards and Trusts submitted and locked the data describing their organisation and services in November 2019. 113 out of 149 Health Boards and Trusts submitted a record of the first year of care clinical data for one or more children and young people in cohort 1. Target audience(s) Epilepsy12 provider Health Boards and Trusts - Trust medical director, lead for EEG, and paediatric epilepsy clinical lead <page_number>39</page_number> 3. Organisation of Paediatric Epilepsy Networks in the UK (OPEN UK) The Organisation of Paediatric Epilepsy Networks in the UK (OPEN UK) began in late 2015, as a confederation of the sixteen individual regional clinical paediatric epilepsy networks, working closely with the British Paediatric Neurology Association (BPNA) and British Academy of Childhood Disability (BACD). The OPEN UK Working Group is hosted by the RCPCH, and connects local Health Board, Trust and regional leads to each other and to the Epilepsy12 national audit. OPEN UK also represents clinicians on the UK Paediatric Epilepsy Programme Board alongside the BPNA. The OPEN UK aims are to encourage the sharing of local, regional and national ideas, pilots and resources. This was well illustrated by the joint Epilepsy12/OPEN UK annual national conferences in 2018 and 2019, at which many fabulous projects and ideas were shared from across the UK. We hope to return in 2020 with a programme planned to share quality improvements, technologies and innovations in paediatric epilepsy care. OPEN UK works to provide and strengthen the links between local, regional and national bodies. We are currently working with the RCPCH and NHS England to input into national strategy and shape ambitions for the future delivery and commissioning structures in paediatric epilepsy care. Examples of our success in this area include the recognition of the need for co-located mental health support within epilepsy teams, which was included in the April 2019 iteration of the NHS England Best Practice Tariff for Paediatric Epilepsy. A giant pillar of our agenda for the next few years is translating this into properly commissioned mental health screening and psychology support, across the UK. We are currently working with NHS England to ensure that the proposed rollout of ‘clinical networks’ in the Long Term Plan is translated into a high-functioning scaffolding for quality improvement at local, regional and national level. To inform and guide future strategy, the regional network leads for OPEN UK shared information about their local activity to provide a better picture of how networks are operating across the UK. The networks shared how, with no or little dedicated time and resource, they have managed to meet up to eight times in the previous two years. This has brought together impressive multi-disciplinary epilepsy representatives including: * adult health professionals * commissioners * community nurses * analysts * education professionals * EEG services * epilepsy specialist nurses * epilepsy charities and third sector organisations * IT professionals * mental health professionals * paediatricians and epilepsy specialists * social care professionals. Networks have been focusing on paediatric epilepsy care as well as more specific areas such as <page_number>40</page_number> Epilepsy12 2020 Combined organisational and clinical audits: Report for England and Wales, Round 3, Cohort 1 2018-19 neurodisability, neurology, and neurosurgery for children with epilepsy. At network meetings, or through communication channels between meetings, the regular activities include case discussions, learning and development presentations, regional data and evidence about quality of care, Health Board and Trusts level data, young people's participation, risk assessments, action and strategy planning. In the past two years networks have shaped and agreed new patient pathways and guidelines. OPENUK regional network will continue to work in conjunction with the regional clinical leads and receive support from Epilepsy12. We will support each other to building on the results and recommendations made in this report, and bringing our teams together to continue to make positive improvements for all children and young people with seizures and epilepsies across the UK. Dr Richard Brown, Consultant Paediatrician, Cambridge University Hospitals NHS Foundation Trust & Chair of the OPEN UK Working Group The 16 OPEN UK Regional Paediatric Epilepsy Networks are named in the following table. The abbreviated regional network names appear in the regional network results of both the clinical and organisational audits in this report. <table> <thead> <tr> <th>OPEN UK Regional Paediatric Epilepsy Network</th> <th>Regional Network full name</th> </tr> </thead> <tbody> <tr> <td>BRPNF</td> <td>Birmingham Regional Paediatric Neurology Forum</td> </tr> <tr> <td>CEWT</td> <td>Children's Epilepsy Workstream in Trent</td> </tr> <tr> <td>EPEN</td> <td>Eastern Paediatric Epilepsy Network</td> </tr> <tr> <td>EPIC</td> <td>Mersey and North Wales network 'Epilepsy in Childhood' interest group</td> </tr> <tr> <td>NTPEN</td> <td>North Thames Paediatric Epilepsy Network</td> </tr> <tr> <td>NWEIG</td> <td>North West Children and Young People's Epilepsy Interest Group</td> </tr> <tr> <td>NI</td> <td>Northern Ireland epilepsy services</td> </tr> <tr> <td>ORENG</td> <td>Oxford Region Epilepsy Interest Group</td> </tr> <tr> <td>PENNEC</td> <td>Paediatric Epilepsy Network for the North East and Cumbria</td> </tr> <tr> <td>SETPEG</td> <td>South East Thames Paediatric Epilepsy Group</td> </tr> <tr> <td>SPEN</td> <td>Scottish Paediatric Epilepsy Network</td> </tr> <tr> <td>SWEP</td> <td>South Wales Epilepsy Forum</td> </tr> <tr> <td>SWIPE</td> <td>South West Interest Group Paediatric Epilepsy</td> </tr> <tr> <td>SWTPEG</td> <td>South West Thames Paediatric Epilepsy Group</td> </tr> <tr> <td>TEN</td> <td>Trent Epilepsy Network</td> </tr> <tr> <td>WPNN</td> <td>Wessex Paediatric Neurosciences Network</td> </tr> <tr> <td>YPEN</td> <td>Yorkshire Paediatric Neurology Network</td> </tr> </tbody> </table> <page_number>41</page_number> 4. Epilepsy12 Youth Advocate Clinic Chat Checklist: 2019-2020 progress report <img>Epilepsy 12 logo</img> “Helping patients and their families who need support with worries and anxieties linked to their epilepsy.” The Epilepsy12 Youth Advocates are a group of epilepsy experienced children, young people and families with two epilepsy specialist nurses from OPEN UK. We meet and work together as volunteers to look at projects which improve care for epilepsy patients and their families linked to the Epilepsy12 national audit programme. Support with worries and anxieties In 2018, we asked more than 130 children, young people and families what “creates the best epilepsy service”. They shared with us things that were working well and ideas for areas for improvement. You can read the report of what we found out at https://www.rcpch.ac.uk/resources/epilepsy12-us-voices-rcpch-us-network From looking at all the information patients and their families said, we realised they wanted more support with worries and anxieties linked to epilepsy. This was chosen as our top priority to do something to help it to improve. <img>A woman's face with a thought bubble showing various topics like "Support", "Social media", "Future" etc.</img> Clinic Chat Checklist We wanted to find out what makes “gold standard services” and what is or could be offered to patients in relation to worries and anxieties. We didn’t want a long and boring process that people can ignore or leave the results on a shelf. We wanted to make something that is easy to do and that helps everyone – patients, families, doctors, nurses, the NHS – everyone. It isn’t about finding out what people aren’t doing. It’s about helping everyone to know about the good practice that is already out there and sharing it for others to learn from. <page_number>42</page_number> Epilepsy12 2020 Combined organisational and clinical audits Report for England and Wales, Round 3, Cohort 1 2018-19 # Creating the Clinic Chat Checklist We wanted to know, directly from clinics, about the care they already provide and what ideas they have for the future in relation to anxieties and worries. We drafted questions and refined them before testing them out with two clinics. This really helped us to create the right set of questions and to check that they would be easily understood. We also attended the Epilepsy12 & OPEN UK National Conference in 2019 to present our ideas about the checklist. We asked the 100+ epilepsy specialists present, what their wishes were for the Clinic Chat Checklist and how it might help them and their service, and for ideas on what would be the barriers to clinics taking part. The clinic teams present told us that the Clinic Chat Checklist would improve care for patients by sharing ideas and resources, increasing joint working in the ‘team’, and would help to create child and young people friendly services. They also said the process needed to be straightforward and not take lots of time, that it shouldn’t identify individual patients and that the results should be shared with everyone. This help was essential to supporting us to come up with our final set of questions. They included: * What information and advice do you provide to Epilepsy patients to help them manage their condition? * What support and information do you give to A&E staff to pass on to those who have had first-time seizures? * How do you introduce patients and their families to their wider Epilepsy Care Team? We felt it was important that the whole ‘team’, that help patients and their family, answered the questions, and really encouraged this as part of the process. <img> A collage of images showing different aspects of the Clinic Chat pledges process. </img> Figure 2: Epilepsy12 & OPEN UK 2019 annual conference: Youth Advocates CYP session and Clinic Chat pledges <page_number>43</page_number> Our Clinic Chat Checklist Plan Our plan was simple: - work with 8 clinics spread geographically across England and Wales, - send them an email to explain who we are and why we wanted to do this along with helpful information: [https://youtu.be/3aw1aN4xSDA](https://youtu.be/3aw1aN4xSDA). - send them the "Clinic Chat Checklist" to complete and return to us, - look at all the responses and provide individualised feedback. The clinics During the EpilepsyI2 & OPEN UK National Conference we asked for clinics to be part of the project. Lots of clinics contacted us on the day and others afterwards. We felt it was important that we had a large geographical spread of clinics and that at least two clinics should be in Wales. We also wanted some big clinics and some others small. We had clinics from the following regions: - North East - North West - South East - South West - London - South Wales. <img> <table> <tr><td>10 clinics registered interested</td></tr> <tr><td>8 clinics completed their Clinic Chat Check List (2 Wales, 6 England)</td></tr> <tr><td>100% completed by deadline</td></tr> </table> </img> What we have found so far We were very impressed with how clinics involved many members of their team to complete the checklist and the ideas they have for change. There were lots of great examples of clinics doing a range of activities to support worries and anxieties with lots of resources. We were impressed with the hard work and dedication shown by each clinic. We looked each Clinic Chat Checklist and discussed: - things they were doing well, - ideas for change, - our top tips. We provided individual clinics with feedback and ideas as well as top tips, links to resources and good ideas from others. <img> We asked all clinics what level of award they would give to their epilepsy service for "helping patients and their families who need support with worries and anxieties linked to their epilepsy". <ul> <li>3 clinics considered themselves to be silver: "We are doing most things really well."</li> <li>4 clinics considered themselves to be bronze: "We are doing some things really well."</li> <li>1 clinic didn't grade themselves</li> </ul> </img> <page_number>44</page_number> Epilepsy12 2020 Combined organisational and clinical audits: Report for England and Wales, Round 3, Cohort 1 2018-19 # Our top tips It was really clear that a lot of simple changes could make a huge difference to patients and their families. A lot of ideas were cheap, quick and easy however others required some further thought and planning. Cheap, quick and easy: * A clear out of hours voice message for patients with advice and signposting where appropriate. * Linking to local support for worries and anxieties e.g. Kooth (online service), MeeTwo (online service) local counselling services, charities, school services, youth services etc. * Provide ‘protected time’ to discuss anxieties and worries with patients and families, including where age appropriate the patient being offered to be seen alone. With more time and planning: * Develop new patient packs which are age related – which includes signposting to local and hospital services, national charities, helplines and includes specific information e.g. driving, exams and travel. * Ensure good timely processes between A&E and being seen in clinic. * First aid training for patients and families. * The ability to offer school or home visits especially for newly diagnosed patients. # What next? Part two of the plan will be to visit the clinics and talk about ideas and thoughts together and come up with a plan. Some things will cost nothing (we are very creative), some of the ideas that clinics, patients and the E12 Youth Advocates might have will need some money. We even have ideas about where they can get it! We will be thinking about how to share the Clinic Chat Checklist process and learning with more clinics so that they can do it as a self-assessment. We are also keen that we are able to define what a ‘gold standard’ clinic looks like in relation to worries and anxieties. Keep checking the RCPCH &Us and Epilepsy12 webpages for more information over the coming year! We want to thank all the clinics involved in the Clinic Chat Check list and are looking forward to working with more of you over the next year! <page_number>45</page_number> 5. Epilepsy Quality Improvement Programme (EQIP) Background Despite progress shown in the Epilepsy12 audit data, the provision and quality of specialist epilepsy care continues to vary between Health Boards or Trusts in England and Wales, particularly around adequate staffing and timely delivery of care processes. Given the complexity of the epilepsy spectrum of conditions, quality care requires holistic support, including mental health, educational and community awareness support. Consequently, improvement in care cannot be confined to just clinical processes, but also include other parts of the health service, schools, charity and community organisations. It requires a patient-centred approach, involving co-design and shared ownership of the care experience and outcome between service providers and patients and their families. One of the activities of the audit was to set up a support system for QI activities to be undertaken by epilepsy services in the 16 regions of the Organisation of Paediatric Epilepsy Networks (OPEN UK). Given this aim, and in the wider context of the priorities set out in the NHS Long Term Plan, Epilepsy12 project and OPEN UK networks worked in collaboration to set up a Quality Improvement project supporting epilepsy services and utilising the epilepsy regional network structure. The programme advisory group agreed on the following vision for the QI programme: Epilepsy services are equitable and underpinned by the principles of continuous improvement for all children and young people regardless of background, material status and location. Epilepsy services are recognised as a high priority in public policy and the health service, at national and local levels. Child health practitioners, who specialise in epilepsy, are recognised, supported and empowered to work across geographic and service boundaries, including transition between paediatric and adult service provision. Children and young people with epilepsy enjoy clear access to the treatment they need and have a say in how it is designed and delivered. <img>A group photo of people sitting around a table.</img> <img>A close-up photo of a person's face.</img> <page_number>46</page_number> EpilepsyI2 2020 Combined organisational and clinical audits: Report for England and Wales, Round 3, Cohort 1 2018-19 # Project scope In September 2018, the EpilepsyI2 project team, in collaboration with OPEN UK, recruited a group of specialist epilepsy nurses representing the OPEN UK regions, to act as advisors in the development of a QI project supporting the results of the EpilepsyI2 audit. As a first step in the scoping phase, the group has informed the development of a survey to be conducted with epilepsy services, with a view to identifying high performing services and key processes involved in service delivery. The subsequent survey elicited 116 responses from 76 Health Boards and Trusts and its analysis produced a list of recommendations for a comprehensive care delivery including: <img> Collecting regular feedback and reviewing each clinic as a team, involving children, young people and parents in service design and improvement. Meetings, reporting to management and implementing measurable changes. Working closely with funders on its RBC and ESN funding. Having a coordinated team meeting regularly, develop objectives and a plan of action together, check progress and evaluate. Strong active links with local support groups, schools. Providing a point of contact for patients all year and providing staff and peer information and materials for schools. </img> Figure 3: Example of comprehensive care delivery process map Based on the results of the survey and further desktop research, the advisory group worked with the EpilepsyI2 project team to establish the aims and vision for the programme. In order to achieve this vision the advisory group then worked with the team to establish the following aims of the programme: - support paediatric epilepsy services to identify and address gaps in care provision, including forging or strengthening links with other parts of healthcare service, schools and support organisations, - enable information sharing and operational integration between services and across regional networks. In particular, the project objectives are to: - assess the training and support needs of paediatric epilepsy services in order to optimise care, - provide needs-based training to epilepsy teams to equip them with skills and capabilities to improve care, - provide ongoing advice and support to teams implementing service improvements, - ensure collection of intervention measures to assess impact, - enable information and good practice sharing via the OPEN UK network, - evaluate the project as proof of concept and adapt for scale-up. <page_number>47</page_number> Project outcomes <img>Image showing three steps with arrows pointing rightwards: 1. Teams have a clear sense of purpose, shared objectives and a plan for action with defined roles and responsibilities. 2. Teams have established ways of working including regular, structured teams meetings and communications on a daily basis. 3. Participants have a good level of the knowledge and skills to identify priority areas to adopt new interventions, engage stakeholders and measure success.</img> Figure 4: EQIP project outcomes Service outcomes <img>Image showing four steps with arrows pointing rightwards: 1. Clinical audit compliance 2. Regular patient engagement (feedback gathering, analysis, reporting and action taking) 3. Improved links with schools, mental health services, support services, Commissioners 4. Networking and sharing ideas between participating units and with their regional networks</img> Figure 5: Service outcomes for EQIP teams Project delivery The RCPCH Epilepsy Quality Improvement Programme was developed in consultation with epilepsy practitioners, ensuring that it best suits their needs, while also borrowing from a similar model delivered with success in paediatric diabetes services in the UK. This model was originally started in Sweden, where it engaged with 85% of paediatric diabetes services over the period of 3 years and, in that time, it managed to significantly improve treatment outcomes and reduce variation between units. <img>RCPCH EQIP logo with text "Epilepsy quality improvement programme" and "RCPCH EQIP Epilepsy quality improvement programme".</img> <img>RCPCH EQIP promotional material featuring text "RCPCH EQIP Epilepsy quality improvement programme" and "Training for the whole paediatric epilepsy team".</img> <img>RCPCH EQIP promotional material featuring text "Who can be a part of your team?" and "Who can be a part of your team?".</img> <img>RCPCH EQIP promotional material featuring text "www.rcpch.org.uk/eqip" and "www.epilepsy.org.uk".</img> Figure 6: RCPCH EQIP brand and promotional material <page_number>48</page_number> Epilepsy12 2020 Combined organisational and clinical audits Report for England and Wales, Round 3, Cohort 1 2018-19 # How the programme works RCPCH EQIP has been tailored to support paediatric epilepsy teams to work together to define their shared aims and develop practical interventions matching their capacity and resources. The six-month programme will require participating teams to come together for two bespoke training/sharing events, supporting them to: * develop more cohesive teams with clearly defined roles and a shared sense of mission and responsibility, * identify areas for improvement in care delivery, * design sustainable interventions to address these areas, that are manageable within their existing set-up. The training will be practical and hands-on, combining select quality improvement tools, high-performing team development, patient and family engagement, leadership and influencing skills. We deliberately picked and chose elements of quality improvement methodology and combined it with other types of skills training, to provide a package which will correspond to the working reality of epilepsy teams – often struggling with people capacity, fragmented teamwork and limited resourcing. The project is designed to enable teams to learn and make action plans together in training. The teams will be given hands-on support during and between training sessions to design their interventions and will have the opportunity to learn from the experience of other participants as they go along. Teams are invited to apply as a whole, via application with everyone attending together. Each team would nominate an EQIP Champion to galvanise and motivate the team in between learning sessions and report on progress to the trainers at the RCPCH. See our promotional video via the website www.rcpch.ac.uk/equip. The learning events will be held in the Midlands, in a location with good transport links to ensure maximum possible convenience for services travelling in. It is expected that, following the completion of the pilot, its evaluation will serve as a foundation for reflection and consolidation of learning with a view to adapt and scale-up the programme with more epilepsy services across the country. This further iteration of the collaborative will depend on the pilot’s success and ongoing funding via the Epilepsy12 clinical audit contract. <img>A group of people sitting around a table, engaged in discussion.</img> <img>A close-up of a badge with text "RCPCH_and_UK_youthvoice #voicecounters" on it.</img> <page_number>49</page_number> # Residential weekend training Our two-day residential weekend with the 12 teams participating in our pilot took place on 16 and 17 November 2019. It kicked off with interactive QI training by expert QI trainer Dr Pat O'Connor - paediatric epilepsy NHS staff worked together to identify gaps and find sustainable improvements that would be tried and tested over the six-month programme. The teams worked hard, learning and using many of the QI tools to help support them refine their local improvement projects. But the programme also included fun action learning sets and networking - breaking those silo barriers. By the end of the second day, each of the teams left the weekend energised and with a plan of action to move forward with their projects. Further feedback from EQIP team members from the weekend include: * "Witnessing the motivation and commitment from everyone, and within the teams." * "Interactive games/activities, e.g. skittles and pasta tasks, which highlighted QI in an abstract way." * "All activities associated with practical application of QI models to our projects." * "Having the opportunity for the team to write a plan and evaluate out aims, and how to change and improve." ## Participant teams The 12 participant teams that will become EQIP pioneers are as follows: * Aneurin Bevan University Health Board * Chelsea and Westminster Hospital NHS Foundation Trust * Doncaster and Bassetlaw Teaching Hospitals NHS Foundation Trust * Guy's and St Thomas' NHS Foundation Trust * Luton and Dunstable University Hospital NHS Foundation Trust * Manchester University NHS Foundation Trust * Nottingham University Hospitals NHS Trust * Royal Berkshire NHS Foundation Trust * Royal United Hospitals Bath NHS Foundation Trust * South Tees Hospitals NHS Foundation Trust * Southport and Ormskirk Hospital NHS Trust * York Teaching Hospital NHS Foundation Trust. ## Acknowledgements We would like to say a special thanks for their valuable input on the scope and delivery of this programme to the EQIP ESN advisors: Alison Mollett, Amanda Hirst, Carolyn McAskill, Christine Bennett, Debbie Dean, Emma Hassan, Jill Conium, Laura Neely, Rachel Wheway, QI Trainer: Dr Pat O'Connor, QI Discovery and the faculty team: Ms Angie Pullen, Dr Colin Dunkley, Mr Mirek Skrypka, Ms Peri O'Connor, Dr Richard Brown Visit the RCPCH EQIP website or Twitter to access updates on the teams progress as they continue through their journey on this programme. www.rcpch.ac.uk/equip #RCPCHEQIP The spring 2020 edition of Milestones, our member magazine has a piece from an EQIP Pioneer. Visit the milestone website for more updates on the EQIP. <img>A collage of photos showing various activities at a conference.</img> <img>People sitting at tables, clapping and smiling.</img> <img>A woman speaking into a microphone.</img> <img>Participants engaged in a hands-on activity, possibly a game or workshop.</img> <img>Hands reaching out to pick up items from a table.</img> <img>Participants working on a project or puzzle, with markers and papers visible.</img> <img>A group of people raising their hands in unison.</img> <img>A large group of people standing together, all wearing lanyards and badges, with their hands raised in the air.</img> # Useful resources ## The Royal College of Paediatrics and Child Health The Royal College of Paediatrics and Child Health (RCPCH) was founded in 1996. We play a major role in postgraduate medical education, professional standards, research and policy. The RCPCH has a number of useful resources, including: * British Paediatric Surveillance Unit [www.rcpch.ac.uk/work-we-do/bpsu](http://www.rcpch.ac.uk/work-we-do/bpsu) The BPSU is a world leading centre for rare paediatric disease surveillance. It enables doctors and researchers to investigate how many children in the UK and Republic of Ireland are affected by particular rare diseases, conditions or treatments each year. * Courses and online learning [www.rcpch.ac.uk/education/courses](http://www.rcpch.ac.uk/education/courses) * Continuing professional development [www.rcpch.ac.uk/education/continuing-professional-development](http://www.rcpch.ac.uk/education/continuing-professional-development) * Invited reviews [www.rcpch.ac.uk/invitedreviews](http://www.rcpch.ac.uk/invitedreviews) We support healthcare organisations, commissioners and clinical teams to resolve concerns about paediatric service provision, safety, training, compliance with standards, and proposals for paediatric reconfiguration or service design. Our service is confidential, established and influential, and tailored to each organisation’s needs. * Medicines for Children [www.medicinesforchildren.org.uk](http://www.medicinesforchildren.org.uk) The Medicines for Children website provides parents and carers with information they can trust on over 200 medicines commonly prescribed to children. It offers free access to patient information leaflets and videos specifically developed to advise parents and carers how to give medicine to their child. * MedsiQ [www.qicentral.org.uk/meds-iq](http://www.qicentral.org.uk/meds-iq) Medication errors are a significant but preventable cause of harm to children and young people. * Research activities [www.rcpch.ac.uk/work-we-do/research-activities](http://www.rcpch.ac.uk/work-we-do/research-activities) We aim to improve children’s health outcomes through supporting high quality and trusted research. Let’s share our expertise, collaborate with others and promote the evidence to drive forward improvements in child health. * RCPCH Child Protection portal [https://childprotection.rcpch.ac.uk/](http://https://childprotection.rcpch.ac.uk/) RCPCH Child Protection portal is an online resource to help inform clinical practice, child protection procedures, and professional and expert opinion in the legal system. * RCPCH QI Central: [www.qicentral.org.uk](http://www.qicentral.org.uk) QI Central is a free online resource open to all child health professionals to help embed QI projects in clinical practice and continually improve services and outcomes for infants, children and young <page_number>52</page_number> Epilepsy12 2020 Combined organisational and clinical audits. Report for England and Wales, Round 3, Cohort 1 2018-19 people. As an online repository of peer-reviewed tools and projects, healthcare professionals are also able to submit their own projects and resources to share their experiences with others and propagate knowledge in quality improvement. * Workforce and service design www.rcpch.ac.uk/workforce We play a key role in workforce planning to ensure there is an appropriately trained paediatric medical workforce to deliver safe and sustainable services for children in the UK - in the present and in the future. ## Epilepsy12 Audit Key Stakeholder Organisations * British Paediatric Neurology Association bpna.org.uk The British Paediatric Neurology Association is the professional organisation for doctors who specialise in the care of children with neurological disorders. * Epilepsy Action www.epilepsy.org.uk Epilepsy Action is a community of people committed to a better life for everyone affected by epilepsy. We want high quality, accessible epilepsy healthcare services, so that people with epilepsy have the support they need to manage their condition. We want wider awareness and understanding of epilepsy, so that people living with the condition are treated with fairness and respect. * Epilepsy Scotland www.epilepsyscotland.org.uk In Scotland 56,000 people live with epilepsy. Children and older people are most at risk of developing this common serious neurological condition but anyone can develop epilepsy at any time, and 8 people a day in Scotland do. We want to make sure the needs of people with epilepsy are met. This is why we campaign for improved healthcare, better information provision and an end to stigma. In April 2008 Enlighten, Tackling Epilepsy merged with Epilepsy Scotland. * Royal College of Nursing www.rcn.org.uk The RCN is a membership organisation of more than 435,000 registered nurses, midwives, health care assistants and nursing students. We are both a professional body, carrying out work on nursing standards, education and practice, and a trade union. * Epilepsy Specialist Nurses Association (ESNA) www.esna-online.org.uk ESNA is a professional organisation whose membership consists of nurses and other health professionals working to support people with epilepsy in the fields of adults, learning disabilities and paediatrics. ESNA works with its membership to raise the profile of epilepsy and to encourage a holistic and co-ordinated approach to care to enable our patients to reach the goal of self-management. * Young Epilepsy www.youngepilepsy.org.uk Young Epilepsy is the national charity supporting children and young people aged 25 and under with epilepsy and associated conditions, as well as their families. With over 100 years expertise we provide world class diagnosis, assessment and rehabilitation for children and young people with epilepsy. We also undertake research into the condition and how it can be treated. <page_number>53</page_number> * British Academy of Childhood Disability [www.bacdis.org.uk](http://www.bacdis.org.uk) Membership is open to all professionals working in the field of childhood disability, including paediatrics, psychiatry, specialist nursing, speech and language therapy, physiotherapy, occupational therapy, psychology and education. * British Society for Clinical Neurophysiology [www.bscn.org.uk](http://www.bscn.org.uk) The BSCN is a medical charity whose aims, set out in our articles of association, are "to promote and encourage for the public benefit the science and practice of clinical neurophysiology and related sciences". <page_number>54</page_number> Epilepsy12 2020 Combined organisational and clinical audits: Report for England and Wales, Round 3, Cohort 1 2018-19 # Glossary of terms and abbreviations \| Absence seizure \| A type of generalised seizure where the person briefly loses awareness and becomes blank or unresponsive. Absences often last a few seconds and the person is unconscious. If they are walking they might carry on walking. \| \|---\|---\| \| Acute \| Inpatient review, or paediatric review in emergency department, or other clinical assessment in an acute paediatric setting \| \| Adherence \| When someone takes their medication as they have agreed with their doctor. This is a more modern term than 'compliance' (doing what your doctor says) because it implies that there has been some discussion between the individual and their doctor to agree upon a plan of treatment. Whether someone is adherent or not is a measure of how closely they adhere (or 'stick to') taking their medication or treatment as agreed. \| \| Adverse events \| Another term for 'side effects'. These are effects of medication that happen alongside the effects you are expecting (the reason you are taking it). Side effects are usually, but not always, unwanted. \| \| AED (Anti-epileptic drug) \| Anti-epileptic drugs (AEDs) are the main type of treatment for most people with epilepsy. AEDs are a type of medication that aims to stop seizures. There are many different AEDs and they work in different ways and stop different types of seizures. Up to 70% of people with epilepsy could have their seizures stopped with the right AEDs. \| \| Atonic or atonic seizure \| A type of generalised seizure where the person's muscles suddenly lose tone, go floppy, and they fall down (usually forwards) if they are standing up. Although the seizures themselves don't hurt, the person might hurt themselves, especially their head and face, when they fall. These seizures are usually very brief and the person becomes conscious again very quickly. This is sometimes called a 'drop attack'. \| \| BPT/BPC \| Best Practice Tariff/Best Practice Criteria \| \| Children's Epilepsy Specialist Nurse \| A children's nurse with a defined role and specific qualification and/or training in children's epilepsies \| \| Childhood epilepsy syndrome \| A type of epilepsy that happens in children and young people, and follows a particular, typical pattern: the age that the seizures start, the type of seizures, the EEG recording and the progression or outcome. Some syndromes are benign and either go away or have little impact on the child. Others are severe and can affect the child's behaviour, learning and life expectancy. This is sometimes just referred to as a 'syndrome'. \| \| Clonic seizures \| These are seizures where the person convulses (jerk or shakes). Unlike tonic clonic seizures, the person does not go stiff at the start of the seizure. \| \| Clusters \| When a series or group of seizures happen close together in time, with gaps between each cluster. For example, in catamenial epilepsy, a woman might have a cluster of seizures around ovulation and no seizures at other times. \| <page_number>55</page_number> <table> <tr> <td>Complex focal seizures (CFS), Complex partial seizures (CP5)</td> <td>Seizures that involve just part (not the whole) of the brain. These seizures used to be called 'complex partial seizures' or 'CPS'. The person will not be fully conscious and they are often very confused and may not remember what happens during the seizure. During CFS the person may behave strangely or make repetitive movements called automatisms.</td> </tr> <tr> <td>Consultant General Paediatrician</td> <td>A paediatric consultant (or associate specialist) with a role that includes seeing children or young people in a general outpatient or community clinic setting. They may or may not have other specialty or acute roles. They are likely to receive referrals directly from primary care. Neonatologists would not be included in this definition unless they also fulfil general paediatric roles.</td> </tr> <tr> <td>Convulsive seizure</td> <td>A seizure where the person's body jerks or shakes. It is another name for tonic clonic or clonic seizures.</td> </tr> <tr> <td>Diazepam</td> <td>A type of sedative medication that is given to someone in status epilepticus to stop the seizures. Diazepam is given rectally (up the bottom). This is sometimes referred to as a type of 'emergency medication'</td> </tr> <tr> <td>ECG</td> <td>An electrocardiogram (ECG) is a simple test that can be used to check your heart's rhythm and electrical activity. Sensors attached to the skin are used to detect the electrical signals produced by your heart each time it beats.</td> </tr> <tr> <td>ED</td> <td>Emergency Department</td> </tr> <tr> <td>Electroencephalogram (EEG)</td> <td>An electroencephalogram (EEG) is a recording of brain activity. During the test, small sensors are attached to the scalp to pick up the electrical signals produced when brain cells send messages to each other. These signals are recorded by a machine and are looked at by a doctor later to see if they're unusual.</td> </tr> <tr> <td>Emergency medication</td> <td>Medication that is given to stop prolonged or repeated seizures (to stop status epilepticus from happening).</td> </tr> <tr> <td>Epilepsy</td> <td>A chronic neurological condition characterised by two or more epileptic seizures (International League Against Epilepsy, ILAE). A pragmatic definition for epilepsy in this audit is 2 or more epileptic seizures more than 24 hours apart that are not acute symptomatic seizures or febrile seizures.</td> </tr> <tr> <td>Epilepsy surgery</td> <td>Different types of surgery on the brain to try to reduce or stop seizures. Some people with epilepsy, whose seizures are not controlled or significantly reduced with medication, are able to have epilepsy surgery. Also called neurosurgery.</td> </tr> <tr> <td>Epilepsy syndrome</td> <td>A complex of clinical features, signs and symptoms that together define a distinctive, recognizable clinical disorder (ILAE)</td> </tr> <tr> <td>'Epilepsy syndrome category'</td> <td>A group of epilepsies described using the terms idiopathic primary, symptomatic, probably symptomatic and cryptogenic and focal, partial, multifocal or generalized</td> </tr> <tr> <td>Epileptic seizure</td> <td>Seizures that start due to interrupted electrical activity in the brain but can affect the body in many different ways. Clinical manifestation[s] of epileptic (excessive and/or hypersynchronous), usually self-limited activity of neurons in the brain. (ILAE)</td> </tr> </table> <page_number>56</page_number> Epilepsy12 2020 Combined organisational and clinical audits Report for England and Wales, Round 3, Cohort 1 2018-19 <table> <thead> <tr> <td></td> <td></td> </tr> </thead> <tbody> <tr> <td><strong>Febrile convulsions</strong></td> <td>Convulsive seizures that can happen in young children (from about six months to six years of age) when they have a high temperature or fever. Febrile convulsions happen because very young children cannot control their body temperature very well. Although they can look like epileptic seizures they are not; they are caused by high temperatures not interrupted brain activity.</td> </tr> <tr> <td><strong>First paediatric assessment</strong></td> <td>A 'face to face' assessment by a secondary level/tier doctor in a paediatric service occurring in any non-acute or acute setting. Assessment within emergency department counts if performed by paediatric team rather than an emergency department team. Some paediatric neurologists see referrals direct from GP or ED and these would count as both a first paediatric assessment and tertiary input.</td> </tr> <tr> <td><strong>Focal seizures</strong></td> <td>These are seizures that happen in, and affect, only part or one side of the brain (not both sides of the brain) and start from a 'focal point' in the brain. What happens in focal seizures varies depending on which part of the brain is affected and what that part of the brain normally does. Also known as 'partial seizures'.</td> </tr> <tr> <td><strong>Frontal lobe seizures</strong></td> <td>Focal seizures that start in the frontal lobe. Simple focal seizures from the frontal lobe include making strange movements or stiffness or jerking in part of the body such as the arm. Complex focal seizures from this area include making strange postures with the arms or legs or making juddering movements.</td> </tr> <tr> <td><strong>General examination</strong></td> <td>Any evidence of a multisystem examination of the child other than neurological examination</td> </tr> <tr> <td><strong>General practitioners (GP)</strong></td> <td>A doctor based in the community who treats patients with all common medical conditions with minor or chronic illnesses and refers those with serious conditions to a hospital for urgent and specialist treatment. They focus on the health of the whole person combining physical, psychological and social aspects of care.</td> </tr> <tr> <td><strong>Generalised seizures</strong></td> <td>Seizures that happen in, and affect, the both sides of the brain from the start. There are many different types of generalised seizures, but they all involve the person becoming unconscious, even just for a few seconds, and they won't remember the seizure itself. The most well-known generalised seizure is the tonic clonic (convulsive) seizure.</td> </tr> <tr> <td><strong>Genetic</strong></td> <td>The information in the DNA in our cells that controls our characteristics, for example hair colour, sex and height.</td> </tr> <tr> <td><strong>Handover clinic</strong></td> <td>A clinic where a young people 'leaves the paediatric service and joins an adult service' and comprises both adult and paediatric health professionals</td> </tr> <tr> <td><strong>Infantile spasms (also called West Syndrome)</strong></td> <td>A rare childhood epilepsy syndrome that starts in the first year of life. The child has brief jerks or spasms of the arms, legs or whole body, often in clusters. Some children have problems with learning or behaviour.</td> </tr> <tr> <td><strong>Input</strong></td> <td>Any form of documented clinical contact including face to face clinical, written, electronic or telephone contact</td> </tr> <tr> <td><strong>Juvenile myoclonic epilepsy (JME)</strong></td> <td>A type of childhood epilepsy syndrome that starts between the ages of 11 and 18 years. The person usually has myoclonic seizures when they are waking up and might also have absences and tonic clonic seizures. This syndrome usually responds well to medication.</td> </tr> </tbody> </table> <page_number>57</page_number> <table> <thead> <tr> <td>Ketogenic diet</td> <td>A high fat, controlled protein, low carbohydrate diet that helps control seizures in some children with epilepsy. The diet works by encouraging the body to get energy from fat (rather than from carbohydrates). When this happens, the body produces chemicals called ketones which, for some children, help prevent seizures from happening.</td> </tr> <tr> <td>Ketones</td> <td>Chemicals produced in the body when the body uses fat for energy. This happens in high-fat diets such as the ketogenic diet. Ketones can help prevent seizures from happening for some people.</td> </tr> <tr> <td>Ketosis</td> <td>The process of producing ketones in the body, when the body uses fat for energy.</td> </tr> <tr> <td>Magnetic resonance imaging (MRI)</td> <td>A type of scan that uses strong magnetic fields and radio waves to produce detailed images of the inside of the body. An MRI scanner is a large tube that contains powerful magnets.</td> </tr> <tr> <td>Midazolam</td> <td>A type of medication that is given to someone who is having prolonged or repeated seizures, to stop status epilepticus from happening. Buccal means it is given into the mouth between the teeth and the cheek. Midazolam is a type of emergency medication.</td> </tr> <tr> <td>Myoclonic seizure</td> <td>A type of generalised seizure where just part of the body (for example, a leg or arm) suddenly jerks. Myoclonic jerks often happen in clusters (several happening in a row) and often early in the morning.</td> </tr> <tr> <td>Neurodisability</td> <td>Documented diagnosis including any of the following phrases indicating the diagnosis made by the assessing team: - Autistic spectrum disorder - Moderate, severe (or profound) learning difficulty or global development delay - Cerebral palsy - Neuronal migratory disease or condition - An identified chromosomal disorder with a neurological or developmental component - Attention deficit hyperactivity disorder (ADHD) - Exclusions e.g. hypermobility, dyspraxia, specific learning difficulties e.g. (dyslexia, dyscalculia)</td> </tr> <tr> <td>Neurological examination</td> <td>Any evidence of a neurological examination of the child</td> </tr> <tr> <td>Paediatrician with expertise</td> <td>A paediatric consultant (or associate specialist) defined by themselves, their employer and tertiary service/network as having: - training and continuing education in epilepsies - AND peer review of practice - AND regular audit of diagnosis (e.g. participation in Epilepsy12) (Consensus Conference on Better care for children and adults with epilepsy- Final Statement, Royal College of Physicians of Edinburgh, 2002). A paediatric neurologist is also defined as a ‘paediatrician with expertise’.</td> </tr> <tr> <td>Parietal lobe seizures</td> <td>Focal seizures that start in the parietal lobe. Simple focal seizures from the parietal lobe include feeling numb or tingling in part of the body, a burning sensation or feeling of heat, or feeling that parts of the body are bigger or smaller than they really are. Complex focal seizures from this area are rare.</td> </tr> </thead> <tbody></tbody> </table> <page_number>58</page_number> Epilepsy12 2020 Combined organisational and clinical audits. Report for England and Wales, Round 3, Cohort 1 2018-19 <table> <thead> <tr> <td>Partial seizures</td> <td>Another name for 'focal seizures'. There are seizures that happen in, and affect, only part of the brain (not both sides of the brain) and start from a 'focal point' in the brain. What happens in these seizures varies depending on which part of the brain is affected and what that part of the brain normally does.</td> </tr> <tr> <td>Paroxysmal episodes</td> <td>This is the term chosen in this audit to represent the events causing concern. It includes all epileptic and non-epileptic seizures and also seizures of uncertain in origin.</td> </tr> <tr> <td>Psychiatrist</td> <td>A medically trained doctor who specialises in mental health problems. Psychiatrists are medically qualified and can prescribe medications.</td> </tr> <tr> <td>Psychologist</td> <td>Someone who studies the way the mind works and how people behave. Clinical psychologists are trained to help people manage mental health and social problems and they cannot prescribe medications.</td> </tr> <tr> <td>Refractory epilepsy</td> <td>Epilepsy that does not respond to AEDs (AEDs do not stop the seizures). This is also called intractable, drug-resistant or difficult to control epilepsy.</td> </tr> <tr> <td>Rescue medication</td> <td>Medication that is given to a person when they are having prolonged or repeated seizures to stop status epilepticus from happening. It is usually either rectal diazepam or buccal midazolam. These are only given in an emergency; they are not the same as AEDs, which are taken every day to prevent seizures.</td> </tr> <tr> <td>Risk assessment</td> <td>An assessment of someone's safety and possible risks. This might be at work, at home or any other area. Assessments look at risks to health and safety as well as ways to reduce risk, such as making reasonable adjustments or taking safety measures.</td> </tr> <tr> <td>Secondarily generalised seizures</td> <td>Seizures that start as a focal seizure (in part of the brain) but the seizure activity spreads and affects the whole of the brain. In simple terms these are 'small seizures' that become 'big seizures'. The focal seizure start is sometimes called an 'aura' or 'seizure warning', and the seizure usually spreads to become tonic clonic seizure.</td> </tr> <tr> <td>Seizure</td> <td>A sudden, short-lived event that causes a change in the person's behaviour, awareness or consciousness. There are lots of different causes and types of seizures including epileptic seizures, hypoglycaemic (diabetic) seizures, non-epileptic seizures, syncope (fainting), and seizures caused by a heart problem.</td> </tr> <tr> <td>Seizure control</td> <td>When seizures are completely stopped, and the person experiences no seizures anymore. This is usually achieved by taking AEDs.</td> </tr> <tr> <td>Seizure-free</td> <td>When a person's seizures are fully controlled and stop happening (they don't have seizures anymore).</td> </tr> <tr> <td>Severe Myoclonic Epilepsy in Infancy (SMEI) (also called Dravet Syndrome)</td> <td>A rare childhood epilepsy syndrome that starts in a child's first few years of life. The child has jerking seizures, usually on one side of the body. They may also be photosensitive. Learning, speech and general development may be affected.</td> </tr> <tr> <td>SUDEP (Sudden Unexpected Death in Epilepsy)</td> <td>When a person with epilepsy suddenly dies and no reason for their death can be seen.</td> </tr> <tr> <td>Symptomatic epilepsy</td> <td>Epilepsy where there is a known physical cause of the person's seizures. This could be due to a scar on the brain, an accident or head injury, or a stroke or brain tumour. Structural causes can often be seen on an MRI.</td> </tr> </thead> <tbody></tbody> <tfoot></tfoot> </table> <page_number>59</page_number> <table> <tr> <td><strong>Syncope</strong></td> <td>When someone loses consciousness and collapses because the oxygen getting to their brain temporarily stops. This can be because of a drop-in blood pressure, a change in the heartbeat (and not enough blood is pumped through the heart), or because of a reduced amount of oxygen in the blood. Syncope is also another word for 'faint'.</td> </tr> <tr> <td><strong>'School age'</strong></td> <td>Child 5 years and older (past their 5th birthday)</td> </tr> <tr> <td><strong>Temporal lobe seizures</strong></td> <td>Focal seizures that start in the temporal lobe. Simple focal seizures from the temporal lobe include an epigastric rising sensation, a sudden feeling of fear or joy or a funny taste or smell.</td> </tr> <tr> <td><strong>Tonic clonic seizure</strong></td> <td>A type of generalised seizure where the person stiffens (the 'tonic' part), falls down if they are standing, and then shakes, jerks or convulses (the 'clonic' part).</td> </tr> <tr> <td><strong>Transition</strong></td> <td>When the management of someone's epilepsy moves ('transfers') from a paediatrician to an adult neurologist. Transition usually happens at around 16 - 18 years of age.</td> </tr> <tr> <td><strong>Treatment plan</strong></td> <td>A record of the number and types of AED taken, when to take them and what to do if they do not work or need adjusting or changing. This is also called a drug plan.</td> </tr> <tr> <td><strong>Vagus nerve</strong></td> <td>The Vagus nerves connect to many different parts of the body and passes messages between the brain and various organs, including the throat, the heart, organs in the chest and abdomen.</td> </tr> <tr> <td><strong>Vagus Nerve Stimulation (VNS)</strong></td> <td>A type of treatment for epilepsy. It involves having a generator implanted in the chest wall attached to electrical wires around the Vagus nerve in the neck. The generator sends regular electrical signals through the Vagus nerve into the brain. For some people this prevents or reduces the brain activity during seizures, and can reduce the number, length or severity of seizures they have.</td> </tr> <tr> <td><strong>Video telemetry</strong></td> <td>A test which involves having an EEG and being videotaped at the same time. This means that the EEG recording of a seizure can be compared to what is seen happening to the person. This can help to diagnose epilepsy and non-epileptic seizures.</td> </tr> </table> <page_number>60</page_number> [API_EMPTY_RESPONSE] Epilepsy12 Combined organisational and clinical audits: Report for England and Wales Round 3 Cohort 1 (2018-19) Published by the RCPCH September 2020 <img>HQIP Healthcare Quality Improvement Partnership logo</img> HQIP Healthcare Quality Improvement Partnership <img>RCPCH Royal College of Paediatrics and Child Health logo</img> Royal College of Paediatrics and Child Health 5-11 Theobalds Road, London, WC1X 8SH Dawson House, 5 Jewry Street, London EC3N 2EX The Royal College of Paediatrics and Child Health (RCPCH) is a registered charity in England and Wales (1057744) and in Scotland (SC038299).	ENGLISH
1922-pdf	<img>Ministry of JUSTICE logo</img> <img>NATIONAL STATISTICS logo</img> # Statistics on deaths reported to coroners ## England and Wales, 2008 Ministry of Justice Statistics bulletin Published 7 May 2009 <img>Ministry of JUSTICE logo</img> # Statistics on deaths reported to coroners ## England and Wales, 2008 Ministry of Justice Statistics bulletin Also available on the Ministry of Justice website at www.justice.gov.uk/publications/coronersannual.htm Executive summary This bulletin presents statistics of coroners’ work during the calendar year 2008, including deaths reported, post-mortems, and inquests (including those for treasure and treasure trove). These figures are used to monitor coroners’ workload, throughput of cases, and percentages of post-mortems and inquests. Main points - Some 234,800 deaths were reported to coroners in 2008, a rise of 300 (0.1 per cent) from the 2007 figure. (Tables 1, 2, and 3) - The proportion of all registered deaths reported to coroners rose from 46.5 per cent in 2007 to an estimated 46.7 per cent in 2008, in line with the prevailing trend. (Table 2) - The percentage of cases involving post-mortem examinations, as a proportion of all deaths reported to coroners, fell from 47 per cent in 2007 to 46 per cent in 2008, continuing the existing downward trend. (Table 3) - Inquests were opened on 31,000 deaths, representing just over 13 per cent of all deaths reported to coroners, similar to the level reported in 2007. (Table 3) - As in recent years, the most common verdicts returned at inquests were death by accident or misadventure (in 32 per cent of cases), deaths from natural causes (26 per cent) and suicide (11 per cent). (Tables 4 and 6) - Verdicts of suicide rose by 10 per cent in 2008 compared to the previous year; there were rises in the number of verdicts of death by accident or misadventure, from natural causes, and from industrial diseases. There was also a large rise in the number of non-specific verdicts, a category which includes narrative verdicts which are a factual record of how and in what circumstances the death occurred; often used where the cause of death does not easily fit any of the short-form categories. (Table 6) \<page_number>1\</page_number> Introduction and important note on counting methodology This bulletin presents statistics of deaths reported to coroners in England and Wales in 2008 in accordance with section 28 of the Coroners Act 1988. Information is provided on deaths reported to coroners, post-mortem examinations and inquests held, and verdicts returned at inquests. Since 1995, coroners have been asked to report on those deaths notified to them which resulted in no further action being taken by them (known as “NFA cases”), that is, there was no inquest, no post-mortem, and no certificate was issued by them for registration purposes. Prior to 1995, however, NFA cases were not reported in the annual statistics. It should be noted therefore that in Tables 2 and 3, which show figures over a number of years, figures for the total number of deaths reported to coroners since 1995 are not directly comparable to those for earlier years, as they have been counted on a different basis. Because of differences between coroners as to how these NFA cases were reported in their figures, since 2005 all coroners have been asked to include these cases within the figures for all deaths reported that required neither an inquest nor a post-mortem, with separate figures for NFA cases only if the sex of the deceased was not known. A consistent time series for deaths reported excluding NFA cases is therefore not available. \<page_number>2\</page_number> Deaths reported (Tables 1, 2 and 3, Figures 1 and 2) The number of deaths reported to coroners in 2008 rose by 300 (0.1 per cent) from the previous year, from 234,500 in 2007 to 234,800 during 2008, the highest annual total to date. The proportion of registered deaths in the calendar year 2008 that were reported to coroners in 2008 rose by a small amount from 46.5 per cent to an estimated 46.7 per cent, continuing a long-term trend. This proportion is also the highest figure recorded to date. Figure 1: Registered deaths, and deaths reported to coroners, England and Wales, 1950-2008 <img> A bar chart showing registered deaths and deaths reported to coroners over time. The y-axis represents thousands of deaths. The x-axis shows years: 1950, 1960, 1970, 1980, 1990, 2000, 2008. For each year, there are two bars: - A green bar representing deaths reported to coroners. - A yellow bar representing registered deaths (whole column). </img> NOTE: The figures for deaths reported to coroners in the columns to the right of the vertical dashed line include NFA cases, while those to the left exclude NFA cases (see above). The long-term trend, as well as that of the proportion of deaths reported, is upwards. Since the Shipman murders came to light about a decade ago, there has been more concern about proper process. In the longer term, this rise is probably also due in part to the growing use, over at least the last twenty years, of deputising services by general practitioners, leading to greater referrals to coroners. \<page_number>3\</page_number> Figure 2: Deaths reported to coroners as a percentage of registered deaths, England and Wales, 1995-2008 Percentage of registered deaths <img>Line graph showing the percentage of registered deaths reported to coroners from 1995 to 2008. The y-axis ranges from 0% to 50%. The x-axis shows years: 1995, 1996, 1997, 1998, 1999, 2000, 2001, 2002, 2003, 2004, 2005, 2006, 2007, 2008. The line starts at around 35% in 1995 and increases gradually to around 45% in 2008.</img> Post-mortem examinations held and inquests opened (Tables 1, 2, and 3, Figures 3a and 3b) Post-mortem examinations were ordered by coroners in 46 per cent of all cases reported to them in 2008. This was just under one percentage point lower than in 2007, continuing the long-term downward trend. The actual number of deaths reported to coroners in 2008 where a post-mortem was held was 108,400, some 2,000 fewer than in the year before. Figure 3a: Post-mortems as a percentage of deaths reported to coroners, England and Wales, 1995-2008 Percentage of deaths reported <img>Line graph showing the percentage of deaths reported to coroners from 1995 to 2008. The y-axis ranges from 0% to 70%. The x-axis shows years: 1995, 1996, 1997, 1998, 1999, 2000, 2001, 2002, 2003, 2004, 2005, 2006, 2007, 2008. The line starts at around 65% in 1995 and decreases gradually to around 45% in 2008.</img> Inquests were opened on 31,000 deaths reported to coroners in 2008, about 200 more than in 2007, and the highest annual number since at least 1980. Inquest cases represented just over one in eight of all the deaths reported to coroners in 2008, the same proportion of the total as in the previous year. Figure 3b: Inquests as a percentage of deaths reported to coroners, England and Wales, 1995-2008 Percentage of deaths reported <img>A line graph showing the percentage of deaths reported to coroners in England and Wales from 1995 to 2008. The y-axis ranges from 0% to 14%. The x-axis shows years from 1995 to 2008. The line starts around 10% in 1995, rises slightly each year until around 2003, then fluctuates but generally remains between 12% and 13% until 2008.</img> Post-mortems in inquest cases (Table 3) When an inquest is held a post-mortem examination has usually been conducted, and in 2008 post-mortems were conducted in 92 per cent of such cases. This is a marginally lower proportion than in the previous year, and continues a shallow declining trend over the past decade or so. Prior to the late 1990s, the holding of an inquest without a post-mortem examination was comparatively rare, accounting for around 2 per cent or less of inquest cases every year. In 2008 there were nearly 2,500 inquests without a post-mortem, over six times the number so reported ten years ago. Post-mortems in non-inquest cases (Table 3) In the majority of cases referred to coroners there is no inquest. In 2008, there were just under 80,000 non-inquest cases where a post-mortem was held, and the percentage of non-inquest cases that required a post-mortem fell to 39 per cent. This proportion has fallen steadily in recent years; in 1995 it was 56 per cent of all non-inquest cases. Note that Figure 3a above shows the proportion of all deaths reported to coroners where a post-mortem was held, whether there was an inquest or not. \<page_number>5\</page_number> Cases requiring neither an inquest nor a post-mortem (Table 3) There were also 124,000 cases reported to coroners where there was neither an inquest nor a post-mortem. This particular category of case has been increasing in number in recent years. In addition, as a proportion of all coroners' cases, those where there was neither an inquest nor a post-mortem examination have increased, from around 40 per cent or just above in the late 1990s, to 53 per cent in 2008. Inquest verdicts returned (Tables 4, 5 and 6, Figures 4, 5 and 6) Verdicts were returned at nearly 29,000 inquests in 2008, 1,600 more than in 2007. As in previous years the most common verdicts in 2008 were: death by accident or misadventure (9,200, 32 per cent of all verdicts), deaths from natural causes (7,600, 26 per cent), and suicide (3,300, 11 per cent). Non-specific verdicts (see below) also accounted for 11 per cent of verdicts in 2008¹. A number of categories of verdict experienced increases in 2008 compared to the previous year, including verdicts of death from natural causes, up 550 (8 per cent) on the 2007 figure to 7,600, and non-specific verdicts, up 410 (14 per cent) to over 3,300. The last-mentioned rise is at least in part due to the increasing use of what are known as 'narrative verdicts' by some coroners (see the paragraph on trends, below). A narrative verdict is where, instead of a conventional verdict, at the end of the inquest the coroner records a factual record of how and in what circumstances the death occurred. Recent case law may be responsible for the increased number of narrative verdicts in recent years, including the House of Lords Middleton² judgement which encouraged their use. The number of open verdicts returned in 2008 fell slightly, from 2,240 to 2,170, a drop of 3 per cent. Trends (Table 5 and Figure 4) Verdicts of death from natural causes are tending to rise. There is a long-term downward trend in the numbers of verdicts of suicide, though there are fluctuations within that trend, including a rise in the number of such verdicts ______________________________________________________________________ ¹ The number of verdicts delivered in any year is not the same as the number of inquests opened. The number of inquests opened referred to in this bulletin will include inquests which were still in progress at the year's end, whereas the verdicts discussed in this paragraph necessarily pertain to those inquests which have been completed. Some of these inquests may have begun in a previous year. ² R v H.M. Coroner for Western Somersetshire and another ex parte Middleton (2004) \<page_number>6\</page_number> in 2008 compared to 2007. The number of open verdicts has fallen in the last few years. As a proportion of verdicts delivered by coroners during a calendar year, there are five main trends, two rising and three falling. - Verdicts of deaths by accident or misadventure have been declining, from 47 per cent of verdicts returned in 1994 to 32 per cent in 2008. - Suicide verdicts have been declining slowly over the same period, from 18 per cent in 1994 to around 11 per cent last year. - Open verdicts have been falling in percentage terms in the last few years. - Verdicts of natural causes have risen from 12 per cent in 1994 to around 26 per cent in 2008. - Non-specific verdicts (which include narrative verdicts, as explained above) formed fewer than one per cent of the total until 2001, but accounted for over 11 per cent in 2008. Figure 4: Verdicts returned at inquests, England and Wales, 1995-2008 Number of verdicts <table> <thead> <tr> <td></td> <td>Verdicts</td> <td>Deaths from natural causes</td> <td>Deaths from industrial diseases</td> <td>Deaths by accident or misadventure</td> </tr> </thead> <tbody> <tr> <td>30,000</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>25,000</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>20,000</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>15,000</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>10,000</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>5,000</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>0</td> <td><img>Bar chart showing the number of verdicts returned at inquests, England and Wales, 1995-2008.</img></td> <td><img>Bar chart showing deaths from natural causes.</img></td> <td><img>Bar chart showing deaths from industrial diseases.</img></td> <td><img>Bar chart showing deaths by accident or misadventure.</img></td> </tr> <tr> <td>1995</td> <td>15%</td> <td>3%</td> <td>3%</td> <td>5%</td> </tr> <tr> <td>1996</td> <td>15%</td> <td>3%</td> <td>3%</td> <td>5%</td> </tr> <tr> <td>1997</td> <td>15%</td> <td>3%</td> <td>3%</td> <td>5%</td> </tr> <tr> <td>1998</td> <td>15%</td> <td>3%</td> <td>3%</td> <td>5%</td> </tr> <tr> <td>1999</td> <td>15%</td> <td>3%</td> <td>3%</td> <td>5%</td> </tr> <tr> <td>2000</td> <td>15%</td> <td>3%</td> <td>3%</td> <td>5%</td> </tr> <tr> <td>2001</td> <td>15%</td> <td>3%</td> <td>3%</td> <td>5%</td> </tr> <tr> <td>2002</td> <td>15%</td> <td>3%</td> <td>3%</td> <td>5%</td> </tr> <tr> <td>2003</td> <td>15%</td> <td>3%</td> <td>3%</td> <td>5%</td> </tr> <tr> <td>2004</td> <td>15%</td> <td>3%</td> <td>3%</td> <td>5%</td> </tr> <tr> <td>2005</td> <td>15%</td> <td>3%</td> <td>3%</td> <td>5%</td> </tr> <tr> <td>2006</td> <td>15%</td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br/><img>A bar chart showing the number of verdicts returned at inquests, England and Wales, 1995-2008. The y-axis represents the number of verdicts, ranging from 0 to 30,000. The x-axis shows the years from 1995 to 2008. Each year has four bars representing different types of verdicts: "Other verdicts", "Deaths from natural causes", "Deaths from industrial diseases", and "Deaths by accident or misadventure". For example, in 1995, "Other verdicts" is approximately 15%, "Deaths from natural causes" is approximately 3%, "Deaths from industrial diseases" is approximately 3%, and "Deaths by accident or misadventure" is approximately 5%. In general, these percentages remain relatively stable across the years shown.</img>Includes open verdicts, and non-specific verdicts, etc. (see Table 6)</page_number>"/></page_number> \<page_number>"7"\</page_number> <img>A bar chart showing the number of verdicts returned at inquests, England and Wales, 1995-2008. The y-axis represents the number of verdicts, ranging from 0 to 30,000. The x-axis shows the years from 1995 to 2008. Each year has four bars representing different types of verdicts: "Other verdicts", "Deaths from natural causes", "Deaths from industrial diseases", and "Deaths by accident or misadventure". For example, in 1995, "Other verdicts" is approximately 15%, "Deaths from natural causes" is approximately 3%, "Deaths from industrial diseases" is approximately 3%, and "Deaths by accident or misadventure" is approximately 5%. In general, these percentages remain relatively stable across the years shown.</img>\Includes open verdicts, and non-specific verdicts, etc. (see Table 6)\</page_number>"/>\</page_number> \<page_number>"7"\</page_number> <img>A bar chart showing the number of verdicts returned at inquests, England and Wales, 1995-2008. The y-axis represents the number of verdicts, ranging from 0 to 30,000. The x-axis shows the years from 1995 to 2008. Each year has four bars representing different types of verdicts: "Other verdicts", "Deaths from natural causes", "Deaths from industrial diseases", and "Deaths by accident or misadventure". For example, in 1995, "Other verdicts" is approximately 15%, "Deaths from natural causes" is approximately 3%, "Deaths from industrial diseases" is approximately 3%, and "Deaths by accident or misadventure" is approximately 5%. In general, these percentages remain relatively stable across the years shown.</img>\Includes open verdicts, and non-specific verdicts, etc. (see Table 6)\</page_number>"/>\</page_number> \<page_number>"7"\</page_number> <img>A bar chart showing the number of verdicts returned at inquests, England and Wales, 1995-2008. The y-axis represents the number of verdicts, ranging from 0 to 30,000. The x-axis shows the years from 1995 to 2008. Each year has four bars representing different types of verdicts: "Other verdicts", "Deaths from natural causes", "Deaths from industrial diseases", and "Deaths by accident or misadventure". For example, in 1995, "Other verdicts" is approximately 15%, "Deaths from natural causes" is approximately 3%, "Deaths from industrial diseases" is approximately 3%, and "Deaths by accident or misadventure" is approximately 5%. In general, these percentages remain relatively stable across the years shown.</img>\Includes open verdicts, and non-specific verdicts, etc. (see Table 6)\</page_number>"/>\</page_number> \<page_number>"7"\</page_number> <img>A bar chart showing the number of verdicts returned at inquests, England and Wales, 1995-2008. The y-axis represents the number of verdicts, ranging from 0 to 30,000. The x-axis shows the years from 1995 to 2008. Each year has four bars representing different types of verdicts: "Other verdicts", "Deaths from natural causes", "Deaths from industrial diseases", and "Deaths by accident or misadventure". For example, in 1995, "Other verdicts" is approximately 15%, "Deaths from natural causes" is approximately 3%, "Deaths from industrial diseases" is approximately 3%, and "Deaths by accident or misadventure" is approximately 5%. In general, these percentages remain relatively stable across the years shown.</img>\Includes open verdicts, and non-specific verdicts, etc. (see Table 6)\</page_number>"/>\</page_number> \<page_number>"7"\</page_number> <img>A bar chart showing the number of verdicts returned at inquests, England and Wales, 1995-2008. The y-axis represents the number of verdicts, ranging from 0 to 30,000. The x-axis shows the years from 1995 to 2008. Each year has four bars representing different types of verdicts: "Other verdicts", "Deaths from natural causes", "Deaths from industrial diseases", and "Deaths by accident or misadventure". For example, in 1995, "Other verdicts" is approximately 15%, "Deaths from natural causes" is approximately 3%, "Deaths from industrial diseases" is approximately 3%, and "Deaths by accident or misadventure" is approximately 5%. In general, these percentages remain relatively stable across the years shown.</img>\Includes open verdicts, and non-specific verdicts, etc. (see Table 6)\</page_number>"/>\</page_number> \<page_number>"7"\</page_number> <img>A bar chart showing the number of verdicts returned at inquests, England and Wales, 1995-2008. The y-axis represents the number of verdicts, ranging from 0 to 3 Gender differences (Table 4, Figures 5 and 6) The pattern of verdicts differs between males and females. Male deaths accounted for about 68 per cent of all verdicts returned in 2008; but they also included 92 per cent of verdicts of death from industrial disease, 77 per cent of verdicts of suicide, and 83 per cent of verdicts of death from dependence on, or non-dependent abuse of, drugs. For females, the most common verdict was death by accident or misadventure (37 per cent of all female verdicts) followed by death from natural causes (30 per cent). These proportions were all similar to those in recent years. Figure 5: Verdicts returned at inquests by sex, England and Wales, 2008* <img>A pie chart showing the distribution of verdicts by cause of death for males and females in England and Wales in 2008. For males: - All other: 9% - Open verdicts: 8% - Drug-related: 5% - Natural causes: 24% - Industrial disease: 12% - Accident or misadventure: 6% - Suicide: 6% For females: - All other: 8% - Open verdicts: 7% - Drug-related: 7% - Natural causes: 30% - Industrial disease: 9% - Accident or misadventure: 37% - Suicide: 2% Males (total = 19,665) Females (total = 9,331)</img> Figure 6: Number of verdicts returned at inquests, by sex, England and Wales, 2008 <img>A bar chart showing the number of verdicts by cause of death for males and females in England and Wales in 2008. Accident or misadventure: Males = 3,500, Females = 3,300 Suicide: Males = 1,500, Females = 1,400 Industrial disease: Males = 1,500, Females = 1,400 Natural causes: Males = 4,500, Females = 4,300 Drug-related: Males = 1,500, Females = 1,400 Open verdicts: Males = 1,500, Females = 1,400 All other: Males = 1,500, Females = 1,400 Number of verdicts \\begin{array}{\|c\|c\|c\|} \\hline & \\text{Males} & \\text{Females} \\ \\hline \\text{Accident or misadventure} & \\text{3,500} & \\text{3,300} \\ \\text{Suicide} & \\text{1,500} & \\text{1,400} \\ \\text{Industrial disease} & \\text{1,500} & \\text{1,400} \\ \\text{Natural causes} & \\text{4,500} & \\text{4,300} \\ \\text{Drug-related} & \\text{1,500} & \\text{1,400} \\ \\text{Open verdicts} & \\text{1,500} & \\text{1,400} \\ \\text{All other} & \\text{1,500} & \\text{1,400} \\ \\hline \\end{array}</img> \<page_number>8\</page_number> Age of deceased in inquests where a verdict was returned (Table 5) For the first time in 2008, coroners were asked to provide information (in summary form) on the ages of persons whose deaths proceeded to inquest and a verdict was returned during the year. Over 40 per cent of completed inquests in 2008 were in relation to persons who were 65 years of age or more at death. Just under 10 per cent of inquests concluded were into the death of persons aged under 25. The age of the deceased was either not known or could not be readily provided in about 3 per cent of cases. Inquests with juries, and adjourned inquests (Table 7) Nearly all inquests concluded in 2008, as in other years, were held without juries. The number of inquests held with juries in 2008 was 490 (representing under 2 per cent of all inquests), a modest fall of about 50 compared to 2007. Both the number and proportion of inquests held with juries have been on a downward trend recent years; by comparison, 4.7 per cent of inquests concluded in 1998 had a jury. Around 830 inquests were adjourned by the coroner under Section 16 of the Coroners Act 1988 because criminal proceedings were pending and not resumed. This is comparable with the level generally prevailing in recent years. Treasure and Treasure Trove (Table 8 and Figure 7) On 24 September 1997, the Treasure Act 1996 came into force and replaced the common law of Treasure Trove in England and Wales. The 1996 Act introduced new requirements for reporting and dealing with finds. Not all finds need be the subject of an inquest. In 2008, 610 finds were reported and 286 inquests were concluded, from which a verdict declaring a find to be Treasure was returned in 270 cases. There were also 9 inquests held into Treasure Trove in 2008, relating to finds made before the current Act came into force. It is likely that a few such inquests will continue to be held for some time. The number of finds reported has been steadily increasing in recent years; this is probably because of the increasing popularity of treasure-hunting as a hobby. The dip in reported finds in 2001 is almost certainly due to the foot-and-mouth outbreak, which severely restricted access to land during the spring of that year. An annual report on the operation of the Treasure Act 1996 is published by the Department for Culture, Media and Sport. \<page_number>9\</page_number> Figure 7: Finds reported to coroners and inquests held under the Treasure Act, 1997-2008 Number of finds or inquests <img> A bar chart showing the number of finds reported (■) and the number of inquests held (□) from 1997 to 2008. The y-axis ranges from 0 to 700 in increments of 100. The x-axis shows years: 1997, 1998, 1999, 2000, 2001, 2002, 2003, 2004, 2005, 2006, 2007, 2008. For each year: - The number of finds reported (■) is approximately: - 1997: ~50 - 1998: ~150 - 1999: ~150 - 2000: ~250 - 2001: ~150 - 2002: ~350 - 2003: ~450 - 2004: ~450 - 2005: ~450 - 2006: ~450 - 2007: ~550 - 2008: ~650 - The number of inquests held (□) is approximately: - 1997: ~5 - 1998: ~15 - 1999: ~15 - 2000: ~25 - 2001: ~15 - 2002: ~35 - 2003: ~45 - 2004: ~45 - 2005: ~45 - 2006: ~45 - 2007: ~55 - 2008: ~65 </img> ■ Number of finds reported □ Number of inquests held \<page_number>10\</page_number> Map of coroner jurisdictions in England and Wales, shaded according to the total number of deaths reported to each coroner in 2008 (see overleaf for key to jurisdictions) Legend <legend> Less than 1,000 1,000 to 1,999 2,000 to 2,999 3,000 to 3,999 4,000 to 4,999 5,000 or more </legend> © Crown copyright. All rights reserved. Ministry of Justice 100037819 2009 <img>A map of England and Wales showing coroner jurisdictions shaded by the total number of deaths reported in 2008.</img> \<page_number>11\</page_number> Map of coroner jurisdictions in England and Wales – key to jurisdictions 0 – Avon 57 – North Durham 1 – Bedfordshire and Luton 58 – North East Hampshire 2 – Berkshire 59 – North West Kent 3 – Birmingham and Solihull 60 – North East Wales 4 – Black Country 61 – North Lincolnshire and Grimsby 5 – Blackburn, Hyndburn and Ribble Valley 62 – North London 6 – Blackpool/Fylde 63 – North Northumberland 7 – Boston and Spalding 64 – North Tyneisde 8 – Bournemouth, Poole and Eastern Dorset 65 – North West Kent 9 – Birmingham, Vale of Glamorgan Valleys 66 – North West Wales 10 – Brighton and Hove 67 – North Yorkshire Eastern District 11 – Buckinghamshire 68 – North Yorkshire Western District 12 – Cardiff and Vale of Glamorgan 69 – North and East Cambridgeshire 13 – Carmarthenshire 70 – North and West Cumbria 14 – Central Hampshire 71 – Northamptonshire 15 – Central South Wales 72 – Northumberland 16 – Central and South East Kent 73 – Oxfordshire 17 – Ceredigion 74 – Pembrokeshire 18 – Cheshire 75 – Peterborough 19 – City and County of Swansea (20 City of London – not visible) 76 – Plymouth and South West Devon 21 – Cornwall 77 – Portsmouth and South East Hampshire 22 – Coventry 78 – Preston and West Lancashire 23 – Darlington and South Durham 79 – Rutland and North Leicestershire 24 – Derby and South Derbyshire 81 – Sefton, Knowsley and St Helens 25 – East Lancashire 82 – South London 26 – East London 83 – South Northumberland 27 – East Sussex and Hull 84 – South Gloucestershire 28 – East Sussex 85 – South Yorkshire Eastern District 29 – Eastern Somerset 86 - South Yorkshire Western District 30 – Essex and Thurrock 87 - South and East Cumbria 31 – Exeter and Greater Devon 88 - South and West Cambridgeshire 32 - Gateshead and South Tyneside 89 - Southampton and New Forest 33 - Gloucestershire 90 - Southend-on-Sea 34 - Great Yarmouth 91 - Southend and Leith 35 - Greater Norfolk 92 - Staffordshire South 36 - Gwent 93 - Stamford 37 - Hartlepool 94 - Stoke-on-Trent and North Staffordshire Tables Table 1. Deaths reported to coroners, 2008 Table 2. Registered deaths, deaths reported to coroners, and inquests opened, 1950-2008 Table 3. Deaths reported to coroners, post-mortem examinations held and inquests opened, 1994-2008 Table 4. Inquest verdicts returned, 2008 Table 5. Age of deceased in inquests where a verdict was returned, 2008 Table 6. Inquest verdicts returned, 1994-2008 Table 7. Inquests concluded which were held with juries and inquests adjourned; High Court orders and exhumations, 1994-2008 Table 8. Treasure inquests, 1994-2008 Table 9. Reported deaths, post-mortems and inquests by jurisdiction, 2008, and comparison with 2007 Table 10. Inquest verdicts returned, by jurisdiction, 2008 \<page_number>13\</page_number> Table 1: Deaths reported to coroners, 2008 <table> <thead> <tr> <th></th> <th colspan="3">Number of reported deaths</th> </tr> <tr> <th></th> <th>Males</th> <th>Females</th> <th>Total</th> </tr> </thead> <tbody> <tr> <td><strong>Total deaths reported to coroners, 2008 (1)(2)</strong></td> <td><strong>124,269</strong></td> <td><strong>110,088</strong></td> <td><strong>234,784</strong></td> </tr> <tr> <td><em>Inquests</em></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Deaths reported where an inquest was opened</td> <td>20,963</td> <td>10,036</td> <td>30,999</td> </tr> <tr> <td>Deaths reported where no inquest occurred (1)(2)</td> <td>103,306</td> <td>100,052</td> <td>203,785</td> </tr> <tr> <td><em>Post-mortem examinations</em></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Deaths reported where a post-mortem took place</td> <td>64,299</td> <td>44,061</td> <td>108,360</td> </tr> <tr> <td>Deaths reported without a post-mortem (1)(2)</td> <td>59,970</td> <td>66,027</td> <td>126,424</td> </tr> </tbody> </table> (1) This row includes deaths referred to the coroner where no certificate of any kind was issued ("no further action" cases). (2) The total column includes "no further action" cases which could not be categorized into males and females. Table 2: Registered deaths, deaths reported to coroners, and inquests opened, 1950-2008 <table> <thead> <tr> <th rowspan="2">Year</th> <th rowspan="2">Registered<br>(thousands)</th> <th colspan="3">Deaths reported to coroners</th> <th rowspan="2">Inquests opened<br>(thousands)</th> <th colspan="2">As a percentage of deaths reported to coroners (1)</th> </tr> <tr> <th>Number<br>(thousands) (1)</th> <th>As a percentage<br>of registered<br>deaths</th> <th>Number<br>(thousands)</th> <th>As a percentage of deaths reported to coroners (1)</th> </tr> </thead> <tbody> <tr> <td>1950</td> <td>510.3</td> <td>83.6</td> <td>16.4%</td> <td>25.8</td> <td>30.9%</td> <td></td> </tr> <tr> <td>1960</td> <td>526.3</td> <td>101.1</td> <td>19.2%</td> <td>26.3</td> <td>26.0%</td><td></td> </tr> <tr> <td>1970</td> <td>575.2</td> <td>133.4</td> <td>23.2%</td> <td>24.9</td> <td>18.7%</td><td></td> </tr> <tr> <td>1980</td> <td>581.4</td> <td>170.2</td> <td>29.3%</td> <td>23.1</td> <td>13.6%</td><td></td> </tr> <tr> <td>1990</td> <td>564.8</td> <td>180.1</td> <td>31.9%</td><td>22.1</td><td>12.3%</td><td></td> </tr><tr style="border-top: 1px solid black;"> <td rowspan="4">1994 - 2008</td><td rowspan="4">551.8 - 575.2</td><td rowspan="4">185.0 - 225.5</td><td rowspan="4">33.5% - 45.3%</td><td rowspan="4">20.8 - 29.3</td><td rowspan="4">11.3% - 13.6%</td><td></td></tr><tr><td></td></tr><tr><td></td></tr><tr><td></td></tr><tr style="border-top: 1px solid black;"> <td rowspan="4">* Figures for 1995 onwards include all NFA cases.</td><td rowspan="4">565.9 - 575.2</td><td rowspan="4">208.5 - 225.5</td><td rowspan="4">36.8% - 45.3%</td><td rowspan="4">22.7 - 29.3</td><td rowspan="4">10.9% - 13.6%</td><td></td></tr><tr><td></td></tr><tr><td></td></tr><tr><td></td></tr><tr style="border-top: 1px solid black;"> <td rowspan="4"> Figures for 1995 onwards include all NFA cases.</td><td rowspan="4">563.0 - 575.2</td><td rowspan="4">208.6 - 225.5</ td=""><br/></table> (1) "NFA" cases are deaths notified to coroners which required neither an inquest nor a post-mortem, and where no certificate of any kind was issued. From 1995 onwards all "NFA" cases have been included in the number of reported deaths. Prior to that, these cases were excluded. Figures for 1995 onwards are therefore not directly comparable to those for previous years. (2) Statistics on the number of registered deaths in England and Wales are published by the Office for National Statistics. However, the exact number of registered deaths in 2008 is not yet available and has been estimated for the purposes of this table; see Explanatory Notes for more information. \<page_number>14\</page_number> Table 3: Deaths reported to coroners, post-mortem examinations held and inquests opened, 1994-2008 England and Wales Numbers and percentages <table> <thead> <tr> <td rowspan="2">Year</td> <td colspan="3">Inquest opened</td> <td colspan="3">No inquest opened</td> <td colspan="3">Post-mortems</td> </tr> <tr> <td>Post-mortem examination held</td> <td>% of inquest cases</td> <td>Total inquests opened</td> <td>% of deaths reported (1)</td> <td>Post-mortem examination held</td> <td>% of non-inquest cases (1)</td> <td>No post-mortem held</td> <td>% of non-inquest cases (1)</td> <td>Total non-inquest cases, inc. NFA</td> <td>Total post-mortems held</td> <td>% of deaths reported (1)</td> <td>Total deaths reported Inc. NFA</td> </tr> <tr> <td></td> <td>Number</td> <td>% of inquest cases</td> <td>Number</td> <td>% of inquest cases</td> <td></td> <td>Number</td> <td>% of non-inquest cases (1)</td> <td>Number, inc. NFA</td> <td></td> <td></td> <td>% of deaths reported (1)</td> <td>n/a</td> </tr> </thead> <tbody> <tr> <td>1994</td> <td>20,474</td> <td>98.3%</td> <td>362</td> <td>1.7%</td> <td><strong>20,836</strong></td> <td>n/a</td> <td><strong>104,702</strong></td> <td>n/a</td> <td>n/a</td> <td>n/a</td> <td><strong>125,176</strong></td> <td>n/a</td> <td>n/a</td> </tr> <tr> <td>1995</td> <td>22,247</td> <td>98.1%</td> <td>423</td> <td>1.9%</td> <td><strong>22,670</strong></td> <td>10.9%</td> <td><strong>104,151</strong></td> <td>56.0%</td> <td><strong>81,701</strong></td> <td>44.0%</td> <td><strong>185,852</strong></td> <td><strong>126,398</strong></td> <td>60.6%</td> <td><strong>208,522</strong></td> </tr> <tr> <td>1996</td> <td>21,863</td> <td>98.0%</td> <td>455</<td><u style="color:red;">2.0%</u></th><u style="color:red;">22,318</u></th><u style="color:red;">10.5%</u></th><u style="color:red;">104,321</u></th><u style="color:red;">54.8%</u></th><u style="color:red;">85,945</u></th><u style="color:red;">45.2%</u></th><u style="color:red;">190,266</u></th><u style="color:red;">59.4%</u></th><u style="color:red;">212,584</u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></u></th><u style="color:red;">6%<br/></u></th><u style="color:red;">208,578<br/></,u td </tr> ``` <!-- Year: Post-mortem examination held --> <!-- Year: No post-mortem held --> <!-- Year: Total inquests opened --> <!-- Year: % of deaths reported --> <!-- Year: Post-mortem examination held --> <!-- Year: % of non-inquest cases --> <!-- Year: No post-mortem held --> <!-- Year: Total non-inquest cases --> <!-- Year: Total post-mortems held --> <!-- Year: % of deaths reported --> <!-- Year: Total deaths reported Inc. NFA --> <!-- Year: Post-mortem examination held --> <!-- Year: No post-mortem held --> <!-- Year: Total inquests opened --> <!-- Year: % of deaths reported --> <!-- Year: Post-mortem examination held --> <!-- Year: % of non-inquest cases --> <!-- Year: No post-mortem held --> <!-- Year: Total non-inquest cases --> <!-- Year: Total post-mortems held --> <!-- Year: % of deaths reported --> <!-- Year: Total deaths reported Inc. NFA --> <!-- Year: Post-mortem examination held --> <!-- Year: No post-mortem held --> <!-- Year: Total inquests opened --> <!-- Year: % of deaths reported --> <!-- Year: Post-mortem examination held --> <!-- Year: % of non-inquest cases --> <!-- Year: No post-mortem held --> <!-- Year: Total non-inquest cases --> <!-- Year: Total post-mortems held --> <!-- Year: % of deaths reported --> <!-- Year: Total deaths reported Inc. NFA --> <!-- Year: Post-mortem examination held --> <!-- Year: No post-mortem held --> <!-- Year: Total inquests opened --> <!-- Year: % of deaths reported --> <!-- Year: Post-mortem examination held --> <!-- Year: % of non-inquest cases --> <!-- Year: No post-mortem held --> <!-- Year: Total non-inquest cases --> <!-- Year: Total post-mortems held --> <!-- Year: % of deaths reported --> <!-- Year: Total deaths reported Inc. NFA --> <!-- Year: Post-mortem examination held --> <!-- Year: No post-mortem held --> <!-- Year: Total inquests opened --> <!-- Year: % of deaths reported --> <!-- Year: Post-mortem examination held --> <!-- Year: % of non-inquest cases --> <!-- Year: No post-mortem held --> <!-- Year: Total non-inquest cases --> <!-- Year: Total post-mortems held --> <!-- Year: % of deaths reported --> <!-- Year: Total deaths reported Inc. NFA --> <!-- Year: Post-mortem examination held --> <!-- Year: No post-mortem held --> <!-- Year: Total inquests opened --> <!-- Year: % of deaths reported --> <!-- Year: Post-mortem examination held --> <!-- Year: % of non-inquest cases --> <!-- Year: No post-mortem held --> <!-- Year: Total non-inquest cases --> <!-- Year: Total post-mortems held --> <!-- Year: % of deaths reported --> <!-- Year: Total deaths reported Inc. NFA --> <!-- Year: Post-mortem examination held --> <!-- Year: No post-mortem held --> <!-- Year: Total inquests opened --> <!-- Year: % of deaths reported --> <!-- Year: Post-mortem examination held --> <!-- Year: % of non-inquest cases --> ``` Table 4: Inquest verdicts returned, 2008 England and Wales Number of verdicts returned \| Verdict \| Males \| Females \| Total \| \|---\|---\|---\|---\| \| Homicide, of which: \| \| \| \| \| killed unlawfully \| 191 \| 72 \| 263 \| \| killed lawfully \| 2 \| - \| 2 \| \| Suicide \| 2,560 \| 745 \| 3,305 \| \| Attempted or self-induced abortion \| - \| - \| - \| \| Cause of death aggravated by lack of care, or self-neglect \| 18 \| 17 \| 35 \| \| Dependence on drugs \| 273 \| 70 \| 343 \| \| Non-dependent abuse of drugs \| 241 \| 33 \| 274 \| \| Want of attention at birth \| 1 \| - \| 1 \| \| Death from industrial diseases \| 2,279 \| 196 \| 2,474 \| \| Death by accident or misadventure \| 5,769 \| 3,461 \| 9,230 \| \| Stillborn \| 10 \| 3 \| 13 \| \| Deaths from natural causes \| 4,768 \| 2,788 \| 7,556 \| \| Open verdicts \| 1,541 \| 626 \| 2,167 \| \| Disasters \| - \| - \| - \| \| All other verdicts \| 2,013 \| 1,320 \| 3,333 \| \| Total verdicts returned, 2008 \| 19,665 \| 9,331 \| 28,996 \| Table 5: Age of deceased inquests where a verdict was returned, 2008 England and Wales Number and percentage \| Age of deceased at time of death \| Number of inquest verdicts returned, 2008 As a % of total verdicts returned \| \|---\|---\| \| Under 1 year \| 556 (1.9%) \| \| 1 to 14 years \| 410 (1.4%) \| \| 15 to 24 years \| 1,835 (6.3%) \| \| 25 to 44 years \| 6,340 (21.9%) \| \| 45 to 64 years \| 7,159 (24.7%) \| \| 65 years and over \| 11,693 (40.3%) \| \| Age not known or could not be readily provided \| 1,003 (3.5%) \| Total verdicts returned, 2008 28,996 100.0% \<page_number>16\</page_number> Table 6: Inquest verdicts returned, 1994-2008 England and Wales Number of verdicts returned <table> <thead> <tr> <td>Verdict</td> <td>1994</td> <td>1995</td> <td>1996</td> <td>1997</td> <td>1998</td> <td>1999</td> <td>2000</td> <td>2001</td> <td>2002</td> <td>2003</td> <td>2004</td> <td>2005</td> <td>2006</td> <td>2007</td> <td>2008</td> </tr> </thead> <tbody> <tr> <td>Homicide, of which:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>killed unlawfully</td> <td>162</td> <td>217</td> <td>169</td> <td>165</td> <td>142</td> <td>167</td> <td>178</td> <td>192</td> <td>177</td> <td>182</td> <td>206</td> <td>248</td> <td>223</td> <td>257</td> <td>263</td> </tr> <tr> <td>killed lawfully</td> <td>4</td> <td>6</td> <td>1</td> <td>2</td> <td>3</td> <td>2</td> <td>4</td> <td>2</td> <td>6</td> <td>1</td> <td>5</td> <td>4</td> <td>2</td> <td>2</td> <td>2</td> </tr> <tr> <td>Suicide:</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td><br/> <table border="1"> <thead><tr><th>Cause of suicide (n)</th><th>N (%) of suicides (n)</th><th>N (%) of deaths (n)</th><th>N (%) of all deaths (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</th><th>N (%) of all verdicts (n)</than/></tr></thead><tbody><tr class='header_bottom_margin'><td colspan='16'></tr></tbody><tfoot></tfoot></table> Attempted or self-induced abortion - - - - - - - - - - - - - - - Cause of death aggravated by lack - - - - - - - - - - - - - - - of care, or self-neglect Dependence on drugs Non-dependent abuse of drugs Want of attention Death from industrial diseases Death by accident or misadventure Stillborn Deaths from natural causes Open verdicts Disasters All other verdicts Total verdicts returned \<page_number>17\</page_number> <table border="1"> <thead><tr><th>Cause of death (N) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) (n) n (%) <nbr/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<br/>_<table border="1"><thead><tr class='header_bottom_margin'><td colspan='16'></tr></thead><tbody><tr class='header_bottom_margin'><td colspan='16'></tr></tbody><tfoot></tfoot></table> <table border="1"> <thead><tr class='header_bottom_margin'><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> <th>Cause of death (N)n(%)<table border="1"><thead class='header_bottom_margin'> <tr class='header_bottom_margin'> Table 7: Inquests concluded which were held with juries and inquests adjourned; High Court orders and exhumations, 1994-2008 England and Wales \| Year \| Juries \| Verdicts / adjournments \| Total inquests concluded \| Inquests held by order of the High Court (1) \| Inquisitions quashed or amended by the High Court \| Exhumations ordered by the coroner \| \|---\|---\|---\|---\|---\|---\|---\| \| \| Inquests without juries \| Inquests with juries \| % with juries \| Verdicts returned \| Inquests adjourned and not resumed \| % adjourned \| \| \| \| \| 1994 (2) \| 19,935 \| 878 \| 4.2% \| 19,980 \| 837 \| 4.0% \| 20,817 \| - \| 6 \| 4 \| \| 1995 \| 20,093 \| 857 \| 4.1% \| 20,051 \| 899 \| 4.3% \| 20,950 \| 50 \| 2 \| 4 \| \| 1996 \| 19,844 \| 903 \| 4.4% \| 19,855 \| 892 \| 4.3% \| 20,747 \| 7 \| 1 \| 3 \| \| 1997 \| 20,774 \| 774 \| 3.6% \| 20,699 \| 849 \| 3.9% \| 21,548 \| 3 \| 2 \| 1 \| \| 1998 \| 21,141 \| 1,035 \| 4.7% \| 21,333 \| 843 \| 3.8% \| 22,176 \| 2 \| 0 \| 5 \| \| 1999 \| 22,298 \| 823 \| 3.6% \| 22,349 \| 772 \| 3.3% \| 23,121 \|-\|2\|2\| \| 2000 \| 23,243 \| 824 \| 3.4% \| 23,088 \| 979 \| 4.1%\|24,067\|1\|1\|7\| \| 2001 \| 23,757 \| 759 \| 3.1%\|23,617\|899\|3.7%\|24,516\|3\|2\|5\| \| 2002 \| 23,859\|687\|2.8%\|23,423\|1,123\|4.6%\|24,546\|2\|1\|3\| \| 2003\|24,531\|636\|2.5%\|24,259\|908\|3.6%\|25,167\|1\|4\|1\| \| 2004\|25,869\|568\|2.1%\|25,494\|943\|3.6%\|26,437\|-\|1\|2\| \| 2005\|27,902\|520\|1.9%\|26,814\|1,008\|3.6%\|27,822\|-\|3\|-\| \| Total\|\|Total\|\|Total\|\|Total\|\|Total\|\| \|\|Inquests without juries\|\|Inquests with juries\|\|% with juries\|\|Verdicts returned\|\|Inquests adjourned and not resumed\|\|% adjourned\|\|Total inquests concluded\|\|Inquests held by order of the High Court (1)\|\|Inquisitions quashed or amended by the High Court\|\|Exhumations ordered by the coroner\|\| \|\|Number\|\|Number\|\|Number\|\|Number\|\|Number\|\|Number\|\|Number\|\|Number\|\|Number\|\|Number (1) The 1995 figure for inquests held by order of the High Court includes 48 inquests arising from the Marchioness pleasure boat disaster. (2) Includes four inquests in the year of the Marchioness disaster. \<page_number>18\</page_number> Table 8: Treasure inquests, 1994-2008 England and Wales Number <table> <thead> <tr> <td rowspan="2">Year</td> <td colspan="3">Treasure Act 1996</td> <td>Treasure trove</td> </tr> <tr> <td>Number of finds reported</td> <td>Number of inquests concluded</td> <td>Verdicts of treasure returned</td> <td>Inquests held on treasure trove</td> </tr> </thead> <tbody> <tr> <td>1994</td> <td>..</td> <td>..</td> <td>..</td> <td>59</td> </tr> <tr> <td>1995</td> <td>..</td> <td>..</td> <td>..</td> <td>66</td> </tr> <tr> <td>1996</td> <td>..</td> <td>..</td> <td>..</td> <td>45</td> </tr> <tr> <td>1997</td> <td>54</td> <td>25</td> <td>6</td> <td>35</td> </tr> <tr> <td>1998</td> <td>147</td> <td>53</td> <td>42</td> <td>20</td> </tr> <tr> <td>1999</td> <td>170</td> <td>90</td> <td>86</td> <td>8</td> </tr> <tr> <td>2000</td> <td>213</td> <td>236</td> <td>123</td> <td>4</td> </tr> <tr> <td>2001</td> <td>168</td> <td>63</td> <td>65</td> <td>5</td> </tr> <tr> <td>2002</td> <td>279</td> <td>144</td> <td>133</td> <td>3</td> </tr> <tr> <td>2003</td> <td>396</td> <td>154</td> <td>140</td> <td>6</td> </tr> <tr> <td>2004 (R)</td> <td>412 (R)</td> <td>269 (R)</td> <td>191 (R)</td><td>16 (R)</td></tr><tr><td></td><td></td><td></td><td></td><td></td></tr><tr><td></td><td></td><td></td><td></td><td></td></tr><tr><td></td><td></td><td></td><td></td><td></td></tr><tr><th colspan="5">(R) The figures for treasure finds reported to coroners in 2005-2007 have been revised; see Explanatory Notes for more information.</th></tr><tr><th colspan="5"></th></tr><tr><th rowspan="2">Year (R)</th><th rowspan="2">Number of finds reported (R)</th><th rowspan="2">Number of inquests concluded (R)</th><th rowspan="2">Verdicts of treasure returned (R)</th><th rowspan="2">Inquests held on treasure trove (R)</th></tr><tr></tr><tr><th rowspan="2">2005 (R)</th><th rowspan="2">432 (R)</th><th rowspan="2">253 (R)</th><th rowspan="2">228 (R)</th><th rowspan="2">7 (R)</th></tr><tr></tr><tr><th rowspan="2">2006 (R)</th><th rowspan="2">444 (R)</th><th rowspan="2">252 (R)</th><th rowspan="2">217 (R)</th><th rowspan="2">12 (R)</th></tr><tr></tr><tr><th rowspan="2">2007 (R)</th><th rowspan="2">595 (R)</th><th rowspan="2">273 (R)</th><th rowspan="2">229 (R)</th><th rowspan="2">13 (R)</th></tr><tr></tr><tr><th rowspan="2">2008 (R)</th><th rowspan="2">610 (R)</th><th rowspan="2">286 (R)</th><th rowspan="2">270 (R)</th><th rowspan="2">9 (R)</th></tr><tr></tr></tbody></table> \<page_number>19\</page_number> Table 9: Reported deaths, post-mortems and inquests by jurisdiction 2008, and comparison with 2007 <table> <thead> <tr> <th>County / unitary authority or district</th> <th colspan="3">2008 cases</th> <th colspan="3">2007 cases</th> <th colspan="3">% change, 2007 to 2008</th> </tr> <tr> <th></th> <th>Reported deaths<br>2006, inc.<br>NFA</th> <th>Post mortems<br>2006</th> <th>PMs as %<br>of rep.<br>deaths<br>2008</th> <th>Inquests<br>as % of<br>rep.<br>deaths<br>2008</th> <th>Reported deaths<br>2007, inc.<br>NFA</th> <th>Post mortems<br>2007</th> <th>PMs as %<br>of rep.<br>deaths<br>2007</th> <th>Inquests<br>as % of<br>rep.<br>deaths<br>2007</th> <th>% change in reported deaths, NFA</th> <th>% change in PMs</th> <th>% change in inquests</th> </tr> </thead> <tbody> <tr> <td>The Queen's Household</td> <td>0</td> <td>0</td> <td>n/a</td> <td>0</td> <td>n/a</td> <td>0</td> <td>n/a</td> <td>0</td> <td>n/a</td> <td>n/a</td> <td>n/a</td> <td>n/a</td> </tr> <tr> <td><strong>ENGLAND</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td><strong>NORTH EAST</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>DURHAM</td> <td><strong>1,087</strong><br>657<br>60%</td> <td><strong>140</strong><br>13%</td> <td><strong>1,057</strong><br>677<br>64%</td> <td><strong>160</strong><br>15%</td> <td><strong>1,190</strong><br>848<br>78%</td> <td><strong>298</strong><br>25%</td> <td><strong>1,354</strong><br>954<br>78%</td> <td><strong>353</strong><br>-1%</td> <td><strong>2.8%</strong><br>-3.6%</td> <td><strong>-3.6%</strong><br>-2.3%</td> <td></td> </tr> <tr> <td>North Durham</td> <td><strong>1,222</strong><br>772<br>63%</td> <td><strong>223</strong><br>19%</td> <td><strong>1,190</strong><br>848<br>78%</td> <td><strong>298</strong><br>25%</td> <td><strong>1,469</strong><br>994<br>73%</td> <td><strong>353</strong><br>-1%</td> <td><strong>1,618</strong><br>1,144<br>-19%</td> <td><strong>455</strong><br>-20%</td> <td><strong>-2.7%</strong><br>-6.8%</td> <td></td> <td></td> </tr> <tr> <td>HARTLEPOOL (PC)</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>NORTHERNIRELAND</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>North Northern Ireland<br>South Northern Ireland<br>Teeside<br>Tyne AND WEAR</td> <td><strong>738</strong><br>371<br>50%</td> <td><strong>106</strong><br>14%</td> <td><strong>723</strong><br>411<br>57%</td> <td><strong>112</strong><br>15%</td> <td><strong>946</strong><br>636<br>78%</td> <td><strong>363</strong><br>-1%</td> <td><strong>1,259</strong><br>-1%<br>-4.9%</td> <td><strong>-315 </strong>  <br>-4.9%<br>-4.9%</td> <td>-6.6%<br>-1.1%</td> <td>-6.6%<br>-1.1%</td> <td>-4.9%<br>-4.9%</td> <tr style="border-top: 1px solid black;"> <th style="text-align:center;"><u>NORTH WEST<u/></u></th> ``` <th style="text-align:left;">CHESTERSHIRE<br>CUMBRIA<br>South and East Cumbria<br>North and West Cumbria<br>GREAT BRITAIN CHESTERFIELD<br>MANCHESTER West<br>MANCHESTER West West<br>LANDSCAPES<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley<br>Birmingham, Hydurbn and Ribble Valley </th> <th style="text-align:right;"><u style="font-weight:bold;">4,714 </u>                                                     2,416   51%  </th> <th style="text-align:right;"> 775   16%  </th> <th style="text-align:right;">  176   18%  </th> <th style="text-align:right;">  1,056   14%  </th> <th style="text-align:right;">  653   62%  </th> <th style="text-align:right;">  194   14%  </th> <th style="text-align:right;">  237%   -8%  </th> <th style="text-align:right;">  4.2% −9% &minus; 8.1% −7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% &minus; 7.5% </th> <th style="text-align:right;"><br><u style="font-weight:bold;">-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br></u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <th style="text-align:right;"><u style="font-weight:bold;">-9% </u>></th> <table cellspacing='none' cellpadding='none'> <tbody id='table_data_3'> <tr id='row_3'> <t... ``` Table 9: Reported deaths, post-mortems and inquests by jurisdiction 2008, and comparison with 2007 (continued) <table> <thead> <tr> <th>County / unitary authority or district</th> <th>2008 cases</th> <th>2007 cases</th> <th>% change, 2007 to 2008</th> </tr> <tr> <td></td> <td>Reported deaths<br>2008, inc. NFA</td> <td>Post mortem deaths 2008</td> <td>PMs as % of rep. deaths 2008</td> <td>Inquests 2008</td> <td>Inquests as % of rep. deaths 2008</td> <td>Reported deaths 2007, inc. NFA</td> <td>Post mortem deaths 2007</td> <td>PMs as % of rep. deaths 2007</td> <td>Inquests 2007</td> <td>Inquests as % of rep. deaths 2007</td> <td>% change in reported deaths, inc. NFA 2007</td> <td>% change in PMs</td> <td>% change in inquests</td> </tr> </thead> <tbody> <tr> <td><strong>YORKSHIRE AND THE HUMBER</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>EAST RIDING AND HULL</td> <td>3,613<br>1,112</td> <td>37%<br>10%</td> <td>293<br>1%</td> <td>3,651<br>1,657</td> <td>35%</td> <td>245<br>8%</td> <td>-6.3%</td> <td>1.9%</td> <td>1.6%</td> </tr> <tr> <td>NORTH YORKSHIRE AND GRIMSBY</td> <td>1,346<br>436</td> <td>127%<br>1%</td> <td>1,462<br>432</td> <td>41%</td> <td>137<br>1%</td> <td>-5.5%</td> <td>-5.5%</td> </tr> <tr> <td>YORK CITY</td> <td>1,084<br>442</td> <td>41%<br>10%</td> <td>105<br>10%</td> <td>1,088<br>448</td> <td>44%<br>9%</td> <td>-7.5%</td> <td>-3.7%</td> <td>-3.7%</td><td>-8.8%</td><td>-8.8%</td><td>-8.8%</td><td>-8.8%</td><td>-8.8%</td><td>-8.8%</td><td>-8.8%</td><td>-8.8%</td><td>-8.8%</td><td>-8.8%</td><td>-8.8%</td><td>-8.8%</ td><tr td colspan="3" rowspan="3">Yorkshire and North Yorkshire East District North Yorkshire Western District South Yorkshire Eastern District South Yorkshire Northern District West Yorkshire Eastern District West Yorkshire Western District York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York City York CityYorkshire and North Yorkshire East District North Yorkshire Western District South Yorkshire Eastern District South Yorkshire Northern District West Yorkshire Eastern District West Yorkshire Western DistrictYorkshire and North Yorkshire East District North Yorkshire Western District South Yorkshire Eastern District South Yorkshire Northern District West Yorkshire Eastern District West Yorkshire Western DistrictYorkshire and North Yorkshire East District North Yorkshire Western District South Yorkshire Eastern District South Yorkshire Northern District West Yorkshire Eastern District West Yorkshire Western DistrictYorkshire and North Yorkshire East District North Yorkshire Western District South Yorkshire Eastern District South Yorkshire Northern District West Yorkshire Eastern District West Yorkshire Western DistrictYorkshire and North Yorkshire East District North Yorkshire Western District South Yorkshire Eastern District South Yorkshire Northern District West Yorkshire Eastern District West Yorkshire Western Districtyorkshire and North Yorkshire East District North Yorkshire Western District South Yorkshire Eastern District South Yorkshire Northern District West Yorkshire Eastern Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorkshire East Districtyorkshire and North Yorker Table 9: Reported deaths, post-mortems and inquests by jurisdiction 2008, and comparison with 2007 (continued) <table> <thead> <tr> <th colspan="3">2008 cases</th> <th colspan="3">2007 cases</th> <th colspan="3">% change, 2007 to 2008</th> </tr> <tr> <th>County / unitary authority or district</th> <th>Reported deaths 2008, inc. NFA</th> <th>Post-mortem deaths 2008</th> <th>PMs as % of rep. deaths 2008</th> <th>Inquests 2008</th> <th>Inquests as % of rep. deaths 2008</th> <th>Reported deaths 2007, inc. NFA</th> <th>Post-mortem deaths 2007</th> <th>PMs as % of rep. deaths 2007</th> <th>Inquests 2007</th> <th>Inquests as % of rep. deaths 2007</th> <th>% change in reported deaths, 2007 to 2008</th> <th>change in PMs</th> <th>change in inquests</th> </tr> </thead> <tbody> <tr> <td><strong>EAST OF ENGLAND</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>BEDFORDSHIRE AND LUTON</td> <td>2,066<br>810<br>39%</td> <td>240<br>12%</td> <td></td> <td>2,017<br>740<br>37%</td> <td>199<br>10%</td> <td>2,517<br>919<br>36%</td> <td>2,517<br>919<br>36%</td> <td></td> <td></td> <td></td> <td>2.4%<br>2.5%</td> <td>1.8%</td> </tr> <tr> <td>CAMBRIE/DURHAM</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>North and East Cambridgeshire</td> <td>387<br>235<br>61%</td> <td>67<br>17%</td> <td></td> <td>403<br>791<br>42%</td> <td>72<br>18%</td> <td>419<br>919<br>36%</td> <td>419<br>919<br>36%</td> <td></td> <td></td> <td></td> <td>-4.0%<br>-3.6%</td> </tr> <tr> <td>South and West Cambridgeshire</td> <td>1,891<br>689<br>36%</td> <td>192<br>10%</td> <td></td> <td>1,897<br>791<br>42%</td> <td>209<br>11%</td> <td>1,897<br>791<br>42%</td> <td>1,897<br>791<br>42%</td> <td></td> <td></td> <td></td><br/> </tr><br/> <!-- Removed the following rows --> <!-- <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> <!-- Removed the following rows --> Table 9: Reported deaths, post-mortems and inquests by jurisdiction 2008, and comparison with 2007 (continued) <table> <thead> <tr> <th>County / unitary authority or district</th> <th colspan="3">2008 cases</th> <th colspan="3">2007 cases</th> <th colspan="3">% change, 2007 to 2008</th> </tr> <tr> <th></th> <th>Reported deaths<br>2008, inc.<br>NFA</th> <th>Post mortem deaths<br>2008</th> <th>PMs as % of rep. deaths<br>2008</th> <th>Inquests<br>2008</th> <th>PMs as % of rep. deaths<br>2008</th> <th>Inquests<br>2007</th> <th>PMs as % of rep. deaths<br>2007</th> <th>Inquests<br>2007</th> <th>% change in reported deaths, NFA</th> <th>% change in inquests</th> <th>% PMs</th> <th>% change in inquests</th> </tr> </thead> <tbody> <tr> <td>OXFORDSHIRE</td> <td>2,060<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></td> <td>848<br>41%</td> <td>274<br>13%</td> <td>1,966<br>46%</td> <td>898<br>46%</td> <td>307<br>16%</td> <td>586<br>-3.4%</td> <td>362<br>-3.9%</td> <td>-4.9% -2.4%</td> <td>-3.4% -1.5%</td> <td>-3.9% -1.5%</td> <td>-3.4% -1.5%</td> </tr> <tr> <td>SURREY</td> <td>4,290<br>47%</td> <td>388<br>9%</td> <td>4,441<br>47%</td> <td>2,075<br>47%</td> <td>367<br>-3.4%</td> <td>-3.4% -1.5%</td> <td>-3.4% -1.5%</td> <td>-3.4% -1.5%</td> <td>-3.4% -1.5%</td> <td>-3.4% -1.5%</td> <td>-3.4% -1.5%</td> </tr> <tr> <td>NORTH EAST SUSSEX</td> <td>5,137<br>53%</td> <td>395<br>11%</td> <td>3,164<br>56%</td> <td>1,775<br>56%</td> <td>382<br>-3.9%</td> <td>-3.9% -1.5%</td> <td>-3.9% -1.5%</td> <td>-3.9% -1.5%</td> <td>-3.9% -1.5%</td> <td>-3.9% -1.5%</td> <td>-3.9% -1.5%</td> </tr> <tr> <td>SOUTH WEST</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>AVON</td> <td>4,966<br>48%</td> <td>385<br>13%</td> <td>4,988<br>49%</td> <td>2,424<br>49%</td> <td>645<br>-0.4%</td> <td>-0.4% -1.5%</td> <td>-0.4% -1.5%</td> <td>-0.4% -1.5%</td> <td>-0.4% -1.5%</td> <td>-0.4% -1.5%</td> <td>-0.4% -1.5%</td> </tr> <tr> <td>CORNWALL</td> <td>2,689<br>62%</td> <td>341<br>13%</td> <td>2,667<br>66%</td> <td>1,741<br>66%</td> <td>363<br>-0.6%</td> <td>-0.6% -1.5%</td> <td>-0.6% -1.5%</td> <td>-0.6% -1.5%</td> <td>-0.6% -1.5%</td> <td>-0.6% -1.5%</td> <td>-0.6% -1.5%</td> </tr> <tr> <td>DORSET</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <table> <tr> <th>DORSET</th> <th>Everet and Greater Devon</th> <th>Plymouth and South West Devon</th> <th>Torbay and South Devon</th> <th>DORSET</th> <th>Bournemouth, Poole and Eastern Dorset</th> <th>Bath and North Somerset<sup>(a)</sup></th> <th>GLOUCESTERSHIRE<sup>(b)</sup></th> <th>LINCS OF LINCOLNY (1)</sup><sup>(c)</sup></th> <th>SOMERSET</th> <th>Eastern Somerset<sup>(d)</sup></th> <th>Northern Somerset<sup>(e)</sup></th> <th>LINCS OF LINCOLNY (2)</sup><sup>(f)</sup></th> <th>LINCS OF LINCOLNY (3)</sup><sup>(g)</sup></th> <th>LINCS OF LINCOLNY (4)</sup><sup>(h)</sup></th> <th>LINCS OF LINCOLNY (5)</sup><sup>(i)</sup></th> <th>LINCS OF LINCOLNY (6)</sup><sup>(j)</sup></th> <th>LINCS OF LINCOLNY (7)</sup><sup>(k)</sup></th> <th>LINCS OF LINCOLNY (8)</sup><sup>(l)</sup></th> <th>LINCS OF LINCOLNY (9)</sup><sup>(m)</sup></th> <th>LINCS OF LINCOLNY (10)</sup><sup>(n)</sup></th> <th>LINCS OF LINCOLNY (11)</sup><sup>(o)</sup></th> <th>LINCS OF LINCOLNY (12)</sup><sup>(p)</sup></th> <th>LINCS OF LINCOLNY (13)</sup><sup>(q)</sup></th> <th>LINCS OF LINCOLNY (14)</sup><sup>(r)</sup></th> <th>LINCS OF LINCOLNY (15)</sup><sup>(s)</sup></th> <th>LINCS OF LINCOLNY (16)</sup><sup>(t)</sup></th> <th>LINCS OF LINCOLNY (17)</sup><sup>(u)</sup></th> <th>LINCS OF LINCOLNY (18)</sup><sup>(v)</sup></th> <th>LINCS OF LINCOLNY (19)</sup><sup>(w)</sup></th> <th>LINCS OF LINCOLNY (20)</sup><sup>(x)</sup></th> <th>LINCS OF LINCOLNY (21)</sup><sup>(y)</sup></th> <th>LINCS OF LINCOLNY (22)</sup><sup>(z)</sup></th> <th>LINCS OF LINCOLNY (23)</sup><sup>(aa)</sup></th> <th>LINCS OF LINCOLNY (24)</sup><sup>(ab)</sup></th> <th>LINCS OF LINCOLNY (25)</sup><sup>(ac)</sup></th> <th>LINCS OF LINCOLNY (26)</sup><sup>(ad)</sup></th> <th>LINCS OF LINCOLNY (27)</sup><sup>(ae)</sup></th> <th>LINCS OF LINCOLNY (28)</sup><sup>(af)</sup></th> <th>LINCS OF LINCOLNY (29)</sup><sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></sub> <sub></ sub</span>>                                                &nb <table cellspacing="none" cellpadding="none"> <tr style="background-color: #faffff;"> <th colspan="2">WALES</table cellspacing="none" cellpadding="none"><table cellspacing="none" cellpadding="none"> <tr style="background-color: #faffff;"> <th colspan="2">Bridgend and Glamorgan valleys</table cellspacing="none" cellpadding="none"><table cellspacing="none" cellpadding="none"> <tr style="background-color: #faffff;"> <th colspan="2">Cardiff and Vale of Glamorgan</table cellspacing="none" cellpadding="none"><table cellspacing="none" cellpadding="none"> <tr style="background-color: #faffff;"> <th colspan="2">Carmarthenshire</table cellspacing="none" cellpadding="none"><table cellspacing="none" cellpadding="none"> <tr style="background-color: #faffff;"> <th colspan="2">Central North Wales</table cellspacing="none" cellpadding="none"><table cellspacing="none" cellpadding="none"> <tr style="background-color: #faffff;"> <th colspan="2">Conwy</table cellspacing="none" cellpadding="none"><table cellspacing="none" cellpadding="none"> <tr style="background-color: #faffff;"> <th colspan="2">Gwent</table cellspacing="none" cellpadding="none"><table cellspacing="none" cellpadding="none"> <tr style="background-color: #faffff;"> <th colspan="2">Neath and Port Talbot</table cellspacing="none" cellpadding="none"><table cellspacing="none" cellpadding="none"> <tr style="background-color: #faffff;"> <th colspan="2">North East Wales</table cellspacing="none" cellpadding="none"><table cellspacing="none" cellpadding="none"> <tr style="background-color: #faffff;"> <th colspan="2">North West Wales</table cellspacing="none" cellpadding="none"><table cellspacing="none" cellpadding="none"> <tr style="background-color: #faffff;"> <th colspan="2">Pembrokeshire</table cellspacing="none" cellpadding="none"><table cellspacing="none" cellpadding="none"> <tr style="background-color: #faffff;"> <th colspan="2">Powys</table cellspacing="none" cellpadding="none"><table cellspacing="none" cellpadding="none"> <tr style="background-color: #faffff;"> <th colspan="2">City and County of Swansea</table cellspacing="none" cellpadding="none"><table cellspacing="" cellpadding=""> <tbody style=""> <tr style=""> <td style="">ENGLAND AND WALES</table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> </tbody>> </table cellspacing="" cellpadding=""> \begin{tabular}{\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|l\|} \hline \textbf{County / unitary authority or district} & \multicolumn{7}{c}{\textbf{Reported deaths}} & \multicolumn{7}{c}{\textbf{Inquests}} & \multicolumn{7}{c}{\textbf{PMs as % of rep.deaths}} & \multicolumn{7}{c}{\textbf{Inquests}} & \multicolumn{7}{c}{\textbf{% change, 2007 to 2008}} \\ \hline & \textbf{NFA} & \textbf{Post mortem deaths} & \textbf{PMs as % of rep.deaths} & \textbf{Inquests} & \textbf{as % of rep.deaths} & \textbf{NFA} & \textbf{Post mortem deaths} & \textbf{PMs as % of rep.deaths} & \textbf{Inquests} & \textbf{as % of rep.deaths} & \textbf{NFA} & \textbf{Post mortem deaths} & \textbf{PMs as % of rep.deaths} & \textbf{Inquests} & \textbf{as % of rep.deaths} & \textbf{NFA} & \textbf{Post mortem deaths} & \textbf{PMs as % of rep.deaths} & \textbf{Inquests} & \textbf{as % of rep.deaths} & \textbf{NFA} & \textbf{Post mortem deaths} & \textbf{PMs as % of rep.deaths} & \textbf{Inquests} & \textbf{as % of rep.deaths} & \textbf{NFA} & \textbf{Post mortem deaths} & \textbf{PMs as % of rep.deaths} & \textbf{Inquests} & \textbf{as % of rep.deaths} & \textbf{NFA} & \textbf{Post mortem deaths} & \textbf{PMs as % of rep.deaths} & \textbf{Inquests} & \textbf{as % of rep.deaths} & \textbf{NFA} & \textbf{Post mortem deaths} & \textbf{PMs as % of rep.deaths} & \textbf{Inquests} & \textbf{as % of rep.deaths} & \textbf{NFA} \\ \hline OXFORDSHIRE & 2,060 & 848 & 41% & 274 & 13% & 1,966 & 46% & 307 & 16% & 58-+&-+&-+&-+&-+&-+&-+&-+&-+&-+&-+&-+&-+&-+&-+&-+&-+&-+&-+&-+&-+&-+&-+&-+\\ SURREY & 4,290 & 2,099 & 47% & 388 & 9% &&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&\|\|\|\| WEST SUSSEX & 5,137 & 1,669 & 53% && && && && && && && && && && && && && && && && && && && && && && && && && && && && && && && && && && && && && && && && && && && && && && && \|\|\|\| DORSET * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * DORSET* * DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSET* DORSE DORSE DORSE DORSE DORSE DORSE DORSE DORSE DORSE DORSE DORSE DORSE DORSE DORSE DORSE DORSE DORSE DORSE DORSE DORSE DORSE DORSE DORSE DORSE DORSE DORSE 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height c <table width width height height c <table width width height height c <table width width height height c \<table宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度宽度高度维度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维度维 Table 10: Inquest verdicts returned, by jurisdiction, 2008 \| County / unitary authority or district \| Verdict category \| Total, all verdicts \| \|---\|---\|---\| \| \| Homicide, killed unlawfully and killed lawfully \| Suicide \| Lack of care neglect \| Dependence on drugs \| Non-dependent abuse of drugs \| Death from industrial diseases \| Death by accident or mis-adventure \| Deaths from natural causes \| Open verdicts \| All other verdicts (1) \| \| The Queen's Household (2) \| 0 \| 0 \| 0 \| 0 \| 0 \| 0 \| 0 \| 0 \| 0 \| 0 \| \| ENGLAND \| \| \| \| \| \| \| \| \| \| \| \| NORTH EAST \| DURHAM \| Darlington and South Durham North Durham \| 2 \| 23 \| 0 \| 1 \| 5 \| 17 \| 43 \| 65 \| 14 \| 13 \| 183 \| \| Hartlepool Northumberland South Northumberland South Tyneside Teeside Tyne and Wear Gateshead and South Tyneside Newcastle upon Tyne North Tyne Sunderland \| 2 \| 23 \| 3 \| 4 \| 55 \| 52 \| 92 \| 14 \| 11 \| 256 \| \| HARTLEPOOL Northumberland South Northumberland South Tyneside Teeside Tyne and Wear Gateshead and South Tyneside Newcastle upon Tyne North Tyne Sunderland \| 0 \| 2 \| 0 \| 0 \| 1 \| 16 \| 15 \| 8 \| 4 \| 2 \| 48 \| \| NORTHUMBERLAND \| Northumberland South Tyneside Teeside Tyne and Wear Gateshead and South Tyneside Newcastle upon Tyne North Tyne Sunderland Sutherland \| 0 \| 6 \| 0 \| 3 \| 17 \| 20 \| 36 \| 1956999999999999999999999999999999999999999999999999999999999999999999999 \| \| NORTHWEST \| CHESHIRE CUMBRIA South and East Cumbria North and West Cumbria Greater Manchester Manchester city Manchestershire Manchester South Manchester West Lancashire Blackburn, Hyndburn and Ribble Valley Blackpool East Lancashire Preston and West Lancashire Merseyside Wirral Sefton, Knowsley and St Helens Liverpool Wrexham Liverpool City Region Wirral City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverpool City Region Liverp Table 10: Inquest verdicts returned, by jurisdiction, 2008 (continued) \| County / unitary authority or district \| Verdict category \| Total, all verdicts \| \|---\|---\|---\| \| \| Homicide, killed under supervision and killed lawfully \| Lack of care neglect \| Non-dependent abuse of drugs \| Death from industrial diseases \| Death by accident or mis-adventure \| Deaths from natural causes \| Open verdicts \| All other verdicts (1) \| \| YORKSHIRE AND THE HUMBER \| \| \| \| \| \| \| \| \| \| EAST RIDING and HULL \| 1 \| 26 \| 0 \| 0 \| 0 \| 17 \| 82 \| 28 \| 42 \| 52 \| 248 \| \| NORTH LINCOLNSHIRE and GRIMSBY \| 0 \| 23 \| 0 \| 2 \| 14 \| 17 \| 9 \| 46 \| 146 \| \| YORK CITY \| 0 \| 21 \| 0 \| 4 \| 1 \| 11 \| 32 \| 27 \| 6 \| 2 \| 104 \| \| NORTH Yorkshire Eastern District \| 2 \| 21 \| 0 \| 0 \| 0 \| 11 \| 62 \| 14 \| 3 \| 9 \| 122 \| \| North Yorkshire Western District \| 152 \| 0 \| 0 \| 125000000000000000000000000000000000000000000000000000000000000.55555555555555555555555555555555555555555555555.9999999999999999999999999999999999999999.888888888888888888888888888888888888888.77777777777777777777777777777777777777.666666666666666666666666666666666666.55555555555555555.444444444444444444444444.33333333333333333333333.222222222222222.11111111111111. \| \<page_number>2\</page_number> WEST MIDDLESBROUGH DERBYSHIRE Derby and South Derbyshire LEICESTERSHIRE Leicester City and South Leicestershire Rutland and North Leicestershire LINCOLNSHIRE Boston and Spalding West Lindsey Spalding and Horncastle Staffordshire NORTHAMPTONSHIRE NOTTINGHAMSHIRE WEST MIDDLESBROUGH HEREFORDSHIRE Shropshire Mid and North Shropshire Staffordshire Staffordshire North Stoke-on-Trent and North Staffordshire TELEPHONE EXCHANGE DIVISION WARWICKSHIRE WEST MIDLANDS Birmingham and Solihull Black Country Coventry Wolverhampton WORCESTERSHIRE <table> <thead> <tr> <td>County / unitary authority or district</td> <td>Homicide, killed under supervision and killed lawfully</td> <td>Lack of care neglect</td> <td>Non-dependent abuse of drugs</td> <td>Death from industrial diseases</td> <td>Death by accident or mis-adventure</td> <td>Deaths from natural causes</td> <td>Open verdicts</td> <td>All other verdicts (1)</td> <td>Total, all verdicts</td> </tr> </thead> <tbody> <tr> <td>YORKSHIRE AND THE HUMBER</td> <td>1</td> <td>26</td> <td>0</td> <td>17</td> <td>82</td> <td>28</td> <td>42</td> <td>52</td> <td>248</td> </tr> <tr> <td>EAST RIDING and HULL</td> <td>3</td> <td>29</td> <td>3</td> <td>3</td> <td>3</td> <td>4</td> <td>19</td> <td>31</td> <td>255</td> </tr> <tr> <td>NORTH LINCOLNSHIRE and GRIMSBY</td> <td>1</td> <td>23</td> <td>2</td> <td>14</td> <td>17</td> <td>9</td> <td>46</td> <td>146</td> <td></td> </tr> <tr> <td>YORK CITY</td> <td>1</td> <td>21</td> <td>4</td> <td>11</td> <td>32</td> <td>27</td> <td>6</td> <td>2</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/></tr> <tr> <table> <tr> <th colspan="1">County / unitary authority or district<br/>Verdict category<br/>Total, all<br/>verdicts (1)</th> <th colspan="1">Homicide, killed under supervision and killed lawfully<br/>Lack of care neglect<br/>Non-dependent abuse of drugs<br/>Death from industrial diseases<br/>Death by accident or mis-adventure<br/>Deaths from natural causes<br/>Open verdicts<br/>All other verdicts (1)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan="1">Total, all verdicts (total)</th> <th colspan(" Table 10: Inquest verdicts returned, by jurisdiction, 2008 (continued) \| County / unitary authority or district \| Verdict category \| Total all verdicts \| \|---\|---\|---\| \| \| Homicide, killed unlawfully and killed lawfully \| Suicide \| Lack of care and neglect \| Dependence on drugs \| Non-dependent abuse of drugs \| Death from industrial diseases \| Death by accident or mis-adventure \| Deaths from natural causes \| Open verdicts \| All other verdicts (1) \| \| EAST OF ENGLAND \| \| \| \| \| \| \| \| \| \| \| \| BEDFORDSHIRE and LUTON CAMBRIDGESHIRE North and East Cambridgeshire South and West Cambridgeshire ESSEX and SUFFOLK HERTFORDSHIRE Norfolk \| 5 44 0 5 4 26 68 49 1 7 209 \| 14 1 1 1 27 16 1 5 69 \| 28 1 2 19 56 49 4 16 176 \| 239 0 0 0 57 87 59 3 181 \| 63 0 0 0 19 147 146 16 29 421 \| \| \| \| \| NORFOLK \| Greek Yarmouth Greater Norfolk FERIETOWN-DOUGLAS SOUTHEND ON SEA SUFFOLK \| 26000000000000000000000000000000000000000000000000000000000000000000000000000000 \| \| LONDON \| City of London East London Inner North London Inner South London Inner West London (2) London (3) South London West London \| 46262222222222222222222222222222222222222222222222222222222222 \| \| SOUTH EAST \| BERKSHIRE BRIGHTON AND HOVE BUCKINGHAMSHIRE EAST SUSSEX HAMPSHIRE Central Hampshire North East Hampshire Portsmouth and South East Hampshire Southampton and New Forest Isle Of Wight KENT Central and South East Kent Mid Kent and Medway North East Kent North West Kent Milton KEYNES \| \<page_number>333\</page_number> \<page_number>371\</page_number> \<page_number>54\</page_number> \<page_number>37\</page_number> \<page_number>335\</page_number> \<page_number>335\</page_number> \<page_number>335\</page_number> \<page_number>335\</page_number> \<page_number>335\</page_number> \<page_number>335\</page_number> \<page_number>335\</page_number> \<page_number>335\</page_number> \<page_number>335\</page_number> \<page_number>335\</page_number> \<page_number>335\</page_number> \<page_number>335\</page_number> \<page_number>335\</page_number> \<page_number>335\</page_number> \<page_number>335\</page_number> \<page_number>335\</page_number> \<page_number>335\</page_number> \<page_number>335\</page_number> \<page_number>335\</page_number> \<page_number>26\</page_number> \<page_number><watermark>MAYBE THIS IS A PAGE NUMBER OR A DATE</watermark>\</page_number> <watermark>MAYBE THIS IS A PAGE NUMBER OR A DATE</watermark> <watermark>MAYBE THIS IS A PAGE NUMBER OR A DATE</watermark> <watermark>MAYBE THIS IS A PAGE NUMBER OR A DATE</watermark> <watermark>MAYBE THIS IS A PAGE NUMBER OR A DATE</watermark> <watermark>MAYBE THIS IS A PAGE NUMBER OR A DATE</watermark> <watermark>MAYBE THIS IS A PAGE NUMBER OR A DATE</watermark> <watermark>MAYBE THIS IS A PAGE NUMBER OR A DATE</watermark> <watermark>MAYBE THIS IS A PAGE NUMBER OR A DATE</watermark> <watermark>MAYBE THIS IS A PAGE NUMBER OR A DATE</watermark> <watermark>MAYBE THIS IS A PAGE NUMBER OR A DATE</watermark> 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DATE\</水 Table 10: Inquest verdicts returned, by jurisdiction, 2008 (continued) <table> <thead> <tr> <th>County / unitary authority or district</th> <th colspan="13">Verdict category</th> <th>Total all verdicts</th> </tr> <tr> <td></td> <td>Homicide, killed unlawfully and killed lawfully</td> <td>Lack of care and neglect</td> <td>Dependence on drugs</td> <td>Non-dependent abuse of drugs</td> <td>Death from industrial diseases</td> <td>Death by accident or mis-adventure</td> <td>Deaths from natural causes</td> <td>Open verdicts</td> <td>All other verdicts (1)</td> <td></td> <td></td> </tr> </thead> <tbody> <tr> <td>OXFORDSHIRE</td> <td>5</td> <td>54</td> <td>0</td> <td>0</td> <td>0</td> <td>14</td> <td>121</td> <td>65</td> <td>22</td> <td>34</td> <td><strong>315</strong></td> </tr> <tr> <td>SURREY</td> <td>1</td> <td>39</td> <td>5</td> <td>0</td> <td>1</td> <td>33</td> <td>80</td> <td>65</td> <td>56</td> <td>18</td> <td><strong>298</strong></td> </tr> <tr> <td>WEST SUSSEX</td> <td>3</td> <td>51</td> <td>0</td> <td>2</td> <td>3</td> <td>27</td> <td>84</td> <td>40</td> <td>17</td> <td>28</td> <td><strong>255</strong></td> </tr> <tr> <td>SOUTH WEST<br>AVON<br>CORNWALL<br>DEVON<br>Easter and Greater Devon<br>Plymouth and South West Devon<br>Tavistock and South Devon<br>DORSET<br>Bournemouth, Poole and Eastern Dorset<br>Weathern District<br>GLOUCESTERSHIRE<br>(LBS OF CULLY)<br>SOMERSET<br>Eastern Somerset<br>Weathern Somerset<br>WILTSHIRE AND SWINDON<br>ALES<br>Bridgend and Glamorgan Valleys<br>Carmarthenshire<br>Central North Wales<br>Ceredigion<br>Gwent<br>Nearasham Port Talbot<br>North East Wales<br>North West Wales<br>Pembrokeshire<br>Powys<br>City and County of Swansea<br>TOTAL ENGLAND AND WALES</td> <td><strong>1283</strong></td> <td><strong>83199999999999999999999999999999999999999999999999999999999999999999999999999999999966666666666666666666666666666666666666666666666666666666666666666666666666666666667777777777777777777777777777777777777777777777777777777777777777888888888888888888888888888888888888888888888888888888888888888888888888888888888888888800000000000000000000000000000000000000000000000000000000000000000000000000000000022222222222222222222222222222222222222222222222222222222222222222233333333333333333333333333333333333333333333333333333333444444444444444444444444444444444444444444444444444444455555555555555555555555555555555555555555555555555555555555555555555555555555555<page_number>1/1111111111111111111111111111111111111111111111111111111111<page_number></table> (1) All other verdicts include those categories from Tables 4 and 6 which separate columns are not shown in this table. (2) The inquests into the deaths of Diana, Princess of Wales and Dodi al-Fayed were concluded under the jurisdiction of the Inner West London coroner, and returned narrative verdicts (included in the all other verdicts column of this table). NB: A table showing inquest verdicts by district broken down by males and females can be found in the spreadsheet version of the coroners statistics tables. \<page_number>27\<page_number> Explanatory notes 1. This is a National Statistics publication produced by the Ministry of Justice. National Statistics are produced to high professional standards set out in the National Statistics Code of Practice. They undergo regular quality assurance reviews to ensure that they meet customer needs. They are produced free from any political interference. 2. The data analysed in this publication are based on annual returns from H.M. Coroners. Coroners are required under the provisions of Section 28 of the Coroners Act 1988 to furnish to the Secretary of State returns in relation to inquests held and deaths inquired into by him (or her) in such form and containing such particulars as the Secretary of State may direct. Thanks are due to coroners and their staff for their work in preparing these returns. Symbols and conventions The following symbols have been used throughout the tables in this bulletin: n/a = Not applicable - = Nil .. = Not available (R) = Revised data Definitions The following brief definitions are intended as a guide to the meaning of terms in this bulletin concerning coroners and their work; more detailed definitions will be found in the Coroners Act 1988 and the Treasure Act 1996. Coroner: deaths reported In England and Wales, all violent and unnatural deaths, sudden deaths of unknown cause, and all deaths of persons in custody, are reported to coroners. Coroners are appointed by local authorities; they must be barristers, solicitors or registered medical practitioners and must have at least five years' standing in the relevant profession. The relevant legislation and guidance is contained within the Coroners Act 1988 and the Coroners Rules 1984 (as amended). Non-inquest cases The coroner's investigation is concluded most often without an inquest being held. The coroner will have satisfied himself or herself, by means of a post-mortem examination or other investigation, on the physical cause of death, and that the death was not one on which he or she is required by law to hold an inquest. \<page_number>28\</page_number> Post mortem examinations A coroner may request that a post-mortem examination be conducted, whether or not an inquest is held, particularly if the cause of death is not clear. In many cases a post-mortem examination is conducted in order to determine whether or not an inquest is necessary. Other post-mortem examinations are held which are not ordered by the coroner. Details of these are collected by the Office for National Statistics (ONS). See the further information section below for details of how to obtain statistics on this and other related topics. Inquests A coroner must hold an inquest if the body of a person ('the deceased') lies within his or her district\* and if he or she has reasonable cause to suspect that the deceased: (a) died a violent or unnatural death; (b) died a sudden death the cause of which is unknown; or (c) died in prison or in such place or in such circumstances as to require an inquest under any other Act. [\The cause of death does not have to have arisen within the coroner's district.] The holding of an inquest requires the coroner to determine: (a) who the deceased was; (b) how, when and where the deceased came by his or her death, and any further particulars necessary to enable the death to be registered. Verdicts are returned in nearly all coroners' inquests. The exceptions are those inquests adjourned by the coroner which he or she later decides not to resume, and are mainly inquests into deaths by unlawful killing and deaths by dangerous driving or careless driving when under the influence of alcohol or drugs, in which court proceedings have been instituted. This avoids the need for two tribunals to consider the same evidence. A 'narrative verdict' is where the coroner makes a brief and factual statement at the conclusion of the inquest but does not return one of the suggested short-form verdicts. Juries Nearly all inquests are held by a coroner sitting alone, without a jury. A jury must be summoned where the death occurred: (a) in prison, or in such a place or such circumstances as to require an inquest under another Act; (b) in police custody, or resulted from an injury caused by a police officer in the purported execution of his or her duty; (c) where there are certain statutory reporting obligations under the Health and Safety Act 1974 or any other Act, and in certain other circumstances, especially where there may be a continuing or recurring danger to the public. \<page_number>29\</page_number> Treasure and treasure trove* In addition to inquiring into certain deaths, coroners also have jurisdiction to inquire into any treasure which is found in their districts and to establish who were the finders. With the commencement of the Treasure Act 1996 on 24 September 1997 inquests into finds which previously might have been declared treasure trove are supplemented by those now conducted to determine whether finds made on or after that date are treasure. Registered deaths All deaths in England and Wales must be registered with the Registrar of Births and Deaths. The term ‘registered deaths’ in this bulletin refers to deaths registered within a specific time period (in this case, calendar years). Statistics on registered deaths in England and Wales are published by the ONS in the bulletin Health Statistics Quarterly. At the time of going to press, figures had been published for the number of registered deaths in the first three quarters of 2008, but not for the full year as a whole. The estimate of 502,600 registered deaths in 2008 (as included in Table 2) was derived by adding the number of registered deaths in the fourth quarter of 2007 to the total for the first three quarters of 2008. Revisions to statistics for previous years Table 8 incorporates revisions to the number of finds reported to coroners under the Treasure Act 1996 in 2005, 2006 and 2007. Four finds in the Teesside district (two in 2005 and two in 2006) had not previously been included in the total. Some 27 finds reported to the Spilsby and Louth coroner in 2007 had also been omitted. Further notes Prior to 1 June 2005, policy responsibility for H.M. Coroners lay with the Home Office, but on that date it passed to the Department for Constitutional Affairs as part of machinery of government changes following the 2005 general election. Responsibility now lies with the Ministry of Justice, which was created on 9 May 2007. Further information on deaths occurring annually in England and Wales is published by the Office for National Statistics in their Mortality Statistics series (DH1, DH2, etc.); these may be downloaded from their website at www.statistics.gov.uk Prior to the transfer of responsibility, the Home Office published statistical bulletins based on coroners’ annual returns, since 1980. The last four bulletins published in the Home Office Statistical Bulletin series were as follows: for year 2003, bulletin 9/04; for 2002, bulletin 6/03; for 2001, bulletin 3/02; and for year 2000, bulletin 7/01. These may be found at: www.homeoffice.gov.uk/rds/pubs/statistical.html. \<page_number>30\</page_number> Contact points for further information Current and previous editions of this publication are available for download at www.justice.gov.uk/publications/coronersannual.htm. A spreadsheet file of the statistics tables in this bulletin are also available for download from this address. Press enquiries should be directed to the Ministry of Justice press office: Press Office Ministry of Justice 10th Floor 102 Petty France London SW1H 9AJ Tel: 020 3334 3534 Email: kathryn.montague@justice.gsi.gov.uk Other enquiries about these statistics should be directed to: Richard Allen Ministry of Justice 8th Floor 102 Petty France London SW1H 9AJ Tel: 020 3334 3086 Email: richard.allen@justice.gsi.gov.uk A copy of the data collection form which was sent to coroners can be obtained via the contact details above. An extended version of Table 10, showing inquest verdicts by district broken down by males and females, can be found in the spreadsheet file of the statistics tables on the Ministry of Justice website via the web address at the top of this page. User feedback would be welcome on the continuing relevance of the statistics included in this table. The Department for Culture, Media and Sport’s annual reports on the Treasure Act 1996 may be found on their website: www.culture.gov.uk. General enquiries about the statistical work of the Ministry of Justice can be e-mailed to: statistics.enquiries@justice.gsi.gov.uk. Other National Statistics publications, and general information about the official statistics system of the UK, are available from www.statistics.gov.uk. \<page_number>31\</page_number> © Crown copyright Produced by the Ministry of Justice Alternative formats are available on request from statistics.enquiries@justice.gsi.gov.uk	ENGLISH
2579-pdf	<img>ARCHI'VE EXPLORED DISCOVERED FOUND DETECTED CONNECTED ENGAGED UNEARTHED LEARNT IMAGINED CREATED UNLOCKED OPENED REVEALED CELEBRATED</img> Evaluation of the 2016 launch week: March 2017 Explore Your Archive is a campaign coordinated jointly by The National Archives (UK) and the Archives and Records Association (UK & Ireland) (ARA) with, and on behalf of, the archives and records sector across the UK and Ireland. It aims to showcase the unique potential of archives to excite people, bring communities together, and tell amazing stories. The campaign runs all year around and its focal point is the launch week in November. It seeks to increase capacity in the archive sector to engage with the public, to raise public awareness of the phenomenal archival and records collections across the UK and Ireland, and to drive attendance at events. In 2016, over 100 organisations held events during the launch week and over 130 organisations and individuals engaged with the designated social media campaign throughout the week, comprising over 29,000 tweets with a total reach of 26 million. In 2016, the launch week for the Explore Your Archive ran between 19-27 November. It was a positive week, with some good national and local media coverage, and some great results on social media. A wide range of individuals and organisations got involved with the social media campaigns, including the National Portrait Gallery, the Imperial War Museum, the Royal Academy, the Guardian Media Archives and the National Records of Scotland, as well as campaign ambassadors, such as the actors Stephen McGann and Shobna Gulati, and television presenter Diane Louise Jordan. We achieved international reach, with colleagues at the National Archives and Records Administration (US) and from across Europe joining in. Sector Activities & Communications The full range of national and local partners in the UK (including in Scotland and Wales, private archives and local government sector, among others) developed joint or individual activities and promoted the campaign within the sector and communities. The ARA ran its usual communications to members, and supported marketing and activities in the Republic of Ireland, alongside Irish archives and services and the National Archives of Ireland. In the run-up to the campaign, The National Archives (UK) sent out a regular newsletter from July to November to a mailing list of over 900 contacts from the sector. These newsletters covered a range of topics, including updates from the campaign team, tips for dealing with the media, and keeping people up to date with preparations for the launch week. For the first time, the campaign was included in The National Archives (UK) newsletter (220,000 recipients) and was also the focus of a bespoke Explore Your Archive newsletter to its broader research database (135,000 recipients). This led to over 3,000 visits to the Explore Your Archive website on the same day, up from an average of 700 per day during the launch week. The Explore Your Archive website was again hosted by The National Archives on behalf of the campaign. The website was again a focus for promoting activities. The main campaign statistics for 2016-17 were: - - 102 archives registered events on the Explore Your Archive website; - - At least 130 events were run during the launch week throughout the UK and Ireland; - - The campaign’s hashtags each trended on Twitter in the UK and Ireland on their respective days; - - @explorearchives now (at time of writing) has 1797 followers (an increase of 509 from last year); - - Explore Your Archive Facebook page activity had a reach of 106,037, with 5019 post engagements. Public communications \<page_number>1\</page_number> The social media campaign had another excellent year, maintaining the successes of previous years. 113 accounts registered their participation in #explorearchives week on Twitter¹ and 11,709 tweets were sent using #explorearchives (14,592 last year) with an effective reach of over 26 million. Whilst the headline figures are slightly lower than last year, the number of tweets sent using the daily hashtags was higher, and the reach was comparable. Each hashtag trended on their given day, with #archiveanimals and #hairyarchives trending in the top three hashtags in the UK and Ireland: <table> <thead> <tr> <th>Hashtag</th> <th>Number of uses</th> <th>2015 total if applicable</th> </tr> </thead> <tbody> <tr> <td>#explorearchives</td> <td>11,709</td> <td>14,592</td> </tr> <tr> <td>#archiveanimals</td> <td>4,535 (3rd in the UK and Ireland)</td> <td>3,700</td> </tr> <tr> <td>#yearinarchives</td> <td>2,773</td> <td>2,000</td> </tr> <tr> <td>#archivepioneers</td> <td>2,683</td> <td>n/a</td> </tr> <tr> <td>#hairyarchives</td> <td>4,326 (2nd in the UK and Ireland)</td> <td>n/a</td> </tr> <tr> <td>#autoarchives</td> <td>3,026</td> <td>n/a</td> </tr> <tr> <td>TOTAL</td> <td>29,052</td> <td>24,990</td> </tr> </tbody> </table> The Explore Your Archive website exists to publicise events to the public by region and date, and to act as a hub for information about the campaign (including anyone wanting to organise events). 7,600 unique users visited the website during the Explore Your Archive launch week, resulting in 12,031 sessions (8664 in 2015-16), and 19,378 page views (14,717 in 2015-16). Responses to the evaluation survey A survey² was sent out at the beginning of January 2017, via the Explore Your Archive mailing list and to ARA members to gather feedback concerning the launch week in 2016. We received forty responses to our evaluation survey this year, which is a smaller figure than in previous years. In 2014 and 2015, the evaluation survey was been sent out in December and closed in January, receiving over one hundred responses. We have yet to determine how best to evaluate the 2017-18 campaign but will learn from the experience of recent years. Participation - Of the forty responses we received this in this evaluation, nineteen (47.5%) were from people working in local or national government archives, five (12.5%) were from people in university archives and sixteen (40%) were from people in private archives, including charity and business collections. - Thirty seven (92.5%) of those responding had taken part in the launch week this year. - Ten (27%) of those responding had not taken part in the launch week in previous years. ______________________________________________________________________ ¹ 116 registered in 2015, 50 in 2014 ² Evaluations of the previous years’ campaigns can be found here and here \<page_number>2\</page_number> - Twelve (32.4%) of those responding had taken part every year since 2013-14; nine (24.3%) had taken part in two of the last three years, and six (16.2%) took part in 2015-16. Activities - Thirty five archives gave us details of the events they had run during the launch week, including a number who reported on their social media activities. A number took advantage of the launch week to announce new activities or begin online activities, such as blogs or start social media accounts. - The social media campaign had excellent uptake with thirty six (97.3%) respondents taking part. The hashtags in particular were well received: - “The daily hashtags on twitter worked very well, it encouraged us to be more creative with our selection of material from our archives” - “Having the hashtags is always fun and helps us to show items which may otherwise not be seen” - “Loved the # - I was able to find interesting items in the collections we haven’t shared before” - The themes provided were also popular: - “I found the themes to be a good idea to promote archives together.” - “It was challenging to find items to fit within the themes on each day but it helped us to look at our collections in a new light and come about things in new ways” Overall, respondents gave the social media campaign a positive rating - Nineteen (51.4%) respondents rated the social media campaigns good and seven (18.9%) rated them excellent; - Eight (21.6%) respondents rated the support and communications from The National Archives, ARA and other partners as excellent; Twenty one (56.8%) rated it as good; - However, a small number of those responding highlighted some areas that could be improved, Two (5.4%) of those responding reported being unable to find details of the social media campaign, and five (13.5%) asked for more advance notice of launch week; Overall, the Explore Your Archive launch week was a success - Thirty five (94.6%) archives deemed the Explore Your Archive launch week as successful for their service; - Thirty one (86.1%) thought the Explore Your Archive launch week was successful for the archive sector - Thirty five (94.6%) agreed that the Explore Your Archive Launch week made them feel proud about the work that they do. - “It was great to be involved and we have plans to try something more ambitious next year. The event gives us the room to escalate our participation as our confidence grows.” - “The resource pack was fabulous and had I more time, I would have really liked to have planned in an event as well as the social media campaign.” - “I’m sure we will continue to participate in future years as it is a great opportunity for archives to come together and showcase the amazing things we hold.” \<page_number>3\</page_number> However, the survey revealed some areas for development for future campaigns - Three (11.1%) respondents did not take part this year: one of these had taken part previously. Reasons given included: lack of awareness of the campaign, lack of resources and a mismatch between the campaign goals and their organisational goals. - Thirteen (35%) respondents said Explore Your Archive launch week resulted in them or a colleague developing new skills. - Some commented that if they were to participate again, they would like to receive information earlier in order to prepare: - “Better advanced information online about the current year rather than showing the previous year’s info right up to the few weeks before.” - More advance notice of plans and ideas. - Two respondents commented on being confused about the Explore Your Archive ‘launch’ week: - “What exactly did it launch as I have seen no mention of the campaign or related material since November. Surely awareness week is a better term, and is probably how most archives perceive the occasion.” - “If the Explore Campaign is intended to be a year-long event (which we were not aware of until this year’s report came out) is it possible to encourage participants to continue using the hashtag #exploreharchives and posting to the social media pages throughout the year? Currently, as soon as the launch week is over, all activity ceases and the pages quickly look unused/out-of-date.” - Importantly, there is interest to engage more broadly, beyond the archives sector with the next campaign: - “This year we felt the campaign didn’t go beyond the archives profession. It was great to engage with other archives more than usual, but that doesn’t feel the point of the campaign. Also the lead-in and preparation time seemed even shorter despite asking last year for it to be longer.” Priorities for the 2017 Explore Your Archive campaign - Announce launch week date in March 2017; - Develop a greater focus on engaging the public with the campaign, building on the successful and wide ranging activities undertaken by colleagues in the archives sector, and build in greater evaluation of public engagement to determine a better picture of the impact of the campaign; - Continue to build on the social media successes achieved this year. - Seek to extend the use of ambassadors. - Develop a simple, re-usable evaluation framework model, tailored to the needs of the sector; - Make the Explore Your Archive website and campaign materials more accessible and year-round to reflect the full scope of the campaign. For further information about the Explore Your Archive Campaign, please contact Jessamy Carlson, campaign lead at The National Archives or Jon Elliott, Head of Public Affairs at the Archives & Records Association (UK & Ireland). \<page_number>4\</page_number> Media coverage <img>four·colman getty</img> # Media report 25 November 2016 Appeared Broadcast BBC Radio London –Robert Elms Interview with Diane Louise Jordan, 23 November 1.38.50 – 1.39.10 and 1.42.40 – 1.54.10 http://www.bbc.co.uk/programmes/p04fpjqh#play Nationals The Guardian Piece on GNM archive, 18 November Note: We did approach The Guardian but did not receive a confirmation for this piece https://www.theguardian.com/gnm-archive/gallery/2016/nov/18/making-headlines-printing-the-guardian-newspaper-1921-1987-in-pictures Telegraph Comment piece by Stephen McGann, 23 November http://www.telegraph.co.uk/news/thinking-man/call-midwifes-stephen-mcgann-should-delve-national-archives/ Online Scottish History Ran feature including Scottish events, 22 November https://www.celebrate-scotland.co.uk/news/explore-your-archive-week-in-scotland-21-27-november-2016 The Londonist Listing of LGBT event at National Archives , 18 November http://londonist.com/london/weekend/things-to-do-in-london-this-weekend-19-20-november-2016/relephantpicked The Voice 'Historical Records: Find Your Family's This Month', 25 November http://www.voice-online.co.uk/article/historical-records-find-your-familys-month Confirmed Royal Academy RA Recommends feature on Arts Archives Huffington Post LGBT comment piece The Stage Feature on Theatre Collection \<page_number>5\</page_number>	ENGLISH
2949-pdf	<img>Ministry of Housing, Communities & Local Government logo</img> Ministry of Housing, Communities & Local Government # The Future Homes Standard: 2019 Consultation on changes to Part L (conservation of fuel and power) and Part F (ventilation) of the Building Regulations for new dwellings Summary of responses received and Government response January 2021 Ministry of Housing, Communities and Local Government <img>ogl logo</img> © Crown copyright, 2021 Copyright in the typographical arrangement rests with the Crown. You may re-use this information (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence. To view this licence visit http://www.nationalarchives.gov.uk/doc/open-government-licence/version/3/ This document/publication is also available on our website at www.gov.uk/mhclg If you have any enquiries regarding this document/publication, complete the form at http://forms.communities.gov.uk/ or write to us at: Ministry of Housing, Communities and Local Government Fry Building 2 Marsham Street London SW1P 4DF Telephone: 030 3444 0000 For all our latest news and updates follow us on Twitter: https://twitter.com/mhclg January 2021 Contents Executive Summary 4 Chapter 1 - Introduction 7 Chapter 2 - The Future Homes Standard 12 Chapter 3 - Part L Standards for new homes in 2021 27 Chapter 4 - Part F Changes for new homes in 2021 65 Chapter 5 - Airtightness 82 Chapter 6 - Compliance, Performance and Providing Information 91 Chapter 7 - Transitional Arrangements 100 Chapter 8 - Impact Assessment 104 Annex A - Draft notional building specification for the Future Homes Standard 106 Annex B - Notional building specification for Part L 2021 108 Annex C - BREL Compliance Report 111 \<page_number>3\</page_number> # Executive Summary The challenges involved in improving the energy efficiency of our buildings and reducing carbon emissions are not insubstantial. However, new build is an area where we can and must maintain momentum. This document sets out the Government's response to the first stage of a two-part consultation on proposed changes to Part L (Conservation of fuel and power) of the Building Regulations. The consultation contained proposals for changes to the energy efficiency standards for new homes, as well as the wider impacts of Part L, including changes to Part F (Ventilation), its associated Approved Document guidance, airtightness and improving the 'as-built' performance of the constructed home. ## Chapter 2 We have said that from 2025, the Future Homes Standard will deliver homes that are zero-carbon ready ✓ We intend to set the performance standard of the Future Homes Standard at a level which means that new homes will not be built with fossil fuel heating, such as a natural gas boiler. ✓ These homes will be future-proofed with low carbon heating and high levels of energy efficiency. ✓ No further energy efficiency retrofit work will be necessary to enable them to become zero-carbon as the electricity grid continues to decarbonise. ✓ Our work on a full technical specification for the Future Homes Standard has been accelerated and we will consult on this in 2023. We also intend to introduce the necessary legislation in 2024, ahead of implementation in 2025. ## Chapter 2 We acknowledged the need to clarify Local Planning Authorities' role in setting energy efficiency requirements for new homes that go beyond the minimum standards set through the Building Regulations ✓ The new planning reforms will clarify the longer-term role of local planning authorities in determining local energy efficiency standards. ✓ To provide some certainty in the immediate term, we will not amend the Planning and Energy Act 2008, which means that local authorities will retain powers to set local energy efficiency standards for new homes. \<page_number>4\</page_number> Chapter 3 We said that in 2020, we would introduce an interim uplift in Part L standards that delivered a meaningful reduction in carbon emissions and provided a stepping stone to the Future Homes Standard ✓ A low carbon heating system will be integral to the specification of the Future Homes Standard and we anticipate that heat pumps will become the primary heating technology for new homes. ✓ We must ensure that all parts of industry are ready to meet the Future Homes Standard from 2025, which will be challenging to deliver in practice, by supporting industry to take a first step towards the new standard. ✓ A 2021 interim uplift will deliver high-quality homes that are in line with our broader housing commitments and encourage homes that are future-proofed for the longer-term. ✓ These homes will be expected to produce 31% less CO₂ emissions compared to current standards. Chapter 3 We asked if the Fabric Energy Efficiency Standard should be removed as a performance metric for new homes, to minimise complexity and avoid confusion ✓ We have settled on a revised package of performance metrics that will ensure a fabric first approach is at the heart of all new homes alongside a low carbon heating system. ✓ The Fabric Energy Efficiency Standard will be one of four performance metrics that achieves this balance. Chapter 6 We put forward a comprehensive package of measures to improve compliance, reduce the performance gap and provide more information to energy assessors, building control and homeowners ✓ We will introduce all of the proposals set out in the consultation to help address the performance gap. ✓ This will reduce the performance gap by improving the accuracy of as-built energy calculations and providing clearer information about the as-built specifications of new buildings to both building control bodies and homeowners. Chapter 7 We said that we would introduce more stringent transitional arrangements to ensure as many homes as possible are being built to new energy efficiency standards ✓ Transitional arrangements provide all developers with certainty about the standards they are building to. \<page_number>5\</page_number> ☑ To ensure as many homes as possible are being built in line with new energy efficiency standards, transitional arrangements will now apply to individual homes rather than an entire development and the transitional period will be one year. ☑ This approach will support successful implementation of the 2021 interim uplift and therefore better support the wider implementation timeline for the Future Homes Standard from 2025. \<page_number>6\</page_number> Chapter 1 - Introduction Net zero emissions and climate change 1.1 The UK was the first major world economy to pass a net zero emissions target into law. This target, which was recommended by the Committee on Climate Change, is one of the most ambitious in the world and requires the UK to bring all greenhouse gas emissions to net zero by 2050. 1.2 In 2018, heating and powering homes accounted for 22% of all greenhouse gas emissions in the UK. The UK has already made considerable progress in this sector by reducing total emissions by 43% since 1990, despite there being approximately a quarter more homes. The homes that are constructed now and in the next decade will still exist in 2050 and we have acknowledged that more must be done to decarbonise all buildings. 1.3 The minimum energy efficiency standards that we set for buildings must put us on the right path to achieve our net zero target. The Government believes that by improving energy efficiency and moving to cleaner sources of heat, we can reduce carbon emissions and keep energy costs for consumers down now and in the future. 1.4 Energy efficient, low carbon homes will become the norm. It is significantly cheaper and easier to install energy efficiency and low carbon heating measures when homes are built, rather than retrofitting them afterwards. This means we will need to improve the fabric standards of our homes and build the supply chains and technology options for low carbon heat that will save carbon through the next decade and put us on a cost-effective pathway to 2050. 1.5 This document sets out our response to the first stage of our two-part consultation on proposed changes to Part L (Conservation of fuel and power) and Part F (Ventilation) of the Building Regulations. Alongside this document, the Government is publishing the second stage of the consultation process through The Future Buildings Standard - consultation on changes to Part L (conservation of fuel and power) and Part F (ventilation) of the Building Regulations for non-domestic buildings and dwellings; and overheating in new residential buildings. Together, these changes provide a pathway towards creating homes and buildings ______________________________________________________________________ <sup>1</sup> Net Zero – The UK’s contribution to stopping global warming, The Committee on Climate Change, 2019 https://www.theccc.org.uk/publications/net-zero-the-uk-s-contribution-to-stopping-global-warming/ <sup>2</sup> Based on net emissions from homes which includes both direct emissions (those from domestic combustion) and indirect emissions (those from electricity generation at power stations for domestic electricity use). Source: Final UK greenhouse gas emissions national statistics - 1990 to 2018, BEIS (2020) https://www.gov.uk/government/statistics/final-greenhouse-gas-emissions-national-statistics-1990-to-2018 <sup>3</sup> Clean Growth Strategy, BEIS (2019) https://www.gov.uk/government/publications/clean-growth-strategy <sup>4</sup> The Future Buildings Standard: Consultation on changes to Part L (conservation of fuel and power) and Part F (ventilation) of the Building Regulations for non-domestic buildings and dwellings; and overheating in new residential buildings, MHCLG (2021) https://www.gov.uk/government/consultations/the-future-buildings-standard \<page_number>7\</page_number> that are fit for the future, a built environment with lower carbon emissions, and homes adapted to the overheating risks caused by a warming climate. 1.6 In Clean Growth: Transforming Heating we made a commitment to produce a roadmap for heat policy.³ We plan to publish a Heat and Buildings Strategy which provides that but will also go much further - by taking a holistic approach to energy use in buildings and considering product and thermal efficiency as well as heat decarbonisation. The strategy will provide a clear direction of travel for the 2020s, demonstrating how we will meet our carbon targets and ensure we are on track for net zero. It will also set out how we are approaching the big strategic choices that need to be taken this decade. The Future Homes Standard vision 1.7 We made a commitment in the 2019 Spring Statement that by 2025 we will introduce a Future Homes Standard for new build homes to be future-proofed with low carbon heating and world-leading levels of energy efficiency.⁴ By making our homes and other buildings more energy efficient and embracing smart and low carbon technologies, we can improve the energy efficiency of peoples’ homes and boost economic growth while meeting our targets for carbon reduction. 1.8 The introduction of the Future Homes Standard will achieve a considerable improvement in energy efficiency standards for new homes. The Future Homes Standard consultation, launched in October 2019, represented a first step in incentivising these changes by providing a clear vision for implementation and setting an ambitious uplift to the energy performance requirements in the Building Regulations for new homes. 1.9 In the consultation we proposed that: - From 2025, new homes built to the Future Homes Standard will have carbon dioxide emissions at least 75% lower than those built to current Building Regulations standards. - Introducing the Future Homes Standard will ensure that the homes this country needs will be fit for the future, better for the environment and affordable for consumers to heat, with low carbon heating and very high fabric standards. - All homes will be ‘zero carbon ready’, becoming zero carbon homes over time as the electricity grid decarbonises, without the need for further costly retrofitting work. ______________________________________________________________________ ³ Clean growth: transforming heating - overview of current evidence, BEIS (2018) https://www.gov.uk/government/publications/heat-decarbonisation-overview-of-current-evidence-base ⁴ Spring Statement: Written Ministerial Statement, HM Treasury (2019) https://www.gov.uk/government/publications/spring-statement-2019-written-ministerial-statement \<page_number>8\</page_number> Consultation overview 1.10 The Ministry of Housing, Communities and Local Government (MHCLG) published the Future Homes Standard consultation on 1 October 2019. We sought views on our plans for a Future Homes Standard for new homes from 2025, and proposed options for an interim increase to the energy efficiency requirements for new homes ahead of that.¹ 1.11 The consultation also covered the wider impacts of Part L for new homes, including changes to Part F (Ventilation), its associated Approved Document guidance, airtightness and improving the as-built performance of the constructed home. It also included proposals for a new approach to transitional arrangements. Consultation response 1.12 The Department received a total of 3,310 individual responses to the consultation from a wide range of organisations, representative and trade bodies, industry professionals, academics and individual members of the public. There was a significant level of interest in this consultation and we would like to thank everyone that took the time to respond, often with detailed submissions and supporting evidence. All of the views that were shared with us have been taken into consideration. 1.13 A breakdown of the responses we received according to different stakeholder categories is provided in Table 1. The totals in the table do not correlate directly with the 3,310 individual responses that we received as some stakeholders did not state their stakeholder category. In addition, respondents that replied to the consultation using our online survey were able to identify as belonging to more than one stakeholder category in their response. <table> <tr> <td>Respondent type</td> <td>Number of responses</td> </tr> <tr> <td>Builder / Developer</td> <td>134</td> </tr> <tr> <td>Building Control Approved Inspector</td> <td>15</td> </tr> <tr> <td>Competent Persons Scheme Operator</td> <td>7</td> </tr> <tr> <td>Designer / Engineer / Surveyor</td> <td>1,449</td> </tr> <tr> <td>Energy sector</td> <td>83</td> </tr> <tr> <td>Installer / Specialist sub-contractor</td> <td>51</td> </tr> <tr> <td>Local authority</td> <td>247</td> </tr> <tr> <td>Manufacturer / Supply chain</td> <td>88</td> </tr> <tr> <td>National representative or trade body</td> <td>48</td> </tr> <tr> <td>Professional body or institution</td> <td>56</td> </tr> <tr> <td>Property Management</td> <td>37</td> </tr> </table> ______________________________________________________________________ ¹ The Future Homes Standard: changes to Part L and Part F of the Building Regulations for new dwellings, MHCLG (2019) https://www.gov.uk/government/consultations/the-future-homes-standard-changes-to-part-l-and-part-f-of-the-building-regulations-for-new-dwellings \<page_number>9\</page_number> <table> <tr> <td>Research / Academic organisation</td> <td>96</td> </tr> <tr> <td>Other</td> <td>638</td> </tr> </table> 1.14 A significant proportion of the responses we received were based on, or inspired by, campaign responses coordinated by external groups that had a particular focus on environmental and energy efficiency issues. Many of these responses raised issues and concerns regarding the energy efficiency of buildings which went beyond the scope of our consultation proposals and the existing Building Regulations. These topics included: embodied carbon; Modern Methods of Construction; suggestions for how we can further address the performance gap of new buildings; and the actions that will be required to ensure consumers are familiar with and have the confidence to use the products and the spaces that they occupy, in smarter, greener ways. 1.15 Alongside our work on the Future Homes Standard, we will carry out wider work to consider the future of energy efficient and low carbon buildings, looking beyond the scope of Building Regulations. This will examine some of the broader and more fundamental questions around how we can ensure that all new buildings are designed and constructed to be fit for a zero carbon future, including those raised through the consultation process, such as the role of Modern Methods of Construction and low carbon materials, including timber, in delivering low carbon construction where these can be used safely. 1.16 This response document sets out a summary of the responses we received to the 69 consultation questions and outlines the Government’s response on each issue. A quantitative analysis of the responses we received to each question is provided. Where we asked for views or comments, we have summarised the main points raised by stakeholders. However, as a summary, this paper does not attempt to capture every point made during the consultation process. Revised draft guidance 1.17 Revised versions of the draft Approved Document L, Volume 1: Dwellings and Approved Document F, Volume 1: Dwellings have been published alongside this response document. In this document, they are referred to as ‘2021 draft Approved Document L, Volume 1: Dwellings’ and ‘2021 draft Approved Document F, Volume 1: Dwellings’ respectively. The revised approved documents are available online through the following link: https://www.gov.uk/government/publications/building-regulations-approved-documents-l-f-and-overheating-consultation-version 1.18 Drafts of Approved Document L, Volume 2: Buildings other than dwellings, Approved Document F, Volume 2: Buildings other than dwellings and the Approved Document for Overheating have also been published on the above webpage. These should be read alongside the Future Buildings Standard Consultation.\\textsuperscript{4} 1.19 The drafts of Approved Document L, Volume 1: Dwellings and Approved Document F, Volume 1: Dwellings which accompanied the 2019 Future Homes \<page_number>10\</page_number> Standard Consultation are still available online via the link below. In this document, they are referred to as the ‘2019 draft Approved Document L, Volume 1: Dwellings’ and ‘2019 draft Approved Document F, Volume 1: Dwellings’ respectively. They are available online through the following link: https://www.gov.uk/government/publications/building-regulations-approved-documents-l-and-f-consultation-version Timetable for implementation 1.20 The Prime Minister’s ten-point plan for a green industrial revolution noted that we must ensure that implementation of the Future Home Standard is completed in the shortest possible timeline.(^6) 1.21 The Future Homes Standard consultation provided an implementation roadmap that included our intention, at that time, to publish the second Part L consultation early in 2020 and then implement the interim Part L uplift for all building types soon after. Subject to the outcome of the second Part L consultation published alongside this response document, our aim is now for the interim Part L (Conservation of fuel and power), Part F (Ventilation) and Overheating Regulations outlined in both consultations, with associated guidance, to be regulated for in late 2021, coming into effect in 2022. 1.22 Further information regarding the wider implementation timeline for the Future Homes Standard can be found in the Government response to Question 5, in Chapter 2 of this document. (^6) The ten point plan for a green industrial revolution, BEIS, Prime Minister’s Office, 10 Downing Street (2020) https://www.gov.uk/government/publications/the-ten-point-plan-for-a-green-industrial-revolution \<page_number>11\</page_number> Chapter 2 - The Future Homes Standard What should the Future Homes Standard look like? Question 1: Do you agree with our expectation that a home built to the Future Homes Standard should produce 75-80% less CO₂ emissions than one built to current requirements? 2.1 Chapter 2 of the consultation outlined the Government's vision for the Future Homes Standard, which included a high-level specification incorporating very high fabric standards and low carbon heating. We expect an average semi-detached home built to meet the Standard would produce 75-80% less carbon dioxide emissions than one built to current Building Regulations requirements. <table> <tr> <td>Question 1</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q1</td> </tr> <tr> <td>(a) Yes</td> <td>522</td> <td>16%</td> <td>18%</td> </tr> <tr> <td>(b) No – 75-80% is too high a reduction in CO₂</td> <td>65</td> <td>2%</td> <td>2%</td> </tr> <tr> <td>(c) No – 75-80% is too low a reduction in CO₂</td> <td>2,388</td> <td>72%</td> <td>80%</td> </tr> <tr> <td>Did not respond</td> <td>335</td> <td>10%</td> <td>-</td> </tr> </table> 2.2 Support for the Government’s proposed level of uplift for the Future Homes Standard was highest among stakeholders that identified as: designers / engineers / surveyors; local authorities; manufacturers / supply chain; and builders / developers. There was a broad level of support from many stakeholders around a standard for new homes that responds to the challenges caused by climate change and supports our overall efforts in reaching net zero. 2.3 Many of the respondents that argued a 75-80% reduction in carbon emissions was too low said that the Future Homes Standard should ensure all new homes are designed to be net zero in order to provide an urgent response to climate change. Most stakeholder categories demonstrated a majority in favour of this view, and some argued that the Government should be pushing for even higher standards. 2.4 The most common concerns raised by respondents that thought the Future Homes Standard was too ambitious related to a potential increase in fuel costs for households, and that Government should consider the wider impact of the Future Homes Standard on the economy and housing delivery. These arguments were not made by the majority of any stakeholder groups, although there was some support among: designers / engineers / surveyors; builders / developers; and national representative or trade bodies. 2.5 The importance of taking a ‘fabric first’ approach when setting a new standard was highlighted by many stakeholders, particularly those that identified as: designers / engineers / surveyors; local authorities; and builders / developers. It was argued \<page_number>12\</page_number> that the Future Homes Standard should not rely on grid decarbonisation in order to achieve a reduction in emissions and that new buildings should be designed to reduce the burden on the national grid because doing so would help the grid decarbonise more swiftly. 2.6 Other key issues raised by respondents included: - A need to improve compliance under the Future Homes Standard to close the performance gap between the design intent and build quality of new homes. - That the Future Homes Standard should create homes that do not require further energy efficiency retrofitting work in future. - Proposals to base the Future Homes Standard on the operational performance of the building using metered energy use, taking account of both regulated and unregulated energy usage. - The Future Homes Standard should incentivise sustainable development practices and address the embodied carbon of new homes, with some calling for this to be regulated through performance metrics. - That Government should look beyond 2025 and consider other options to deliver net zero homes. Government response to Question 1 2.7 The Government has dual ambitions of achieving net zero emissions by 2050 and continuing our progress towards achieving 300,000 homes a year by the mid-2020s. These objectives are not mutually exclusive, and with good planning and smart design we can build the homes we need while protecting and enhancing the natural environment and adjusting to climate change. 2.8 The introduction of the Future Homes Standard will ensure that an average home will produce at least 75% lower CO₂ emissions than one built to current energy efficiency requirements. In the short term this represents a considerable improvement in the energy efficiency standards for new homes. Homes built under the Future Homes Standard will be ‘zero carbon ready’, which means that in the longer term, no further retrofit work for energy efficiency will be necessary to enable them to become zero-carbon homes as the electricity grid continues to decarbonise. 2.9 Homes built under the Future Homes Standard will be future-proofed with low carbon heating and world-leading levels of energy efficiency. By delivering carbon reductions through the fabric and building services in a home rather than relying on wider carbon offsetting, the Future Homes Standard will ensure new homes have a smaller carbon footprint than any previous Government policy (Table 3). In addition, this footprint will continue to reduce over time as the electricity grid decarbonises. 2.10 Many consultation responses raised wider issues and concerns regarding the energy efficiency of buildings, some of which were beyond the scope of the consultation or existing Building Regulations. As set out in chapter 1, we intend to carry out some longer-term work to consider the future of energy efficient buildings beyond the Future Homes Standard, which will enable us to examine wider and \<page_number>13\</page_number> more fundamental questions around how we can ensure that all new buildings are designed and constructed to be fit for a zero carbon future. Question 2: We think heat pumps and heat networks should typically be used to deliver the low carbon heating requirement of the Future Homes Standard. What are your views on this and in what circumstances should other low carbon technologies, such as direct electric heating, be used? 2.11 The consultation acknowledged that reducing demand for heat through improved fabric standards in new homes would not on its own meet our ambitions for the Future Homes Standard. Therefore, in addition to a high level of fabric efficiency we reasoned that a low carbon heating system would be integral to the specification of the Future Homes Standard. We anticipate that the installation of heat pumps, particularly air-to-water and air-to-air heat pumps, will play a major role in delivering low carbon heat for homes built to the Future Homes Standard. However, the consultation also detailed some other technologies that could be used to achieve this aim. Heat pumps 2.12 70% of respondents to this question agreed that heat pumps should play a role in delivering the Future Homes Standard, and there was particular support from stakeholders that identified as: designers / engineers / surveyors; local authorities; builders / developers; and the energy sector. It was noted that the design, installation and operation of a heat pump was important to ensure that it works well in practice and does not lead to additional running costs for households. 6% of respondents raised specific concerns in relation to heat pumps, including some stakeholders that agreed with their use. These concerns included: - That the skills and supply chains for heat pumps require further support and expansion in order to meet the demand that will be created by introducing the Future Homes Standard. - That heat pumps will require a change in behaviour and use for consumers used to operating traditional gas central heating systems. - Concerns regarding noise, vibration and size requirements of installing heat pumps in new homes. - The use of refrigerants in heat pumps. Heat networks 2.13 26% of respondents agreed that heat networks had a role to play in delivering the Future Homes Standard, including stakeholders that identified as: designers / engineers / surveyors; local authorities; the energy sector; and research / academic organisations. However, 32% of respondents, including those that agreed heat networks had a role to play, expressed some concern about their use. Many argued that the definition of a heat network needed to be made clearer on the basis that there is a difference between local building or site-based communal networks for dense urban development, and large regional district heating \<page_number>14\</page_number> networks. Respondents also highlighted the environmental difference between a heat network served by a gas fired combined heat and power plant and a low carbon network served by fossil fuel free heat. Respondents said that there needed to be a clear justification for the use of heat networks in a development. There were also consistent calls for the use of fossil fuels to be avoided in new heat networks and that a clear path to decarbonising existing heat networks was necessary. 2.14 Specific issues raised in relation to heat networks included: - The efficiency of heat networks due to heat losses, with some respondents drawing a link to the risk of overheating in homes. - A lack of consumer choice, on the basis that heat networks remove an occupant’s ability to switch energy supplier. - There were advocates for the use of ambient temperature networks with building level heat pumps in order to reduce losses and facilitate energy sharing. Direct electric heating 2.15 8% of respondents felt that direct electric heating had a role to play in delivering the Future Homes Standard, with the largest support from stakeholders that identified as: designers / engineers / surveyors; local authorities; the energy sector; and builders / developers. 46% of the responses we received to this question from a range of stakeholders expressed concern regarding the use of this heating technology on the basis that it is less efficient than heat pumps and would carry expensive running costs for consumers. Around a third of the responses we received argued that direct electric heating would only be appropriate for delivering space heating in homes that have an extremely low heat demand. Other comments 2.16 Stakeholders that identified as: designers / engineers / surveyors; local authorities; and the energy sector expressed concern that a move towards the electrification of heating could place an additional burden on the electricity grid, which in turn would require more upgrading of the grid and more storage or standby generation. Respondents were concerned that these costs would be passed back to the public through energy bills. There was also concern that the additional burden placed on the grid could slow the UK’s overall progress towards decarbonisation. 2.17 There was support from stakeholders that identified as: designers / engineers / surveyors; local authorities; and manufacturers / supply chains, for the Government’s position that the Future Homes Standard would not mandate the use of any specific technologies. Many respondents recognised that the best heating solution would depend on the specific circumstances of a development and that the Building Regulations should set performance-based targets that allowed developers to take an innovative approach. 2.18 A wide range of alternative technological solutions were suggested by respondents, although there was no overall consensus around any of the options \<page_number>15\</page_number> that were mentioned. Of the technologies suggested as playing a role in the Future Homes Standard, the greatest support was shown for; solar panels; green gas such as hydrogen and biomethane; and mechanical ventilation with heat recovery. Government response to Question 2 2.19 The Prime Minister’s ten point plan for a green industrial revolution noted that, as well as increasing the energy efficiency of our buildings, we will need to move away from heating our homes with fossil fuels in order to meet our net zero target. The Building Regulations will continue to set a performance-based standard rather than mandating or banning the use of any technologies. However, to ensure that new homes are zero carbon ready, we intend to set the performance standard of the Future Homes Standard at a level which means that new homes will not be built with fossil fuel heating, such as a natural gas boiler. 2.20 The future is likely to see a mix of low carbon technologies used for heating. Clean Growth: Transforming Heating, an evidence review of the options for decarbonising heat, concluded that it is unlikely that there will be a one-size-fits all solution, so multiple technologies will play a role. To meet the Future Homes Standard, industry will need to develop the necessary supply chains, skills and construction practices to consistently deliver high quality homes that incorporate low-carbon heat and high levels of energy efficiency. 2.21 Currently, electrification is one of the few proven scalable options for decarbonising heat. As set out in the consultation, we expect heat pumps will become the primary heating technology for new homes under the Future Homes Standard and we believe that it is therefore important to build the market for them now. Heat pumps are highly efficient, providing around three times the amount of heat compared to the electricity used. 2.22 Heat networks will also have an important role to play and are often an excellent solution for new buildings in towns and cities because of their ability to integrate the lowest-carbon heat sources. Heat networks are the only way we can exploit larger scale renewable and recovered heat sources such as energy from waste, waste heat and heat from rivers and mines. Question 3: Do you agree that the fabric package for Option 1 (Future Homes Fabric) set out in Chapter 3 and Table 4 of the impact assessment provides a reasonable basis for the fabric performance of the Future Homes Standard? 2.23 To illustrate the type of homes we expect to be built under the Future Homes Standard, the consultation proposed a draft specification that included the minimum fabric standards we expect these homes might incorporate. \<page_number>16\</page_number> <table> <tr> <td>Question 3</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q3</td> </tr> <tr> <td>a) Yes</td> <td>340</td> <td>10%</td> <td>13%</td> </tr> <tr> <td>b) No – the fabric standard is too demanding</td> <td>73</td> <td>2%</td> <td>3%</td> </tr> <tr> <td>c) No – the fabric standard is not demanding enough</td> <td>2,249</td> <td>68%</td> <td>84%</td> </tr> <tr> <td>Did not respond</td> <td>648</td> <td>20%</td> <td>-</td> </tr> </table> 2.24 While there was recognition from some respondents that the proposed U-values for the Future Homes Standard were aligned with those of the Passivhaus standard, there were calls for the Government to push fabric standards even further on the basis that the Government's legally-binding target of net zero emissions by 2050 required urgent action, particularly from: designers / engineers / surveyors; local authorities; builders / developers; and research / academic organisations. 2.25 Among the designers / engineers / surveyors, local authorities, professional body or institutions, and research / academic organisations that responded, there was a particular concern that the fabric standards proposed may require further retrofit work at a later time in order to meet the net zero emissions target. Over half of the respondents to this question argued that the minimum fabric standards proposed would not be enough to ensure high fabric standards in new homes, if the Fabric Energy Efficiency Standard was not retained as a performance metric. 2.26 Respondents that thought the fabric standards were too demanding included those that identified as: manufacturers / supply chains; builders / developers; and national representative or trade bodies. Some commented that there may be unintended consequences, such as difficulty in meeting the requirements of Part B of the Building Regulations (Fire). Others argued that the standard would carry higher costs and present practical challenges by necessitating the use of thicker walls and triple glazing. 2.27 We received suggestions, mostly from designers / engineers / surveyors, that the airtightness of the Future Homes Standard should be improved, and that Government could introduce form factors to take account of the shape of homes. Government response to Question 3 2.28 We consider the principle of a fabric-first approach to be sound and this will inform our approach as we introduce Part L 2021 and transition to the Future Homes Standard in 2025. Under the Future Homes Standard, we will be pushing building fabric standards further than ever before while ensuring that low carbon heating is integral to the design of all new homes. 2.29 As set out in chapter 3, we intend to retain the Fabric Energy Efficiency Standard as a performance metric. This, alongside the fabric standards set out in the draft notional building specification for the Future Homes Standard (Annex A) will form the basis of the Future Homes Standard specification. \<page_number>17\</page_number> 2.30 While the draft specification for the Future Homes Standard is not final and will be subject to further technical work and full consultation in due course, we are sharing this now so that we can begin to engage with all parts of industry on the indicative technical detail of the standard. 2.31 Table 2 offers a comparison between some of the building fabric and services standards of the draft notional building specification for the Future Homes Standard, with those of previous Government standards. Table 2 - Fabric and services comparison with the 2021 Part L and draft Future Homes Standard specification <table> <thead> <tr> <th></th> <th>Proposed 'zero carbon homes' standard¹</th> <th>Current 2013 Part L standard</th> <th>2021 Part L Standard</th> <th>Indicative FHS specification</th> </tr> </thead> <tbody> <tr> <td>Floor U-value (W/m².K)</td> <td>0.13</td> <td>0.13</td> <td>0.13</td> <td>0.11</td> </tr> <tr> <td>External wall U-value (W/m².K)</td> <td>0.18</td> <td>0.18</td> <td>0.18</td> <td>0.15</td> </tr> <tr> <td>Roof U-value (W/m².K)</td> <td>0.13</td> <td>0.13</td> <td>0.11</td> <td>0.11</td> </tr> <tr> <td>Window U-value (W/m².K)</td> <td>1.4</td> <td>1.4</td> <td>1.2</td> <td>0.8</td> </tr> <tr> <td>Door U-value (W/m².K)</td> <td>1.0</td> <td>1.0 - opaque<br>1.2 - semi-glazed</td> <td>1.0</td> <td>1.0</td> </tr> <tr> <td>Air permeability at 50 Pa</td> <td>5.0 m³/(h.m²)</td> <td>5.0 m³/(h.m²)</td> <td>5.0 m³/(h.m²)</td> <td></td> </tr> <tr> <td>Heating appliance</td> <td>Gas boiler</td> <td>Gas boiler</td> <td>Gas boiler</td> <td>Low-carbon heating (e.g. Heat pump)</td> </tr> <tr> <td>Heat Emitter type</td> <td>Regular radiators</td> <td>Regular radiators</td> <td>Low temperature heating</td> <td>High temperature heating</td> </tr> <tr> <td>Ventilation System type</td> <td>Natural (with extract fans)</td> <td>Natural (with extract fans)</td> <td>Natural (with extract fans)</td> <td>Natural (with extract fans)</td> </tr> <tr> <td>PV</td> <td>30% ground floor area</td> <td>No</td> <td>40% ground floor area</td> <td>None</td> </tr> <tr> <td>Wastewater heat recovery y value (W/m².K)</td> <td>No 0.05</td> <td>No 0.05</td> <td>Yes 0.05</td> <td>No 0.05</td> </tr></tbody></table> Notes: ¹ This table reflects the zero carbon homes specification that was proposed under a previous Government. 2.32 As set out in our response to Question 1, by delivering carbon reductions through the fabric and building services in a home rather than relying on wider carbon offsetting, the Future Homes Standard will ensure new homes have a smaller carbon footprint than any previous Government policy (Table 3). In addition, this footprint will continue to reduce over time as the electricity grid decarbonises. \<page_number>18\</page_number> <table> <thead> <tr> <td></td> <td>Current 2013 Part L standards</td> <td>Proposed 'zero carbon homes' standard<sup>2</sup></td> <td>2021 Part L</td> <td>Indicative FHS specification</td> </tr> </thead> <tbody> <tr> <td>Carbon (kgCO<sub>2</sub>/m<sup>2</sup>/yr)</td> <td>16.0</td> <td>13.5</td> <td>11.0</td> <td>3.6</td> </tr> </tbody> </table> Notes: 1. All figures use the same 10.1 version of SAP software and carbon factors as the Part L 2021 uplift for accurate comparison. 2. This table reflects the zero carbon homes specification that was proposed under a previous Government. This standard was set at 11.0 using carbon factors and SAP software at the time. Certainty and consistency in setting energy efficiency standards Question 4: When, if at all, should the Government commence the amendment to the Planning and Energy Act 2008 to restrict local planning authorities from setting higher energy efficiency standards for dwellings? 2.33 At present, local planning authorities may include policies in their local plans which require developers to comply with energy efficiency standards for new homes that exceed the minimum requirements of the Building Regulations. 2.34 The Planning and Energy Act 2008 was amended in 2015 to provide Government with powers to stop local planning authorities from being able to exceed the minimum energy efficiency requirements of the Building Regulations, but this amendment has not been commenced. In the same year, the then Government set out in a Written Ministerial Statement an expectation that local planning authorities should not set energy efficiency standards for new homes higher than the energy requirements of Level 4 of the Code for Sustainable Homes, which is equivalent to a 19% improvement on the Part L 2013 standard. 2.35 The Future Homes Standard consultation recognised that the current position has caused confusion and uncertainty for local planning authorities and home builders, alike. While some local planning authorities are unclear about what powers they have to set their own energy efficiency standards and have not done so, others have continued to set their own energy performance standards which go beyond the Building Regulations minimum and in some cases beyond the Code for Sustainable Homes. Equally, for developers we have heard that this has resulted in disparate energy efficiency standards across local authority boundaries, the inconsistency of which can create inefficiencies in supply chains, labour and potentially quality of outcomes. 2.36 The consultation proposed that one way of clarifying the role of local authorities would be to amend the Planning and Energy Act 2008 alongside a future uplift in Part L standards so that in future, developers will be required to build to a single higher standard that is applied consistently across England. \<page_number>19\</page_number> <table> <tr> <td>Question 4</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q4</td> </tr> <tr> <td>(a) In 2020, alongside the introduction of any option to uplift the energy efficiency standards of Part L</td> <td>257</td> <td>8%</td> <td>9%</td> </tr> <tr> <td>(b) In 2020 but only in the event of the introduction of a 31% uplift (option 2) to the energy efficiency standards of Part L</td> <td>77</td> <td>2%</td> <td>3%</td> </tr> <tr> <td>(c) In 2025 alongside the introduction of the Future Homes Standard</td> <td>81</td> <td>2%</td> <td>3%</td> </tr> <tr> <td>(d) The Government should not commence the amendment to the Planning and Energy Act</td> <td>2,584</td> <td>78%</td> <td>86%</td> </tr> <tr> <td>Did not Respond</td> <td>311</td> <td>9%</td> <td>-</td> </tr> </table> 2.37 Most respondents to this question were in favour of retaining local planning authorities' flexibility to set standards on the basis that they are best placed to assess local need and viability. Stakeholders argued that the role of the Building Regulations was to set minimum standards and that local authorities should not be prevented from going beyond these, in order to meet their climate change objectives. 2.38 Those in favour of removing local planning authorities' powers argued that in many cases, local authorities do not have the in-house technical expertise to determine local standards, and that a lack of consistency across the country could lead to inefficient supply chains, confusion and uncertainty for developers. Government response to Question 4 2.39 All levels of Government have a role to play in meeting the net zero target and local councils have been excellent advocates of the importance of taking action to tackle climate change. Local authorities have a unique combination of powers, assets, access to funding, local knowledge, relationships with key stakeholders and democratic accountability. This enables them to drive local progress towards our national climate change commitments in a way that maximises the benefits to the communities they serve. As part of this, the Government wishes to ensure that we have a planning system in place that enables the creation of beautiful places that will stand the test of time, protects and enhances our precious environment, and supports our efforts to combat climate change and bring greenhouse gas emissions to net zero by 2050. 2.40 We recognise that there is a need to provide local authorities with a renewed understanding of the role that Government expects local plans to play in creating a greener built environment; and to provide developers with the confidence that they need to invest in the skills and supply chains needed to deliver new homes from 2021 onwards. To provide some certainty in the immediate term, the Government will not amend the Planning and Energy Act 2008, which means that local planning authorities will retain powers to set local energy efficiency standards for new homes. \<page_number>20\</page_number> 2.41 Last year, the Planning for the Future white paper set out how a simpler planning process could improve certainty about what can be built where, as well as offering greater flexibility in the use of land to meet our changing economic and social needs. The white paper indicated that while development management policies would focus on identifying areas for development and protection, they would be set nationally. Further, as we move to ever higher levels of energy efficiency standards for new homes with the 2021 Part L uplift and Future Homes Standard, it is less likely that local authorities will need to set local energy efficiency standards in order to achieve our shared net zero goal. 2.42 The planning white paper consultation closed on 29 October 2020. The responses we received will be considered carefully, and a Government response will be published in due course. The new planning reforms will clarify the longer-term role of local planning authorities in determining local energy efficiency standards. Roadmap to the Future Homes Standard Question 5: Do you agree with the proposed timings presented in Figure 2.1 showing the Roadmap to the Future Homes Standard? <table> <thead> <tr> <td>Question 5</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q5</td> </tr> </thead> <tbody> <tr> <td>a) Yes</td> <td>325</td> <td>11%</td> <td>12%</td> </tr> <tr> <td>b) No – the timings are too ambitious</td> <td>93</td> <td>3%</td> <td>3%</td> </tr> <tr> <td>c) No – the timings are not ambitious enough</td> <td>2,289</td> <td>69%</td> <td>84%</td> </tr> <tr> <td>Did not respond</td> <td>603</td> <td>18%</td> <td>-</td> </tr> </tbody> </table> 2.44 The consultation acknowledged that in order to meet the Future Homes Standard, industry will need time to develop the necessary supply chains, skills and construction practices to deliver homes that incorporate low-carbon heat and very high fabric standards. The consultation set out a proposed implementation roadmap for the Future Homes Standard, with indicative timings for further research, industry engagement and a full technical consultation in 2024. 2.45 Most respondents to this question argued that the proposed roadmap to 2025 was not suitably ambitious in order to meet the 2050 net zero target. Stakeholders that identified as designers / engineers / surveyors, local authorities; builders / <sup>6</sup> Planning for the future, MHCLG (2020) https://www.gov.uk/government/consultations/planning-for-the-future \<page_number>21\</page_number> developers, and research / academic organisations, argued that the necessary evidence, technologies, supply chains and skills were already in place. However, we received some responses from the same stakeholder groups that acknowledged the necessary supply chains and skills for low carbon heat and construction require further development and support in order to deliver the Future Homes Standard. 2.46 Respondents that argued the proposed timeline was too ambitious included stakeholders that identified as: designers / engineers / surveyors; builders / developers; national representative or trade bodies; and manufacturers / supply chain. The most common constraints referred to by respondents related to the availability of the necessary supply chains and skills for low carbon heat and construction skills required for the fabric. 2.47 Many respondents suggested that a full technical consultation on the Future Homes Standard was necessary as soon as possible in order to provide industry with early certainty and to support successful implementation, and there were calls for the Government to work closely with industry to develop more detailed proposals. ## Government response to Question 5 2.48 The challenges involved in improving the energy efficiency of our buildings and reducing carbon emissions are not insubstantial. However, new build is an area where we can and must maintain the momentum that began with the Future Homes Standard consultation. 2.49 In their most recent annual progress report to Parliament, the Committee for Climate Change recommended that the Government commits to a robust definition of the Future Homes Standard, which is legislated for well ahead of 2025.¹⁰ Through consultation we received similar feedback from stakeholders, many of whom requested an early consultation on the technical detail of the standard and a clearer pathway to full implementation. - We have listened to these calls for a swifter and more certain pathway. Our work on a full technical specification for the Future Homes Standard has been accelerated and we will consult on this in 2023. - We intend to introduce the necessary legislation in 2024, ahead of full implementation of the Future Homes Standard in 2025. 2.50 While we have advanced two key steps in order to support successful implementation of the Future Homes Standard, we are aware that many respondents were keen to see the standard come into force before 2025. 2.51 We know that some home-builders are already building to fabric standards above the current Building Regulations or installing low carbon heating systems, but it is important that all parts of industry are ready to build homes that are fit for a zero ______________________________________________________________________ ¹⁰ Reducing UK emissions: 2020 Progress Report to Parliament, Committee on Climate Change (2020) https://www.theccc.org.uk/publication/reducing-uk-emissions-2020-progress-report-to-parliament/ \<page_number>22\</page_number> carbon future. In practice, that will mean ensuring that all developers are ready to build to higher fabric specifications, and that the necessary supply chains, trained installers and products are in place. This is particularly important in the case of heat pumps, which we expect will become the primary heating technology for new homes under the Future Homes Standard. 2.52 In the Prime Minister’s ten-point plan for a green industrial revolution we committed to ensure that implementation of the Future Home Standard is completed in the shortest possible timeline. We believe that the timeline set out in this document delivers on our net zero commitments, while providing industry with the time it needs to develop the supply chains and skills that will be necessary to deliver the Future Homes Standard and accounting for market factors; providing the good quality, warm homes that consumers expect and continuing to keep energy bills low. Implementation of the Future Homes Standard 2.53 We are not waiting until 2025 to take action. It has been eight years since we last reviewed the energy efficiency standards for new homes and in that time, the Government has made a commitment to net zero greenhouse gas emissions by 2050. In the short term, our priority will be to implement an interim 2021 Part L uplift for new homes and non-domestic buildings as swiftly as possible. This is a key stepping stone that will enable us to successfully implement the Future Homes Standard and Future Buildings Standard. 2.54 Implementation of the Future Homes Standard will be progressed through four phases of activity as summarised in Table 4: <table> <tr> <td><strong>Table 4 - Future Homes Standard implementation timeline</strong></td> <td></td> </tr> <tr> <td><strong>Timing</strong></td> <td><strong>Milestones</strong></td> </tr> <tr> <td colspan="2">Phase 1 – Introduce interim 2021 Part L uplift for all building types</td> </tr> <tr> <td>Jan 2021</td> <td>- Publish The Future Buildings Standard consultation document</td> </tr> <tr> <td>Dec 2021</td> <td>- Interim Part L, Part F and Overheating Regulations made for domestic and non-domestic buildings</td> </tr> <tr> <td>June 2022</td> <td>- Interim Part L, Part F and Overheating Regulations come into effect<br>- Developers must submit building notice / initial notice or deposit plans by June 2022, for transitional arrangements to apply</td> </tr> <tr> <td colspan="2">Phase 2 – Technical work and engagement</td> </tr> <tr> <td>Ongoing</td> <td>- Industry engagement, including through BRAC and technical working groups</td> </tr> <tr> <td>Autumn 2021 – summer 2022</td> <td>- Research and analysis to develop proposed technical specification</td> </tr> <tr> <td>Summer 2022 – Summer 2024</td> <td>- Develop sector-specific guidance and embed understanding of the technical specification of the Future Homes Standard</td> </tr> <tr> <td>Phase 3 – Consultation & policy development</td> <td>- Technical consultation on the proposed specification for the Future Homes Standard</td> </tr> <tr> <td>Spring 2023</td> <td>- Technical consultation on the proposed specification for the Future Homes Standard</td> </tr> <tr> <td>Phase 4 – Full FHS implementation</td> <td></td> </tr> </table> \<page_number>23\</page_number> <table> <tr> <td>2024</td> <td>– Part L FHS Regulations made</td> </tr> <tr> <td>2025</td> <td>– Part L FHS Regulations come into effect</td> </tr> </table> 2.55 Many of the responses we received to the consultation asked the Government to work closely with industry and carry out early engagement. A full technical consultation on the Future Homes Standard is planned for spring 2023, which will provide proposals for the exact technical detail, associated draft guidance and an impact assessment for the introduction of the Future Homes Standard from 2025. 2.56 Ahead of a full consultation, we will begin the work of engaging with industry on the technical detail of the Future Homes Standard. In the first instance, this will include engagement with: - Publicly appointed expert committees, the Building Regulations Advisory Committee (BRAC) and its successor the Building Advisory Committee (BAC),¹¹ will continue to support work on energy efficiency standards; - An overarching technical industry working group, which consists of experts from academia, major housebuilders, product manufacturers and designers; and - Industry working groups reporting to the technical working group, will provide expertise and advice on emerging analysis and options. 2.57 We intend to work with industry to ensure sector-specific guidance is developed for housebuilders, designers and installers; and embed understanding of the technical specification of the Future Homes Standard. 2.58 We will also need to consider the alignment of our work with the recommendations and plans that emerge from the Home Builder Federation’s Future Homes Task Force, which potentially offers an additional mechanism through which we can engage with industry and support implementation of the Future Homes Standard. 2.59 In the meantime, to provide greater certainty for all stakeholders, we have published a draft notional building specification for the Future Homes Standard alongside this consultation response (Annex A). The specification is not final and will be subject to further technical work and full consultation. However, the draft specification provides a basis on which we can begin to engage with all parts of industry on the indicative technical detail of the Future Homes Standard. Transitioning to low carbon heating 2.60 The Government recognises the challenges of transitioning to low carbon heating, in particular for the replacement heating sector. However, we agree with the Committee on Climate Change that there is an opportunity to start to establish a mass market solution for low carbon heating with new buildings.² The introduction of the Future Buildings Standard and Future Homes Standard will facilitate this. ______________________________________________________________________ ¹¹ Draft Building Safety Bill - Explanatory Notes, Clause 9, MHCLG (2020) https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/901869/Draft_Building_Safety_Bill_P_ART_2.pdf \<page_number>24\</page_number> 2.61 The Government’s engagement with stakeholders shows that many construction workers and heating engineers are willing to reskill, provided there is sufficient demand for those skills. Similarly, many low-carbon technology manufacturers have signalled that they are ready to increase production runs as and when demand grows. To help build that demand, the Government has set a clear direction on green policy and green construction. 2.62 We believe that confirming the Future Homes Standard timeline will encourage investment in low carbon heating as well as the training and upskilling required to successfully implement the standard from 2025. Alongside the changes we are making to Part L, recent Government policy announcements that should help build that demand include the following: - The Prime Minister’s ten-point plan for a green industrial revolution announced an ambition to grow the Heat Pump market to 600k installations per annum by 2028.⁸ - To ensure the Gas Act is in line with the Future Homes Standard, the Energy White Paper confirmed that we will seek views on the feasibility of ending the connection of new build homes to the natural gas grid.¹² - The Clean Growth Strategy committed to ‘phase out installation of high carbon fossil fuel heating in buildings not connected to the gas grid, starting with new build, during the 2020s’.³ - The Green Homes Grant is a key part of our green economic recovery following COVID-19, which will help build demand for low carbon technology in the short term, while strengthening supply chains of low carbon materials for the longer term. - The Government is making £50 million available for social housing through a demonstrator project for the Social Housing Decarbonisation Fund (SHDF) - The Public Sector Decarbonisation Scheme (PSDS) will help public sector organisations in England install energy efficiency and low carbon heating measures. Installations under the PSDS are expected to support up to 30,000 low-carbon jobs. - The upcoming Heat and Buildings Strategy will guide action in the 2020s and transformation to net zero. 2.63 More widely, in order to create the right environment for investment in the UK, The Department for Business, Energy & Industrial Strategy (BEIS) commissioned research into the heat pump manufacturing supply chain which investigates the opportunity for additional manufacturing in the UK.¹³ To give businesses in the UK heat network supply chain certainty and the opportunity to make longer-term strategic investment decisions and expand their current UK offerings, there will also be continued Government support through the Heat Networks Delivery Unit, the Heat Networks Investment Project, the Green Heat Network Fund and, from 2022, the Heat Network Market Framework. The Government will monitor the ______________________________________________________________________ ¹³ Energy white paper: Powering our net zero future. BEIS (2020) https://www.gov.uk/government/publications/energy-white-paper-powering-out-net-zero-future ¹⁴ Heat pump manufacturing supply chain research project. BEIS (2020) https://www.gov.uk/government/publications/heat-pump-manufacturing-supply-chain-research-project \<page_number>25\</page_number> supply chains of items not currently used widely in new build construction and we will continue to engage with industry to understand what challenges exist and how Government can help address these. 2.64 We are also aware that more needs to be done to build the necessary skills base by supporting existing workers in high-carbon roles to retrain and attract new workers into a thriving green jobs market. Across Whitehall work is underway to ensure that there is sufficient training capacity to expand the installer base and that standards are set so that installation quality is maintained for consumers. The Energy White Paper confirmed that we will be developing a strategy for upskilling through the ‘Green Jobs Taskforce’ and a National Skills Fund, to be launched in 2021.¹² \<page_number>26\</page_number> Chapter 3 - Part L Standards for new homes in 2021 Interim uplift of Part L minimum standards Question 6: What level of uplift to the energy efficiency standards in the Building Regulations should be introduced in 2020? 3.1. The introduction of the Future Homes Standard will require a considerable step up in energy efficiency standards compared to the level currently required by the Building Regulations. To help prepare the supply chains and skills that will be necessary to deliver the Future Homes Standard, we have adopted a two-stage approach to implementation and proposed an initial uplift in Part L standards in 2020. 3.2. The outbreak of COVID-19 meant that much of the Department’s resources were rapidly mobilised to support those in need. As a result, the timing of the interim uplift was delayed from its original 2020 date. Subject to outcome of The Future Buildings Standard consultation, our aim is to now implement the interim uplift in 2021. 3.3. As a first step towards the Future Homes Standard, the consultation included two potential options for an interim Part L uplift. - Option 1 - ‘Future Homes Fabric’ would be a 20% reduction in CO₂ from new dwellings, compared to current standards. - Option 2 - ‘Fabric plus technology’ would be a 31% reduction in CO₂ from new dwellings, compared to current standards. 3.4. Option 2 was the Government’s preferred option because it represents a meaningful and achievable interim increase to the energy efficiency standards for new homes. As well as delivering high carbon savings of 31%, option 2 was designed to encourage the use of low-carbon heating in new homes, therefore preparing the supply chains and skills that will be necessary to deliver the Future Homes Standard, while accounting for market factors. <table> <thead> <tr> <th>Question 6</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q6</th> </tr> </thead> <tbody> <tr> <td>a) No change</td> <td>12</td> <td><1%</td> <td><1%</td> </tr> <tr> <td>b) Option 1 – 20% CO₂ reduction</td> <td>106</td> <td>3%</td> <td>4%</td> </tr> <tr> <td>c) Option 2 – 31% CO₂ reduction (the Government’s preferred option)</td> <td>320</td> <td>10%</td> <td>13%</td> </tr> <tr> <td>d) Other</td> <td>2,115</td> <td>64%</td> <td>83%</td> </tr> <tr> <td>Did not respond</td> <td>757</td> <td>23%</td> <td>-</td> </tr> </tbody> </table> \<page_number>27\</page_number> 3.5. Across the responses we received to this question, there was a strong consensus that increasing the energy efficiency standards for new homes is the right thing to do. 3.6. The respondents that expressed the greatest level of support for the Government's preferred option 2 uplift included: designers / engineers / surveyors; local authorities; manufacturers / supply chains; and the energy sector. These stakeholders mainly responded in line with the arguments set out in the consultation around encouraging the installation of low carbon heating in new homes ahead of the Future Homes Standard. Respondents also felt that of the two options presented, it would be advantageous to take a more significant step towards the Future Homes Standard now and that option 2 would achieve the greatest carbon reductions. 3.7. Many local authorities, housebuilders and representatives of the house building industry responded that they would prefer the option 1 uplift. Some stakeholders qualified this position by proposing a three-phased approach to implementing the Future Homes Standard, with option 1 and option 2 acting as independent stepping stones ahead of 2025. Respondents that supported the option 1 uplift were often specifically in favour of the high fabric specification. 3.8. Many of the respondents that argued in favour of a higher uplift than either of the options set out in the consultation were: designers / engineers / surveyors; local authorities; builders / developers; and research / academic organisations. It was argued that a higher uplift would make a greater contribution to net zero. There were also specific concerns that the Government's preferred option would mean that new homes built under this standard would require retrofitting for energy efficiency in the future and that the fabric standards proposed under this option were lower than those proposed for the Future Homes Standard, which may impact the comfort and wellbeing of households. 3.9. Some respondents expressed concern that the reduction in carbon emissions for both options were overstated and relied on grid decarbonisation, due to the change in emission factors between 2013 and the present day. However, the emission factors used in calculating both a home built to 2013 standards and the consultation options were the same, and the consultation options presented were therefore robust. Government response to Question 6 3.10. The consultation options we presented were based on the lowest cost and most cost-effective ways of reducing CO₂ emissions from new homes and did not rely on the use of complex, high maintenance technologies that may not appeal to many home buyers. We will introduce the option 2 uplift, which was the Government's preferred option in consultation. As well as delivering high carbon savings without relying on additional carbon offsetting measures, the option 2 specification achieves a balance between making progress towards the Future Homes Standard while providing industry with the time it needs to develop the supply chains and skills that will be necessary to deliver the Future Homes Standard and accounting for market factors. \<page_number>28\</page_number> 3.11. Homes built under the Future Homes Standard will need to be fit for a zero carbon future, with low carbon heating and very high fabric standards. Our priority is to implement this standard as quickly as possible, and this must be done in a way that ensures that all parts of industry are ready to meet what will be a challenging standard to deliver in practice. The option 2 specification provides a meaningful and achievable increase to the energy efficiency standards for new homes in the short term – a typical semi-detached home built to the 2021 version of Part L will emit 31% less CO₂ than one built to current standards – and will act as a first step towards the Future Homes Standard. 3.12. The 2021 uplift will ensure the delivery of high-quality homes that are in line with our broader housing commitments and encourage homes that are future-proofed for the longer-term. We need as many homes as possible to be built with low carbon heating going forwards and the feedback we received from developers based on our consultation proposals indicated that many will start to do so under option 2, therefore increasing the capacity of supply chains and readying installer skills for the introduction of the Future Homes Standard. 3.13. Chapter 2 of this consultation sets out a timeline for the Future Homes Standard, which will ensure that homes are built to a very high energy efficiency standard. We believe that confirming this timeline now will encourage investment in low carbon heating as well as the training and upskilling required to successfully implement the Future Homes Standard from 2025. Chapter 2 also sets out some recent Government announcements which we expect to encourage investment in low carbon heating and summarises the action we will be taking to ensure a sufficient provision of skills and supply for low carbon technologies. 3.14. As set out in this chapter, we have decided to retain the Fabric Energy Efficiency Standard as a performance metric in Part L 2021. Subject to the outcome of The Future Buildings Standard consultation, the decision to retain the Fabric Energy Efficiency Standard may make it less appealing for some developers to install heat pumps under Part L 2021 in some circumstances, as there will be lower cost savings possible. However, we anticipate that a home built under the option 2 specification with a heat pump will still have a lower capital cost than one built with a gas boiler. 3.15. While we are confident that many developers will start to build new homes using low carbon heating under the interim 2021 Part L uplift, where there is insufficient supply, or the right skills are unavailable, we envisage that many developers will instead install solar panels. However, our approach remains technology-neutral and designers will retain the flexibility they need to use the materials and technologies that suit the circumstances of a site and their business. 3.16. The notional building specification for the interim 2021 Part L standard is available in Annex B of this response document. It can also be found in the 2021 draft Approved Document L, Volume 1: Dwellings. \<page_number>29\</page_number> Performance metrics 3.17. The consultation proposed a revised set of performance standards for new homes, which consisted of four performance metrics for Part L 2021. <table> <tr> <td>Current 2013 Part L metrics</td> <td>Consultation proposals for 2021 Part L metrics</td> </tr> <tr> <td>i) CO<sub>2</sub> emission target<br>ii) Fabric energy efficiency target (Question 13)<br>iii) Minimum standards for fabric and fixed building services</td> <td>i) Primary energy target (Question 7)<br>ii) CO<sub>2</sub> emission target (Question 8)<br>iii) Householder affordability rating (Questions 9 & 10)<br>iv) Minimum standards for fabric and fixed building services (Question 11 & 12)</td> </tr> </table> Question 7: Do you agree with using primary energy as the principal performance metric? 3.18. At present, CO<sub>2</sub> emissions are used as the primary performance metric for new homes. The decarbonisation of the UK’s electricity grid has been a significant success in recent years but as we continue to make progress, CO<sub>2</sub> emissions will become a less effective measure of the energy performance of buildings. The modelled energy performance of a home takes the carbon intensity of the grid into account through emission factors – as a result, if we were to continue to use CO<sub>2</sub> emissions as the primary performance metric for homes, it will not be possible to tell whether a home that performs well under this metric does so because it is actually energy efficient, or if this is a consequence of a decarbonised electricity grid. 3.19. A new home may therefore have low CO<sub>2</sub> emissions but continue to consume a great deal of energy. Given our energy efficiency objectives are broader than simply reducing CO<sub>2</sub> emissions, the consultation proposed that the principal performance metric for new homes should become a primary energy target. <table> <tr> <td>Question 7</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q7</td> </tr> <tr> <td>(a) Yes – Primary energy should be the principal performance metric</td> <td>376</td> <td>11%</td> <td>16%</td> </tr> <tr> <td>(b) No – CO<sub>2</sub> should remain the principal performance metric</td> <td>209</td> <td>6%</td> <td>9%</td> </tr> <tr> <td>(c) No – another measure should be the principal performance metric</td> <td>1,832</td> <td>55%</td> <td>76%</td> </tr> <tr> <td>Did not respond</td> <td>893</td> <td>28%</td> <td>-</td> </tr> </table> 3.20. The proposal to introduce primary energy as the principal performance metric received the greatest support from stakeholders that identified as: local authorities; designers / engineers / surveyors; manufacturer / supply chains; and builders / developers. It was argued that primary energy provides a more robust and long-term measure of the energy efficiency of buildings, that will not be influenced by grid \<page_number>30\</page_number> electricity decarbonisation as much as a CO₂ target. There was recognition that as a metric, primary energy could help minimise energy demand on the grid and in individual homes. There was also support around the fact that primary energy is used as a metric in other countries, which could make international energy efficiency comparisons more straightforward. 3.21. The respondents that argued in favour of retaining CO₂ as the primary metric mainly identified as: designers / engineers / surveyors; local authorities; and the energy sector. These stakeholders reasoned that it was important to focus on CO₂ emissions given the Government’s overall net zero target and that CO₂ emissions would remain a relevant metric until the electricity grid was fully decarbonised. 3.22. The majority of respondents that argued in favour of an alternative principal performance metric identified as: designers / engineers / surveyors. There was concern that a primary energy metric would not be easily understood by industry or homeowners, which could obscure the connection between the primary energy rating and actual performance of a house. Among these respondents, it was argued that a kWh/m²/year metric would be something that homeowners were already familiar with and could be helpful in informing decisions around minimising energy use. 3.23. Some respondents expressed concern that a primary energy metric may obscure the actual building performance of a house because primary energy includes upstream activities involved in the production of the fuel. Alternative energy demand metrics were proposed by stakeholders, which some argued should take account of both regulated and unregulated energy use (i.e. energy not regulated by the energy efficiency requirements of the Building Regulations, such as plug loads). 3.24. Broader concerns were raised regarding primary energy factors, including the frequency at which they are updated, their complexity, and the fact that changing the factors over time may mean that buildings are not directly comparable. Question 8: Do you agree with using CO₂ as the secondary performance metric? 3.25. The consultation proposed a new principal performance metric in the form of primary energy, as a good means of driving energy efficient buildings. However, the Government has been clear that reducing CO₂ emissions remains a key priority. On its own, a primary energy performance metric may not drive low carbon design choices in all scenarios and the consultation therefore proposed retaining CO₂ emissions as a secondary performance metric. <table> <tr> <td>Question 8</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q8</td> </tr> <tr> <td>(a) Yes</td> <td>487</td> <td>15%</td> <td>21%</td> </tr> <tr> <td>(b) No</td> <td>1,873</td> <td>57%</td> <td>79%</td> </tr> <tr> <td>Did not respond</td> <td>950</td> <td>29%</td> <td>--</td> </tr> </table> \<page_number>31\</page_number> 3.26. Respondents that agreed with this proposal mainly identified as: designers / engineers / surveyors; local authorities; manufacturer / supply chains; and builders / developers. They highlighted the importance of retaining CO₂ emissions as a performance metric on the basis that it would be relevant in monitoring progress towards net zero and because low primary energy does not necessarily equate to low carbon emissions in all circumstances. Respondents felt that a CO₂ emissions metric was well understood by industry and the general public, and that retaining this would make statistical comparisons with previous years more straightforward so that progress towards zero carbon homes can be determined. 3.27. The majority of respondents that answered no to this question identified as: designers / engineers / surveyors; with wider support from builders / developers; local authorities; manufacturer / supply chains; and research / academic organisations. 28% of stakeholders that responded to this question argued that CO₂ emissions are now less relevant, even as a secondary metric, because of the decarbonisation of the electricity grid. A smaller number wanted to retain CO₂ as a performance metric but argued that it should remain the principal metric over primary energy, given the Government’s net zero commitments. 3.28. Some alternative secondary metrics were proposed, such as a measure of energy in use. Question 9: Do you agree with the proposal to set a minimum target to ensure that homes are affordable to run? 3.29. As a result of decarbonisation of the grid, the CO₂ emission factor of electricity is now lower than that of natural gas. Through Part L 2021, the installation of direct electric heating solutions in new homes could become an appealing low capital cost option for some developers. However, direct electric heating installed in new homes is likely to result in higher energy bills for occupants compared to gas heating. 3.30. To ensure that homes remain affordable to run for consumers, the consultation proposed the introduction of a new Part L household affordability rating performance metric. <table> <tr> <td>Question 9</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q9</td> </tr> <tr> <td>(a) Yes</td> <td>2,193</td> <td>66%</td> <td>90%</td> </tr> <tr> <td>(b) No</td> <td>251</td> <td>8%</td> <td>10%</td> </tr> <tr> <td>Did not respond</td> <td>866</td> <td>26%</td> <td>-</td> </tr> </table> 3.31. The responses we received emphasised the importance of keeping energy bills low, particularly for households on low or fixed incomes. There was also support behind the idea of furnishing home buyers with more information about the likely running costs of a home, although this is available on a home’s Energy Performance Certificate. \<page_number>32\</page_number> 3.32. Some respondents felt that a stronger emphasis on energy efficiency throughout Part L would provide a more appropriate and permanent way of minimising energy costs rather than a separate performance metric. There were also concerns that a national standard may be inappropriate because affordability could vary across the country, and there were mixed views on whether local authorities should have a greater role to play in determining local affordability standards. 3.33. The main arguments made by respondents that disagreed with this proposal were that the addition of an affordability metric would make the Building Regulations complicated and that household energy use was too variable to create a robust standard. Some stakeholders were in favour of providing affordability information to consumers rather than using this as a minimum standard in Regulations. 3.34. There were also calls from some respondents for more details on how the metric would work in practice and for further engagement ahead of implementation. Question 10: Should the minimum target used to ensure that homes are affordable to run be a minimum energy efficiency rating? 3.35. The consultation suggested that a householder affordability rating metric could be based on the energy efficiency rating, which currently forms part of a home’s Energy Performance Certificate (EPC). The Energy Efficiency Rating is an energy cost calculation that takes account of the combined theoretical costs of heating, lighting and hot water in a home. For this to be used as a performance metric, it would be necessary to determine a minimum energy efficiency rating that needs to be achieved. <table> <tr> <td>Question 10</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q10</td> </tr> <tr> <td>(a) Yes</td> <td>472</td> <td>14%</td> <td>20%</td> </tr> <tr> <td>(b) No</td> <td>1,859</td> <td>56%</td> <td>80%</td> </tr> <tr> <td>Did not respond</td> <td>979</td> <td>30%</td> <td>-</td> </tr> </table> 3.36. Those in favour of using a minimum energy efficiency rating felt that the fact EPCs are well-established and familiar to the general public would make this an effective metric. 3.37. Some respondents expressed concern around the ability of SAP to effectively predict energy costs and that an EPC rating does not reflect real energy costs.<sup>14</sup> It was suggested that some form of adjustment factor would be needed if this measure was used. 3.38. Across the responses received, there was no consensus on what the minimum energy efficiency rating should be; suggestions ranged between an A to C rating <sup>14</sup>The Standard Assessment Procedure (SAP) is the methodology used by the Government to assess and compare the energy and environmental performance of dwellings. \<page_number>33\</page_number> and some respondents suggested that the current rating scale should be extended to incorporate A+ and A++ ratings. 3.39. Some alternative measures were proposed by respondents, including metered energy use, thermal performance of the building, a measure based on zero energy usage, or an absolute target linked to national fuel poverty metrics or the minimum wage. However, there was no overall consensus around the suggestions made. Question 11: Do you agree with the minimum fabric standards proposed in table 3.1? 3.40. We need to ensure that Part L 2021 encourages good fabric performance in new homes, because reducing the demand for heating has an important role to play in meeting our net zero emissions target. The consultation set out the following proposed minimum insulating standards for individual fabric elements. <table> <thead> <tr> <th>Question 11</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q11</th> </tr> </thead> <tbody> <tr> <td>a) minimum standards for external walls (0.26 W/m².K)</td> <td>Agree<br>No, too insulating<br>No, more insulating<br>Did not respond</td> <td>164<br>22<br>2,053<br>1,071</td> <td>5%<br>1%<br>62%<br>32%</td> <td>7%<br>1%<br>92%</td> </tr> <tr> <td>b) minimum standards for party walls (0.20 W/m².K)</td> <td>Agree<br>No, too insulating<br>No, more insulating<br>Did not respond</td> <td>218<br>32<br>1,946<br>1,114</td> <td>7%<br>1%<br>59%<br>34%</td> <td>10%<br>1%<br>89%</td> </tr> <tr> <td>c) minimum standards for a floor (0.18 W/m².K)</td> <td>Agree<br>No, too insulating<br>No, more insulating<br>Did not respond</td> <td>192<br>20<br>1,984<br>1,114</td> <td>6%<br>1%<br>60%<br>34%</td> <td>9%<br>1%<br>90%</td> </tr> <tr> <td>d) minimum standards for a roof (0.16 W/m².K)</td> <td>Agree<br>No, too insulating<br>No, more insulating<br>Did not respond</td> <td>186<br>20<br>1,992<br>1,112</td> <td>6%<br>1%<br>60%<br>34%</td> <td>8%<br>1%<br>91%</td> </tr> <tr> <td>e) minimum standards for windows (1.60 W/m².K)</td> <td>Agree<br>No, too insulating<br>No, more insulating<br>Did not respond</td> <td>182<br>26<br>2,005<br>1,097</td> <td>6%<br>1%<br>61%<br>33%</td> <td>8%<br>1%<br>91%</td> </tr> <tr> <td>f) minimum standards for rooflights (2.20 W/m².K)</td> <td>Agree<br>No, too insulating<br>No, more insulating<br>Did not respond</td> <td>160<br>20<br>2,025<br>1,105</td> <td>5%<br>1%<br>61%<br>33%</td> <td>7%<br><small>-</small></td> </tr> <tr> <td rowspan="4">g) minimum standards for a door (1.60 W/m².K)</td> <td rowspan="4">Agree<br>No, too insulating<br>No, more insulating<br>Did not respond</td> <td rowspan="4">194<br>25<br>1,980<br><small><page_number>-</page_number></small></td> <td rowspan="4">6%<br><small><page_number>-</page_number></small><small><page_number>-</page_number></small><small><page_number>-</page_number></small><small><page_number>-</page_number></small></td> <td rowspan="4">9%</td> </tr> <tr></tr> <tr></tr> <tr></tr> </tbody> </table> 34 <table> <thead> <tr> <td></td> <td>Agree</td> <td>192</td> <td>6%</td> <td>9%</td> </tr> </thead> <tbody> <tr> <td>standards for air permeability (8 m³/(h.m²) @50 Pa)</td> <td>No. too insulating</td> <td>23</td> <td>1%</td> <td>1%</td> </tr> <tr> <td></td> <td>No. more insulating</td> <td>1,989</td> <td>60%</td> <td>90%</td> </tr> <tr> <td></td> <td>Did not respond</td> <td>1,106</td> <td>33%</td> <td>-</td> </tr> </tbody> </table> 3.41. Many respondents that argued in favour of minimum values that were higher than those proposed expressed concern that new homes would require further retrofitting in future, in order to meet the Government’s net zero ambitions in 2050. Stakeholders supported a fabric first approach to improving airtightness and reducing energy consumption as far as possible. There was also particular concern that the proposals to remove the Fabric Energy Efficiency Standard and the new carbon factors could lead to a decrease in fabric standards compared to current values, and therefore that the minimum values should be higher. A range of alternative minimum fabric standards were suggested by respondents although there was no overall consensus around the suggestions made. 3.42. We received detailed comments on specific fabric elements. In the case of windows, arguments were made both in favour and against triple glazing. It was noted that the requirements for windows and doors may restrict design choice by preventing the use of traditional rolled steel. The requirement that upstands in rooflights should meet the performance of walls were raised as a concern on the basis that this could not be met by any existing product or design. Some respondents argued in favour of better airtightness, and it was noted that 5 m³/(h.m²) is the current average amongst new builds. Respondents suggested that proposals for external walls would limit the ability of builders to install more sustainable insulation products because natural materials do not tend to perform as well as plastic-based insulants for the same thickness. Question 12: Do you think that the minimum fabric standards should be set in the Building Regulations or in the Approved Document (as is the current case)? 3.43. The Fabric Energy Efficiency Standard is a regulatory standard underpinned by Regulations 26A and 27A. Given that the consultation proposed to discontinue the Fabric Energy Efficiency Standard (Question 13), these Regulations would need to be revoked. This would leave the functional requirement of Part L of Schedule 7 to the Building Regulations as the requirement against which building control bodies would check fabric performance. 3.44. The consultation sought views on whether the minimum fabric efficiency values should become regulatory minima through a new regulation. <table> <thead> <tr> <td></td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q12</td> </tr> </thead> <tbody> <tr> <td>(a) In the Building Regulations</td> <td>375</td> <td>11%</td> <td>17%</td> </tr> <tr> <td>(b) In the Approved Document</td> <td>1,880</td> <td>57%</td> <td>83%</td> </tr> <tr> <td>Did not respond</td> <td>1,055</td> <td>32%</td> <td>-</td> </tr> </tbody> </table> \<page_number>35\</page_number> 3.45. Respondents in favour of setting standards through the Building Regulations anticipated that the clarity that this would provide about the minimum required standard would facilitate enforcement and increase compliance. It was also argued that the Government should consider an approval process, similar to energy assessors producing EPCs, for U-value software application (U-value competency Scheme). 3.46. Those respondents in favour of setting standards in the Approved Document commented that setting minimum standards in regulation would cause confusion among industry professionals, and that it was preferable to continue the current, well-established industry practice as Approved Documents are often used as a single point of reference. It was also pointed out that minimum values could be amended more easily in future if situated in statutory guidance rather than in regulations. Question 13: In the context of the proposed move to a primary energy metric and improved minimum fabric standards, do you agree with the proposal to remove the Fabric Energy Efficiency target? 3.47. We proposed four performance metrics for new homes under Part L 2021, including two new metrics: Primary energy and household affordability. To minimise complexity and avoid the use of overlapping metrics that may cause confusion, we proposed that the Fabric Energy Efficiency Standard (commonly referred to as FEES) should be removed as a metric. The consultation argued that the remaining performance metrics would encourage good fabric in homes and encourage the use of low carbon heat. <table> <thead> <tr> <th>Question 13</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q13</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>232</td> <td>7%</td> <td>9%</td> </tr> <tr> <td>(b) No</td> <td>2,261</td> <td>68%</td> <td>91%</td> </tr> <tr> <td>Did not respond</td> <td>817</td> <td>25%</td> <td>-</td> </tr> </tbody> </table> 3.48. Among the stakeholders that agreed with this proposal, there was acknowledgement that the proposed performance metrics would be onerous and complicated if we were to retain a Fabric Energy Efficiency target in the calculation, particularly if there were any trade-offs between metrics. Some of the responses we received agreed with the proposal to remove the Fabric Energy Efficiency Standard in principle, but only on the basis that the minimum fabric standards outlined in the consultation should be made more stringent. 3.49. The main concern of those that disagreed with this proposal was that it could lead to poorer fabric standards than those currently in place under Part L 2013. Respondents argued that in situations where low carbon heating was installed, such as a heat pump, removing the Fabric Energy Efficiency Standard would enable a poorly insulated building to meet the proposed performance metrics. This could mask poor building fabric and lead to wider issues such as higher energy costs for occupants, or that these homes would require further retrofitting in the future. \<page_number>36\</page_number> 3.50. Respondents expressed a specific concern that removing the Fabric Energy Efficiency Standard could lead to no assessment of thermal bridging, which in turn could cause liveability problems such as condensation or mould. It was argued by some stakeholders that the importance of the Fabric Energy Efficiency Standard meant that it should be retained as a metric and that a higher standard should be introduced. Government response to Questions 7 to 13 3.51. The energy efficiency of buildings has a significant part to play in achieving the Government’s net zero aims, but it also carries wider benefits for consumers and the country at large. We know that, in addition to reducing CO₂ emissions, energy efficient homes minimise energy bills, provide healthier and more comfortable environments to live in, and ensure that as a nation we are making the best use of our energy resources in which turn will help facilitate a faster transition to low carbon energy sources for all. Given our broader objectives around building energy efficiency, it is important that the metrics we use to assess the performance of new homes are fit for a net zero future – this means homes built with world-leading levels of energy efficiency and low carbon heating. 3.52. The interim 2021 Part L uplift provides a meaningful incentive to developers to install low carbon heating options in new homes now, to ensure that the necessary supply chain capacity and industry skills are in place to support the implementation of the Future Homes Standard. 3.53. Based on these dual objectives, we have settled on a revised package of performance metrics that will ensure a fabric first approach is at the heart of all new homes alongside a low carbon heating system. The following four performance metrics will be used for new homes through Part L 2021: i) Primary energy target ii) CO₂ emission target iii) Fabric energy efficiency target iv) Minimum standards for fabric and fixed building services Primary energy 3.54. Primary energy use is a measure of the energy regulated by the energy efficiency requirements of the Building Regulations, such as lighting, heating and hot water. The calculation takes account of efficiencies and energy uses such as: - The efficiency of the property’s heating system; - Power station efficiency for electricity; and - The energy used to produce the fuel and deliver it to the property. 3.55. A primary energy metric therefore provides a measure of the energy use in dwellings and takes account of upstream energy uses. This will ensure that new homes are energy efficient and making good use of our nation’s energy resources regardless of our wider progress towards decarbonising the electricity grid. \<page_number>37\</page_number> 3.56. More information on primary energy, including an explanation of what primary energy is and how it is calculated, can be found in the Briefing Note – Derivation and use of primary energy factors in SAP, which is available on the SAP website: https://www.bregroup.com/sap/sap10/ CO₂ emission targets 3.57. While we anticipate that CO₂ emissions will become a less effective measure of building performance over time, we must retain a focus on CO₂ emissions to ensure that developers make low carbon choices when designing all new homes and to track progress against our net zero target. Fabric energy efficiency target 3.58. Many stakeholders expressed concern that removing the Fabric Energy Efficiency Standard metric could in some circumstances lead to lower fabric energy efficiency than desirable when heat pumps are installed in a new home. We consider the principle of a fabric-first approach to be sound and this will inform our approach as we introduce Part L 2021 and transition to the Future Homes Standard in 2025. We will therefore retain the Fabric Energy Efficiency Standard as a performance metric in Part L 2021. 3.59. While we could retain the existing Fabric Energy Efficiency Standard metric for Part L 2021, there is scope to introduce a more stringent target. A more demanding Fabric Energy Efficiency Standard would mean better fabric standards for new homes, which may support a smoother transition to the Future Homes Standard. We welcome stakeholders’ views on this issue and are consulting on it through The Future Buildings Standard consultation, which has been published alongside this document.(^4) Minimum standards for fabric and fixed building services 3.60. We will introduce the minimum standards for thermal elements as proposed in the Future Homes Standard consultation. These standards will remove the worst performing 25% of each thermal element currently being built. 3.61. While the consultation response was generally in favour of better U-values than those proposed, many of the responses we received were provided in the context of our proposal to remove the Fabric Energy Efficiency Standard. We anticipate that the Fabric Energy Efficiency Standard proposed in The Future Buildings Standard consultation combined with the minimum fabric standard will drive high overall fabric standards in new homes, while allowing some flexibility in how the Target Fabric Energy Efficiency Rating is met. 3.62. As we are retaining the Fabric Energy Efficiency Standard, we will continue to set minimum U-values for thermal elements within the Approved Document. Providing the U-values within the Approved Document does not cause any issues and offers a single point of reference. \<page_number>38\</page_number> Householder affordability rating 3.63. The consultation proposed a new householder affordability metric on the basis that it would ensure costly direct electric heating could not be used in new homes, without other mitigating factors being in place to minimise the cost of energy bills. However, the 2021 uplift and the four Part L 2021 performance metrics set out in this chapter, combined with proposals for the level of the Fabric Energy Efficiency Standard in The Future Buildings Standard consultation, will together ensure that energy bills remain affordable. We therefore do not intend to introduce a separate affordability metric on the basis that this is no longer required and would add unnecessary complexity. 3.64. By reducing energy demand through good levels of energy efficiency, we can directly address fuel poverty by minimising the energy costs for consumers. The good energy efficiency of homes built to the current Part L 2013 standard already helps to minimise energy bills: householders pay around £379 a year on energy regulated under the Building Regulations. Under the interim Part L 2021 standard, we anticipate that householders will pay around £168 per year on their regulated fuel costs in a home with a gas boiler and a solar panel or around £369 per year on their energy bills in a home with a heat pump (the energy costs associated with a home with a heat pump are subject to the consultation question in The Future Buildings Standard consultation on the level of the Fabric Energy Efficiency Standard).¹ 3.65. More widely, BEIS have consulted on an updated fuel poverty metric to better track progress towards our statutory fuel poverty target and will publish an updated Fuel Poverty Strategy for England in early 2021. Question 14: Do you agree that the limiting U-value for rooflights should be based on a rooflight in a horizontal position? 3.66. The consultation proposed that the limiting U-value for rooflights should be based on a rooflight in a horizontal position rather than vertical, on the basis that most rooflights are tested and installed in a horizontal position. The proposed change was intended to reduce the need for conversion factors, which add unnecessary complexity. <table> <thead> <tr> <th>Question 14</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q14</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>2,027</td> <td>61%</td> <td>94%</td> </tr> <tr> <td>(b) No</td> <td>131</td> <td>4%</td> <td>6%</td> </tr> <tr> <td>Did not respond</td> <td>1,152</td> <td>35%</td> <td>-</td> </tr> </tbody> </table> 3.67. Respondents that agreed with this proposal acknowledged the arguments set out in the consultation regarding simplification and consistency. \<page_number>39\</page_number> 3.68. Those that disagreed were concerned that the proposed roof-light angle was ambiguous. In their responses, some stakeholders were unclear about the definition of a roof-light and the calculation of roof-lights when not used in the horizontal plane. Government response to Question 14 3.69. We will proceed with the change to set limiting U-values for rooflights in the horizontal position on the basis that most rooflights are tested and installed in this position. 3.70. We have added new key terms to the Approved Document to provide a clear definition of rooflights and roof windows. We have revised the wording in the 2021 draft Approved Document L, Volume 1: Dwellings regarding how to calculate the U-value of rooflights when not used in the horizontal plane, to clarify that for the purposes of assessing whether an element passes the limiting U-values, it should be assessed in the correct plane. The correct plane for windows and roof windows is vertical and for rooflights is horizontal. A note has also been added to make it clear that for energy modelling, the U-value of the rooflight should be assessed in the plane it will be installed in. Question 15: Do you agree that we should adopt the latest version of BR 443? 3.71. The consultation proposed to adopt the new version of BR 443, which offers guidance on the conventions for U-value calculations. <table> <thead> <tr> <th>Question 15</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q15</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>1,960</td> <td>59%</td> <td>97%</td> </tr> <tr> <td>(b) No</td> <td>53</td> <td>2%</td> <td>3%</td> </tr> <tr> <td>Did not respond</td> <td>1,297</td> <td>39%</td> <td>-</td> </tr> </tbody> </table> 3.72. Among respondents that agreed with this proposal, there was acknowledgement that industry should always work to the latest guidance and construction practices possible. It was suggested that there should be a more stringent audit process on U-value calculations to ensure BR 443 is applied across industry consistently. It was also pointed out that the latest version of BR 443 should be clear enough for all users to understand and therefore comply with. 3.73. Stakeholders that disagreed with this proposal argued that the new version of BR 443 was out of date and should be revised to reflect the Government’s net zero target. Some responses suggested that there may be a need for further consultation on BR 443, given the important role it played in demonstrating compliance with the Building Regulations. A minority also suggested that there were inconsistencies between BR 443 and BS EN 14351-1 or BS EN 16012. 3.74. A small number of responses suggested alternative standards, but there was no consensus around the suggestions made. \<page_number>40\</page_number> Government response to Question 15 3.75. The Government intends to reference the latest version of BR 443 on the basis that BR 443 (2019) is an update to the 2006 edition, primarily reflecting changes in British and International standards; industry practice; and industry publications. 3.76. As a result of the consultation feedback we received, BRE have made the following changes to BR 443, set out in Table 5. <table> <thead> <tr> <th>Table 5 - Summary of amendments to BR 443 based on consultation feedback</th> <th></th> </tr> </thead> <tbody> <tr> <td>Section</td> <td>Amendment</td> </tr> <tr> <td>1.1</td> <td>Added explanation why BR443 mentions standards for testing materials</td> </tr> <tr> <td>1.2</td> <td>Added explanation why BR443 mentions linear and point thermal bridges</td> </tr> <tr> <td>3.10.2</td> <td>R=1.7 and footnote deleted</td> </tr> <tr> <td>3.10.2</td> <td>Section on multi-foil insulation aligned with BS EN 16012</td> </tr> <tr> <td>3.10.3</td> <td>Section on thickness of multi-foil insulation aligned with BS EN ISO 16012 and BS EN 832</td> </tr> <tr> <td>4.5.2</td> <td>New section added on dealing with Posi-joints</td> </tr> <tr> <td>4.7.4</td> <td>Slightly ventilated airspace</td> </tr> <tr> <td>4.8.4</td> <td>Wind-posts and masonry support brackets – clarification added</td> </tr> <tr> <td>4.10</td> <td>Light steel-framed walls BRE Digest 465 – made available on BRE Bookshop</td> </tr> <tr> <td>9</td> <td>Now reads “if the ground type is unknown, use category 2 (sand/gravel)”.</td> </tr> <tr> <td>9</td> <td>Added guidance on suspended floor decks</td> </tr> <tr> <td>9.2</td> <td>Added guidance on suspended floors thermal resistance</td> </tr> <tr> <td>9.4</td> <td>Added guidance on semi-exposed floors</td> </tr> <tr> <td>9.5</td> <td>Added guidance on the effect of ground water</td> </tr> <tr> <td>11.1</td> <td>Added dimensions of standard windows</td> </tr> <tr> <td>11.3</td> <td>Added examples for establishing the effect of shutters</td> </tr> <tr> <td>14</td> <td>Added dimensions of standard doors</td> </tr> <tr> <td>18</td> <td>Added example of calculating U-value for elements with multi-foil insulation</td> </tr> <tr> <td>Other References Standards</td> <td>Calculation of heat capacity deleted from the document Added possible references Updated years of publication for standards published in 2018-2020</td> </tr> </tbody> </table> 3.77. The new version of BR443 has been published and is available online: https://www.brebookshop.com/details.jsp?id=328041 Question 16: Do you agree with the proposal of removing the fuel factors to aid the transition from high-carbon fossil fuels? 3.78. Since 2006, Approved Document L1A has included a table of ‘fuel factors’ that provide some relief to new homes that are built using more carbon intensive fuels \<page_number>41\</page_number> than gas for heating, either because there is no gas main available or because the Government wanted to encourage electrical heating, such as heat pumps. 3.79. Grid electricity now has a lower carbon emission factor than gas, which means it no longer needs a fuel factor to support its use. The Government has also made a commitment to phase out high-carbon fossil fuels in the 2020s, starting with new buildings.³ The consultation therefore proposed removing the fuel factors for high carbon fossil fuels such as LPG, oil, and solid mineral fuels to support this transition. 3.80. The removal of fuel factors means that any new building would need to meet the full primary energy and CO₂ emissions targets produced by the gas-heated notional building. This would mean that if a developer chooses to use oil, LPG or solid mineral fuel in a new home, considerable mitigating measures would need to be installed, such as more insulation, to achieve the Part L targets. <table> <thead> <tr> <td>Question 16</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q16</td> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>2,051</td> <td>62%</td> <td>95%</td> </tr> <tr> <td>(b) No</td> <td>118</td> <td>4%</td> <td>5%</td> </tr> <tr> <td>Did not respond</td> <td>1,141</td> <td>35%</td> <td>-</td> </tr> </tbody> </table> 3.81. Respondents in favour of removing fuel factors agreed with the principle of moving away from high carbon fuels and welcomed the simplification this would bring to calculations. There was some support around a phased approach to removing fuel factors. 3.82. Some stakeholders highlighted the issue of rural housing, which may be built off both the gas and electricity grid. There were specific concerns around the affordability of energy bills if high carbon fossil fuels could not be easily installed. Others predicted higher build costs or construction challenges for these homes, and it was argued that exemptions would be appropriate in scenarios where no grid fuel sources are available. 3.83. There was some support around introducing a direct ban on the use of high-carbon fossil fuels in new homes, while other responses appreciated that the proposed approach would provide developers with some flexibility to meet the target through additional mitigating measures such as increased insulation. 3.84. It was suggested by some respondents that the fuel factor for LPG should remain in place on the basis that it has the lowest emission factor of the high-carbon fossil fuels and in recognition of the fact that LPG is being decarbonised through the introduction of bio-LPG. Others suggested that emission factors for bio-LPG and bio-oil should be available in SAP so that they can be distinguished from higher carbon varieties. Government response to Question 16 3.85. The Government remains committed to phasing out the installation of high carbon fossil fuel heating in new and existing homes currently off the gas grid during the \<page_number>42\</page_number> 2020s, starting with new homes. It is essential that the standards we set for new homes support this ambition and we will therefore remove fuel factors. 3.86. We are mindful of the impact on new rural homes, particularly given concerns that were raised regarding the affordability of heating costs if high carbon fossil fuels are discouraged. Our analysis shows that it is most likely that new homes will be built using heat pumps, which for consumers we anticipate will result in regulated energy fuel bills of £369 per year. In new homes where high-carbon fossil fuels continue to be the most appropriate fuel, for example due to a lack of an electricity network, the mitigating measures required on the home, such as insulation, will mean that fuel bills will be even lower for occupants. 3.87. Concerns were raised regarding the lack of recognition of bio-fuels within SAP. Part L remains technology neutral, which means that it is possible to build homes with any fuel as long as appropriate mitigating measures are in place, and there are many possible solutions for new homes that do not rely on the use of biofuels, such as a heat pump. We consider the use of biofuels, such as bioLPG, a potential option in the decarbonisation of existing homes that are currently using high carbon fossil fuels. However, due to limited feedstocks, it is likely not possible for biofuels to be widespread in new buildings which are suitable for heating by a heat pump or heat network. Furthermore, a key concern regarding the use of bioLPG in new homes is the ability of consumers to switch to using regular LPG, making a newly built home more polluting than was intended. We intend to continue to explore the best use of biofuels in new buildings, and how policies should be designed to deliver the best outcomes for a net zero future. Question 17: Do you agree with the proposed changes to minimum building services efficiencies and controls set out in table 3.2? 3.88. The consultation proposed that minimum standards for building services should be set in the Approved Documents rather than the Domestic Building Services Compliance Guide, and that the guidance should be simplified. We also proposed uplifts to minimum building services efficiencies and controls where: - Evidence suggested that specifying higher performance or controls for certain technologies had become cost-effective; - Evidence suggested that the minimum standards were below that of typical practice; and - Other regulatory requirements applied which increased the minimum standard (for example, Ecodesign requirements). <table> <tr> <td>Question 17</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q17</td> </tr> <tr> <td>a) Minimum standard for Gas Boiler efficiency<br>(92% ErP)</td> <td>Agree</td> <td>456</td> <td>14%</td> <td>22%</td> </tr> <tr> <td></td> <td>Too far</td> <td>166</td> <td>5%</td> <td>8%</td> </tr> <tr> <td></td> <td>Not far enough</td> <td>1,427</td> <td>43%</td> <td>70%</td> </tr> <tr> <td></td> <td>Did not respond</td> <td>1,261</td> <td>38%</td> <td>-</td> </tr> </table> \<page_number>43\</page_number> b) Minimum standard for Heat Pump efficiency (SCOP 2.80) <table> <thead> <tr> <td></td> <td>Agree</td> <td>407</td> <td>12%</td> <td>20%</td> </tr> </thead> <tbody> <tr> <td></td> <td>Too far</td> <td>169</td> <td>5%</td> <td>8%</td> </tr> <tr> <td></td> <td>Not far enough</td> <td>1,421</td> <td>43%</td> <td>71%</td> </tr> <tr> <td></td> <td>Did not respond</td> <td>1,313</td> <td>40%</td> <td>-</td> </tr> </tbody> </table> c) Minimum standard for Comfort Cooling efficiency (SEER 3.87) <table> <thead> <tr> <td></td> <td>Agree</td> <td>344</td> <td>10%</td> <td>17%</td> </tr> </thead> <tbody> <tr> <td></td> <td>Too far</td> <td>171</td> <td>5%</td> <td>9%</td> </tr> <tr> <td></td> <td>Not far enough</td> <td>1,470</td> <td>44%</td> <td>74%</td> </tr> <tr> <td></td> <td>Did not respond</td> <td>1,325</td> <td>40%</td> <td>-</td> </tr> </tbody> </table> d) Minimum standard for Lighting (60 lamp lumens per circuit-watt) <table> <thead> <tr> <td></td> <td>Agree</td> <td>339</td> <td>10%</td> <td>17%</td> </tr> </thead> <tbody> <tr> <td></td> <td>Too far</td> <td>174</td> <td>5%</td> <td>9%</td> </tr> <tr> <td></td> <td>Not far enough</td> <td>1,483</td> <td>45%</td> <td>74%</td> </tr> <tr> <td></td> <td>Did not respond</td> <td>1,314</td> <td>40%</td> <td>-</td> </tr> </tbody> </table> 3.89. Most local authorities, building control approved inspectors, competent persons scheme operators, manufacturers and national representative/trade bodies agreed with the proposed standards. Installers and specialist sub-contractors expressed mixed views, but the majority of those who responded still supported the proposals. 3.90. Increased efficiency values were put forward by some respondents. In the case of boilers, it was suggested that the minimum efficiency should be even higher while others argued that the existing proposal went too far, to the point that the market may not be able to support the change. However, few respondents overall thought that the proposed standards went too far, and no sector of industry overwhelmingly disagreed on the basis that the standards were too onerous to meet. 3.91. Some respondents noted that efficiency in use is more important than manufactures' values, as quality of installation can affect efficiencies. A small number of respondents noted that more standards could be included, including waste water heat recovery, heat networks, direct electric heating and liquid fuel fired heating systems. Government response to Question 17 3.92. The minimum standards are designed to remove the worst performing products from the new build market, while leaving room for design approaches that differ from the notional building specification. We expect that, in most cases, the efficiency of fixed building services will be higher than these minimum standards so that the building can meet the whole building energy performance standards. 3.93. We have carried out further market analysis based on the evidence provided in consultation responses from manufacturers, individuals and other organisations. As a result, we will increase some of the minimum services efficiencies beyond those presented in the consultation (Table 6). \<page_number>44\</page_number> Table 6 – Revisions to minimum building services efficiencies and controls for new dwellings <table> <thead> <tr> <td>Application</td> <td>Current Part L 2013 Standard</td> <td>Proposed Part L 2020 standard</td> <td>Final Part L 2021 standard</td> </tr> </thead> <tbody> <tr> <td>a) Gas Boiler efficiency</td> <td>88% SEDBUK 2009</td> <td>92% ErP</td> <td>92% ErP</td> </tr> <tr> <td>b) Heat Pump efficiency</td> <td>SCOP 'D' if ≤12kW/COP2.5</td> <td>SCOP 2.80</td> <td>SCOP 3.00</td> </tr> <tr> <td>c) Comfort Cooling efficiency</td> <td>EER 2.4 if air cooled and EER 2.5 if water cooled</td> <td>SEER 3.87</td> <td>SEER 4.00</td> </tr> <tr> <td>d) Lighting</td> <td>45 lamp lumens per circuit-watt</td> <td>60 lamp lumens per circuit-watt</td> <td>75 lamp lumens per circuit-watt</td> </tr> </tbody> </table> 3.94. For gas boilers, we consider a minimum efficiency of 92% to be reasonable based on the products available on the market. 3.95. For heat pumps, we recognise that many systems perform better than a minimum efficiency of 3.00. However, we wish to allow for a range of different heat pump technologies and approaches, particularly where the application in new homes builds a larger market for systems which can be of benefit in the existing housing stock. 3.96. For comfort cooling, a minimum efficiency of 4.0 will ensure that only the most efficient cooling systems can be used in new homes. 3.97. For lighting, in recognition of recent technological advances, we will increase the minimum efficacy to 75 lamp lumens per circuit-watt. Many responses suggested a minimum efficacy of 80 lamp lumens per circuit-watt. Setting a standard at 80 would, however, prevent many replaceable LED lamps from being installed in new homes. Question 18: Do you agree with the proposal that heating systems in new dwellings should be designed to operate with a flow temperature of 55°C? Question 19: How should we encourage new dwellings to be designed to operate with a flow temperature of 55°C? 3.98. Low carbon heating systems will play an integral role in delivering the Future Homes Standard and in achieving our wider net zero aims. The diverse possibilities for low carbon heat in the future means that we cannot future-proof current standards for every possible scenario. However, we are committed to introducing measures for new homes through the interim 2021 Part L uplift, which will make it easier to install low carbon heating in future. 3.99. The consultation proposed that new homes should have a space heating system that is designed to operate at a flowrate temperature of 55°C or lower, which will \<page_number>45\</page_number> make it easier to install heat pumps or district heating in the future. In the short term, this flow temperature will also have the additional benefit of increasing the efficiency of condensing boilers, providing an immediate energy saving to the consumer. <table> <tr> <td>Question 18</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q18</td> </tr> <tr> <td>(a) Yes</td> <td>363</td> <td>11%</td> <td>17%</td> </tr> <tr> <td>(b) No, the temperature should be below 55 °C</td> <td>327</td> <td>10%</td> <td>15%</td> </tr> <tr> <td>(c) No, dwellings should not be designed to operate with a low flow temperature</td> <td>33</td> <td>1%</td> <td>2%</td> </tr> <tr> <td>(d) No, I disagree for another reason</td> <td>1,413</td> <td>43%</td> <td>66%</td> </tr> <tr> <td>Did not respond</td> <td>1,174</td> <td>34%</td> <td>-</td> </tr> </table> 3.100. The consultation asked how we can require or encourage new dwellings to be designed to operate with a flow temperature of 55 °C. <table> <tr> <td>Question 19</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q19</td> </tr> <tr> <td>(a) By setting a minimum standard</td> <td>1,921</td> <td>58%</td> <td>91%</td> </tr> <tr> <td>(b) Through the target primary energy and target emission rate (i.e. through the notional building)</td> <td>98</td> <td>3%</td> <td>5%</td> </tr> <tr> <td>(c) Other</td> <td>92</td> <td>3%</td> <td>4%</td> </tr> <tr> <td>Did not respond</td> <td>1,199</td> <td>36%</td> <td>-</td> </tr> </table> 3.101. Respondents that agreed with the proposed flow temperature of 55°C recognised that this would future-proof homes for different types of low-carbon heat and provided immediate efficiency benefits for other heating systems, while allowing a degree of flexibility in heating system design. Some respondents suggested that 55°C should be the maximum temperature with designers opting for lower if appropriate. 3.102. Those who thought dwellings should not be designed to operate with a low flow temperature argued that it would restrict design flexibility and limit technologies. Respondents reasoned that large radiators may be difficult to position in small dwellings or suggested that designing systems to be compatible with other technologies may not be feasible in practice. 3.103. Some argued in favour of a lower flow temperature as this could lead to more efficient heat pump operation in future and reduce the risk of homes overheating. Respondents suggested 50°C or 45°C as a more appropriate temperature to support transition to efficient heat pumps. A small number of respondents suggested 35°C or 30°C. 3.104. Some respondents suggested that the Government should provide additional guidance on low temperature radiator connections and district heating network \<page_number>46\</page_number> integrations. It was noted that there was a necessity for legionella prevention, with the need to distinguish between hot water and space heating. 3.105. The majority of respondents agreed that low temperature heating should be part of the Approved Document guidance, rather than encouraged through SAP or other means. Some manufacturers and energy sector groups commented that the standard should include design requirements for pipework, heat emitters and include weather compensation. It was suggested that the guidance should refer to the BRE guide for the design of low temperature Domestic Heating Systems (FB 59). There was support around including additional guidance, including storage requirements relating to legionella growth, installation, hydraulic balancing and examples of suggested technologies that perform at the low temperature. 3.106. Those who agreed with encouraging use through the notional building highlighted that this would allow flexibility of design and innovation. It was noted that the design flow temperature should be based on the system being installed and the overall building strategy. A particular concern was raised regarding the fact that some large-scale schemes could be rendered non-compliant if a minimum standard is set, as future phases of development may be connected to existing heat networks that may not be designed to operate at a low flow temperature. Government response to Questions 18 and 19 3.107. We have introduced guidance into the 2021 draft Approved Document L, Volume 1: Dwelling’s to encourage new heating systems to be designed to operate at a flowrate temperature of 55°C or lower. 3.108. We have improved the guidance by referencing the BRE guide for the design of low temperature Domestic Heating Systems (FB 59) in the Approved Document. This defines a low temperature system as operating at a mean water temperature of 50°C or lower (note that 55°C flow temperature is compatible with this). We have also added a note about legionella control into the Approved Document. Question 20: Do you agree with the proposals to simplify the requirements in the Building Regulations for the consideration of high-efficiency alternative systems? 3.109. Regulation 25A of the Building Regulations requires that the technical, environmental and economic feasibility of high-efficiency alternative systems, if available, is considered and taken into account before construction starts on a new building. Examples of these systems include: - Heat pumps; - District or block heating or cooling, particularly where it is based entirely or partially on energy from renewable sources; - Decentralised energy supply systems based on energy from renewable sources; and - Cogeneration. \<page_number>47\</page_number> 3.110. The consultation proposed to simplify this requirement by removing the list of example systems, and by removing the requirement to give notice to the local authority that states the analysis has been carried out. <table> <tr> <td>Question 20</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q20</td> </tr> <tr> <td>(a) Yes</td> <td>2,017</td> <td>61%</td> <td>96%</td> </tr> <tr> <td>(b) No</td> <td>95</td> <td>3%</td> <td>4%</td> </tr> <tr> <td>Did not respond</td> <td>1,198</td> <td>36%</td> <td>-</td> </tr> </table> 3.111. Respondents that supported this proposal, including most industry groups, agreed with the reasoning set out in the consultation around simplifying the requirement and some emphasised the positive impact this would have on innovation and developing skills within industry. Some responses suggested going further and asked whether Regulation 25A should be repealed entirely on the basis that local authority notice would not be required and new Part L standards will mean that some form of high-efficiency system, for example a heat pump, will become more mainstream in new homes. 3.112. Some respondents, including councils, were concerned that local authorities would not be notified and that this could lead to disparities of information held between regions. It was argued by some stakeholders that maintaining the list of example systems would be useful for those who have little knowledge of high-efficiency alternative systems, while others argued the list should be kept and updated frequently with new innovations. Government response to Question 20 3.113. The Government is committed to producing clearer standards and guidance. We therefore intend to proceed with the proposal to simplify the requirements in the Building Regulations by removing the list of example systems and the requirement to give notice to the local authority that the analysis has been carried out. 3.114. This will not change the need for this analysis to be undertaken and will not prevent local authorities from requiring evidence that such analysis has been performed. Calculating the primary energy rate and emission rate Question 21: Do you agree with the proposal to adopt the latest Standard Assessment Procedure, SAP 10? 3.115. The Standard Assessment Procedure (SAP) is the methodology used by the Government to assess and compare the energy and environmental performance of dwellings. The consultation proposed adopting the latest version of SAP, SAP 10, as the tool used to determine compliance with the energy efficiency requirements of the Building Regulations. \<page_number>48\</page_number> <table> <thead> <tr> <th>Question 21</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q21</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>411</td> <td>12%</td> <td>19%</td> </tr> <tr> <td>(b) No</td> <td>1,797</td> <td>54%</td> <td>81%</td> </tr> <tr> <td>Did not respond</td> <td>1,102</td> <td>33%</td> <td>-</td> </tr> </tbody> </table> 3.116. Most respondents to this question did not fundamentally disagree with the use of the Standard Assessment Procedure in principle, but we received suggestions aimed at improving the system of energy modelling for compliance with Part L of the Building Regulations. There was some concern that SAP predicts poorly, particularly for heating demand. Respondents suggested the inclusion of dynamic thermal modelling as an option for demonstrating compliance with Part L, particularly in relation to larger, complex buildings. There were also calls for Government to consider using measured data to assess as-built compliance. 3.117. It was suggested that more frequent reviews of SAP should take place, including the carbon emission factors, and there was some interest in moving to 15-year projections of emissions rather than the 5-year projection proposed. Government response to Question 21 3.118. We will adopt the latest version of SAP, which will be SAP 10.3, at implementation of Part L 2021. 3.119. The Government and the BRE have undertaken significant development work on SAP to ensure that it reflects the latest research and available technologies. Such development work ensures that SAP is a modern tool, able to calculate the energy demand of buildings accurately. We recognise that including the option of modelling using dynamic thermal tools would be convenient and more accurate in some circumstances, such as a block of flats. Such a change would require validation between SAP and dynamic thermal simulation software to ensure that the outputs are comparable and further consultation would be required. This will not be possible in time for the Part L 2021 uplift, but we will investigate this for SAP 11, which will be implemented alongside the Future Homes Standard. 3.120. The Government would like to make some minor amendments to SAP, including amendments to how natural gas Combined Heat and Power (CHP) units and recovered heat sources are modelled. A separate consultation will be launched in early 2021. 3.121. Respondents provided some comments and suggestions regarding specific parts of SAP 10, and Table 7 sets out a response to the issues that were raised most frequently. \<page_number>49\</page_number> <table> <thead> <tr> <th>Table 7 - Summary of suggested amendments to SAP 10</th> <th></th> </tr> </thead> <tbody> <tr> <td>Suggested Amendment</td> <td>Response</td> </tr> <tr> <td><strong>Comment that SAP should balance the need to reduce overheating with heating demand in winter.</strong></td> <td><em>The Future Buildings Standard consultation includes proposals to introduce a new overheating mitigation requirement in the Building Regulations for new residential buildings.</em><sup>6</sup> Within this consultation we have proposed providing two methods to demonstrate compliance with the new requirement. Due to this we have also proposed removing the guidance on limiting the effects of heat gains in summer in the Approved Document for new dwellings in Approved Document L 1A and removing the SAP Appendix P summer heat gain check.</td> </tr> <tr> <td></td> <td>SAP will continue to assess thermal mass (including k-values) to calculate space heating and look at the impact of shading on solar gains, PV and solar thermal.</td> </tr> <tr> <td><strong>Comment that the default heat interface unit heat loss is too high, compared to many on the market.</strong></td> <td>The treatment of heat losses from heat interface units (HIUs) will be adjusted for SAP 10.2. The default standing heat loss rate will be updated (based on recent testing data). A new table will also be added to the Product Characteristics Database (PCDB), which will enable the input of measured heat loss performance data (where an accredited testing methodology has been used).</td> </tr> <tr> <td><strong>Emission factors requested for hydrogen and bio-LPG.</strong></td> <td>We are not yet including hydrogen in SAP as it is yet to be a heating option offered in homes. Further research will be needed to determine emission factors for hydrogen once in use. On bio-LPG, as with electricity we will be reflecting bio-LPG in the emissions factors for all LPG. SAP 10.2 will allow for new fuel types to be added via the PCDB between SAP updates if relevant.</td> </tr> <tr> <td><strong>Concern about the way results from blower tests are converted into infiltration rates (i.e. the “divide by 20 rule”).</strong></td> <td>This would require significant research and a change to the method which will not be possible in time for the Part L 2021 uplift. Making this change to SAP would require suitable consultation with relevant stakeholders. We will investigate this for SAP 11 which will be implemented alongside the Future Homes Standard.</td> </tr> <tr> <td><strong>Request that the effect of MVHR ductwork length on system efficiency is taken account of.</strong></td> <td>This would require significant research and a change to the method which will not be possible in time for the Part L 2021 uplift. Making this change to SAP would require suitable consultation with relevant stakeholders. We will investigate this for SAP 11 which will be implemented alongside the Future Homes Standard.</td> </tr> </tbody> </table> \<page_number>50\</page_number> Request that the impact of filters on efficiencies of ventilation systems is taken account of. This would require significant research and a change to the method which will not be possible in time for the Part L 2021 uplift. Making this change to SAP would require suitable consultation with relevant stakeholders. We will investigate this for SAP 11 which will be implemented alongside the Future Homes Standard. Use of recovered heat in heat networks. We plan to amend SAP Appendix C to more accurately represent the varied sources of recovered heat available for use in heat networks. More detail will be set out in the SAP consultation in early 2021. Suggestion that the calculation for the quantity of domestic hot water and its associated CO$\_2$ emissions is incorrect. We will be updating SAP 10 to account for the changing efficiency of waste water heat recovery systems with shower flow rates. We have also changed SAP so that it no longer double-counts the 5% reduction associated with Part G of the Building Regulations (Sanitation, hot water safety and water efficiency). Question 22: Do you agree with the proposal to update the source of fuel prices to BEIS Domestic energy price indices for SAP 10.2? 3.122. Within SAP, fuel prices have previously been informed by data from Sutherland Tables. The consultation proposed to use data from BEIS’s ‘Domestic energy price indices’ on the basis that this was more robust than Sutherland Tables’ data for some fuel prices. Where figures are not available from the BEIS source, data would continue to be sourced from the Sutherland Tables. <table> <thead> <tr> <td>Question 22</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q22</td> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>1,935</td> <td>59%</td> <td>96%</td> </tr> <tr> <td>(b) No</td> <td>80</td> <td>2%</td> <td>4%</td> </tr> <tr> <td>Did not respond</td> <td>1,295</td> <td>39%</td> <td>-</td> </tr> </tbody> </table> 3.123. While there was broad agreement around the proposed approach, some respondents queried the frequency of updates to these tables. BEIS domestic energy price indices are updated quarterly, so respondents from almost all areas of industry wanted to know if SAP would be updated to reflect changes to BEIS’s indices. 3.124. Respondents that supported the proposal felt it would ensure that SAP calculations reflect real prices. It was suggested that accuracy could be improved even further if the live variation of prices was considered, for example with seasonal and annual fluctuations. Government response to Question 22 \<page_number>51\</page_number> 3.125. BEIS’s Domestic energy price indices is the most robust fuel price data source available. We therefore intend to use this data as the source of fuel prices for SAP 10. We will use the most up-to-date version of these fuel prices, which are published on this website: https://www.gov.uk/government/statistical-data-sets/monthly-domestic-energy-price- statistics 3.126. Making a change to SAP to reflect live prices would require changes in how fuel prices are treated in SAP and the SAP software, which cannot be done without suitable consultation with relevant stakeholders. We will consider whether the SAP fuel prices should be updated annually for the next version of SAP: SAP 11. Question 23: Do you agree with the method in Briefing Note – Derivation and use of Primary Energy factors in SAP for calculating primary energy and CO₂ emissions factors? 3.127. The consultation included a Briefing Note that set out the proposed method for calculating the primary energy and CO₂ factors which would be used within SAP to convert the modelled energy use into primary energy and CO₂. This generally followed the methodology set out in the 2013 version of Part L, with fuel prices, CO₂ and primary energy factors updated to reflect the latest data and the decarbonising grid. We also moved from a three-year to a five-year average of predicted values. <table> <thead> <tr> <th>Question 23</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q23</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>321</td> <td>10%</td> <td>17%</td> </tr> <tr> <td>(b) No</td> <td>1,616</td> <td>49%</td> <td>83%</td> </tr> <tr> <td>Did not respond</td> <td>1,373</td> <td>42%</td> <td>-</td> </tr> </tbody> </table> 3.128. There was agreement with the proposed approach among local authorities, manufacturers and suppliers, and national representative or trade bodies. A small proportion of respondents stipulated that they would support these measures on the condition that the factors are kept up to date. 3.129. Respondents that disagreed with this proposal argued that the calculation or derivation of primary energy factors was not clear, and that a clear calculation methodology should be set out in the document. There were also calls for further explanation regarding the grid electricity primary energy factor. It was suggested that the factors calculated do not account for variation, both daily and seasonal, in electricity emissions and that that the fuel mix used for the calculation of factors relating to electricity were not clear. Government response to Question 23 3.130. We have improved the Briefing Note by more clearly setting out the methods used for deriving factors. An improved and reissued Note has been published on the following website: \<page_number>52\</page_number> https://www.bregroup.com/sap/sap10/ 3.131. Many stakeholders requested that primary energy and CO₂ factors should be kept up to date. The factors we use were based on the period 2020 to 2025, ensuring that they will stay up to date for the life of the Part L 2021 policy. While we recognise that no prediction can be completely accurate, dynamic factors would lead to changing Part L targets. It is important to give industry the certainty they need to plan buildings, which is why we do not have dynamic factors. 3.132. Some respondents raised the issue that the factors do not account for the variation in daily and seasonal primary energy and CO₂ emissions of electricity. We do not intend to move to marginal emission factors for this version of SAP because it would require a major change to the calculation method which has not been consulted on. However, we are investigating this for SAP 11. Question 24: Do you agree with the removal of Government Approved Construction Details from Approved Document L? 3.133. In previous versions of Part L, the Government developed and published a series of detailed drawings to help home builders minimise heat losses at joints, junctions and corners (known as thermal bridges) and to help achieve performance standards. Over time, these Approved Construction Details have become out of date and the consultation proposed to remove the option of using these on the basis that they will no longer work with the new fabric specifications for Part L 2021 <table> <thead> <tr> <th>Question 24</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q24</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>299</td> <td>9%</td> <td>14%</td> </tr> <tr> <td>(b) No</td> <td>1,835</td> <td>55%</td> <td>86%</td> </tr> <tr> <td>Did not respond</td> <td>1,176</td> <td>36%</td> <td>-</td> </tr> </tbody> </table> 3.134. Some respondents that disagreed with this proposal argued that smaller projects are unable to employ a consultant to undertake calculations and therefore rely on Approved Construction Details. There was concern that smaller projects would choose to offset the default thermal bridges by over-compensating the building fabric in other areas. It was argued that significant upsilling would be required across industry, which may not be available or cost effective. We received suggestions that Government should provide a comprehensive library of thermal bridging details, especially for smaller projects, to use as a stepping stone to bespoke thermal bridging calculations alongside the Future Homes Standard. There was support for a move towards more accurate thermal bridging calculations and reduced thermal bridging in homes. Some respondents suggested that if Approved Construction Details are not updated, alternative more accurate guidance is required to establish how to deliver continuity of insulation. 3.135. Respondents that agreed with this proposal felt that the Approved Construction Details were out of date and frequently misapplied. We received suggestions that there should be an up to date online database which can be easily accessed. \<page_number>53\</page_number> 3.136. Some respondents argued that the energy assessor’s accrediting bodies and building control officers should play a more active role in ensuring appropriate psi-values/calculations and some respondents went on to say that it is critical that the assessors are adequately competent. Government response to Question 24 3.137. We will proceed with our proposal to remove the Government Approved Construction Details from Approved Document L, Volume 1: Dwellings on the basis that they are out of date and will no longer work with the new fabric specifications for Part L 2021. 3.138. While there was some concern for small projects and the access they had to methods of assessing thermal bridging details, we will continue to provide these methods in the 2021 draft Approved Document L, Volume 1: Dwellings under Continuity of Insulation. 3.139. In addition, set out in the Government’s Standard Assessment Procedure (SAP) are several different possibilities for specifying thermal bridging, including a comprehensive library of thermal bridging details that would assist smaller projects, to use as a stepping stone to bespoke thermal bridging calculations alongside the Future Homes Standard. Question 25: Do you agree with the proposal to introduce the technology factors for heat networks, as presented in the draft Approved Document? 3.140. In recognition of the fact that district heat networks comprise an important part of our energy future in England, the consultation proposed the introduction of ‘technology factors’ to be applied in calculations for the target emission rate and target primary energy rate for new dwellings where the design incorporates heat networks. Technology factors are intended to encourage connections to existing heat networks where they have the ability to decarbonise over time and incentivise the construction of new low carbon networks. <table> <thead> <tr> <th>Question 25</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q25</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>255</td> <td>8%</td> <td>12%</td> </tr> <tr> <td>(b) No - they give too much of an advantage to heat network</td> <td>1,258</td> <td>38%</td> <td>60%</td> </tr> <tr> <td>(c) No - they do not give enough of an advantage to heat network</td> <td>46</td> <td>1%</td> <td>2%</td> </tr> <tr> <td>(d) No - I disagree for another reason</td> <td>538</td> <td>16%</td> <td>26%</td> </tr> <tr> <td>Did not respond</td> <td>1,213</td> <td>37%</td> <td>-</td> </tr> </tbody> </table> 3.141. Those respondents in favour of this proposal agreed with incentivising the adoption of low carbon heat networks and the ability to continue to connect to existing heat networks that were designed to be compliant with previous versions of Part L. \<page_number>54\</page_number> However, some argued that the technology factors proposed do not give enough of an advantage to heat networks. 3.142. Among the respondents that disagreed with this proposal, it was felt that the proposed factors gave too much of an advantage to heat networks. Respondents suggested that Part L should be technology neutral or that there is an insufficient basis for heat networks to be treated preferably given the relatively high capital costs, high distribution losses and unsuitability in some circumstances. There was concern that the policy would encourage the continuing use of fossil fuels, such as through using gas CHP boilers, when low carbon heating should be a priority. Some respondents highlighted the risk of unintended consequences, such as poorer fabric efficiency. Respondents suggested that any policy to support new connections to existing fossil-fuelled heat networks as part of the transition to low carbon heating should ensure that the building is future-proofed and a strategy put in place to ensure low carbon heating in the future. 3.143. Stakeholders expressed concerns regarding a lack of detail on how the factors were derived and that the factors were overly stringent, making it too challenging to build to deliver the policy intent. It was highlighted that the final set of technology factors are dependent on, and should account for, a finalised version of SAP 10 including changes to the primary energy and CO₂ emission factors and the distribution loss factors, and the use of the Products Characteristic Database by heat networks. Government Response to Question 25 3.144. To further investigate the issues of heat networks within Part L and SAP we established a new industry working group which included experts in heat network design, local planning issues and housing development. In addition to this we have been doing further analysis across Government on the benefits of gas CHP compared to individual gas boilers. 3.145. By generating heat and power simultaneously from the same fuel, CHP can reduce carbon emissions compared to the separate generation of heat through a gas-fired boiler and an electricity power station. SAP 10.1 was not reflecting the carbon emission reduction benefits of gas CHP because marginal emissions factors would be required, which SAP does not have. A wholesale change to marginal emission factors would complicate SAP and offer little accuracy benefit for most technologies. To address this, we intend to change the emissions and primary energy factor in SAP 10.2 for heat networks using gas CHP. A separate consultation will be launched by the Department of Business, Energy and Industrial Strategy in early 2021, with updates for heat networks. This will include a number of proposed reforms to SAP but primarily addresses the carbon performance of gas-fired CHP and proposes reforming the PCDB to allow networks to more easily and accurately enter their heat loss statistics. 3.146. We think it is important to transition to low carbon heat networks as soon as possible. To encourage the decarbonisation of existing heat networks and the building of new lower carbon heat networks in future, we will not provide technology factors or any other relaxation in standards for heat networks. Therefore, new \<page_number>55\</page_number> homes connected to heat networks will need to meet the full primary energy, emission and fabric energy efficiency rate. Guidance Question 26: Do you agree with the removal of the supplementary guidance from Approved Document L, as outlined in paragraph 3.59 of the consultation document? 3.147. The consultation proposed removing supplementary information from the Approved Documents, with the aim of providing guidance which is clearer about what is expected of home builders in complying with regulatory requirements. This aligns with recommendations in Dame Judith Hackitt’s final report on the Independent Review of Building Regulations and Fire Safety. <table> <thead> <tr> <th>Question 26</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q26</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>250</td> <td>8%</td> <td>13%</td> </tr> <tr> <td>(b) No</td> <td>1,745</td> <td>53%</td> <td>87%</td> </tr> <tr> <td>Did not respond</td> <td>1,315</td> <td>40%</td> <td>-</td> </tr> </tbody> </table> 3.148. Respondents that agreed with this proposal broadly accepted the reasoning in the consultation document. It was noted that increasing the clarity of the guidance would remove ambiguity on what was needed to achieve compliance with the Regulations. There was also acknowledgement that the proposal would remove outdated guidance and improve accessibility. 3.149. Respondents that disagreed with this proposal felt that additional guidance is useful in meeting complex mandatory requirements. Many builders and developers noted that supplementary information is especially useful for professionals who are less experienced or belong to a small to medium sized company. It was argued that removing this information risked poorer design choices and some respondents noted that the proposal may result in increased reliance on British Standards or other industry guidance, which may come at a cost to the user. There were calls for the supplementary guidance to be updated or made available as a live document to provide digital and updated references. 3.150. We received detailed comments on specific topics, where respondents disagreed with the removal of the supplementary information. Government response to Question 26 3.151. We will remove supplementary information from the Approved Documents to ensure that guidance is tailored to the needs of the people who use it, and clear about what is expected of home builders in complying with regulatory requirements. Much of \<page_number>56\</page_number> the supplementary guidance that was removed is not in the scope of the Building Regulations and therefore does not belong in the Approved Documents. This approach is aligned with the Government’s 2018 commitment to produce clearer standards and guidance. 3.152. Based on stakeholder feedback that we received through the consultation, we will retain the following supplementary information: - A section on commissioning; - A section on Energy Performance Certificates; and - A reference and definition under the system specific guidance with regards to domestic hot water heating. Question 27: Do you agree with the external references used in the draft Approved Document L, Appendix C and Appendix D? 3.153. In order to provide further useful guidance, the consultation included external references in the 2019 draft Approved Document L, Volume 1: Dwellings, Appendix C and Appendix D to a variety of standards and reference guides. <table> <thead> <tr> <th>Question 27</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q27</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>1,826</td> <td>55%</td> <td>96%</td> </tr> <tr> <td>(b) No</td> <td>85</td> <td>3%</td> <td>4%</td> </tr> <tr> <td>Did not respond</td> <td>1,397</td> <td>42%</td> <td>-</td> </tr> </tbody> </table> 3.154. The responses we received emphasised the importance of ensuring that external references are updated. 3.155. We received suggestions that BR 497 should be added as a reference. We also received the suggestion that documents should be referenced without a date in order to allow people to use the latest version, or that the Government’s position on industry using the latest version should be clarified. 3.156. There was some disagreement with the external references used in the 2019 draft Approved Document L, Volume 1: Dwellings, Appendix C and Appendix D. However, there was no consensus around the additional references that were suggested. There were also calls for external references to be made easily and freely accessible, with some respondents suggesting a web page with external references and links, updated methodologies and standards. Government response to Question 27 3.157. We intend to include the external references used in the 2019 draft Approved Document L, Volume 1: Dwellings Appendix C and Appendix D. Following consultation feedback, we have made some minor amendments, including: \<page_number>57\</page_number> - Referencing the most up to date versions of standards, such as BS EN 14351-1 [2006(+AMD 2:20)]; and - Including standards, such as CIBSE/ADE Guide CP1: Heat Networks Code of Practice for the UK, BRE Report BR 497 Conventions for calculating linear thermal transmittance and temperature factors (2007 and 2010 amendment and conventions) and BS 7593 Code of practice for the preparation, commissioning and maintenance of domestic central heating and cooling water systems (2019). 3.158. We will continue to use references with a version date in order to ensure that external references are the correct and appropriate version for the guidance. We have also already made progress on modernising guidance by publishing a fully searchable PDF of all Approved Documents. Question 28: Do you agree with incorporating the Compliance Guides into the Approved Documents? 3.159. The Compliance Guides serve an important purpose in providing additional guidance to the Approved Documents, comprising a mixture of good practice guidance, minimum standards and references to regulations other than the Building Regulations. 3.160. To clarify the status of the Guides, the consultation proposed to incorporate all of the minimum standards from the Domestic Building Services Compliance Guide and the Domestic Ventilation Compliance Guide into the Approved Documents. To match the style of the Approved Documents, this included removing all ‘good practice’ guidance, supplementary information, and guidance relating to non-Building Regulation matters. <table> <thead> <tr> <th>Question 28</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q28</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>489</td> <td>15%</td> <td>24%</td> </tr> <tr> <td>(b) No</td> <td>1,518</td> <td>46%</td> <td>76%</td> </tr> <tr> <td>Did not respond</td> <td>1,303</td> <td>40%</td> <td>-</td> </tr> </tbody> </table> 3.161. Respondents in favour of this proposal agreed that guidance formerly in the Compliance Guides would have a clearer status and clarified structure in the Approved Document. It was noted that this approach would help users to distinguish between Regulations and best practice methods. Several respondents noted the availability of guidance from industry, commercial organisations and trade bodies who are well placed to provide supplementary information. 3.162. For those who disagreed with this proposal the main concern was that useful guidance may be lost, however, it was not clear that losing this guidance would cause any specific issues. Some respondents, particularly small to medium sized builders, considered the supplementary, best practice guidance and background methodology to be useful. Some respondents felt that this proposal would result in infrequent updates of standards as technology evolves or lead to complicated and unwieldy approved documents. There were also concerns around the lack of freely \<page_number>58\</page_number> available or easily accessible information, and the potential confusion for building control bodies on the status of differing industry guidance and related flexibility. Government response to Question 28 3.163. The Government is committed to ensuring that guidance is clear and tailored to the needs of people who need to use it. At present, the status of the Compliance Guides is unclear to some stakeholders, in particular which parts are necessary to meet the regulatory requirements, and which are informative guidance. We will therefore proceed with the proposal to incorporate parts of the Compliance Guides into the Approved Documents. 3.164. To meet our objectives of clarity and utility, it is crucial that building services guidance is set at an appropriate level for the Approved Documents. We will therefore base the Approved Document guidance around minimum standards. This will provide an opportunity for industry, who are better placed to provide best practice and sector-specific guidance, to provide their own guides to supplement the Building Regulations minimum guidance. Question 29: Do you agree that we have adequately covered matters which are currently in the Domestic Building Services Compliance Guide in the new draft Approved Document L for new dwellings? Question 30: Do you agree that we have adequately covered matters which are currently in the Domestic Ventilation Compliance Guide in the new draft Approved Document F for new dwellings? 3.165. The consultation sought views on whether the draft Approved Documents for new dwellings adequately covered matters which are currently in the Domestic Building Services Compliance Guide and Domestic Ventilation Compliance Guide. <table> <thead> <tr> <th>Question 29</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q29</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>418</td> <td>13%</td> <td>22%</td> </tr> <tr> <td>(b) No</td> <td>1,456</td> <td>44%</td> <td>78%</td> </tr> <tr> <td>Did not respond</td> <td>1,436</td> <td>44%</td> <td>-</td> </tr> </tbody> </table> 3.166. Respondents that agreed with the proposed approach acknowledged that appropriate reference material was provided in the 2019 draft Approved Document L, Volume 1: Dwellings. 3.167. Those that disagreed with the proposed approach expressed concern around the potential loss of useful guidance. We received detailed comments from some stakeholders on specific topics which they felt were not adequately covered in the 2019 draft Approved Document L, Volume 1: Dwellings. \<page_number>59\</page_number> <table> <tr> <td>Question 30</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q30</td> </tr> <tr> <td>(a) Yes</td> <td>240</td> <td>7%</td> <td>13%</td> </tr> <tr> <td>(b) No</td> <td>1,621</td> <td>49%</td> <td>87%</td> </tr> <tr> <td>Did not respond</td> <td>1,449</td> <td>44%</td> <td>-</td> </tr> </table> 3.168. Respondents expressed concern around the potential loss of useful guidance, explanatory diagrams and best practice information on installation, inspection, testing and commissioning. It was suggested that introducing the proposal over a longer period of time would offer industry time to develop their own guidance, potentially in collaboration with the British Standards Institution. 3.169. We received detailed comments from some stakeholders on specific topics which they felt were not adequately covered in the 2019 draft Approved Document F, Volume 1: Dwellings. Government response to Questions 29 and 30 3.170. We will proceed with the proposal to incorporate sections of both Compliance Guides into the 2021 Approved Documents L and F for new dwellings. Based on the feedback we received through consultation, we have made the following amendments to Approved Document L, Volume 1: Dwellings: - Including references such as BS 7593 2019 and CIBSE/ADE CP1 Heat Networks: Code of practice for the UK (2015); - Including further definitions such as Primary Pipework; and - Rephrased unclear terms under the sub-heading mechanical ventilation. 3.171. The 2021 draft Approved Document L, Volume 1: Dwellings contains more guidance on building services, particularly for those services likely to be installed in existing dwellings. These standards will also be applicable for new dwellings, and stakeholders may wish to review these consultation proposals. 3.172. We have made the following amendments in the 2021 draft Approved Document F, Volume 1: Dwellings: - Updated naming conventions for ventilation system types; - Clarified the meaning of 'expert advice'; - Revised the commissioning checklist; and - Revised guidance on background ventilator sizing (see Question 42). Question 31: Do you agree with the proposals for restructuring the Approved Document guidance? 3.173. The consultation proposed collating all guidance for dwellings into a single document and restructuring the Approved Documents to align with the legislative requirements. It was noted that a new overheating standard in a different part of the Building Regulations may result in guidance on limiting heat gains in summer being removed from the 2021 draft Approved Document L, Volume 1: Dwellings. \<page_number>60\</page_number> <table> <tr> <td>Question 31</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q31</td> </tr> <tr> <td>(a) Yes</td> <td>371</td> <td>11%</td> <td>18%</td> </tr> <tr> <td>(b) No</td> <td>1,652</td> <td>50%</td> <td>82%</td> </tr> <tr> <td>Did not respond</td> <td>1,287</td> <td>39%</td> <td>-</td> </tr> </table> 3.174. Respondents that agreed with the proposed approach noted that it would keep standards accessible for industry and acknowledged that it was advantageous to closely match guidance with clear legislative requirements. It was noted that a single point of reference provided increased clarity and may help improve compliance. 3.175. The main concern expressed by respondents that disagreed with this proposal was that they felt all sections of the new Approved Documents were needed, including for existing homes and non-domestic buildings, to adequately assess the restructure. Some stakeholders argued that the proposed approach was more complex as professionals rarely referred to the Regulations. Others argued that they are familiar with the current four volumes for Approved Document L, and that they are well understood and logical for how work is approached on different building types. 3.176. The lack of overheating or daylight requirements was raised by some respondents and others highlighted the importance of ensuring there was appropriate alignment between Approved Documents B (Fire Safety), L (Fuel and Power), F (Ventilation) and Q (Security). Government response to Question 31 3.177. While we appreciate stakeholders are familiar with the existing structure of the Approved Documents, we intend to restructure the Approved Document guidance as proposed to ensure alignment with the other Approved Documents and deliver our commitment to ensure that guidance is as clear as possible and aligns with regulations. 3.178. We recognise the concerns raised about daylight and overheating. The Future Buildings Standard consultation includes proposals for a new overheating requirement within the Building Regulations.\\textsuperscript{4} There are no minimum daylight requirements within the Building Regulations, which is why we do not have guidance on this matter. 3.179. We received no specific feedback on any conflicting standards across the Approved Documents. We have made clear within the sub-section Interactions with other parts of the Building Regulations of Approved Documents L and F where there are interactions between different requirements. Question 32: Do you agree with our proposed approach to mandating self-regulating devices in new dwellings? \<page_number>61\</page_number> Question 33: Are there circumstances in which installing self-regulating devices in new dwellings would not be technically or economically feasible? 3.180. The consultation proposed to introduce a new regulation in the Building Regulations 2010 to ensure that new homes must have self-regulating devices. This would typically mean including devices for the separate regulation of the temperature in each room or designated heating zone, such as using thermostatic radiator valves (TRVs). <table> <thead> <tr> <th>Question 32</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q32</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>674</td> <td>20%</td> <td>33%</td> </tr> <tr> <td>(b) No</td> <td>1,355</td> <td>41%</td> <td>67%</td> </tr> <tr> <td>Did not respond</td> <td>1,281</td> <td>39%</td> <td>-</td> </tr> </tbody> </table> <table> <thead> <tr> <th>Question 33</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q33</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>1,561</td> <td>47%</td> <td>82%</td> </tr> <tr> <td>(b) No</td> <td>345</td> <td>10%</td> <td>18%</td> </tr> <tr> <td>Did not respond</td> <td>1,404</td> <td>42%</td> <td>-</td> </tr> </tbody> </table> 3.181. Those who supported the proposed approach made several recommendations, including suggesting that a clear definition of a self-regulating device is added to ensure that certain technologies are not excluded. 3.182. Some respondents reasoned that the specific type of self-regulating devices should not be mandated so as to not limit innovation. It was suggested that TRVs can affect the performance of heat pump systems, with some citing the findings from the Energy Saving Trust Report No. 8507 (2011). Others, however, noted that the conflict between low carbon heating and TRVs could be avoided if heat pumps were required to have an interlock. Some respondents suggested that research has shown that consumers often do not use TRVs properly. 3.183. Many respondents suggested situations in which zone-control is more appropriate than room-by-room control, including small homes, those heated by solid-fuels like biomass, and homes with a very low heat demand. The importance of a whole system approach was highlighted as individual regulating devices may be incompatible with centralised systems, or more technologically advanced systems. Some responses discussed the possibility of including smart technology such as building automation and control systems, with support predominantly from the manufacturing and supply chain sectors. 3.184. Respondents made suggestions for additional guidance, with some requesting commissioning guidance that requires system balancing. It was highlighted that interlocks would avoid short cycling, reduce wastage of pump energy and minimise the need for a system bypass. Respondents also noted the benefits of retaining guidance currently provided in the Domestic Building Services Compliance Guide \<page_number>62\</page_number> that states TRVs should not be located in the same room as a thermostat. Some respondents gave the example of technical infeasibility in houses with buffer zones for heat absorption or dissipation with high thermal mass that would be better manually controlled. 3.185. Some respondents that answered no to Question 33 argued that the economic and technical feasibility of self-regulating devices depends on the users. For example, in some care settings, those with certain medical conditions may need support to use self-regulating devices effectively. Respondents also argued that some fuel-poor users may need education on how to use self-regulating devices with top-up keys so that they are economically viable. 3.186. Respondents highlighted that the technical and economic feasibility criteria for installing self-regulating devices will not apply for new buildings. This is because the need for temperature self-regulation at room level can be addressed in the design phase, which prevents technical barriers from appearing. Government response to Questions 32 and 33 3.187. It has been made clear in the 2021 draft Approved Document L, Volume 1: Dwellings that zone control is permitted in appropriate circumstances, and that the policy allows for different approaches. A number of responses identified legitimate situations where self-regulating devices would be uneconomical or unfeasible for new builds, and we have accommodated for this in the final guidance. We have clarified in the guidance that in the vast majority of cases it will be economically and technically feasible to install SRDs in new homes. 3.188. We consider that systems which cannot provide control of individual rooms (e.g. air-to-air heat pumps) should only be used where the designer can justify controlling the whole zone, such as in small homes or those with very low heat demand. 3.189. In the 2021 draft Approved Document L, Volume 1: Dwellings we have: - Stated that TRVs should not be located in the same room as a thermostat; - Introduced guidance on interlocks on heat pump systems; - Stated that wet heating systems should ensure a minimum flow of water to avoid short-cycling; - Introduced guidance on system sizing; and - Produced a list of circumstances where it would be technically unfeasible, including: - Buildings with very low heat demand (e.g. \<10W/m2) where zoning / controls would not be economic; and - Homes with buffer zones for heat absorption or dissipation with high thermal mass. Question 34: Do you agree with proposed guidance on providing information about building automation and control systems for new dwellings? \<page_number>63\</page_number> 3.190. The consultation proposed that if a building automation and control system is installed in a new dwelling, the information about the energy performance of the system must be provided to the Building Owner. <table> <tr> <td>Question 34</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q34</td> </tr> <tr> <td>(a) Yes</td> <td>1,958</td> <td>59%</td> <td>97%</td> </tr> <tr> <td>(b) No</td> <td>53</td> <td>2%</td> <td>3%</td> </tr> <tr> <td>Did not respond</td> <td>1,299</td> <td>39%</td> <td>-</td> </tr> </table> 3.191. Some respondents wanted us to provide more guidance. It was also suggested that the guidance should be used to encourage the uptake of smart systems in homes. Government response to Question 34 3.192. We will proceed with the approach proposed in the consultation, which mirrors that of information provided for other building services types. Approved Document L, Volume 1: Dwellings will not specify the content and form of the information to be provided because it will depend on the nature of the installed systems. \<page_number>64\</page_number> Chapter 4 - Part F Changes for new homes in 2021 4.1. The Government is committed to improving housing standards and the energy efficiency of homes. We have reviewed the ventilation standards of the Building Regulations for new homes, to ensure that the standards promote good indoor air quality and are healthy for occupants. The consultation set out proposed changes for Part F of the Building Regulations, which included: - Simplifying the approach for determining the ventilation rate and system design requirements for a dwelling; - Reviewing the way that ventilation systems are presented in Approved Document F, Volume 1: Dwellings to reflect common design practices; - Bringing guidance designed to reduce the ingress of external air pollution into the main body of Approved Document F, Volume 1: Dwellings , and reviewing its technical content; - Making technical changes to guidance for ventilation systems in line with the latest evidence and understanding; and - Simplifying the structure and content of guidance relating to Part F. Performance based ventilation standards Question 35: Do you agree that the guidance in Appendix B to draft Approved Document F provides an appropriate basis for setting minimum ventilation standards? 4.2. The consultation proposed that the underlying assumptions on ventilation rates were sufficiently robust and based on the latest available evidence. We presented a performance-based ventilation approach in Appendix B of the 2019 draft Approved Document F, Volume 1: Dwellings. <table> <thead> <tr> <td>Question 35</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q35</td> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>303</td> <td>9%</td> <td>21%</td> </tr> <tr> <td>(b) No</td> <td>1,128</td> <td>34%</td> <td>79%</td> </tr> <tr> <td>Did not respond</td> <td>1,879</td> <td>57%</td> <td>-</td> </tr> </tbody> </table> 4.3. Support for the proposal was high among installers, building control, competent persons scheme operators and manufacturers who answered the question. Local authorities and building control respondents noted that the proposed guidance was clearer than the section in the current Approved Document F. 4.4. Many of those who disagreed with the proposal expressed concern regarding the infiltration assumptions. Respondents reasoned that the allowance of a 0.15 air changes per hour infiltration rate for less airtight dwellings should be omitted, \<page_number>65\</page_number> because the distribution of infiltration cannot be designed to be beneficially situated and may cause inadequate indoor air quality. It was also noted that infiltration depends on weather conditions and may deliver contaminated air. 4.5. Concerns were also raised regarding assumptions used in the whole dwelling ventilation calculations. It was suggested that the air exchange values were too high for airtight buildings as mechanical units would supply a higher rate in occupied rooms, even when the whole house average is below the proposed figure. There was concern that the proposal would result in the oversizing of background ventilators which would lead to occupants closing them due to draughts, as a result of using 0.6 Pa and 1.0 Pa for the pressure difference across the opening in single storey and multi storey dwellings respectively. It was suggested that the whole dwelling ventilation rate should follow the Passivhaus example and be calculated as a minimum air-change rate underpinned by occupancy levels which are room specific, not based on floor area. 4.6. Some respondents argued that too great an emphasis is placed on intermittent extract instead of a lower rate of continuous extract, as the former may be insufficient for dealing with moisture generation. The practicality of a visible mould check was questioned by some, while others suggested the mould check on walls should also be applied to windows, doors and rooflights. It was suggested that the references to the World Health Organisation’s (WHO) guidance is inadequate and that we should adopt the remaining exposure guidance for carbon monoxide, include particulate matter and re-admit ozone standards. Some stakeholders highlighted that ventilation requirements should align with any future overheating requirements, especially considering the whole house ventilation solutions are based on moisture removal in winter. 4.7. Suggestions for additional guidance included adding a summary table to compare system type and airtightness, a note to clarify the compatibility of opening windows with mechanical ventilation, and minimum distances for exhausts, inlets and flues. Government response to Question 35 4.8. In line with the approach set out in the consultation, we will proceed with the use of performance-based ventilation standards, while making some modifications to reflect the variety of responses that we received. 4.9. We will retain the infiltration allowance rate of 0.15 air changes per hour in less airtight dwellings. While we recognise that infiltration may not be beneficially situated in some circumstances, removing this allowance would result in extremely large ventilator sizes, which stakeholders have indicated in other areas of this consultation were too large (see response to Question 42). Increasing the ventilator sizes further may contribute to users shutting vents due to draughts or lead to over-ventilation, thereby wasting energy. 4.10. Following consultation feedback, we have made some slight amendments in the 2021 draft Approved Document F, Volume 1: Dwellings, including: - Referencing Public Health England guidance for ventilation standards; \<page_number>66\</page_number> - Adding a long-term testing level for formaldehyde for comparison (a short-term 30-minute limit value of 100 µg/m3 and a long-term annual limit value of 10 µg/m3), as well as a long-term CO exposure limit of 10mg/m3 over eight hours; - Adding that the mould check should also be used for windows, rooflights and doors; and - Changing the name of table B.3 from Surface Water Activity to Indoor Air Relative Humidity Water Activity. Question 36: Do you agree that using individual volatile organic compounds, informed by Public Health England guidelines, is an appropriate alternative to using a total volatile organic compound limit? 4.11. The consultation asked whether designers should have the option to assess ventilation strategies against individual volatile organic compounds informed by empirical evidence from Public Health England, as an alternative to using total volatile organic compounds. It was explained that this could be a better means of determining appropriate control of indoor air pollutants. <table> <thead> <tr> <th>Question 36</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q36</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>1,268</td> <td>38%</td> <td>91%</td> </tr> <tr> <td>(b) No – the Public Health England guidelines are not sufficient</td> <td>34</td> <td>1%</td> <td>2%</td> </tr> <tr> <td>(c) No – individual volatile organic compounds should not be used</td> <td>41</td> <td>1%</td> <td>3%</td> </tr> <tr> <td>(d) No – disagree for another reason</td> <td>44</td> <td>1%</td> <td>3%</td> </tr> <tr> <td>Did not respond</td> <td>1,923</td> <td>58%</td> <td>-</td> </tr> </tbody> </table> 4.12. Those that supported this proposal highlighted the advantage of measuring individual compounds as each chemical has a different toxicity. Respondents confirmed that the listed compounds are commonly found and easily measured and noted the benefit this proposal may have on indoor air quality as new homes become more airtight. Some respondents went further and suggested that individual volatile organic compounds (VOC) limits should become the primary metric instead of total VOC. 4.13. Respondents that opposed Public Health England guidelines argued that VOCs should not be permitted at all within homes and cited several studies which highlighted the danger of other toxins and pollutants. There was concern that the flexibility to assess against individual VOCs may lead to gaming, whereby individual VOCs could be selected to achieve a better score, ignoring the overall total VOC level. 4.14. Respondents that answered c or d to this question highlighted that a holistic, comprehensive or total VOC approach is needed to include all compounds present, with WHO ambient air quality guidelines proposed as a standard. It was suggested that the total VOC approach allows for new compounds to be added when identified as hazardous to health. Some respondents highlighted the cost and technical \<page_number>67\</page_number> challenges associated with measuring individual compounds, such as the significant amount of assumptions required for varying techniques. It was noted that the sum of individual VOCs rarely matches the value of the total VOCs. Some respondents felt that individual VOCs are dependent on both construction standards and internal soft furnishings with an alternate suggestion for total active sampling made using BS EN 16000-6. Some responses reasoned that there is limited research on the interaction between individual VOCs and subsequent impact on health. 4.15. We received requests for further guidance on a standardised methodology, test method, sampling approach, report and timing of measurement. It was requested that guidance should be understandable for a non-technical homeowner. Other suggestions for additional guidance included considerations on the source of pollutants, room type, specifying fewer toxic materials and defining ‘expert advice’. Some respondents suggested that the values in Table B.1 were not consistent with those in Schedule 2 of the Clean Air (Human Rights) Bill. Government response to Question 36 4.16. In line with the consultation proposal, we will allow designers to assess ventilation strategies against individual volatile organic compounds informed by Public Health England’s Indoor Air Quality Guidelines for selected Volatile Organic Compounds (VOCs) in the UK¹⁵ as an alternative route to using a total volatile organic compound limit. In some scenarios, assessing and controlling individual VOCs could allow a more tailored approach to building and ventilation design, leading to better indoor air quality. ## Minimising the ingress of external pollutants Question 37: Do you agree with the proposed guidance on minimising the ingress of external pollutants in the draft Approved Document F? 4.17. The consultation proposed guidance text in Section 2 of the 2019 draft Approved Document F, Volume 1: Dwellings, which states that particular attention should be given to the guidance for minimising the ingress of external pollutants in locations where the Air Quality Standards Regulations 2010 Schedule 2 limit values are exceeded. <table> <thead> <tr> <th>Question 37</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q37</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>1,395</td> <td>42%</td> <td>96%</td> </tr> <tr> <td>(b) No</td> <td>61</td> <td>2%</td> <td>4%</td> </tr> <tr> <td>Did not respond</td> <td>1,854</td> <td>56%</td> <td>-</td> </tr> </tbody> </table> ______________________________________________________________________ ¹⁵ Indoor Air Quality Guidelines for selected Volatile Organic Compounds (VOCs) in the UK. Public Health England (PHE), (2019) https://www.gov.uk/government/publications/air-quality-uk-guidelines-for-volatile-organic-compounds-in-indoor-spaces \<page_number>68\</page_number> 4.18. Professionals from across the construction sector were in support of the guidance text and there was recognition that the guidance better addresses health issues and would lead to improved design. Some respondents that supported the text also reasoned against encouraging Mechanical Ventilation with Heat Recovery in every situation due to the cost of maintenance. It was also noted that the guidance should be considered in the context of future air quality, as outdoor air quality from traffic improves due to the potential uptake of electric vehicles. Some, while supportive of the content of the guidance, noted that air quality is already evaluated in the planning process on a case-by-case basis and so it may not need to be included in Approved Document F, Volume 1: Dwellings. 4.19. The primary concern for those who answered no to this question was that the simplicity of the guidance would result in it being difficult to interpret for non-specialists. We received detailed comments on areas where the guidance could be more prescriptive, including air quality targets, more comprehensive pollutant coverage and external source control. Government response to Question 37 4.20. In line with the consultation proposal, we will include the proposed guidance on minimising the ingress of external pollutants in the 2021 draft Approved Document F, Volume 1: Dwellings. 4.21. Following consultation feedback, we will make some amendments to make the style consistent with the requirements to be achieved and to improve clarity, including: - Removing ‘where possible’ and ‘if practicable’ to clarify what the minimum standard is; - Making ‘expert advice’ a key term with a demonstrable list of professional qualifications that can demonstrate compliance; - Including the limit values for external pollutants in the text; and - Referring to CIBSE TM 64 (Emissions Sources and Mitigation Measures) and 40 (Health and Wellbeing in Building Services) for guidance on the location of ventilation intakes near to pollution sources. Noise Question 38: Do you agree with the proposed guidance on noise in the draft Approved Document F? 4.22. The consultation considered the issue of noise from mechanical ventilation systems and noted that simple product-testing or type-testing was not considered to be an appropriate mechanism for controlling noise as the noise in-situ is highly dependent on the quality and nature of the installation. The consultation clarified guidance on noise in the 2019 draft Approved Document F, Volume 1: Dwellings to make it clear that mechanical ventilation systems should not be unduly noisy. \<page_number>69\</page_number> <table> <thead> <tr> <th>Question 38</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q38</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>220</td> <td>7%</td> <td>15%</td> </tr> <tr> <td>(b) No – this should not form part of the statutory guidance for ventilation, or the guidance goes too far</td> <td>59</td> <td>2%</td> <td>4%</td> </tr> <tr> <td>(c) No – the guidance does not sufficiently address the problem</td> <td>1,170</td> <td>35%</td> <td>79%</td> </tr> <tr> <td>(d) No – I disagree for another reason</td> <td>39</td> <td>1%</td> <td>3%</td> </tr> <tr> <td>Did not respond</td> <td>1,822</td> <td>55%</td> <td>-</td> </tr> </tbody> </table> 4.23. We received suggestions that additional guidance should be provided to reflect whole house ventilation solutions and a reference to Environmental Health legislation. Others argued that this guidance should not form part of the statutory guidance due to concerns that it was unmeasurable and unenforceable. Alternative approaches were suggested which included incorporating testing or verification into guidance, with BS 8233 provided as an example. It was also noted that noise issues related to ventilation are already accounted for in the commissioning sheet that covers poor installation. 4.24. Respondents that disagreed with the proposal highlighted findings from MHCLG research that concluded noise is one of the main reasons that occupiers turn off ventilation systems. There was concern that this increases the risk from poor ventilation on health, condensation, mould formation and night-time overheating. Some respondents felt there was a need for prescriptive noise thresholds for either Mechanical Ventilation with Heat Recovery systems in individual rooms and/or for specific fans, and several potential noise limits were suggested. It was also reasoned that there was a need for guidance to address external noise for both mechanical and natural ventilation systems, and some stakeholders requested the inclusion of background noise due to potential transference between rooms. 4.25. Some trade bodies and manufacturers reasoned that the guidance presented was insufficient because it was too vague and required further clarification. The Acoustics Ventilation and Overheating guide was suggested as an appropriate industry standard. Some respondents argued in favour of performance-based validation in the noise requirement through commissioning and in-situ testing. We also received requests that the good practice advisory noise levels in the current Approved Document F should be retained, with respondents arguing that the delay in enforcing this advice through a future review of Approved Document E was unacceptable. Government response to Question 38 4.26. Part F of the Building Regulations is not the most appropriate mechanism for controlling noise from ventilation systems. The Government is currently considering plans to review and update the provisions provided in Part E of the Building ______________________________________________________________________ <sup>16</sup> Acoustics Ventilation and Overheating: Residential Design Guide, Version 1.1 Institute of Acoustics and Acoustics and Noise Consultants (2020) https://www.association-of-noise-consultants.co.uk/wp-content/uploads/2020/07/ANC-AVO-Residential-Design-Guide-January-2020-v1-1.pdf \<page_number>70\</page_number> Regulations (Resistance to the passage of sound), through which we will consider noise from building services. 4.27. Consultation feedback suggested that the existing guidance text on noise in the Approved Document is useful for some stakeholders in providing a definition of excessive noise. We have therefore reviewed the noise guidance text and the 2021 draft Approved Document F, Volume 1: Dwellings incorporates the noise guidance as a note. The Approved Document is clear that noise testing is not required to demonstrate compliance with the Part F functional requirement. For the full guidance text, please see the 2021 draft Approved Document F, Volume 1: Dwellings. We have made it clear that the sound levels in the revised text is for ventilation systems operating under normal conditions, not at boost rates. Providing this text should not limit the scope of a future review of Approved Document E. ## Ventilation solutions for Dwellings Question 39: Do you agree with the proposal to remove guidance for passive stack ventilation systems from the Approved Document? 4.28. The consultation proposed the removal of guidance on Passive Stack Ventilation from Approved Document F, Volume 1: Dwellings on the basis that Passive Stack Ventilation is typically installed by specialists carrying out full design and because it accounts for less than 1% of the market share in new homes. <table> <thead> <tr> <th>Question 39</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q39</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>1,175</td> <td>36%</td> <td>86%</td> </tr> <tr> <td>(b) No</td> <td>197</td> <td>6%</td> <td>14%</td> </tr> <tr> <td>Did not respond</td> <td>1,938</td> <td>59%</td> <td>-</td> </tr> </tbody> </table> 4.29. Those in favour of the proposal broadly agreed with the reasoning set out in the consultation regarding infrequency of use and installation by specialists. Respondents noted the beneficial effect this proposal could have in encouraging the adoption of Mechanical Ventilation with Heat Recovery in house building given the energy efficiency advantages of these systems. Some respondents suggested a reference should be provided in Approved Document F, Volume 1: Dwellings to enable appropriate guidance to be found or that Passive Stack Ventilation should be included in a list of other example systems along with Positive Input Ventilation (PIV), Single-Room Heat Recovery Ventilation (SRHRV) and combined Passive Stack and Mechanical Ventilation. 4.30. Respondents that did not support this proposal highlighted advantages of this system type including sufficient night-time cooling in locations where security might be an issue, the minimal maintenance required and compatibility with solid fuel heating or earth pipe ventilation. The potential for this system type to future-proof homes against overheating risk was also raised. It was also argued that despite its rare use, the guidance is still useful, and removing it could lead to poorer design \<page_number>71\</page_number> and installation. Some stakeholders went further and suggested that Passive Stack Ventilation should be encouraged as a low-energy alternative to Mechanical Extract Ventilation (MEV). There were calls for the Approved Document to be clear that the system type may still be used to comply with the Building Regulations. 4.31. We received wider comments on the names of ventilation systems used in the 2019 draft Approved Document F, Volume 1: Dwellings. Trade bodies and the manufacturing sector reasoned that the current numbering system should be retained and that Mechanical Ventilation with Heat Recovery should be consistently named as continuous mechanical supply and extract with heat recovery in the Approved Document. Government response to Question 39 4.32. In line with the consultation proposal, we will remove guidance for Passive Stack Ventilation systems (formerly system 2) from Approved Document F, Volume 1: Dwellings. 4.33. The recently published Manual to the Building Regulations explained that approved documents only provide guidance on how to meet the legal requirements for some common situations.\\textsuperscript{17} Other less commonly used ventilation systems such as Positive Input Ventilation and Passive Stack Ventilation, which will not be covered in the approved documents, can still be used to achieve regulatory compliance. 4.34. Retaining system numbers would likely be confusing in the Approved Document once guidance on Passive Stack Ventilation (formerly System 2) is removed. We will therefore remove the system numbering and rename the installations directly. Based on consultation feedback, we will rename ‘continuous mechanical supply and extract with heat recovery (MVHR)’, which was formerly system 4, as ‘continuous mechanical supply and extract ventilation’ (which encompasses systems both with and without heat recovery). ______________________________________________________________________ Question 40: Do you agree with the proposal to remove guidance for more airtight naturally ventilated homes? 4.35. The consultation proposed that guidance for more airtight naturally ventilated homes should be removed. This was considered because the design, sizing and positioning of ventilators to provide effective ventilation is more critical in more airtight homes, and, in more airtight dwellings, reliance on purpose-provided ventilators is more likely. \\textsuperscript{17} Manual to the Building Regulations, MHCLG (2020) https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/961517/Manual_to_building_regs\_-\_July_2020.pdf \<page_number>72\</page_number> <table> <tr> <td>Question 40</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q40</td> </tr> <tr> <td>(a) Yes</td> <td>273</td> <td>8%</td> <td>20%</td> </tr> <tr> <td>(b) No</td> <td>1,121</td> <td>34%</td> <td>80%</td> </tr> <tr> <td>Did not respond</td> <td>1,916</td> <td>58%</td> <td>-</td> </tr> </table> 4.36. Respondents that agreed with this proposal considered that natural ventilation is not appropriate for airtight homes. 4.37. Across the responses we received, it was argued that all new build homes should have Mechanical Ventilation with Heat Recovery. Some respondents went further and suggested that we should remove guidance on natural ventilation for all levels of airtightness. 4.38. Among some stakeholders there was concern that the distinction between more and less airtight homes in the consultation was not clear. They primarily recommended that the maximum airtightness permeability should be $3m^{-3}/(h.m^2)$. 4.39. Respondents that objected to the guidance being removed noted that there were benefits to natural ventilation and argued that a lack of guidance may have unintended consequences and that mixed mechanical / natural ventilation methods can be used to increase levels of airtightness permeability. It was also argued that Mechanical Ventilation with Heat Recovery has challenges, such as being more energy intensive than anticipated in practice and requiring regular cleaning and maintenance. Government response to Question 40 4.40. In line with the consultation proposal, we will continue to provide guidance for natural ventilation, but only for less airtight dwellings. This is on the basis that this system type still represents a significant proportion of the UK market, but natural ventilation requires specialist design for implementation in more airtight dwellings. We have clarified the distinction between more and less airtight homes in the 2021 draft Approved Document F, Volume 1: Dwellings published alongside this consultation. Question 41: Do you agree with the proposal to remove guidance for less airtight homes with mechanical extract ventilation? 4.41. The consultation reasoned that there is a general trend towards more airtight homes and that guidance for less airtight homes is therefore less necessary. We proposed to set guidance for continuous mechanical extract ventilation that is only appropriate for more airtight buildings but continue to provide guidance for any level of airtightness for continuous mechanical supply and extract ventilation. \<page_number>73\</page_number> <table> <thead> <tr> <td>Question 41</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q41</td> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>1,188</td> <td>36%</td> <td>87%</td> </tr> <tr> <td>(b) No</td> <td>181</td> <td>6%</td> <td>13%</td> </tr> <tr> <td>Did not respond</td> <td>1,941</td> <td>59%</td> <td>-</td> </tr> </tbody> </table> 4.42. Respondents that agreed with the proposal commented that removing the guidance would reduce complexity and increase clarity. 4.43. It was argued by some stakeholders that the guidance should be maintained because it provides useful and compliant solutions to any issues that may arise, citing BRE Digest 398 and EST Good Practice Guide GPG 268. It was also noted that maintaining the guidance would be useful for existing dwellings. Some of the responses we received suggested that guidance for mechanical extract ventilation in less airtight homes should be updated and not removed, on the basis that it is useful for minimising condensation at all levels of airtightness. Government response to Question 41 4.44. Some respondents, including industry experts and manufacturers, argued that there was limited research and evidence to support the approach set out in consultation and that mechanical extract ventilation systems are appropriate for the whole airtightness range. This is a point which has been well supported by recent research seen by MHCLG on the relationship between airtightness and ventilation in new UK dwellings, which suggests it would be unwise to remove guidance for Mechanical Extract Ventilation in less airtight homes. 4.45. We therefore intend to provide guidance for mechanical extract ventilation and mechanical supply and extract ventilation (which includes, but is not limited to, Mechanical Ventilation with Heat Recovery) at all levels of airtightness. We will include a note in the Approved Document to remind users that the efficiency of Mechanical Ventilation with Heat Recovery will improve as the dwelling becomes more airtight. In line with our response to Question 39, we will make it clear that the renaming of the former system 4 to continuous mechanical supply and extract ventilation accounts for all supply and extract systems, including those without heat recovery. Simplification of Design Guidance Question 42: Do you agree with the proposed guidance for background ventilators in naturally ventilated dwellings in the draft Approved Document F? 4.46. The consultation proposed a simplified method for determining the specification for background ventilators in naturally ventilated dwellings. The revised guidance ______________________________________________________________________ <sup>18</sup>The relationship between airtightness and ventilation in new UK dwellings, Crawley, J., Wingfield, J., & Elwell, C., Building Services Engineering Research and Technology, 40(3), (2019), pp. 274–289. \<page_number>74\</page_number> removes the need for a designer to carry out any calculations or make assumptions. Instead a simple table specifies the size of ventilator that should be selected, based upon the room end-use. <table> <tr> <td>Question 42</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q42</td> </tr> <tr> <td>(a) Yes</td> <td>302</td> <td>9%</td> <td>23%</td> </tr> <tr> <td>(b) No – the ventilator areas are too large</td> <td>42</td> <td>1%</td> <td>3%</td> </tr> <tr> <td>(c) No – the ventilator areas are too small</td> <td>39</td> <td>1%</td> <td>3%</td> </tr> <tr> <td>(d) No – I disagree for another reason</td> <td>932</td> <td>28%</td> <td>71%</td> </tr> <tr> <td>Did not respond</td> <td>1,995</td> <td>60%</td> <td>-</td> </tr> </table> 4.47. Among the respondents that agreed with this proposal, it was noted that the introduction of a room end-use approach would be less complex than the current guidance and help to improve levels of compliance. We received responses that suggested the sizes proposed would help to mitigate the risk of mould and condensation in new dwellings and that the increase in ventilator sizes would be necessary as homes become more airtight, unless a continuous mechanical ventilation strategy was adopted. 4.48. It was noted by some respondents that the proposed ventilator sizes are larger than those commonly available, based upon slot ventilators in windows. Stakeholders from manufacturing and supply chain organisations suggested that significant changes would be required in the manufacture of both ventilator products and window frame profiles and recommended a degree of tolerance around sizes in the 2021 draft Approved Document F, Volume 1: Dwellings or slightly smaller ventilator sizes that would be easier to accommodate. 4.49. Some stakeholders expressed concern that the increase in ventilator sizes would lead to a higher degree of heat loss and / or energy use, which was contrary to the trajectory of the Future Homes Standard. Noise ingress was also highlighted as a potential risk with larger ventilators unless sound attenuation was included in the guidance. 4.50. It was suggested that the proposed ventilator areas were too small. Some respondents commented that background ventilators should not be used in isolation in an airtight dwelling and should only be used either to supplement a continuous mechanical strategy, or as air inlets for mechanical extract ventilation. 4.51. Among respondents that disagreed for another reason, it was argued that the ventilation strategy for new dwellings should be based upon the air permeability, assuming these will need to be airtight to meet increasingly demanding energy specifications. Respondents added that continuous mechanical ventilation would be necessary in airtight dwellings, with the majority specifically citing that mechanical ventilation with heat recovery should be the default option. 4.52. Recent research related to occupant behaviour was mentioned by some stakeholders, which demonstrated that background ventilators are frequently closed. These respondents suggested that natural ventilation guidance should be removed from Approved Document F, Volume 1: Dwellings. \<page_number>75\</page_number> Government response to Question 42 4.53. In response to the concerns we received through consultation, we have developed a revised set of equivalent areas. This will balance adequate indoor air quality (modelled using a required air flow rate) by minimising the impact on supply chains and reducing the risk that large ventilators will cause draughts. The provision of guidance on natural ventilation in more airtight homes is addressed in our response to Question 40. 4.54. The revised guidance will require dwellings to have the minimum equivalent areas set out in Table 8, and a minimum of 5 ventilators installed in the habitable rooms and kitchen, except for one-bedroom dwellings where this may be reduced to four ventilators. <table> <tr> <td colspan="5"><strong>Table 8 - Consultation and revised proposals for minimum equivalent areas of background ventilators</strong></td> </tr> <tr> <td></td> <td><strong>Consultation Proposal</strong></td> <td></td> <td><strong>Revised Proposal</strong></td> <td></td> </tr> <tr> <td><strong>Room</strong></td> <td><strong>for dwellings with multiple floors, mm²</strong></td> <td><strong>for single-storey dwellings (e.g. flat roof), mm²</strong></td> <td><strong>for dwellings with multiple floors, mm²</strong></td> <td><strong>for single-storey dwellings (e.g. flat roof), mm²</strong></td> </tr> <tr> <td>Habitable rooms</td> <td>10,000</td> <td>12,000</td> <td>8,000</td> <td>10,000</td> </tr> <tr> <td>Kitchen</td> <td>5,000</td> <td>8,000</td> <td>8,000</td> <td>10,000</td> </tr> <tr> <td>Bathroom</td> <td>5,000</td> <td>5,000</td> <td>4,000</td> <td>4,000</td> </tr> <tr> <td>Sanitary Accommodation</td> <td>No min</td> <td>No min</td> <td>No min</td> <td>No min</td> </tr> </table> Notes: 1. The use of this table is not appropriate where any bathroom has a single exposed façade. For such situations, expert advice should be sought. 2. The guidance for flats is also applicable to a house which is only one storey; such as a bungalow. 3. In situations where any bathroom has no window or external façade through which a ventilator can be installed, the use of this table is not appropriate and expert advice should be sought. 4. Where a kitchen and living room are not separate rooms (i.e. open plan), no less than 3 ventilators of the same equivalent area as for other habitable rooms should be provided in the kitchen space. 5. Where a kitchen has no windows or external façade through which a ventilator can be installed, the use of this table is not appropriate and expert advice should be sought. 6. Where a bathroom has no window or external façade through which a ventilator can be installed, then the minimum equivalent area specified should be added to ventilator sizes specified in other rooms. Notes: 1. The total number of ventilators installed in all habitable rooms and kitchens should be no less than 5, with the exception of one-bedroom properties which should be no less than 4. 2. The use of this table is not appropriate where the dwelling has a single exposed façade and expert advice should be sought. 3. Where a kitchen and living room are not separate rooms (i.e. open plan), no less than 3 ventilators of the same equivalent area as for other habitable rooms should be provided in the kitchen space. 4. Where a kitchen has no windows or external façade through which a ventilator can be installed, the use of this table is not appropriate and expert advice should be sought. 5. Where a bathroom has no window or external façade through which a ventilator can be installed, then the minimum equivalent area specified should be added to ventilator sizes specified in other rooms. 4.55. The revised guidance will still mean that larger ventilators would need to be used in single-storey dwellings because reducing the areas further results in inadequate air flow rates. In these circumstances, careful design would be needed to provide the \<page_number>76\</page_number> required ventilation provision in the window itself or through additional ventilators, such as through an external wall. Question 43: Do you agree with the proposed approach in the draft Approved Document for determining minimum whole building ventilation rates in the draft Approved Document F? 4.56. The consultation proposed the introduction of a revised method for determining minimum whole building ventilation rates in dwellings based on the number of bedrooms, on the basis that this removes the need for a designer to make any assumptions about dwelling occupancy. <table> <thead> <tr> <th>Question 43</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q43</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>1,227</td> <td>37%</td> <td>93%</td> </tr> <tr> <td>(b) No – the ventilation rate is too high</td> <td>20</td> <td>1%</td> <td>2%</td> </tr> <tr> <td>(c) No – the ventilation rate is too low</td> <td>21</td> <td>1%</td> <td>2%</td> </tr> <tr> <td>(d) No – I disagree for another reason</td> <td>51</td> <td>2%</td> <td>4%</td> </tr> <tr> <td>Did not respond</td> <td>1,991</td> <td>60%</td> <td>-</td> </tr> </tbody> </table> 4.57. Some respondents expressed concern that the proposed ventilation rates were too high, while others argued it was too low. We received suggestions that any assumptions used for ventilation rates for bedrooms should be based upon full occupancy and maintain CO$\_2$ levels at below 1000ppm. It was argued by some respondents that ventilation rates should be set to mitigate the effect of summer overheating. 4.58. Some stakeholders reasoned that ventilation rates, rather than being fixed, should be based upon building or room-demand according to actual occupancy. Others suggested that indoor air pollutants (including using CO$\_2$ as the metric) should be used to control background ventilation rates. Government response to Question 43 4.59. We will introduce the revised method set out in the 2019 draft Approved Document F, Volume 1: Dwellings for determining minimum whole building ventilation rates in dwellings based on the number of bedrooms. This revised method should simplify the work for designers or commissioning engineers because they will no longer need to predict the occupancy of a bedroom, and in turn this will ensure a more consistent approach. Concerns about overheating are addressed in the draft Approved Document for Overheating, which is released alongside the Future Buildings Standard consultation.\* Question 44: Do you agree that background ventilators should be installed for a continuous mechanical extract system, at 5,000mm$^2$ per habitable room? \<page_number>77\</page_number> 4.60. The current Approved Document F recommends that background ventilators sized at 2,500mm² be fitted in dwellings where the designed air permeability is less than or equal to 5m³/(h.m²) @50Pa. The consultation proposed that background ventilators for continuous mechanical extract ventilation systems should be 5,000mm². <table> <thead> <tr> <th>Question 44</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q44</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>267</td> <td>8%</td> <td>21%</td> </tr> <tr> <td>(b) No – the minimum background ventilator area is too low</td> <td>13</td> <td><1%</td> <td>1%</td> </tr> <tr> <td>(c) No – the minimum background ventilator area is too high</td> <td>30</td> <td>1%</td> <td>2%</td> </tr> <tr> <td>(d) No – disagree for another reason</td> <td>971</td> <td>29%</td> <td>76%</td> </tr> <tr> <td>Did not respond</td> <td>2,029</td> <td>61%</td> <td>-</td> </tr> </tbody> </table> 4.61. Respondents who supported this proposal noted that the change would help to improve ventilation in new homes. It was suggested that some smaller window sizes may limit the ability to install the specified ventilator size and that improved guidance in the Approved Document for mechanical extract systems would be beneficial. 4.62. Respondents that thought the proposed size of 5,000mm² was too low argued that ventilators should be sized according to room size and a worst-case occupancy scenario. 4.63. Those that considered the proposed size of 5,000mm² to be too high included representatives from the supply chain and trade body sectors. While they broadly supported the introduction of a minimum ventilator size, they recommended that the size is lowered to 4,000mm² on the basis that many products are readily available at around 4,000mm² and could be easily accommodated within standard window assemblies and sizes. Some also commented that the proposed ventilator size would result in increased heating energy use and/or be the cause of discomfort due to draughts. 4.64. 29% of stakeholders disagreed with the proposal for other reasons. Some proposed that ventilators should be sized according to room size, occupancy and use, as opposed to a standard size. Others respondents commented that ventilators are unnecessary in all habitable rooms and that cross flow using cascade ventilation principles, where the living room supply air is drawn from the bedrooms (assuming the dwelling geometry allows for good air mixing), removes the need for ventilation provision in the living room. Government response to Question 44 4.65. We have assessed the possibility of reducing the background ventilator equivalent area for mechanical extract ventilation to 4,000mm² per habitable room while still achieving the minimum provision for adequate indoor air quality and concluded that this would be acceptable guidance given the availability of products at this size. \<page_number>78\</page_number> 4.66. Therefore, the revised guidance will require dwellings with continuous mechanical extract ventilation systems to satisfy both of the following conditions: - Have at least one 4,000mm² background ventilator in each habitable room; and - Have a total number of ventilators equalling number of bedrooms, plus two ventilators (i.e. a one-bedroom dwelling would need 3 background ventilators, two bedrooms would require 4 ventilators; and so on). Question 45: Do you agree with the external references used in the draft Approved Document F, in Appendices B, D and E? 4.67. In order to reflect the industry development in providing more robust standards, the consultation proposed that the Approved Document F, Volume 1: Dwellings includes updated references for British Standards, World Health Organisation guides and CIBSE guides in Appendices B, D and E. <table> <thead> <tr> <th>Question 45</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q45</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>735</td> <td>22%</td> <td>89%</td> </tr> <tr> <td>(b) No</td> <td>93</td> <td>3%</td> <td>11%</td> </tr> <tr> <td>Did not respond</td> <td>2,482</td> <td>75%</td> <td>-</td> </tr> </tbody> </table> 4.68. Respondents acknowledged that this proposal is useful because the current Chartered Institute of Building Services Engineers (CIBSE) TM21 standard is out of date. We received suggestions that the external references should be used within the draft Approved Document F, Volume 1: Dwellings, and not contained exclusively in the appendices. 4.69. Some respondents felt that the 2021 draft Approved Document F, Volume 1: Dwellings should only be introduced if the external references are updated, while others asked for additional information to be provided with the external references. Some stakeholders stated that the external references should make a reference to Approved Document B (Fire safety) and the new proposal to lower the height threshold to require high-rise buildings of 11m or taller to have sprinklers installed. Government response to Question 45 4.70. In line with the consultation proposal, we will publish the proposed external references as set out in the appendices of the 2021 draft Approved Document F, Volume 1: Dwellings, with modifications to the rest of the text which reflect the feedback we received through consultation. Question 46: Do you agree with the proposed commissioning sheet proforma given in Appendix C of the draft Approved Document F, volume 1? \<page_number>79\</page_number> 4.71. The consultation proposed the integration of the completion checklist and commissioning sheet from the Domestic Ventilation Compliance Guide into Approved Document F. The draft sheet was provided in Appendix C. <table> <tr> <td>Question 46</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q46</td> </tr> <tr> <td>(a) Yes</td> <td>307</td> <td>9%</td> <td>25%</td> </tr> <tr> <td>(b) No</td> <td>928</td> <td>28%</td> <td>75%</td> </tr> <tr> <td>Did not respond</td> <td>2,075</td> <td>63%</td> <td>-</td> </tr> </table> 4.72. Among those respondents that agreed with the proposal, it was highlighted that the sheet replicates the current template with no obvious omissions. 4.73. We received several suggestions for improvements from stakeholders that both agreed and disagreed with the draft completion and commissioning sheet. In particular, recommendations were made for additional checks for noise prevention using mounting or dampers, minimum pressure measurements, and for installation and sealing of heat recovery units and ductwork for both unheated and heated spaces. Question 47: Do you agree with the proposal to provide a completed checklist and commissioning sheet to the building owner? 4.74. At present, a completion checklist and commissioning sheet are completed by the installer of a ventilation system. To help inform building owners about how their ventilation system performs in practice, the consultation proposed that a copy of the completed checklist and commissioning sheet is provided to them. <table> <tr> <td>Question 47</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q47</td> </tr> <tr> <td>(a) Yes</td> <td>1,501</td> <td>45%</td> <td>98%</td> </tr> <tr> <td>(b) No</td> <td>27</td> <td>1%</td> <td>2%</td> </tr> <tr> <td>Did not respond</td> <td>1,782</td> <td>54%</td> <td>-</td> </tr> </table> 4.75. Among respondents that agreed with this proposal it was noted that increasing building owners’ understanding of a property’s ventilation system could improve its performance. There was support around increasing housebuilders’ accountability as a way of driving more consistent outcomes and some argued that there should be a requirement for a handover to the building occupier in addition to the owner or construction client. Some stakeholders felt that increasing the understanding of ventilation systems among tenants would help to minimise energy use. It was suggested that simplifying the checklist would suit a non-technical audience. 4.76. Those who disagreed with the proposal argued that it was unrealistic and may add an unnecessary burden on housebuilders. We received editorial suggestions to ensure alignment with Approved Document P (Electrical Safety) for certification, inspection and testing, and with parts of the revised BS EN 12599. \<page_number>80\</page_number> Government response to Questions 46 and 47 4.77. In line with the consultation proposals, we will proceed with providing the commissioning sheet and checklist in Appendix C of the 2021 draft Approved Document F, Volume 1: Dwellings. The checklist has been improved in line with the comments we received, the following has been changed: - Remove system names and add heat recovery to supply and extract references; - Add a check for installation and sealing of heat recovery units and ductwork for both unheated and heated spaces in section 2.3b; - Add extra rows for location of fan units; and - Renamed part 1.2 from installation details to system details to avoid confusion with part 2a. 4.78. Providing these details to the homeowner will be incorporated into Approved Document F, Volume 1: Dwellings, as guidance for meeting Regulation 39 of the Building Regulations. \<page_number>81\</page_number> Chapter 5 - Airtightness 5.1. The consultation set out proposed changes to the airtightness requirements of Part L, in order to improve the way this is considered in the Building Regulations. The proposals included: - Limiting incentives in SAP which encourage very airtight naturally ventilated dwellings; - Reflecting the uncertainty of air permeability test results in SAP; - Considering whether developers should test all individual homes on a development, and removing the option of sample-testing; - Exploring the potential for an alternative testing method for demonstrating compliance with guidance on airtightness; and - Reviewing the approved airtightness testing scheme methodology. Encouraging appropriate levels of airtightness Question 48: Do you agree that there should be a limit to the credit given in SAP for energy savings from airtightness for naturally ventilated dwellings? 5.2. At present, increased airtightness is rewarded in SAP due to an improvement in energy efficiency. However, for naturally ventilated dwellings, very high levels of airtightness can either result in poor indoor air quality, or the need to provide additional ventilation. The consultation proposed that there should be a limit to the energy/CO$\_2$ credit in SAP for naturally ventilated homes associated with improving airtightness beyond a threshold. The intention of this proposal was to discourage very airtight buildings with insufficient ventilation. <table> <thead> <tr> <th>Question 48</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q48</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>495</td> <td>15%</td> <td>33%</td> </tr> <tr> <td>(b) No</td> <td>1,025</td> <td>31%</td> <td>67%</td> </tr> <tr> <td>Did not respond</td> <td>1,790</td> <td>54%</td> <td>-</td> </tr> </tbody> </table> 5.3. Some respondents that agreed with this proposal stated that only mechanical ventilation with heat recovery should be used for an airtightness of 3m$^3$/h.m$^2$ or below, and most proposed that all homes should only be constructed with an airtightness of 3 m$^3$/h.m$^2$ or below. 5.4. It was noted that the airtightness assessment process should be based on airtightness test results, which may differ from the design intent. It was also suggested that it should be clear what remedial action would be necessary if a naturally ventilated dwelling was found to be below the threshold appropriate for natural ventilation. \<page_number>82\</page_number> 5.5. Some respondents argued that Part F of the Building Regulations should recommend or require different ventilation strategies for different airtightness levels. On that basis, it was felt that if Part F was clear that natural ventilation is not suitable for the most airtight homes, there would be no need to amend the energy calculations in SAP. It was also suggested that SAP should represent the construction delivered and, if natural ventilation is to be discouraged for more airtight dwellings, it should be actioned in a different way, for example by highlighting the concern that the ventilation system may not be adequate in the standardised compliance report, the Building Regulations England Part L (BREL) report, presented to building control. Question 49: Do you agree that the limit should be set at 3m³/(h.m²)? <table> <thead> <tr> <th>Question 49</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q49</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>372</td> <td>11%</td> <td>26%</td> </tr> <tr> <td>(b) No – it is too low</td> <td>965</td> <td>29%</td> <td>67%</td> </tr> <tr> <td>(c) No – it is too high</td> <td>102</td> <td>3%</td> <td>7%</td> </tr> <tr> <td>Did not respond</td> <td>1,871</td> <td>57%</td> <td>-</td> </tr> </tbody> </table> 5.6. The consultation proposed that there should be a limit to the energy/CO₂ credit in SAP for naturally ventilated buildings associated with improving airtightness beyond a threshold of 3m³/(h.m²). 5.7. Among respondents that answered no (b and c), some interpreted this question as asking whether the limit was too easy, while others interpreted it as asking whether the numerical value was too low and thus the limit too stringent. 5.8. We received suggestions that a higher threshold value of around 5m³/(h.m²) would provide a contingency due to concern that natural ventilation does not always achieve the required ventilation rate in practice. There was also concern that the as-built airtightness may be better than the design airtightness and that a higher threshold could avoid potentially costly repercussions if the as-built airtightness was better than 3m³/(h.m²) such as replacing the ventilation system. 5.9. Some respondents felt that there should be no limit and that the ventilation system should be designed such that the ventilation rate is adequate for the airtightness of the property. It was suggested that there should be no limit as the airtightness achieved should be correctly accounted for in SAP. Government response to Questions 48 and 49 5.10. In line with the consultation proposals, we will introduce a credit limit of 3m³/(h.m²) for both as design and as-built air permeability in SAP for naturally ventilated dwellings. This improves links between Approved Document L, Volume 1: Dwellings and Approved Document F, Volume 1: Dwellings and ensures that the impacts of airtightness on indoor air quality are recognised. This aligns with guidance for naturally ventilated buildings provided in Approved Document F, \<page_number>83\</page_number> Volume 2: Buildings other than dwellings, published alongside the Future Buildings Standard Consultation. A significant proportion of those that disagreed with this proposal expressed concern with the use of natural ventilation rather than the proposed limit. 5.11. The 2019 draft Approved Document L, Volume 1: Dwellings defines highly airtight dwellings as those with a design air permeability below 5m³/(h.m²) @ 50Pa, or an as-built air permeability of 3m³/(h.m²) @ 50Pa. Guidance will only be provided for naturally ventilated homes where the design air permeability is leaker than 5m³/(h.m²) @ 50 Pa. Mechanical ventilation guidance will be provided for all levels of air permeability. While guidance is not provided, it is still possible to build very airtight, naturally ventilated homes as long as expert advice is sought, which is in line with a technology-neutral approach. 5.12. Some stakeholders were unclear about whether the limit was for the design or as-built SAP calculations. For simplicity, a credit limit of 3 m³/(h.m²) for both the design and as-built calculations in SAP was proposed. This will provide certainty to developers on the results of their design stage SAP calculations benefits. We have added guidance in section 1 on possible remedial action if airtightness testing shows the dwelling is too airtight. Accounting for uncertainty in airtightness test results Question 50: Is having a standard level of uncertainty of 0.5m³/(h.m²).h appropriate for all dwellings undergoing an airtightness test? 5.13. In some circumstances, developers may use temporary sealing methods to pass airtightness tests. This is not an adequate or long-term solution for ensuring good airtightness standards in a home and temporary sealing methods may be used within the range of uncertainty of an airtightness test. To better reflect the uncertainty associated with a typical airtightness test, the consultation proposed reducing the precision to which airtightness test results are reported in SAP. <table> <thead> <tr> <th>Question 50</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q50</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>180</td> <td>5%</td> <td>13%</td> </tr> <tr> <td>(b) No – a percentage uncertainty would be more appropriate</td> <td>1,142</td> <td>35%</td> <td>80%</td> </tr> <tr> <td>(c) No – I agree with having a standard level of uncertainty, but 0.5 m³/m².h is not an appropriate figure</td> <td>45</td> <td>1%</td> <td>3%</td> </tr> <tr> <td>(d) No – disagree for another reason</td> <td>66</td> <td>2%</td> <td>5%</td> </tr> <tr> <td>Did not respond</td> <td>1,877</td> <td>57%</td> <td>-</td> </tr> </tbody> </table> 5.14. Respondents that favoured a percentage uncertainty commented that the proposed value of 0.5m³/(h.m²) would be too punitive for very airtight dwellings and that in such situations, appropriately sized test equipment should be used with smaller... fans more suited to small or airtight structures. We received suggestions for percentage values that ranged from 5% to 12.5%. 5.15. Some respondents disagreed with this proposal on the basis that $0.5m^3/(h.m^2)$ was too high, particularly for more airtight dwellings. We received suggestions for alternative values that ranged from $0.05m^3/(h.m^2)$, to $0.2-0.25m^3/(h.m^2)$. 5.16. It was argued by some stakeholders that no level of uncertainty should be added on the basis that the test procedure is already sufficiently accurate and that the level of $0.5m^3/(h.m^2)$ would unduly affect the SAP output. Government response to Question 50 5.17. We will not add a percentage or standard level of uncertainty to airtightness test results. Instead we will keep airtightness test reporting, and the way airtightness tests are reflected in SAP, as they work currently. 5.18. Based on the feedback we received through consultation and from our technical working group, we believe that reflecting uncertainty in airtightness results will add more complexity than is appropriate and would not adequately address the issue of temporary sealing. ## Review of Sampling Approach Question 51: Currently only a proportion of new dwellings are required to be airtightness tested. Do you agree with the proposal that all new dwellings should be airtightness tested? 5.19. At present, only a portion of the dwellings on a development are required to be airtightness tested, with the option to accept a SAP penalty of +$2m^3/(h.m^2)$ at 50Pa for dwellings that are not tested. This may lead to untested dwellings not meeting the required standards and the consultation proposed to require airtightness testing for all new dwellings. <table> <tr> <td>Question 51</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q51</td> </tr> <tr> <td>(a) Yes</td> <td>1,555</td> <td>47%</td> <td>97%</td> </tr> <tr> <td>(b) No</td> <td>40</td> <td>1%</td> <td>3%</td> </tr> <tr> <td>Did not respond</td> <td>1,715</td> <td>52%</td> <td>-</td> </tr> </table> 5.20. Some respondents highlighted the importance of each dwelling being tested, rather than a random sample, to prove competent construction. It was noted that this proposal would help demonstrate compliance, traceability and have a positive impact on the performance gap. 5.21. We received some suggestions that the requirement should be determined on a case-by-case basis, subject to considerations such as the building type. Others argued that testing requirements and / or building control enforcement need to be \<page_number>85\</page_number> more stringent. Some stakeholders questioned the costs and practicality of this proposal. Question 52: Currently, small developments are excluded from the requirement to undergo any airtightness tests. Do you agree with including small developments in this requirement? 5.22. The consultation proposed that small developments would no longer be exempt from airtightness tests and these dwellings must be airtightness tested alongside all other new dwellings. <table> <thead> <tr> <th>Question 52</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q52</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>1,517</td> <td>46%</td> <td>96%</td> </tr> <tr> <td>(b) No</td> <td>65</td> <td>2%</td> <td>4%</td> </tr> <tr> <td>Did not respond</td> <td>1,728</td> <td>52%</td> <td>-</td> </tr> </tbody> </table> 5.23. Respondents that agreed with the proposal commented that the requirement for airtightness testing should be mandatory regardless of the scale of building project. 5.24. Among the stakeholders that disagreed with the proposal, some stated that this would provide small builders with unjustified cost and risk. Some respondents favoured a random sampling process, with triggers in place for testing other homes if a failure occurs. Government response to Questions 51 and 52 5.25. In line with the consultation proposals, we will include requirements that all new dwellings should be airtightness tested, including small developments. This requirement will ensure that all dwellings, regardless of the size of development, meet the standard. 5.26. A concerned stated was that this will have cost and resource implications, particularly for small projects. Most major housebuilders already currently test all units. We have produced calculations using the total number of tests completed, corrected for failures and multiple tests on the same plot, divided by the number of new build dwellings.\\textsuperscript{19},\\textsuperscript{20} These calculations show that the percentage of new build dwellings that are not currently tested is 14%. As stated in the draft Impact Assessment, we consider that 100% testing could improve the air-permeability of the currently un-tested dwellings. The benefit of this will be the fuel savings and associated reduced fuel bills. \\textsuperscript{19} Table 213 and 214: Permanent dwellings started and completed by tenure England and Wales (quarterly), MHCLG (2019). https://www.gov.uk/government/statistical-data-set/timeline-tables-on-house-building \\textsuperscript{20} Air tightness testing Scheme Statistics: England and Wales, DCLG (2016). https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/714657/180605_Air_Tightness_Testing_Master_Stats_April_2016_to_March_2019.pdf \<page_number>86\</page_number> 5.27. It must also be noted that small developers typically operate in a different segment of the housing market to larger businesses. They will undertake projects that are not well suited to a larger developers’ business models, such as smaller sites or those requiring a more bespoke design solution. Their starting cost base is therefore likely to be higher and other elements of their business model will differ. While the impact of new standards, such as all homes having to undergo airtightness tests, on absolute build costs for a smaller developer may be higher than those for a larger business, this does not necessarily mean they will be disproportionately affected. More information on smaller developers can be found in the draft Impact Assessment.²¹ Introducing an alternative to the blower door test Question 53: Do you agree that the Pulse test should be introduced into statutory guidance as an alternative airtightness testing method alongside the blower door test? 5.28. Currently, the approved method of performing airtightness testing is the blower door method. The consultation sought views on introducing the Pulse test as an alternative approved airtightness testing methodology. <table> <thead> <tr> <th>Question 53</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q53</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>347</td> <td>11%</td> <td>25%</td> </tr> <tr> <td>(b) No</td> <td>1,044</td> <td>32%</td> <td>75%</td> </tr> <tr> <td>Did not respond</td> <td>1,919</td> <td>58%</td> <td>-</td> </tr> </tbody> </table> 5.29. Respondents that agreed with this proposal, including local authorities, competent persons schemes, manufacturers and those in the energy sector, commented that innovative technologies should be encouraged. Respondents from the builder / developer sector noted that Pulse tests are easier to perform, which means that more could be done in one day and to a lower cost. 5.30. Many of the responses that we received from designers, engineers, surveyors, architects and researchers disagreed with this proposal on the basis that the blower door test should be the main test for airtightness. Some builders and developers expressed concern that the Pulse test may not provide accurate readings for very airtight buildings or identify where leaks are in the building. There was also some stakeholder concern that having more than one approved method could lead to confusion around the availability of the necessary equipment. 5.31. Some respondents suggested that the fact that a Pulse test is undertaken at 4Pa meant it was a better reflection of the real conditions of a home while others expressed concern that tests are performed at 4Pa rather than 50Pa. Specific concerns raised included the robustness of the conversion factor in SAP, that 4Pa ²¹ The Future Homes Standard consultation impact assessment, MHCLG. (2019) https://www.gov.uk/government/publications/the-future-homes-standard-consultation-impact-assessment \<page_number>87\</page_number> may not be enough pressure to stress the fabric or test the seal, and that tests at 50Pa may help to understand the long-term saturation of a building. Question 54: Do you think that the proposed design airtightness range of between 1.5 m³/m².h and the maximum allowable airtightness value in Approved Document L Volume 1 is appropriate for the introduction of the Pulse test? 5.32. As the effectiveness of the Pulse test in very airtight dwellings had yet to be demonstrated at the time of consultation, we proposed a range of design airtightness between 1.5 m³/(h.m²) and the maximum allowable airtightness value (found in the 2019 draft Approved Document L, Volume 1: Dwellings) at which a Pulse test could be performed. Airtightness outside of this range would have to be tested using a blower door test. <table> <thead> <tr> <th>Question 54</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q54</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>231</td> <td>7%</td> <td>17%</td> </tr> <tr> <td>(b) No</td> <td>1,101</td> <td>33%</td> <td>83%</td> </tr> <tr> <td>Did not respond</td> <td>1,978</td> <td>60%</td> <td>-</td> </tr> </tbody> </table> 5.33. This proposal received support from local authorities, building control inspectors and competent persons scheme operators. Some respondents suggested that the limit should be reviewed if evidence of the Pulse test’s reliability in very airtight buildings is proven. It was also suggested that should the target emission rate be met at an airtightness of 1.5 m³/(h.m²), there may not be a need to commission a further blower door test on a more airtight home. 5.34. Respondents that disagreed with this proposal argued that any new technology should be able to test down to at least 0.1 m³/(h.m²) at 50Pa. However, some stakeholders argued that if the Pulse test was to be introduced, there should be no limit set for it. Other respondents questioned the accuracy of Pulse testing in very airtight buildings. 5.35. Some stakeholders expressed concern that different parameters and different tests would lead to confusion and mean that comparisons between buildings tested using different methodologies would not be possible. Government response to Questions 53 and 54 5.36. In line with the consultation proposal, we will introduce Pulse testing as an approved airtightness testing method. 5.37. After the consultation closed in February 2020, more evidence was submitted to MHCLG by Build Test Solutions, the developer of the Pulse method. This evidence has shown that development to the Pulse method has overcome the issue of over-pressurisation experienced when testing very airtight buildings in the field trials in 2018. The evidence demonstrates that Pulse works in very airtight homes, and we \<page_number>88\</page_number> will therefore introduce the Pulse method with no limits on the airtightness to be measured. 5.38. We recognise the challenges associated with measuring airtightness at the extremes of the range and realise there are difficulties with the techniques in very airtight dwellings across both pulse and the door blower test, such as wind conditions. The Government trust that trained and qualified assessors and their associated competent person schemes should ensure valid measurements through the most appropriate test equipment. 5.39. We have been working closely with Building Research Establishment (BRE), Build Test Solutions (BTS), the Chartered Institution of Building Services Engineers (CIBSE) and Building Services Research, and Information Association (BSRIA) as well as our technical working group to find an alternative and suitable conversion between the low-pressure pulse (LPP) method and blower door test. The LPP test provides the measured air permeability at 4Pa as opposed to the blower door test, which does so at 50Pa. For this reason, the ‘divide by 20’ method of conversion to an air change rate at ambient pressures is not applicable, so a different conversion is needed. Build Test Solutions have proposed a conversion formula based on analysing data from field trials and comparison with blower door tests that performs this conversion, which BRE has reviewed and approved. The proposed conversion formula is derived by calculating the ratio of the measured air permeability at 4Pa (AP4) from an LPP test to the measured air permeability at 50Pa (AP50) from a blower door test result over a range of leakage rates. This new method will be included in SAP 10.2. Revising the approved methodology Question 55: Do you agree that we should adopt an independent approved airtightness testing methodology? 5.40. To ensure that the approved methodology for airtightness testing is independent of all organisations with an associated competent person scheme, the consultation proposed approving an airtightness testing methodology written by the Chartered Institute of Building Services Engineers (CIBSE), an independent organisation. <table> <thead> <tr> <th>Question 55</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q55</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>1,436</td> <td>43%</td> <td>97%</td> </tr> <tr> <td>(b) No</td> <td>39</td> <td>1%</td> <td>3%</td> </tr> <tr> <td>Did not respond</td> <td>1,835</td> <td>55%</td> <td>-</td> </tr> </tbody> </table> 5.41. Respondents to this question acknowledged that this proposal would allow all developers to adopt a consistent approach to conducting airtightness testing and some commented that approving an independent methodology would avoid any potential commercial bias. \<page_number>89\</page_number> 5.42. Alternative approaches to the CIBSE methodology were offered by respondents. Some stakeholders recommended that an approved method for performing an airtightness test should look similar to the Air Tightness Testing and Measurement Association’s (ATTMA) standards. Others suggested that the Pulse test and a standard level of uncertainty could be introduced as part of an approved methodology. Question 56: Do you agree with the content of the CIBSE draft methodology which will be available via the link in the consultation document? Please make any comments here. 5.43. Approximately 80% of respondents to this question agreed with the content of the CIBSE draft methodology and made no further comments. Some stakeholders commented that they were pleased to see an independent airtightness testing methodology and that the methodology was rigorous and comprehensive. 5.44. Some respondents suggested that the methodology was not comprehensive enough and there was some concern that the guidance needed to make provisions for very low energy buildings. It was noted by some stakeholders that the guidance should acknowledge testing requirements for fully mechanically ventilated buildings. 5.45. We received detailed comments from some builders, developers, and research / academic organisations on specific elements that they thought needed refinement. Government response to Questions 55 and 56 5.46. In line with the consultation proposals, we will adopt an independent approved airtightness testing methodology, which will be CIBSE TM23. 5.47. While most respondents agreed with the content of the CIBSE draft methodology, we received some helpful suggestions regarding specific elements. A list of these suggestions has been provided to CIBSE, with whom we will collaborate to finalise the TM23 guidance. We will also consider the responses we receive on this subject through The Future Buildings Standard consultation, to ensure no further issues are raised.\\textsuperscript{4} We anticipate that a final version for adoption will be published in 2021. 5.48. Guidance in the 2019 draft Approved Document L, Volume 1: Dwellings was inconsistent with what was written in the CIBSE methodology on when the calibration of devices that carry out airtightness testing should take place. We are proposing to clarify this guidance to align with the CIBSE methodology in the Future Buildings Standard consultation.\\textsuperscript{4} \<page_number>90\</page_number> Chapter 6 - Compliance, Performance and Providing Information 6.1 The Future Homes Standard consultation explained that studies in the UK, and internationally, have shown there can be a significant difference, or a 'performance gap', between the outputs from design calculations and the measured energy performance of new homes. The performance gap in new built homes is particularly affected by three major factors: i) Limitations of energy models; ii) Build quality; and iii) Different occupant behaviour of each dwelling. 6.2 Poor build quality can lead to a new home requiring more energy for heating than intended and can result in higher energy bills for occupants. The consultation proposed changes to improve the energy performance of homes by addressing compliance with Part L standards, and to improve the accuracy of as-built energy calculations by enhancing the evidence used when producing them. 6.3 To deliver this, we proposed to support those involved in the design and construction of buildings to build to the quality expected in the Part L targets and demonstrate this robustly to building control bodies; and to provide clearer information about the as-built specifications of new buildings to both building control bodies and to building owners. Proposed measures to improve compliance and performance Question 57: Do you agree with the introduction of guidance for Build Quality in the Approved Document becoming part of the reasonable provision for compliance with the minimum standards of Part L? 6.4 The consultation proposed to introduce guidance to avoid common issues that contribute towards creating a performance gap throughout Approved Document L, Volume 1: Dwellings under the title Build Quality. <table> <tr> <td>Question 57</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q57</td> </tr> <tr> <td>(a) Yes</td> <td>1,992</td> <td>60%</td> <td>97%</td> </tr> <tr> <td>(b) No</td> <td>55</td> <td>2%</td> <td>3%</td> </tr> <tr> <td>Did not respond</td> <td>1,263</td> <td>38%</td> <td>-</td> </tr> </table> 6.5 Respondents that agreed with this proposal, including local authorities, designers, engineers, surveyors, installers and specialist sub-contractors, noted that they felt it \<page_number>91\</page_number> would be effective in reducing the performance gap. We received feedback that the guidance was useful and easy to understand. Some stakeholders acknowledged the importance of a home being built to the agreed specification in order for the heating system to function as designed. They also recognised that the guidance would be helpful for developers by setting expectations around the minimum requirements. 6.6 Among respondents that disagreed with this proposal, some argued that guidance would be ineffective unless it was mandatory for house builders to deposit plans and obtain a notice of passing or a plans certificate before commencement. We also received suggestions that the requirements need to go further. It was noted by some respondents that building control need to check sites more thoroughly. Some suggested that there should be checks in place to confirm that the measures have been implemented, potentially through some form of check list. 6.7 Some local authorities suggested that the introduction of Build Quality in the Approved Document L, Volume 1: Dwellings should be an Appendix to Regulation 7 (which provides guidance on materials and workmanship) or that it should be included in Regulation 7. Question 58: Do you have any comments on the Build Quality guidance in Annex C? 6.8 Most of the consultation responses we received stated they had no further comments or did not respond to this question. We received detailed suggestions from some stakeholders regarding proposed changes to the Build Quality guidance. Government response to Questions 57 and 58 6.9 We recognise that there is a gap between the design intent and actual built performance. In line with the consultation proposal, we intend to introduce guidance to make it clear how to meet minimum standards by avoiding common issues that contribute towards creating a performance gap. 6.10 We have made the following amendments to the Build Quality guidance based on the detailed suggestions we received through consultation: - The guidance contains all of the core information originally included in the consultation version, but now also includes more specific information; - An introduction has been added to outline the scope and purpose of the Build Quality guidance. The introduction includes reference to the LABC construction details library; - This library is comprehensive. - It is freely accessible and includes many typical details for masonry and timber-frame construction. - The details are broadly representative of the level of thermal performance that the Approved Documents specify. They also include psi-values should they be required. \<page_number>92\</page_number> - The LABC library has been included as many respondents stated that ‘a’ library/repository of details would be needed. - A photographic evidence section has also been added, making it clear the criteria that is expected for obtaining sufficient photographic evidence. 6.11 The revised Build Quality guidance can be found under Section 4 and Appendix F of the 2021 draft Approved Document L, Volume 1: Dwellings. Question 59: Do you agree with the introduction of the standardised compliance report, the Building Regulations England Part L (BREL) report, as presented in Annex D? 6.12 The consultation proposed to introduce a new compliance report, which would ensure a more unified approach by providing building control bodies with the same clear information for every home as opposed to the current system, whereby they receive a range of different outputs from SAP software with varying levels of detail. <table> <thead> <tr> <th>Question 59</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q59</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>1,801</td> <td>54%</td> <td>90%</td> </tr> <tr> <td>(b) No there is no need for a standardised compliance report</td> <td>13</td> <td><1%</td> <td>1%</td> </tr> <tr> <td>(c) No - I agree there should be a standardised compliance report but do not agree with the draft in Annex D</td> <td>185</td> <td>6%</td> <td>9%</td> </tr> <tr> <td>Did not respond</td> <td>1,311</td> <td>40%</td> <td>-</td> </tr> </tbody> </table> 6.13 Respondents that agreed with this proposal noted that the standardised report provided consistency and clarity, and that it would be useful to those working with several companies. Some respondents agreed with a standardised compliance report but argued that any report would have a limited impact if there was no consequence to non-compliance. 6.14 Those who disagreed argued that the report may have a limited impact on the performance gap. There were specific concerns that the report would have limited use as a site inspection check list and that it would be too expensive and overly complicated to produce. 6.15 We received some detailed suggestions from stakeholders regarding proposed changes to the BREL, such as: the compliance report should explain the air-tightness and wind-tightness strategies and clarify the materials used to form the airtightness and wind tightness lines; and that photographic evidence of difficult junctions in, or penetrations through, the air-tightness line should be provided. Government response to Question 59 6.16 In line with the consultation proposal, we will introduce a new compliance report called the BREL report. This will provide a more unified approach by providing building control bodies with the same clear information for every home. The BREL \<page_number>93\</page_number> report will be a document produced using the information from the SAP calculations and will have to be signed by the energy assessor and the developer to confirm that the as-built calculations are accurate. 6.17 We have made some amendments to the BREL report based on the detailed suggestions we received through consultation. These include: - Adding a short introductory paragraph to explain that the template is based on a single dwelling and additional information should be added for technologies that are not included in the example. Also, that a BREL is needed both at design and as-built stages; - Adding a new line in Section 2a for roof windows as these have different performance specifications in the AD to vertical windows; - Removing hyperlinks to third party certificates (e.g. air permeability) on the basis that respondents commented that their inclusion may not be helpful as hyperlinks may become obsolete over time. Instead, third party certificate reference numbers are requested; and - Adding proof of commissioning for heating and hot water services, such as Benchmark documentation (note Benchmark commissioning forms do not include a unique reference/certificate number). 6.18 A post-consultation version of SAP 10 will be released for the Part L 2021 changes, and the BRE are currently working on incorporating the compliance report within this software. The final version of the example compliance report, incorporating feedback from the consultation, is attached in Annex C. There may be minor amendments to this as a result of incorporating it into the SAP software. Question 60: Do you agree with the introduction of photographic evidence as a requirement for producing the as-built energy assessment for new dwellings? 6.19 The consultation proposed that photographic evidence is required to improve the accuracy of energy calculations and to provide assurance that the SAP as-built energy calculations are a reflection of finished homes. <table> <thead> <tr> <th>Question 60</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q60</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>1,975</td> <td>60%</td> <td>95%</td> </tr> <tr> <td>(b) No</td> <td>107</td> <td>3%</td> <td>5%</td> </tr> <tr> <td>Did not respond</td> <td>1,228</td> <td>37%</td> <td>-</td> </tr> </tbody> </table> 6.20 Some of the respondents in favour of this proposal expressed support that photographic evidence would be time stamped and geotagged to avoid evidence being fabricated. Others welcomed the idea of introducing photographic evidence as a requirement for producing Energy Performance Certificates but did not think that the requirement was appropriate to produce as-built energy assessments for Building Regulations compliance. \<page_number>94\</page_number> 6.21 It was argued by some stakeholders that photographic evidence does not provide sufficient evidence to prove compliance and it was suggested that thermal imaging should be included to offer evidence on insulation installation. It was also noted by some that it would not be feasible to implement the proposal due to resources, cost and the administrative burden. Government response to Question 60 6.22 Photographic evidence offers a simple, effective and robust method of improving the quality of as-built energy calculation in new dwellings. We will therefore implement the proposal set out in the consultation. 6.23 We have made some amendments to the photographic evidence criteria based on the detailed suggestions we received through consultation. The criteria for photographic evidence has been added as a section in Appendix B: Reporting Evidence of Compliance of the 2021 draft Approved Document L, Volume 1: Dwellings. The section outlines what is expected, along with a schedule of details. We have also made clear that trade operatives can take the required photo(s), as many in the consultation sought clarification. Question 61: Do you agree with the proposal to require the signed standardised compliance report (BREL) and the supporting photographic evidence to be provided to Building Control? 6.24 Approved Document L currently requires the builder to notify the building control body of the output of energy calculations and whether the building was constructed in accordance with the list of specifications submitted to the building control body before work started. The consultation proposed that this evidence is in the form of the new standardised compliance report (BREL) and the photographic evidence is provided to the building control body to confirm that the minimum requirements of the relevant Building Regulations are met. <table> <thead> <tr> <th>Question 61</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q61</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>1,979</td> <td>60%</td> <td>96%</td> </tr> <tr> <td>(b) No</td> <td>82</td> <td>3%</td> <td>4%</td> </tr> <tr> <td>Did not respond</td> <td>1,249</td> <td>38%</td> <td>-</td> </tr> </tbody> </table> 6.25 Some respondents that agreed with this proposal noted that this should not be a substitute for building control visiting a site. Other responses noted a risk that photographic evidence could be falsified and suggested a method of control to ensure that photographs are genuine. 6.26 Some stakeholders reasoned that the photographic evidence would need to be provided to building control at an appropriate time in order to demonstrate compliance with the Building Regulations and receive a completion certificate. Stakeholders were concerned that a failure to obtain photographic evidence at the appropriate time would make completion difficult to achieve and result in a difficult and costly route to demonstrate compliance. \<page_number>95\</page_number> 6.27 Some respondents felt that this proposal would result in an administrative burden. There were some calls for the BREL report to be provided to building control, but not the supporting photographic evidence. Government response to Question 61 6.28 We will implement the proposal set out in the consultation. This change will provide building control bodies with information about how the as-built energy assessment has been produced, in a single clear format. We expect this will simplify the process of checking compliance with the Part L requirements for building control. Question 62: Do you agree with the proposal to provide homeowners with the signed standardised compliance report (BREL) and photographic evidence? 6.29 The consultation proposed to provide homeowners with the signed standardised compliance report (BREL) and photographic evidence (Question 62), to help them better understand how the as built energy calculation of their home was undertaken. <table> <thead> <tr> <th>Question 62</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q62</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>1,981</td> <td>60%</td> <td>96%</td> </tr> <tr> <td>(b) No</td> <td>77</td> <td>2%</td> <td>4%</td> </tr> <tr> <td>Did not respond</td> <td>1,252</td> <td>38%</td> <td>-</td> </tr> </tbody> </table> 6.30 Respondents that agreed with this proposal reasoned that providing the standardised compliance report (BREL) and photographic evidence will mean a homeowner is made aware of and given assurances about the design and build quality of their home. There was recognition that encouraging a greater awareness around the energy use in a home should generally be encouraged. It was also noted that this information would provide homeowners with additional evidence if there were any issues with their home or if they needed to make any changes in the future. Many respondents argued that the standardised compliance report (BREL) and photographic evidence should be provided to any future occupant of a home, rather than just a ‘homeowner’. Others in favour of the proposal suggested that the BREL report should be submitted to the homeowner/occupier of the home, but that it must be easy for them to access and understand. 6.31 There was acknowledgement that this proposal would ensure that responsibility is taken by either the developer or assessor. We received some suggestions that we should go further, such as providing information about the structure of a home that is not immediately visible or sharing information with buyers’ surveys, who can advise prospective purchasers about the build quality of their home. 6.32 Some respondents that disagreed with this proposal highlighted that homeowners should be provided with evidence of the standard to which the dwelling has been built to (i.e. BREL report), but that photographs are unnecessary and enforcement would be challenging. There were suggestions that the BREL report may not be of \<page_number>96\</page_number> interest to homeowners and that the home user guide would be more useful. A specific concern for some stakeholders was that photographic evidence may be misinterpreted by homeowners due to a lack of technical knowledge. Government response to Question 62 6.33 We will implement the proposal set out in the consultation. This change will provide purchasers with a greater understanding about the technologies and construction details that were used to make the home low carbon and energy efficient. As well as being more transparent, this will assure homeowners that the home they are buying is built in line with the energy efficient design specifications. Question 63: Do you agree with the proposal to specify the version of Part L that the home is built to on the EPC? 6.34 The consultation proposed to specify the version of Part L that a home is built to on an Energy Performance Certificate in order to provide more information to homebuyers about their homes. The proposal of highlighting which version of Part L the home is being built to adopts recommendations from the BEIS select committee.²² <table> <thead> <tr> <th>Question 63</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q63</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>2,067</td> <td>62%</td> <td>99%</td> </tr> <tr> <td>(b) No</td> <td>18</td> <td><1%</td> <td>1%</td> </tr> <tr> <td>Did not respond</td> <td>1,225</td> <td>37%</td> <td>-</td> </tr> </tbody> </table> 6.35 Respondents that agreed with this proposal reasoned that it could help drive construction to better standards, improve build quality and describe the performance of the new home in a way that can be easily understood by both professionals and the general public. Stakeholders also noted that it would improve accountability. 6.36 It was argued by some stakeholders that specifying the version of Part L that a home is built to on the Energy Performance Certificate was unnecessary. Others argued that Government should go further with the whole compliance report being provided alongside the Energy Performance Certificate. Government response to Question 63 6.37 We will implement the proposal set out in the consultation, which will provide consumers with clarity regarding the energy efficiency standards that their home is built to. We anticipate that the version of Part L that a new home is built to will begin to appear on a home's Energy Performance Certificate in 2021; this will not affect Energy Performance Certificates for existing homes. ______________________________________________________________________ ²² Conclusions and recommendations: Energy efficiency and net zero, UK Parliament (2019) https://publications.parliament.uk/pa/cm/201718/cmselect/cmbeis/1730/173012.htm \<page_number>97\</page_number> Question 64: Do you agree Approved Document L should provide a set format for a home user guide in order to inform homeowners how to efficiently operate their dwelling? 6.38 The consultation proposed that a set format for home user guides should be provided in Approved Document L, Volume 1: Dwellings, similar to the standard set out in the National House Building Council and CIBSE TM60 home user guides. <table> <tr> <td>Question 64</td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q64</td> </tr> <tr> <td>(a) Yes</td> <td>1,840</td> <td>56%</td> <td>98%</td> </tr> <tr> <td>(b) No</td> <td>39</td> <td>1%</td> <td>2%</td> </tr> <tr> <td>Did not respond</td> <td>1,431</td> <td>43%</td> <td>-</td> </tr> </table> 6.39 Stakeholders that agreed with this proposal stated this would provide clarity and ensure minimum standards of content in user guides. Others stated that the guide would help homeowners to engage with the energy efficiency in their home and contribute to the effective use of the property. Respondents acknowledged the importance of effective methods of communication such as infographics, and that the home user guides should be short, simple and non-technical to allow widespread understanding. 6.40 Some respondents stated that the Building Regulations were not the most appropriate place to put such a requirement and would be difficult to enforce. There was also concern that the guide would not match the diverse range of product types available. 6.41 We received a range of suggestions in relation to issues that should be incorporated into the user guide, including: - Details of equipment, guidance on how to use it and commissioning certificates; - Information on how to maintain healthy indoor air quality, ventilation standards, airtightness standards, managing overheating and energy efficiency; - Financial and environmental benefits; and - Maintenance information. Government response to Question 64 6.42 Home user guides produced by various organisations can vary in quality and we currently have no guidance to require their use. We will therefore implement the proposal set out in the 2019 draft Approved Document L, Volume 1: Dwellings to provide a set format for a home user guide in order to inform homeowners how to efficiently operate their dwelling. 6.43 We have made some amendments to the home user guide based on the detailed suggestions we received through consultation. These include: \<page_number>98\</page_number> - Guidance on ventilation; and - Guidance on ‘staying cool in hot weather’. 6.44 The revised Home User Guide is available online through the following website: https://www.gov.uk/government/publications/home-user-guide-template \<page_number>99\</page_number> Chapter 7 - Transitional Arrangements 7.1 When changes are made to Building Regulations, transitional arrangements determine which standards a construction site will need to comply with. When changes were last made to Part L in 2013, an entire construction site was permitted to continue under old standards if a developer submitted an initial notice, a building notice or full plans application to the local authority prior to new Regulations coming into effect, providing work then started on site within 12 months of the Regulations coming into effect. 7.2 We are aware of cases of housing developments being built out to energy efficiency requirements that have been superseded more than twice with changes to Part L of the Building Regulations. While we appreciate that many housebuilding sites are built out over a number of years, in the context of net zero we must ensure that as many homes as possible are built to the latest energy efficiency standards. Transitional Arrangements for 2021 Uplift Question 65: Do you agree that the transitional arrangements for the energy efficiency changes in 2020 should not apply to individual buildings where work has not started within a reasonable period – resulting in those buildings having to be built to the new energy efficiency standard? 7.3 The consultation proposed that for the purposes of the interim uplift, transitional arrangements should only apply to individual buildings on which building work has started within a reasonable period, rather than an entire construction site. 7.4 Where work has not commenced on a building covered by the building notice, initial notice, or full plans within the reasonable period, that building would not benefit from transitional provisions and would need to comply with the latest set of energy efficiency standards. The consultation also sought feedback on what would constitute a ‘reasonable period’ for this purpose. <table> <thead> <tr> <th>Question 65</th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q65</th> </tr> </thead> <tbody> <tr> <td>(a) Yes - where building work has commenced on an individual building within a reasonable period, the transitional arrangements should apply to that building, but not to the buildings on which building work has not commenced</td> <td>2,036</td> <td>62%</td> <td>95%</td> </tr> <tr> <td>(b) No - the transitional arrangements should continue to apply to all building work on a development, irrespective of whether or not building work has commenced on individual buildings</td> <td>111</td> <td>3%</td> <td>5%</td> </tr> </tbody> </table> \<page_number>100\</page_number> \| Did not respond \| 1,163 \| 35% \| - \| \|---\|---\|---\|---\| 7.5 The responses we received emphasised the importance of clearly defining any transitional arrangements so that terms such as ‘commencement’, ‘reasonable period’, ‘building work’ and ‘site’ are broadly understood, and any transitional arrangements are as effective as possible. 7.6 Some respondents that disagreed with the proposal, including installers, reasoned that changes in specification and processes halfway through a construction site could be detrimental to the quality of work. Others argued against any transitional arrangements at all, on the basis that new standards should be adopted as quickly as possible. 7.7 Some alternative suggestions we received included different transitional arrangements for larger and smaller developments; a further transitional period to mandate how quickly construction must be completed on homes that are protected by transitional arrangements; and that large developments containing an energy centre should be allowed additional flexibility if necessary. 7.8 The suggestions we received from respondents that agreed with this proposal regarding a potential reasonable period ranged from less than one year to five years. Question 66: Do you foresee any issues that may arise from the proposed 2020 transitional arrangements outlined in this consultation? <table> <thead> <tr> <th></th> <th>No. of all responses</th> <th>% of all responses</th> <th>% of responses to Q66</th> </tr> </thead> <tbody> <tr> <td>(a) Yes</td> <td>366</td> <td>11%</td> <td>18%</td> </tr> <tr> <td>(b) No</td> <td>1,616</td> <td>49%</td> <td>82%</td> </tr> <tr> <td>Did not respond</td> <td>1,328</td> <td>40%</td> <td>-</td> </tr> </tbody> </table> 7.9 Some respondents noted that if a reasonable, clear period is established and the transitional arrangements have a suitable notification period, there should not be any issues. 7.10 Stakeholders, including designers, engineers, surveyors and local authorities, suggested that there may be issues due to availability of resources, expertise, technology, cost and supply chains during a transition period. 7.11 Some respondents felt that there needed to be a significant availability of building control officers and other quality assurance professionals to carry out compliance checks and enforcement, while maintaining appropriate records. Government response to Questions 65 and 66 7.12 The pace at which we can transition to higher standards and ultimately deliver homes that are ready for a zero-carbon future has been a key consideration for the Government. Transitional arrangements are important as they provide all \<page_number>101\</page_number> developers with certainty about the standards they are building to, particularly those with larger sites that may be planned well in advance. Our transitional arrangement proposals for the 2021 Part L and Part F uplifts were designed to provide a balance between continuing to offer certainty to developers, while being more stringent in practice to ensure that as many new dwellings as possible are meeting up to date energy efficiency standards. 7.13 In this consultation response, we have been clear that as many homes must be built to 2021 standards as quickly possible, not only to increase the number of low carbon, highly energy efficient homes and contribute to our net zero ambitions, but to help grow the supply chains and skills bases that will be necessary in order for industry to be ready to deliver the Future Homes Standard. We will therefore implement the approach set out in consultation, which means that transitional arrangements will apply only to individual buildings, rather than site wide as they have in the past. 7.14 We have decided to set a reasonable period of one year, which will allow developers 12 months from when Regulations come in to effect to commence work on each individual building on site. This is in line with the reasonable period that was in place for the 2013 Part L uplift, however, we recognise that applying this to individual buildings is a significant change. 7.15 We anticipate that our approach to transition will support successful implementation of the 2021 interim uplift and therefore better support the wider implementation timeline for the Future Homes Standard from 2025. Transitional arrangements in practice - For transitional arrangements to apply to an individual building, developers will need to both: i) Submit a building / initial notice or deposited plans by June 2022; and ii) Commence work on each individual building by June 2023. - Where notices or plans are submitted after June 2022, transitional arrangements will not apply and homes must be built in line with 2021 Part L standards. - Where notices or plans are submitted before June 2022, but work on any individual building does not commence by June 2023, the uncommenced buildings must build in line with 2021 Part L standards. - No individual building will need to change once building work has commenced, in line with the definition on commencement below, as long as work commences within the reasonable period. However, developers will need to plan their sites appropriately and if work on a building commences outside of the reasonable period, they will need to ensure that it is compliant with new standards. - For the purposes of transition, commencement will not change from the existing 2013 definitions: \<page_number>102\</page_number> <table> <tr> <td> o Excavation for strip or trench foundations or for pad footings.<br> o Digging out and preparation of ground for raft foundations.<br> o Vibrofloatation (stone columns) piling, boring for piles or pile driving.<br> o Drainage work specific to the building(s) concerned. </td> </tr> </table> Transitional Arrangements for the Future Homes Standard 7.16 The consultation stated that we want to ensure that homes conform to the Future Homes Standard as soon as reasonably possible and sought feedback on three possible changes that might apply for future transitional arrangements. Question 67: What is your view on the possible transitional arrangements regarding changes to be made in 2025? 7.17 Some stakeholders wanted to see more ambitious transitional arrangements or none at all when the Future Homes Standard is introduced. Others welcomed an ambitious approach and felt that industry was capable of going further given adequate time and support to prepare, learn and meet the new requirements. 7.18 Many respondents stated that consultation on the Future Homes Standard should begin as early as possible to offer certainty to all stakeholders. There were also calls for more detail on how this will be enacted and enforced along with clear definitions. 7.19 Some respondents felt that it would sensible to see how the market responds to any transitional arrangements in 2021 to better inform final decisions for the Future Homes Standard. Government response to Question 67 7.20 This consultation response confirms a path towards the Future Homes Standard, as well as the work we will carry out with industry over the next three years to ensure that implementation is a success. Monitoring the impact of the 2021 Part L uplift and the associated transitional arrangements will be a key consideration in that process. 7.21 A full technical consultation on the Future Homes Standard is planned for spring 2023 and as part of this we will consider what transitional arrangements are appropriate. \<page_number>103\</page_number> Chapter 8 - Impact Assessment 8.1 The consultation sought feedback on the draft Impact Assessment published alongside the consultation, which considered the costs and benefits of the proposed changes to Part L and Part F of the Building Regulations in 2020. Question 68: The Impact Assessment makes a number of assumptions on fabric/services/renewables costs, new build rates, phase-in rates, learning rates, etc. for new homes. Do you think these assumptions are fair and reasonable? <table> <tr> <td></td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q68</td> </tr> <tr> <td>(a) Yes</td> <td>370</td> <td>11%</td> <td>50%</td> </tr> <tr> <td>(b) No</td> <td>366</td> <td>11%</td> <td>50%</td> </tr> <tr> <td>Did not respond</td> <td>2,574</td> <td>78%</td> <td>-</td> </tr> </table> 8.2 Respondents that disagreed with some of the assumptions provided a range of specific comments regarding the costs that were included in the impact assessment. However, we received contrasting views from some stakeholders on whether the costs for several specific issues were over or under-estimated in the assessment. 8.3 We received suggestions that the scope of analysis should be extended to consider whole life carbon, in particular noting the need to capture embodied carbon and waste during the build process. Question 69: Overall, do you think the impact assessment is a fair and reasonable assessment of the potential costs and benefits of the proposed options for new homes? <table> <tr> <td></td> <td>No. of all responses</td> <td>% of all responses</td> <td>% of responses to Q69</td> </tr> <tr> <td>(a) Yes</td> <td>361</td> <td>11%</td> <td>50%</td> </tr> <tr> <td>(b) No</td> <td>354</td> <td>11%</td> <td>50%</td> </tr> <tr> <td>Did not respond</td> <td>2,595</td> <td>78%</td> <td>-</td> </tr> </table> 8.4 We received a range of detailed suggestions from stakeholders on issues including; supply chains, skills, capacity and consumer perception of low carbon heating; and whole life carbon. Government response to Questions 68 and 69 8.5 The draft Impact Assessment was carried out in line with guidance in HM Treasury’s Green Book. We have carefully considered the detailed comments that were provided by consultation respondents. We intend to publish a final Impact Assessment in autumn 2021 alongside a Government response to The Future Buildings Standard consultation, the scope of which includes specific proposals in relation to new dwellings, including the level of the Fabric Energy Efficiency \<page_number>104\</page_number> Standard and proposals to introduce a new overheating mitigation requirement in the Building Regulations for new residential buildings.\\textsuperscript{4} \<page_number>105\</page_number> Annex A - Draft notional building specification for the Future Homes Standard A.1 The introduction of the Future Homes Standard will ensure that from 2025, an average home will produce at least 75% lower CO₂ emissions than one built to current energy efficiency requirements. In the short term this represents a considerable improvement in energy efficiency standards for new homes. Homes built under the Future Homes Standard will be ‘zero carbon ready’, which means that in the longer term, these homes will be future-proofed with low carbon heating and world-leading levels of energy efficiency. No further retrofit work will be necessary to enable them to become zero carbon homes as the electricity grid continues to decarbonise. A.2 By delivering carbon reductions through the fabric and building services in a home rather than relying on wider carbon offsetting, the Future Homes Standard will ensure new homes have a smaller carbon footprint than any previous Government policy. In addition, this footprint will continue to reduce over time as the electricity grid decarbonises. A.3 To illustrate the type of homes we expect to be built under the Future Homes Standard, the October 2019 consultation proposed a draft specification that included the minimum fabric standards we expect these homes might incorporate. Under the Future Homes Standard, we will be pushing building fabric standards further than ever before while ensuring that low carbon heating is integral to the design of all new homes. A.4 The table below sets out a draft notional building specification that will form the basis of the Future Homes Standard. While the draft specification for the Future Homes Standard is not final and will be subject to further technical work and full consultation in due course, we are sharing this now so that we can begin to engage with all parts of industry on the indicative technical detail of the Future Homes Standard. <table> <tr> <td></td> <td>Indicative FHS specification<sup>2</sup></td> </tr> <tr> <td>Floor U-value (W/m².K)</td> <td>0.11</td> </tr> <tr> <td>External wall U-value (W/m².K)</td> <td>0.15</td> </tr> <tr> <td>Roof U-value (W/m².K)</td> <td>0.11</td> </tr> <tr> <td>Window U-value (W/m².K)</td> <td>0.8</td> </tr> <tr> <td>Door U-value (W/m².K)</td> <td>1.0</td> </tr> <tr> <td>Air permeability (m³/(h.m²)</td> <td>5.0</td> </tr> <tr> <td>Heating appliance</td> <td>Low-carbon heating (e.g. Heat pump)</td> </tr> <tr> <td>Heat Emitter type</td> <td>Low temperature heating</td> </tr> <tr> <td>Ventilation System type</td> <td>Natural (with extract fans)</td> </tr> <tr> <td>PV</td> <td>None</td> </tr> </table> \<page_number>106\</page_number> <table> <tr> <td>Wastewater heat recovery</td> <td>No</td> </tr> <tr> <td>y value (W/m²·K)</td> <td>0.05</td> </tr> </table> \<page_number>107\</page_number> Annex B - Notional building specification for Part L 2021 <table> <thead> <tr> <th>Element or System</th> <th>Reference Value for Target Setting</th> </tr> </thead> <tbody> <tr> <td>climate data</td> <td><ul><li>UK average</li><li>Same as actual dwelling</li></ul></td> </tr> <tr> <td>size and shape</td> <td></td> </tr> <tr> <td>opening areas (windows, roof windows, rooftlghts and doors)</td> <td><ul><li>Same as actual dwelling up to a maximum for total area of openings of 25% of total floor area.<sup>1</sup></li></ul></td> </tr> <tr> <td>external walls including semi-exposed walls</td> <td><ul><li>U = 0.18 W/m²K</li></ul></td> </tr> <tr> <td>party walls</td> <td><ul><li>U = 0</li></ul></td> </tr> <tr> <td>floors</td> <td><ul><li>U = 0.13 W/m²K</li></ul></td> </tr> <tr> <td>roofs</td> <td><ul><li>U = 0.11 W/m²K</li></ul></td> </tr> <tr> <td>opaque door (<30% glazed area)</td> <td><ul><li>U = 1.0 W/m²K</li></ul></td> </tr> <tr> <td>semi-glazed door (30-60% glazed area)</td> <td><ul><li>U = 1.0 W/m²K</li></ul></td> </tr> <tr> <td>windows and glazed doors with >60% glazed area</td> <td><ul><li>U = 1.2 W/m²K<br/>Frame factor = 0.7<br/>Solar energy transmittance = 0.63<br/>Light transmittance = 0.80<br/>Orientation same as actual dwelling<br/>Overshading same as for compliance calculation (average if actual dwelling has very little or average overshadowing; same as actual dwelling if greater overshadowing)</li></ul></td> </tr> <tr> <td>roof windows</td> <td><ul><li>U = 1.2 W/m²K (adjustment factor of +0.3 W/m²K applied to roof window as described below Table 6e; resultant U value = 1.5 W/m²K).</li><li>Overshading factor 1.0. Other parameters as for windows.</li></ul></td> </tr> <tr> <td>rooflights</td> <td><ul><li>U = 1.2 (no correction applied) Overshading factor 1.0. Other parameters as for windows.</li></ul></td> </tr> <tr> <td>curtain wall</td> <td><ul><li>Curtain walling to be treated as standard glazing and opaque wall with the same areas as the actual dwelling.<sup>2</sup></li></ul></td> </tr> <tr> <td>thermal mass</td> <td></td> </tr> <tr> <td>living area</td> <td><ul><li>Same as actual dwelling</li></ul></td> </tr> <tr> <td>number of sheltered sides allowance for thermal bridging</td> <td><ul><li>Same as actual dwelling<br/>Thermal bridging allowance is calculated using the lengths of junctions in the actual dwelling and the 'Option 2' psi values in Table R2.</li></ul></td> </tr> <tr> <td>ventilation system air permeability chimneys and open flues extract fans/ passive vents main heating fuel (space and water)</td> <td><ul><li>Natural ventilation with intermittent extract fans<br/>5 m³/h m<sup>-2</sup> at 50 Pa<br/>None of any type.<br/>2 extract fans for total floor area up to 70 m<sup>2,</sup> 3 for total floor area >70m<sup>2</sup> and up to 100 m<sup>2,</sup> 4 for total floor area >100 m<sup>2</sup><br/>Mains gas</li></ul></td> </tr> </tbody> </table> <sup>1:</sup> The maximum opening area is subject to a limit of 25% of the total floor area. <sup>2:</sup> The curtain walling is assumed to have the same thermal properties as the external wall material used in the actual dwelling. \<page_number>108\</page_number> <table> <thead> <tr> <th>Element or System</th> <th>Reference Value for Target Setting</th> </tr> </thead> <tbody> <tr> <td>heating system</td> <td><ul><li>Boiler and radiators</li><li>Central heating pump 2013 or later, in heated space</li><li>Design flow temperature = 55°C</li></ul></td> </tr> <tr> <td>boiler</td> <td><ul><li>If gas or oil combi boiler performing space heating in actual dwelling, instantaneous combi boiler; otherwise regular boiler.</li><li>Efficiency, SEDBUK (2009) = 89.5%</li><li>Room-sealed, fan-assisted flue; modulating burner control, no hot water test for combi boiler</li></ul></td> </tr> <tr> <td>heating system controls</td> <td><ul><li>For a single storey dwelling in which the living area is greater than 70% of total floor area, programmer and room thermostat</li><li>For any other dwelling, time and temperature zone control, TRVs</li><li>And all cases:</li><ul><li>Boiler interlock</li><li>EfR Class V</li></ul></ul></td> </tr> <tr> <td>hot water system</td> <td><ul><li>Heated by boiler (regular or combi as above).</li><li>Separate time control for space and water heating</li></ul></td> </tr> <tr> <td>showers and baths</td> <td><ul><li>Number of showers and baths same as actual dwelling. If shower(s) specified, shower flow rate(s) to be 8 l/min.</li><li>Shower(s) supplied by main water heating system (not instantaneous electric shower).</li></ul></td> </tr> <tr> <td>wastewater heat recovery</td> <td><ul><li>All showers connected to WWHR including showers over baths</li><li>Instantaneous WWHR with 36% recovery efficiency utilisation of 0.98, wastewater fraction 0.9.</li></ul></td> </tr> <tr> <td>hot water cylinder</td> <td><ul><li>If cylinder specified in actual dwelling: volume of cylinder in actual dwelling</li><li>If combi boiler: no cylinder</li><li>Otherwise: 150 litres if cylinder, declared loss factor = 0.85 x (0.2 + 0.051 V/23) kWh/day, where V is the volume of the cylinder in litres</li></ul></td> </tr> <tr> <td>Primary water heating losses</td> <td><ul><li>If combi installed primary pipework.</li><li>Cylinder temperature controlled by thermostat cylinder in heated space.</li></ul></td> </tr> <tr> <td>water use secondary space heating</td> <td><ul><li>Limited to 125 litres per person per day</li><li>None</li></ul></td> </tr> <tr> <td>lighting</td> <td><ul><li>Fixed lighting capacity (lm) = 185 x TFA Efficacy of all fixed lighting = 80 lm/W</li></ul></td> </tr> <tr> <td>air conditioning</td> <td><ul><li>None</li></ul></td> </tr> <tr> <td>PV system</td> <td><ul><li>For houses kWp = 40% of ground floor area / 6.5<br/>For flats kWp = 40% of dwelling floor area / (6.5 * number of storeys in block)</li><li>System facing SE/SW</li><li>Overshading is 'none'</li><li>Connected to dwelling's meter for houses<br/>Not connected to the dwellings meter for flats</li></ul></td> </tr> </tbody> </table> \<page_number>109\</page_number> <table> <tr> <td>Element or System</td> <td>Reference Value for Target Setting</td> </tr> <tr> <td colspan="2">Notes:<br> 1. If the total area of openings in the actual dwelling exceeds 25% of the total floor area, reduce to 25% as follows:<br> 1) Inside all opaque and semi-glazed doors with the same area as the actual dwelling (excluding any doors not in exposure areas), reduce the heat loss from these doors by a factor equal to [25% of total floor area less area of doors included in 1)] divided by [total area of windows/rooftights in actual dwelling].<br> 2) When the total opening area exceeds 25% of your area the glazed area to be reduced to 25% as for opening areas above. Use a value of glazing = 0.18 W/m²K (value of glazing = 1.3 W/m²K (which includes an allowance of 0.1 for thermal bridging within the curtain wall).<br> 3) Where the area of openings in the actual dwelling is > 25% of the total floor area the lengths of junctions in the mid-ribbed walls must be reduced to the lengths in the actual dwelling, even though window area is reduced as described for 'Opening areas' above.<br> If lengths of thermal bridges are not specified, use a γ-value of 0.05 to determine heat losses from thermal bridges.<br> For Table R2, please see https://www.bregroup.com/sap/sap10/ (SAP 10.1 specification).</td> </tr> </table> \<page_number>110\</page_number> # Annex C - BREL Compliance Report Building Regulations England Part L (BREL) Compliance Report Approved Document L1A 20XX Edition, England assessed by xxx SAP 10 program, x.x.x.x This intention of this template is to identify the level of detail to be included within the BREL at as-designed and as-built stages. It is an example based on a single dwelling. Additional information should be included for technologies not represented in this example. \| Project Information \| \| \| \| \|---\|---\|---\|---\| \| Assessed By \| Text \| Building Type \| e.g. Semi-detached House \| \| OCDEA Registration \| Text \| \| \| \| Dwelling Details \| \| \| \| \|---\|---\|---\|---\| \| Assessment Type \| Total Floor Area \| Value \| m² \| \| Site Reference \| Plot Reference \| Text \| \| \| Address \| Text \| \| \| \| Client Details \| \| \| \|---\|---\|---\| \| Name \| Text \| \| Address \| Text \| This report covers items included within the SAP calculations. It is not a complete report of regulations compliance. ## 1a Target emission rate and dwelling emission rate <table> <thead> <tr> <th>Fuel for main heating system:</th> <th>e.g. Electricity</th> <th></th> <th></th> </tr> </thead> <tbody> <tr> <td>Target carbon dioxide emission rate</td> <td>Value</td> <td>kg/m²</td> <td></td> </tr> <tr> <td>Dwelling carbon dioxide emission rate</td> <td>Value</td> <td>kg/m²</td> <td>OK</td> </tr> </tbody> </table> ## 1b Target primary energy rate and dwelling primary energy <table> <thead> <tr> <th>Target primary energy</th> <th>Value</th> <th>kWh/m²</th> <th></th> </tr> <tr> <td>Dwelling primary energy</td> <td>Value</td> <td>kWh/m²</td> <td>OK</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> ## 2a Fabric U-values <table> <thead> <tr> <th>Element</th> <th>Average U-Value</th> <th>Highest U-Value</th> <th>Key layer elements to achieve U-Value:</th> <th></th> </tr> </thead> <tbody> <tr> <td>External Wall</td> <td>x.xx (max. 0.26)</td> <td>x.xx (max. 0.70)</td> <td>Layer 1: Description<br>Manufacturer/product ref/thickness<br><br>Description e.g. Cavity Sock<br>Manufacturer/product ref/thickness<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br>OK<br><br></td> <td></td> </tr> <tr> <td>Party wall</td> <td>x.xx (max 0.20)</td> <td>-</td> <td>Description e.g. Cavity Sock Manufacturer/product ref/thickness Layer 1: Description Manufacturer/product ref/thickness Layer 1: Description Manufacturer/product ref/thickness Roof 1, Layer 1: Description Manufacturer/product ref/thickness Roof 2, Layer 1: Description Manufacturer/product ref/thickness Roof 3, Layer 1: Description Manufacturer/product ref/thickness Roof 4, Layer 1: Description Manufacturer/product ref/thickness Roof 5, Layer 1: Description Manufacturer/product ref/thickness Roof 6, Layer 1: Description Manufacturer/product ref/thickness Roof 7, Layer 1: Description Manufacturer/product ref/thickness Roof 8, Layer 1: Description Manufacturer/product ref/thickness Roof 9, Layer 1: Description Manufacturer/product ref/thickness Roof 10, Layer 1: Description Manufacturer/product ref/thickness Roof 11, Layer 1: Description Manufacturer/product ref/thickness Roof 12, Layer 1: Description Manufacturer/product ref/thickness Roof 13, Layer 1: Description Manufacturer/product ref/thickness Roof 14, Layer 1: Description Manufacturer/product ref/thickness Roof 15, Layer 1: Description Manufacturer/product ref/thickness Roof 16, Layer 1: Description Manufacturer/product ref/thickness Roof 17, Layer 1: Description Manufacturer/product ref/thickness Roof 18, Layer 1: Description Manufacturer/product ref/thickness Roof 19, Layer 1: Description Manufacturer/product ref/thickness Roof 20, Layer 1: Description Manufacturer/product ref/thickness Roof 21, Layer 1: Description Manufacturer/product ref/thickness Roof 22, Layer 1: Description Manufacturer/product ref/thickness Roof 23, Layer 1: Description Manufacturer/product ref/thickness Roof 24, Layer 1: Description Manufacturer/product ref/thickness Roof 25, Layer 1: Description Manufacturer/product ref/thickness Roof 26, Layer 1: Description Manufacturer/product ref/thickness Roof 27, Layer 1: Description Manufacturer/product ref/thickness Roof 28, Layer 1: Description Manufacturer/product ref/thickness Roof 29, Layer 1: Description Manufacturer/product ref/thickness Roof 30, Layer <table> <tr> <td>Openings (wall)</td> <td>x.xx (max 1.60)</td> <td>x.xx (max 3.30)</td> <td>Roof 2, Layer 2: Description Manufacturer/product ref/thickness Type 1: Description e.g. Windows Manufacturer/product ref Type 2: Description e.g. External Doors Manufacturer/product ref</td> <td>OK</td> </tr> <tr> <td>Openings (roof)</td> <td>x.xx (max 2.20)</td> <td>x.xx (max 3.30)</td> <td>Type 1: Description e.g. Roof Light Manufacturer/product ref</td> <td>OK</td> </tr> </table> 2b. Thermal Bridging Summary of thermal bridging calculated from linear thermal transmittances for each junction <table> <thead> <tr> <th>Main element</th> <th>Junction detail</th> <th>Source type</th> <th>W/m.K</th> <th>Drawing/reference</th> </tr> </thead> <tbody> <tr> <td>External wall</td> <td>E2 Other lintels</td> <td>e.g. Independently assessed</td> <td>x.xx</td> <td>Text</td> </tr> <tr> <td></td> <td>F3 Sill</td> <td>e.g. Table K1</td> <td>x.xx</td> <td>Text</td> </tr> <tr> <td></td> <td>E4 Lamb</td> <td></td> <td>x.xx</td> <td>Text</td> </tr> <tr> <td></td> <td>E5 Ground floor</td> <td></td> <td>x.xx</td> <td>Text</td> </tr> <tr> <td></td> <td>E6 Intermediate floor</td> <td></td> <td>x.xx</td> <td>Text</td> </tr> <tr> <td></td> <td>E10 Eaves (ins. at ceiling)</td> <td></td> <td>x.xx</td> <td>Text</td> </tr> <tr> <td></td> <td>Etc.</td> <td></td> <td></td> <td></td> </tr> <tr> <td>Party wall</td> <td>P1 Ground floor</td> <td></td> <td>x.xx</td> <td>Text</td> </tr> <tr> <td></td> <td>P2 Intermediate floor</td> <td></td> <td>x.xx</td> <td>Text</td> </tr> <tr> <td></td> <td>Etc.</td> <td></td> <td></td> <td></td> </tr> <tr> <td>Roof</td> <td>R5 Ridge</td> <td></td> <td>x.xx</td> <td>Text</td> </tr><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br> 3 Air permeability Air permeability at 50 pascals Maximum Air permeability test certificate ref xx (measured value) 8.0 (limit value) e.g. IAT5 test engineer reference / certificate number OK 4 Heating efficiency Main heating system e.g. Boiler system with radiators or underfloor heating - mains gas Minimum permitted efficiency xx % Emitter type e.g. Radiators Flow temperature xx °C OK <table> <tr> <td></td> <td>Type</td> <td>Technology type</td> </tr> <tr> <td></td> <td>Manufacturer</td> <td>Description</td> </tr> <tr> <td></td> <td>Model</td> <td>Description</td> </tr> <tr> <td>Commissioning</td> <td>SEDBUK Efficiency</td> <td>xx %</td> </tr> <tr> <td></td> <td colspan="2">Certificate number and installation engineer registration reference</td> </tr> <tr> <td>Secondary heating system</td> <td>e.g. Closed room heater without back boiler</td> <td></td> </tr> <tr> <td></td> <td>Fuel</td> <td>Description</td> </tr> <tr> <td></td> <td>Efficiency</td> <td>xx %</td> </tr> <tr> <td>Commissioning</td> <td colspan="2">Certificate number and installation engineer registration reference</td> </tr> <tr><td colspan="3"><strong>5. Hot water</strong></td></tr> <tr> <td>Cylinder/store type</td> <td>Capacity</td> <td>xx litres</td> </tr> <tr> <td></td> <td>Manufacturer</td> <td>Description</td> </tr> <tr> <td></td> <td>Model</td> <td>Description</td> </tr> <tr> <td></td> <td>Declared daily heat loss</td> <td>xx kWh/day</td> </tr> <tr><td colspan="3"><strong>Commissioning</strong></td></tr> <tr><td colspan="3">Certificate number and installation engineer registration reference</td></tr><tr><td colspan="3">Primary pipework insulated</th><th>xx<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>OK<th>O Ventilation commissioning certificate Specific fan power xx MVHR efficiency xx % e.g. Part F commissioning certificate reference number <table> <tr> <td>9 Local generation</td> <td></td> <td></td> </tr> <tr> <td>Type of system (Section 9 field to expand to reflect all local generation technologies used in the calculation of the DER)</td> <td>e.g. Solar PV</td> <td></td> </tr> <tr> <td>Manufacturer</td> <td>Description</td> <td>OK</td> </tr> <tr> <td>Panel type</td> <td>Description</td> <td></td> </tr> <tr> <td>Array size</td> <td>xx m²</td> <td></td> </tr> <tr> <td>Overshading Orientation</td> <td>e.g. None/very little e.g. SE</td> <td></td> </tr> <tr> <td>MCS certificate</td> <td>MCS certificate reference number(s)</td> <td></td> </tr> </table> 10 Supporting documentary evidence Documentary evidence identified in 10.1 and 10.2 is needed to confirm the data values used for any calculations undertaken, manufacturer declarations made, and tests performed as reflected in this As-Built BREL Compliance Report are correct. 10.1 SAP Conformities (as 2011) schedules (documentary evidence) schedules the minimum documentary evidence required. 10.2 Photographic evidence of key stages during construction that confirm the products identified in this BREL are used in this dwelling and workmanship is of sufficient quality to support the calculated values claimed in 2a and 2b. <table> <tr> <td>11 Declarations</td> <td></td> </tr> <tr> <td>a. Assessor Declaration</td> <td>OK</td> </tr> <tr> <td>This declaration by the assessor is confirmation that the contents of this BREL report are a true and accurate reflection based upon the design and construction information submitted for this dwelling for the purpose of carrying out the assessment and that the supporting documentary evidence (identified in 10.1 and 10.2) pursuant to Part L of the Building Regulations 2010 (as amended) has been reviewed in the course of preparing this BREL report.</td> <td></td> </tr> <tr> <td>Signed ____________ Assessor ID ____________ Date ____________ Name ____________</td> <td></td> </tr> <tr> <td>b. Client Declaration</td> <td>OK OR FAIL</td> </tr> <tr> <td>This declaration by the client is confirmation that that the dwelling has been constructed and completed according to the specifications set out in this BREL report, and that photographic evidence of key stages as described in 10.2 have been provided to the Assessor for this dwelling.</td> <td></td> </tr> <tr> <td>Signed ____________ Organisation ____________ Date ____________ Name ____________</td><br/> if not signed OK OR FAIL* </tr> \<page_number>114\</page_number>	ENGLISH
4799-pdf	<img>Ministry of Justice logo</img> <img>NATIONAL STATISTICS logo</img> # Proven Re-offending Statistics Quarterly Bulletin April 2011 to March 2012, England and Wales Ministry of Justice Statistics Bulletin 30 January 2014 # Contents Introduction ..................................................................................................................3 Executive summary.............................................................................................................7 Adult and juvenile offenders...............................................................................................10 Gender ..............................................................................................................................12 Age .................................................................................................................................13 Disposal (sentence) type ....................................................................................................14 Adult offenders discharged from prison or commencing a court order .........................14 Adult offenders discharged from prison ...........................................................................14 Juvenile offenders released from custody ........................................................................15 Adult offenders commencing a court order ........................................................................15 Comparing the effectiveness of sentences ..........................................................................15 Adult offenders by age group .............................................................................................17 Adult offenders by probation trust ..................................................................................17 Index offence ..................................................................................................................18 Previous offences ............................................................................................................19 List of quarterly tables......................................................................................................20 Annex A Interim re-conviction figures for Peterborough and Doncaster Payment by Results pilots..................................................................................................................22 Annex B Glossary of terms .................................................................................................32 Explanatory notes .............................................................................................................41 Contact points ....................................................................................................................42 \<page_number>2\</page_number> Introduction The Proven Re-offending Statistics Quarterly Bulletin provides key statistics on proven re-offending in England and Wales. It gives proven re-offending figures for adult and juvenile offenders, who were released from custody, received a non-custodial conviction at court, received a caution, reprimand or warning, or tested positive for opiates or cocaine between April 2011 and March 2012. A proven re-offence is defined as any offence committed in a one year period following a previous conviction, caution, reprimand or warning in the one year follow-up or within a further six month waiting period to allow the offence to be proven in court. This quarterly bulletin presents the proportion of offenders, who re-offend (proven re-offending rate) and the number of proven re-offences these offenders commit by age group, gender, criminal history and offence type. Also included are proven re-offending rates for serious proven re-offending, different types of sentence, and for individual prisons and probation trusts. Other breakdowns that were previously available in the quarterly bulletin, such as proven re-offending for local authorities, youth offending teams, drug-misusing offenders and prolific and other priority offenders, will be now available only for a calendar year based cohort (January to December) which is published in October. Further information on this change is available in Annex C of the Proven Re-offending Statistics Bulletin, January to December 2011, at the link below: www.gov.uk/government/publications/proven-re-offending-quarterly-january-to-december-2011 Latest figures are provided with comparisons to April 2010 to March 2011 and the year 2000 in order to highlight long-term trends: 2000 is the earliest year for which proven re-offending data exist on a comparable basis. The full set of results is provided separately in Excel tables at: www.gov.uk/government/collections/proven-reoffending-statistics The accompanying ‘Definitions and Measurement’ document, which is available at the same link, provides more detailed information. Users interested in the latest findings from the Peterborough and Doncaster Payment by Results pilots can find the latest interim re-conviction figures in Annex A. \<page_number>3\</page_number> Measuring proven re-offending There is no agreed international standard for measuring and reporting re-offending. An offender’s journey through the criminal justice system can be a complex one; offenders can appear on numerous occasions. Measuring true re-offending is complex. Official records are taken from either the police or courts, but they will underestimate the true level of re-offending because only a proportion of crime is reported and/or detected and not all crimes are recorded on one central system. Furthermore, other methods for measuring re-offending, such as self-report studies, which do not identify the offender, are likely to be unreliable. Therefore, this report aims to estimate proven re-offending for a specified group of offenders using data mainly from the Police National Computer. Since this report measures re-offending on a consistent basis across all groups, it is possible to tailor analysis of re-offending to meet specific requirements. This quarterly bulletin and the accompanying ‘Early estimates of proven re-offending’ present measures on four different levels to meet users’ needs: - The headline measure – this is the overall measure of re-offending and is presented for different demographic groups and by offence. To provide this overview of proven re-offending, offenders are tracked and their proven re-offending behaviour is recorded, taking the first event in the relevant period as the start point and subsequent events as proven re-offences. Users should refer to tables 1 to 11 and 13 to 17 for the headline measure(^1). - A headline measure where the first event is related to criminal justice and offender management – this provides a realistic and relevant view of proven re-offending by disposal (sentence type), prison and probation trust. Offenders are tracked and their proven re-offending behaviour is recorded within each disposal (caution, court order, discharge from prison, etc.) or operational unit (prison or probation trust) taking the first event within each as the start point and subsequent events as re-offences. Users should refer to tables 12 and 18 to 25 for this headline measure(^2). - Early estimates of proven re-offending – these use shorter follow-up and waiting periods, but otherwise measure re-offending in exactly the same way as the headline measure. This provides an earlier indication of proven re-offending trends so offender managers can adjust or build on offender management operational policy. This table is published as management information for probation trusts alongside the accompanying proven re-offending tables. ______________________________________________________________________ (^1) An event is one of the following: a release from custody; convicted at court with a non-custodial sentence; received a caution; reprimand; warning or tested positive for opiates or cocaine. (^2) Tables 4, 7, 9 to 17, 20, 21 and 25 are published annually in October. \<page_number>4\</page_number> - A re-conviction measure for use by payment by results – this is the measure used in the prison pilots where court convictions are more closely associated with costs to the criminal justice system. For more details, please refer to Annex A. For a more detailed explanation, please see the accompanying ‘Definitions and Measurement’ document at: www.gov.uk/government/collections/proven-reoffending-statistics Consultation This quarterly bulletin was developed in response to a consultation in late 2010 and early 2011 by the Ministry of Justice (MoJ) on “Improvements to Ministry of Justice Statistics”. Users The contents of this bulletin will be of interest to Government policy makers, the agencies responsible for offender management at both national and local levels, providers, practitioners and others who want to understand more about proven re-offending. In particular there are two MoJ impact indicators¹ which will be monitored using results from this bulletin: - Adult and juvenile re-offending – the percentage of adult and juvenile offenders who re-offend. - The percentage of adults released from custody who re-offend. Government policy makers also use these statistics to develop, monitor and evaluate key elements of its policies including those on payments by results, legal aid, sentencing guidelines and drug and alcohol policies. Offender management agencies use these statistics to gain a local understanding of the criminal justice system’s overall performance and to highlight best practice. Key users include: the National Offender Management Service, the Youth Justice Board, private and voluntary sector providers of prison and probation services and local authorities. As proven re-offending is related to the characteristics of offenders, the actual rate of proven re-offending will depend, in part, on the characteristics of offenders coming into the system. This bulletin provides data with sufficient information on what the level of re-offending is (e.g. in their local area) and how it is changing over time. Some of the tables in this bulletin also present an adjusted proven re-offending rate to control for differences in the composition of the offender group which can be used by those who want to ______________________________________________________________________ ¹ www.gov.uk/government/publications?department=5&b=5&Du-ministry-of-justice \<page_number>5\</page_number> understand how changes in types of offenders coming through the justice system drive re-offending rates. This bulletin is published alongside four inter-related bulletins: - Offender Management Statistics Quarterly Bulletin, July to September 2015, England and Wales: provides key statistics relating to offenders who are in prison or under Probation Service supervision. It covers flows into these services (receptions into prison or probation starts) and flows out (discharges from prison or probation terminations) as well as the caseload of both services at specific points in time. It also includes information on returns to custody following recall. - Safety in Custody Statistics Quarterly update to September 2013, England and Wales: provides statistics on death, self harm and assault incidents whilst in prison custody. - Youth Justice Statistics 2012/13, England and Wales: this cross-cutting publication brings together statistics from across the Youth Justice System, many of which have already been published separately. - Experimental statistics from the 2013 MoJ/DWP/HMRC data share: Linking data on offenders from MoJ with benefit, employment and income data from DWP and HMRC. Taken together, these publications present users with a more coherent overview of offender management, re-offending among adults and young people, the youth justice system and the safety of offenders whilst in prison custody. Additional analyses on proven re-offending that are not covered by this bulletin are presented in the ‘Compendium of re-offending statistics and analysis’. The 2013 edition of this publication, which was published by the MoJ on 11 July 2013, includes a comprehensive analysis on the impact of sentencing on proven re-offending for adult offenders. www.gov.uk/government/publications/2013-compendium-of-re-offending-statistics-and-analysis If you have any feedback, questions or requests for further information about this statistical bulletin, please direct them to the appropriate contact given at the end of this report. \<page_number>6\</page_number> # Executive summary This report provides key statistics on proven re-offending in England and Wales. It gives proven re-offending figures for adult and juvenile offenders\\textsuperscript{1} who were released from custody, received a non-custodial conviction at court, received a caution, reprimand or warning, or tested positive for opiates or cocaine between April 2011 and March 2012. A proven re-offence is defined as any offence committed in a one year follow-up period that leads to a court conviction, caution, reprimand or warning in the one year follow-up. Following this one year follow-up, a further six month waiting period is allowed for the offence to be proven in court. Overall - adult and juvenile offenders Between April 2011 and March 2012, around 600,000 adult and juvenile offenders\\textsuperscript{2} were caulkioned\\textsuperscript{3}, convicted (excluding immediate custodial sentences) or released from custody\\textsuperscript{4}. Around 160,000 of these offenders committed a proven re-offence within a year. This gives an overall proven re-offending rate of 26.5%, representing a small drop of 0.3 percentage points compared to the previous 12 months and a slight fall of 1.4 percentage points since 2000. Since 2000, the overall proven re-offending rate for adult and juvenile offenders has remained fairly stable, fluctuating between around 26% and 29% (Table 1). In total, around 460,000 proven re-offences were committed over the one year follow-up period, with those that re-offended committing, on average, 2.9 re-offences each (both adults and juveniles) (Table 1). Unsurprisingly, offenders with 11 or more previous offences have a higher re-offending rate than those with no previous offences – 47.5% compared to 10.8% in the most recent figures and the same pattern can be seen for previous years (Table 6c). Serious re-offences: less than 1% of all proven re-offences committed over the one year follow-up period were serious violent or sexual offences with very little change since 2000 (Table 8). ______________________________________________________________________ \\textsuperscript{1} A certain proportion of offenders who could not be matched to the Police National Computer (PNC) are excluded from the offender cohort. Therefore, this number does not represent all proven offenders. Please refer to the methodology section of this bulletin for further information about how we calculate our figures. www.gov.uk/government/collections/proven-reoffending-statistics. This means that the number of offenders in this bulletin will be different from the numbers published in the Offender Management Quality Assurance Report (OMQAR), which includes all offenders who have been recorded as having committed an offence in the PNC. www.gov.uk/government/collections/offender-management-statistics-quarterly and the Criminal Justice Statistics report available at www.gov.uk/government/collections/criminal-juice-statistics-quarterly. \\textsuperscript{2} Includes those who tested positive for opiates or cocaine. \\textsuperscript{3} Also includes those who tested positive for opiates or cocaine. \<page_number>7\</page_number> Adult offenders Around 530,000 adult offenders were cautioned, convicted or released from custody between April 2011 and March 2012 and around 130,000 of them committed a re-offence. This gives a proven re-offending rate of 25.3%. Compared to the previous 12 months, the rate has not changed, but, since 2000, it has seen a slight fall of 0.9 percentage points. Proven re-offending rates for adult offenders have remained fairly flat since 2000 fluctuating between around 25% and 28% (Table 1). Adult offenders released from custody The proven re-offending rate for adult offenders released from custody between April 2011 and March 2012 was 45.8%, a fall of 1.5 percentage points compared to the previous 12 months and a fall of 3.6 percentage points since 2000. Adult offenders who served sentences of less than 12 months had re-offended at a rate of 7.7% compared to 34.4% of those who served sentences of 12 months or more. Since 2005, the overall rate for those released from custody has remained relatively stable at around 46% to 49%. The trends for those released from short and long sentences have both also remained broadly flat since 2005 and are consistent with the overall trend. The rate for those released from short sentences has been consistently higher compared to those released from longer sentences (Table 1a). Adult offenders starting a court order The proven re-offending rate for adult offenders starting a court order (Community Order or Suspended Sentence Order) was 34.0%, a small drop of 0.2 percentage points compared to the previous 12 months and down 3.9 percentage points since 2000 (Table 18a). Juvenile offenders Around 71,000 juvenile offenders were cautioned, convicted or released from custody between April 2011 and March 2012 and around 25,000 of them committed a re-offence. This gives a proven re-offending rate of 35.5%, down 0.3 percentage points from the previous 12 months. While the rate has seen an overall increase of 1.8 percentage points since 2000, the cohort has changed considerably over this time; it has almost halved in size due to a substantial reduction in the number of first time entrants to the criminal justice system and, as such, is comprised of offenders whose characteristics mean that they are more likely to re-offend than those in the 2000 cohort. A first time entrant is an offender who has received their first reprimand, warning, caution or conviction for an offence (Table 1). Juvenile offenders released from custody The proven re-offending rate for juvenile offenders released from custody between April 2011 and March 2012 was 69.3%. This represents a fall of 3.3 percentage points compared to the previous 12 months and a fall of 7.5 percentage points since 2000 (Table 19b). ______________________________________________________________________ (^{1}) Excludes indeterminate sentences for public protection and life sentence prisoners. \<page_number>8\</page_number> Table E1: Overview – latest 12 month period compared to the previous 12 month period and 2000 <table> <tr> <td></td> <td>12 months</td> <td>12 months</td> <td>Percentage change</td> <td>Percentage change</td> </tr> <tr> <td></td> <td>March 2000</td> <td>March 2011</td> <td>from March 2000 to March 2011</td> <td>from March 2011 to March 2012</td> </tr> <tr> <td>All offenders</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Proportion of offenders who re-offend (%)</td> <td>37.8</td> <td>36.8</td> <td>26.5</td> <td>-1.4%</td> <td>-0.3%</td> </tr> <tr> <td>Average number of no-offenses per re-offender</td> <td>3.37</td> <td>2.88</td> <td>2.90</td> <td>-13.3% ↓</td> <td>-0.8% ↑</td> </tr> <tr> <td>Proportion of offenders who re-offend - Adjusted to baseline¹ (%)</td> <td>37.8</td> <td>37.8</td> <td>37.8</td> <td></td> <td></td> </tr> <tr> <td>Average number of no-offenses per offender</td> <td>1.94</td> <td>0.77</td> <td>0.77</td> <td>-16.7% ↓</td> <td>-0.3% ↓</td> </tr> <tr> <td>Number of offenders in cohort</td> <td>579,465</td> <td>450,465</td> <td>465,663</td> <td>-20.1% ↓</td> <td>-0.2% ↓</td> </tr> <tr> <td>Number of re-offenders</td> <td>171,955</td> <br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br>                                                             \|<table cellspacing="0" cellpadding="0"><tbody rel="tooltip"><tr rel="tooltip"><th colspan="2">All offenders - Proportion of offenders who re-offend (%) - Average number of no-offenses per re-offender - Proportion of offenders who re-offend - Adjusted to baseline (%) - Average number of no-offenses per offender - Number of offenders in cohort - Number of re-offenders - Number of offenders in cohort - Proportion of offenders who re-offend (%) - Average number of no-offenses per re-offender - Proportion of offenders who re-offend - Adjusted to baseline (%) - Average number of no-offenses per offender - Number of offenders in cohort - Number of re-offenders - Number of offenders in cohort - Proportion of offenders who re-offend (%) - Average number of no-offenses per re-offender - Proportion of offenders who re-offend - Adjusted to baseline (%) - Average number of no-offenses per offender - Number of offenders in cohort - Number of re-offenders - Number of offenders in cohort - Proportion of offenders who re-offend (%) - Average number of no-offenses per re-offender - Proportion of offenders who re-offend - Adjusted to baseline (%) - Average number of no-offenses per offender - Number of offenders in cohort - Number of re-offenders - Number of offenders in cohort - Proportion of offenders who re-offend (%) - Average number of no-offenses per re-offender - Proportion of offenders who re-offend - Adjusted to baseline (%) - Average number of no-offenses per offender - Number of offenders in cohort - Number of re-offenders - Number of offenders in cohort - Proportion of offenders who re-offend (%) - Average number of no-offenses per re-offender - Proportion of offenders who re-offend - Adjusted to baseline (%) - Average number of no-offenses per offender - Number of offenders in cohort - Number of re-offenders - Number of offenders in cohort - Proportion of offenders who re-offend (%) - Average number of no-offenses per re-offender - Proportion of offenders who re-offend - Adjusted to baseline (%) - Average number of no-offenses per offender - Number of offenders in cohort - Number of re-offenders - Number of offenders in cohort - Proportion of offenders who re-offend (%) - Average number of no-offenses per re-offender - Proportion of offenders who re-offend - Adjusted to baseline (%) - Average number of no-offenses per offender - Number of offenders in cohort - Number of re-offenders - Number of offenders in cohort - Proportion of offenders who re-offend (%) - Average number of no-offenses per re-offender - Proportion of offenders who re-offend - Adjusted to baseline (%) - Average number of no-of Overall - adult and juvenile offenders (Table 1) Adult offenders accounted for 88% (around 530,000) of the April 2011 to March 2012 offender cohort, and juvenile offenders, 12% (around 71,000). Around 130,000 of all adult offenders were proven to have committed a re-offence within a year. This gives a proven re-offending rate of 25.3% which represents no change compared to the previous 12 months. Since 2000, there has been little change in this rate, as illustrated in Figure 1. Over this time it has ranged from 25% to 28%. The proven re-offending rate for juvenile offenders is higher, but in the last 12 months it has decreased slightly from 35.8% in the 12 months ending March 2011 to 35.5% in the 12 months ending March 2012, a drop mainly driven by a decrease in the rate for 15 to 17 year olds. Since 2000, the rate has remained fairly flat at around 34% to 36%. While the rate has seen an increase since 2000, the total number of juvenile offenders in the cohort has fallen by 49%. This is in line with the pattern of first time entrants to the criminal justice system where the number of young people receiving their first reprimand, warning or conviction has also decreased thus leaving those who do offend more likely to be caught and prosecuted than before they offend. More information on first time entrants for both adults and juveniles can be found in the ‘Criminal Justice Statistics Quarterly Bulletin’ at: www.gov.uk/government/collections/criminal-justice-statistics-quarterly \<page_number>10\</page_number> Figure 1: Proportion of adult and juvenile offenders in England and Wales who commit a proven re-offence, 2000, 2002 to 12 months ending March 2012<sup>1,2</sup> <img> A line graph showing the proportion of offenders who committed a proven re-offence over time. The x-axis represents years from 2000 to 2012. The y-axis represents the proportion of offenders who committed a proven re-offence, ranging from 0% to 40%. There are three lines representing different groups: - Adult (solid line) - Juvenile (dashed line) - All (dotted line) The data points for each group are connected by lines. Legend: Adult Juvenile All </img> 1. Data are not available for 2001 due to a problem with archived data on Court Orders 2. For 2008 to 2013, data are for the 12 months ending March \<page_number>11\</page_number> Gender (Table 2) In the April 2011 to March 2012 cohort, 81% were male and 19% were female – a gender split that has changed little over the years since 2000. Male offenders from the April 2011 to March 2012 cohort, re-offended at a higher rate of 28.3% compared to female offenders who re-offended at a rate of 18.7%, and, as shown in Figure 2, both rates have remained broadly stable since 2000. Between 2000 and 2012, months ending March 2012, the proven re-offending rate for male offenders decreased by 1.2 percentage points, and, over the same period, the rate for female offenders saw a slightly larger decrease of 1.7 percentage points. Figure 2: Proportion of adult and juvenile offenders in England and Wales who commit a proven re-offence, by gender, 2000, 2002 to 12 months ending March 2012 <img> A bar chart showing the proportion of adult and juvenile offenders in England and Wales who commit a proven re-offence, by gender, from 2000 to 2012. The x-axis represents the years: 2000, 2001, 2002, 2003, 2004, 2005, 2006, 2007, 2008, 2009, 2010, 2011, and 2012. The y-axis represents the proportion of offenders who re-offend as a whole. There are two sets of bars for each year: - Grey bars represent female offenders. - Black bars represent male offenders. For example, in 2012, the grey bar shows that around 18% of female offenders re-offended, while the black bar shows that around 35% of male offenders re-offended. Legend: Male \| Female </img> <sup>1</sup>Data are not available for 2031 due to a problem with archived data on Court Orders <sup>2</sup>For 2006 to 2017; data are for the 12 months ending March \<page_number>12\</page_number> Age (Table 3) Since 2000, the proven re-offending rate for offenders aged 15 to 17 has been consistently higher than the rates for offenders in other age groups. In the 12 months ending March 2012, the rate for offenders in this age group decreased for the first time in four years – it fell from 36.7% (the highest level since 2000) in the previous 12 months to 35.8%. At 34.5%, rates for 10 to 14 year olds from the April 2011 to March 2012 cohort are the second highest and, along with those for those aged 35 and over, have reached their highest levels since 2000. Compared to 2000, the proven re-offending rate for offenders in the cohort for April 2011 to March 2012 rose for 10 to 14 year olds and for those aged 30 and over, but fell for offenders aged 15 to 29. Figure 3 shows that the proven re-offending rate for those aged 18 and over generally falls with increasing age. Figure 3: Proportion of adult and juvenile offenders in England and Wales who commit a proven re-offence, by age, 2000, 2010 and 12 months ending March 2012 \<page_number>13\</page_number> 1. For 2011 and 2012, data are for the 12 months ending March Disposal (sentence) type Adult offenders discharged from prison or commencing a court order (Table 18a) Between April 2011 and March 2012, around 190,000 adult offenders were discharged from prison or commenced a court order. Around 67,000 of these offenders were proven to have committed a re-offence within a year. This gives a proven re-offending rate of 35.6%. Since 2005, the rate has remained fairly flat at around 36% to 38%. Adult offenders discharged from prison (Table 19a) Between April 2011 and March 2012, around 60,000 adult offenders were discharged from prison and around 28,000 of these (45.8%) were proven to have committed a re-offence within a year. While the rate has decreased by 3.6 percentage points since 2000, it has remained fairly stable since 2005. Around half of the adult offenders discharged from prison between April 2011 and March 2012 were released from a custodial sentence of less than 12 months. These offenders had a proven re-offending rate of 57.7% compared to 34.4% for those who served sentences of 12 months or more. Since 2005, the overall rate for those released from custody has remained broadly stable and the rate for those released from short sentences has been consistently higher compared to those released from long sentences, as shown in Figure 4. \<page_number>14\</page_number> Figure 4: Proportion of adult offenders discharged from prison who commit a proven re-offence, by custodial sentence length, 2000, 2002 to 12 months ending March 2012<sup>1,2</sup> <img> A line graph showing the proportion of offenders discharged from prison who committed a proven re-offence, by custodial sentence length, from 2000 to 2012. The x-axis shows years from 2000 to 2012. The y-axis shows percentages of offenders discharged from prison who committed a proven re-offence, ranging from 0% to 70%. Legend: - Last Base 15 months - 40 months or more - 35 months or more - 30 months or more - 25 months or more - 20 months or more - 15 months or more - Less than 15 months - Custody </img> <sup>1</sup> Data are not available for 2011 due to problems with unlinked data on Court Orders. <sup>2</sup> For 2009 to 2012, data are for the 12 months ending March. Juvenile offenders released from custody (Table 19b) Between April 2011 and March 2012, around 2,000 juvenile offenders were released from custody and around 1,400 of these (69.3%) were proven to have committed a re-offence within a year. This represents a fall of 3.3 percentage points compared to the previous 12 months and fall of 7.5 percentage points since 2000. Adult offenders commencing a court order (Table 18a) Between April 2011 and March 2012, around 140,000 adult offenders started a court order and around 47,000 of these (34.0%) committed a proven re-offence within a year. Comparing the effectiveness of sentences Proven re-offending rates by index disposal (sentence type) should not be compared to assess the effectiveness of sentences, as there is no control for known differences in offender characteristics and the type of sentence given. The '2013 Compendium of Re-offending Statistics and Analysis' compares like-for-like offenders which enables a more reliable comparison of proven re-offending rates between offenders receiving different sentences. \<page_number>15\</page_number> The findings from the Compendium show that offenders sentenced to less than 12 months in custody had a higher proven re-offending rate than similar, matched offenders receiving: - a community order - 6.4 percentage points for 2010; - a suspended sentence order - 8.6 percentage points for 2010; - a 'court order' (either a community order or a suspended order) - 6.8 percentage points for 2010. Non-custodial sentences were also compared: - Suspended sentence orders had a lower re-offending rate than community orders (3.2 percentage points for 2010); - Community orders had a higher re-offending rate than fines, though the difference was small (0.9 percentage points in 2010); - Conditional discharges had a lower re-offending rate than: Community orders (5.1 percentage points for 2010); and Fines (5.5 percentage points for 2010). www.gov.uk/government/publications/2013-compendium-of-re-offending-statistics-and-analysis \<page_number>16\</page_number> Adult offenders by individual prison (Tables 22a and b) Among prisons which discharged 30 or more offenders between April 2011 and March 2012, proven re-offending rates varied considerably from 12.1% to 80.0% for offenders with a sentence of less than 12 months and from 3.4% to 64.9% for offenders with a sentence of 12 months or more. A large part of this variability reflects the mix of offenders who are held in different prisons and, therefore, comparisons between prisons should not be made using these raw re-offending rates. To account for this variability in the mix of prisoners, a model has been developed to help explain if re-offending rates are affected by the specific prison they are discharged from or if the rate of re-offending reflects the mix of offenders. For example, a group of prisoners with a high number of previous offences were more likely to re-offend than a group with a low number of previous offences. Less than 12 month sentences Among prisons discharging offenders serving sentences of less than 12 months, four prisons (Ford, Lewell, Standford Hill and Usk/Prescod) had significantly lower proven re-offending rates than expected and two (Hindley and Welling) had significantly higher. 12 month or more sentences Among prisons discharging offenders serving sentences of 12 months or more, four prisons had significantly lower proven re-offending rates (Canterbury, East Sutton Park, Grendon/Spring Hill and Latchmere House) than expected and none had significantly higher. Adult offenders by probation trust (Table 24) Offenders given a court order are managed by the Probation Service which comprises 35 probation trusts. Proven re-offending rates for these offenders are presented by probation trust in Table 24. This takes the first court order commencement from within each probation trust as the start point for measuring re-offending and subsequent events as proven re-offences. Proven re-offending rates varied considerably between probation trusts from 26.7% to 43.1%. A large part of this variability reflects the mix of offenders who are given a court order and, therefore, comparisons between probation trusts should not be made using these raw re-offending rates. For probation trusts an adjusted proven re-offending rate to control for differences in the composition of the offender group in each trust has been developed from the national model. Seven probation trusts showed significantly lower proven re-offending rates than expected. These were Gloucestershire, Hampshire, London, Northamptonshire, South Yorkshire, \<page_number>17\</page_number> Staffordshire and West Midlands and York and North Yorkshire. None showed significantly higher proven re-offending rates than expected. Index offence (Table 5c) The offence that leads to an offender being included in the offender cohort is called the index offence. In the April 2011 to March 2012 cohort, offenders with an index offence of 'Theft' had the highest proven re-offending rate of 40.0%. This was closely followed by those with an index offence of 'Robbery' with a rate of 37.5%. Those with the lowest rate (excluding the 'Other' category) had an index offence of 'Fraud' and re-offended at a rate of 11.4%. Additionally, with a fall of 10.3 percentage points, the 'Fraud' index offence category saw the largest decrease between 2008 and the 12 months ending March 2012. In contrast, the largest increase over the same period occurred for those with an index offence of 'Public Order'. Figure 5: Proportion of adult and juvenile offenders in England and Wales who commit a proven re-offence, by index offence, 12 months ending March 2012 <img> A bar chart showing the proportion of adult and juvenile offenders who committed a proven re-offence, by index offence, 12 months ending March 2012. The y-axis shows the proportion as a percentage. The x-axis lists the index offences: Fraud, Theft, Fraud - Drug Use, Public Order, Fraud - Other, Fraud - Drug Use - Other, Fraud - Drug Use - Other - Other, Fraud - Drug Use - Other - Other - Other, Fraud - Drug Use - Other - Other - Other - Other, Fraud - Drug Use - Other - Other - Other - Other - Other, Fraud - Drug Use - Other - Other - Other - Other - Other - Other, Fraud - Drug Use - Other - Other - Other - Other - Other - Other - Other, Fraud - Drug Use - Other - Other - Other - Other - Other - Other - Other - Other, Fraud - Drug Use - Other - Other - Other - Other - Other - Other - Other - Other, Fraud - Drug Use - Other - Other - Other - Other - Other - Other - Other - Other, Fraud - Drug Use - Other - Other - Other - Other - Other - Other - Other - Other, Fraud - Drug Use - Other - Other - Other - Other - Other - Other - Other - Other, Fraud - Drug Use - Other - Other - Other - Other - Other - Other - Other. For each index offence, there are two bars representing adult and juvenile offenders. The legend indicates that the left bar represents adults and the right bar represents juveniles. The y-axis ranges from 0% to 45%. The x-axis labels are: Fraud, Theft, Fraud (Drug Use), Public Order, Fraud (Other), Fraud (Drug Use) (Other), Fraud (Drug Use) (Other) (Other), Fraud (Drug Use) (Other) (Other) (Other), Fraud (Drug Use) (Other) (Other) (Other) (Other), Fraud (Drug Use) (Other) (Other) (Other) (Other) (Other), Fraud (Drug Use) (Other) (Other) (Other) (Other) (Other) (Other), Fraud (Drug Use) (Other) (Other) (Other) (Other) (Other) (Other) (Other), Fraud (Drug Use) (Other) (Other) (Other) (Other) (Other) (Other) (Other). Legend: ■ Adult ■ Juvenile </img> \<page_number>18\</page_number> Previous offences (Table 6a, b and c) Generally, offenders with a large number of previous offences have a higher rate of proven re-offending and this is true for both adults and juveniles. In the April 2011 to March 2012 cohort, the proven re-offending rates ranged from 10.8% for offenders with no previous offences to 47.5% for offenders with 11 or more previous offences. Between 2000 and the 12 months ending March 2012, the largest decrease in the proven re-offending rate was among offenders with one or two previous offences. Adult offenders with 11 or more previous offences represented just under a third of all adult offenders in the April 2011 to March 2012 cohort, but committed two thirds of all adult proven re-offences. Juvenile offenders with 11 or more previous offences had a proven re-offending rate of 76.1%. This group make up only 6% of all juvenile offenders, but committed a fifth (20%) of all juvenile proven re-offences. Figure 6: Proportion of adult and juvenile offenders in England and Wales who commit a proven re-offence, by previous offence band, 12 months ending March 2012 <img> A bar chart showing the proportion of offenders who committed a proven re-offence, by previous offence band. The x-axis shows five categories: No previous offences, Between 1 and 2, Between 3 and 4, Between 7 and 10, 11 or more. The y-axis shows the proportion of offenders who committed a proven re-offence (%). For 'No previous offences', the proportion is approximately 15% for adults and around 30% for juveniles. For 'Between 1 and 2', the proportion is approximately 20% for adults and around 35% for juveniles. For 'Between 3 and 4', the proportion is approximately 30% for adults and around 45% for juveniles. For 'Between 7 and 10', the proportion is approximately 35% for adults and around 55% for juveniles. For '11 or more', the proportion is approximately 45% for adults and around 65% for juveniles. Legend: Adult (■) Juvenile (□) </img> \<page_number>19\</page_number> List of quarterly tables Proven re-offending – overview Table 1 Summary proven re-offending data, by adults and juveniles 2000, 2002 to March 2012 Table 2 Proven re-offending data, by gender, 2000, 2002 to March 2012 Table 3 Proven re-offending data, by age, 2000, 2002 to March 2012 -------------------Table 4 is published annually in October------------------- Table 5a Adult proven re-offending data, by index offence (based on new ONS crime classifications), 2000, 2002 to March 2012 Table 5b Juvenile proven re-offending data, by index offence (based on new ONS crime classifications), 2000, 2002 to March 2012 Table 5c Adult and juvenile proven re-offending data, by index offence (based on new ONS crime classifications), 2000, 2002 to March 2012 Table 6a Adult proven re-offending data, by number of previous offences, 2000, 2002 to March 2012 Table 6b Juvenile proven re-offending data, by number of previous offences, 2000, 2002 to March 2012 Table 6c Adult and juvenile proven re-offending data, by number of previous offences, 2000, 2002 to March 2012 -------------------Table 7 is published annually in October------------------- Table 8 Serious proven re-offending data, 2000, 2002 to March 2012 -------------------Tables 9 to17 are published annually in October------------------- Proven re-offending by index disposal, probation trust and prison Table 18a Adult proven re-offending data, by index disposal, 2000, 2002 to March 2012 Table 18b Juvenile proven re-offending data, by index disposal, 2000, 2002 to March 2012 Table 19a Adult proven re-offending data, by custodial sentence length, 2000, 2002 to March 2012 \<page_number>20\</page_number> Table 19b Juvenile proven re-offending data, by custodial sentence length, 2000, 2002 to March 2012 Tables 20 and 21 are published annually in October Table 22a Proven re-offending of adult offenders given sentences of less than 12 months, by individual prison, based on first discharge from each prison, 2007 to March 2012 Table 22b Proven re-offending of adult offenders given sentences of 12 months or more, by individual prison, based on first discharge from each prison, 2007 to March 2012 Table 23 Juvenile proven re-offending data, by individual prison or secure accommodation, based on first discharge from each prison or secure accommodation, 2007 to March 2012 Table 24 Adult proven re-offending data by probation trust based on first commencement from each trust, 2005 to March 2012 Table 25 is published annually in October \<page_number>21\</page_number> Annex A Interim re-conviction figures for Peterborough and Doncaster Payment by Results pilots Background The Ministry of Justice (MoJ) published “Breaking the Cycle: Effective Punishment, Rehabilitation and Sentencing of Offenders” in December 2010. This Green Paper included a commitment for the MoJ to commission a series of initial ‘payment by results’ (PbR) pilot projects to test the principle that PbR can result in service improvements by delivering better outcomes for the public at the same or less cost. The MoJ currently has two prison based PbR pilots operating in HMP Peterborough and HMP Doncaster. The Peterborough pilot began on 9 September 2010 and the Doncaster pilot on 1 October 2011. There are a number of differences in the design of the two pilots to enable different PbR approaches to be tested. These differences (as set out below in the methodology section and also in Table A1 of the Appendix) mean that the interim figures for the two pilots cannot be directly compared. The final results for both pilots will be based on a 12 month re-conviction measure which counts offences committed in the 12 months following release from prison, and resulting in conviction at court either in those 12 months or in a further 6 month period (allowing time for cases to progress through the courts). As a consequence, data from these pilots will not be available until summer 2014 (for cohort¹ of both pilots, with final results for subsequent cohorts to follow in later years). However, given the high level of public interest in relation to the reforms set out in the MoJ publication “Transforming Rehabilitation – a strategy for reform”, the MoJ began publishing interim re-conviction figures for both of these pilots from January 2013, giving the earliest opportunity after MoJ statisticians judged the number of offenders being reported on to be large enough to provide robust interim figures. These figures are updated in this dedicated annex to each edition of the MoJ’s quarterly Proven Re-offending Statistics bulletin. ______________________________________________________________________ ¹ A cohort is the group of offenders included in the pilot, and for whom the reduction in re-convictions will be measured. See Table A1 in the Appendix for more details on which offenders are included in the cohorts. \<page_number>22\</page_number> Methodology Offenders enter the PbR pilots after their first eligible release from the prison within the cohort period. For Peterborough, cohort 1 closed at the end of the month in which the 1000th eligible offender was released. For the purposes of this statistical bulletin, cohort 1 is all eligible offenders released between 9 September 2010 and 1 July 2012. For Doncaster, cohort 1 includes all eligible offenders released from 1 October 2011 to 30 September 2012. Both PbR prison pilots use a 12 month re-conviction measure which differs from the National Statistics proven re-offending measure. The key difference is that re-convictions only count offences for which the offender was convicted at court, whereas the National Statistics proven re-offending measure also includes out of court disposals (cautions). However, the time periods used for both measures are the same – offences committed within 12 months of release from prison and convicted at court (or cautioned for the proven re-offending measure) or those in a further 6 month period (allowing time for cases to progress through the courts). There are a number of differences in the design of the two pilots to enable different PbR approaches to be tested. The Peterborough pilot includes offenders released from custodial sentences of less than 12 months, whereas the Doncaster pilot includes offenders released from custodial sentences of any length. Although both pilots will be assessed using a 12 month re-conviction measure, the exact measures used are different in the two pilots (see the next section. Final re-conviction measures, for more details). Additionally, there are a number of other differences between the pilots and the National Statistics proven re-offending measure in terms of which offenders are counted within the cohort. These differences were set out in the PbR contracts; see Table A1 in the Appendix for more details. Final (outcome) re-conviction measures for the prison pilots For Peterborough prison the outcome measure is the frequency of re-conviction events\\textsuperscript{5} (based on offences committed within 12 months of release from prison and convicted at court within those 12 months or a further 6 month period). This is often referred to as a frequency measure. Success of each Peterborough cohort will be determined by comparison with a control group (of comparable offenders from across the country), and the results will be published separately. For Doncaster prison the outcome measure is the proportion of offenders who commit one or more offences in the 12 months following release from prison and are convicted at court in those 12 months or in a further 6 months. \\textsuperscript{5} If an offender is re-convicted of multiple offences on one sentencing occasion, this counts as one re-conviction event. \<page_number>23\</page_number> This is often referred to as a binary measure. Success will be determined by comparison with the re-conviction rate in the baseline year of 2009. Interim re-conviction measures for the prison pilots In publishing these interim figures MoJ aims to give the most useful figures for as much of each cohort as possible at each point in time. Initially, this is done by providing figures based on periods half the length of those that will be used for the final results, for an increasing proportion of each cohort. These cover offences committed in the 6 months following release from prison, and resulting in conviction at court either in those 6 months or in a further 3 month period (allowing time for cases to progress through the courts). Subsequently, when the data become available, we provide figures based on the full period used for the final results: covering offences committed in the 12 months following release from prison, and resulting in conviction at court either in those 12 months or in a further 6 month period, again for an increasing proportion of the cohort. These figures are updated on a quarterly basis. See Table A3 in the Appendix for a timeline of the publication of these results. The figures for Peterborough in this bulletin are 12 month re-conviction figures. They cover offenders released in the first 19 months of the cohort 1 period (the full cohort comprises 22 months). For Doncaster, the figures presented here show 12 month re-conviction rates for the first time. They cover offenders released in the first 6 months of the cohort 1 period (the full cohort comprises 12 months). Interpreting interim re-conviction figures The interim re-conviction figures presented in this statistical bulletin give an indication of progress in the pilots to date. However, care should be taken when interpreting these interim figures for the following reasons: - Figures for both pilots are based on incomplete cohorts; - For the Peterborough pilot, success will be determined based on comparison with a control group of comparable offenders from across the country, which is not available for these interim results; Users should therefore be aware that the figures presented provide our best assessment of change at this point in time. The final results will be available in summer 2014. \<page_number>24\</page_number> Results Peterborough The interim figures presented in this statistical bulletin are 12 month re-conviction figures for offenders released from Peterborough in the first 19 months of the cohort 1 period (the full cohort comprises 22 months). For comparison, we have provided equivalent figures for the five years prior to the pilots¹⁰. Success of the Peterborough pilot will be measured against a control group of similar offenders released from other prisons, with the target met if the frequency of re-conviction events is 10% lower for the Peterborough cohort than for the control group. It is not possible to replicate that comparison for these interim figures. Instead, in order to provide some context for the Peterborough figures, we have provided equivalent national figures for the same periods. The national figures are based on other local¹¹ prisons which exclude Peterborough and Doncaster. ______________________________________________________________________ ¹⁰ Figures for Sep09-Jun11 overlap with the pilot cohort’s period here therefore they should not be used as a baseline for comparison. They have been included in this published figure for transparency. ¹¹ Strict HMIP definition of local prison states that the underlying characteristics of the prison and its offenders will be more similar to those of local prisons. See Annex D for a definition of local prison. \<page_number>25\</page_number> Table 1 and Figure 1: Peterborough (and national equivalent) interim re-conviction figures using a partial (19 month) cohort and a 12 month re-conviction period <table> <thead> <tr> <th rowspan="2">Discharge Period</th> <th colspan="3">Peterborough</th> <th colspan="3">National</th> </tr> <tr> <th>No. of offenders</th> <th>Re-conviction Rate</th> <th>Frequency of re-conviction events per 100 offenders</th> <th>No. of Re-conviction offenders</th> <th>Re-conviction Rate</th> <th>Frequency of re-conviction events per 100 offenders</th> </tr> </thead> <tbody> <tr> <td>Sep05-Mar'07</td> <td>868</td> <td>56.8%</td> <td>143</td> <td>29,373</td> <td>57.0%</td> <td>133</td> </tr> <tr> <td>Sep06-Mar'08</td> <td>868</td> <td>56.8%</td> <td>154</td> <td>29,373</td> <td>57.0%</td> <td>142</td> </tr> <tr> <td>Sep07-Mar'09</td> <td>980</td> <td>54.8%</td> <td>153</td> <td>32,758</td> <td>56.8%</td> <td>146</td> </tr> <tr> <td>Sep08-Mar'10</td> <td>980</td> <td>54.8%</td> <td>163</td> <td>32,758</td> <td>55.3%</td> <td>146</td> </tr> <tr> <td>Sep09-Mar'11</td> <td>845</td> <td>52.9%</td> <td>151</td> <td>30,525</td> <td>55.8%</td> <td>155</td> </tr> <tr> <td>Sep10-Mar'12</td> <td>844</td> <td>53.1%</td> <td>148</td> <td>29,798</td> <td>56.7%</td> <td>160</td> </tr> </tbody> </table> <img>A bar chart showing the frequency of re-conviction events per 100 offenders over time for Peterborough and the national average. The x-axis shows different cohorts: Sep05-Mar'07, Sep06-Mar'08, Sep07-Mar'09, Sep08-Mar'10, Sep09-Mar'11, Sep10-Mar'12. The y-axis shows the frequency of re-conviction events per 100 offenders ranging from 0 to 180. For each cohort, there are two bars: one for Peterborough (light blue) and one for the national average (dark red). The values for Peterborough are approximately: Sep05-Mar'07 - 143, Sep06-Mar'08 - 154, Sep07-Mar'09 - 153, Sep08-Mar'10 - 163, Sep09-Mar'11 - 151, Sep10-Mar'12 - 148. The values for the national average are approximately: Sep05-Mar'07 - 29,373, Sep06-Mar'08 - 29,373, Sep07-Mar'09 - 32,758, Sep08-Mar'10 - 32,758, Sep09-Mar'11 - 30,525, Sep10-Mar'12 - 29,798.</img> <img>A legend indicating that the light blue bars represent Peterborough and the dark red bars represent the national average.\* Table 1 above shows that for offenders released from Peterborough between 9 September 2010 and 31 March 2012 (the first 19 months of cohort 1), there were an average of 148 re-conviction events per 100 offenders. This compares to an average of 163 re-conviction events per 100 offenders released from Peterborough between September 2008 and March 2010; a fall of 9%. Nationally, the equivalent figures show a rise of 10% from 146 to 160 re-conviction events per 100 offenders. These interim figures show a fall in the frequency of re-conviction events at Peterborough while nationally there has been a substantial rise which is our best assessment of change at this point in time (see the section Interpreting interim re-conviction figures). The final results will be available in summer 2014. \<page_number>26\</page_number> Doncaster The interim figures presented in this statistical bulletin are 12 month re-conviction figures for offenders released from Doncaster in the first 6 months of the cohort 1 period (the full cohort comprises 12 months). For comparison, we have provided equivalent figures for the five years prior to the pilot and equivalent national figures for the same periods. The national figures are based on other local¹ prisons which exclude Peterborough and Doncaster. Success of the Doncaster pilot will be measured against a baseline of calendar year 2009, with the target met if the re-conviction rate for cohort 1 is 5 percentage points lower than it was in 2009. Table 2 and Figure 2: Doncaster (and national equivalent) Interim 12-month re-conviction figures for offenders released in the first 6 months of the cohort 1 period <table> <thead> <tr> <th>Discharge Period</th> <th colspan="2">Doncaster</th> <th colspan="2">National</th> </tr> <tr> <th></th> <th>No. of offenders</th> <th>Re-conviction Rate</th> <th>No. of offenders</th> <th>Re-conviction Rate</th> </tr> </thead> <tbody> <tr> <td>Oct06-Mar07</td> <td>739</td> <td>59.7%</td> <td>12,585</td> <td>56.9%</td> </tr> <tr> <td>Oct07-Mar08</td> <td>636</td> <td>63.7%</td> <td>13,868</td> <td>58.0%</td> </tr> <tr> <td>Oct08-Mar09</td> <td>689</td> <td>64.4%</td> <td>14,234</td> <td>57.8%</td> </tr> <tr> <td>Oct09-Mar10</td> <td>718</td> <td>57.7%</td> <td>14,184</td> <td>55.6%</td> </tr> <tr> <td>Oct10-Mar11</td> <td>675</td> <td>53.8%</td> <td>13,712</td> <td>56.1%</td> </tr> <tr> <td>Oct11-Mar12</td> <td>719</td> <td>53.8%</td> <td>13,903</td> <td>54.1%</td> </tr> </tbody> </table> <img>A bar chart showing Re-conviction rates by Cohort Period. The x-axis shows Cohort Periods: Oct06-Mar07, Oct07-Mar08, Oct08-Mar09, Oct09-Mar10, Oct10-Mar11, Oct11-Mar12. The y-axis shows Re-conviction rates ranging from 0% to 70%. The bars represent the Re-conviction rates for Doncaster and National. For each Cohort Period, the Doncaster bar is slightly taller than the National bar.</img> <sup>¹</sup> Since HMP Doncaster is a local prison, the underlying characteristics of the prison and its offenders will be more similar to those of local prisons. See Annex D for a definition of local prison. \<page_number>27\</page_number> Table 2 above shows a 12 month re-conviction rate of 53.8% for offenders released from Doncaster between October 2011 and March 2012 (the first 6 months of cohort 1). This compares to 60.1% for offenders released between October 2008 and March 2009 (a fall of 6.3 percentage points), and 57.7% for those released between October 2009 and March 2010 (a fall of 3.8 percentage points). We have compared to these figures as they are the closest comparable periods to the baseline period of calendar year 2009. Nationally the equivalent figures show a re-conviction rate of 54.1% for offenders released between October 2011 and March 2012. This represents a fall of 2.9 percentage points compared with offenders released between October 2008 and March 2009 (57.0%) and a fall of 1.5 percentage points compared with those released from October 2009 to March 2010 (55.6%). These interim figures show our best assessment of change at this point in time (see the section Interpreting interim re-conviction figures). The final results will be available in summer 2014. \<page_number>28\</page_number> Appendix Table A1: Comparison of PbR re-conviction and National Statistics proven re-offending measures <table> <tr> <td></td> <td>National Statistics measure of proven re-offending (for age and sex)</td> <td>PbR prison pilot re-conviction measures</td> </tr> <tr> <td>The cohort</td> <td>All offenders who were discharged from Peterborough prison over a 12 month period, regardless of sentence length. Excludes those in prison for breach</td> <td>Male offenders aged 18 or over discharged from Peterborough prison between 9 September 2011 and 1 July 2012 after serving sentences of less than 12 months. Differences from National Statistics: <ul> <li>Excludes those who serve the whole of their custodial sentence on remand</li> <li>Excludes those recorded as having been deported on release from prison</li> <li>Includes those in prison for breach</li> </ul> </td> <td>Male offenders aged 18 or over discharged from Peterborough prison between 1 October 2011 and 30 September 2012 regardless of sentence length. Differences from National Statistics: <ul> <li>Excludes those who serve the whole of their custodial sentence on remand</li> <li>Excludes foreign national offender recorded as having been deported on release from prison</li> </ul> </td> </tr> <tr> <td>The period to measure re-convictions/re-offending</td> <td>12 months for offences to occur and a further 6 months for offences to be proven through conviction at court or a caution</td> <td>12 months for offences to occur and a further 6 months for offences to be re-convicted<br>Note: excludes cautions</td> <td>12 months for offences to occur and a further 6 months for offences to be re-convicted<br>Note: excludes cautions</td> </tr> <tr> <td>The headline measure</td> <td>Proportion of offenders who commit one or more proven re-offences</td> <td>Frequency of re-conviction events</td> <td>Proportion of offenders re-convicted of one or more offences</td> </tr> <tr> <td>What counts</td> <td>Offences committed in the 12 months following release from prison, and proven by conviction at court or a caution either in those 12 months or in a further 6 months<br>Note: excludes cautions</td> <td>Any re-conviction event (sentencing occasion) relating to offences committed in the 12 months following release from prison, and resulting in conviction at court either in those 12 months or in a further 6 months<br>Note: excludes cautions</td> <td>Offences committed in the 12 months following release from prison, and resulting in conviction at court either in those 12 months or in a further 6 months<br>Note: excludes cautions</td> </tr> </table> \<page_number>29\</page_number> OGRS score data Re-offending is related to the characteristics of offenders, for example offenders with a large number of previous convictions are more likely to re-offend than those with fewer previous convictions, and changes in re-conviction rates over time can be related to changes in the mix of offenders being worked with rather than a real change in the level of their re-offending. The Offender Group Recidivism Scale (OGRS)¹³ is a predictor of re-offending based on age, gender and criminal history, which are risk factors known to be associated with the likelihood of re-offending. OGRS scores range from 0 to 1, with a lower score representing a lower likelihood of re-offending. The scores can be used to compare the relative likelihood of re-offending either at a time or across different groups of offenders. A higher OGRS rate means that a group of offenders are more/less likely to re-offend. For example if Offender Group A have an average OGRS score of 0.44, and Offender Group B have an average OGRS score of 0.58, this means that Offender Group A are less likely to re-offend. Tables A2a and A2b show the average OGRS scores for each of the offender groups that are mentioned in the tables above. These include offenders released from Peterborough and Doncaster prisons as well as those for the equivalent national groups of offenders. The figures are approximate because a small minority of offenders from each group are not included due to some data being unavailable. <table> <thead> <tr> <th>Discharge Period</th> <th>Average OGRS score</th> </tr> </thead> <tbody> <tr> <td>Sep05-Mar07</td> <td>Peterborough</td> <td>National</td> </tr> <tr> <td>Sep06-Mar08</td> <td>0.50</td> <td>0.53</td> </tr> <tr> <td>Sep07-Mar09</td> <td>0.50</td> <td>0.52</td> </tr> <tr> <td>Sep08-Mar10</td> <td>0.50</td> <td>0.52</td> </tr> <tr> <td>Sep09-Mar11</td> <td>0.48</td> <td>0.52</td> </tr> <tr> <td>Sep10-Mar12</td> <td>0.49</td> <td>0.52</td> </tr> </tbody> </table> <sup>¹³</sup>For more details on OGRS see Ministry of Justice Research Summary 7/09 OGRS 3: the revised Offender Group Recidivism Scale at: http://www.justice.gov.uk/2011/10/2011/25714/http://www.justice.gov.uk/publications/offender-assessment-system.htm \<page_number>30\</page_number> Table A2b: Doncaster (and national equivalent) OGRS scores for offenders released in the first 6 months of the cohort 1 period <table> <thead> <tr> <th>Discharge Period</th> <th>Average OGRS score</th> <th></th> </tr> </thead> <tbody> <tr> <td>Oct06-Mar07</td> <td>0.56</td> <td>0.54</td> </tr> <tr> <td>Oct07-Mar08</td> <td>0.59</td> <td>0.53</td> </tr> <tr> <td>Oct08-Mar09</td> <td>0.58</td> <td>0.53</td> </tr> <tr> <td>Oct09-Mar10</td> <td>0.56</td> <td>0.52</td> </tr> <tr> <td>Oct10-Mar11</td> <td>0.57</td> <td>0.52</td> </tr> <tr> <td>Oct11-Mar12</td> <td>0.54</td> <td>0.52</td> </tr> </tbody> </table> Table A3: Timeline for publication of interim re-conviction figures <table border="1"> <thead> <tr> <th></th> <th>April 2014</th> <th>July 2014</th> </tr> </thead> <tbody> <tr> <td>Peterborough</td> <td>12 month re-conviction figures for entire cohort 1 (a 22 month cohort)</td> <td></td> </tr> <tr> <td>Doncaster</td> <td>12 month re-conviction figures for 9 months of cohort 1</td> <td>12 month re-conviction results for entire cohort 1 (a 12 month cohort)</td> </tr> </tbody> </table> Table A4: Other information on the pilots <table border="1"> <thead> <tr> <th>Prison / Area</th> <th>Start date of pilot</th> <th>Length of pilot</th> <th>Number of eligible participants for Cohort 1</th> <th>Number of eligible participants to date for Cohort 2</th> </tr> </thead> <tbody> <tr> <td>Peterborough Social Impact Bond (SIB)</td> <td>9 September 2010</td> <td>Six years</td> <td><strong>1,034<sup>a</sup></strong></td> <td><strong>660<sup>b</sup></strong></td> </tr> <tr> <td>HMP Doncaster</td> <td>1 October 2011</td> <td>Four years</td> <td><strong>1,472<sup>c</sup></strong></td> <td><strong>1,230<sup>d</sup></strong></td> </tr> </tbody> </table> <sup>a:</sup> Eligible participants from Cohort 1 from 9 September 2010 to 1 July 2012. <sup>b:</sup> Eligible participants from Cohort 2 from 2 July 2012 to 30 September 2013. <sup>c:</sup> Eligible participants from Cohort 1 from 1 October 2011 to 30 September 2013. <sup>d:</sup> Eligible participants from Cohort 2 from 3 October 2013 to present day. This is the entire Doncaster pilot cohort 2 period, but the figure is provisional at this stage and subject to revision. \<page_number>31\</page_number> Annex B Glossary of terms Re-offending terms - Cohort – this is the group of individuals whose re-offending is measured. - Index offence – the index offence is the proven offence that leads to an offender being included in the cohort. - Index disposal – the index disposal of the offender is the type of sentence the offender received for their index offence. - Start point (also known as the index date) – this is the set point in time from when re-offences are measured. - Follow-up period – this is the length of time proven re-offending is measured over. - Waiting period – this is the additional time beyond the follow-up period to allow for offences committed towards the end of the follow-up period to be proved by a court conviction, caution, reprimand or final warning. - Adjusted to baseline – proven re-offending is related to the characteristics of offenders which means that any overall rate of proven re-offending will depend, in part, on the characteristics of offenders coming into the system (just as the examination pass rate of a school will be related to the characteristics of its pupils). We use a modelling technique to produce a baseline figure adjusted to match the characteristics of the cohort we are comparing. Please refer to the ‘Definitions and Measurement’ document for more detail at: www.gov.uk/government/collections/proven-reoffending-statistics. - Re-conviction – where an offender is convicted at court for an offence committed within a set follow-up period and convicted within either the follow-up period or waiting period. - Proven re-offence – where an offender is convicted at court or receives some other form of criminal justice sanction for an offence committed within a set follow-up period and disposed of within either the follow-up period or waiting period. Cohort used in the Proven Re-offending Statistics Quarterly Bulletin – the proven re-offending cohort consists of all offenders discharged from custody, otherwise sanctioned at court, receiving a caution, reprimand or warning or tested positive for opiates or cocaine in each year. This cohort’s \<page_number>32\</page_number> criminal history is collated and criminal behaviour is tracked over the following one year. Any offence committed in this one year period which is proven by a court conviction or out-of-court disposal (either in the one year period, or in a further six months waiting period) counts as a proven re-offence. Cohort used in the Local Adult Re-offending Quarterly Bulletin – the local adult re-offending measure takes a snapshot of all offenders, aged 18 or over, who are under probation supervision at the end of a quarter, and combines four such snapshots together. This cohort’s criminal history is collated and criminal behaviour is tracked over the following three months. Any offence committed in this three month period which is proven by a court conviction or out-of-court disposal (either in the three month period, or in a further three months waiting period) counts as a proven re-offence. The latest available publication is the Local Adult Re-offending: 1 July 2012 – 30 June 2013, England and Wales; Ministry of Justice, November 2013. www.gov.uk/government/collections/local-adult-reoffending Disposal (sentence type) Fine – a financial penalty imposed following conviction. Court orders – court orders include community sentences, community orders and suspended sentence orders supervised by the Probation Service. They do not include any pre or post release supervision. \\Criminal Justice Act 2003 (CJA03) – for offences committed on or after 4 April 2005, the new community order replaced all existing community sentences for adults. The Act also introduced a new suspended sentence order for offences which pass the custody threshold. It also changed the release arrangements for prisoners. See Appendix A of Offender Management Caseload Statistics 2009 for more information. Community order – for offences committed on or after 4 April 2005, the new community order introduced under the CJA 2003 replaced all existing community sentences for those aged 18 years and over. This term refers to all court orders except suspended sentence orders and deferred sentences which may have a custodial component to the sentence. The court must add at least one, but could potentially add all 12 requirements depending on the offences and the offender. The requirements are: - unpaid work (formerly community service/community punishment) – a requirement to complete between 40 and 300 hours’ unpaid work; - activity – for example, to attend basic skills classes; - programme – there are several designed to reduce the prospects of re-offending; \<page_number>33\</page_number> - prohibited activity – a requirement not do so something that is likely to lead to further offence or nuisance; - curfew – which is electronically monitored; - exclusion – this is not used frequently as there is no reliable electronic monitoring yet available; - residence – requirement to reside only where approved by probation officer; - mental health treatment (requires offender's consent); - drug rehabilitation (requires offender's consent); - alcohol treatment (requires offender's consent); - supervision – meetings with probation officer to address needs/offending behaviour; and - attendance centre – between a minimum of 12 hours and a maximum of 36 in total which includes three hours of activity. Typically, the more serious the offence and the more extensive the offender's needs, the more requirements there will be. Most orders will comprise of one or two requirements, but there are packages of several requirements available where required. The court tailors the order as appropriate and is guided by the Probation Service through a pre-sentence report. Suspended sentence order (SSO) – the CJA 2003 introduced a new suspended sentence order which is made up of four same quality units as a community order. A suspended sentence order breach is served when in the community supervised by the Probation Service. It consists of an 'operational period' (the time for which the custodial sentence is suspended) and a 'supervision period' (the time during which any requirements take effect). Both may be between six months and two years and the 'supervision period' cannot be longer than the 'operational period', although it may be shorter. Failure to comply with the requirements of the order or commission of another offence will almost certainly result in a custodial sentence. Pre CJA03 Court Orders – Community sentences Community punishment order (CPO) – the offender is required to undertake unpaid community work. Community rehabilitation order (CRO) - a community sentence which may have additional requirements such as residence, probation centre attendance or treatment for drug, alcohol or mental health problems. \<page_number>34\</page_number> Community punishment and rehabilitation order (CPRO) – a community sentence consisting of probation supervision alongside community punishment, with additional conditions like those of a community rehabilitation order. Drug treatment and testing order (DTTO) – a community sentence targeted at offenders with drug-misuse problems. Custody – the offender is awarded a sentence to be served in prison or a Young Offenders Institute (YOI). If the offender is given a sentence of 12 months or over, or is aged under 22 on release, the offender is supervised by the Probation Service on release. It is important to note that the sentence lengths and youth disposals awarded will be longer than the time served in custody. For more information please refer to Appendix A of Offender Management Caseload Statistics 2009. Short sentences (under 12 months) – those sentenced to under 12 months (made under the Criminal Justice Act 1991) spend the first half of their sentence in prison and are then released and considered ‘at risk’ for the remaining period. This means they are under no positive obligations and do not report to the Probation Service, but if they commit a further imprisonable offence during this period, they can be made to serve the remainder of the sentence as an addition to the punishment already served. The exception to this is those aged 18 to 20 who have a minimum of three month’s supervision on release. Sentences of 12 months or over – the CJA03 created a distinction between standard determinate sentences and public protection sentences. Offenders sentenced to a standard determinate sentence serve the first half in prison and the second half in the community on licence. Youth disposal (sentence type) Reprimand or warning – a reprimand is a formal verbal warning given by a police officer to a juvenile offender who admits they are guilty for a minor first offence. A final warning is similar to a reprimand, but can be used for either the first or second offence, and includes an assessment of the juvenile to determine the causes of their offending behaviour and a programme of activities is designed to address them. First-tier penalties Discharge – a juvenile offender is given an absolute discharge when they admit guilt, or are found guilty, with no further action taken. An offender given a conditional discharge also receives no immediate punishment, but is given a set period during which, if they commit a further offence, they can be brought back to court and re-sentenced. \<page_number>35\</page_number> Fine – the size of the fine depends on the offence committed and the offender’s financial circumstances. In the case of juveniles under 16, the fine is the responsibility of the offender’s parent or carer. Referral order – this is given to juveniles pleading guilty and for whom it is their first time at court (unless the offence is so serious it merits a custodial sentence or it is of a relatively minor nature). The offender is required to attend a Youth Offender Panel to agree a contract, aimed to repair the harm caused by the offence and address the causes of the offending behaviour. Reparation order – the offender is required to repair the harm caused by their offence either directly to the victim or indirectly to the community. Youth Rehabilitation Order – a community sentence for juvenile offenders, which came into effect on 30 November 2009 as part of the Criminal Justice and Immigration Act 2008. It combines a number of sentences into one generic sentence and is the standard community sentence used for the majority of children and young people who offend. The following requirements can be attached to a Youth Rehabilitation Order (YRO): - activity requirement - curfew requirement - exclusion requirement - local authority residence requirement - education requirement - mental health treatment requirement - unpaid work requirement - drug testing requirement - intoxicating substance misuse requirement - supervision requirement - electronic monitoring requirement - prohibited activity requirement - drug treatment requirement - residence requirement \<page_number>36\</page_number> - programme requirement - attendance centre requirement - intensive supervision and surveillance - intensive fostering The following community sentences are replaced by the YRO, but will continue to exist for those that committed an offence before 30 November 2009. The YRO is only available for those that committed an offence on or after the 30 November 2009. - action plan order - curfew order - supervision order - supervision order and conditions - community punishment order - community punishment and rehabilitation order - attendance centre order - drug treatment and testing order - exclusion order - community rehabilitation order Prison categories Category B and category C prisons hold sentenced prisoners of their respective categories, including life sentenced prisoners. The regime focuses on programmes that address offending behaviour and provide education, vocational training and purposeful work for prisoners who will normally spend several years in one prison. High security prisons hold category A and B prisoners. Category A prisoners are managed by a process of dispersal, and these prisons also hold a proportion of category B prisoners for whom they provide a similar regime to a category B prison. The category B prisoners held in a High Security Prison are not necessarily any more dangerous or difficult to manage than those in category B prisons. \<page_number>37\</page_number> Female prisons, as the name implies, hold female prisoners. Because of the smaller numbers, they are not divided into the same number of categories although there are variations in security levels. Local prisons serve the courts in the area. Historically their main function was to hold un-convicted and un-sentenced prisoners and, once a prisoner had been sentenced, to allocate them on to a category B, C or D prison as appropriate to serve their sentence. However, pressure on places means that many shorter term prisoners serve their entire sentence in a local prison, while longer term prisoners also complete some offending behaviour and training programmes there before moving on to lower security conditions. All local prisons operate to category B security standards. Open prisons have much lower levels of physical security and only hold category D prisoners. Many prisoners in open prisons will be allowed to go out of the prison on a daily basis to take part in voluntary or paid work in the community in preparation for their approaching release. Prisoner categories These categories are based on a combination of the type of crime committed, the length of sentence, the likelihood of escape, and the danger to the public if they did escape. The four categories are: Category A prisoners are those whose escape would be highly dangerous to the public or national security. Category B prisoners are those who do not require maximum security, but for whom escape needs to be made very difficult. Category C prisoners are those who cannot be trusted in open conditions, but who are unlikely to try to escape. Category D prisoners are those who can be reasonably trusted not to try to escape and are given the privilege of an open prison. Miscellaneous terms Drug-misusing offenders There are four ways a drug-misusing offender can be identified: - Individuals who have tested positive for heroin or crack/cocaine following an arrest or charge for 'trigger' offences (largely acquisitive crime offences) as part of the Drug Interventions Programme (DIP) are included as adult proven offenders. \<page_number>38\</page_number> - Any offender that received an OASys assessment whilst on licence or on a community sentence and are either recorded as being subject to a current Drug Treatment and Testing Order (DTTO) or Drug Rehabilitation Requirement (DRR), or are assessed as having a criminogenic drug need. - Any offender identified as requiring further drug interventions by Counselling, Assessment, Referral, Advice, Throughcare (CARAT) teams in prison, and now being released into the community. - Any offender identified by local Criminal Justice Integrated Teams (CJITs) as requiring further intervention for their drug use and offending as part of DIP. National Probation Service – the National Probation Service generally deals with those aged 18 years and over. (Those under 18 are mostly dealt with by Youth Offending Teams, which are part of the Justice Board.) They are responsible for supervising offenders who are given community sentences and suspended sentence orders by the courts, as well as offenders given custodial sentences, both pre and post their release. Police National Computer – the Police National Computer (PNC) is the police’s administrative IT system used by all police forces in England and Wales and managed by the National Policing Improvement Agency. As with any large scale recording system the PNC is subject to possible errors with data entry and processing. The MoJ maintains a database based on weekly extracts of selected data from the PNC in order to compile statistics and conduct research on re-offending and criminal histories. The PNC largely covers recordable offences – these are all indictable and triable-either-way offences plus many of the more serious summary offences. All figures derived from the MoJ’s PNC database, and in particular those for the most recent months, are likely to be revised as more information is recorded by the police. Prolific and other priority offenders – the Prolific and other Priority Offenders Programme (PPO) aims to use a multi-agency approach to focus on a very small, but hard core group of prolific/persistent offenders who commit disproportionate amounts of crime and cause disproportionate harm to their local communities. The identification of a PPO is undertaken at a local level involving police, local authorities, probation services and youth offending teams. The factors that influence the decision of whether an offender is included in the PPO programme are: - the nature and volume of crimes they commit; - the nature and volume of other harm they cause; and - the detrimental impact they have on their community. \<page_number>39\</page_number> Recordable offences – recordable offences are those that the police are required to record on the PNC. They include all offences for which a custodial sentence can be given plus a range of other offences defined as recordable in legislation. They exclude a range of less serious summary offences, for example television licence evasion, driving without insurance, speeding and vehicle tax offences. Indictable and summary offences – summary offences are triable only by a magistrates’ court. This group includes motoring offences, common assault and criminal damage up to £5,000. More serious offences are classed either as triable-either-way (these can be tried either at the Crown Court or at a magistrates’ court) and include criminal damage where the value is £5,000 or greater, theft and burglary) or indictable-only (the most serious offences that must be tried at the Crown Court; these ‘indictable-only’ offences include murder, manslaughter, rape and robbery). The term indictable offences is used to refer to all triable-either-way and ‘indictable-only’ offences. Offence group (based on new ONS crime classifications) – offences classified into 13 separate offence categories using the new Office for National Statistics (ONS) crime classifications. For further information on the new classification, please refer to: www.ons.gov.uk/ons/guide-method/method-quality/specify/crime-statistics-methodology/presentational-changes-and-policies/about-the-ims/using-the-im-statistics.htm \<page_number>40\</page_number> Explanatory notes The United Kingdom Statistics Authority has designated these statistics as National Statistics, in accordance with the Statistics and Registration Service Act 2007 and signifying compliance with the Code of Practice for Official Statistics. Designation can be broadly interpreted to mean that the statistics: - meet identified user needs; - are well explained and readily accessible; - are produced according to sound methods; and - are managed impartially and objectively in the public interest. Once statistics have been designated as National Statistics it is a statutory requirement that the Code of Practice shall continue to be observed. Symbols used <table> <tr> <td>..</td> <td>Not available</td> </tr> <tr> <td>0</td> <td>Nil or less than half the final digit shown</td> </tr> <tr> <td>-</td> <td>Not applicable</td> </tr> <tr> <td></td> <td>One or both of the comparison figures are less than 30</td> </tr> <tr> <td>(p)</td> <td>Provisional data</td> </tr> </table> \<page_number>41\</page_number> Contact points* Press enquiries should be directed to the Ministry of Justice press office: Tel: 020 3334 3536 Email: newsdesk@justice.gsi.gov.uk Other enquiries about these statistics should be directed to: Mike Elkins Ministry of Justice Justice Statistics Analytical Services 7th Floor 102 Petty France London SW1H 9AJ Tel: 020 3334 2946 General enquiries about the statistical work of the Ministry of Justice can be e-mailed to: statistics.enquiries@justice.gsi.gov.uk General information about the official statistics system of the United Kingdom is available from www.statistics.gov.uk. © Crown copyright Produced by the Ministry of Justice Alternative formats are available on request from statistics.enquiries@justice.gsi.gov.uk \<page_number>42\</page_number>	ENGLISH
0552-pdf	Annex 6 <img>Veritau Assurance Services for the Public Sector logo</img> Direct Payments 2015-16 City of York Council Internal Audit Report Business Unit: Adult Social Services Responsible Officer: AD – Mental Health, DOLS, Customer Assessment, Safeguarding Service Manager: Group Manager – Learning Disabilities and Contracts Head of Customer and Exchequer Services Date Issued: 21.07.16 Status: Final Reference: 11480/006 <table> <thead> <tr> <td>Actions</td> <td>P1</td> <td>P2</td> <td>P3</td> </tr> </thead> <tbody> <tr> <td></td> <td>0</td> <td>5</td> <td>3</td> </tr> <tr> <td>Overall Audit Opinion</td> <td colspan="3">Limited Assurance</td> </tr> </tbody> </table> \<page_number>1\</page_number> <img>YORK logo with a shield and a crown design</img> Annex 6 # Summary and Overall Conclusions ## Introduction Direct Payments are local Health and Social Care payments for people who have been assessed as needing help from social services, and who would like to arrange and pay for their own care and support services instead of receiving them directly from the local authority. The aim of Direct Payments is to allow the service user greater choice and control through the flexibility of purchasing their own care package. Although the council has offered Direct Payments for some time, the Care Act mandates them for the first time in certain circumstances. Sections 31 to 33 of the Care Act (2014) set out local authorities’ duties in respect of these payments. The council currently administer Direct Payments to three hundred and forty five customers, with payments from Jan 2015 to Dec 2015 totalling approximately £3,000,000. One hundred and twenty three customers receive payments via Cashplus accounts, which are monitored by the council’s Income Services team, whilst the accounts of two hundred and twenty nine customers are managed by the Independent Living Scheme, an external charity who offer administrative services. ## Objectives and Scope of the Audit The purpose of this audit was to provide assurance to management that procedures and controls within the system will ensure that: - Cashplus accounts are monitored, reconciled appropriately and reclaims are processed accurately; - designated personal bank accounts are monitored, reconciled appropriately and reclaims are processed accurately; - transitional arrangements are in place for provision of account management upon the expiration of the Independent Living Scheme contract; - the proposed Direct Payments Policy document is aligned with the Care Act and is fit for purpose. ## Key Findings It was found that Direct Payment accounts are not monitored according to council policy. Cashplus accounts are subject to a reasonable amount of monitoring with accounts being reconciled on a six monthly basis. Reconciliations are calculated correctly and transactional reports are reviewed to look for potentially inappropriate expenditure. Accounts managed by the Independent Living Scheme (ILS) are subject to limited monitoring, with the majority of accounts being accurately reconciled on a six monthly basis. Designated personal bank accounts are not monitored. A number of weaknesses were identified in the monitoring processes of all Direct Payment accounts, with new starters failing to be monitored at the agreed intervals and Direct Payment performance not being used to inform future provision during the customer’s annual review. Account surpluses and deficits (failure to pay customer contributions) are usually identified but not always acted upon. \<page_number>2\</page_number> <img>YORK logo</img> The contract for Direct Payment administration with the Independent Living Scheme has been extended until October 2016. In April 2016, provision of this service transferred from the ILS to a company called Salvere. After the expiration of this contract, customers will be given the option to purchase this service from a provider of their choosing, thus eliminating the council's requirement for a contractual agreement. In the main, the draft Policy document conforms with the requirements of the Care Act. The draft Terms and Conditions and Policy documents contain some clauses which are incompatible with the 'Care and Support Statutory Guidelines' and/or contain some inconsistencies with current operational practice. Overall Conclusions It was found that the arrangements for managing risk were poor with significant control weaknesses in key areas and major improvements required before an effective control environment will be in operation. Our overall opinion of the controls within the system at the time of the audit was that they provided Limited Assurance. Annex 6 <img>YORK logo</img> \<page_number>3\</page_number> Annex 6 1 Monitoring of Cashplus accounts \| Issue/Control Weakness \| Risk \| \|---\|---\| \| The accounts of Cashplus customers are not monitored according to council policy. \| Customers may misuse their Direct Payment or fail to pay their agreed contribution. Budget provision may be affected by the accrual of account surpluses or failure to recover funds. \| Findings Cashplus accounts are monitored and reconciled on a six monthly basis by Income Services. Reconciliations are calculated correctly, taking into account agreed contingency costs (where provided by the customer). Transaction reports are reviewed to look for potentially inappropriate expenditure and action is taken by the Income Officer in order to flag this with Care Managers. Account surpluses are identified during the reconciliation process and appropriate action is undertaken in order to notify Care Managers. However, the recovery of surplus funds occurs on an infrequent basis due to the inaction of Care Managers or their failure to notify the Income Officer that the situation has been discussed with the customer. The failure to pay customer contributions is also identified during the reconciliation process but the Income Officer is not currently notifying Care Managers of this fact. Therefore, the customer is not contacted and recovery action is not undertaken. Currently, new starters are not being monitored on a two monthly basis for the period of six months. Transactions are not compared to the support plan to ensure they are in line with expectations and expenditure is not reviewed by Care Managers in order to make decisions about future budgets. Please see comparative tables in Annex 1 and 2. Agreed Action 1.1 Responsibilities for the monitoring and reconciliation of Cashplus accounts are now being shared with other members of the Income Team, in order to ensure that resources are available to monitor new starters at the agreed intervals and that recovery action is instigated when a customer fails to pay their assessed contribution. A direct payment monitoring task within Mosaic will also prompt staff to monitor new payments two months from the date of commissioning. <table> <tr> <td>Priority</td> <td>2</td> </tr> <tr> <td>Responsible Officer</td> <td>Income Services Manager</td> </tr> <tr> <td>Timescale</td> <td>01.11.16.</td> </tr> </table> <img>YORK logo</img> \<page_number>4\</page_number> Agreed Action 1.2 A policy note has been circulated to Care Managers to clarify their responsibilities in the monitoring process. Going forward, staff will check and record whether transactions are appropriate and meet the requirements of the support plan. <table> <tr> <td>Priority</td> <td>2</td> </tr> <tr> <td>Responsible Officer</td> <td>Group Manager – Learning Disabilities and Contracts</td> </tr> <tr> <td>Timescale</td> <td>Complete</td> </tr> </table> Annex 6 \<page_number>5\</page_number> <img>YORK logo</img> Annex 6 2 Monitoring of accounts managed by third party providers \| Issue/Control Weakness \| Risk \| \|---\|---\| \| The accounts of customers who are managed by the Independent Living Service are not monitored according to council policy. \| Customers may misuse their Direct Payment or fail to pay their agreed contribution. Budget provision may be affected by the accrual of account surpluses or failure to recover funds. \| Findings In 75% of cases tested, Direct Payment accounts administrated by the Independent Living Scheme (ILS) were accurately reconciled on a six monthly basis, taking into account agreed contingency costs. Reconciliations were not in evidence for 25% of cases tested. New starters are not monitored on a two monthly basis for a period of six months, expenditure reports are not reviewed for potentially inappropriate transactions, expenditure is not compared with the customer’s support plan and Care Managers do not review the use of the Direct Payment to make decisions about future budgets. Account surpluses are identified but are not currently recovered, due to Care Managers failing to act upon notification. The ILS rarely report a customer’s failure to pay their customer contribution into their account and when it is reported, insufficient recovery action is undertaken by Care Managers. Please see comparative tables in Annex 1 and 2. As the administration of accounts is likely to be undertaken by a number of third party providers after October 2016, consideration should be given to how monitoring requirements will be communicated and enforced. Income Services are currently receiving the monitoring documentation from the ILS and are then instigating any required recovery processes. Going forward, the responsibility for receiving and acting on monitoring documentation provided by a number of third party providers and/or customers will have to be agreed between Income Services and Adult Social Services. The potential complexity of and resources required for obtaining this documentation from multiple sources should be considered. Agreed Action 2.1 The responsibility for the monitoring of these accounts will be shared between Income Services and Care Management, depending upon the method of payment used. If a customer’s account is managed by a third party provider but paid via a Cashplus card, Income Services will undertake the monitoring of these accounts. If a customer opts to receive their funds into a personal bank account, third party providers will be required to undertake the monitoring of these accounts and pass the resulting documentation to Care Management. \| Priority \| Responsible Officer \| Timescale \| \|---\|---\|---\| \| 2 \| Group Manager – Learning Disabilities and Contracts \| 01.11.16. \| <img>YORK logo</img> Management. Annex 6 \<page_number>7\</page_number> <img>YORK logo</img> 3 Monitoring of personal bank accounts Annex 6 <table> <tr> <td>Issue/Control Weakness</td> <td>Risk</td> </tr> <tr> <td>The accounts of customers who receive Direct Payments into a personal, dedicated bank account are not monitored according to council policy.</td> <td>Customers may misuse their Direct Payment or fail to pay their agreed contribution. Budget provision may be affected by the accrual of account surpluses or failure to recover funds.</td> </tr> </table> Findings Six customers were identified as having payments made into their personal bank accounts, with a total of £65k paid in between January 2015 and December 2015. These accounts are not monitored or reconciled. Whilst this represents a fraction of total expenditure, it is against policy to allow accounts to go entirely un-monitored. In addition, two of these customers are expected to make contributions into their account. Without the agreed arrangements in place, it is not possible to ensure that they are paying this contribution. Please see comparative tables in Annex 1 and 2. Bank accounts are not monitored as responsibility for this has not been agreed between Income Services and Adult Social Care. Agreed Action 3.1 From June 2016 onwards, the accounts of these customers are monitored by Care Management. If the number of customers wanting to use a separate personal bank account increases above the agreed threshold of 12, responsibilities for monitoring will require further negotiation between Income Services and Care Management. <table> <tr> <td>Priority</td> <td>2</td> </tr> <tr> <td>Responsible Officer</td> <td>Group Manager – Learning Disabilities and Contracts</td> </tr> <tr> <td>Timescale</td> <td>Complete</td> </tr> </table> <img>YORK logo</img> \<page_number>8\</page_number> Annex 6 4 Employee Costs \| Issue/Control Weakness \| Risk \| \|---\|---\| \| Employee costs are not taken into account during the reconciliation of Cashplus accounts. \| Sufficient funds may not be available in customer accounts in order to meet various employer obligations. \| Findings Direct Payment accounts are reconciled on a six monthly basis, taking into account the following agreed contingency costs: any unpaid wages or invoices, an 8 week contingency fund and any costs associated with employing a personal assistant (tax/national insurance, holidays, redundancy provision and employer's liability insurance). It was found that in all of the cases tested for Cashplus accounts, the costs associated with employing a personal assistant were not provided to the Income Officer for calculation in the reconciliation process. The value of these costs should be obtained from the customer at the beginning of the agreement. Agreed Action 4.1 The DP2 agreement document has been amended to request that the customer provides details of these costs to Income Services. <table> <tr> <td>Priority</td> <td>3</td> </tr> <tr> <td>Responsible Officer</td> <td>Income Services Manager</td> </tr> <tr> <td>Timescale</td> <td>Complete</td> </tr> </table> \<page_number>9\</page_number> <img>YORK logo</img> Annex 6 5 Review of Support Plan <table> <thead> <tr> <th>Issue/Control Weakness</th> <th>Risk</th> </tr> </thead> <tbody> <tr> <td>The type and value of expenditure is not used to inform future provision during the annual review of a Direct Payment customer's support plan.</td> <td>Customers may spend Direct Payment funds on items/services which are ineligible according to their support plan. Individual budget provision may be inappropriate due to lack of awareness of account surpluses or failure to pay customer contributions.</td> </tr> </tbody> </table> Findings Current policy states that Direct Payment provision and expenditure should be assessed during the annual review of the customer's support plan. In nearly half of the cases tested, the Direct Payment provision was not discussed with the customer. In the remaining cases, the payment was discussed but no reference was made to how the customer had spent their funding and whether expenditure was in line with the support plan. No reference was made to the value of the payments, whether the customer had accrued surpluses or failed to make their contributions, or if the amount of the provision was still appropriate for their needs. The Income Officer confirmed that Care Managers do not request Cashplus or ILS expenditure reports or the status of recent account reconciliations. Agreed Action 5.1 A policy note has been circulated to Care Managers, specifying that the annual review of the support plan should record how the budget has been used, whether expenditure is in line with the plan, the reasons for accrual of surplus money in the budget or failure to make customer contributions and whether the payment amount is still appropriate to the customer's needs. <table> <thead> <tr> <th>Priority</th> <th>2</th> </tr> <tr> <th>Responsible Officer</th> <th>Group Manager – Learning Disabilities and Contracts</th> </tr> <tr> <th>Timescale</th> <th>Complete</th> </tr> </thead> <tbody> <tr> <td><img>YORK logo</img></td> <td></td> </tr> </tbody> </table> \<page_number>10\</page_number> Annex 6 6 Draft Policy and Terms and Conditions documents <table> <tr> <td>Issue/Control Weakness</td> <td>Risk</td> </tr> <tr> <td>The draft Terms and Conditions and Policy documents contain some clauses which are incompatible with the 'Care and Support Statutory Guidelines' and/or contain some inconsistencies with current operational practice.</td> <td>Conflict may arise due to customers and council employees being unaware of their responsibilities concerning usage of Direct Payments.</td> </tr> </table> Findings Draft Policy and Terms and Conditions documents were presented to the Health and Adult Social Care Policy Scrutiny Committee in June 2015. These are still under review by the Income and Adult Social Care Services, therefore, the most recent versions of the documents were assessed for the purpose of the audit. The documents should conform to the Care Act 2014 and ‘Care and Support Statutory Guidance’ issued in 2014, updated March 2016. The draft Policy mostly conforms to the Care Act, with only one requirement failing to feature in the document: “5) In a case where a condition specified under subsection (2)(b) (terms and conditions of the Direct Payment) or the condition mentioned in subsection (3) (expenditure not according to support plan) is breached, the local authority may require repayment of the whole or part of a direct payment (with section 69 accordingly applying to sums which the local authority requires to be repaid).” The Terms and Conditions document specifies that customers may be asked to repay Direct Payment funds after misuse or failure to abide by the conditions of the payment. The draft Policy should be updated to include this clause and reflect the content of the Terms and Conditions document. In addition, neither document outlines an escalation policy for misuse of funds, an agreed action that is outstanding from the 14/15 audit. There are some clauses in the draft Policy document which either do not reflect current practice or are incompatible with the ‘Care and Support Statutory Guidance’. The draft Policy document states that “The council will make direct payments available into individually designated bank accounts operated by Advanced Payment Solutions Ltd, known as ‘cashplus’ accounts.” According to the guidance, local authorities cannot specify the method that customers must use to receive their Direct Payment. This has already been noted in the meetings of the Health and Wellbeing Policy Scrutiny Committee. The document also states that “The council will extend its monitoring of accounts to ensure that where the customer has employment responsibilities and liabilities such as tax and national insurance, that these costs are being met from the direct payment.” Currently, neither Income Services nor third party providers take any action if the customer is failing to pay the associated tax or insurance. The responsibilities of the council and customer are adequately described in the Terms and Conditions document. \<page_number>11\</page_number> <img>YORK logo</img> Agreed Action 6.1 Escalation policies have now been drafted, detailing the consequences for the misuse of Direct Payment funds. Income Services will be responsible for administering the escalation policy for Cashplus customers. A decision will have to be made regarding who will be responsible for escalating misuse of funds by customers with designated bank accounts. The wording of the policy document has been successfully updated to state: “the council will make direct payments available into individually designated bank accounts”, as opposed to specifying a method of payment. The Legal department have advised that the council is obliged to monitor customer accounts for non-payment of employee related liabilities, therefore, this clause will remain in the policy document. <table> <tr> <td>Priority</td> <td>3</td> </tr> <tr> <td>Responsible Officer</td> <td>Income Services Manager</td> </tr> <tr> <td>Timescale</td> <td>Complete</td> </tr> </table> Annex 6 \<page_number>12\</page_number> <img>YORK logo</img> Annex 6 7 Risk Register <table> <thead> <tr> <th>Issue/Control Weakness</th> <th>Risk</th> </tr> </thead> <tbody> <tr> <td>The risks associated with provision of Direct Payments are not documented in the council's risk management software.</td> <td>Potential threats to the achievement of service objectives may not be identified, managed or mitigated.</td> </tr> </tbody> </table> Findings A number of risks are inherent to the provision of the Direct Payments service, including the misuse of funds, conflict between customers and council employees and a potentially expanding demographic. There are also emerging risks associated with provision of administration services by a number of third party providers, such as the inconsistent monitoring of customer accounts. These risks are not addressed in the Magique risk management software. Agreed Action 7.1 Relevant risks will be documented in the corporate risk register. <table> <tbody> <tr> <td>Priority</td> <td>3</td> </tr> <tr> <td>Responsible Officer</td> <td>Corporate Transactional and Business Services Manager</td> </tr> <tr> <td>Timescale</td> <td>01.11.16</td> </tr> </tbody> </table> \<page_number>13\</page_number> <img>YORK logo</img> Annex 6 Annex 1 <table> <thead> <tr> <td></td> <td>1 - CYC to Cashplus card</td> <td>2 - CYC to bank account</td> <td>3 -CYC to ILS</td> </tr> </thead> <tbody> <tr> <td>Monitoring/reconciliation of all accounts on a six month basis</td> <td>☑</td> <td>☒</td> <td>☑ - 75% of the time</td> </tr> <tr> <td>New starters monitored on a two month basis for six months</td> <td>☐</td> <td>☐</td> <td>☐</td> </tr> <tr> <td>Monitoring for potential surpluses/reclaims</td> <td>Identified but not always recovered</td> <td>☐</td> <td>Identified but not recovered</td> </tr> <tr> <td>Monitoring for customers who fail to pay their contributions</td> <td>Identified but not acted upon</td> <td>☐</td> <td>Identified but not always reported to CYC and not acted upon when they are reported</td> </tr> <tr> <td>Reconciliation of customer contributions with actual care costs, with allowance for employee costs and up to 8 week contingency</td> <td>☑ - where provided</td> <td>☐</td> <td>☑</td> </tr> <tr> <td>Reviewing expenditure reports for potentially inappropriate transactions</td> <td>☑</td> <td>☐</td> <td>☐</td> </tr> <tr> <td>Comparison with support plan to identify inappropriate expenditure</td> <td>☐</td> <td>☐</td> <td>☐</td> </tr> <tr> <td>Review of annual surpluses and transactions in order to make appropriate adjustments to the allowance and support plan.</td> <td>☐</td> <td>☐</td> <td>☐</td> </tr> </tbody> </table> \<page_number>14\</page_number> <img><img>A circular logo with "YORK" written around the edge.</img></img> Annex 6 Annex 2 <table> <thead> <tr> <td>Payment Method</td> <td>Cashplus card</td> <td>Bank account</td> <td>ILS</td> </tr> </thead> <tbody> <tr> <td>No. of customers using the method between Jan 15 and Dec 15</td> <td>123</td> <td>6</td> <td>229</td> </tr> <tr> <td>Expenditure between Jan 15 and Dec 15 (approx.)</td> <td>£ 1,200,000.00</td> <td>£ 65,000.00</td> <td>£ 1,900,000.00</td> </tr> </tbody> </table> \<page_number>15\</page_number> <img>YORK logo</img> Annex 6 Annex 3 # Audit Opinions and Priorities for Actions Audit Opinions Audit work is based on sampling transactions to test the operation of systems. It cannot guarantee the elimination of fraud or error. Our opinion is based on the risks we identify at the time of the audit. Our overall audit opinion is based on 5 grades of opinion, as set out below. <table> <tr> <th>Opinion</th> <th>Assessment of internal control</th> </tr> <tr> <td>High Assurance</td> <td>Overall, very good management of risk. An effective control environment appears to be in operation.</td> </tr> <tr> <td>Substantial Assurance</td> <td>Overall, good management of risk with few weaknesses identified. An effective control environment is in operation but there is scope for further improvement in the areas identified.</td> </tr> <tr> <td>Reasonable Assurance</td> <td>Overall, satisfactory management of risk with a number of weaknesses identified. An acceptable control environment is in operation but there are a number of improvements that could be made.</td> </tr> <tr> <td>Limited Assurance</td> <td>Overall, poor management of risk with significant control weaknesses in key areas and major improvements required before an effective control environment will be in operation.</td> </tr> <tr> <td>No Assurance</td> <td>Overall, there is a fundamental failure in control and risks are not being effectively managed. A number of key areas require substantial improvement to protect the system from error and abuse.</td> </tr> </table> Priorities for Actions <table> <tr> <th>Priority 1</th> <td>A fundamental system weakness, which presents unacceptable risk to the system objectives and requires urgent attention by management.</td> </tr> <tr> <th>Priority 2</th> <td>A significant system weakness, whose impact or frequency presents risks to the system objectives, which needs to be addressed by management.</td> </tr> <tr> <th>Priority 3</th> <td>The system objectives are not exposed to significant risk, but the issue merits attention by management.</td> </tr> </table> \<page_number>16\</page_number> <img>YORK logo</img> Annex 6 Where information resulting from audit work is made public or is provided to a third party by the client or by Veritau then this must be done on the understanding that any third party will rely on the information at its own risk. Veritau will not owe a duty of care or assume any responsibility towards anyone other than the client in relation to the information supplied. Equally, no third party may assert any rights or bring any claims against Veritau in connection with the information. Where information is provided to a named third party, the third party will keep the information confidential. \<page_number>17\</page_number> <img>YORK logo</img>	ENGLISH
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3.0mt \| DWRN 6.0mt \| DWRN 3.0mt \| DWRN 6.0mt \| \|---\|---\|---\|---\|---\|---\|---\|---\|---\|---\|---\|---\|---\|---\| \| Normal Capacity (m³/h) \| Normal Capacity (m³/h) \| kW \| kW \| kW \| kW \| kW \| kW \| kW \| kW \| kW \| kW \| kW \| kW \| kW \| \| Water: 40°C/45°C, Ambient: 75%RH/55°C \| Water: 40°C/45°C, Ambient: 75%RH/55°C \| 4.30 (16.2) \| 4.30 (16.2) \| 4.30 (16.2) \| 4.30 (16.2) \| 4.30 (16.2) \| 4.30 (16.2) \| 4.30 (16.2) \| 4.30 (16.2) \| 4.30 (16.2) \| 4.30 (16.2) \| 4.30 (16.2) \| 4.30 (16.2) \| 4.30 (16.2) \| \| Normal Capacity (m³/h) \| Normal Capacity (m³/h) \| COP \| COP \| COP \| COP \| COP \| COP \| COP \| COP \| COP \| COP \| COP \| COP \| \| Water: 40°C/45°C, Ambient: 75%RH/55°C \| Water: 40°C/45°C, Ambient: 75%RH/55°C \| 1.89 \| 1.89 \| 1.89 \| 1.89 \| 1.89 \| 1.89 \| 1.89 \| 1.89 \| \| Normal Capacity (m³/h) \| Normal Capacity (m³/h) \| kW \| kW \| kW \| kW \| kW \| kW \| \| Water: -45°C, Ambient: 75%RH/55°C, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h, Airflow: >283m³/h \| \| Normal Capacity (m³/h) \| Normal Capacity (m³/h) \| \| Water: -45°C/45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant <br>Water \<45°C/Amontant \| \| Normal Capacity (kW) \| \| Water -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i>: -<i>H</i> \| Normal Capacity (kW) \| \| Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water-90°F/C Ambient-76% RH/Water \| Normal Capacity (kW) \| \| Water : 11°F / C , Ammont : 76 %RH / Water : 11°F / C , Ammont : 76 %RH / Water : 11°F / C , Ammont : 76 %RH / Water : 11°F / C , Ammont : 76 %RH / Water : 11°F / C , Ammont : 76 %RH / Water : 11°F / C , Ammont : 76 %RH / Water : 11°F / C , Ammont : 76 %RH / Water : 11°F / C , Ammont : 76 %RH / Water : 11°F / C , Ammont : 76 %RH / Water : 11°F / C , Ammont : 76 %RH / Water : 11°F / C , Ammont : 76 %RH / Water : 11°F / C , Ammont : 76 %RH / Water : 11°F / C , Ammont : 76 %RH / Water : 11°F / C , Ammont : 76 %RH / Water : 11°F / C , Ammont : 76 %RH / Water : 11°F / C , Ammont : 76 %RH / Water : 11°F / C , Ammont : 76 %RH / Water :	ENGLISH
1298-pdf	# BETTER ENVIRONMENT, BETTER HEALTH A GLA guide for London's Boroughs London Borough of Camden <img>A park scene with people sitting on benches by a pond, surrounded by trees in autumn colors.</img> MAYOR OF LONDON BETTER ENVIRONMENT, BETTER HEALTH COPYRIGHT Greater London Authority November 2013 Published by Greater London Authority City Hall The Queen's Walk More London London SE1 2AA www.london.gov.uk enquiries 020 7983 4100 minicom 020 7983 4458 ISBN Photographs © Copies of this report are available from www.london.gov.uk Please print and circulate wide \<page_number>i\</page_number> BETTER ENVIRONMENT, BETTER HEALTH # CONTENTS <table> <tr> <td>CONTENTS</td> <td>1</td> </tr> <tr> <td>FOREWORD</td> <td>2</td> </tr> <tr> <td>INTRODUCTION</td> <td>3</td> </tr> <tr> <td>GREEN SPACES</td> <td>5</td> </tr> <tr> <td>ACTIVE TRAVEL & TRANSPORT</td> <td>8</td> </tr> <tr> <td>SURFACE WATER FLOOD RISK</td> <td>12</td> </tr> <tr> <td>AIR QUALITY</td> <td>15</td> </tr> <tr> <td>HEALTHY FOOD</td> <td>18</td> </tr> <tr> <td>FUEL POVERTY</td> <td>21</td> </tr> <tr> <td>OVERHEATING</td> <td>24</td> </tr> <tr> <td>REFERENCES</td> <td>28</td> </tr> <tr> <td>FURTHER READING</td> <td>31</td> </tr> <tr> <td>PUBLIC HEALTH OUTCOMES FRAMEWORK</td> <td>32</td> </tr> <tr> <td>Data Appendix</td> <td>35</td> </tr> <tr> <td>ACKNOWLEDGEMENTS</td> <td>42</td> </tr> </table> \<page_number>1\</page_number> BETTER ENVIRONMENT, BETTER HEALTH FOREWORD The Mayor’s vision is for London to be the ‘greatest city on earth’ – this means making the city a great place for Londoners to live, relax, work and raise a family, whilst being attractive to investors. However there are significant inequalities in the health and quality of Londoners’ lives. 2009-11 ONS figures show that average healthy life expectancy reduces by almost one year for every stop eastwards on the District Line between the boroughs of Richmond and Tower Hamlets – a difference of 18 years. The reasons for this are complex but the evidence points strongly to the important impact of the wider determinants of health. This inequality means some Londoners are unable to benefit from and contribute to the city’s dynamism because of preventable health problems. The Mayor wants to ensure all Londoners have the chance to participate in what London has to offer. Furthermore, if we are to maintain and improve London’s position as the attractive world city it is, we need to create a resilient city, able to deal with extreme weather events, and a city that offers a high quality of life with green spaces, a fantastic public realm and a pleasant, healthy environment. Local authorities have a unique role to play in achieving these goals, and with their new responsibilities for public health they have a new set of capabilities and levers for catalysing change. Better Environment, Better Health offers a bespoke guide to each of London’s thirty three boroughs, describing the impact of seven wider environmental determinants of health on their specific populations and highlighting possible actions that could be taken to promote a better environment leading to better health and well-being, overall, for Londoners. For example we know that by encouraging walking and cycling we are not only helping to improve London’s air quality but also cardiovascular health, whilst reducing levels of obesity. The guides demonstrate how such an approach can be taken on a range of issues, without necessarily adding to the financial burden on boroughs’ already squeezed budgets, just by doing things differently. We hope you will find value in the guide and will use it to drive improvements locally to create strong environments which promote health and well-being, and are resilient. Finally, we would like to thank the project team for writing the guides and their drive in taking this project forward. Victoria Borwick Deputy Mayor of London and Mayoral Health Advisor Matthew Pencharz Senior Advisor for Environment and Energy \<page_number>2\</page_number> # INTRODUCTION What is likely to shape the health of our communities over the next twenty or thirty years? What will improve quality of life? What will help people live longer, particularly those most likely to die early? What will improve people’s quality of life, reducing years lost to disability and poor mental and physical health? What will improve the health and wellbeing of children and young people? The Unite States Center for Disease Control and Prevention (CDC) has argued that in the 20th century public health measures added 25 years to the life of an average American. In its list of top ten interventions half are closely connected to the environment. The same list would be likely to apply to the UK and London. In the 21st century public health measures, including measures seeking to improve the environment, are likely to be as important in supporting good health as improvements in healthcare. We need to prepare, assess and plan for extreme weather events and their impacts not just to improve Londoners’ health and wellbeing but to increase economic prosperity, for business and service continuity and to strengthen community resilience. In this guide we focus on seven environmental issues and their relationship to health: - Green spaces - Active travel & transport - Surface water flood risk - Air quality - Healthy food - Fuel poverty - Overheating For each of these we ask certain questions: - What is the issue and how do we measure it? - What is its impact on health? What is the evidence? - Who will experience the impact most? - What is the local borough picture? - What are the key actions to promote good health? We also provide links to the Public Health Outcomes Framework and suggested further reading. The aim of the bespoke borough guides is to maximise opportunities for improving health and wellbeing, as well as enhancing community resilience. They are aimed at professionals working in health, environment, regeneration, economic development or any aspect of shaping local places, as well as local people interested in improving the quality of life in their communities. Where issues are locally relevant we hope this document will help to start a conversation which enables them to be identified and addressed in borough Joint Strategic Needs Assessments (JSNA) and health and wellbeing. \<page_number>3\</page_number> strategies. These guides do not cover all of the wider environmental determinants of health. For example, they do not look at some aspects of housing (such as overcrowding), workplace health, wider resource use, access to services, water resource management or noise pollution. More broadly, issues of planning and environmental control tie many of these areas together. How we shape ongoing development and use of our town centres, neighbourhoods and business districts presents opportunities to maximise the health of users: residents, employees and visitors. Similarly, environmental consideration provides the scope to address potential risk to resilience, health and wellbeing as well as promoting good practice amongst, for example, businesses, landlords and facilities managers. \<page_number>4\</page_number> # GREEN SPACES Accessible green space has long been recognised as a wider environmental determinant of good health. Wide ranging research shows strong evidence that outdoor spaces have a beneficial impact on both physical and mental well-being². When considering green space it is helpful to think about both access and use: availability being a necessary but insufficient indicator and determinant of use. A range of data are available on both access and use including the Natural England MENE survey (frequency, mode of access, reasons³); London.gov.data: ‘Access to Public Open Space and Access to Nature by Ward⁴; and Sport England: Active people Survey (physical activity rate)³. What is the impact on health? Accessible, safe green space is shown to reduce mental distress, depression and Attention Deficit-Hyperactivity Disorder (ADHD) symptoms in children. Access to a garden or living a short distance to/from green areas, as well as having the potential to lead to improvements in the environment, are associated with a general improvement in mental health and wellbeing.⁶ Both the Marmot Review and NICE have highlighted evidence that the presence of good quality outdoor green spaces encourages ‘physical activity’ which is important across a wide range of health issues such as cardiovascular diseases, obesity, type 2 diabetes and mental/physical health. Increasing and improving the proportion of green spaces in urban centres also has a secondary positive impact on health through other wider environment determinants of health such as urban heat-island effect, surface flood risk and air quality. Who will experience the greatest impact? - Urban residents (through impact on quality of life) - Older people and children - People suffering from obesity, cardio-vascular diseases, diabetes - People suffering from mental distress and depression. The Camden Picture - 25 per cent of the borough surface has green space coverage; 6 per cent below the London average.⁸ - Within Camden, 50 per cent of households in 5 out of 18 wards, have deficient access to nature.⁹ - 26 per cent of Camden’s population participate 5 times per week in physical activity for at least 30 minutes and nearly 65 per cent participate once a week, which is above the London average.¹⁰ - Camden’s adult obesity prevalence is 16 per cent, which is lower than the London rate, 21 per cent, and the national rate, 24 per cent.¹¹ \<page_number>5\</page_number> Figure 1 Green Spaces in Camden Pink coloured areas are defined as area of deficiency in access to local, small and pocket parks. Proximity rate is +/- 400m from households. <img>Pocket Park Areas of Deficiency London Borough of Camden</img> http://www.gigl.org.uk/Ourdatasets/OpenSpace/tabid/117/Default.aspx Potential actions: Given the significant relationship between health and green spaces in the urban environment some key actions can be identified to improve quality and proximity in order to enhance access and use. This includes considering: - All London Green Grid Supplementary Planning Guidance to improve biodiversity function and connectivity of green spaces;¹² - The Green Flag Award system to improve quality and promote access to green spaces.¹³ - Promoting physical activity in outdoor spaces through “outdoor gyms” and “guided walking exercise prescription” as a way to recover from cardiovascular diseases and illness.¹⁴ See also sections on surface water flood risk and healthy food. \<page_number>6\</page_number> Case Study: Regenerating Burgess Park, London Borough of Southwark The regeneration of Burgess Park, in Southwark, was underpinned by a comprehensive plan that made the focus of the park a place for healthy living, showing how to combine ‘natural’ regeneration with health promotion¹⁵. This has also included opportunities for investment, growth and jobs. For example improved access to, and routes through, the park, alongside enhancements to the lakes, planting, lighting and on-site facilities, has made the park a much more attractive and welcoming place, encouraging play and informal recreation. The park also has over 10 km of running, cycling and fitness routes and a new BMX track, to cater for more formal sport and physical activity. Contact: Ruth Miller, Burgess Park Project Manager ruth.miller@southwark.gov.uk <img>A green park with people walking and playing.</img> \| Links to Public Health Outcomes Framework \| Suggested further reading \| \|---\|---\| \| Primary \| • Planning for Health (2009) HUDU \| \| 1.16 Utilisation of outdoor space for exercise/health reasons \| • The Marmot review (2010) \| \| Additional (for example) \| www.instituteofhealthequity.org \| \| 2.6 Excess weight in 4-5 and 10-11 year olds \| • www.nice.org.uk \| \| 2.13 Proportion of physically active and inactive adults \| • Benefit of Urban Parks, IFpra (2013): \| \| 2.23 Self-reported well-being \| www.ecehh.org \| \| \| • www.naturalengland.org.uk \| \| \| • www.hphpcentral.com \| \| \| • CMO (2011) Start Active, Stay Active \| \<page_number>7\</page_number> # ACTIVE TRAVEL & TRANSPORT Travel is essential for connecting people to employment, recreation, education and health and community services. Most people travel in some way every day, making it part of everyday life and therefore a factor that can greatly affect the health of all London’s citizens¹⁶. Travel includes walking and cycling, use of private vehicles, public transport and goods vehicles. In London more than 80 per cent of journeys take place on roads either by motor vehicle, bike or on foot; therefore road transport and street environments have a very significant impact on health and wellbeing¹⁷. There are inequalities in the impact of transport upon health, with the most deprived people and those using the most heavily trafficked roads experiencing the most negative health impacts¹⁸. Only a few London boroughs include a dedicated transport focus in their Joint Strategic Needs Assessment (JSNA), suggesting the impact of travel on health may be underestimated. What is its impact on health? A comprehensive public transport network provides many health benefits including access to services, reducing social isolation and increasing work and social opportunities. A major benefit of travel in London is that it enables people to maintain regular physical activity via walking (particularly as part of public transport trips) and cycling. Only around 20 per cent of Londoners currently meet the minimum recommendation for physical activity of 150 minutes per week¹⁹. Everyday physical activity is essential for good physical and mental health, contributing to the prevention of over 20 diseases including obesity, type 2 diabetes, cardiovascular disease and some cancers²⁰. Cycling and walking can be easily incorporated into daily routines to meet physical activity needs. In London, approximately 4.3 million trips currently made by car or public transport have been identified as easily cyclable²¹. Creating opportunities which enable Londoners to walk and cycle has other potential health benefits including access to safe, green spaces. This could lead to reductions in congestion which, in turn, may reduce overheating and improve air quality. The negative impacts of transport in London are concentrated in the London’s most heavily trafficked streets, where high concentrations of vehicles contribute to air and noise pollution and increased injury risks²². This can create the impression of a hostile environment for walking and cycling and can exacerbate health inequalities. Motor vehicles are responsible for 41-60 per cent of air pollutants in the UK, which have an impact on cardiovascular and respiratory diseases. People who live on or use heavily trafficked streets are the most adversely affected. \<page_number>8\</page_number> The Camden Picture - On average 744,000 trips per day are made by people originating in Camden.²¹ - High numbers of people participate in active travel, with the percentage of people cycling to work above the Greater London average. - Use of motor vehicles is 16 per cent below the Greater London average.²⁴ - There was an average of 902 casualties and 5 fatalities per year on Camden’s roads between 2005 and 2009: similar to the London average.²⁵ - The most heavily used road (excluding motorways) is the A501 with an average daily flow of 93,000 motor vehicles. - One cycle superhighway is proposed in the Mayor’s ‘Vision for Cycling’.²⁶ <img>Figure 2 Journeys in the Camden by modal share</img> Source: London Travel Demand Survey Potential actions: - Designing street environments to encourage walking and cycling. - Designing and engineering roads to reduce motor vehicle speed and implement 20mph zones where appropriate. - Promoting a network of roads and paths that are safe and convenient for cycling and walking. - Supporting walking and cycling by ensuring that, where possible, the needs of cyclists and pedestrians are considered before other road users. \<page_number>9\</page_number> - Promoting cycling through information, maps and cycle hire schemes. - Improving safety of heavily trafficked streets where most traffic related health risk is concentrated. See also section on air quality. Case Study: Cycling across Hackney Hackney has the highest levels of cycling in London. There are more cyclists than motorists in many parts of the borough. This is evidenced by the fact that 6 per cent of journey’s originating from Hackney are on bike, higher than any other borough in London²³. Since 2001 the Council has sought to increase the areas that are cycle friendly by improving the design and increasing the accessibility of the road network for cyclists.²³ - Road safety has been improved by reducing motor traffic speeds and volumes. The aim is to enforce 20 mph speed limits across the borough on all residential roads.²² - Systematic improvements have been made to the public realm for pedestrians, cyclists and public transport users and a number of designated cycle routes such as the Hackney Park cycle route have been created.²³ - Hackney has invested in a range of cycle parking bays including lockers in estates, hangars (on street bike/storage lockers), on residential streets and large bike ports at transport hubs such as railway stations and town centres. - A comprehensive free cycling training programme has targeted a range of audiences.²³ Contact: Ben Kennedy, Hackney Council, ben.kennedy@hackney.gov.uk Example of a cycling improvement scheme Wordsworth Road/Palatine Road, Hackney <img>A photo showing a street with a cycle lane and a sign indicating a one-way street.</img> <img>A photo showing a cycle rack with a bike locked up.</img> <table> <thead> <tr> <th>Links to Public Health Outcomes Framework</th> <th>Suggested further reading</th> </tr> </thead> <tbody> <tr> <td><strong>Primary</strong><br>2.13 Proportion of physically active and inactive adults</td> <td><ul><li>Healthy Transport Healthy Lives, British Medical Association (BMA)</li><li>NICE Walking and Cycling, Local Government Briefing</li><li>Mayors Vision for Cycling, 2013 GLA</li><li>London Borough of Hackney Sample of Schemes for cycling & public realm (2013)</li><li>What are the health benefits of active</li></ul></td> </tr> <tr> <td><strong>Additional (for example)</strong><br>1.16 Utilisation of outdoor space for exercise/health reasons<br>2.7 Hospital admissions caused by unintentional and deliberate injuries in under 18s</td> <td></td> </tr> </tbody> </table> \<page_number>10\</page_number> 3.1 Fraction of mortality attributable to particulate air pollution travel: A systematic review of trials and cohort studies, PloSOne, 8 \<page_number>11\</page_number> SURFACE WATER FLOOD RISK Surface water flooding describes flooding on the land surface from sewers, drains, groundwater and runoff from land after a heavy rainfall event™. Surface water flooding events are difficult to predict but can cause significant disruptions to local populations and to health and other services. London is vulnerable to surface water flooding because some areas have poor drainage systems and large areas of impervious surfaces™. Approximately 480,000 London properties and ten hospitals are at risk of surface water flooding in London™. Surface water flooding is already a considerable risk and one that, without action, will increase in London due to population growth, urban expansion and ageing of drainage systems. In addition, changing climate patterns are likely to increase the number and intensity of large magnitude precipitation events leading to a likelihood of more frequent and larger magnitude surface water flooding events. Local Flood Authorities are responsible for mapping, assessing and managing local flood risks, identifying whom and what is at risk and the vulnerability of services such as hospitals and schools to surface water flooding. The Mayor’s Regional Flood Risk Appraisal identifies surface water flood risk as the most likely cause of flooding in London. The GLA, Thames Water, the Environment Agency and London Councils have been developing and delivering a programme to manage this risk, known as Drain London. There are multiple ways in which flooding can create health risks: - Fast flowing water has multiple potential hazards such as moving debris which can cause physical injury and even death. Contaminated flood water containing pollutants such as chemicals and sewage can cause disease. - Flooding of health facilities results in disruption to access to healthcare facilities, with increased difficulty providing routine medical care and increased patient admissions in neighbouring facilities. - Exhaust emissions from machinery operating in the clean-up process and recovery from a flood can cause carbon monoxide poisoning™. - Disruptions in flood recovery, fear of repeat events and added effects of stress due to insurance claims and refurbishing properties can cause mental health problems. Up to 25 per cent of people who experienced flooding in their homes in the major UK floods in 2007 experienced mental health issues after the event™. Who might experience the greatest impact? Some areas in London are at risk of surface water flooding particularly where there is inadequate sewer/drainage capacity, and some groups are at greater risk™. These include people with limited mobility or/and those who are dependent on medication and/or regular healthcare at home or at a \<page_number>12\</page_number> healthy/social care facility. Those with less flood awareness due to weak social networks and limited or no access to public warning systems and/or information are also at risk. The Camden Picture The Environment Agency will be releasing a national surface water flood risk map for each London borough in December 2013. Whilst this will show the areas at risk it should also be noted that any low lying area could also potentially be affected but may not be visible on the maps because of the difficulty in assessing surface water flood risk. The maps will provide borough-specific assessments. Potential actions: - Developing emergency plans to reduce effects of surface water flood risk. - Including integrated emergency planning for priority groups/services. Developing land management strategies such as green roofs to reduce likelihood of surface water flooding. - Incorporating Sustainable Urban Drainage Systems (SuDS) as an alternative to traditional approaches to managing runoff. - Identifying vulnerable and isolated people and implementing early warning systems and evacuation plans. - Planning for disruption of infrastructure and increase in patient volumes at health and social care facilities. See also section on green spaces and healthy food. Case Studies: \\Purley (LB Croydon) community flood plan \\6 - Purley is vulnerable to flooding and experienced a large flood event in 2007. In response the community developed a Community Flood Plan. - The flood plan is owned by the community, and aims to reduce the impact of flooding. - It advises the community on how to prevent flooding and what to do if it happens. - It is a low cost but effective way of reducing a wide range of impacts of flooding. - The community has created a number of flood wardens who play a central role in advising local citizens and businesses on the flood risk and actions they can take to reduce the impact and nature of flood events. \\Surface water flooding event, London, July 2007 \\7 - In July 2007, 121mm of rainfall fell in London, mostly on July 20th, causing some significant surface water flooding. - Approximately 400 properties were flooded, 158 schools affected and two hospitals were closed as a result. - The closure of St George’s Hospital caused major disruption.8 \<page_number>13\</page_number> <table> <tr> <td>Links to Public Health Outcomes Framework</td> <td>Suggested further reading</td> </tr> <tr> <td>Primary:</td> <td>GLA Regional Flood Risk Appraisal, 2013<br>Drain London-<br>http://www.london.gov.uk/priorities/environment/loo king-after-londons-water/drain-london Programme London Climate Change Adaptation Strategy</td> </tr> <tr> <td>Additional (for example)</td> <td>Multi-Agency Flood Plan, LB Havering, 2012<br>Floods in the European Union, Health effects and their prevention (2013), World Health Organisation (WHO)</td> </tr> <tr> <td>3.6 Public sector organisations with a board-approved sustainable development management plan</td> <td></td> </tr> </table> \<page_number>14\</page_number> # AIR QUALITY Good air quality has long been recognised a basic requirement for good health. The UK Air Quality Standards Regulations 2000, updated in 2010, set standards for a variety of pollutants that are considered harmful to human health and the environment. These are based on EU limit values and are for a range of air pollutants: sulphur dioxide, nitrogen dioxide, oxides of nitrogen, particulate matter (PM₁₀ and PM₂₅), lead, benzene, carbon monoxide, benzo(a)pyrene and ozone. Much of the focus of air quality action is on nitrogen dioxide (NO₂) and particulate matter (PM). Particulate matter (PM10 and PM2.5) refers to a complex mixture of non-gaseous particles of varied physical and chemical composition. It is categorised by the size of the particulate. In London, road traffic is a significant source of PM mainly from exhaust emissions and wear, tyre and brake wear and dust from road surfaces. In addition, older furnaces and boilers may have an impact on the overall air-quality environment within a house. Poor air quality could potentially compromise health and well-being. It should be noted that exceedences apply across the whole of London, particularly near built up areas and major roads. What is the impact on health? What is the evidence? Long-term exposure to poor air quality can contribute to the development of chronic diseases and can increase the risk of respiratory illness. In Greater London it is estimated that the equivalent of 4,267 deaths in London in 2008 were attributable to long-term exposure to PM2.5. It should be noted that this does not relate to real individuals, but is a statistical construct whereby all health impact associated with air pollution are amalgamated. Since everyone breathes the air where they are, a more realistic interpretation is that the risks are distributed across the whole population, with a total mortality impact of the concentrations equivalent to that number of deaths. At high concentrations NO₂ can result in inflammation of a person's airways; long-term exposure can affect lung function and respiratory symptoms and can increase asthma symptoms. PM aggravates respiratory and cardiovascular conditions. The smaller the particle, the deeper it will deposit within the respiratory tract. The impact of PM₂₅ on health is especially significant. Who may experience the greatest impact? - People who live or work close to areas with poor air quality - People with respiratory problems - People with heart problems \<page_number>15\</page_number> The Camden Picture - On some of Camden’s main roads there are high concentrations of NO2 (see map) which are above the recommended limits. - Statistical tools are used by public health specialists to try to understand the comparative impact of different factors on mortality. Using these techniques, Camden is the 9th most affected area by poor air quality in London. 33 - In 2011 the GLA identified five Air Quality Focus Areas within Camden. <img>Figure 3 NO<sub>2</sub> emissions on Camden Roads</img> <watermark>© Crown Copyright and database right 2013, Ordnance Survey (10865716) GLA</watermark> Potential actions: - Promoting a modal shift to encourage higher proportions of walking, cycling and use of public transport and less use of cars. This could include a wide range of measures from systemic action within the planning and transport system to one-off events such as car free days. Such measures could lead to significant improvements in air quality. - Promoting energy efficiency in homes, public and commercial offices. For more information see the Energy Company Obligation<sup>34</sup>. - Individual steps could be taken to: - reduce personal contribution to air pollution such as engine idling; and, - reduce risk of exposure where it is potentially hazardous to health (particularly for people with underlying vulnerabilities) through systems such as airText. See also section on active travel and transport. \<page_number>16\</page_number> Case Studies: Reducing exposure – City Air ‘CityAir’ was launched in May 2011 in the City of London to encourage businesses to help to improve local air quality. Best practice guidance and case studies were produced to provide advice to City businesses on reducing emissions from buildings, encouraging staff to walk and cycle in the City, using purchase contracts to require low polluting vehicles and building air quality targets into environmental reporting. Information is available at www.cityoflondon.gov.uk/cityair. To date over 50 businesses have been engaged, representing over 40,000 employees. CityAir employee walking campaigns have been very popular. Contact Ruth Calderwood ruth.calderwood@cityoflondon.gov.uk Mitigating impact – Croydon Air Text In 2005 the London Borough of Croydon developed with the European Space Agency and Cambridge Environment Research Consultants an air quality forecasting service called ‘airTEXT’. AirTEXT provides information on pollution levels in the borough using ‘low’, ‘moderate’ and ‘high’ bandings. Whenever moderate or high pollution levels are expected, subscribers to airTEXT receive a text message, call or voicemail. This enables recipients to respond, if necessary, for example by taking a different route/model of transport to work, keeping their medication with them or not exercising outside on certain days. In 2012 a new airTEXT app was developed which provides information on four health-relevant alerts: UV, pollen, air quality and temperature. Currently around 10,000 people use the airTEXT service through text, Twitter or the website. <table> <thead> <tr> <th>Links to Public Health Outcomes Framework</th> <th>Suggested further reading</th> </tr> </thead> <tbody> <tr> <td><strong>Primary</strong></td> <td>• GLA Local Authority Air Quality Guides<br>• www.londonair.org.uk<br>• www.comeap.org.uk</td> </tr> <tr> <td><strong>Additional (for example)</strong></td> <td>• NICE Guidance PH41 Walking and cycling: local measures to promote walking forms of travel or recreation<br>• Kilbane-Dawe (2012) 14 Cost Effective Actions to Cut Central London Air Pollution</td> </tr> <tr> <td><strong>3.1 Fraction of mortality attributable to particulate air pollution</strong></td> <td></td> </tr> <tr> <td><strong>2.13 Proportion of physically active and inactive adults</strong></td> <td></td> </tr> <tr> <td><strong>1.14 The percentage of the population affected by noise</strong></td> <td></td> </tr> </tbody> </table> \<page_number>17\</page_number> # HEALTHY FOOD Access to healthy food is an important wider environmental determinant of health. Improving the food environment means enhancing the availability of affordable and nutritious food and recognising the relationship between the geography of food retailing and dietary patterns<sup>35</sup>. It also means considering sustainable production, processing and delivery. Policy attention has focused on the role of local planning measures and the impact of large supermarkets, provision of food growing places, the physical environment and education on a healthy diet. Many factors influence the availability of healthy food. The predominance of unhealthy food and low income may interact with environmental factors to limit access. Access to healthy food can be measured through the following indicators: cost, quality, geography, mode of transportation, physical proximity and socio-economic variables. What is the impact on health? What is the evidence? Reduced access to healthy food and the ready and cheap availability of unhealthy foods (such as fast-food and takeaway outlets) increases the risk of a diet based on high consumption of sugar, saturated fat and salt and low in vegetables and fruit<sup>36</sup>. This could lead to obesity, cardiovascular disease, type 2 diabetes and some cancers associated with obesity. The National Obesity Observatory estimated the cost to the UK economy of overweight and obesity to be £15.8 billion per year (2007). This has an impact on children as well as adults. Studies have also found that an increased density of fast food restaurants is directly related to increased Body Mass Index (mass index showing body fat based on height and weight) and that having a fast food outlet within 160m of a school is associated with a 5 per cent increase in obesity<sup>37</sup>. The Camden Picture - Camden’s adult obesity rate is 16 per cent. This is lower than the London average (21 per cent), and the national average (24 per cent).<sup>38</sup> - Camden’s obesity rate among primary school children (year 6) is 22 per cent. This is higher than the national rate and lower London rates (19 and 23 per cent respectively).<sup>39</sup> - In 10 out of 28 Middle Super Output Areas (two darkest blue areas on map), 45 and 55 per cent of the total population consume five portions of fruits and vegetables a day.<sup>40</sup> - 26 per cent of Camden’s population participate five times per week in physical activity for at least 30 minutes and nearly 65 per cent participate once a week.<sup>41</sup> \<page_number>18\</page_number> Figure 4 Healthy food consumption in Camden Model based consumption of fruit and vegetables in Camden by ward, 2006-8 LA population consuming five portions of fruits and vegetables a day. <img>A map of Camden showing the percentage of residents consuming five portions of fruits and vegetables a day. The darkest blue areas represent the highest percentages (49.60 - 52.10), while the lightest blue areas represent the lowest percentages (29.80 - 35.60). The map is divided into wards, with some areas having more distinct color gradients than others.</img> Potential actions - Developing schemes to promote local and easily accessible healthy food from retailers (for example www.cieh.org/healthier-catering-commitment.html). - Using planning controls to manage proliferation of fast-food outlets on high streets and near schools. - Promoting the GLA Healthy Schools London Awards Initiative (www.healthyschoolslondon.org.uk). Healthy food choice in schools is recognised as a way to tackle obesity and chronic diseases caused by poor nutrition. This includes diet, education, and healthy meals provided at schools and accessible from nearby areas. - Capital Growth (www.capitalgrowth.org) initiatives have the potential to promote community food growing. These activities reconnect people to the food system, engages them in issues such as where their food comes from, seasonality, healthy eating, and food security. \<page_number>19\</page_number> - Procurring from local food suppliers and retailers, signed up to the Healthier Catering Commitment Plan. See also section on green spaces and surface flood risk. Case Study: Fast-food Fix – LB Waltham Forest – Tackling the Takeaways: Making an Impact - Community engagement on ‘takeaways’ in the borough identified dissatisfaction with the number and location of 241 local hot food takeaways (HFT). This included schools, concerned that the proximity of HFTs to schools had a negative impact on healthy eating programmes. - A HFT corporate steering group was established to: - Ensure existing HFT businesses operated as responsibly as possible; - Develop strategies to tackle the wider social, environmental and economic issues associated with the proliferation of HFTs in the borough. Achievements: - Supplementary planning documents were developed restricting the opening of new HFT shops. So far, 20 applications have been refused planning permission and only 4 HFTs have been given planning permission. - HFTs in the borough have been reduced from 241 to 194 Contact: Gordon Glenday, Head of Planning Policy and Regeneration gordon.glenday@walthamforest.gov.uk <table> <thead> <tr> <th>Links to Public Health Outcomes Framework</th> <th>Suggested further reading</th> </tr> </thead> <tbody> <tr> <td><strong>Primary:</strong><br>2.11 Diet</td> <td>NICE guidance: www.nice.org.uk<br>Takeaways Toolkit (2012): see www.london.gov.uk<br>District Action on Public Health: http://districtcouncils.info/;</td> </tr> <tr> <td><strong>Additional (for example):</strong><br>2.6 Excess weight in 4-5 and 10-11 year olds<br>2.12 Excess weight in adults<br>2.17 Recorded diabetes</td> <td>CIEH Food Policy, (2013): www.cieh.org<br>Healthy People, Healthy Lives, (2011);<br>Good planning for Good Food: see www.sustainweb.org/publications/?id=192</td> </tr> </tbody> </table> \<page_number>20\</page_number> # FUEL POVERTY There are three factors that can result in fuel poverty, often in combination: low income, poor energy efficiency in homes and increasing energy prices. A household is now defined as 'fuel-poor' if its total income is below the poverty line (taking into account housing energy costs) and its energy costs are higher than typical for its household type. Data on fuel poverty is collected from the English Housing Survey Domestic Fuel Inquiry and published annually by the Department of Energy and Climate Change (DECC). More than 560,000 households in London are estimated to be spending more than ten per cent of their basic income on energy (the previous official definition of fuel poverty). Fuel poverty has the potential to have an adverse impact on children already in poverty as well as to increase the numbers of children living in poverty. Fuel poverty is also known to have an impact on well-being as indicated in self-reported well-being surveys. What is the impact on health? What is the evidence? Fuel poverty can have a negative impact on health, especially on people with pre-existing medical conditions. Fuel poverty results in cold homes, exacerbating cardiovascular and respiratory conditions, rheumatoid arthritis and influenza, and negatively affects mental health. The effects of fuel poverty may be compounded by social isolation, poor emotional well-being, reduced mobility and poor diet. Cold homes are also known to affect cognitive performance. However, actual deaths are only one part of the problem. Age UK estimates the cost to the NHS of cold homes as £1.36 billion per year (not including additional costs to social services for subsequent care). The recent DECC fuel poverty framework attempts to monetise the health impacts of fuel poverty. It refers to a model estimating changes in people's health from the installation of energy efficiency measures (resulting from changes in the indoor temperature and pollutant exposure). Who might experience the greatest impact? Fuel poverty affects vulnerable groups such as older people, the group most likely to suffer excess winter deaths. Children, people with disabilities and/or those living in deprivation are also at greater risk of suffering from the effects of fuel poverty as they often need to spend longer time indoors and require heating for longer periods of time. Additionally, private sector tenants are at significantly greater risk of encountering the worst housing quality and are also least likely to access support or feel empowered to do anything about the issue. \<page_number>21\</page_number> The Camden Picture - The older population of Camden is projected to rise from 24,800 (2012) to 30,200 (2025) and 39,300 (2040). 47 - A Fuel Poverty Risk score has been developed. There are some disparities between wards with Hampstead Town achieving the 59th lowest risk score of all London wards but Kilburn being 622nd out of 625 wards and at significantly greater risk. - Two Camden wards are at low risk of fuel poverty and eight are at high risk according to the fuel poverty risk indicator. On the positive side, four wards show significant improvement between 2006-2010. 48 <img>Figure 5 Fuel Poverty risk in Camden</img> The Fuel Poverty Risk Index was developed by the London Assembly Health and Public Services Committee in their investigation into fuel poverty in London. It is calculated on the basis of twelve indicators across four sections: Housing Dwellings without central heating Uninsulated cavity walls Lofts with less than 150mm insulation Health Health Deprivation & Disability domain (ID2010) Standardised Mortality Ratio Incapacity benefit claimant rate Older people People aged 60 and over Older people claiming pension credit Worklessness Unemployment Poverty Income support claimant rate Source: GLA (2013) Fuel Poverty Risk Indicators Tool, available on London Datastore \<page_number>22\</page_number> Potential actions: The first key step to any intervention is to identify vulnerable areas/individuals and map the extent of the problem. Vulnerable individuals and households can be identified and supported through: - Close collaboration with third-sector organisations which are working with vulnerable groups/isolated populations/people to refer or inform them of available support. - Home energy improvements as a vital sustainable solution to fuel poverty. There are opportunities through initiatives such as the Green Deal and Energy Company Obligation™. The Mayor’s RE:NEW Programme support team™ can offer advice on funding, procurement and best practice to partner with energy efficiency providers. In addition, the issue of overheating should be taken into account when implementing any energy efficiency works especially wall and loft insulation. Whilst take up of the Green Deal to date has not been significant, it remains an important delivery mechanism to reduce fuel poverty in London. (See section on overheating). - Promoting collaboration between local authorities and private landlords in line with upcoming energy efficiency legislation (2018 energy efficiency requirements™). - Raising awareness of benefits entitlement and support through public health campaigns, working with third sector organisations and the local community. See also section on overheating and air quality. Case Study: Barts Health in Tower Hamlets – Reducing Fuel Poverty Barts Health has recently established a partnership project with British Gas and Global Action Plan that aims to reduce fuel poverty in Tower Hamlets. Hospital staff, GPs and community groups refer patients from vulnerable groups or those people living in hard-to-treat homes to the Energy Companies Obligation, supporting the installation of energy efficiency measures in low-income households. The project will train and support 40 health professionals (GPs, outpatient care staff and community nurses) plus community groups. The partnership initially aims to target 200 homes. The initiative is not just a referral mechanism but will raise awareness among vulnerable groups, medical practitioners and the wider community on what steps could be taken to address fuel poverty. Such an initiative could be linked with other seasonal health initiatives such as winter flu jab promotion. Contact: Fiona Daly, Barts Health NHS Trust, fiona.daly@bartshealth.nhs.uk <table> <thead> <tr> <th>Links to Public Health Outcomes Framework</th> <th>Suggested further reading</th> </tr> </thead> <tbody> <tr> <td>Primary</td> <td>Marmot Review Team, 2011 – The Health Impacts of Cold Homes and Fuel Poverty</td> </tr> <tr> <td>Additional (for example)</td> <td>Age UK, 2012 - The Cost of Cold</td> </tr> <tr> <td>1.1 Children in poverty</td> <td>Hills, 2012, Getting the measure of fuel poverty</td> </tr> <tr> <td>2.23 Self-reported well-being</td> <td>DECC, 2013, Helping-households-to-cut-their-energy-bills</td> </tr> <tr> <td>4.15 Excess winter deaths</td> <td>DECC, 2013, Fuel Poverty, A Framework for future action.</td> </tr> <tr> <td></td> <td>London Assembly, 2012, In from the cold? Tackling fuel poverty in London, GLA</td> </tr> </tbody> </table> \<page_number>23\</page_number> # OVERHEATING What do we mean by overheating? How do we measure it? Extreme weather events are more likely to be a factor affecting people’s health in future years<sup>52</sup>. Heatwaves, such as the one in the summer of 2003 which caused the death of 2000 people, could become more frequent (London had an excess mortality of 42%, compared to England of 17%). The Urban Heat Island (UHI) effect means that urban areas tend to be hotter than rural areas. This is due to increased absorption of the sun on concrete compared with green or brown spaces, reduced cooling from breezes due to buildings and increased heat production from houses, industry, businesses and vehicles. This is especially relevant for London with its densely built-up central boroughs and high concentration of traffic and people. The UHI effect is not universally experienced across the city as it relates to availability of green space/water bodies, building density, amount of traffic and energy consumption. However there are particularly vulnerable spots in each borough, as well as vulnerable people across areas. (See maps below). When considering London as a whole, the costs associated with overheating mortality are expected to be around £7-78 million in the 2030s (473-712 heat-attributable deaths); by the 2050s, this could rise to £13-149 million (1200-1838 heat-attributable deaths)<sup>35</sup>. What is the impact on health? Overheating<sup>54</sup> can cause heat strokes, exacerbates existing cardiovascular and respiratory conditions and affects people with respiratory conditions due to a combination of overheating and poor air quality. A heatwave can also affect mental health with peak suicide and homicide rates reported during previous heatwaves in the UK. Research has shown a direct link between a temperature rise to more than 24°C and risk of death.<sup>55</sup> Additionally, people may suffer from heat-related illnesses, such as heat cramps, heat rash and heat syncope (fainting as a result of overheating). Overheating may lead to dehydration, especially in older people, and there is a strong link between high temperatures, dehydration and blood stream infections, also particularly in older people.<sup>56</sup> Who will experience the greatest impact? Certain housing conditions (older and small top floor purpose built flats because of the low solar protection offered by the top floor of poorly insulated flats; and newly constructed houses not suitably designed for extreme heat events and the quality of the built environment could potentially contribute to the overheating of an environment. Certain groups such as children have less efficient body cooling mechanisms and are therefore at greater risk. Similarly, the body’s thermoregulatory mechanisms could be impaired in older people and those with chronic health conditions. Those considered vulnerable to overheating may not always perceive themselves to be at risk. Simple measures to reduce the negative impacts of overheating are not always implemented which could place these groups at even greater risk. \<page_number>24\</page_number> The Camden Picture The map below shows temperature differences across the borough and also shows the effects of existing infrastructure and green space on overheating risk. Combined with data on vulnerable populations this will provide a more precise picture of the biggest risk areas. Figure 6: Average temperatures in Camden <img>A map of Camden showing average temperatures (C) from 26th May - 19th July 2006. The map uses a gradient scale from blue to red, representing temperatures from 16.2°C to 18.7°C.</img> Model simulations of London’s temperatures were provided by Dr. Sylvia I. Bohnenstengel (University of Reading) using the Met Office Unified Model and MORUSES (MetOffice Reading Urban Surface Exchange Scheme) (Bohnenstengel et al., 2010). \<page_number>25\</page_number> Figure 7 Temperature across the capital London Average Screen Temperatures in degrees Celsius for the period 26 May-19 July 2006 Equal count mapping method: each interval contains 7% of the total number of grid points <img>A map of London showing temperature distribution across the city. The map uses a color gradient to represent temperature ranges. The legend indicates that each color represents a specific range of temperatures, with the highest temperatures (e.g., >18.8°C) shown in red and the lowest temperatures (e.g., 14.5°C) shown in blue. The map shows a high concentration of warm temperatures in the central part of London, with cooler temperatures towards the edges of the city.</img> Potential actions: The NHS Heatwave Plan for England 2013 suggests actions to mitigate and/or ameliorate some of the effects of future heatwaves and hot weather. Short term actions include: - Modifying surface properties and integrating green infrastructure, for example, ‘cool roofs’, ‘green roofs’ and ‘cool pavements’ (paving materials that tend to reflect, provide cooler surfaces and increase water evaporation ratio). - Planting trees and vegetation and creating green spaces to enhance evaporation and shading, (temperatures in and around green spaces can be several degrees lower than their surroundings). The development of ‘green spaces’ can not only help to alleviate the impact of the UHI effect but has been shown to have other positive health benefits such as improving mental health and well-being. Increasing green infrastructure also improves air quality. - Insulating homes. This protects against hot weather as well as reducing heating needs in the winter. - Introducing an active transport plan or car-sharing schemes. These will reduce numbers of vehicles used leading to improvements in air quality, whilst promoting healthy living. - Using reflective paint on south-facing walls and roofs. - Taking fuel poverty into account when implementing any energy efficiency works. \<page_number>26\</page_number> Considering using the planning process to influence planning decisions on housing and commercial properties’ heat thresholds. Retrofitting public buildings with energy-saving technology – including low-energy lighting and high-efficiency boilers. This presents one of a number of opportunities to improve on infrastructure, growth and support local job creation. The Plan makes the case for a medium term (10–30 years) and long term approach (30+ years). See also section on fuel poverty and air quality. Case Study: London Borough of Islington and the CRISP Project CRISP is a joint project between Islington Council and North London Cares that took place in the beginning of 2013. Research among residents aged 65+ concluded that the majority of elderly people did not take hot weather issues as seriously as cold weather issues. Although levels of information were generally found to be good, there were some everyday actions being taken that might exacerbate the risk of overheating. The project identified the need for a widespread information campaign on proper use of windows, curtains and fans. The research identified challenges of communicating information about overheating. The findings and recommendations will inform Islington’s Council Seasonal Resilience Plan and the work of the Seasonal Health Interventions Network (SHINE). Contact: John Kolm-Murray, Islington Council john.kolm-murray@islington.gov.uk <table> <thead> <tr> <th>Links to Public Health Outcomes Framework</th> <th>Suggested further reading</th> </tr> </thead> <tbody> <tr> <td>Primary:</td> <td>NHS Heatwave Plan for England</td> </tr> <tr> <td>3.7 Comprehensive, agreed inter-agency plans for responding to public health incidents and emergencies</td> <td>RE:FIT is the Mayor of London’s innovative scheme to reduce carbon emissions in Greater London, www.refit.org.uk</td> </tr> <tr> <td>Additional (for example)</td> <td>GLA (2011) London Climate Change Adaptation Strategy</td> </tr> <tr> <td>3.6 Public sector organisations with a board-approved sustainable development management plan</td> <td>London Climate Change Partnership (2012) Heat Thresholds Project: Final Report</td> </tr> <tr> <td></td> <td>Built Infrastructure for Older People in Conditions of Climate Change (BIOPICCC)</td> </tr> <tr> <td></td> <td>Design and Delivery of Robust Hospital Environments in a Changing Climate (De2RHECC)</td> </tr> </tbody> </table> \<page_number>27\</page_number> # REFERENCES <sup>1</sup> Centre for Disease Control and Prevention (CDC). 2013,from CDC (USA); www.cdc.gov/about/history/tengpha.htm Evidence demonstrating links between access to green spaces and health: Coombes, E., Jones, A.P. & Hildenson, M. (2010). The relationship of physical activity and overweight to objective measures of air pollution exposure: availability and use. Social science & medicine, 70(6), 816-822. Maas, J., Verheij, R. A.et al (2006). Green space, urbanity, and health: how strong is the relation? Journal of epidemiology and community health, 60(7), 587-592; Nielsen, T. S. & Hansen, K. B. (2007). Do green areas affect health? Results from a Danish survey on the use of green areas and health indicators. Health & place, 13(4), 839-850; Schipperijn, J., van Poppel, P et al (2013). Physical activity and characteristics of urban green spaces. Urban Forestry & Urban Greening, 12(1), 109-116. Mitchell, R., & Popham, F. (2008). Effect of exposure to natural environment on health inequalities: an observational population study. The Lancet, 372(9650), 1655-1660. MENE Survey evidencing frequency, mode and motivation in access to Green Space, (2012-2013), from Natural England http://www.naturalengland.org.uk/research-researchers/green-spaces/ Local access to public open spaces taken from Access to Public Open Space, (2012), London Data Store http://data.london.gov.uk/datastore/access-public-open-space-and-nature-ward/ Survey showing number of people participating in sport in local communities, taken from Active People Survey (2013), Sport England www.sportengland.org/researchactive_people_survey.aspx Use of small public urban green spaces and health benefits; Peschardt, K. C., Schippersen, J., & Stigsdotter, U. (C). (2012) Use of small public urban green spaces (SPUGS). Urban Forestry & Urban Greening, 11 (3), 235-244. Physical Activity and the Environment, taken from "Marmot Review (2010) Fair Society, Healthy Lives"; NICE (2008). Physical activity and the environment.. PH Guidance 8 Toolkit showing levels of adult obesity, taken from Adult Obesity (2005) National Obesity Observatory , NHS UK, Public Health England; http://www.nhs.uk/healthtopics/adult-obesity/ Access to Public Open Space. (2012), taken from London Data Store; http://data.london.gov.uk/datastore/access-public-open-space-and-nature-ward/ Toolkits showing levels of adult obesity, taken from Adult Obesity (2011-2012) National Obesity Observatory , NHS UK, Public Health England; http://www.nhs.uk/healthtopics/adult-obesity/ Toolkit showing levels of adult obesity, taken from Health Need Assessment Toolkit; Data Period, 2006-2008) GLA All London Green Grid Supplementary Planning Guidance (.pdf) taken from www.london.gov.uk/planning/planningpublications/all-london-green-grid-spg/Datasets to support this guidance, taken fromwww.gig.org.uk/ourDatasets/Openspaces/tabid/117/Default.aspx; Green flag award system for green spaces, taken from Keep Britain Tidy. http://greenflag.keepbritaintidy.org/ Southwark Council outdoor gyms taken from www.southwark.gov.uk/southwark435/free_outdoor_activities/2611/outdoor_gyms/1 Burgess Park regeneration project July 2012, taken from www.southwark.gov.uk/news/article/792/burgess_park_to_reopen_after_8_million_transformation) London Travel Demand Survey (LTDs).2011,taken from Transport for London. Travel in London. Supplementary Report: www.tfl.gov.uk Evidence demonstrating link between transport and health. March 2013. Keeping well in hard times: Protecting and improving health & well-being in an income shortfall; taken from London Health Inequalities Network. Link between heavily trafficked streets and health impacts, 2005, taken from Health Development Agency Making the case: Improving health through transport. Data showing physical activity rates in London, 2010, taken from Public Health England: Physical Activity in London www.lho.org.uk/LHO/Topics/Health_Topics/lifestyle_and_Behaviour/PhysicalActivity.aspx Link between active travel and health, 2012, taken from British Medical Association, Healthy Transport=Healthy Lives, BMA,www.bma.org.uk \<page_number>28\</page_number> \<page_number>29\</page_number> 21 Analysis of cycling potential, 2010, taken from Transport for London, December Analysis of Cycling Potential. Travel in London, www.tfl.org.uk 22 Report showing negative impacts of transport in London, 2011, taken from Mackett, R.L. & Brown, R. ; Transport for London. The Present knowledge and the way around. Centre for Transport Studies, University College London. www.cege.ucl.ac.uk 23 Number of travel trip by each modal share, 2011, taken from London Travel Demand Survey. Transport for London, www.tfl.org.uk 24 Reported road casualties in Great Britain, annual report 2011, taken from www.gov.uk Most heavily vehicular used roads, 2000-2012, taken from Traffic Statistics, Department of Transport The Ministry of Transport (DfT) (Transport Statistics Annual Report), 2013. Hackney's case study showing cycling promoting measures, 2013, taken from London Borough of Hackney Sample of Schemes for cycling & public realm: www.hackney.gov.uk Surface Water Management Plan (SWMP), 2010, taken from Technical Guidance. DEFRRA www.defra.gov.uk London Regional Flood Risk Appraisal. October 2009, taken from GLA ; , www.london.gov.uk Overall Strategic plan for London, the London Plan, 2011, taken from GLA, www.london.gov.uk Secondary impact of floods on health, 2013, World Health Organisation: Floods in the WHO European Union. Health effects and their prevention. Edited by Bettina Menne and Virginia Murray, taken from Public Health England's website, www.gov.uk/government/organisations/public-health-england Effects of floods on mental health, 2011, taken from Murray, V., Calthorpe et al (2011), The Effects of Floods on Mental Health, Health Protection Agency,www.hpa.org.uk www.phoocities.info https://www.gov.uk/green-deal-green-energy-saving-measures/how-the-green-deal-works Access to healthy food, taken from White (2007). Food Access and Obesity. Obesity reviews. 8 (s1), 99-107. Chartered Institute for Environment and Health, 2013, taken from Chartered Institute for Environment and Health Food Policy. www.eh.org.uk Takeaways Toolkits 2012, taken from London Food Board and Chartered Institute of Environmental Health http://www.london.gov.uk/priorities/environment/promoting-healthy-sustainable-food/london boroughs/takeaways-toolkit; Effect of fast food restaurants on obesity and weight gain, taken from Currie, J., Vigna, SD et al (2010). The effect of fast food restaurants on obesity and weight gain. American Economic Journal: Economic Policy. 32:63-85. Health Needs Assessment Toolkit, (2006-2008) NHS UK, Public Health England, http://nhs.londonhealth.nhs.uk/JSNA.aspx Health Needs Assessment Toolkit, (2011-2012) NHS UK, Public Health England, http://nhs.londonhealth.nhs.uk/JSNA.aspx Health Needs Assessment Toolkit, (2006-2008) NHS UK, Public Health England, http://nhs.londonhealth.nhs.uk/JSNA.aspx Adult Obesity Data - 2011-12 National Obesity Observatory - NHS U.K. Public Health England, http://www.sopin.nhs.uk/NDO/e- Atlas/adult/atlats.htm New Fuel Poverty Definition 2013, taken from Department of Energy and Climate Change (DECC), taken from Fuel Poverty: A Framework for Action. www.decc.gov.uk Fuel poverty in England in London 2012, taken from GLA London Assembly In from the cold? www.london.gov.uk Fuel poverty impact on wellbeing, 2011, taken from Marmot Review Team. The Health Impacts of Cold Homes and Fuel Poverty. www.gov.uk/government/organisations/public-health-england Cost of fuel poverty to the NHS, 2012, taken from AgeUK. The Cost of Cold www.ageuk.org.uk/latest-news/archives/cold-homes-cost-nhs-one-point-three-billion/ Monitoring fuel poverty trends in England, taken from Department of Energy and Climate Change. Fuel Poverty, a Framework for Future Action- Analytical Annex https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/21137/fuel_poverty_strategic_framework_analytical_annex.pdf Custom Ageing Population Projections 2013, taken from GLA London Datastore www.data.london.gov.uk/datastore/applications/custom-age-range-creator-tool-dla-population-projections-borough Fuel Poverty Risk Indicators Toolkit, 2013, taken from GLA London Datastore data.data.london.gov.uk/datastore/package/london-fuel-poverty-risk-indicators-warn/ Green Deal Energy Company Obligation information, 2012, taken from Department of Energy and Climate Change. www.decc.gov.uk The Mayor's RE:NEW Programme, 2013, taken from GLA, www.london.gov.uk UK Energy Act 2011, taken from Department of Energy and Climate Change www.legislation.gov.uk/ukpga/2011/16/content/enacted <sup>52</sup> Heatwave Plan 2013, taken from Public Health England, Making the case: the impact of heat on health – now and in the future www.gov.uk/government/organisations/public-health-england <sup>53</sup> Potential costs of overheating including data, 2013, taken from Department for Environment, Food and Rural Affairs, The Economics of Climate Resilience: Health and Well-being Theme CA0401 www.defra.gov.uk <sup>54</sup> Overheating and health, 2011, taken from Health Protection Agency, Overheating and health: a review into the physiological response to heat and identification of indoor heat thresholds www.hpa.org.uk/webc/HPAwebFile/HPAweb_C/1317133912939 <sup>55</sup> Association of mortality with high temperatures in a temperate climate: England and Wales, Armstrong et al. (2010) Association of mortality with high temperatures in a temperate climate: England and Wales, Journal of Epidemiology and Health, vol.65:4, 340-345 <sup>56</sup> Heatwave Plan 2013, taken from Public Health England, Making the case: the impact of heat on health – now and in the future www.gov.uk/government/organisations/public-health-england <sup>57</sup> Heatwave Plan 2013, taken from Public Health England, Making the case: the impact of heat on health – now and in the future www.gov.uk/government/organisations/public-health-england \<page_number>30\</page_number> # FURTHER READING - Local Authorities’ strategies (e.g. Planning, Transport) are monitored on an annual basis and PHOF indicators may be relevant additions to these strategies and a way of spreading a public health approach across the Council. www.phoutcomes.info provides useful borough summaries for this approach. - The Index of Multiple Deprivation (IMD) highlights the impact of wider environmental determinants most adversely on those in more deprived areas: www.gov.uk/government/organisations/department-for-communities-and-local-government/series/english-indices-of-deprivation - Public Health has an important role in reminding other departments about health inequalities and intra borough inequalities. Basic summaries can be found at: www.apho.org.uk/?QN=P_HEALTH_PROFILES - The local authority planning process offers the opportunity to mainstream some of these issues through planning guidance. The Town & Country Planning Association offers a useful guide: www.tcpa.org.uk/data/files/TCPA_FINAL_Reuniting-health-planning.pdf - The NHS London Healthy Urban Development Unit www.healthyurbandevelopment.nhs.uk and their Watch Out for Health Checklist and the Health Impact Assessment Gateway http://www.apho.org.uk/default.aspx?QN=P_HIA offers useful insight across many fields including regeneration, social infrastructure planning, housing, policy development, planning advocacy and negotiations, planning obligations, development management, master planning, environmental and health impact assessment. - Some themes in this Guide, for example, (food, fuel poverty, active travel) are addressed in Keeping Well in Hard Times www.lho.org.uk/Download/Public/17975/1/Keeping_per_cent20well_per_cent20hard_per_cent20times.pdf - There is a useful guide for developers on maximising environmental benefits at: www.environment-agency.gov.uk/research/planning/147852.aspx - Effect of exposure to natural environment on health inequalities: an observational population study http://reprints.gla.ac.uk/47667/1/4767.pdf - Great Outdoors: How Our Natural Health Service Uses Green Space To Improve Wellbeing www.fph.org.uk/uploads/bs_great_outdoors.pdf \<page_number>31\</page_number> PUBLIC HEALTH OUTCOMES FRAMEWORK Mapping environmental determinants to the 2013-2016 Public Health Outcomes Framework \| Primary \| Improvements or worsening will have a direct impact on the indicator \| \|---\|---\| \| Secondary \| Improvements or worsening may have an impact on this indicator \| <table> <thead> <tr> <th>AQ - Air Quality</th> <th>AT - Active Travel and Transport</th> <th>GS - Access to Green Space</th> </tr> </thead> <tbody> <tr> <td>FR - Surface Flooding</td> <td>OH - Overheating</td> <td>FP - Fuel Poverty</td> </tr> <tr> <td>HF - Healthy Food</td> <td></td> <td></td> </tr> </tbody> </table> Domain 1 Improving the wider determinants of health \| AQ \| AT \| GS \| FR \| OH \| HF \| FP \| \|---\|---\|---\|---\|---\|---\|---\| \| 1.1 Children in poverty \| \| \| \| \| \| \| \| 1.2 School readiness \| \| \| \| \| \| \| \| 1.3 Pupil absence \| \| \| \| \| \| \| \| 1.4 First time entrants to the youth justice system \| \| \| \| \| \| \| \| 1.5 16-18 year olds not in education, employment or training \| \| \| \| \| \| \| \| 1.6 Adults with a learning disability/in contact with secondary mental health services who live in stable and appropriate accommodation \| \| \| \| \| \| \| \| 1.7 People in prison who have a mental illness or a significant mental illness \| \| \| \| \| \| \| \| 1.8 Employment for those with long-term health conditions including adults with a learning disability or who are in contact with secondary mental health services \| \| \| \| \| \| \| \| 1.9 Sickness absence rate \| \| \| \| \| \| \| \| 1.10 Killed and seriously injured casualties on England’s roads \| \| \| \| \| \| \| \| 1.11 Domestic abuse \| \| \| \| \| \| \| \| 1.12 Violent crime (including sexual violence) \| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \| 1.13 Re-offending levels \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \| 1.14 The percentage of the population affected by noise \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \| 1.15 Statutory homelessness \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \<page_number>32\</page_number> \</page_number>\| \| 1.16 Utilisation of outdoor space for exercise/health reasons <img>A blue square with a white line through it.</img><br><img>A red square.</img><br><img>A green square.</img><br><img>A yellow square.</img><br><img>A purple square.</img><br><img>A pink square.</img><br><img>A brown square.</img><br><img>A grey square.</img><br><img>A black square.</img></img><br><img>A white square.</img><br><img>A blue square with a white line through it.</img><br><img>A red square.</img><br><img>A green square.</img><br><img>A yellow square.</img><br><img>A purple square.</img><br><img>A pink square.</img><br><img>A brown square.</img><br><img>A grey square.</img><br><img>A black square.</img></img></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div>\</div/>\</html <table> <tr> <td>Primary</td> <td>Improvements or worsening will have a direct impact on the indicator</td> </tr> <tr> <td>Secondary</td> <td>Improvements or worsening may have an impact on this indicator</td> </tr> </table> <table> <tr> <td>AQ - Air Quality</td> <td>AT - Active Travel and Transport</td> <td>GS - Access to Green Space</td> </tr> <tr> <td>FR - Surface Flooding</td> <td>OH - Overheating</td> <td>FP - Fuel Poverty</td> </tr> <tr> <td>HF - Healthy Food</td> <td></td> <td></td> </tr> </table> <table> <thead> <tr> <th rowspan="2">Domain 2<br>Health Improvement</th> <th>AQ</th> <th>AT</th> <th>GS</th> <th>FR</th> <th>OH</th> <th>HF</th> <th>FP</th> </tr> </thead> <tbody> <tr><td colspan="8"></td></tr> <tr><td>2.1 Low birth weight of term babies</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr> <tr><td>2.2 Breastfeeding</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr> <tr><td>2.3 Smoking status at time of delivery</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr> <tr><td>2.4 Under 18 conceptions</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr> <tr><td>2.5 Child development at 2-21/2 years</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr> <tr><td>2.6 Excess weight in 4-5 and 10-11 year olds</td><td></td><td></td><td></td><td></ td<td></ td<td></ td<td></ td></tr> <tr><td>2.7 Hospital admissions caused by unintentional and deliberate injuries in under 18s</td><td></ td<td></ td<td></ td<td></ td<td></ td<td></ td<td></ td></tr> <tr><td>2.8 Emotional well-being of looked after children</td><td></ td<td></ td<td></ td<td></ td<td></ td<td></ td<td></ td></tr> <tr><td>2.9 Smoking prevalence – 15 year olds</td><th colspan="3"></th><th colspan="3"></th></tr> <tr><th colspan="8">2.10 Self-harm</th></tr> <tr><th colspan="8">2.11 Diet</th></tr> <tr><th colspan="8">2.12 Excess weight in adults</th></tr> <tr><th colspan="8">2.13 Proportion of physically active and inactive adults</th></tr> <tr><th colspan="8">2.14 Smoking prevalence – adults (over 18s)</th></tr> <tr><th colspan="8">2.15 Successful completion of drug treatment</th></tr> <tr><th colspan="8">2.16 People entering prison with substance dependence issues who are previously not known to community treatment</th></tr> <tr><th colspan="8">2.17 Recorded diabetes</th></tr> <tr><th colspan="8">2.18 Alcohol-related admissions to hospital</th></tr> <tr><th colspan="8">2.19 Cancer diagnosed at stage 1 and 2</th></tr> <tr><th colspan="8">2.20 Cancer screening coverage</th></tr> <tr><th colspan="8">2.21 Access to non-cancer screening programmes</th></tr> <tr><th colspan="8">2.22 Take up of the NHS Health Check programme – by those eligible</th></tr> <tr><th colspan="8">2.23 Self-reported well-being</th></tr> <tr><th colspan="8">2.24 Injuries due to falls in people aged 65 and over</th></tr> </tbody> </table> \<page_number>33\</page_number> Primary: Improvements or worsening will have a direct impact on the indicator Secondary: Improvements or worsening may have an impact on this indicator <table> <tr> <td>AQ - Air Quality</td> <td>AT - Active Travel and Transport</td> <td>GS – Access to Green Space</td> </tr> <tr> <td>FR – Surface Flooding</td> <td>OH - Overheating</td> <td>FP – Fuel Poverty</td> </tr> <tr> <td>HF - Healthy Food</td> <td></td> <td></td> </tr> </table> <table> <thead> <tr> <th rowspan="2">Domain 3<br>Health Protection</th> <th rowspan="2">AQ</th> <th rowspan="2">AT</th> <th rowspan="2">GS</th> <th rowspan="2">FR</th> <th rowspan="2">OH</th> <th rowspan="2">HF</th> <th rowspan="2">FP</th> </tr> </thead> <tbody> <tr><td colspan="8"></td></tr> <tr><td>3.1 Fraction of mortality attributable to particulate air pollution</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr> <tr><td>3.2 Chlamydia diagnoses (15-24 year olds)</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr> <tr><td>3.3 Population vaccination coverage</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr> <tr><td>3.4 People presenting with HIV at a late stage of infection</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr> <tr><td>3.5 Treatment completion for Tuberculosis (TB)</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr> <tr><td>3.6 Public sector organisations with a board approved sustainable development management plan</td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td></tr> <tr><th colspan="8">3.7 Comprehensive, agreed inter-agency plans for responding to public health incidents and emergencies</th></tr> </tbody> </table> <table> <thead> <tr> <th rowspan="2">Domain 4<br>Healthcare public health and preventing premature mortality</th> <th rowspan="2">AQ</th> <th rowspan="2">Tr</th> <th rowspan="2">GS</th> <th rowspan="2">FR</th> <th rowspan="2">OH</th> <th rowspan="2">HF</th> <th rowspan="2">FP</th> </tr> </thead> <tbody> <tr><th colspan="8"></th></tr> <tr><th>4.1 Infant mortality</th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr> <tr><th>4.2 Tooth decay in children aged 5</th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr> <tr><th>4.3 Mortality rate from causes considered preventable</th><th></th><th></th><th></th><th></th><th></th><th></th><th></th></tr> <tr><th>4.4 Under 75 mortality rate from all cardiovascular diseases (including heart disease and stroke)</th><th></th><th></th><th></th><th></th><th></th><th></th><th></thin/></tr> <tr><eth>4.5 Under 75 mortality rate from cancer<th>4.6 Under 75 mortality rate from liver disease<th>4.7 Under 75 mortality rate from respiratory diseases<th>4.8 Mortality rate from infectious and parasitic diseases<th>4.9 Excess under 75 mortality rate in adults with serious mental illness<th>4.10 Suicide rate<th>4.11 Emergency readmissions within 30 days of discharge from hospital<th>4.12 Preventable sight loss<th>4.13 Health-related quality of life for older people<th>4.14 Hip fractures in people aged 65 and over<th>4.15 Excess winter deaths<th>4.16 Estimated diagnosis rate for people with dementia<th colspan="8"></eth> BETTER ENVIRONMENT, BETTER HEALTH # DATA APPENDIX ## Table 1 – Green Space Data <table> <thead> <tr> <th></th> <th>Adult Obesity</th> <th colspan="3">Green Space Access Deficiency (% value per Ward)</th> <th colspan="3">Participation in Physical Activity % per week - Adult Obesity</th> <th colspan="3">Obesity Prevalence</th> </tr> <tr> <td>Borough Green Space Surface</td> <td>Total Ward N.</td> <td>Ward with Access Deficiency</td> <td>% Households</td> <td>1 time a week</td> <td>5 times per week</td> <td>LA</td> <td>London</td> <td>England</td> </tr> </thead> <tbody> <tr> <td>Barking & Dagenham</td> <td>33.6</td> <td>17.0</td> <td>4.0</td> <td>over 50%</td> <td>45.1</td> <td>15.4</td> <td>28.7</td> <td></td> </tr> <tr> <td>Barnet</td> <td>41.3</td> <td>21.0</td> <td>4.0</td> <td>over 40%</td> <td>54.9</td> <td>17.6</td> <td>17.9</td> <td></td> </tr> <tr> <td>Bexley</td> <td>31.7</td> <td>21.0</td> <td>4.0</td> <td>over 40%</td> <td>60.8</td> <td>20.0</td> <td>26.4</td> <td></td> </tr> <tr> <td>Brent</td> <td>21.9</td> <td>21.0</td> <td>4.0</td> <td>over 40%</td> <td>49.4</td> <td>16.3</td> <td>21.2</td> <td></td> </tr> <tr> <td>Bromley</td> <td>57.8</td> <td>22.0</td> <td>2.0</td> <td>over 50%</td> <td>62.4</td> <td>21.1</td> <td>21.8</td> <td></td> </tr> <tr style="background-color: #f0f0f0;"> <th colspan="9" style="text-align: center;">City of London (20.7)</th> </tr> <tr style="background-color: #f0f0f0;"> <th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><table style="border-collapse: collapse; width: 100%;"><thead style="border-bottom: 1px solid black;"><tr style="background-color: #f0f0f0;"><th colspan="18"></table style="border-collapse: collapse; width: 100%;"><tbody style="border-bottom: 1px solid black;"><tr style="background-color: #f0f0f0;"><table style="border-collapse: collapse; width: 100%;"><tbody style="border-bottom: 1px solid black;"><tr style="background-color: #f0f0f0;"><table style="border-collapse: collapse; width: 100%;"><tbody style="border-bottom: 1px solid black;"><tr style="background-color: #f0f0f0;"><table style="border-collapse: collapse; width: 100%;"><tbody style="border-bottom: 1px solid black;"><tr style="background-color: #f0f0f0;"><table style="border-collapse: collapse; width: 100%;"><tbody style="border-bottom: 1px solid black;"><tr style="background-color: #f0f0f0;"><table style="border-collapse: collapse; width: 100%;"><tbody style="border-bottom: 1px solid black;"><tr style="background-color: #f0f0f0;"><table style="border-collapse: collapse; width: 100%;"><tbody style="border-bottom: 1px solid black;"><tr style="background-color: #f0f0f0;"><table style="border-collapse: collapse; width: 100%;"><tbody style="border-bottom: 1px solid black;"><tr style="background-color: #f0f0f0;"><table style="border-collapse: collapse; width: 100%;"><tbody style="border-bottom: 1px solid black;"><tr style="background-color: #f0f0f0;"><table style="border-collapse: collapse; width: 100%;"><tbody style="border-bottom: 1px solid black;"><tr style="background-color: #f0f0f0;"><table style="border-collapse: collapse; width: 100%;"><tbody style="border-bottom: 1px solid black;"><tr style="background-color: #f0f0f0;"><table style="border-collapse: collapse; width: 100%;"><tbody style="border-bottom: 1px solid black;"><tr style="background-color: #f0f0f0;"><table style="border-collapse: collapse; width: 100%;"><tbody style="border-bottom: 1px solid black;"><tr style="background-color: #f0f0f0;"><table style="border-collapse: collapse; width: 100%;"><tbody style="border-bottom: 1px solid black;"><tr style="background-color: #f0f0f0;"><table style="border-collapse: collapse; width: 100%;"><tbody style="border-bottom: 1px solid black;"><tr style="background-color: #f <page_number>35</page_number> <table> <thead> <tr> <th>Adult Obesity</th> <th colspan="3">Green Space Access Deficiency (% value per Ward)</th> <th colspan="3">Participation in Physical Activity % per week - Adult Obesity -</th> <th colspan="2">Obesity Prevalence</th> </tr> <tr> <th>Borough Green Space Surface</th> <th>Total Ward N.</th> <th>Ward with Access Deficiency</th> <th>% Households</th> <th>1 time a week</th> <th>5 times per week</th> <th>LA London</th> <th>England</th> </tr> </thead> <tbody> <tr> <td>Hillingdon</td> <td>49.2</td> <td>22.0</td> <td>2.0</td> <td>over 50%</td> <td>48.9</td> <td>14.1</td> <td>23.2</td> <td></td> </tr> <tr> <td>Hounslow</td> <td>39.6</td> <td>20.0</td> <td>5.0</td> <td>over 40%</td> <td>52.4</td> <td>17.8</td> <td>20.5</td> <td></td> </tr> <tr> <td>Islington</td> <td>12.4</td> <td>16.0</td> <td>4.0</td> <td>over 50%</td> <td>61.3</td> <td>22.4</td> <td>18.0</td> <td></td> </tr> <tr> <td>Kensington & Chelsea</td> <td>15.1</td> <td>18.0</td> <td>1.0</td> <td>over 50%</td> <td>63.5</td> <td>21.5</td> <td>13.9</td> <td></td> </tr> <tr> <td>Kingston upon Thames</td> <td>36.4</td> <td>16.0</td> <td>5.0</td> <td>over 50%</td> <td>61.2</td> <td>23.1</td> <td>16.7</td> <td></td> </tr> <tr> <td>Lambeth</td> <td>17.3</td> <td>21.0</td> <td>7.0</td> <td>over 50%</td> <td>62.0</td> <td>30.2</td> <td>20.7</td> <td>24.2</td> </tr> <tr> <td>Lewisham</td> <td>22.5</td> <td>18.0</td> <td>3.0</td> <td>over 40%</td> <td>56.4</td> <td>21.3</td> <td>23.7</td> <td>20.7</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></ td><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/><br/></tr><tr><th>Merton<br>Southwark<br>Sutton & Merton<br>Tower Hamlets<br>Valtham Forest<br>Wandsworth<br>NOO (2005)</th><th rowspan="6">Greenspace Information for Greater London CIF (GiGL) National Obesity Observatory (2010-2011) Health Needs Assessment Toolkit </th><th rowspan="6">National Obesity Assessment Toolkit </th></tr><tr><th>Hillington<br>Hounslow<br>Islington<br>Kensington & Chelsea<br>Kingston upon Thames<br>Lambeth<br>Lewisham<br>Merton<br>Newham<br>Redbridge<br>Richmond upon Thames<br>Southwark<br>Sutton & Merton<br>Tower Hamlets<br>Valtham Forest<br>Wandsworth<br>NOO (2005)</th><th rowspan="6">Greenspace Information for Greater London CIF (GiGL) National Obesity Observatory (2010-2011) Health Needs Assessment Toolkit </th></tr><tr><th>Hillington<br>Hounslow<br>Islington<br>Kensington & Chelsea<br>Kingston upon Thames<br>Lambeth<br>Lewisham<br>Merton<br>Newham<br>Redbridge<br>Richmond upon Thames<br>Southwark<br>Sutton & Merton<br>Tower Hamlets<br>Valtham Forest<br>Wandsworth<br>NOO (2005)</th><th rowspan="6">Greenspace Information for Greater London CIF (GiGL) National Obesity Observatory (2010-2011) Health Needs Assessment Toolkit </th></tr><tr><th>Hillington<br>Hounslow<br>Islington<br>Kensington & Chelsea<br>Kingston upon Thames<br>Lambeth<br>Lewisham<br>Merton<br>Newham<br>Redbridge<br>Richmond upon Thames<br>Southwark<br>Sutton & Merton<br>Tower Hamlets<br>Valtham Forest<br>Wandsworth<br>NOO (2005)</th><th rowspan="6">Greenspace Information for Greater London CIF (GiGL) National Obesity Observatory (2010-2011) Health Needs Assessment Toolkit </th></tr><tr><th>Hillington<br>Hounslow<br>Islington<br>Kensington & Chelsea<br>Kingston upon Thames<br>Lambeth<br>Lewisham<br>Merton<br>Newham<br>Redbridge<br>Richmond upon Thames<br>Southwark<br>Sutton & Merton<br>Tower Hamlets<br>Valtham Forest<br>Wandsworth<br>NOO (2005)</th><th rowspan="6">Greenspace Information for Greater London CIF (GiGL) National Obesity Observatory (2010-2011) Health Needs Assessment Toolkit </th></tr><tr><th>Hillington<br>Hounslow<br>Islington<br>Kensington & Chelsea<br>Kingston upon Thames<br>Lambeth<br>Lewisham<br>Merton<br>Newham<br>Redbridge<br>Richmond upon Thames<br>Southwark<br>Sutton & Merton<br>Tower Hamlets<br>Valtham Forest<br>Wandsworth<br>NOO (2005)</th><th rowspan="6">Greenspace Information for Greater London CIF (GiGL) National Obesity Observatory (2010-2011) Health Needs Assessment Toolkit </th></tr><tr><th>Hillington<br>Hounslow<br>Islington<br>Kensington & Chelsea<br>Kingston upon Thames<br>Lambeth<br>Lewisham<br>Merton<br>Newham<span style="color:red;">Redbridge<span style="color:red;">Richmond upon Thames<span style="color:red;">Southwark<span style="color:red;">Sutton & Merton<span style="color:red;">Tower Hamlets<span style="color:red;">Valtham Forest<span style="color:red;">Wandsworth<span style="color:red;">NOO (2005)</span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red;"></span style="color:red"></div> \<page_number>36\</page_number> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'></div> <div id='map'> BETTER ENVIRONMENT, BETTER HEALTH Table 2 Active Travel and Transport Data <table> <thead> <tr> <td></td> <td>Number of Travels per day' (000's)</td> <td>Annual Casualties on the Road, 2005-2009 average</td> <td>% Change 2005-2009 to 2011</td> <td>Average Fatalities 2005-2009</td> <td>Number of Vehicles</td> </tr> </thead> <tbody> <tr> <td>Barking & Dagenham</td> <td>280</td> <td>604</td> <td>7</td> <td>5</td> <td>115,178</td> </tr> <tr> <td>Barnet</td> <td>769</td> <td>1,344</td> <td>3</td> <td>13</td> <td>97,861</td> </tr> <tr> <td>Bexley</td> <td>357</td> <td>644</td> <td>-12</td> <td>4</td> <td>107,803</td> </tr> <tr> <td>Brent</td> <td>592</td> <td>918</td> <td>-2</td> <td>8</td> <td>122,900</td> </tr> <tr> <td>Bromley</td> <td>691</td> <td>929</td> <td>-6</td> <td>10</td> <td>45,486</td> </tr> <tr> <td>Camden</td> <td>744</td> <td>902</td> <td>3</td> <td>5</td> <td>93,779</td> </tr> <tr> <td>City of London</td> <td>262</td> <td>369</td> <td>11</td> <td>2</td> <td>73,434</td> </tr> <tr> <td>Croydon</td> <td>720</td> <td>1,208</td> <td>2</td> <td>6</td> <td>42,861</td> </tr> <tr> <td>Ealing</td> <td>633</td> <td>1,155</td> <td>-15</td> <td>10</td> <td>136,071</td> </tr> <tr> <td>Enfield</td> <td>594</td> <td>1,033</td> <td>7</td> <td>12</td> <td>98,621</td> </tr> <tr> <td>Greenwich</td> <td>428</td> <td>919</td> <td>7</td> <td>9</td> <td>95,934</td> </tr> <tr> <td>Hackney</td> <td>404</td> <td>948</td> <td>-8</td> <td>5</td> <td>123,966</td> </tr> <tr> <td>Hammersmith & Fulham</td> <td>494</td> <td>745</td> <td>-4</td> <td>6</td> <td>146,475</td> </tr> <tr> <td>Haringey</td> <td>483</td> <td>830</td> <td>-10%</td><span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><br/> <span style="color: red;">(increase by 10%)<br/></span><hr/>Haringey Harrow Havering Hillingdon Hounslow Islington Kensington & Chelsea Kingston upon Thames Lambeth Lewisham Merton Newham Redbridge Richmond upon Thames Southwark Sutton Tower Hamlets Waltham Forest Wandsworth Westminster Average Source London Travel Demand Survey<br/>Reported Road Casualties, Great Britain, gov.uk Average \<page_number>531<br/>886<br/>6<br/>95634<br/>37<br/> \</page_number> <img>A table showing active travel and transport data for various London boroughs.</img> <table border='none'> <thead border='none'> <tr border='none'> <th></th><th></th><th></th><th></th><th></th><th></th></tr></thead> <tbody border='none'> <tr border='none'> <th>Barking & Dagenham<br/>Barnet<br/>Bexley<br/>Brent<br/>Bromley<br/>Camden<br/>City of London<br/>Croydon<br/>Ealing<br/>Enfield<br/>Greenwich<br/>Hackney<br/>Hammersmith & Fulham<br/>Haringey<br/>Harrow<br/>Havering<br/>Hillingdon<br/>Hounslow<br/>Islington<br/>Kensington & Chelsea<br/>Kingston upon Thames<br/>Lambeth<br/>Lewisham<br/>Merton<br/>Newham<br/>Redbridge<br/>Richmond upon Thames<br/>Southwark<br/>Sutton<br/>Tower Hamlets<br/>Waltham Forest<br/>Wandsworth<br/>Westminster<br/>Average<br/><hr/><table border='none'><tbody border='none'><tr border='none'><th colspan='6'>Source London Travel Demand Survey Reported Road Casualties, Great Britain, gov.uk <hr/><table border='none'><tbody border='none'><tr border='none'><th colspan='6'></th></tr></tbody></table></table></th></tr> <tr border='none'> <th>Barking & Dagenham<br/>Barnet<br/>Bexley<br/>Brent<br/>Bromley<br/>Camden<br/>City of London<br/>Croydon<br/>Ealing<br/>Enfield<br/>Greenwich<br/>Hackney<br/>Hammersmith & Fulham<br/>Haringey<br/>Harrow<br/>Havering<br/>Hillingdon<br/>Hounslow<br/>Islington<br/>Kensington & Chelsea<br/>Kingston upon Thames<br/>Lambeth<br/>Lewisham<br/>Merton<br/>Newham<br/>Redbridge<br/>Richmond upon Thames<br/>Southwark<br/>Sutton<br/>Tower Hamlets<br/>Waltham Forest<br/>Wandsworth<br/>Westminster<br/><hr/><table border='none'><tbody border='none'><tr border='none'><th colspan='6'>Average <page_number>531 <hr/><table border='none'><tbody border='none'><tr border='none'><th colspan='6'>Source London Travel Demand Survey Reported Road Casualties, Great Britain, gov.uk <hr/><table border='none'><tbody border='none'><tr border='none'><th colspan='6'></th></tr></tbody></table></table></table></th></tr> <tr border='none'> <th>Barking & Dagenham:<table border='none'><tbody border='none'><tr border='none'><th colspan='6'>Number of Travels per day' (000's)<hr/><table border='none'><tbody border='none'><tr border='none'><th colspan='6'>Annual Casualties on the Road, 2005-2009 average<hr/><table border='none'><tbody border='none'><tr border='none'><th colspan='6'>% Change 2005-2009 to 2011<hr/><table border='none'><tbody border='none'><tr border='none'><th colspan='6'>Average Fatalities 2005-2009<hr/><table border='none'><tbody border='none'><tr border='none'><th colspan='6'>Number of Vehicles<hr/><table border='none'><tbody border='none'><tr border='none'><th colspan='6'>Average Fatalities 2005-2009<hr/><table border='none'><tbody border='none'><tr border='none'><th colspan='6'>Number of Vehicles<hr/><table border='none'><tbody border='none'><tr border='none'><th colspan='6'>Average Fatalities 2005-2009<hr/><table border='none'><tbody border='none'><tr border='none'><th colspan='6'>Number of Vehicles<hr/><table border='none'><tbody border='none'><tr border='none'><th colspan='6'>Average Fatalities 2005-2009<hr/><table border='none'><tbody border='none'><tr border='none'><th colspan='6'>Number of Vehicles<hr/><table border='none'><tbody border='none'><tr border='none'><th colspan='6'>Average Fatalities 2005-2009<hr/><table border='none'><tbody border 'nece'... ```html <table id=tab_"><thead id=thead_"><tr id=row_"><th id=caption_">Table 2 Active Travel and Transport Data </th></tr></thead><tbody id=tbody_"><tr id=row_"><th id=caption_">Barking & Dagenham </th><th id=caption_">Number of Travels per day' (OOO's) </th><th id=caption_">Annual Casualties on the Road, 2OO5-2OO9 average </th><th id=caption_">% Change 2OO5-2OO9 to 2OOI </th><th id=caption_">Average Fatalities OO5-OO9 </th><th id=caption_">Number of Vehicles </th></tr><tr id=row_"><th id=caption_">Barnet </th><th id=caption_">769 </th><th id=caption_">I.344 </th><th id=caption_">3 </th><th id=caption_">I3 </th><th id=caption_">97.86I </th></tr><tr id=row_"><th id=caption_">Bexley </th><th id=caption_">357 </th><th id=caption_">644 </th><th id=caption_">-I2 </th><th id=caption_">4 </th><th id=caption_">IOM.8O3 </h... ``` BETTER ENVIRONMENT, BETTER HEALTH Table 3 Air Quality Data \| \| Fraction (%) of mortality attributable to long term exposure to PM2.5 \| Rank \| % different from UK average \| Number of Air Quality Focus Areas \| \|---\|---\|---\|---\|---\| \| Barking & Dagenham \| 7.1 \| 14 \| 27% \| 3 \| \| Barnet \| 6.8 \| 10 \| 21% \| 15 \| \| Bexley \| 6.6 \| 7 \| 18% \| 1 \| \| Brent \| 7.2 \| 17 \| 29% \| 6 \| \| Bromley \| 6.3 \| 1 \| 13% \| 1 \| \| Camden \| 7.7 \| 24 \| 38% \| 5 \| \| City of London \| 9 \| 33 \| 61% \| 2 \| \| Croydon \| 6.5 \| 5 \| 16% \| 5 \| \| Ealing \| 7.2 \| 17 \| 29% \| 5 \| \| Enfield \| 6.6 \| 7 \| 18% \| 10 \| \| Greenwich \| 7.2 \| 17 \| 29% \| 7 \| \| Hackney \| 7.8 \| 26 \| 39% \| 8 \| \| Hammersmith and Fulham \| 7.9 \| 27 \| 41% \| 5 \| \| Haringey \| 7.1 \| 14 \| 27% \| 9 \| \| Harrow \| 6.4 \| 3 \| 14% \| 5 \| \| Havering \| 6.3 \| 1 \| 13% \| 3 \| \| Hillingdon \| 6.5 \| 5 \| 16% \| 8 \| \| Hounslow \| 7.1 \| 14 \| 27% \| 10 \| \| Islington \| 7.9 \| 27 \| 41% \| 3 \| \| Kensington and Chelsea \| 8.3 \| 31 \| 48% \| 3 \| \| Kingston upon Thames (Kingston) (Kings) (Kings) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) (Kingston) 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BETTER ENVIRONMENT, BETTER HEALTH Table 4 Healthy Food Data <table> <thead> <tr> <th></th> <th>Adult Obesity Prevalence</th> <th colspan="3">Participation in Physical Activity % per week</th> <th colspan="2">Childhood Obesity Prevalence (6yrs old)</th> <th colspan="3">% Consumption of 5 portions of fruits and vegetables a day</th> </tr> <tr> <th></th> <th></th> <th>Once a week</th> <th>5 times per week</th> <th>LA</th> <th>Total MSOA N.</th> <th>Areas (MSOA) with highest % of consumption</th> <th>% Intervals</th> <th></th> </tr> </thead> <tbody> <tr> <td>Barking & Dagenham</td> <td>28.7</td> <td>45.1</td> <td>15.4</td> <td></td> <td>22</td> <td></td> <td>8</td> <td>(25.40 - 31.20)</td> </tr> <tr> <td>Barnet</td> <td>17.9</td> <td>54.9</td> <td>17.6</td> <td></td> <td>41</td> <td></td> <td>16</td> <td>(43.90 - 56.10)</td> </tr> <tr> <td>Bexley</td> <td>26.4</td> <td>60.8</td> <td>20</td> <td></td> <td>28</td> <td></td> <td>10</td> <td>(31.20 - 37.20)</td> </tr> <tr> <td>Brent</td> <td>21.2</td> <td>49.4</td> <td>16.3</td> <td></td> <td>34</td> <td></td> <td>13</td> <td>(38.20 - 45.30)</td> </tr> <tr> <td>Bromley</td> <td>21.8</td> <td>62.4</td> <td>21.1</td> <td></td> <td>39</td> <td></td> <td>15</td> <td>(27.20 - 45.30)</td> </tr> <tr> <td>Camden</td> <td>15.5</td> <td>65.1</td> <td>26</td> <td></td> <td>28</td> <td></td> <td>10</td> <td>(44.60 - 55.10)</td> </tr> <tr> <td>City of London</td> <td></td> <td>52.8</td> <td>28.7</td> <td></td> <td></td> <td></td><td><u style="text-decoration: underline;">48<u/></td><u style="text-decoration: underline;"></u><br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <a href="#table_4" name="table_4"><span id="table_4" class="caption">Table 4 Healthy Food Data </span></a> <table border="1"> <thead><tr><th></th><th></th><th></th><th></th><th></th><th>Total MSOA N.</th><th>Areas (MSOA) with highest % of consumption</th><th>% Intervals</th></tr></thead><tbody><tr><td>Barking & Dagenham</td><td>28.7</td><td>45.1</td><td>15.4</td><td></td><td>22</td><td></td><td>8</td><td>(25.40 - 31.20)</td></tr><tr><td>Barnet</td><td>17.9</td><td>54.9</td><td>17.6</td><td></td><td>41</td><td></td><td>16</td><td>(43.90 - 56.10)</td></tr><tr><td>Bexley</td><td>26.4</td><td>60.8</td><td>20</td><td></td><td>28</td><td></td><td>10</td><td>(31.20 - 37.20)</td></tr><tr><td>Brent</td><td>21.2</td><td>49.4</td><td>16.3</td><td></ td td= "34" rowspan= "3" colspan= "3" style= "border-top: 1px solid black; border-bottom: 1px solid black; border-right: 1px solid black; border-left: 1px solid black; padding: 5px; ">39< td colspan= "3" style= "border-top: 1px solid black; border-bottom: 1px solid black; border-right: 1px solid black; border-left: 1px solid black; padding: 5px; ">39< td colspan= "3" style= "border-top: 1px solid black; border-bottom: 1px solid black; border-right: 1px solid black; border-left: 1px solid black; padding: 5px; ">39< td colspan= "3" style= "border-top: 1px solid black; border-bottom: 1px solid black; border-right: 1px solid black; border-left: 1px solid black; padding: 5px; ">39< td colspan= "3" style= "border-top: 1px solid black; border-bottom: 1px solid black; border-right: 1px solid black; border-left: 1px solid black; padding: 5px; ">39< td colspan= "3" style= "border-top: 1px solid black; border-bottom: 1px solid black; border-right: 1px solid black; border-left: 1px solid black; padding: 5px; ">39< td colspan= "3" style= "border-top: 1px solid black; border-bottom: 1px solid black; border-right: 1px solid black; border-left: 1px solid black; padding: 5px; ">39< td colspan= "3" style= "border-top: 1px solid black; border-bottom: 1px solid black; border-right: 1px solid black; border-left: 1px solid black; padding: 5px; ">39< td colspan= "3" style= "border-top: 1px solid black; border-bottom: 1px solid black; border-right: 1px solid black; border-left: 1px solid black; padding: 5px; ">39< td colspan= "3" style= "border-top: 1px solid black; border-bottom: 1px solid black; border-right: 1px solid black; border-left: 1px solid black; padding: 5px; ">39< td colspan= "3" style= "border-top: 1px solid black; border-bottom: 1px solid black; border-right: 1px solid black; border-left: 1px solid black; padding: 5px; ">39< td colspan= "3" style= "border-top: 1px solid black; border-bottom: 1px solid black; border-right: 1px solid black; border-left: 1px solid black; padding: 5px; ">39< td colspan= "3" style= "border-top: 1px solid black; border-bottom: 1px solid black; border-right: 1px solid black; border-left: 1px solid black; padding: 5px; ">39< td colspan= "3" style= "border-top: 1px solid black; border-bottom: 1px solid black; border-right: <table> <thead> <tr> <td>Kensington & Chelsea</td> <td>13.9</td> <td>63.5</td> <td>21.5</td> <td>21</td> <td>8</td> <td>(50.70 - 54.30)</td> </tr> <tr> <td>Kingston upon Thames</td> <td>16.7</td> <td>61.2</td> <td>23.1</td> <td>20</td> <td>8</td> <td>(41.90 - 49.40)</td> </tr> <tr> <td>Lambeth</td> <td>20.7</td> <td>62</td> <td>30.2</td> <td>35</td> <td>13</td> <td>(36.00 - 42.90)</td> </tr> <tr> <td>Lewisham</td> <td>23.7</td> <td>56.4</td> <td>21.3</td> <td>36</td> <td>14</td> <td>(36.00 - 42.90)</td> </tr> <tr> <td>Merton</td> <td>19.1</td> <td>55</td> <td>17.5</td> <td>25</td> <td>10</td> <td>(41.40 - 55.40)</td> </tr> <tr> <td>Newham</td> <td>25.3</td> <td>45.7</td> <td>17.3</td> <td>37</td> <td>13</td> <td>(32.60 - 36.60)</td> </tr> <tr> <td>Redbridge</td> <td>22.3</td> <td>54.5</td> <td>19.4</td> <td>33</td> <td>12</td> <td>(35.50 - 43.30)</td> </tr> <tr> <td>Richmond upon Thames</td> <td>14.9</td> <td>69.3</td> <td>27.4</td> <td>23</td> <td>8</td> <td>(44.70 - 48.30)</td> </tr> <tr> <td>Southwark</td> <td>22.5</td> <td>59.5</td> <td>19.5</td> <td>33</td> <td>11</td> <td>(37.50% - 43.30)</td> </tr> <tr> <td>Sutton</td> <td>21.6</td> <td>64.2</td> <td>19.7</td> <td>24</td> <td>9</td> <td>(35.20 - 44.30)</td> </tr> <tr> <td>Tower Hamlets</td> <td>19.4</td> <td>55.9</td> <td>19.7</td> <td>31</td> <td>12</td> <td>(29.70 - 42.90)</td> </tr> <tr> <td>Waltham Forest</td> <td>23.4</td> <td>56.2</td> <td>20.3</td> <td>28</td> <td>10</td> <td>(33.70 - 37.40)</td> </tr> <tr> <td>Vandsworth</td> <td>15.</td> <td>66.4.</td><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br></table> Average: 20.6 \| 57.0 \| 20.7 \| 30.7 \| 11.6 \| 48.0 London: 20.7 \| 22.53 \| 19.2 England: 24.2 Source: Health Needs Assessment Toolkit National Obesity Observatory (2010-2011) Health Needs Assessment Toolkit \<page_number>40\</page_number> BETTER ENVIRONMENT, BETTER HEALTH Table 5 Fuel Poverty Data <table> <thead> <tr> <th></th> <th>Excess winter deaths<br>2010/11</th> <th colspan="3">Population Aged 65</th> <th>Households in privately-rented 2011</th> <th>Percentage in privately-rented<br>2011</th> </tr> <tr> <td></td> <td></td> <td>2012</td> <td>2025</td> <td>2040</td> <td></td> <td></td> </tr> </thead> <tbody> <tr> <td>Barking and Dagenham</td> <td>60</td> <td>19,700</td> <td>24,700</td> <td>35,900</td> <td>17,000</td> <td>22.9</td> </tr> <tr> <td>Barnet</td> <td>90</td> <td>49,400</td> <td>65,600</td> <td>88,100</td> <td>28,000</td> <td>20.5</td> </tr> <tr> <td>Bexley</td> <td>90</td> <td>38,500</td> <td>45,100</td> <td>56,300</td> <td>10,000</td> <td>10.9</td> </tr> <tr> <td>Brent</td> <td>40</td> <td>33,800</td> <td>46,300</td> <td>61,100</td> <td>26,000</td> <td>29.2</td> </tr> <tr> <td>Bromley</td> <td>190</td> <td>54,200</td> <td>64,200</td> <td>79,500</td> <td>17,000</td> <td>12.6</td> </tr> <tr> <td>Camden</td> <td>70</td> <td>24,800</td> <td>30,200</td> <td>39,300</td> <td>29,000</td> <td>26.8</td> </tr> <tr> <td>City of London</td> <td>10</td> <td>1,100</td> <td>1,700</td> <td>2,800</td> <td>1,000</td> <td>8.6</td> </tr> <tr> <td>Croydon</td> <td>70</td> <td>46,200</td> <td>61,200</td> <td>84,100</td> <td>19,000</td> <td>13.9</td> </tr> <tr> <td>Ealing</td> <td>90</td> <td>37,500</td> <td>49,900</td> <td>65,300</td> <td>29,000</td> <td>24.3</td> </tr> <tr> <td>Ealing (cont.)<br>Hounslow (cont.)<br>Hillingdon (cont.)<br>Hounslow (cont.)<br>Kensington and Chelsea (cont.)<br>Kingston upon Thames (cont.)<br>Lambeth (cont.)<br>Lewisham (cont.)<br>Merton (cont.)<br>Newham (cont.)<br>Tower Hamlets (cont.)<br>Vauxhall (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.)<br>Zetland Park (cont.) <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <table> <!-- Table --> ```html <style type="text/css"> table { border-collapse: collapse; width: 1%; } table tr td { border: 1px solid black; padding: 5px; text-align: center; } table tr th { border: 1px solid black; padding: 5px; text-align: center; } table tr th { border: 1px solid black; padding: 5px; text-align: center; } table tr td { border: 1px solid black; padding: 5px; text-align: center; } table tr th { border: 1px solid black; padding: 5px; text-align: center; } table tr td { border: 1px solid black; padding: 5px; text-align: center; } table tr th { border: 1px solid black; padding: 5px; text-align: center; } table tr td { border: 1px solid black; padding: 5px; text-align: center; } table tr th { border: 1px solid black; padding: 5px; text-align: center; } table tr td { border: 1px solid black; padding: 5px; text-align: center; } table tr th { border: 1px solid black; padding: 5px; text-align: center; } table tr td { border: 1px solid black; padding: 5px; text-align: center; } table tr th { border: 1px solid black; padding: 5px; text-align: center; } table tr td { border: 1px solid black; padding: 5px; text-align: center; } table tr th { border: 1px solid black; padding: 5px; text-align: center; } table tr td { border: 1px solid black; padding: 5px; text-align: center; } table tr th { border: 1px solid black; padding: 5px; text-align: center; } table tr td { border: 1px solid black; padding: 5px; text-align: center; } table tr th { border: 1px solid black; padding: 5px; text-align: center; } table tr td { border: 1px solid black; padding: 5px; text-align: center; } table tr th { border: 1px solid black; padding: 5px; text-align: center; } table tr td { border: 1px solid black; padding: 5px; text-align: center; } table tr th { border: 1px solid black; padding: 5px; text-align: center; } table tr td { border: 1px solid black; padding: 5px; text-align: center; } table tr th { border-collapse: ``` ```css body { font-family:"Arial", sans-serif; } h2 { font-size : large; } p { font-size : small; } ``` ```html <h2 style="text-align:center;">Table 5 Fuel Poverty Data </h2><hr><div style="width : auto; margin-left : auto; margin-right : auto; max-width : fit-content;"> <div style="display : flex; justify-content : space-between;"> <div style="width : fit-content; display : inline-block;"> <p style="font-size : small;">Excess winter deaths<br><span style="font-weight : bold;">2018/19:</span></p><hr><p style="font-size : small;">Barking and Dagenham<br><span style="font-weight : bold;">68:</span></p><hr><p style="font-size : small;">Barnet<br><span style="font-weight : bold;">98:</span></p><hr><p style="font-size : small;">Bexley<br><span style="font-weight : bold;">98:</span></p><hr><p style="font-size : small;">Brent<br><span style="font-weight : bold;">48:</span></p><hr><p style="font-size : small;">Bromley<br><span style="font-weight : bold;">37:</span></p><hr><p style="font-size : small;">Camden<br><span style="font-weight : bold;">77:</span></p><hr><p style="font-size : small;">City of London<br><span style="font-weight : bold;">37:</span></p><hr><p style="font-size : small;">Croydon<br><span style="font-weight : bold;">77:</span></p><hr><p style="font-size : small;">Ealing<br><span style="font-weight : bold;">98:</span></p><hr><p style="font-size : small;">Enfield<br><span style="font-weight : bold;">38:</span></p><hr><p style="font-size : small;">Greenwich<br><span style="font-weight : bold;">78:</span></p><hr><p style="font-size : small;">Hackney<br><span style="font-weight : bold;">38:</span></p><hr><p style="font-size : small;">Hammersmith and Fulham<br><span style="font-weight : bold;">48:</span></p><hr><p style="font-size : small;">Haringey<br><span style="font-weight : bold;">68:</span></p><hr><p style="font-size : small;">Harrow<br><span style="font-weight : bold;">68:</span></p><hr><p style="font-size : small;">Havering<br><span style="font-weight : bold;">38:</span></p><hr><p style="font-size : small;">Hillingdon<br><span style="font-weight : bold;">38:</span></p><hr><p style="font-size : small;">Hounslow<br><span style="font-weight : bold;">38:</span></p><hr><p style="font-size : small;">Islington<br><span style="font-weight : bold;">38:</span></p><hr><p style="font-size : small;">Kensington and Chelsea<br><span style="font-weight : bold;">58:</span></p><hr><p style="font-size : small;">Kingston upon Thames<br><span style="font-weight : bold;">78:</span></p><hr><p style="font-size : small;">Lambeth<br><span style="font-weight : bold;">68:</span></p><hr><p style="font-size : small;">Lewisham<br><span style="font-weight : bold;">98:</span></p><hr><p style="font-size : small;">Merton<br><span style="font-weight : bold;">68:</span></p><hr><p style="font-size : small;">Newham<br><span style="font-weight : bold;">78:</span></p><hr><p style="font-size : small;">Redbridge<br><span style="font-weight : bold;">48:</span></p><hr><p style="font-size : small;">Richmond upon Thames<br><span style="font-weight : bold;">48:</span></p><hr><p style="font-size : small;">Southwark<br><span style="font-weight : bold;">38:</span></p><hr><p style="font-size : small;">Sutton<br><span style="font-weight : bold;">68:</span></p><hr><p style="font-size : small;"><strong>Tower Hamlets:<strong>                                        </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong> </strong> <strong>> > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > ``` # ACKNOWLEDGEMENTS Project Team-Responsible for project management, project delivery and writing the guides: Annette Figueiredo- Principal Policy & Programme Officer, Resilience and Quality of Life Team-GLA, Jason Strelitz, Public Health Specialist, GLA Alena Ivanova, Elena Guidorzi; Joe Parsons- MA/MSc postgraduate students-University of London, Kings College, GLA work placements Dr Angie Bone-Consultant in Public Health Medicine, Extreme Events and Health Protection, Public Health England The Project Team would like to thank everyone who has been involved in the project and contributed to the production of the guides. Particular thanks go to: GLA Staff Helen Walters, Head of Health Alex Nickson, Policy & Programmes Manager, Resilience and Quality of Life Team Peter Massini, Principal Policy & Programme Officer, Resilience and Quality of Life Team Lucy Saunders, Public Health Specialist, Health Team Jonathan Pauling, Principal Policy Officer, Food, Economic & Business Policy Team Mark Ainsbury, Senior Policy Officer, Food, Economic & Business Policy Team Eliot Treharne, Principal Policy & Programme Officer, Resilience and Quality of Life Team Liz Prosser, Senior Project Officer, Healthy Schools London, Health Team Kat McKinlay, Policy Officer, Transport Team Gareth Baker, GIS Officer, GIS and Infrastructure Team Michael Heyes, GIS Officer, GIS and Infrastructure Team Alison Murray, Programme Officer, Regeneration Team Emma Williamson, Principal Strategic Planner, Planning Team Susan Pape, Internal Communications Officer, HR & Organisational Development, Communications Team Una Buckley, Employee Engagement Manager, HR & Organisational Development Charlotte Hall, Health Inequalities Programme Leader, Health Team Larissa Bulla, Principal Policy & Programme Officer, Energy & Waste Team Kevin Reid, Principal Policy & Programme Officer, Resilience and Quality of Life Team Rebecca Roper, Childhood Obesity and Health Team Support Officer, Health Team GLA Design Team Other Colleagues Alex Trotton, Policy and Information Officer, Lambeth and Southwark Public Health Department Jonathan Hiderband, Director of Public Health, London Borough of Kingston Caroline Hancock, Senior Public Health Analyst – Public Health England Thomas Abebling, PhD Researcher, UNITED NATIONS UNIVERSITY, Institute for Environment and Human Security (UNU,EHS) Paul James, Director of the United Nations Global Compact; Cities Programme John Kolm-Murray, Seasonal Health Officer; Islington Council Fiona Daly - Environmental Manager; Barts Health NHS Trust Gordon Devereaux - Environmental Manager; Age UK London Dr Anna Mavrogianni; Lecturer in Environmental Design and Engineering. 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Punjabi मे तुम्हारी भाषा को बनाए गए यहाँ उपलब्ध है। जो वेबसाइट पर देख सकेंगे या डाउनलोड कर सकेंगे वह तुम्हारी भाषा में है। Hindi वर्तमान में आपका इस दशक की प्रति अनुभव माना जाता है, तो यहाँ कुछ निमिशों की नज़र रखें। यहाँ पर कोई कैसे अच्छा मौसम हैं या कैसे संभव हैं। Bengali বাংলা পর্যন্ত জালানী কাঠামো এবং বিনিময় ক্ষতিগ্রস্থি (কেন্দ্র) এবং কারা শহরে শিক্ষা সম্পর্কে বাংলা বিকল্পীয় পড়াশুনা করতে পারেন। Urdu ایک اسپیس آب اسپیس آب پریز نیاز دل کے لئے جاگیردار، هیس، براو، کرم، جنگلی کمیت، میں، کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت، مانگ کا ہاتھ میں کمیت，مانج كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كي كى Arabic إذا أردنا نسبه هذه الوثيقة إلى رجيم الإصالة الهندي أو مراسلة العلوم الهندية Gujarati ઘરે જેમાં આ ધરણો નાખ્ય સમજી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધરણો મોકલી ધര	ENGLISH
1781-pdf	<img>Ministry of Justice logo</img> <img>National Statistics logo</img> Published 7 September 2017 # Civil Justice Statistics Quarterly, England and Wales, April to June 2017 (provisional) ## Main points In April to June 2017, increases can be seen across most stages of county court activity (claims, defences, trials and judgments made). Although driven by the increases in specified money claims, increases have also been seen in non-money claims. \| County court claims up 40%, driven by specified money claims \| In April to June 2017, the highest quarterly number of County Court claims were lodged since 2009, at 565,000. Of these, 457,000 were specified money claims (up 54% on April to June 2016). \| \| Unspecified money claims were down 5% to 35,000 \| Unspecified money claims have decreased for both Personal Injury (down 4% to 33,000) and other unspecified money claims (down 19% to 1,800). \| \| Claims defended and claims to trial up 2% and 10% respectively \| There were 72,000 claims defended and 14,000 claims that had gone to trial in April to June 2017 \| \| Average time taken from claim to hearing has increased \| Average time taken for small claims has increased to 37.8 weeks, over six weeks longer than the same period in 2016. Multi and fast track claims increased to 56.6 weeks (three weeks longer than Apr-Jun 2016) \| \| Judgments up 43%, compared to same quarter in 2016 \| There were 327,000 judgments made in April to June 2017, of which 87% were default judgments (with 285,000, up 48% on the same quarter of 2016). \| \| Judicial Reviews in first half of 2017 down 2% on same period of 2016 \| There were 2,200 Judicial Reviews in the first half of 2017. Of the 1,300 2017 cases that reached the permission stage, 225 (18%) were found to be ‘totally without merit’. \| \| There were 5 interim privacy injunction proceedings in first half of 2017 \| Additionally there was one continuation proceeding and two final privacy injunction proceedings recording over the period of January to June 2017. \| This publication gives civil county court statistics for the latest quarter (April to June 2017), compared to the same quarter the previous year. The judicial review and the privacy injunction figures cover the period January to June 2017. For more details, please see the supporting document. 1. Claims summary County court claims up 40% on the same quarter of 2016, driven by an increase in money claims The number of County Court claims lodged in April to June 2017 were the highest of the time series, at 565,000. Of these, 492,000 were money claims (up 48% on April to June 2016). Non-money claims at 73,000, up 4% on the same quarter last year Other non-money claims and return of goods increased by 10% and 53%, to 33,000 and 2,300 respectively. Mortgage and Landlord Possession claims over the same period decreased by 3%, to 37,000. Figure 1: County Court Claims by type, Q2 (April to June) 2009 to Q2 (April to June) 2017 (source: table 1.2) <img> A line graph showing County Court Claims by type from Q2 2009 to Q2 2017. The y-axis ranges from 0 to 600,000 in increments of 100,000. The x-axis shows years: Q2 2009, Q2 2010, Q2 2011, Q2 2012, Q2 2013, Q2 2014, Q2 2015, Q2 2016, Q2 2017. There are three lines: - Money Claims (blue) - Non Money Claims (light blue) - Total (dark blue) </img> Money Claims Non Money Claims Total County Court claims have been generally increasing since a low of 328,000 in April to June 2012, to the peak seen in this most recent quarter, at 565,000. This increase is driven by a rise in money claims (up 48% since April to June 2016), which make up the majority of claims received. Non-money claims had been generally declining since the peak of 89,000 claims in Q3 2013. However in the most recent two quarters it has increased when compared to the same period in 2016. In April to June 2017 it had increased by 4% to 73,000. Of the non-money claims, return of goods have been increasing quarter on quarter since July to September 2015. Since April to June 2016, these have increased by 53% to 2,300 at April to June 2017. Other non-money claims increased by 10% across the same period to 33,000, and have generally been increasing since a low of 26,000 in April to June 2014. Mortgage and Landlord Possession claims has been declining since a peak of 60,000 in January to March 2014. It was the only non-money claim group which saw a decrease in the year to April to June 2017, dropping to 37,000 (down 3%). \<page_number>2\</page_number> 2. Money Claims The increase in civil claims was driven by specified money claims. There were 457,000 specified money claims in April to June 2017, up 54% on the same period of 2016. Low value monetary claims (£500 or less) have been driving the increase in specified money claims, with an increase of 63% to 194,000 claims in April to June 2017. Unspecified claims have decreased 5% to 35,000 when compared to the same quarter in 2016 Unspecified money claims have decreased for both Personal Injury (down 4% to 33,000) and other unspecified money claims (down 19% to 1,800) The majority (90%) of specified money claims are processed and issued at the County Court Business Centre (CCBC). There were 413,000 such claims at the CCBC in April to June 2017 (up 65% on the same quarter in the previous year). After reaching their lowest point at April to June 2012 (210,000 claims), the total number of specified money claims has continuously increased (118% since this period). This total has been driven by an increase in lower value monetary claims (£15,000 and more), with the greatest increases in the lowest claim group (up to and including £500, up by 157%), which makes up 42% of the total specified claim proportion in the most recent quarter. However, higher value claims (>£15,000) have decreased when compared the same period (April to June 2012), as shown in Figure 2. Figure 2: Specified money claims by monetary value, Jan-Mar 2009 to Apr-Jun 2017 (source: civil workload CSV) <img> A line graph showing specified money claims by monetary value from Jan-Mar 2009 to Apr-Jun 2017. The y-axis ranges from 0 to 250,000. The x-axis shows years: 2009, 2010, 2011, 2012, 2013, 2014, 2015, 2016, 2017. Legend: - Up to £500 - Over £500 to £1,000 - Over £1,000 to £5,000 - Over £5,000 to £15,000 - Over £15,000 </img> Unspecified money claims have generally been decreasing since a peak of 47,000 in January to March 2013. In the most recent quarter, they fell by 5% compared to April to June 2016, to 35,000. Personal injury claims account for almost all (95%) of unspecified money claims. \<page_number>3\</page_number> In April to June 2017, 38,000 money claims were allocated to track, 3% less than the same period in 2016. Of these allocations: - 21,000 were allocated to small claims, an increase of 17% on the same quarter in 2016, accounting for 55% of all allocations; - 14,000 were allocated to fast track, a decrease of 20% on the same quarter in 2016, accounting for 37% of all allocations; - 3,100 were allocated to multi-track, a decrease of 15% on the same quarter of 2016, accounting for 8% of all allocations. \<page_number>4\</page_number> 2. Defences (including legal representation) and Trials The number of claims defended increased by 2% to 72,000 Of those claims defended, 55% had legal representation for both claimant and defendant (down four percentage points from April to June 2016), 25% had representation for claimant only (up five percentage points over the same period), and 3% for defendant only. The number of trials and average time taken from claim to trial have increased Average time taken for small claims has increased to 37.8 weeks and for multi and fast track claims to 56.6 weeks (over six weeks and three weeks longer respectively) The shift in proportion from claimant and defendant representation to claimant only is driven in part by the reduction in the number of unspecified money defences and the increase in specified money, as the proportion of legal representation differs depending on the type of claim (as figure 3 shows). In April to June 2017, almost all (97%) unspecified money defences had legal representation for both the respondent and claimant, compared with less than a third (31%) of specified money defences. Figure 3: Proportion of civil defences and legal representation status, April to June 2017 (Source: table 1.6) <img> A bar chart showing the proportion of civil defences and legal representation status. The y-axis ranges from 0% to 100%. The x-axis shows different types of defences: Unspecified money, Specified money, Other non-money, Mortgage and landlord possession, All Defences. For 'Unspecified money': - 97% unspecified money - 31% specified money - 5% other non-money - 13% mortgage and landlord possession - 17% all defences For 'Specified money': - 2% unspecified money - 25% specified money - 5% other non-money - 48% mortgage and landlord possession - 25% all defences For 'Other non-money': - 6% unspecified money - 24% specified money - 8% other non-money - 32% mortgage and landlord possession - 55% all defences For 'Mortgage and landlord possession': - 6% unspecified money - 24% specified money - 8% other non-money - 32% mortgage and landlord possession - 55% all defences For 'All Defences': - 1% unspecified money - 25% specified money - 5% other non-money - 48% mortgage and landlord possession - 17% all defences Legend: Both claimant and defendant ☑ Defendant only ☐ Claimant only ☐ Neither claimant nor defendant ☐ </img> Trials and Time Taken to Reach Trial Defended cases which are not settled or withdrawn generally result in a trial. In total, there were 14,000 trials in April to June 2017, up 10% on the same quarter in 2016. Of the claims that went to trial, 10,000 (70%) were small claims trials (up 12% on the same quarter in 2016) and 4,300 were fast and multi-track trials (up 6% on the same quarter in 2016). There was an average of 37.8 weeks between a small claim being issued and the claim going to trial in April to June 2017, just over six weeks longer than the same period in the previous year. For multi/fast track claims the average was 56.6 weeks over the same period, three weeks longer than in April to June 2016. This is the first quarter the timeliness has increased to this extent. Further quarterly data will give us more of an understanding on whether this is a short term spike or if it is a longer term increasing trend. \<page_number>5\</page_number> 3. Judgments and Enforcements Judgments increased by 43%, compared to same quarter in 2016 There were 327,000 judgments made in April to June 2017, of which 87% were default judgments (with 285,000 in April to June 2017, up 48%). Warrants issued increased by 5%, driven by warrants of execution In April to June 2017, 82,000 warrants were issued, almost three quarters (74%) of which were warrants of execution, which have increased 14% on the same quarter in 2016. <img>A line graph showing total claims, total judgments, and default judgments from Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 from 2009 to 2017. The y-axis ranges from 0 to 600,000. The x-axis shows years from 2009 to 2017. The legend indicates that the blue line represents "Total claims", the light blue line represents "Total judgments", and the dark blue line represents "Default Judgments".</img> Figure 4: All claims, judgments and default judgments, Jan-Mar 2009 to Apr-Jun 2017 (Source: table 1.2 and 1.4) Annually the proportion of judgments made that were default judgments has remained stable at 85% in the most recent three years, however in the most recent three quarters this proportion has been increasing, to 87% in April to June 2017. The second largest type of judgment were 'admissions', of which there were 27,000 (8% of all judgments) in April to June 2017, up 18% on the same quarter in 2016. Enforcements There were 82,000 warrants issued in April to June 2017, an increase of 5% on the same quarter in 2016. Annually, over the longer term, warrants issued steadily decreased from 616,000 in 2000, to a low of 220,000 in 2013. They have since been on a gradual increasing trend, to 282,120 in the most recent year (2016). There were 33,000 enforcement-related order applications (which include attachment of earnings orders, charging orders, third party orders, and orders to obtain information) in April to June 2017 and 23,000 actual enforcement related orders made (up 21% and down 9% respectively compared to the same period last year). \<page_number>6\</page_number> 4. Judicial Reviews¹ Of the 2017 applications received, 50% have already closed, and 225 were found to be ‘Totally Without Merit’ (18% of cases that reached the permission stage). There were 2,200 judicial review applications received in the first half of 2017, down 2% from the same period in 2016. Figure 5: Annual Judicial Review Application, by type calendar year 2000-2017 Q1-Q2 (Source: table 2.1) <img>A line graph showing annual judicial review applications by type from 2000 to 2016. The y-axis ranges from 0 to 4,000. The x-axis shows years from 2000 to 2016. There are four lines representing different types of applications: Civil - Immigration and Asylum, Civil - other, Criminal, and Unknown. The Civil - Immigration and Asylum line starts at around 2,000 in 2000, rises sharply to about 4,000 in 2013, then drops sharply again to around 2,000 in 2016. The Civil - other line remains relatively flat around 2,000 throughout the years. The Criminal line starts at around 4,000 in 2000, drops slightly to around 3,500 in 2013, and then rises slightly to around 4,500 in 2016. The Unknown line is very low and barely visible on the graph.</img> Jurisdiction for most Immigration and Asylum JRs moved to the Upper Tribunal (Immigration and Asylum Chamber) causing the drop in the Administrative Court JR applications. Of the 2,200 judicial review applications received in 2017, 1,100 were Civil Immigration and Asylum applications, 900 were civil (other) and 118 were criminal, up 11%, down 7% and down 8% respectively on 2016. Nineteen of the civil Immigration and Asylum cases have since been transferred to the UTIAC. In the first half of 2017, 50% of the applications made have progressed and are now closed. Of the total applications, 1,300 reached the permission stage within the first half of 2017, and of these: - 18% (260) were found to be totally without merit (TWM), a 2% decrease with the proportion in the previous year. - 227 cases were granted permission to proceed and 984 were refused at the permission stage. However, 40 of cases refused at permission stage went on to be granted permission at the renewal stage. - 263 of the 2017 cases have been assessed to be eligible for a final hearing and of these, 20 have since been heard. - For the 2017 cases, the mean time from a case being lodged to the permission decision was 51 days, down from 49 days and 46 days across the same periods of 2016 and 2015, respectively. Future quarterly bulletins will gives more insight into the 2017 cases, as the work their way through the system. ______________________________________________________________________ ¹ The judicial review data are Official Statistics \<page_number>7\</page_number> 5. Privacy Injunctions<sup>2</sup> We’ve undertaken a data improvement exercise where we have identified a number of missing cases and so a number of figures have been revised in the January to June 2016 and July to December 2016 time periods. The revisions show there were four interim privacy injunctions, two continuation injunctions and one final in July to December 2016 injunction (where it was previously stated as one, none and none respectively). For January to June 2016, where originally stated there were no final injunctions, there was one. In the first six months of 2017, there were five proceedings where the High Court considered an application for a new interim privacy injunction, one proceeding was considered at the High Court on whether to continue or amend an interim injunction and two proceedings were considered to issue a final permanent injunction. Figure 6: Revised number of privacy injunction proceedings, by type of proceeding, from Aug-Dec 2011 to Jan-Jun 2017 (Source: tables 3.1, 3.2 and 3.3) <img> A bar chart showing the number of privacy injunction proceedings by month from Aug-Dec 2011 to Jan-Jun 2017. The y-axis ranges from 0 to 25. The x-axis shows months: Aug-Dec 2011, Jan-Jun 2012, Jul-Dec 2012, Jan-Jun 2013, Jul-Dec 2013, Jan-Jun 2014, Jul-Dec 2014, Jan-Jun 2015, Jul-Dec 2015, Jan-Jun 2016, Jul-Dec 2016, Jan-Jun 2017. Legend: - Light blue bars represent applications for new interim privacy injunctions. - Dark blue bars represent injunctions where continuation/variance dealt with. </img> Applications for new interim privacy injunctions Final privacy injunctions dealt with New interim privacy injunctions (Table 3.1) Of the five proceedings at the High Court that took place in January to June 2017, two were granted and three were refused. In the previous 6 months (July to December 2016) four new interim privacy injunction proceedings took place and all of these were granted. Continuation of existing interim injunctions (Table 3.2) For the continuation of an existing interim injunction proceeding that took place in January to June 2017, it was granted/varied, as were the two in July to December 2016. Final privacy injunctions (Table 3.3) Of the two final privacy injunction proceedings in the first six months of 2017, both were granted, as was the one proceeding that took place in July to December 2016. <sup>2</sup> The privacy injunction data are Official Statistics \<page_number>8\</page_number> Further information The statistics in the latest quarter are provisional and revisions may be made when the next edition of this bulletin is published. Further revisions may be made when the figures are reconciled at the end of the year. If revisions are needed in the subsequent year, these will be clearly annotated in the tables. Rounding convention Figures greater than 10,000 are rounded to the nearest 1,000 and those between 1,000 and 10,000 are rounded to the nearest 100. Accompanying files As well as this bulletin, the following products are published as part of this release: - A supporting document providing further information on how the data is collected and processed, as well as information on the revisions policy and legislation relevant to civil justice. - A set of overview tables and CSV files, covering each section of this bulletin. <img>NATIONAL STATISTICS logo</img> National Statistics status National Statistics status means that official statistics meet the highest standards of trustworthiness, quality and public value. All official statistics should comply with all aspects of the Code of Practice for Official Statistics. They are awarded National Statistics status following an assessment by the Authority’s regulatory arm. The Authority considers whether the statistics meet the highest standards of Code compliance, including the value they add to public decisions and debate. It is the Ministry of Justice’s responsibility to maintain compliance with the standards expected for National Statistics. If we become concerned about whether these statistics are still meeting the appropriate standards, we will discuss any concerns with the Authority promptly. National Statistics status can be removed at any point when the highest standards are not maintained, and reinstated when standards are restored. Contact Press enquiries should be directed to the Ministry of Justice (MoJ) press office: Andrew Hamilton - email: andrew.hamilton@justice.gsi.gov.uk Other enquiries about these statistics should be directed to the Justice Statistics Analytical Services division of the Ministry of Justice: Bridgette Miles - email: cajs@justice.gsi.gov.uk Next update: 7 December 2017 © Crown copyright Produced by the Ministry of Justice For any feedback on the layout or content of this publication or requests for alternative formats, please contact cajs@justice.gsi.gov.uk \<page_number>9\</page_number>	ENGLISH
0745-pdf	<img>odi Overseas Development Institute logo</img> Global Financial Crisis Discussion Series Paper 20: Tanzania Phase 2 H.B. Lunogelo, A. Mbilinyi and M. Hangi Global Financial Crisis Discussion Series Paper 20: Tanzania Phase 2¹ H.B. Lunogelo, A. Mbilinyi and M. Hangi February 2010 Overseas Development Institute 111 Westminster Bridge Road London SE1 7JD www.odi.org.uk ¹ This paper was funded by the Swedish Agency for International Development Cooperation (Sida) and is part of a wider research project coordinated by the Overseas Development Institute (ODI) London, but it does not necessarily reflect their views. # Contents Tables and figures iii Acronyms iv Abstract v 1. Introduction 1 2. Global financial crisis in Tanzania 2 2.1 Introduction 2 2.2 Trade 2 2.3 World commodity prices 4 2.4 Agriculture 5 2.5 Financial sector 5 2.6 Industrial sector 6 2.7 Tourism 6 2.8 Mining 9 2.9 Remittances and migration 9 3. Broad macroeconomic indicators 10 3.1 Introduction 10 3.2 Exchange rate movements 10 3.3 Inflation development 10 3.4 Fiscal operations 12 3.5 Money market 12 3.6 Equities 13 3.7 Investment and capital flows 13 3.8 Employment 14 3.9 Poverty status 15 3.10 Public and private debt 15 4. Policy responses and constraints 17 4.1 Strategic interventions at international and country level 17 4.2 Economic and social policies 17 4.3 Growth and development policies 18 5. Opportunities and way forward 20 5.1 Challenges 20 5.2 Opportunities 20 5.3 The way forward 20 References 22 Annex I: Exports by type of commodity, Jul 2008-Jul 2009 23 ii Tables and figures Table 1: Agricultural, mining and industrial sector export growth, 2007/08-2008/09 (%) 3 Table 2: Tanzania’s trade with EAC states, 2000-2009 (US$ millions) 3 Table 3: World commodity prices, year ending Jul 2007-2009 (US$) 5 Table 4: International tourism arrivals in Tanzania, Jan-Apr 2006-2009 7 Table 5: International tourism arrivals in Zanzibar, Jan-Mar 2007-2009 7 Table 6: Mining licenses granted for mining activities in Tanzania, 2007-2009 9 Table 7: Average prices for equities in the DSE, 2009Q2 and Q3 (TSh) 13 Table 8: Approved projects, 1996-Jul 2009 14 Table 9: External debt stock by borrower category Sep 2008/09-Sep 2009/10 15 Table 10: External debt stock by creditor category, 2007/08-Sep 2009/10 16 Figure 1: International tourism arrivals in Tanzania, Jan-Apr 2006-2009 8 Figure 2: International tourism arrivals in Zanzibar, Jan-Mar 2007-2009 8 Figure 3: Tourist arrivals through national entry points, 2007-2009 ('oos) 8 Figure 4: Inflation rates in Tanzania, Jan 2008-Jul 2009 (%) 11 Figure 5: Monthly oil prices, Aug-Dec 2008 11 iii Acronyms AfDB African Development Bank BOT Bank of Tanzania CRDB Cooperative and Rural Development Bank COMESA Common Market for Eastern and Southern African DOD Disbursed Outstanding Debt DSE Dar es Salaam Stock Exchange Market EAC East African Community ESF Exogenous Shocks Facility EWURA Energy & Water Utilities Regulatory Authority FDI Foreign Direct Investment fob Free on Board GDP Gross Domestic Product IMF International Monetary Fund IOM International Organization for Migration MDG Millennium Development Goal NPL Non-Performing Loan SADC Southern African Development Community SDR Special Drawing Rights TIC Tanzania Investment Centre TTB Tanzania Tourist Board UK United Kingdom US United States URT United Republic of Tanzania USAID US Agency for International Development VAT Value Added Tax ZATI Zanzibar Tourism Investors \<page_number>iv\</page_number> Abstract This paper examines the impact of the recent global financial crisis in Tanzania. It gives a snapshot view of the economic, financial and social effects of the current global economic downturn and summarises national policy responses to ensure that past economic achievements are not overthrown. At macro level, the crisis has reversed Tanzania’s gross domestic product (GDP) growth projection from 8% to 5% for 2009/10. This has negative implications in terms of investment, employment and income for various actors in the economy. The banking sector started worrying that trade in finance was becoming increasingly more risky as export commodity prices continued to lose value in world markets, export orders reduced and tourism revenues dwindled. Early in 2009, there were indications that the crisis had adversely affected a number of sectors, including agriculture, mining and tourism. By May 2009, the government estimated a loss of about $255 million in domestic income as a result of the crisis. By the third quarter of 2009, the financial sector was still sound, although some banks experienced an increase in non-performing loans and a decline in equity prices on the stock exchange and in foreign exchange inflow. Trade suffered some setbacks: agricultural exports, minerals and gemstones and traditional and non-traditional crops recorded negative growth. However, trade in industrial goods recorded a positive trend, accounted for by the increase in trade between Tanzania and its neighbours in the East African Community (EAC). Manufactured goods, horticultural products and fish and fish products also recorded improved performance. Some multinational companies have decided to close operations and hundreds of workers have been declared redundant as a result of the crisis. There was a decrease in foreign direct investment (FDI) projects (for 2009), and low employment creation from the registered projects, despite an increase in FDI value. The Tanzanian government has come up with a number of policy responses to the global crisis, which has also provided some challenges and opportunities for the country. The challenges lie in Tanzania’s low domestic revenue generation capacity and productivity and weak infrastructure. Opportunities include the potential to diversify as a result of the country’s large natural resources base and the change to increase export income by expanding regional trade in the EAC. \<page_number>v\</page_number> 1. Introduction The global financial crisis has been referred as the worst since the Great Depression of the 1930s. It has contributed to the failure of key businesses, a decline in consumer wealth estimated at trillions of US dollars and a significant decline in economic activities, and has prompted substantial financial commitments by governments. The main factors behind the crisis were: extension of mortgage loans to borrowers at highly concessional terms; weak oversight and poor supervision of banks and financial institutions; and excessive relaxation of fundamental rules and regulatory requirements for financial institutions. These led to the accumulation of bad loans and business losses amounting to $2.3 trillion (or 17% of US gross domestic product (GDP)). Both market-based and regulatory solutions have been implemented or are under consideration, while significant risks remain for the world economy. Economies worldwide started slowing down in late 2008 as credit tightened and international trade declined. Critics argued that credit rating agencies and investors failed to accurately price the risk involved with mortgage-related financial products, and that governments did not adjust their regulatory practices to address 21st century financial markets. Governments c responded with an exceptional fiscal stimulus, monetary policy expansion and institutional bailouts (World Bank, 2009). The effects of the crisis on developing countries have been forecast to be comparable with those on developed countries. In early 2009, the International Monetary Fund (IMF) downgraded its estimates and forecasts for sub-Saharan African growth by between 1% and 2%, to 5.5% for 2008 and 5.5% for 2009. By October 2009, the IMF was forecasting a deficit of 3% for sub-Saharan Africa, from a surplus of about 2.8% in 2008. This revision represented a reduction of up to $20 per head in sub-Saharan Africa as a result of the financial crisis. The channels through which the global financial turmoil has affected developing countries have included financial channels and real channels. Financial channels include effects through stock markets, the banking sector (borrowing from advanced economies, foreign ownership of banks, exposure to the sub-prime market) and foreign direct investment (FDI). Real channels include effects through remittances, exports, imports, terms of trade and aid. Research based on current updates and forecasts, as well as evidence on what happened in previous slowdowns and in the absence of policy responses, suggested that net financial flows to developing countries may fall by as much as $300 billion in two years, equivalent to a 25% drop. Before the global financial crisis, Tanzania’s economy was projected to increase by 8% in 2009. Because of the crisis, economic growth is now projected to grow at 5% to 6% for 2009/10. By early 2009, there were already indications that the crisis had affected a number of sectors, including agriculture and tourism, thus adversely affecting growth projections. By May 2009, the Tanzanian government had estimated a loss of about $255 million in domestic income, and was calling for concerted efforts to boost agriculture and curb excessive spending through the import of expensive vehicles and the holding of unnecessary seminars. The financial crisis has also affected decisions to review the minimum wage for both public and private sector workers. \<page_number>1\</page_number> 2. Global financial crisis in Tanzania 2.1 Introduction 2.1.1 First-round effects The country survived the first-round effects of the global financial crisis, which were characterised by a sudden credit crunch, or failure of financial markets to work. This was because Tanzania’s financial markets traditionally have low levels of integration with international financial markets and operate under a regime of capital account restrictions. This lowered the country’s exposure to bad financial assets, leading to lower exposure to the crisis. However, by late 2008 the banking sector started worrying that trade financing was becoming increasingly more risky as commodity prices continued to lose value in world markets and export orders reduced. One of the government’s initial interventions was to assure the general public that the local banking sector was in a sound condition. It also started initiatives to support banks so that they would be able to avoid reductions in trade financing, as this would have greatly affected the national economy in terms of foreign exchange earnings and job creation. 2.1.2 Second-round effects Over time, the falling purchasing power of developed economies began to manifest itself in terms of a fall in commodity prices, loss of jobs leading to unemployment, a decline in incomes and a fall in demand for world tradable commodities. The most negatively affected sectors were agriculture, industry, mining and tourism (Mkulu, 2009). As the global economy continued to sink into depression, prices of key export commodities in Tanzania fell further. Consumer demand in advanced countries continued to decline and revenues from the tourism sector dwindled as people cut back on holidays. The government had managed to stay on track with regard to its promise to create a million jobs by 2010, but there were fears that the financial crisis was going to derail the process. The government therefore made concerted efforts to maximise the benefits from falling international crude oil prices to lower local prices and therefore reduce the cost of production and transport. 2.1.3 Signs of resilience in the financial sector The assessment early on by the Bank of Tanzania (BOT) that the domestic financial sector was in a sound condition, as a result of proper management and minimal direct exposure to international financial markets, has not been disputed by the facts on the ground. By the third quarter of 2009, the financial sector in Tanzania was still reporting growth and profitability. In terms of small banks, an after tax profit recorded in the third quarter of 2009 was approximately Tshs1.6 billion (or approximately Tshs1.8 billion in the second quarter of the year). The same applied to bigger banks, which showed an increasing trend in after tax profit recorded. A combined profit of approximately Tshs0.6 billion was recorded in the third quarter, compared with Tshs29 billion in the second quarter. 2.2 Trade However, despite the positive performance of the banking sector, the trade sector suffered some setbacks. Agricultural exports, minerals and gemstones, traditional crops and non-traditional crops recorded negative growth. However, trade in industrial goods recorded a positive trend, accounted for by the increase in regional trade between Tanzania and its East African Community (EAC) neighbours. ______________________________________________________________________ \<page_number>2\</page_number> 2 Commercial Bank of Africa, CF Union Bank, Tanzania Postal Bank, Mwanga Rural Community Bank, Habib Bank, Tanzania Women Bank and Kagera Farmers Cooperative Bank. 3 Standard Chartered Bank, CRDB Bank, Stanbic Tanzania, Citibank Tanzania, NBC Ltd, Diamond Trust Bank, National Microfinance Bank and Akiba Commercial Bank. (BOT, 2009a). Table 1 shows the situation by June 2009 and the performance of some sectors that were vulnerable to the global economic downturn. Table 1: Agricultural, mining and industrial sector export growth, 2007/08-2008/09 (%) \| \| 2007/08 \| 2008/09 \| Change \| \|---\|---\|---\|---\| \| Traditional crops \| 15.8 \| 15.6 \| -0.2 \| \| Industrial goods \| 15.3 \| 24.6 \| 9.3 \| \| Non-traditional goods \| 27.0 \| 22.8 \| -4.2 \| \| Minerals and gemstones \| 41.9 \| 37.0 \| -3.9 \| \| GDP growth \| 7.1 \| 5.0 \| -2.1 \| Source: BOT data. 2.2.1 Regional trade: East African Community From 2000, the trade balance between Kenya and Tanzania was negative (see Table 2). However, by 2008, the situation had started to improve marginally, from $-63.9 million in 2006 to $1.5 million in 2008. Tanzania reduced imports from Kenya to $113.7 in 2008 from $153.2 million in 2006; exports to Kenya increased to $115.2 million in 2008 from $89.3 million in 2006. This is explained partly by increased exports of staple foods and improved quality of products for the Kenyan market. At the same time, Tanzania continued to be a net exporter to Uganda, Rwanda and Burundi (BOT, 2009b). Notwithstanding an increase in absolute exports to Kenya, Tanzania’s share of exports to Kenya slowed to 58.4% in 2008 from 77.6% in 2006. Meanwhile, export share to Burundi and Rwanda in 2008 went up significantly, from 3.1% and 2.4% to 24.0% and 6.5%, respectively. The increase in exports to Burundi was a result of increased exports of cereals and fertilisers. Tanzania holds a significant share of imports from Kenya, but this declined in 2008 to 94.0%, from 97.5% in 2007; import share from Uganda increased significantly over the same period, from 2.4% to 6.9%. The general picture from Table 2 is that Kenya and Tanzania’s commodity trade has been positive in the past decade, but the increase in the region played a significant role in offsetting the decline in Tanzania’s exports to the world market. There remains a need to assess whether the crisis resulted in exceptionally increased trade between EAC states compared with their trade volumes and values in the rest of the world. Table 2: Tanzania’s trade with EAC states, 2000-2009 (US$ millions) \| \| 2000 \| 2001 \| 2002 \| 2003 \| 2004 \| 2005 \| 2006 \| 2007 \| 2008 \| 2009\* \| \|---\|---\|---\|---\|---\|---\|---\|---\|---\|---\|---\| \| Tanzania’s trade with Kenya \| \| \| \| \| \| \| \| \| \| \| \| Exports to Kenya \| 32.1 \| 38.1 \| 35.3 \| 78.2 \| 83.7 \| 76.3 \| 89.3 \| 101.1 \| 115.2 \| 78.5 \| \| Imports from Kenya \| 91.7 \| 29.4 \| 95.2 \| 115.8 \| 130.2 \| 155.3 \| 151.2 \| 163 \| 163 \| 76.2 \| \| Trade balance \| -615 \| -1653 \| -559 \|-376 \|-65\|-79\|-69\|-9\|-9\|-\\ \| Tanzania’s trade with Uganda \| \| \| \| \| \| \| \| \| \| \| \| Exports to Uganda \| 8.5 \|-5 \|-5 \|-5 \|-1 \|-1 \|-1 \|-1 \|-1 \|-\\ \| Imports from Uganda \| -5 \|-6 \|-6 \|-6 \|-6 \|-6 \|-6 \|-6 \|-6 \|-\\ \| Trade balance \| -9 \|-9 \|-9 \|-9 \|-9 \|-9 \|-9 \|-9 \|-9 \|-\\ \| Tanzania’s trade with Burundi \| \| \| \| \| \| \| \| \| \| Exports to Burundi \| -4 \|-4 \|-4 \|-4 \|-4 \|-4 \|-4 \|-4 \|-4 \|-\\ \| Imports from Burundi \| -4 \|-4 \|-4 \|-4 \|-4 \|-4 \|-4 \|-4 \|-4 \|-\\ \| Trade balance \| -8\|-8\|-8\|-8\|-8\|-8\|-8\|-8\|-8\|-\\ \| Tanzania’s trade with Rwanda \| \| \| \| Exports to Rwanda & Imports from Rwanda & Trade balance & Total to EAC states & Note: * = Unconfirmed data for Jan-Jul 2009. Source: BOT (2009b). Note: * = Unconfirmed data for Jan-Jul 2009. Source: BOT (2009b). 2.2.2 External sector development So far, external trade performance has been fairly satisfactory (Mkulu, 2009). Exports of goods and services increased by 3.2% during the period up to September 2009, and imports decreased by 4.4% in the same period. The current account deficit narrowed to $2060.7 million from a deficit of $2950.4 million recorded in the same period in 2008. 2.2.3 Export performance During the year ending September 2009, earnings from exports of goods amounted to $2671.7 million, equivalent to an increase of 7.9% compared with the same period in 2008. An improved performance was also recorded in manufactured goods, horticultural products and fish and fish products. The value of traditional exports went up by 32.2%, to $492.5 million from $372.4 million recorded in the corresponding period in 2008. This was because of an increase in export volumes of coffee, tobacco and cloves. With the exception of tea, tobacco and cashew nuts, which recorded an increase in export unit prices, other traditional exports recorded a decline in prices, mainly on account of the effects of the global financial crisis (see Annex 1). Earnings from non-traditional exports increased marginally, by 3.6%, largely because of an increase in exports of manufactured goods and horticultural products. There was remarkable performance in horticultural exports, associated mainly with expansion in horticultural production coupled with new investments in cut flowers in the southern part of Tanzania. 2.2.4 Imports During the first six months of 2009/10, imports of goods and services amounted to $6425 million, an increase of 11.6% over the previous year, much of it coming from imports of goods. Total goods imports increased by 10.9% to $5024.6 million during this period. Imports of capital and consumer goods rose by 29.0% and 6.9%, respectively, and imports of intermediate goods decreased by 3.4%. 2.3 World commodity prices Up to July 2009, world prices for agricultural and non-agricultural commodities recorded mixed trends. Prices of Robusta and Arabica coffee recorded a decline from $2.28 per kg in July 2008 to $1.87 in July 2009, and from $3.08 per kg to $2.17, respectively. The price of cotton (A Index) decreased from $1.64 per kg to $1.41 and the price of tea (average price and Mombasa Auction) rose from $2.36 per kg to $2.41 and $2.02 per kg to $2.24, respectively, the price of tea at the Mombasa Auction rising by 10.7% following strong demand from Russia, the Middle East and Pakistan. For cloves, the price declined slightly from $4164.58 per metric tonne to $3913.10, whereas the price of sisal increased from $1090.67 per metric tonne to $1213.00 in July 2009. On an annual basis, the price of Robusta coffee declined by 18% to $1.87 per kg. Similarly, the price of cotton (A Index and Memphis) declined to $1.41 per kg as a result of reduced global market demand. To July 2009, the average price of crude oil (Dubai rub and white petroleum products) recorded a notable decline, owing to an increase in crude oil stocks as a result of weak global demand occasioned by the financial turmoil. On the other hand, the price of gold rose slightly to $57312 per Troy ounce. These positive trends helped mitigate the effects of falling revenue from other export earnings, which declined as a result of falling world market prices. \<page_number>4\</page_number> Table 3: World commodity prices, year ending Jul 2007-2009 (US$) <table> <thead> <tr> <th></th> <th>Unit</th> <th>Year to Jul-07</th> <th>Year to Jul-08</th> <th>Year to Jul-09</th> <th>% change</th> </tr> </thead> <tbody> <tr> <td>Robusta coffee</td> <td>kg</td> <td>1.77<br>2.28</td> <td>1.87</td> <td>-18.08</td> <td></td> </tr> <tr> <td>Arabica</td> <td>kg</td> <td>2.60<br>3.08</td> <td>2.17</td> <td>-13.54</td> <td></td> </tr> <tr> <td>Tea (average price)</td> <td>KG</td> <td>1.90<br>2.36</td> <td>2.41</td> <td>2.30</td> <td></td> </tr> <tr> <td>Tea (ombasba auction)</td> <td>Kg</td> <td>1.71<br>2.02</td> <td>2.24</td> <td>10.67</td> <td></td> </tr> <tr> <td>Cotton (ombasba auction)</td> <td>KG</td> <td>1.31<br>1.65</td> <td>1.65</td> <td>-16.28</td> <td></td> </tr> <tr> <td>Cotton (A index)</td> <td>kg</td> <td>1.35<br>1.64</td> <td>1.41</td> <td>-14.42</td> <td></td> </tr> <tr> <td>Sisal (UG)</td> <td>MT</td> <td>931.67<br>1090.67</td> <td>1213.00</td> <td>11.22</td> <td></td> </tr> <tr> <td>Cloves</td> <td>MT</td> <td>3662.13<br>4164.58</td> <td>3913.10</td> <td>-6.04</td> <td></td> </tr> <tr> <td>Crude oil (avg UK Brent, Dubai, West Texas international)</td> <td>Barrel</td> <td>62.8<br>99.28</td> <td>61.07</td> <td>-36.47</td> <td></td> </tr> <tr> <td>Crude oil (Dubai fob)</td> <td>Ton</td> <td>61.21<br>95.44<br>922.86<br>598.16</td> <td>62.14<br>-34.89<br>-35.18<br>-35.18</td> <td></td> <td></td> </tr> <tr> <td>White products (West Mediterranean fab)</td><td></td><td></td><td></td><td></td><td></td></tr> <tr style="border-top: 1px solid black;"> <th>Jet/kensensia<br>Premium gasoline<br>Heat oil<br>Gold</th><th>Ton<br>Ton<br>Ton<br>Troy ounce </th><th>620.69<br>613.12<br>568.91<br>641.07 </th><th>978.56<br>860.78<br>829.27<br>845.84 </th><th>620.69<br>575.08<br>598.68<br>873.12 </th><th>-36.57<br>-33.19<br>-35.57<br>-32.22 </th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6">Source: BOT data.</th></tr> <table> <tr style="border-top: 1px solid black;"> <th colspan="6"><strong>Agriculture</strong></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6">Tanzania’s agricultural sector provides raw material to domestic processing industries and offers employment to about 70% of the population. The sector contributes about 45% of total export earnings, producing food crops including cereals, legumes and tubers, sugar, livestock and fish, mainly for the local market, and coffee, cotton, cashew nuts, tea, sisal, tobacco and horticultural crops.</th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6">Although most production is self-financed, marketing is funded largely by seasonal credits provided by banks to cooperatives and private companies. The crisis mostly affected borrowers engaged in marketing of cotton, coffee and tea. For instance, Cooperative and Rural Development Bank (CRDB) reported that TSh16 billion was at risk following persistent failure by traders to service their loans.</th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6">Flower farmers also pleaded for a rescheduling of loan servicing following a decline in world market prices.</th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6">Between October 2008 and March 2009, the world market price of horticultural crops, including flowers, declined by as much as 30% to 50% because of the economic downturn.</th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6">Demand in the world market for Tanzanian cotton products also declined, precipitating a domestic market crisis. International prices fell by 40%, leading to a pile-up of unsold cotton stock in warehouses.Cotton bought by traders at a high price from peasants suddenly lost its market.By April 2009, 122,444 bales of cotton were unsold out of 605,812 bales bought during the previous season; as a consequence business profitability and individual incomes declined.</th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6">Meanwhile, Tanzanian farmers were advised to take advantage of the crisis by diversifying and increasing their productivity in large production of food crops such as maize, paddy, cassava, wheat, legumes, grams, millet, sweet potatoes, bananas, Irish potatoes, beef, milk, chicken, fish, oilseeds, fruits and vegetables, so as to ensure food security for the country and open up massive opportunity to export food to address expected food shortages in the world.</th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"><strong>Financial sector</strong></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6">The financial crisis has revealed the power of globalisation and how the world economy is interlinked.</th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6">Globalisation can take a problem from one corner of the globe to multiple destinations, Tanzania included.Fortunately, financial indicators for Tanzania indicate that the market has managed to weather the storm relatively well (BOT data, November 2009). Lending to the private sector,</th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th></tr> <tr style="border-top: 1px solid black;"> <th colspan="6"></th><table cellspacing='none' cellpadding='none'><tbody><tr><td rowspan='3' class='line_item_description'>The financial crisis has revealed the power of globalisation and how the world economy is interlinked.<br/>Globalisation can take a problem from one corner of the globe to multiple destinations, Tanzania included.<br/>Fortunately, financial indicators for Tanzania indicate that the market has managed to weather the storm relatively well (BOT data, November 2009). Lending to the private sector,<//></tbody></table><table cellspacing='none' cellpadding='none'><tbody><tr><td rowspan='3' class='line_item_description'>The financial crisis has revealed the power of globalisation and how the world economy is interlinked.<br/>Globalisation can take a problem from one corner of the globe to multiple destinations, Tanzania included.<br/>Fortunately, financial indicators for Tanzania indicate that the market has managed to weather the storm relatively well (BOT data, November 2009). Lending to the private sector,<//></tbody></table><table cellspacing='none' cellpadding='none'><tbody><tr><td rowspan='3' class='line_item_description'>The financial crisis has revealed the power of globalisation and how the world economy is interlinked.<br/>Globalisation can take a problem from one corner of the globe to multiple destinations, Tanzania included.<br/>Fortunately, financial indicators for Tanzania indicate that the market has managed to weather the storm relatively well (BOT data, November 2009). Lending to the private sector,<//></tbody></table><table cellspacing='none' cellpadding='none'><tbody><tr><td rowspan='3' class='line_item_description'>The financial crisis has revealed the power of globalisation and how the world economy is interlinked.<br/>Globalisation can take a problem from one corner of the globe to multiple destinations, Tanzania included.<br/>Fortunately, financial indicators for Tanzania indicate that the market has managed to weather the storm relatively well (BOT data, November 2009). Lending to the private sector,<//></tbody></table><table cellspacing='none' cellpadding='none'><tbody><tr><td rowspan='3' class='line_item_description'>The financial crisis has revealed the power of globalisation and how the world economy is interlinked.<br/>Globalisation can take a problem from one corner of the globe to multiple destinations, Tanzania included.<br/>Fortunately, financial indicators for Tanzania indicate that the market has managed to weather the storm relatively well (BOT data, November 2009). Lending to the private sector,<//></tbody></table><table cellspacing='none' cellpadding='none'><tbody><tr><td rowspan='3' class='line_item_description'>The financial crisis has revealed the power of globalisation and how the world economy is interlinked.<br/>Globalisation can take a problem from one corner of the globe to multiple destinations, Tanzania included.<br/>Fortunately, financial indicators for Tanzania indicate that the market has managed to weather the storm relatively well (BOT data, November 2009). Lending to the private sector,<//></tbody></table><table cellspacing='none' cellpadding='none'><tbody><tr><td rowspan='3' class='line_item_description'>The financial crisis has revealed the power of globalisation and how the world economy is interlinked.<br/>Globalisation can take a problem from one corner of the globe to multiple destinations, Tanzania included.<br/>Fortunately, financial indicators for Tanzania indicate that the market has managed to weather the storm relatively well (BOT data, November 2009). Lending to the private sector,<//></tbody></table><table cellspacing='none' cellpadding='none'><tbody><tr><td rowspan='3' class='line_item_description'>The financial crisis has revealed the power of globalisation and how the world economy is interlinked.<br/>Globalisation can take a problem from one corner of the globe to multiple destinations, Tanzania included.<br/>Fortunately, financial indicators for Tanzania indicate that the market has managed to weather the storm relatively well (BOT data, November 2009). Lending to the private sector,<//></tbody></table><table cellspacing='none' cellpadding='none'><tbody><tr><td rowspan='3' class='line_item_description'>The financial crisis has revealed the power of globalisation and how the world economy is interlinked.<br/>Globalisation can take a problem from one corner of the globe to multiple destinations, Tanzania included.<br/>Fortunately, financial indicators for Tanzania indicate that the market has managed to weather the storm relatively well (BOT data, November 2009). Lending to the private sector,<//></tbody></table><table cellspacing='none' cellpadding='none'><tbody><tr><td rowspan='3' class='line_item_description'>The financial crisis has revealed the power of globalisation and how the world economy is interlinked.<br/>Globalisation can take a problem from one corner of the globe to multiple destinations, Tanzania included.<br/>Fortunately, financial indicators for Tanzania indicate that the market has managed to weather the storm relatively well (BOT data, November 2009). Lending to the private sector,<//></tbody></table><table cellspacing='none' cellpadding='none'><tbody><tr><td rowspan='3' class='line_item_description'>The financial crisis has revealed the power of globalisation and how the world economy is interlinked.<br/>Globalisation can take a problem from one corner of the globe to multiple destinations, Tanzania included.<br/>Fortunately, financial indicators for Tanzania indicate that the market has managed to weather the storm relatively well (BOT data, November 2009). Lending to the private sector,<//></tbody></table><table cellspacing='none' cellpadding='none'><tbody><tr><td rowspan='3' class='line_item_description'>The financial crisis has revealed the power of globalisation and how the world economy is interlinked.<br/>Globalisation can take a problem from one corner of the globe to multiple destinations, Tanzania included.<br/>Fortunately, financial indicators for Tanzania indicate that the market has managed to weather the storm relatively well (BOT data, November 2009). Lending to the private sector,<//></tbody></table><table cellspacing='none' cellpadding='none'><tbody><tr><td rowspan='3' class='line_item_description'>The financial crisis has revealed the power of globalisation and how the world economy is interlinked.<br/>Globalisation can take a problem from one corner of example, grew by 26.6% during the year to September 2009. Other key indicators for the financial sector show that: - The average capital adequacy ratio was 19.3%, against a benchmark of 10%. - All banks had adequate liquidity, with a liquidity ratio at 48.5% compared with a flow of 20%. - The gross non-performing loan (NPLs) ratio was equivalent to 6.8%, compared with the international lower standard of 10%. - The interbank payments and settlements system continued to be liquid and efficient. - The interbank cash market continued to be liquid and characterised by stability interest rates. Despite the encouraging financial indicators above, some financial institutions during the period experienced an increase in their NPLs, leading to a decline in their profitability. To cushion it from negative effects, Tanzania was earmarked for support under the Global Trade Liquidity Programme, started in March 2009. Stanbic Bank Tanzania and Standard Chartered are local beneficiaries of the initiative, and are expected to get support of up to $50 billion of trade. Other financial houses, such as Exim Bank and Access Bank, have also received special grants, from India and the African Development Bank (AfDB), to help cushion the effects of the crisis by extending special credit to agriculture, value addition and other businesses. 2.6 Industrial sector Tanzania's industrial sector is dominated by agro-based industries such as textiles and clothing, which are heavily dependent on the local market. Products from this industry have been affected by the financial crisis, as evidenced by reduced export revenues by factories such as SunFlag and 21st Century, which started reporting reduced export orders in November 2008. Other factories, such as Tabora, Mbeya and Kililte, could not export their products owing to a loss of markets. Provision of subsidies by some far Eastern countries to their local industries caused some distortions in world market prices, such that Tanzania's local industry could not compete, not only internationally but also in the domestic market, following a flooding in of cheap garment imports from these countries. This has affected the profitability of local textile industries and their ability to create jobs and retain workers. Livestock products have not been spared the effects of the global financial crisis. Tanzania is the leading country in the Southern African Development Community (SADC) and the third country in Africa with regard to livestock, whose products include leather. The leather industry in Tanzania has been affected by the crisis: between September 2008 and July 2009, prices of different types of livestock leather declined, from $1500 to $350 per ton for salt leather and from $1100 to $350 per ton for ghafl leather. 2.7 Tourism In Tanzania, tourism is among the fastest growing sectors, contributing about 16% of the country's GDP and about 25% of foreign exchange earnings. Most of the income generated is from the country's 15 national parks, which were expected to receive 500,881 visitors between July and December 2008 but instead recorded only 425,137 visitors, including climbers. The 15% shortfall could be attributed to the recent decline in the number of external visitors to the country. Overall, tourism generated Tsh41.6 billion in 2008, less than the anticipated revenue of at least Tsh49.9 billion. Preliminary findings of a taskforce formed by the Tanzania Tourism Board (TTB) to strategise on mitigation measures showed a reduction in the number of visitors from two of its primary market hubs, namely the US and Europe, which together accounted for approximately 80% of the country's visitors. \<page_number>6\</page_number> The government responded by working closely with the TTB and the private sector in promoting Tanzania as a tourist destination. This included marketing tourist attractions in overseas media and urging industrial operators to improve their services and promote domestic tourism. As a result, the number of domestic tourists increased from 536,341 in 2007/08 to 637,749 in 2008/09. These steps resulted in overall collections from the sector surpassing the target set in 2008/09, ultimately receiving TSh1.8 billion in license fees from 468 firms in 11 months (Ministry of Tourism and Natural Resources data). Data show a 10% decline in the number of tourists to the Tanzanian mainland, which registered 214,733 arrivals in January-April 2009 compared with 238,139 in the same period in 2008. Figure 1 shows international tourism arrivals in January-April for 2006-2009. Revenue obtained from tourism went down to $302.1 million in January-April 2009 compared with $386.2 million in 2008. Likewise, in Zanzibar there was a decline of 10.4% in tourist arrivals in 2008 compared with 2007. However, there were some indications of improvements by February 2009, despite fears among hotel owners that the decline would persist in 2009. A research by Zanzibar tourist investors (ZATI) shows that that an estimated decline in the number of tourists by at least 15% would affect employment by 20% to 30%. Figure 2 shows tourist arrivals in Zanzibar for January-March of 2006-2009. Table 4: International tourism arrivals in Tanzania, Jan-Apr 2006-2009 <table> <thead> <tr> <td></td> <td>2006</td> <td>2007</td> <td>2008</td> <td>2009</td> </tr> </thead> <tbody> <tr> <td>Jan</td> <td>59,673</td> <td>59,572</td> <td>65,766</td> <td>62,626</td> </tr> <tr> <td>Feb</td> <td>49,223</td> <td>51,561</td> <td>55,426</td> <td>61,713</td> </tr> <tr> <td>Mar</td> <td>53,110</td> <td>52,932</td> <td>64,979</td> <td>48,752</td> </tr> <tr> <td>Apr</td> <td>35713</td> <td>51,690</td> <td>58,959</td> <td>58,765</td> </tr> </tbody> </table> Source: Ministry of Tourism and Natural Resources data. Table 5: International tourism arrivals in Zanzibar, Jan-Mar 2007-2009 <table> <thead> <tr> <td></td> <td>2007</td> <td>2008</td> <td>2009</td> <td>Difference</td> <td>2008-2007</td> <td>2009-2008</td> </tr> </thead> <tbody> <tr> <td>Jan</td> <td>14,942</td> <td>16,228</td> <td>13,226</td> <td>-1286</td> <td>-3682</td> <td>-3682</td> </tr> <tr> <td>Feb</td> <td>13,289</td> <td>14,123</td> <td>14,884</td> <td>-1554</td> <td>-561</td> <td>-561</td> </tr> <tr> <td>Mar</td> <td>11,580</td> <td>12,045</td> <td>10,577</td> <td>-465</td> <td>-1448</td> <td>-1448</td> </tr> <tr> <td>Apr</td> <td>6,323</td> <td>4,541</td> <td>-1781</td> <td></td> <td></td> <td></td> </tr> <tr> <td>May</td> <td>4,076</td> <td>4,275</td> <td></td> <td>-199</td> <td></td> <td></td> </tr> <tr> <td>Jun</td> <td>6,990</td> <td>6,429</td> <td></td> <td>-561</td> <td></td> <td></td> </tr> <tr> <td Jul<br>Aug<br>Sep<br>Oct<br>Nov<br>Dec<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total<br>Total.<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br></table> Source: Zanzibar Tourist Commission data. \<page_number>7\</page_number> Figure 1: International tourism arrivals in Tanzania, Jan-Apr 2006-2009 Source: Ministry of Tourism and Natural Resources data. <img> A bar chart showing international tourism arrivals in Tanzania from January to April 2006-2009. The y-axis ranges from 0 to 70,000. The x-axis shows months: Jan, Feb, Mar, Apr. For each month, there are four bars representing different years (2006, 2007, 2008, 2009). Legend: - 2006 - 2007 - 2008 - 2009 </img> Figure 2: International tourism arrivals in Zanzibar, Jan-Mar 2007-2009 Source: Ministry of Tourism and Natural Resources data. <img> A bar chart showing international tourism arrivals in Zanzibar from January to March 2007-2009. The y-axis ranges from 0 to 18,000. The x-axis shows months: Jan, Feb, Mar. For each month, there are three bars representing different years (2007, 2008, 2009). Legend: - 2007 - 2008 - 2009 </img> Figure 3: Tourist arrivals through national entry points, 2007-2009 ('000s) Note: Julias Nyerere International Airport, Kilimanjaro International Airport, Zanzibar International Airport and Namanga border. Source: URT (2009c). <img> A line graph showing tourist arrivals through national entry points from January to December 2006-2009. The y-axis ranges from 25 to 85. The x-axis shows months: Jan, Feb, Mar, Apr, May, Jun, Jul, Aug, Sep, Oct, Nov, Dec. Legend: - 2006 - 2007 - 2008 - 2009 </img> \<page_number>8\</page_number> 2.8 Mining World market prices for mining also went down as a result of the crisis. In Tanzania, minerals most affected were diamonds, tanzanite, nickel and aluminium. Gold was not affected since it was used by nations as an alternative for currency value stabilisation following the depreciation of the major currencies (euro, US dollar and pound sterling). The decline in nickel prices caused Barrick and Xstrata to postpone their plans for Kabanga nickel mine until prices improve to avoid further losses to this project worth $16 million. Mining of aluminium was also expected to see a decline in revenue as a result of world market price falls. The impact of the crisis was most severe for tanzanite mining companies and small-scale miners, given a 50% decline in the price of tanzanite in the world market. Consequently, income and employment of small-scale miners declined, as well as that of other indirect earners: it has been shown that for every miner there are three people employed to provide food and other services. The price of diamonds was also affected, recording a decrease of 26%, from $8870 per carat in September 2008 to $6608 per carat in April 2009. Investments in the mining sector in Tanzania are expected to decrease by more than 50%, from $90 million to $40 million per year, as indicated by a decline in requests for mining licenses: in April 2009 only 15 licenses were granted compared with 2008 (224 licenses). However, the sector seems now to be picking up as a result of strengthened prices of mineral commodities (URT, 2009c). Table 6: Mining licenses granted for mining activities in Tanzania, 2007-2009 <table> <thead> <tr> <th></th> <th>2007</th> <th>2008</th> <th>2009 (Jan-Apr)</th> </tr> </thead> <tbody> <tr> <td>Prospecting licenses with reconnaissance</td> <td>155</td> <td>224</td> <td>35</td> </tr> <tr> <td>Prospecting licenses</td> <td>607</td> <td>1169</td> <td>72</td> </tr> <tr> <td>Special mining licenses</td> <td>1</td> <td>0</td> <td>0</td> </tr> <tr> <td>Mining licenses</td> <td>28</td> <td>69</td> <td>9</td> </tr> <tr> <td>Primary mining licenses</td> <td>1863</td> <td>1573</td> <td>678</td> </tr> </tbody> </table> Source: URT (2009c). 2.9 Remittances and migration The global crisis is likely to have impacted not only export earnings but also remittances. The most direct short-term impact on the economy is likely to be declining funds from Tanzanians living abroad whose incomes have been affected (loss of jobs, reduced income and/or reduced dividends from investments made in real estate and financial markets). The BOT has reported some indication of reduced personal remittances, but hard data on the subject will not be available until special research by the Policy and Research Directorate is completed. However, a recent study by the International Organization for Migration (IOM) shows that remittances from Tanzanian diaspora in Canada (data up to July 2009 only). Banks such as CRDB and the Commercial Bank of Africa, however, have reported a surge in interest by the diaspora in investing in 'safe' and high dividend projects in Tanzania, citing increasing default by friends and relatives when they send money home. CRDB had opened special accounts for 500 people and 300 clients in the UK and US in response to this demand. \<page_number>9\</page_number> 3. Broad macroeconomic indicators 3.1 Introduction Tanzania’s economic policies continue to centre on sustaining macroeconomic stability through measures to support strong economic growth. They entail maintaining fiscal stability via both revenue mobilisation and prudent expenditure management and controlling the money supply to meet inflation and economic growth targets, as well as maintaining an adequate level of foreign exchange reserves. Combined with policies to support private sector-led development and promote exports, these policies have enabled Tanzania’s GDP to grow by an average of 7.2% annually over the past five years. Despite the global financial crisis and economic recession, GDP growth in 2009/10 is officially estimated at 5.4%. However, inflation has been accelerating since 2006 and averaged 11.3% in 2009. As a result, the BOT revised its medium-term inflation objective upward in 2008 from 5% to 7%. The main short-run challenge facing planners, therefore, is to reduce the current double-digit inflation rate to single-digit levels in the medium term, alleviating critical infrastructure constraints in transport, communications and energy sectors; and to plan measures to mitigate the impact of the global economic downturn; and establishing a mechanism to translate economic growth into broad-based poverty reduction are crucial. Restoring the credibility of the government in fighting corruption is also important in the face of several recently unearthed high-level scandals. Tanzania’s foreign reserve holds more than $2.6 billion, enough to finance more than 4 months of goods and services imports. Moreover, foreign exchange-denominated deposits held with commercial banks by Tanzanian residents remains stable, at $ 1.5 billion, equivalent to another 2 months of imports of goods and services. Foreign exchange-denominated assets held by commercial banks add another half a month to this stock. In total, the country has reserves enough to last 6.5 months. 3.2 Exchange rate movements Despite financial market robustness in the country, speculative demand for foreign exchange existed in the market after October 2008, driven partially by anxiety about foreign exchange availability in light of the crisis (BOT, 2009c). The BOT responded by intervening in the market to stabilise the value of the Tanzanian Shilling. Despite this, its value depreciated by 12.9% by September 2009, to an average of Tsh1308.9, from Tsh1159.5 in September 2008. This fall was attributed to increased demand for foreign exchange in 2009, partly because of speculative gains and partly because of reduced foreign earnings relative to import requirement demand. However, the value of the Tanzanian shilling has been maintained within a narrow band against the US dollar in line with the sustained supply of foreign currency in the market by the BOT. The annual exchange rate averaged Tsh1317.4 per US dollar in 2009, compared with an annual average of Tsh1195.8 per US dollar in 2008, a depreciation of 10.2%. 3.3 Inflation development The economy continued to experience inflationary pressures originating from the lagged effects of soaring world oil prices in 2007 and 2008, compounded by severe food supply shocks in the region and poor short rains in some areas of Tanzania in the first half of 2009. Annual inflation reached a peak of 13.5% in December 2008, driven by food inflation of 18.6%. Non-food inflation was at 6.0%. By the end of July 2009, annual headline inflation had continued to decline to 10.9%, from 12.9% in January 2009, when annual non-food inflation was only 1.9% but annual food inflation was 16.9%. The headline inflation rate was expected to decline further before the end of 2009, owing to easing global fuel prices as well as sustained prudent fiscal and monetary policies in country. In August 2009, the annual headline inflation rate had increased to 12% compared with 11.3% and 10.9% in May and \<page_number>10\</page_number> July 2009, respectively. This was attributed mainly to the increase in food inflation from 16.9% registered in the year ending July 2009 to 18.9% in the year ending August 2009. Food items that contributed to such price increases were cereals, cassava, potatoes, cooking bananas, fruits, fish, coconut and milk. The non-food inflation rate had also increased by August 2009, by 0.9%, including through fuel and fares. Inflation for the period is shown in Figure 4. Figure 4: Inflation rates in Tanzania, Jan 2008-Jul 2009 (%) <img>Line chart showing inflation rates in Tanzania from Jan-08 to Nov-09. The x-axis shows months: Jan-08, Feb-08, Mar-08, Apr-08, May-08, Jun-08, Jul-08, Aug-08, Sep-08, Oct-08, Nov-08, Dec-08, Jan-09, Feb-09, Mar-09, Apr-09, May-09, Jun-09, Jul-09, Aug-09, Sep-09, Oct-09, Nov-09. The y-axis shows inflation rates from 5% to 25% in increments of 5%. Legend: Headline inflation (blue line) Food inflation (red line) Non-food inflation (green line) </img> Source: BOT data. During the period, headline inflation was influenced by increased food costs but moderated by the easing of global fuel prices as well as sustained prudent fiscal and monetary policies pursued by the government for 2009/10. The fall in the price of fuel in the world market was among the positive effects that assisted in lowering production costs in many sectors of the economy. The translation of lower global prices to reduced domestic prices was made possible through a consensus campaign between the Energy & Water Utilities Regulatory Authority (EWURA) and fuel importers retailers. Figure 5 indicates monthly oil prices in the world market up to December 2008. Figure 5: Monthly oil prices, Aug-Dec 2008 <img>Bar chart showing monthly oil prices from Aug-08 to Dec-08. The left scale on the left side shows US$/bbl for crude oil (average of UK Brent, Dubai and West Texas international). The right scale on the right side shows US$/bbl for white products (West Mediterranean fob). The x-axis shows months: Aug-08, Sep-08, Oct-08, Nov-08, Dec-08. The y-axis shows oil prices from 200 to 1200 US$/bbl. Legend: Crude oil (average of UK Brent, Dubai and West Texas international) (left scale) Crude oil (Dubai fob) (left scale) White products (West Mediterranean fob) (right scale) </img> Source: BOT data. \<page_number>11\</page_number> 3.4 Fiscal operations The crisis has had some impacts on revenue sources, with shortfalls in taxes on imports and income. During the first three quarters of 2009, there was lower performance on domestic revenue against targets, even though overall foreign inflows were in line with budget estimates. Tax revenue collection was 11.4% of GDP compared with 10.8% during the corresponding period in 2008. Total revenue collection was 91.5% of budget projections. Good performance was recorded in taxes on local goods, whereby revenue collection was 21.6% higher compared with the corresponding period of 2007/08. The government continued to reform the tax system to modernise, broaden and enhance domestic revenue collection, even though its expenditure during 2008/09 was below budget estimates. Recurrent expenditure was 94.6% of estimates and development expenditure 74.5%. Total government expenditure during 2008/09 was 17.3% of GDP, out of which recurrent expenditure was 11.7%. In early 2009, the government formed a taskforce chaired by the Governor of the BOT to evaluate the situation and propose mitigation strategies. The taskforce reported in mid-2009 that the crisis had led to reduced production capacity and job cuts in different sectors. The government set aside Tshs1.7 trillion (about $1.3 billion) for the economic stimulus package, among which over Tsh200 million ($152.67 million) was set aside to aid local banks in separate programmes on credit financing to traders, cooperative societies and large-scale farmers who were falling behind on loan repayments during 2009/10. Although the country will get an additional $220 million as part of the fiscal stimulus package from the G-20 to fight off the crisis, this amount, which has been injected into the 2009/10 national budget, is equivalent to 1% of the country’s GDP. 3.5 Money market 3.5.1 Interest rate Tanzania’s money market generally remained healthy, although a few negative effects have been noted. As noted earlier, money markets fared well as a result of BOT interventions to help banks have more liquidity, whereby the interbank overnight rate was on average 1% and that of weighted average treasury bills ranged between 4.7%, 5% and 6%. Tanzania is now reviewing its investment rules, as it wants to open up room for foreign subjects to invest in treasury bills. 3.5.2 Bank deposits Likewise, the crisis has had little impact on bank operations, although some major banks were vulnerable, being directly in the line of fire by virtue of their link to shrinking global trade. However, the system had low exposure because it had a limited amount of foreign borrowing and no securities of international banks affected by the crisis. Low integration with international capital and financial markets is manifested in the level of foreign assets in the commercial bank system (11% of total assets). Another stabilising factor is that ‘foreign’ commercial banks are licensed, regulated and supervised under Tanzanian law, and do not operate as branches of parent banks abroad but as independent subsidiaries. However, the crisis affected their deposits overseas, which showed a slight decline during the period, with some banks recording a decline in deposits of between 3% and 12%. The banks have been warned that NPLs are likely to increase if the economy slows down and international commodity prices and demand for traditional exports continue to fall. Overall, the banks seem to be doing well. On a yearly basis, the overall financial accounts of all banks showed pre-tax profits at Tsh84 billion ($646.61 million) during the year to 30 June 2009. This is a slight increase on the Tsh83 billion ($64.36 million) recorded in the year to 30 June 2008 (BOT data). Despite this, the BOT intensified supervision of banks and other financial institutions. However, according to the IMF, Tanzania’s financial system is still not safe. In its country report for June 2009, the Fund called for vigilance and closer scrutiny of the local financial sector, warning that local banks were not out of the woods yet. It urged the Tanzanian government to safeguard pension funds, \<page_number>12\</page_number> whose assets in banking institutions could be eroded by the crisis. There is fear about rapidly growing and inadequately supervised pension funds, which could be affected by deterioration in the quality of their assets and weak regulation of pension funds. The IMF pointed out that urgent action was required to put in place a regulatory authority, whose law was enacted in November 2009. 3.6 Equities In the third quarter of 2009, the financial market continued to experience a fall in the price of some equities. As in the first quarter, shares of many companies declined. Quarterly average price changes are in Table 7. Table 7: Average prices for equities in the DSE, 2009Q2 and Q3 (TSh) \| \| 2009Q2 \| 2009Q3 \| % change \| \|---\|---\|---\|---\| \| Tanzania Cigarette Company (TCC) \| 1740 \| 1740 \| 0.0 \| \| Tanzania Portland Cement Company Ltd (TWIGA) \| 1540 \| 1640 \| 6.5 \| \| National Microfinance Bank (NMB) \| 740 \| 790 \| 6.8 \| \| Tanzania Tea Packers Ltd (TATEPA) \| 495 \| 490 \| -1.01 \| \| Tango Cement Company Ltd (SIWACO) \| 1820 \| 1820 \| 0.0 \| \| National Industrial Corporation Ltd (NICOL) \| 385 \| 375 \| -5.3 \| \| Cooperative Rural Development Bank Ltd (CRDB) \| 195 \| 168 \| -13.8 \| \| Kenya Commercial Bank (KCB) \| 440 \| 440 \| 0.0 \| \| Tanzania Breweries Ltd (TBL) \| 1800 \| 1780 \| -1.1 \| \| Swissport Tanzania Ltd (SWISSPORT) \| 580 \| 580 \| 0.0 \| Source: DSE data (see http://www.dse.co.tz/main/index.php?rec=main&page=9). Notwithstanding the negative changes, shares of East African Breweries, Swissport Tanzania and Kenya Airways remained the same over the period. Nevertheless, the Dar es Salaam Stock Exchange Market (DSB) recorded a total turnover of Tsh23,07 billion during the third quarter of 2009, an increase of 228% on the second quarter (which ended on 30 June 2009), which generated Tsh17,04 billion. A total of 77,545 million shares were traded in the third quarter of 2009 compared to 103,537 million in the second quarter. This implies a rather healthy market, despite falls in share values of some companies. 3.7 Investment and capital flows Some of the multinational companies in agriculture, mining and energy have decided to close operations and lay off workers as a result of the economic slowdown. As noted elsewhere, some have postponed investment in new projects. The government has intensified surveillance of the domestic, international capital and financial markets by setting up an early warning system using selected indicators of financial sector performance on a daily basis to determine signs of weakness. It has also established intensified oversight of the banking system and broadened information collection on bank performance, ensuring the capacity of the BOT and the government to intervene. The government is looking into enhancing export incentives for investors, especially in priority sectors of the economy. The Tanzania Investment Centre (TIC) saw shrinkage of about 30% in the value of new investments in the first half of 2009 compared with the same period in 2008. The UK is a major source of investment in Tanzania in terms of number and value of projects, followed by Kenya, South Africa and India. TIC data indicate that Tanzania received $695.5 million in FDI in 2008 compared with $653 million in 2007, an increase of 6.4%. In 2008, the TIC approved 871 projects, with employment potential of 109,521 jobs, compared with 703 projects with employment potential of 103,958 jobs in 2007. Out of these approved projects, 621 were new and 250 were either for rehabilitation or extension. \<page_number>13\</page_number> Table 8: Approved projects, 1996-Jul 2009 <table> <thead> <tr> <th>Approved projects</th> <th>Local projects</th> <th>Foreign projects</th> <th>Joint ventures</th> <th>Total employment</th> <th>FDI value (US$m)</th> <th>Growth rate (%)</th> </tr> </thead> <tbody> <tr> <td>1996<br>111</td> <td>49<br>17</td> <td>45<br>17</td> <td>19,745</td> <td>148.64</td> <td>6.2</td> </tr> <tr> <td>1997<br>299</td> <td>90<br>53</td> <td>56<br>36</td> <td>37,311</td> <td>157.8</td> <td>9.1</td> </tr> <tr> <td>1998<br>215</td> <td>111<br>46</td> <td>56<br>36</td> <td>35,010</td> <td>172.2</td> <td>-9.12</td> </tr> <tr> <td>1999<br>181</td> <td>81<br>57</td> <td>57<br>36</td> <td>33,577</td> <td>200.6</td> <td></td> </tr> <tr> <td>2000<br>1624</td> <td>765<br>343</td> <td>536<br>24,250</td> <td><u>463.4</u></td> <td>-10.5</td> <td></td> </tr> <tr> <td>2001<br>220</td> <td>87<br>53</td> <td>80<br>24,699</td> <td><u>467.2</u></td> <td><u>0.82</u></td> <td></td> </tr> <tr> <td>2002<br>311</td> <td>126<br>104</td> <td>81<br>33,132</td> <td><u>187.6</u></td> <td><u>-20.5</u></td> <td></td> </tr> <tr> <td>2003<br>372</td> <td>355<br>109</td> <td><u>108</u><br><u>198,458</u></td> <td><u><span style="color: #FF0000;">308.2</span></u></td> <td><u><span style="color: #FF0000;">7.3</span></u></td> <td></td> </tr> <tr> <td>2004<br><u><span style="color: #FFA500;">454</span></u></td> <td><u><span style="color: #FFA500;">208</span></u><br><u><span style="color: #FFA500;">119</span></u></td> <td><u><span style="color: #FFA500;">127</span></u><br><u><span style="color: #FFA500;">55,057</span></u></td> <td><u><span style="color: #FFA500;">330.6</span></u></td> <td><u><span style="color: #FFA500;">7.3</span></u></td> <td></td> </tr> <tr> <td><u><span style="color: #FFA500;">2055</span></u><br><u><span style="color: #FFA500;">550</span></u></td> <td><u><span style="color: #FFA500;">281</span></u><br><u><span style="color: #FFA500;">138</span></u></td> <td><u><span style="color: #FFA500;">138</span></u><br><u><span style="color: #FFA500;">55,663</span></u></td> <td><u><span style="color: #FFA500;">447.6</span></u></td> <td><u><span style="color: #FFA500;">35.4</span></u></td> <td></td> </tr> <tr> <td><u><span style="color: #FFA500;">2686</span></u><br><u><span style="color: #FFA500;">679</span></u></td> <td><u><span style="color: #FFA500;">349</span></u><br><u><span style="color: #FFA500;">183</span></u></td> <td><u><span style="color: #FFA500;">173</span></u><br><u><span style="color: #FFA500;">74,926</span></u></td> <td><u><span style="color: #FFA500;">816.6</span></u></td> <td><u><span style="color: #FFA500;">6.6</span></u></td> <td></td> </tr> <tr> <td rowspan="2">2079<br rowspan="2">871"</td> <td rowspan="2">736<br>459'</td> <td rowspan="2">447<br>219'</td> <td rowspan="2"><b colspan='2'>163,958<br>                                  </b> <b colspan='2'> 653.4<br>               </b> <b colspan='2'> 6.6<br> </b> <b colspan='2'> 6.4<br> </b> <b colspan='2'> </b> <b colspan='2'> </b> <b colspan='2'> </b> <b colspan='2'> </b> <b colspan='2'> </b> <b colspan='2'> </b> <b colspan='2'> </b> <b colspan='2'> </b> <b colspan='2'> </b> <b colspan='2'> </b> <b colspan='2'> </b> <b colspan='2'> </b> <b colspan='2'> </b> <b colspan='2'>&nb...>...</b>' <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...>... <...> </div> Source: TIC data (www.tic.gov.tz) In terms of ownership, 45o projects were local, 2o8 foreign and 2i3 joint ventures. Investments also grew, by 2a,3% in 2o8 compared with 3,2% in 2o7. This was attributed to the increase in investments by local investors, especially in tourism (tour operations) and commercial buildings, and a general improvement in the investment climate. Sectors that attracted more investors in 2o8 were tourism (c68 projects), manufacturing (ixx), commercial buildings (i4i) and transportation (gj). These sectors attracted more investors because of easy marketability of the products/services provided. In terms of regional distribution, Dar es Salaam, Arusha and Mwanza attracted most investors. A $3,5 billion investment in aluminium smelting, a $i6s million nickel mining project and a Canadian company set to invest in telecoms are among the victims of the crisis. A Swedish company, SEKAB, which leased 4o,o o hectares of land in Bagamoyo and invested $i7o million in efforts to produce ethanol has also decided to scale down the project. A number of commercial banks have also announced losses after their borrowers failed to repay their loans as a result of a decline in demand for commodities and a fall in prices in world markets. However, the flow of new investments was stable in 2o8 because most source countries have traditional economic relationships with Tanzania. 3.8 Employment The actual employment effects of the crisis are yet to be determined in Tanzania, but the information available indicates that a number of sectors have been negatively affected. These include mining, agriculture and tourism. Following the crisis, some multinational companies decided either to close their businesses operations or to scale down their business investments. A bio-energy company based in Rufiji and Kilwa towns in eastern Tanzania is also cutting down on employees and selling its production facilities in some European countries. Kabanga Nickel, which initially employed 2oo Tanzanians, has laid off over 1o workers (it was estimated that when the mine became fully operational by 2o1 it would employ over 2ooo people). In the communications sector, current information indicates that GTV has closed its business (all over Africa, including its office in Dar es Salaam), leading to a loss of direct jobs and a big loss to its trading partners and to customers who were connected to the business. The financial crisis also affected decisions to review the minimum wage, such that a proposal by the Trade Union Congress of Tanzania to set a $i3s minimum wage was considered untenable by other stakeholders. The crisis also made it hard for the Tanzanian government to increase salaries for public servants in 2o9/io as in past years. \<page_number>14\</page_number> 3.9 Poverty status The onset and continuation of the crisis has undermined efforts to alleviate poverty and attain the Millennium Development Goals (MDGs). The fall in revenue, loss of jobs, reduction in demand for agricultural products and minerals and decline in international tourist arrivals will worsen the country’s poverty status. However, the absence of systematic data makes it difficult to make estimates of the magnitude of the crisis impact on livelihoods and poverty in Tanzania. However, one can extrapolate the impact from loss of export revenue, leading to reduced profitability, job cuts, reduced purchasing power and lack of ability of individuals to cater for their basic needs. The loss of government revenue or use of its resources to rescue businesses (equity consideration) may mean reallocation of resources from basic sectors such as education and crosscutting investments such as road and energy. 3.10 Public and private debt The national domestic debt stock at the end of September 2009 stood at $9330.9 million, equivalent to an increase of 9.9% on the amount at the end of June 2008. This increase is attributed to new disbursement of government bonds and depreciation of the Tanzanian shilling compared with its trading partners’ currencies, which is partly explained by the global financial crisis. Out of debt stock, 80.1% is external debt and the remaining 19.9% is domestic debt stock (see Table 9). 3.10.1 External debt External debt stood at $7474.2 million at the end of September 2009, equivalent to an increase of 4.7%, compared with $7312.2 at the end of June 2009. Out of total external debt, $5932.8 million or 79.4% is disbursed outstanding debt (ODD) and the remaining $1541.4 is interest arrears. Analysis of external debt indicates that 69.6% of the total debt is government debt. Debt owed by private and public corporations is at 20.3% and 10.1%, respectively. <table> <thead> <tr> <td></td> <td>Sep 2008/09 (US$)</td> <td>Share (%)</td> <td>Jun 2008/09 (US$)</td> <td>Share (%)</td> <td>Sep 2009/10 (US$)</td> <td>Share (%)</td> </tr> </thead> <tbody> <tr> <td>Central government</td> <td>4396.10</td> <td>72.7</td> <td>4893.90</td> <td>68.6</td> <td>5202.80</td> <td>69.6</td> </tr> <tr> <td>DOD</td> <td>5,788.60</td> <td>102.</td> <td>4221.30</td> <td>59.1</td> <td>4510.70</td> <td>60.4</td> </tr> <tr> <td>Interest arrears</td> <td>615.55</td> <td>10.3</td> <td>573.55</td> <td>8.4</td> <td>6631.55</td> <td>91.6</td> </tr> <tr> <td>Private sector</td> <td>1168.80</td> <td>19.3</td> <td>1494.20</td> <td>20.9</td> <td>1513.60</td> <td>20.3</td> </tr> <tr> <td>DOD</td> <td>742.</td> <td>12.3</td> <td>1010.00</td> <td>14.2</td> <td>1025.40</td> <td>13.7</td> </tr> <tr> <td>Interest arrears</td> <td>426.8</td> <td>7.1</td> <td>484.2</td> <td>6.8</td> <td>488.2</td> <td>6.5</td> </tr> <tr> <td>Public corporations</td> <td>481.8</td> <td>8.</td> <td>749.2</td> <td>10.5</td> <td>757.8</td> <td>10.1</td> </tr> <tr> <td>DOD</td> <td>150.8.</td> <td>2.5.</td> <td>392.3.</td> <td>5.5.</td> <td>396.7.</td> <td>5.3.</td> </tr> <tr> <td>Interest arrears</td> <td>331.</td> <td>5.</td> <td>356.9.</td> <td>5.</td> <td>361.1.</td> <td>4.8.</td> </tr> <tr> <td>Total external debt</td> <td><strong>6046.70</strong></td> <td><strong>100 </strong></td> <td><strong>7137.20 </strong></td> <td><strong>100 </strong></td> <td><strong>7474.20 </strong></td> <td><strong>100 </strong></td> </tr> </tbody> <tfoot><tr><th colspan="7">Source: BOT data.</th></tr></tfoot></table> A profile of external debt stock by creditor category indicates that debt owed by multilateral creditors is $3831.1 million, which accounts for 51.3% of total debt, whereas bilateral creditors accounted for 21.6%. Debt owed to other creditors is shown in Table 10. \<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_number>\</page_number>\</page_number>\<page_number>\<page_node/>\</node/>\</body/>\</html Table 10: External debt stock by creditor category, 2007/08-Sep 2009/10 <table> <thead> <tr> <td></td> <td>2007/08 Share (%)</td> <td>Jun 2008/09 Share (%)</td> <td>Sep 2009/10 Share (%)</td> </tr> </thead> <tbody> <tr> <td>Bilateral</td> <td>1545.80 25.6</td> <td>1601.20 22.4</td> <td>1633.30 21.9</td> </tr> <tr> <td>Paris Club</td> <td>557.5 9.2</td> <td>595.4 8.3</td> <td>616.7 8.3</td> </tr> <tr> <td>Non-Pans Club</td> <td>988.3 16.3</td> <td>1005.80 14.1</td> <td>1016.60 13.6</td> </tr> <tr> <td>Multilateral</td> <td>2823.50 46.7</td> <td>3545.10 49.7</td> <td>3831.10 51.3</td> </tr> <tr> <td>AIBD</td> <td>695.5 11.0</td> <td>726.40 10.7</td> <td>804.65 10.7</td> </tr> <tr> <td>World Bank</td> <td>1843.40 30.5</td> <td>2185.20 30.6</td> <td>2388.30 32.</td> </tr> <tr> <td>IMF</td> <td>17.7 0.3</td> <td>263.10 3.7</td> <td>267.80 3.6</td> </tr> <tr> <td>Others</td> <td>326.20 5.4</td> <td>366.30 5.1</td> <td>373.50 5.</td> </tr> <tr> <td>Commercial</td> <td>1039.00 17.2</td> <td>1265.30 17.7</td> <td>1264.40 16.9</td> </tr> <tr> <td>Export credit</td> <td>638.40 10.6</td> <td>725.60 10.2</td> <td>725.40 10.</td> </tr> <tr> <td>Total external debt</td> <td>6046.70 100</td> <td>7137.20 100</td> <td>7474.20 100</td> </tr> <tr><td colspan="4">Source: BOT data.</td></tr> </tbody> </table> During the first quarter of 2009/10, new debts contracted and the net debt amounted to $77.9 million. Disbursements received and recorded during the period amounted to $250.9 million, out of which $233.8 (93.2%) was disbursed to the government and the remaining balance was received by private companies. External payments for the quarter amounted to $26.8 million, equivalent to 1.9% of export goods and services. The payments represented 39.1% of the $68.5 million scheduled for debt payments. The lower service payments were a result of accumulated arrears on non-serviced debt and inadequate information on debt serviced by private borrowers. 3.10.2 Domestic debt Up to end-September 2009, the stock of domestic debt stood at Tsh2418.1 billion, out of which government securities were valued at Tsh2409.8 billion (99,7%) and other debts at Tsh8,2 billion (o,3%). The debt stock increase by Tsh55,7 billion (6,9%) from Tsh2262,3 registered at the end of June 2009 was attributed to the purchase of government bonds. Composition of the domestic bond by creditor category at the end of September 2009 indicates that the BOT was the leading government creditor, holding almost 42% of total domestic debt stock, followed by the commercial banks, which held 30,3%, pension funds (21,9%) and others (o,58%). \<page_number>16\</page_number> 4. Policy responses and constraints 4.1 Strategic interventions at international and country level To rescue world economies from the global downturn, the IMF called for arrangements to provide emergency liquidity, improve financial sector supervision and take a comprehensive approach to financial sector stability assessment that includes all types of institutions. In Tanzania, international support came from the G-20, which promised to provide an additional $220 million to the government’s rescue package. Tanzania is one of eight countries receiving funds. Other African countries receiving this one-time assistance are Ghana, Liberia and Zambia. In October 2009, the US Agency for International Development (USAID) office in the country issued $37.7 million as a Financial Crisis Initiative Package. The office also promised to partner with Tanzania’s local banks to provide up to $10 million in credit and financing options for agri-businesses, including over 1000 small and micro enterprises and households through microfinance over a five-year period to stimulate production and improve food security. The ADB announced in November the approval of another facility similar to that of USAID, to be operated through the commercial banks. 4.2 Economic and social policies The government of Tanzania has put in place a two-year economic rescue plan (2009/10-2010/11), approved by Parliament in June 2009. The objectives of the plan are to: 1. Reduce the pressure of the crisis by providing safety nets against extreme vulnerabilities so as to protect economic growth attained over the years: protect and create jobs, ensure food security and protect key social programmes; 2. Protect key investments and continue building capacity for growth in the medium term to achieve the MDGs. The main components of the plan are: 1. Fiscal space: To fill the gap in revenue caused by the crisis. The government accommodated in the budget for 2009/10 a net domestic financing, equivalent to 1.2% of GDP in 2008/9 and 1.6% of GDP in 2009/10. 2. Reduce the tax rate, such as the VAT rate from 20% to 18% and income tax of selected categories from 30% to 25%. 3. Accommodating monetary policy: The BOT has relaxed its monetary policy stance, beginning in the fourth quarter of 2008/09, to facilitate bank financing of the private sector. 4. Reduce the penal rate for BOT’s standby facilities (the Lombard facility and the discount rate) to allow easy and cheaper access by the banks to resources from the central bank. 5. Bridging the foreign exchange gap: A loan amounting to $336 million from the IMF under the Exogenous Shocks Facility (ESF) to fill the gap in balance of payments caused by the decline in exports was approved by the IMF Board. The first instalment, of $245.8 million, was disbursed on 15 January 2010, while a second instalment of $90 million was enhanced by Special Drawing Rights (SDR) allocations to Tanzania, equivalent to $249 million. 6. Banking package: The government has provided relief to borrowers from financial institutions affected by the crisis. Two complementary instruments were issued: a) The Loss Compensation Facility, aimed at compensating for losses incurred as a result of sharp drops in cotton, seaweed and clove prices during the 2008/09 crop season; and b) The Loan Scheduling Guarantee Facility, aimed at providing a partial credit guarantee to borrowers affected by the crisis. These facilities are also expected to enable banks lending to distressed sectors to sail through the crisis safely and avert a credit crisis in the economy. \<page_number>17\</page_number> 7. Improving food distribution to curb food shortages: The government has provided a cushion against the impact of food shortages by allocating Tsh20 billion in FY2009/09 budget to ensure food availability at a reasonable cost. Funds were provided in the October 2009 expenditure ceiling and will be used to purchase maize. 8. Social programmes from before the crisis: The government has maintained its commitment to support special social schemes through programmes under the Presidential Trust Fund, the Tanzania Social Action Fund, the special presidential development fund (Mabillioni ya Kikwete) and agricultural input subsidy funds for fertiliser seeds and farm implements. 4.2.1 What is the progress in the rescue plan? Under the rescue plan, the government allocated Tsh1.7 trillion ($1,307 billion) in the 2009/10 budget to bail out the economy, certain areas of which had already been hit hard by the global crisis, including agricultural exports and tourism. The government has already channelled TSh21.9 billion of this directly to the banking sub-sector to cover losses suffered by bank clients like cooperatives and firms that bought agricultural products from farmers. Announcing the package in June 2009, President Jakaya Kikwete promised that the government would further guarantee financial institutions for loans worth Tsh27 billion, extended to companies that fail to repay their loans as a result of the global recession. The guarantee will be for two years, during which period lending institutions will not charge interest on loans they extend to such institutions. Another measure is to avail affordable capital for businesses. Under this scheme, the government has released a stimulus package of Tsh200 billion through the commercial banks. Another segment of the package has gone into guarantee schemes, whereby Tsho billion has been set aside for the Export Guarantee Scheme and another Tsho billion for small and medium-sized enterprises. The government has intensified cross-border coordination between host country and home country supervisors so as to avoid transmitting stress from one institution to another in different countries, in order to encourage trade among businesses within the EAC for example, central banks will send remittances cross-border, eliminating the need to use clearing banks in the US and Europe. 4.2.2 Regulation and oversight of the capital and financial market Under the BOT, the government has intensified surveillance of both domestic and international capital financial markets to oversee performance of all institutions, especially at this time of the crisis. The government has also formed a Financial Sector Regulatory Authority. It has also established an early warning system using selected financial soundness indicators. The BOT has established a financial stability department that produces regular financial stability reports. The BOT holds daily surveillance meetings to ensure stability in the financial sector and availability of appropriate levels of liquidity in the system. 4.3 Growth and development policies The crisis is presenting both threats and opportunities for the Tanzanian economy. Threats that past achievements will be eroded have already been seen in parts of the economy, but opportunities do exist in terms of natural resources, by adding value to commodities and increasing their export value. Appreciating these opportunities, the government, through Kilimo Kwanza ('Agriculture First') has set agriculture as a priority growth sector. The aim is to boost agriculture by providing agriculture credit windows, among other factors. The plan also aims to improve food self-sufficiency and provide soft loans to small and agricultural intermediaries and food processors. On top of this plan, the government intends to establish a fully fledged Agricultural Development Bank. \<page_number>18\</page_number> There is a plan to develop infrastructure by raising about $500 million in international financial markets, although this has been challenged since the global financial crisis as interest rates have gone up tremendously. Under this plan, the government has provided Tsh205 billion in the budget, which will be raised through issuance of long-term bonds. Already, a Tshs2.163 billion through a five-year treasury bond has been raised from the BOT. \<page_number>19\</page_number> 5. Opportunities and way forward 5.1 Challenges The main challenge for Tanzania remain its low tax base, inability to mobilise enough domestic resources for development projects and overreliance on donor finance for development projects, which risks creating unsustainable interventions. Another challenge is how to sustain macroeconomic stability, restore and maintain low inflation and maintain fiscal prudence, financial sector stability and sustenance of the external balance in the wake of the global financial crisis. Domestically, creating a more responsible working and governance culture, whereby all sections of society take the crisis seriously and adjust accordingly, remains a challenge. The government attempt during its 2009/’10 budget to remove tax exemptions, identified as a major source of revenue leakages, was not successful, partly because of a lack of appreciation of the seriousness of the problem at hand. The promotion of regional trade, seen as the easiest to penetrate by small and medium-sized enterprises, will require extra support efforts by government besides removing tariffs, as the EAC Common Market will be established by July 2010. Among the interventions will be strategies to reduce or eliminate non-tariff barriers and empower local producers and processors in marketing skills. 5.2 Opportunities The crisis presents an opportunity to explore new market ventures, especially by boosting regional trade (e.g. EAC, SADC and Common Market for Eastern and Southern African (COMESA) markets), to compensate for the fall in demand for exports in traditional trading partners in Europe, the US and Asia. This includes development of a regional infrastructure network and promotion of regional tourism. The financial downturn has led the government to postpone some projects because of the unavailability of foreign resources. This underscores the need for government to collaborate with the local private sector to finance infrastructure projects through public–private partnership systems. The government can raise capital internally through initial public offerings, government guarantees, corporate bond issues and loan syndication arrangements by banks. There is also a need to establish new lines for foreign inflows, including promotion of diaspora remittances or establishing diaspora financial instruments. 5.3 The way forward With commitment and willingness, the country has an opportunity to diversify the economy, lying in its rich natural resources base. The country’s plentiful agricultural land and waters can boost agriculture by adding value to products (agro-processing), as can prudent use of natural resources such as minerals, natural gas, forestry and fishery products and promotion of regional tourism, given Tanzania’s many tourist attractions compared with its neighbouring countries. The transport sector can provide substantial future sources of income and employment in the country. Improvement of infrastructure in road, railways and ports (e.g. Dar Port) will assist in the speedy transport and clearance of transit goods to landlocked countries such as the Democratic Republic of Congo, Uganda, Rwanda, Burundi, Malawi and Zambia. \<page_number>20\</page_number> The global financial crisis has highlighted the importance of increasing surveillance in terms of regulation and supervision, not only for commercial banks but also for the entire financial system (to include pension funds and insurance companies). It is also necessary to implement judicious capital account liberalisation. The Tanzanian financial sector was barely hit by the global financial crisis simply because the capital account is only partially liberalised. The planned liberalisation process should be carefully designed to facilitate smooth portfolio flows while ensuring the stability of the small and fragile financial sector. The design and management of social safety nets should take into account their sustainability in terms of creating wider multiplier effects. This includes the issuance of revolving funds (e.g. Mabiloni ya Kikwete (Billions from President Kikwete) and input subsidies for peasants), whose operations could be tied to local resource mobilisation (e.g. village banks and savings and credit cooperative societies) and farmer empowerment, to commercialise farm production and produce in response to identified markets and to invest in specific value chains for different commodities. \<page_number>21\</page_number> References Bank of Tanzania (2008a) ‘Monthly Economic Review, June’. Dar es Salaam: BOT. Bank of Tanzania (2008b) ‘Monthly Economic Review, August’. Dar es Salaam: BOT. Bank of Tanzania (2008c) ‘Monthly Economic Review, November’. Dar es Salaam: BOT. Bank of Tanzania (2009a) ‘Quarterly Report 2009, June 2009’. Dar es Salaam: BOT. Bank of Tanzania (2009b) ‘Annual Report 2008/’09’. Dar es Salaam: BOT. Bank of Tanzania (2009c) ‘The Impact of Global Financial Downturn and the Government Stimulus Package’. Dar es Salaam: BOT. Bank of Tanzania (2009d) ‘Monthly Economic Review, November’. Dar es Salaam: BOT. Bank of Tanzania (2009g)‘Global Financial crisis: challenges and Response’ (Paper presented by Prof. Beno Nduulu, the BOT Governor on March 2009) International Monetary Fund (2009) ‘Tanzania Country Report, June’. Washington, DC: IMF. International Organization for Migration (IOM) 2009: Study on Remittances between Tanzania and Uganda(forthcoming) Mkulo, M. (2009) ‘Estimates of Government Revenue and Expenditure for the Financial Year 2009/10’. Minister of Finance and Economic Affairs Budget Speech 2009/10, 11 June. United Republic of Tanzania (2009a) ‘Review of Recent Macroeconomic Performance’. Prepared for NSGRP/GBS Consultative Meeting. Dar es Salaam, November. United Republic of Tanzania (2009b) ‘Poverty and Human Development Report 2009’. Draft. Dar es Salaam: URT. United Republic of Tanzania (2009c) ‘Mpango wa Kuunsurusu Uchumi wa Tanzania na Athari za Msukosuko wa Fedha na Uchumi Duniani’ (National Plan to Rescue the Economy from the Global Financial Crisis). Dar es Salaam: URT. World Bank (2008) Migration and Remittances Facts Book. Washington, DC: World Bank. World Bank (2009) The Global Financial Crisis. Washington, DC: World Bank. \<page_number>22\</page_number> Annex 1: Exports by type of commodity, Jul 2008-Jul 2009 <table> <thead> <tr> <th></th> <th>% change</th> <th>Year to Jul 2009</th> <th></th> <th>% change</th> </tr> <tr> <td></td> <td>Jul 08-Jul 09</td> <td>Jun 09-Jul 09</td> <td>2008</td> <td>2009</td> </tr> </thead> <tbody> <tr> <td><strong>Traditional exports</strong></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Coffee</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Value</td> <td>171.4</td> <td>-52.2</td> <td>83.7</td> <td>121.4</td> <td>45.1</td> </tr> <tr> <td>Volume</td> <td>194.7</td> <td>-57.6</td> <td>36.0</td> <td>60.5</td> <td>68.0</td> </tr> <tr> <td>Unit price</td> <td>-7.9</td> <td>12.8</td> <td>2321.8</td> <td>2005.5</td> <td>-13.6</td> </tr> <tr> <td>Cotton</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Value</td> <td>-28.1</td> <td>17.1</td> <td>91.7</td> <td>127.8</td> <td>39.1</td> </tr> <tr> <td>Volume</td> <td>-38.3</td> <td>-18.3</td> <td>77.9</td> <td>107.4</td> <td>37.9</td> </tr> <tr> <td>Unit price</td> <td>-16.6</td> <td>43.2</td> <td>1177.4</td> <td>1106.3</td> <td>-1.6</td> </tr> <tr> <td>Sisal</td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Value</td> <td></td> <td></td> <td>4.8</td> <td>1.2</td> <td>-74.3</td> </tr> <tr> <td>Volume</td> <td></td> <td></td> <td>4.5</td> <td>0.7</td> <td>-85.1</td> </tr> <tr> <td>Unit price</td> <td></td> <td></td> <td>1046.3</td> <td>1802.4</td> <td>72.3</td> </tr> <tr><th>Tea<br/></th><th></th><th></th><th></th><th></th><th></th></tr> <tr><th rowspan="3">Tobacco<br/></th><th rowspan="3">Value<br/>Volume<br/>Unit price<br/></th><th rowspan="3">-27.3<br/>-33.2<br/>8.8<br/></th><th rowspan="3">8.0<br/>4.6<br/>3.2<br/></th><th rowspan="3">35.9<br>25.0<br>1433<br/></th><th rowspan="3">31.1<br>18.8<br>1649.3<br/>15.0<br/></th><th rowspan="3">-13.4<br>-24.7<br>-4.</th></tr> <tr><th colspan="5"></th></tr> <tr><th colspan="5"></th></tr> <tr><th>Cloves<br/></th><th></th><th></th><th></th><th></th><th></th><th></th></tr> <tr><th rowspan="3">Non-traditional exports<br/></th><th rowspan="3">Value<br/>Volume<br/>Unit price<br/></th><th rowspan="3">-48.3<br>-70.1<br>-88.1<br/></th><th rowspan="3">4.3<br>1.2<br>3504.8<br/>-</th><th rowspan="3">149.<br>449.<br>-<br>/-</th><th rowspan="3">243.<br>-<br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-</br><br>/-/...</table> <table border="1"> <thead style="text-align:center;"> <tr style="background-color:#f0f0f0;"> <th>Description of Commodity Type (in English)</th> <th>% Change (Jul 2008-Jul 2009)</th> <th>% Change (Jul 2009)</th> <th>% Change (Jul 2008)</th> <th>% Change (Jul 2008-Jul 2009)</th> <hr/> <strong>Note:</strong>  <em></em>  = includes tanzanite, rubies, sapphire, emerald, copper, silver.<em></em>  = Includes plastic items, textiles, apparels, iron/steel.<em></em>  = includes edible vegetables, oilseeds, cereals, cocoa, rawhides and skins and woods.<em></em>  = Volumes in 'ooo tons; values in US$ millions; unit price in US$.</em>  <strong>Note:</strong>  <em></em>  = includes tanzanite, rubies, sapphire, emerald, copper, silver.<em></em>  = Includes plastic items, textiles, apparels, iron/steel.<em></em>  = includes edible vegetables, oilseeds, cereals, cocoa, rawhides and skins and woods.<em></em>  = Volumes in 'ooo tons; values in US$ millions; unit price in US$.</em>  <strong>Note:</strong>  <em></em>  = includes tanzanite, rubies, sapphire, emerald, copper, silver.<em></em>  = Includes plastic items, textiles, apparels, iron/steel.<em></em>  = includes edible vegetables, oilseeds, cereals, cocoa, rawhides and skins and woods.<em></em>  = Volumes in 'ooo tons; values in US$ millions; unit price in US$.</em>  <strong>Note:</strong>  <em></em>  = includes tanzanite, rubies, sapphire, emerald, copper, silver.<em></em>  = Includes plastic items, textiles, apparels, iron/steel.<em></em>  = includes edible vegetables, oilseeds, cereals, cocoa, rawhides and skins and woods.<em></em>  = Volumes in 'ooo tons; values in US$ millions; unit price in US$.</em>  <strong>Note:</strong>  <em></em>  = includes tanzanite, rubies, sapphire, emerald, copper, silver.<em></em>  = Includes plastic items, textiles, <tbody style="text-align:left;"> <tr style="background-color:#f0f0f0;"> <td>Cotton yarn &emsp;</table> <table border="1"> <thead style="text-align:center;"> <tr style="background-color:#f0f0f0;"> <th>Description of Commodity Type (in English)</th> <hr/> <strong>Note:</strong>  <em></em>  = includes tanzanite, rubies, sapphire, emerald, copper, silver.<em></em>  = Includes plastic items, </tbody> <table border="1"> <thead style="text-align:center;"> <tr style="background-color:#f0f0f0;"> <thead style="text-align:center;"> <tr style="background-color:#f0f0f0;"> <thead style="text-align:center;"> <thead style="text-align:center;"> <thead style="text-align:center;"> <thead style="text-align:center;"> <thead style="text-align:center;"> <thead style="text-align:center;"> <thead style="text-align:center;"> <thead style="text-align:center;"> <thead style="text-align:center;"> <thead style="text-align:center;"> <thead style="text-align:center;"> <thead style="text-align:center;"> <thead style="text-align:center;"> <thead style="text-align:center;"> Overseas Development Institute 111 Westminster Bridge Road London SE1 7JD UK Tel: +44 (0)20 7922 0300 Fax: +44 (0)20 7922 0399 Email: publications@odi.org.uk Website: www.odi.org.uk	ENGLISH
3213-pdf	<img>The National Archives logo</img> The National Archives Identifying Information Assets and Business Requirements This guidance relates to: Stage 1: Plan for action Stage 2: Define your digital continuity requirements Stage 3: Assess and address risks to digital continuity Stage 4: Maintain digital continuity This guidance should be read before you start to manage digital continuity. The full suite of guidance is available on [The National Archives' website](https://www.nationalarchives.gov.uk/digitalcontinuity). <watermark>This document is provided by The National Archives and may not be reproduced without permission.</watermark> Identifying Information Assets and Business Requirements <img>OGL logo</img> © Crown copyright 2017 You may re-use this information (excluding logos) free of charge in any format or medium, under the terms of the Open Government Licence. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence or email psi@nationalarchives.gsi.gov.uk. Where we have identified any third-party copyright information, you will need to obtain permission from the copyright holders concerned. This publication is available for download at nationalarchives.gov.uk. February 2017 \<page_number>Page 2 of 24\</page_number> Identifying Information Assets and Business Requirements Contents 1 Introduction .................................................................................................................. 5 1.1 What in the purpose of this guidance? ................................................................. 5 1.2 Helping you manage digital continuity ................................................................. 5 1.3 Who is this guidance for? ....................................................................................... 6 2 Setting your objectives .................................................................................................... 7 2.1 Managing digital continuity ................................................................................. 7 2.2 Change management .............................................................................................. 8 2.3 Managing risks and improving guidance ............................................................. 8 2.4 Managing retention and disposal .......................................................................... 8 2.5 Exploiting and sharing information ...................................................................... 9 2.6 Streamlining technology ...................................................................................... 9 3 Identify what information assets you have ................................................................. 10 3.1 What is an information asset? ............................................................................... 10 3.2 How do you identify an information asset? ........................................................... 10 4 Identify how you need to use information ..................................................................... 13 4.1 How will you find your information? ..................................................................... 13 4.2 Who can open the information and how? ............................................................. 14 4.3 How do you need to be able to work with the information? ................................... 14 4.4 What do you need to be able to understand about the information? .................... 15 4.5 To what extent do you need to trust your information is what it claims to be? ... 16 5 Documenting the relationships between business requirements and information assets .. 17 5.1 Creating or adapting IAR .................................................................................. 17 5.2 Identify owners of information assets ............................................................... 18 6 Next steps .......................................................................................................................... 20 6.1 Map to technology dependencies ........................................................................... 20 6.2 Understand your information management requirements ...................................... 20 6.3 Identify and mitigate risks .................................................................................... 20 6.4 Identify opportunities for disposal, exploitation, savings and efficiencies ....... 21 February 2017 \<page_number>Page 3 of 24\</page_number> Identifying Information Assets and Business Requirements 6.5 Manage change .................................................................................................................. 21 6.6 Supporting services ............................................................................................................. 21 Appendix – Scenarios............................................................................................................... 23 February 2017 \<page_number>Page 4 of 24\</page_number> Identifying Information Assets and Business Requirements 1 Introduction How much digital information does your organisation hold? Who takes care of it? The amount of information organisations create is continually increasing, and whether your organisation is large or small, if you do not understand your information, you cannot fully protect and exploit it. This guidance describes a practical process to enable you to understand, assess and document your information and make sure that it supports your business appropriately. 1.1 What in the purpose of this guidance? This piece of guidance focusses on understanding the information your organisation holds and how it needs to be used to support your business. Developing this understanding will support you in effectively managing your information assets through change. This guidance will enable you to: - understand your business drivers for this investigation and frame your objectives accordingly - identify your information assets - understand your business requirements for using information - document the relationships between your business requirements and your information assets in a way that supports your objectives The reasons, or ‘drivers’, for undertaking this investigation can vary and therefore lead to varied scopes and objectives, from large scale audits of all of your organisation’s information, to very focussed assessments for a specific change in technology or business. Regardless of what your drivers are for carrying out this study, there are multiple benefits which can have a wider reaching impact than your original scope. These include better change management, improved understanding of information risk and identification of potential savings and efficiencies. 1.2 Helping you manage digital continuity Although this guidance contributes to overall good information management (IM) and can be used to meet a number of different objectives, one of the key objectives it supports is better management of your digital continuity. February 2017 \<page_number>Page 5 of 24\</page_number> Identifying Information Assets and Business Requirements Digital continuity is the ability to use your information in the way you need, for as long as you need. Managing digital continuity protects the information you need to do business. This enables you to operate accountably, legally, effectively and efficiently. It helps you to protect your reputation, make informed decisions, avoid and reduce costs, and deliver better public services. If you lose information because you haven't managed your digital continuity properly, the consequences can be as serious as those of any other information loss. This guidance forms part of a suite of guidance that The National Archives has delivered as part of a digital continuity service for government, in consultation with central government departments, first issued in 2011. This specific document provides you with practical information and support to help you complete Stage 2 of the four-stage process of managing digital continuity. Stage 2 is all about understanding your business requirements for information use and how your information assets and technical environment support those requirements, now and in the future. This knowledge can then be used to perform a risk assessment and then take action – establishing processes, making savings and efficiencies and minimising your risk. We suggest breaking this process into two halves. The first half of this process (identifying your information assets and mapping them to your business requirements) is covered in this piece of guidance. An accompanying piece of guidance, Mapping the Technical Dependencies of Information Assets covers the second half of this process. 1.3 Who is this guidance for? The audience for this piece of guidance will vary depending on the drivers for performing the investigation. For digital continuity, the primary audience will be the Senior Responsible Owner (SRO) and whoever the SRO has assigned to be responsible for completing Stage 2 of the process. If the driver is to perform an impact study for a potential change, then it may be a change or project manager using this guidance. Regardless of their role, the person leading the process will likely have to consult other members of the organisation who may also find it useful to read this document to understand the background – for example, business continuity managers, Information Asset Owners (IAOs), IT professionals and business analysts. February 2017 \<page_number>Page 6 of 24\</page_number> Identifying Information Assets and Business Requirements 2 Setting your objectives You need to be very clear about why you are looking at your information, what your reasons are for starting the investigation and what you hope to achieve from it. Your own driver may be reactive – an incident has occurred (for example a badly managed change, or a loss of data) and you want to ensure it does not happen again. On the other hand, the driver may be more preventative – your organisation is preparing to go through a specific change (business or technical) and you want to make sure you have the necessary understanding to best protect your digital information. These different drivers will give you different objectives, and will therefore direct the scale and scope of your investigation. For example, do you need to do this evaluation for your entire organisation, or just for a discrete business unit within it? While it is important to eventually review all your information, unless you are a small organisation with a relatively low amount of digital information, trying to capture everything in detail at once is likely to be an overwhelming task. It is far better to have realistic objectives prioritising key areas you want to look at, and focus on other areas later. You must ask yourself questions about what you are trying to achieve and what your priorities should be – what do you want to do with the information you are going to gather, what can you practically achieve, what risks do you need to mitigate, what benefits do you hope to achieve, and what areas need the most urgent attention? The following sections (2.1-2.6) give examples of some high-level objectives: 2.1 Managing digital continuity “We want to better manage the digital continuity of our information – so that we can use it in the way we need to over time.” –If you are working through the four stages of the managing digital continuity process, establishing your scope and priorities is an important part of Stage 1 and is covered in more detail in [Managing Digital Continuity](#). February 2017 \<page_number>Page 7 of 24\</page_number> Identifying Information Assets and Business Requirements 2.2 Change management “Our organisation is planning a change and we want to make sure we understand what information we have, and how to manage it through transition.” –It may be that a driver for this work is that your organisation is going through a change, either an organisational one such as a restructuring, or a technological one such as upgrading a key system. It may also be that there is no specific change at the moment, but you want to introduce or improve a change management process and be prepared for the future. Change is a major threat to your information (it is the key risk to digital continuity) and an important time to consider what information assets you actually have and how you can protect and exploit them. During change it is very easy for things to move out of alignment, for technology to stop supporting the use of your assets in the way that you need, or your information assets to fail to provide the data that new business requirements call for. 2.3 Managing risks and improving guidance “Our organisation wants to better understand risks and mitigate them through improved governance and processes.” –This work will allow you to better understand how to manage your information and how to mitigate risks. You may opt to look at a subset of risks (e.g. risks to digital continuity or information security, or risks arising from change) or risks to specific areas of information. The specific risks you look at may depend on your risk appetite, for example risks to information which is business critical are likely to be a priority. It is important to understand your obligations – for example in regards to the Data Protection Act, or confidentiality requirements where you may incur penalties if problems occur. 2.4 Managing retention and disposal “Our organisation wants to audit our information so we know what we need to keep, how we can store it efficiently and what we can dispose of.” –Digital information is being created at an ever-increasing rate, and this can lead to rising data storage costs and more and more difficulty in finding information. It is becoming ever more important to carefully consider February 2017 \<page_number>Page 8 of 24\</page_number> Identifying Information Assets and Business Requirements what you need to keep and how you need to be able to access it. Understanding this allows you to define retention schedules and safe processes for disposal. This can lead to reductions in the amount of storage required, leading to cost efficiencies and contributing to green agendas. 2.5 Exploiting and sharing information “Our organisation wants to understand what information we can share and how we can do it.” –The government agenda on transparency makes it very clear that opening data up is a key priority wherever possible. In order to best exploit and share your information both within your own organisation, between related organisations and with the wider public, it is vital you first understand your information. Going through this process will put you in a position where you fully understand what information you have and what you can and cannot do with it. This will also allow you to respond more easily and quickly to requests for information. Openness and transparency can save money, strengthen people’s trust in government and encourage greater public participation in decision-making. For more information, see the Government’s policy area on efficiency, transparency and accountability. 2.6 Streamlining technology “Our organisation wants to better understand or technology systems and whether we can streamline them without losing functionality.” –Once you have evaluated your information assets, you can map them to the technology support they need. If you perform a comprehensive audit, you will confidently be able to identify surplus technology which could be decommissioned leading to savings. This process is covered in Mapping the Technical Dependencies of Information Assets. February 2017 \<page_number>Page 9 of 24\</page_number> Identifying Information Assets and Business Requirements 3 Identify what information assets you have 3.1 What is an information asset? In order to understand your information and how to manage and protect it, it is vital to first understand what we mean by the term 'information asset' and how this definition can simplify the process. An information asset is a body of information, defined and managed as a single unit so it can be understood, shared, protected and exploited effectively. Information assets have recognisable and manageable value, risk, content and lifecycles. The key concept here is to group your individual pieces of information into manageable portions; if you had to individually assess every individual file, database entry and piece of data you hold you would likely have a list of millions of items and an impossible task. By grouping items at a level to match your objectives you can make the task actually achievable. 3.2 How do you identify an information asset? You should identify your assets according to the definitions above, considering the level of granularity that is required to meet your objectives. An information asset is defined at a level of detail that allows its constituent parts to be managed usefully as a single unit. The case studies in the Appendix provide some examples of how different objectives can be met by varying the granularity of your information assets. To perform this audit, you will need to talk to representatives from all sections of your organisation to ensure you have covered all aspects of your business. Your organisation may already have resources you can use to help in this process, for example documentation of previous information audits, technical environment registers, configuration management databases or software asset lists. You may also have IAOs, a role which was identified by the Data Handling Review and mandated by the Cabinet Office. You should investigate these resources and re-use and adapt them wherever possible. However they may only be a very basic foundation to start from and there will almost certainly be additional information you will need to gather. February 2017 \<page_number>Page 10 of 24\</page_number> Identifying Information Assets and Business Requirements It is probably easiest to start with very broad definitions and then continue splitting the information grouping up until it is of a suitable size. To assess whether something is an information asset, ask the following questions: - Does it have a value to the organisation? Will it cost money to reacquire the information? Would there be legal, reputational or financial repercussions if you couldn’t produce the information on request? Would it have an effect on operational efficiency if you could not access the information easily? Would there be consequences of not having this information? Is there a risk associated with the information? - Is there a risk of losing the information? A risk that the information is not accurate? A risk that someone may try to tamper with it? A risk arising from inappropriate disclosure? - Does the group of information have a specific content? Do you understand what it is and what it is for? Does it include all the context associated with the information? - Does the information have a manageable lifecycle? Were all the components created for a common purpose? Will they be disposed of in the same way and according to the same rules? Examples of information assets A database of contacts is a clear example of a single information asset. Each entry in the database does not need to be treated individually; the collection of pieces of data can therefore be considered one information asset. All the pieces of information within the asset will have similar risks associated with privacy and storage of personal information. All files associated with a specific project may be considered a single information asset. This might include spreadsheets, documents, images, emails to and from project staff and any other form of records. All the individual items can be gathered together and treated the same as they have similar definable content, and the same value, business risk and lifecycle. Depending on the size of your organisation, you may be able to treat all the content in your electronic document and records management system as a single asset – but this could be a risk as such a large asset containing varied types of content is likely to be hard to manage. All the financial data for an organisation could be considered a single asset. There are very specific risks to the business if this information is mismanaged and you may also have an obligation to provide transparency of information, which could be problematic. February 2017 \<page_number>Page 11 of 24\</page_number> Identifying Information Assets and Business Requirements Note: - Information assets should be grouped and considered depending on their business needs not on their technology requirements. Each asset may contain individual items that need different technology solutions to address the same business need. - It may be that a piece of information could logically belong within two different assets, however this can lead to conflicts of ownership and control, so ideally each piece of information should only be included within a single asset. However assets can reference other assets and care should be taken to manage these potentially complex relationships - Assets can contain other assets – as you introduce more and more granularity, it may be useful to retain the sense of the high-level assets. Your organisation must define clear rules about how the management and retention schedules of these assets operate at these different levels - The groupings of information within assets may change over time. For example, you may have an asset which contains all the items archived into long term storage, therefore other pieces of information will be added into this asset over time This can be a complicated process, but done properly can be of real, lasting benefit to your organisation. There is no right or wrong way to group your assets. The key point to remember is that you are doing all of this within the scope defined by your objectives and if the list you produce is consistent and relevant, then it meets your objectives. February 2017 \<page_number>Page 12 of 24\</page_number> Identifying Information Assets and Business Requirements 4 Identify how you need to use information Once you have identified your information assets, you must determine how you need to use each of them. This covers everything from how you find it, through how you access it, to what you do with it. You must also consider any surrounding or supporting information which is important. We have broken this down into five questions you will need to answer: i. How will you find the information? ii. Who can open the information and how? iii. How do you need to be able to work with the information? iv. What do you need to be able to understand about your information? v. To what extent do you need to trust that your information is what it claims to be? For each of these issues you must consider what the requirements are at the moment, and how they might change over time. This will encompass the retention schedules imposed on your assets – how long do you need them for? These questions also form the core of digital continuity – what usability you need to maintain for your information over time and through change. If you lose the ability to find, open, work with, understand and trust your information in the way that you need, you have lost its digital continuity. Note: it is possible that in defining these requirements you may want or need to re-define your information assets – this may well be an iterative process. If the contents of your asset have dramatically different requirements in any of these areas, you may need to further subdivide your assets. 4.1 How will you find your information? The granularity and depth of the search required will depend on the type of asset; it may involve finding the asset itself, searching within the asset for files, or searching within those files to find specific pieces of data. Examples of requirements: - It must be possible to find generic information from the system without referencing specific names, in order to meet privacy requirements - It must be possible to search within the asset to find files created within a specific date range - Any requests for information from the system will always be requested through a system engineer, non-experts will not need to search within it February 2017 \<page_number>Page 13 of 24\</page_number> Identifying Information Assets and Business Requirements It is important to consider these requirements because they impact upon how you store the asset and any technology used for searching and indexing. 4.2 Who can open the information and how? These requirements cover not only the security issues around people gaining access to restricted or private information, but also the opportunities for sharing information internally and more widely. Examples of requirements: - The individual files inside the asset are private and only the person that created the file should be able to open it - Everything within the asset is protectively marked, only those with the right clearance should be able to open it - The information within the asset should be published openly - It must be possible to release individual items inside the asset within 20 working days of a request The benefits of ensuring the security of your information is protected are obvious. However, by considering the additional aspects of sharing you will be well placed to meet your targets under the government’s agenda on transparency, improving the efficiency of storage, and potentially even reducing the likelihood of duplication of work between and within departments. 4.3 How do you need to be able to work with the information? This is where you define the functionality that you require from your information assets, how you use them and what you need them to do. This area may overlap with the open. February 2017 \<page_number>Page 14 of 24\</page_number> Identifying Information Assets and Business Requirements Examples of requirements: - The information must be editable (this may involve using original source files) - The information must be available for disabled users, in formats suitable for screen readers, for example - The creator of the document must have full write access. Everyone else should have read-only access - The formulae and functions inside the information must be maintained so they can be updated. It is not sufficient to only be able to access the data These requirements describe the functionality that your technology must provide, so by understanding these features you may be able to streamline your software. 4.4 What do you need to be able to understand about the information? This is about understanding the content and context of your information asset. This additional information is not necessarily included within the asset itself but is vital to making the asset usable. The information may be stored digitally as metadata, but it may also be specific knowledge held by individuals, which may involve training or handover procedures if staff change. Examples of requirements: - The information within this asset contains references and links to the content of another named information asset - The asset is a large collection of files which must be kept within the current structure, flattening the file structure would confuse the meaning of the files - The information asset was created under a specific set of circumstances which must be recorded - There is a complex version history which must be maintained, it should be possible to access the information as it was at any specified date The filing system within the asset is complex, but undocumented, so those filing and retrieving information from within the asset must be trained in how to use it. February 2017 \<page_number>Page 15 of 24\</page_number> Identifying Information Assets and Business Requirements These requirements will help you to understand how your assets interact and allow you to ensure they continue to be usable over time. 4.5 To what extent do you need to trust your information is what it claims to be? The level of trust required of an asset will vary considerably. The majority of your assets may well not require any additional validation – they speak for themselves. However for others you may have to prove they have not been tampered with, or to certify them as created on a specific date. Examples of requirements: - All access to the contents of the asset must be recorded - Must be able to verify the integrity of a dataset – that nothing has been inserted into it - All previous versions of the contents of the asset must be maintained and accessible These requirements are particularly important because they cover your legal requirements and there may be serious repercussions if they are not fully understood and implemented. February 2017 \<page_number>Page 16 of 24\</page_number> Identifying Information Assets and Business Requirements 5 Documenting the relationships between business requirements and information assets You must store all the information you have gathered about the assets you have defined, listing all the information assets in your organisation, the business requirements they meet, and the additional information which is vital to managing them. Your organisation may already have some form of Information Asset Register (IAR), for example information asset lists, which are required by public sector information policies. You may be able to use one of these as a starting point, but you will likely have to add additional fields. 5.1 Creating or adapting IAR The key purpose of the IAR is to document the links between your organisation’s information assets and its business requirements. The IAR should be structured so that it is very easy to see what is affected by changes to either of these areas. In addition to details of how each asset supports your business there are a number of interesting and useful fields which can be recorded for each asset. How many of these you complete may depend on your objectives as covered in Section 2 above. The way that you build the IAR will depend on the scale of your objectives and the resources you have available. If you want to register hundreds of assets it may be worth creating or purchasing a software tool to record the information in a database. You should check with your IT team to see if they already have a tool available (for example they may already have a configuration management system which you could input into, or extract a report from). If you have a smaller number of assets, or limited resources, it may be viable to record the information in a spreadsheet. <table> <thead> <tr> <td>Examples: fields of The National Archives’ Information Asset Register</td> </tr> </thead> <tbody> <tr> <td>Name of asset</td> <td>-Name of asset</td> </tr> <tr> <td>What does it do</td> <td>--Brief description of what the asset is<br>--More detail on what the components of the asset are</td> </tr> <tr> <td>Location</td> <td>--Where is the information located?<br>--What is the filepath?<br>--Shared network drive?</td> </tr> <tr> <td>Owner</td> <td>--Who created the asset, or where does the asset come from?<br>--Who is the Information Asset Owner?</td> </tr> </tbody> </table> February 2017 \<page_number>Page 17 of 24\</page_number> Identifying Information Assets and Business Requirements <table> <tr> <td></td> <td>–Which department holds responsibility for the asset?<br> –Who are the stakeholders?<br> Volume<br> –What is the volume of the asset?<br> Personal data<br> –Does the asset include sensitive personal data?<br> Access<br> –What part of the business does this asset support?<br> –Business risks from or to the asset<br> –How will you find the information?<br> –Who can open the information and how?<br> –How do you need to be able to work with the information?<br> –What do you need to be able to understand about your information?<br> –To what extent do you trust your information is what it claims to be?<br> Shared<br> –Who is the information shared with (what bodies)?<br> –Under what agreement is the information shared?<br> Format<br> –What format is the information saved in?<br> Retention<br> –How long should it be kept in immediate access?<br> –What should happen to it when it no longer needs immediate access?<br> –What are the disposal requirements?<br> Risks / Impact<br> –What are the risks to the asset?<br> –What are the risks to the business from the asset (for example from its loss, corruption or inappropriate access)?<br> Key asset<br> –What is the value to the business?<br> –What would be the cost of replacing the information?</td> </tr> </table> 5.2 Identify owners of information assets One of the key fields on the IAR is the owner of the asset who is responsible for making sure the asset is meeting its requirements (the IAO), and that risks and opportunities are monitored. The owner need not be the creator, or even the primary user of the asset, but they must have a good understanding of what the business needs from the asset, and how the asset needs to be able to fulfil those requirements. February 2017 \<page_number>Page 18 of 24\</page_number> Identifying Information Assets and Business Requirements The Cabinet Office has produced guidance on the mandated role of the IAO. This guidance sets out what an IAO should do to manage risks to personal information and business-critical information held within a government department. February 2017 \<page_number>Page 19 of 24\</page_number> Identifying Information Assets and Business Requirements 6 Next steps The IAR provides you with a comprehensive list of the assets that are important to your organisation within the scope of the objectives you have outlined for this investigation. It may be a list of a hundred assets covering your entire organisation, or it may be just a few assets that will be affected by a change you are planning for. Each entry on the register will have all the additional information about the asset that is required to understand how it should be managed so that it delivers the use that the business requires from it. There are a number of ways you can use this register to identify risks, exploit opportunities and manage change. You should return to your original objectives and take the corresponding next steps. 6.1 Map to technology dependencies For each information asset it is now possible to assess what technology is required to meet the relevant business needs. This will also allow you to understand the potential impact of change on your assets, and to make informed decisions about where to prioritise investment in ensuring the continued usability of your information. It should also highlight where savings can be made by not maintaining technical support unnecessarily. This subject is covered in more detail in Mapping the Technical Dependencies of Information Assets, and should be done in conjunction with the IT department. 6.2 Understand your information management requirements Alongside having the right technical tools to support your information requirements, there are likely to be IM processes which need to support the delivery of the requirements. This may mean introducing, updating and enforcing metadata or security policies, or providing relevant training and guidance on how and where to store files. 6.3 Identify and mitigate risks Information assets have risks associated with them, risks from losing the assets, having them fall into the wrong hands, getting corrupted or any number of other issues. By considering these risks you will hopefully be able to mitigate against them and form contingency plans. You may need to escalate these risks to appear on departmental or corporate risk registers. Further information on specific digital continuity risks, including a Risk Assessment Handbook and a self-assessment tool, is now available from the National Archives. February 2017 \<page_number>Page 20 of 24\</page_number> Identifying Information Assets and Business Requirements 6.4 Identify opportunities for disposal, exploitation, savings and efficiencies In assessing the business requirements for your information assets, you may have uncovered assets which are no longer actually required and action should be taken to dispose of these. You may also have found that some information assets are only needed very rarely and could therefore be moved to cheaper long-term storage which is less instantly accessible. If you have identified assets that can, or should be shared, you can begin the process of allowing and promoting this access. 6.5 Manage change Now that you have a comprehensive assessment of your current information assets and their requirements you are in a much better place to assess how any change may affect them. These changes could be to the assets themselves, how they are managed, the technology supporting them; or the business requirements driving them. For specific changes you will be able to build impact and risk assessments allowing you to mitigating action and plan contingencies. You can also use this information to improve your change management process to make all future change planning better. It is important to remember that you must embed the management of the IAR itself within your change processes – if the IAR is not kept up to date through change it becomes redundant and misleading. To help you to manage change, guidance is available from The National Archives among our ‘Stage 4’ guidance. This includes managing digital continuity through Machinery of Government change, guidance on digital continuity for change managers, and advice on migrating information between EDRMS systems. 6.6 Supporting services To support your development and implementation of an IAR, there is a framework of services and solutions held at Buying Solutions. The framework covers a variety of areas of digital continuity management, including IARs. Suppliers have been specifically chosen for their ability to: - undertake enterprise-wide audits of information to determine factors such as format, volume, usage and location - develop and implement retention schedules for information - deliver efficiencies and increase value for money by analysing business processes dependent on information and implementing new IM systems, policies or procedures - develop and implement information architecture based on file plans, vocabularies, taxonomies, ontologies or metadata schemas February 2017 \<page_number>Page 21 of 24\</page_number> Identifying Information Assets and Business Requirements - undertake information risk assessments, including assessment of compliance with legislative and regulatory requirements and other information or records management standards as appropriate February 2017 \<page_number>Page 22 of 24\</page_number> Identifying Information Assets and Business Requirements Appendix – Scenarios Some scenarios and examples of IARs and processes based on the objectives set: Managing risks and improving governance; managing retention and disposal A small government organisation has business information stored across a number of shared drives, stand-alone databases, and an Electronic Document and Records Management System (EDRMS). Current data protection risks are not well managed, partly because of a corporate lack of understanding about where information is and how long it has been there. At the same time the organisation is looking to reduce its IM and IT costs by getting rid of information it doesn’t need. The organisation decides it should initially map all of its information assets at a high level. Each department is asked to describe on a spreadsheet the different types of information it creates and uses. The decision about how to describe each type of information is devolved to departments to ensure descriptions are relevant and useful at the business level. Departments are also asked to say how long they need to keep each information type for business, legal or archival purposes, whether there are sensitivity issues with any type, where the information is stored, whether the information type is a key corporate asset, whether any information type is no longer needed for any purpose, and the size of the data. Completed spreadsheets could look like this: <table> <thead> <tr> <th>Information type</th> <th>How long to keep</th> <th>Sensitivity</th> <th>Where stored</th> <th>Key corporate asset</th> <th>Can be destroyed now</th> <th>Data size</th> </tr> </thead> <tbody> <tr> <td>Strategic planning</td> <td>Long term</td> <td>FOIA exemptions</td> <td>EDRMS</td> <td>Yes</td> <td>No</td> <td>Small</td> </tr> <tr> <td>Public complaints</td> <td>Medium term</td> <td>DPA exemptions</td> <td>Standalone database</td> <td>No</td> <td>No</td> <td>Small</td> </tr> <tr> <td>Building plans</td> <td>Long term</td> <td>No</td> <td>Paper files</td> <td>Yes</td> <td>No</td> <td>Small</td> </tr> <tr> <td>Project X</td> <td>Short term</td> <td>No</td> <td>Shared drive</td> <td>No</td> <td>No</td> <td>Small</td> </tr> <tr> <td>Weblog files</td> <td>Short term</td> <td>DPA exemptions</td> <td>Server Z</td> <td>No</td> <td>Yes</td> <td>Large</td> </tr> </tbody> </table> The IM team collates every spreadsheet into a single workbook. This forms the nucleus of the organisation’s Information Asset Register. The IM team are then able to: - identify information types which need protection, e.g. personal data, and to review whether the arrangements are adequate February 2017 \<page_number>Page 23 of 24\</page_number> Identifying Information Assets and Business Requirements - identify with the IT team which information/data can be immediately destroyed - allocate retention schedules to the information types - analyse the location patterns of information and decide, for instance, whether some information types should be transferred from shared drives to the EDRMS - identify key corporate information assets and assess whether these are being exploited sufficiently Working with the IA team, the IM team also ensure that the information assets described in the workbook are mapped properly to the organisation’s IAOs, and identify and fill any gaps. Subsequent to this exercise, the IT and IM teams have decided to expand the IAR to include fields about technical issues, e.g. suitability of systems for the information type, and file format obsolescence, and technical and business change issues which might impact information, to ensure digital continuity can be addressed going forward. Managing change An organisation uses an EDRMS to store and access all their digital files. The organisation has decided to migrate to a new system for a number of business reasons including cost and license terms. The information stored within the system covers everything from financial data with access restrictions and legal requirements for storage, through to trivial documents which have no further use to the organisation. As a first step, the change managers perform a high-level audit of the information within the system, grouping the information into manageable assets defined by the different business divisions within the organisation. Each asset is assigned an IAO in that business division who is then given the responsibility of filling out a form to establish the usability required by that asset. The IAOs are encouraged to take this opportunity to review the information they have stored, deleting files which are no longer of use, tidying filing structures and improving the metadata associated with each file. Once the IAOs have completed their forms, the change managers can compile the information into a centralised list of the assets and their requirements. They can then use this list to make sure the requirements are met by the new system and that the assets can be transferred without losing any information. Test plans can be written based on the list to assure that everything has been transferred successfully. If this kind of change was undertaken without a thorough audit first, no one would fully understand what functionality was required from the new system, which could lead to too little, or even too much, expensive functionality in the system. Technology changes are a key threat to digital continuity, as it is very easy to lose necessary usability of assets during transfer. February 2017 \<page_number>Page 24 of 24\</page_number>	ENGLISH
2308-pdf	HM TREASURY SPECIAL ADVISERS' QUARTERLY INFORMATION: 1 OCTOBER - 31 DECEMBER 2011 GIFTS RECEIVED BY SPECIAL ADVISERS¹ <table> <thead> <tr> <td>Rupert Harrison</td> <td></td> <td></td> <td></td> </tr> </thead> <tbody> <tr> <td>Date gift received</td> <td>From</td> <td>Brief Description of Gift</td> <td>Outcome</td> </tr> <tr> <td>Nil return</td> <td></td> <td></td> <td></td> </tr> </tbody> </table> <table> <thead> <tr> <td>Poppy Mitchell-Rose</td> <td></td> <td></td> <td></td> </tr> </thead> <tbody> <tr> <td>Date gift received</td> <td>From</td> <td>Brief Description of Gift</td> <td>Outcome</td> </tr> <tr> <td>Nil return</td> <td></td> <td></td> <td></td> </tr> </tbody> </table> <table> <thead> <tr> <td>Eleanor Shawcross</td> <td></td> <td></td> <td></td> </tr> </thead> <tbody> <tr> <td>Date gift received</td> <td>From</td> <td>Brief Description of Gift</td> <td>Outcome</td> </tr> <tr> <td>Nil return</td> <td></td> <td></td> <td></td> </tr> </tbody> </table> <table> <thead> <tr> <td>Ramesh Chhabra</td> <td></td> <td></td> <td></td> </tr> </thead> <tbody> <tr> <td>Date gift received</td> <td>From</td> <td>Brief Description of Gift</td> <td>Outcome</td> </tr> <tr> <td>Nil return</td> <td></td> <td></td> <td></td> </tr> </tbody> </table> <table> <thead> <tr> <td>William de Peyer</td> <td></td> <td></td> <td></td> </tr> </thead> <tbody> <tr> <td>Date gift received</td> <td>From</td> <td>Brief Description of Gift</td> <td>Outcome</td> </tr> <tr> <td>Nil return</td> <td></td> <td></td> <td></td> </tr> </tbody> </table> <table border="1"> <thead><tr><th>Date gift received<th>From<th>Brief Description of Gift<th>Outcome<th>Nil return<th>Brief Description of Gift<th>Outcome<th>Nil return<th>Brief Description of Gift<th>Outcome<th>Nil return<th>Brief Description of Gift<th>Outcome<th>Nil return<th>Brief Description of Gift<th>Outcome<th>Nil return<th>Brief Description of Gift<th>Outcome<th>Nil return<th>Brief Description of Gift<th>Outcome<th>Nil return<th>Brief Description of Gift<th>Outcome<th>Nil return<th>Brief Description of Gift<th>Outcome<th>Nil return<th>Brief Description of Gift<th>Outcome<th>Nil return<th>Brief Description of Gift<th>Outcome<th>Nil return<th>Brief Description of Gift<th>Outcome<th>Nil return<th>Brief Description of Gift<th>Outcome<th>Nil return<th>Brief Description of Gift<th>Outcome<th>Nil return<th>Brief Description of Gift<th>Outcome<th>Nil return<th>Brief Description of Gift<th>Outcome<th>Nil return<th>Brief Description of Gift<th>Outcome<th>Nil return<th>Brief Description of Gift<th>Outcome <tfoot><tr><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></th><th colspan="5"></than td rowspan=2 style='border-top: 1px solid black;'>Julia Goldsworthy Date gift received nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return nil return null HOSPITALITY RECEIVED BY SPECIAL ADVISERS² <table> <tr> <td>Rupert Harrison</td> <td></td> <td>Name of organisation</td> <td>Type of hospitality received</td> </tr> <tr> <td>Date of hospitality</td> <td>20 October 2011</td> <td>BBC</td> <td>Lunch</td> </tr> <tr> <td></td> <td>28 October 2011</td> <td>Confederation of British Industry (CBI)</td> <td>Lunch</td> </tr> <tr> <td></td> <td>14 November 2011</td> <td>The Times and Daily Mail</td> <td>Lunch</td> </tr> <tr> <td></td> <td>16 November 2011</td> <td>The Spectator</td> <td>Dinner</td> </tr> <tr> <td></td> <td>14 December 2011</td> <td>Confederation of British Industry (CBI)</td> <td>Dinner</td> </tr> </table> <table> <tr> <td>Poppy Mitchell-Rose</td> <td></td> <td>Name of organisation</td> <td>Type of hospitality received</td> </tr> <tr> <td>Date of hospitality</td> <td>3 October 2011</td> <td>Telegraph</td> <td>Reception</td> </tr> <tr> <td></td> <td>4 October 2011</td> <td>BBC</td> <td>Dinner</td> </tr> <tr> <td></td> <td>4 October 2011</td> <td>The Spectator</td> <td>Reception</td> </tr> </table> <table> <tr> <td>Eleanor Shawcross</td> <td></td> <td>Name of organisation</td> <td>Type of hospitality received</td> </tr> <tr> <td>Date of hospitality</td> <td>3 October 2011</td> <td>Telegraph</td> <td>Reception</td> </tr> <tr> <td></td> <td>4 October 2011</td> <td>The Spectator</td> <td>Reception</td> </tr> <tr> <td></td> <td>16 November 2011</td> <td>The Spectator</td> <td>Dinner</td> </tr> </table> <table> <tr> <th>Ramesh Chhabra</th><th>Date of hospitality<th>Name of organisation<th>Type of hospitality received </th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/ William de Peyer <table> <tr> <td>Date of hospitality</td> <td>Name of organisation</td> <td>Type of hospitality received</td> </tr> <tr> <td>Nil return</td> <td></td> <td></td> </tr> </table> Julia Goldsworthy <table> <tr> <td>Date of hospitality</td> <td>Name of organisation</td> <td>Type of hospitality received</td> </tr> <tr> <td>11 October 2011</td> <td>Chemistry Club</td> <td>Dinner</td> </tr> <tr> <td>7 November 2011</td> <td>Centreforum</td> <td>Dinner</td> </tr> <tr> <td>16 November 2011</td> <td>The Spectator</td> <td>Dinner</td> </tr> <tr> <td>7 December 2011</td> <td>The Spectator</td> <td>Lunch</td> </tr> </table> SPECIAL ADVISERS' MEETINGS NEWSPAPER AND OTHER MEDIA PROPRIETORS, EDITORS AND SENIOR EXECUTIVES <table> <tr> <td>Rupert Harrison</td> <td></td> <td></td> </tr> <tr> <td>Month of Meeting</td> <td>Name</td> <td>Purpose of Meeting</td> </tr> <tr> <td>October</td> <td>James Harding (The Times)</td> <td>Social</td> </tr> <tr> <td>November</td> <td>Fraser Nelson (The Spectator)</td> <td>Dinner</td> </tr> <tr> <td>December</td> <td>James Harding (The Times)</td> <td>Social</td> </tr> <tr> <td>December</td> <td>James Harding (The Times)</td> <td>Social</td> </tr> </table> <table> <tr> <td>Poppy Mitchell-Rose</td> <td></td> <td></td> </tr> <tr> <td>Month of Meeting</td> <td>Name</td> <td>Purpose of Meeting</td> </tr> <tr> <td>Nil return</td> <td></td> <td></td> </tr> </table> <table> <tr> <td>Eleanor Shawcross</td> <td></td> <td></td> </tr> <tr> <td>Month of Meeting</td> <td>Name</td> <td>Purpose of Meeting</td> </tr> <tr> <td>December</td> <td>Rupert Murdoch (News International)</td> <td>Social</td> </tr> </table> <table> <tr> <td>Ramesh Chhabra</td> <td></td> <td></td> </tr> <tr> <td>Month of Meeting</td> <td>Name</td> <td>Purpose of Meeting</td> </tr> <tr> <td>Nil return</td> <td></td> <td></td> </tr> </table> <table> <tr> <td>William de Peyer</td> <td></td> <td></td> </tr> <tr> <td>Month of Meeting</td> <td>Name</td> <td>Purpose of Meeting</td> </tr> <tr> <td>Nil return</td> <td></td> <td></td> </tr> </table> <table> <tr><th colspan="3">Julia Goldsworthy</th></tr><tr><th>Month of Meeting</th><th>Name</th><th>Purpose of Meeting</th></tr><tr><th>December</th><th>Fraser Nelson (The Spectator)</th><th>Lunch</th></tr></table>	ENGLISH
3155-pdf	<img>London Borough of Hounslow logo</img> FIXED TERM CONTRACTS 1 Introduction 1.1 The aim of this Policy is to set out the Council's approach to the employment of individuals on fixed term contracts and to take into account the Fixed Term Employees (Prevention of Less Favourable Treatment) Regulations 2002 (referred to as the 'Fixed Term Regulations), as amended. 1.2 Employees on fixed term contracts will not be treated less favourably than comparable permanent employees, unless there is objective justification for doing so. 1.3 Individuals employed on fixed term contracts for less than full time hours will receive the same or equivalent terms and conditions of service as a permanent comparable employee on a pro-rata basis. 1.4 The ending of a fixed-term contract is a dismissal in law. 1.5 A continuous succession of fixed-term contracts will usually lead to an employee gaining continuous service from one contract to another. This can occur even though s/he has been employed in different posts, different parts of the Council, or for some purposes, with different local authorities or associated employers. 1.6 If employment on a series of fixed-term contracts is continuous and exceeds 4 years in duration by law the employee will automatically become permanent. Definition 1.7 A fixed term contract is a contract of employment which comes to an end, either: - On a specific date - When a specific task is completed (e.g. on completion of a particular project) - When a specified event does or does not occur (e.g. when an employee returns from maternity leave) Scope 1.8 This Policy applies to all employees of the Council, except those employed in schools under the control of Governing Bodies, for whom procedures adopted by the Governing Body will apply. For the purpose of this policy, employees are as defined in section 230 of the Employment Rights Act 1996 or any substituting or amending <table> <thead> <tr> <td>Effective From</td> <td>Replaces</td> <td>Originator</td> <td>Page No.</td> </tr> </thead> <tbody> <tr> <td>1 October 2012</td> <td>Fixed Term Contract Policy 13 June 2012</td> <td>HR Policy Team</td> <td><page_number>Page 1 of 8</page_number></td> </tr> </tbody> </table> legislation. Remedy 1.9 A fixed term employee who believes they are being treated less favourably than a comparable permanent employee should raise their concerns with their line manager or with Human Resources. 1.10 Under the Fixed Term Regulations, the employee may also make a written request to their line manager for a written statement explaining the reasons for the apparent less favourable treatment. The line manager will respond in writing to this request within 21 (calendar) days of receipt. 2 Establishing the correct type of contract 2.1 Managers must always give consideration to the appropriate employment terms before a vacancy is filled. 2.2 Where it is not appropriate or possible to recruit on a permanent basis, the manager must determine whether the appointment is expected to be short term (usually less than 12 weeks), in which case the individual should be engaged via the Council's agency provider. 2.3 Where the appointment is expected to be longer term, the individual should generally be employed on a fixed term contract. 2.4 Where a contract for services is more appropriate, procurement procedures must be followed. Please refer to Human Resources for further advice. 3 Appointment to a Fixed Term Contract 3.1 Any appointment to a fixed term contract is subject to the provisions of the Council's Recruitment and Selection Policy. In particular, the following points should be noted: Employment Checks 3.2 The same checks and standards apply to fixed term contract posts as they do to permanent posts. Therefore, all fixed-term contract posts are subject to: - job evaluation prior to recruitment - satisfactory employment and medical references prior to an individual being confirmed in post - CRB checks, where they are a requirement of the post <table> <tr> <td>Effective From</td> <td>Replaces</td> <td>Originator</td> <td>Page No.</td> </tr> <tr> <td>1 October 2012</td> <td>Fixed Term Contract Policy 13 June 2012</td> <td>HR Policy Team</td> <td><page_number>Page 2 of 8</page_number></td> </tr> </table> Previous service 3.3 Managers should also be aware that, on appointment, an employee who has continuous local government service with a body listed on the Modification Order¹ may have certain employment / contractual rights on appointment, even if the contract with the Council is for a relatively short fixed term. These apply in particular to redundancy (see section 6 below) and to certain contractual entitlements under the Green Book² (e.g. maternity, annual leave and sick pay). These are covered in section 4 below. Notice 3.4 A fixed term contract should always include a notice period which will apply if it is necessary to terminate the contract earlier than the agreed end date. This enables both the Council and the employee to terminate the contract ahead of the agreed end date by giving the requisite amount of notice. A failure to incorporate a notice period will mean that the employee will be entitled to be paid until the end of the contract, if the Council seeks to terminate their employment earlier than the agreed end date. 3.5 The notice period will usually be at least one month, in line with the minimum term for permanent employees. Where the contract is particularly short, it may be possible to objectively justify a shorter notice period. HR should be contacted for advice prior to any variation in the notice period being included in a contract. 4 During Employment Probation 4.1 All employees on fixed term contracts of 6 months or more are subject to a probationary period in accordance with the Probation Policy. 4.2 The manager of fixed term employees on contracts of less than 6 months must schedule regular performance monitoring meetings with the employee, appropriate to the contract length. The principles of the Probation Policy must be applied and any performance concerns, which may lead to termination of the fixed term contract, must be discussed with HR. ______________________________________________________________________ ¹ The Redundancy Payments (Continuity of Employment in Local Government, etc) (Modification) Order 1999, as amended ² The National Agreement on Pay and Conditions of Service for Local Government Services <table> <tr> <td>Effective From</td> <td>Replaces</td> <td>Originator</td> <td>Page No.</td> </tr> <tr> <td>1 October 2012</td> <td>Fixed Term Contract Policy 13 June 2012</td> <td>HR Policy Team</td> <td><page_number>Page 5 of 8</page_number></td> </tr> </table> Sick Pay 4.3 Employees on fixed term contracts are entitled to occupational sick pay in accordance with the Council's sickness allowance scheme. In calculating entitlement, any continuous service with a body listed on the Modification Order must be taken into account. Employees have access to the statutory sick pay scheme from the date of appointment at Hounslow. Code of Conduct 4.4 All employees on fixed term contracts are subject to the Councils' Code of Conduct from the date of appointment. Annual Leave 4.5 Employees on fixed term contracts are entitled to paid leave, from the date of appointment, in accordance with the Council's Authorised Leave Policy. Under the Green Book, fixed-term employees will have any continuous local government service with a body listed on the Modification Order taken into account when determining their entitlement to annual leave. Bank Holidays 4.6 Provided that fixed-term employees are not contractually required to work on a bank holiday, they are entitled to paid bank holidays on the same basis as comparable permanent employees, as set out in the Authorised Leave Policy. Grievance Policy 4.7 Employees on fixed-term contracts have access to the Grievance Policy from the date of appointment. Disciplinary Policy 4.8 Fixed term employees who are still in their probationary period should have any conduct issues dealt with under the Probation Policy. Where the probation period has been confirmed, conduct issues should be addressed via the Disciplinary Policy. Management of Absence 4.9 Fixed term employees who are still in their probationary period should have any attendance / absence issues dealt with under the Probation Policy. Where the probation period has been confirmed, attendance / <table> <tr> <td>Effective From</td> <td>Replaces</td> <td>Originator</td> <td>Page No.</td> </tr> <tr> <td>1 October 2012</td> <td>Fixed Term Contract Policy 13 June 2012</td> <td>HR Policy Team</td> <td><page_number>Page 4 of 8</page_number></td> </tr> </table> absence issues should be addressed via the Management of Absence Policy. Capability 4.10 Fixed term employees who are still in their probationary period should have any capability or performance issues dealt with under the Probation Policy. Where the probation period has been confirmed, capability or performance issues should be addressed via the Capability Policy. Timescales and review periods will need to account into account the fixed term period of the contract. Maternity 4.11 A fixed term employee will be entitled to occupational maternity pay and leave once they have accrued 1 year’s continuous local government service. Any previous continuous local government service with a body listed on the Modification Order will be taken into account in establishing this qualifying period. Severance 4.12 Employees on fixed-term contracts have access to the Severance Policy from the date of appointment. Pension 4.13 The pension provision for employees on a fixed term contract may vary depending on the circumstances, for example the length of the contract. As a result, the position should be checked with the HR Payroll team in each individual case. 5 Continuity of Service 5.1 An employee joining the Council, who has previously worked for a different employer which is listed on the Modification Order, has continuity of service for certain entitlements (redundancy, annual leave, occupational maternity pay and occupational sick pay) if they have not had a break in service between the two employment. 5.2 Continuity of service is broken if the employee has had a break of a whole statutory week between the two employments. A statutory week begins on a Sunday and ends on the next Saturday. Any part of a week in which a person works counts towards continuity and therefore there must be a clear break of a whole statutory week between the employments before continuity is broken. <table> <thead> <tr> <th>Effective From</th> <th>Replaces</th> <th>Originator</th> <th>Page No.</th> </tr> </thead> <tbody> <tr> <td>1 October 2012</td> <td>Fixed Term Contract Policy 13 June 2012</td> <td>HR Policy Team</td> <td><page_number>Page 5 of 8</page_number></td> </tr> </tbody> </table> 5.3 Where the reason for the person leaving their former employment is redundancy, and the employee was working for an employer listed on the Modification Order, different rules apply regarding continuity. 6 Redundancy 6.1 A fixed term employee, whose contract is not being renewed because the post is being deleted, should have the Redundancy and Redeployment Policy applied to them, as a permanent employee would. This means the employee must be consulted and offered any suitable alternative employment that exists in accordance with the Council’s Policy. Employees must also be considered for any suitable redeployment opportunities which exist until the date the fixed term contract expires. 6.2 Fixed term employees are entitled to a redundancy payment once they have two years’ continuous local government service. 6.3 All continuous service with a body listed on the Modification Order will be taken into account in establishing the employee’s entitlement to redundancy pay. For example, a fixed term employee whose post is made redundant after they have been employed at Hounslow for only 6 months will nonetheless be entitled to a redundancy payment if, taking into account any previous continuous local government service with a Modification Order body, they have at least 2 years’ continuous local government service. 7 Renewal beyond 4 years 7.1 Under the Fixed Term Regulations, a fixed term contract that has been renewed or extended will become a permanent contract once the employee has completed 4 years’ continuous service, unless there is objective justification for not doing so. An employee who considers that their contract has become permanent can write to their line manager to request clarification of their status. The line manager will respond to this, in writing, within 21 days and either agree that the status has become permanent or provide reasons why the employment continues to be regarded as fixed term. 7.2 Continuous service accrued on a permanent contract, prior to the commencement of a fixed term contract, does not count in calculating this 4 year period. 7.3 Managers, who are looking to renew or extend a fixed term contract where the employee would accrue 4 years’ continuous service, must discuss the situation with HR prior to that renewal or extension. It must be agreed that it is necessary to retain the employee on a fixed term <table> <thead> <tr> <td>Effective From</td> <td>Replaces</td> <td>Originator</td> <td>Page No.</td> </tr> </thead> <tbody> <tr> <td>1 October 2012</td> <td>Fixed Term Contract Policy 13 June 2012</td> <td>HR Policy Team</td> <td><page_number>Page 6 of 8</page_number></td> </tr> </tbody> </table> basis before taking action which would afford the employee permanent employment status. 8 Expiry of a fixed term contract 8.1 At least three months before a fixed term contract is due to expire, the line manager must discuss, with their HR Manager, the appropriate way forward. In all cases, consideration must be given to whether there is still a requirement for the post and, if so, whether that should be on a permanent or fixed term basis. 8.2 If there is no longer a requirement for the post, the contract will not be renewed and the employee must be treated appropriately, depending on the circumstances (see paragraphs 8.4 – 8.6 below). 8.3 Where the contract is to be renewed on a fixed term basis, the manager must notify the HR & Payroll Team, who will arrange for a new contract to be issued to the employee. Managers must note the provisions in Renewal beyond 4 years (section 7 above). Termination of a fixed term contract 8.4 The expiry of a fixed term contract is a dismissal. As a result, the Council’s appropriate policies and procedures must be applied in full, as they would to a comparable permanent employee. 8.5 Where the reason for the dismissal is redundancy, the employee will be entitled to a redundancy payment if they have at least 2 years’ continuous local government service at the date of termination. This applies even if the contract is expiring in accordance with the agreed terms of the contract (ie on the agreed date or completion of the task / event). Notice 8.6 An employee on a fixed term contract is not entitled to notice of termination, if the contract is expiring on the agreed date or completion of the task or event although managers will wish to discuss the impending termination with the employee as a matter of good practice. If, however, the FTC is being terminated earlier than the agreed end date, completion of the task or event, the employee must be given the agreed notice provided for in the contract (see paragraphs 3.4 and 3.5. The notice must not extend the fixed term contract beyond its expiry date. <table> <thead> <tr> <td>Effective From</td> <td>Replaces</td> <td>Originator</td> <td>Page No.</td> </tr> </thead> <tbody> <tr> <td>1 October 2012</td> <td>Fixed Term Contract Policy 13 June 2012</td> <td>HR Policy Team</td> <td><page_number>Page 7 of 8</page_number></td> </tr> </tbody> </table> Right of Appeal 8.7 Where a fixed term contract terminates on the agreed end date or completion of the task or event, and in accordance with the purpose of the contract (e.g. where funding for a project ceases in line with expectations), the employee does not have a right of appeal against the dismissal. 8.8 However, if the fixed term contract is terminated before the agreed end date or completion of the task or event, the employee has a right of appeal against the decision. The process for the appeal is set out in the relevant policy under which the contract is being terminated. 8.9 Appeals must be processed in a timely manner to ensure that matters are concluded before the expiry of the fixed term contract. 8.10 Managers who are unclear about whether an employee on a fixed term contract has the right of appeal should contact HR for advice. 9 Further Information 9.1 Further advice on this policy, including clarification on the appropriate contract to use and the status of employees on a fixed term contract is available from the HR team. <table> <tr> <td>Effective From</td> <td>Replaces</td> <td>Originator</td> <td>Page No.</td> </tr> <tr> <td>1 October 2012</td> <td>Fixed Term Contract Policy 13 June 2012</td> <td>HR Policy Team</td> <td><page_number>Page 6 of 8</page_number></td> </tr> </table>	ENGLISH
2152-pdf	BUSINESS PLAN QUARTERLY DATA SUMMARY - APRIL 2012 <table> <tr> <td colspan="3">SPENDING</td> <td colspan="3">RESULTS</td> <td colspan="3">PEOPLE</td> </tr> <tr> <td>Budget</td> <td>Airlines</td> <td>Common Access of Special</td> <td>Q2 2011-12</td> <td>Q2 2012-13</td> <td>Input Indicators</td> <td>Current Previous</td> <td>White House Family: White House Ian</td> <td>Current Previous</td> </tr> <tr> <td></td> <td></td> <td></td> <td>Total office costs (in $)</td> <td>255,959</td> <td>255,958</td> <td>1. Cost per unit: Fugitive Solvents (PS) (in $): Current + Q2 2012-13 expenditure (average = 2010-11)</td> <td>960 838</td> <td>Federal Office: Department and Agencies</td> <td>6,835 6,425</td> </tr> <tr> <td>Total Departmental Administrative Load (DML)</td> <td>589 672</td> <td>Airline Costs</td> <td>Total cost of office costs (in $)</td> <td>76 76</td> <td></td> <td>2. Airline costs: Inflight (in $): Average of the lowest (Q1-Q3) and highest (Q4-Q6) prices (Average = 2010-11)</td> <td>3,994</td> <td>Federal Office: Department and Agencies</td> <td>14,749 14,659</td> </tr> <tr> <td>of which Resource Use (i.e., Infrastructure)</td> <td>489 332</td> <td>Cabinet/ITC</td> <td>Cabinet/ITC ($)</td> <td>4,258 4,150</td> <td></td> <td>3. Total government funding to the Environment Agency for improvement of environmental quality of surface water bodies (in $): average = 2010-11)</td> <td>787</td> <td>Federal Office: Department and Agencies Family</td> <td>28,834 23,050</td> </tr> <tr> <td>Environmental and Outdoor Recreation Ongoing Activity</td> <td>499 79</td> <td>Cabinet/ITC ($)</td> <td>Cabinet/ITC ($)</td> <td>398 284</td> <td></td> <td>4. Cost of air authority waste management program (in $): average = 2010-11; previous = (Q3-Q6)</td> <td>346 568</td> <br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><<br></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></div></table> <table border="1"> <tr style="background-color: #e6e6e6;"> <td style="text-align: center;">Budget</th>                                                                <table border="1" cellspacing="0" cellpadding="0"><tbody><tr><th align="left">Airlines</th><th align="left">Common Access of Special</th><th align="left">Q2 2011-12</th><th align="left">Q2 2012-13</th><th align="left">Input Indicators</th><th align="left">Current</th><th align="left">Previous</th><th align="left">White House Family: White House Ian</th><th align="left">Current</th><th align="left">Previous</th></tr><tr><th align="left">Total Departmental Administrative Load (DML)</th><th align="left">589 672</th><th align="left">Airline Costs</th><th align="left">Total cost of office costs (in $)</th><th align="left">255,959</th><th align="left">255,958</th><th align="left">1. Cost per unit: Fugitive Solvents (PS) (in $): Current + Q2 2012-13 expenditure (average = 2010-11)</th>&<table border="1" cellspacing="0" cellpadding="0"><tbody>&<tr>&<th align="center">Current</th>&<th align="center">Previous</th>&<th align="center">White House Ian</th>&<th align="center">Current</th>&<th align="center">Previous</th>&<th align="center">Department and Agencies Family</th>&<th align="center">Current</th>&<th align="center">Previous</th>&<th align="center">Department and Agencies Family</th>&<th align="center">Current</th>&<th align="center">Previous</th>&</th>&<tr>&<thead colspan="10"><thead colspan=10 style="border-bottom: solid black 1px" class="border-top: none" style="border-right: solid black 1px" style="border-left: solid black 1px" style="border-bottom: solid black 1px" style="border-right: solid black 1px" style="border-left: solid black 1px" style="border-bottom: solid black 1px" style="border-right: solid black 1px" style="border-left: solid black 1px" style="border-bottom: solid black 1px" style="border-right: solid black 1px" style="border-left: solid black 1px" style="border-bottom: solid black 1px" style="border-right: solid black 1px" style="border-left: solid black 1px" style="border-bottom: solid black 1px" style="border-right: solid black 1px" style="border-left: solid black 1px" style="border-bottom: solid black 1px" style="border-right: solid black 1px" style="border-left: solid black 1px" style="border-bottom: solid black 1px" style="border-right: solid black 1px" style="border-left: solid black 1px" style="border-bottom: solid black 1px" style="border-right: solid black 1px" style="border-left: solid black 1px" style="border-bottom: solid black 1px" style="border-right: solid black	ENGLISH
4708-pdf	<img>Forestry Commission logo</img> # Pre-Release Access to Official Statistics: ## UK Wood Production and Trade (provisional figures) Introduction The Forestry Commission's arrangements for pre-release access to Official Statistics are described in a Pre-Release Access Statement¹. This document supplements the statement by giving the names and/or job titles of all those persons to whom pre-release access has been granted to UK Wood Production and Trade (provisional figures). The report covers 2 forms of pre-release access: - Part 1 provides a list of those receiving pre-release access to the Official Statistics in their final form for briefing purposes. As this is a release covering the UK, the pre-release access period is limited to 24 hours. - Part 2 provides a list of those receiving pre-release access for quality assurance purposes. The justification for giving advance access to each listed recipient will be available on request. Sheila Ward Forestry Commission Lead Official for Statistics Updated May 2020 ______________________________________________________________________ ¹ https://www.forestreresearch.gov.uk/tools-and-resources/statistics/about-our-statistics/code-of-practice/pre-release-access-to-official-statistics/ 1 \| UK Wood Production and Trade (provisional figures) \| Updated May 2020 Pre-Release Access - Recipients Part 1: Pre-release access to final form (24 hours) (last updated May 2020) Department for Environment, Food and Rural Affairs: - Stephen Penlington, Head of Trees, Woodlands & Forestry Policy - Dan Oldham, Policy Adviser - Jessica Jacques, Senior Strategic Communications Officer - Phoebe Brown, Communications Officer, Press Office Forestry Commission: - Ian Gambles, Director - Richard Greenhous, Director of Forest Services - Ian Tubby, Principal Adviser, Business and Markets, Forest Services Forestry England: - James Simpson, Forest Management Director - Stuart Burgess, Senior Press Officer - Wally North, Forestry and Timber Sales Manager Scottish Government: - Cabinet Secretary for Environment, Climate Change & Land Reform - Cabinet Secretary for the Rural Economy - Minister for Rural Affairs and Natural Environment - Bridget Campbell, Director, Environment and Forestry - Kate Higgins, Special Adviser Scottish Forestry: - Dave Signorini, Chief Executive - Alan Hampson, Head of Policy - Jason Hubert, Head of Business Development - Jonathan Taylor, Head of Secretariat - Brendan Callaghan, Head of Operational Delivery - John Dougan, Head of Operational Development - Helen Sellars, Head of Sustainable Forestry Management - John Cummings, Secretariat Officer - Paul Munro, Media Officer - Steve Williams, Press officer \<page_number>2\</page_number> \| UK Wood Production and Trade (provisional figures) \| Updated May 2020 Pre-Release Access - Recipients Forestry and Land Scotland: - Simon Hodgson, Chief Executive - Trefor Owen, Director Land Management - Michael Hymers, Head of Corporate Support Welsh Government: - PS First Minister - PS Cabinet Secretary for Environment, Energy and Rural Affairs - PS Minister for Environment - PS Cabinet Secretary for Finance - PS Permanent Secretary - Peter Greening, Cabinet Secretary - Alex Rawlin, Special Adviser - Tim Render, Director, Land, Nature and Forestry Division - Ceri Witchard, Deputy Director Land, Nature and Forestry Division - Elizabeth Lyon, Head of Forestry Resources Policy Branch - Scott Dewis, Forest Resources Knowledge Data and Statistics Manager - Glyn Jones, Chief Statistician - Heledd Owen, Head of Communications and Marketing, Natural Resources Dept. - Sue Leake, LGC and Natural Resources Statistics Collection - Simon Jenkins, Head of News - Matt Greenough, Special Adviser for Strategic Communications Natural Resources Wales: - Ruth Jenkins, Head of Natural Resource Management Policy - Richard Cardwell, Senior Statistician - Michelle van Velzen, Sustainable Land Management Team Leader - Neil Stoddart, Sales and Marketing Manager Forest Research: - James Pendlebury, Chief Executive - Clare Parker, Head of Communications \<page_number>3\</page_number> \| UK Wood Production and Trade (provisional figures) \| Updated May 2020 Pre-Release Access - Recipients Part 2: Pre-release access for quality assurance (last updated April 2020) Expert Group on Timber & Trade Statistics: - Nicol Sinclair, Forest Research (Chair) - Nick Boulton, Timber Trade Federation - Alan Christison, Tilhill Forestry - Neil Cowan, James Jones & Sons Ltd - Michael Fairgrieve, DAERA Forest Service - Peter van-Velzen, Natural Resources Wales - Jason Hubert, Scottish Forestry - David Leslie, James Jones & Sons Ltd - Nigel Manley, Balcas Timber Ltd - Wally North, Forestry England - Richard Palmer, AW Jenkinson Forest Products - Mike Yerbury, Egger UK - Stephen Stanley, Scottish Woodlands - Andy Leitch, Confederation of Forest Industries - David Symons, Euroforest Ltd - Sheila Ward, Forest Research - George Webb, Norbord Europe Ltd - Ian Tubby, Principal Adviser, Business and Markets, Forest Services Forest Research: - James Pendlebury, Chief Executive - Chris Quine, Chief Scientist \<page_number>4\</page_number> \| UK Wood Production and Trade (provisional figures) \| Updated May 2020	ENGLISH
4139-pdf	گائیدنس فومی لاک ذاؤن کهر ربوو ملک وج کورونا وانرس ده کیس تیرز نال وده ری نب. ویکهو کم کیه کر سکدی اوت ی کیه نبیب کر سکدی. اشاعت ۴ جونوری ۲۰۲۱ ایخری واری اب ذیث شده ۶ جونوری ۲۰۲۱ - سارک اب ذشش ویکهو از: کیست آفس اطلاعات بودنا: آنکلذبی مدیرجات خلاصه: ویکهو کم نسی فومی لاک ذاؤن وج کیه کر سکدی او کیه نبیب کر سکدی ایهام گائیدنس کمزور لواک لنل اع بنو جبر، جکم. نُسی کورونا کدون نكل سکدی او دوحیان نون نال ملتا فررزش فیس ماسک سیورت نی جانللا کینر بیلر جی تسم مایپیان دی خلاف ورز کرو کورونا وارسی دی تون ریاده خطیر وح مجود لوكاس دی حفاظت کرنا کم نی جانا کالخ با اسکول جانا بونوسستیان جانللا کینر سفر بین الاآوامی سفر گهرون بار رات رنما گینر بومون ورت کرنا جنارت شادیان، سول پارترشپس نی مذبی عبادتان عابدین کاوان سیورت، حسمانی سرگرمی گهر بدنی مالی مدد کارواری اداره نی نهان کارواری اداره نی نهان جبرئی که چل ره سکدید نس بلندو کینر نی بلک سروسز ایم صفحه برنت کرو خلاصه: ويكهو کم شس قومی لاک ذاؤن وج که کر سکدید او تو کيه نيس كر سكدى لازمآ گهر روپو ابج ايج دس دی حفاظت کرن تي زندگيان بجاون لندي سب تون ايم كلا كم جبرئي كر سكديد بان اوه گهر وج رنما اي. تبان فورى طورى ايس گاندنس تي عمل كريا جايدا ام. ايم قانون ام گهرون بار نكلنا تیانوین این گهرهون نبین بار نبین نکلنا چاپیدا ماسواین جنتی ضروری بود: تُسی گهرون نکل سکد که او: • اینی با کسی غیر محفوظ بعنی و لترابيل بندی لنی بنادی ضربات زندگی خریدن لنی • جی تُسی معقول طرفی نال گهرون ته کر سکو نی فیر کم کرن با رضا کاران با فاین خدمت فرام کرن لنی • اینی گهران (با سپورت بل) با کبس دوجی گهران دع افرد نال ورزش کرن تی ابین آن دن وج اک اوارک نک محدود مونی چاپیدی اه تُسی تیانوین اینی مقامی علاقه تون بار نبین جانا چاپیدا • جنتی ضروری بود اونه اینی سپورت بل با جانللا کنترل نال ملن جان لنی، صرف جی تیانوین اینب توان دی فقوتی اجازت اه • پیمارک و جمد لنین، زخمی، بيمار بون با نقصان ابتند ده خطره تون بجن لنی (شمشول گهرون تشدد ده) • تعليم با جانللا کنترل لنی - صرف اوه جو مستحق نبین جِّتُسی کبس مظفر شده وحّ توئ گهرون بار جاندن آو تَر تیانوین صرف مقامی علاقه وچ رنبا چاپیدا اه - ماسواین ابتدای لنی زیداه دور جانا ضروري بون، منلا کم تَه جان لنی مقامی علاقه وچ رد دا مطلوب ابتدای کم تُسی جبند پذیر، قصبه با شبرد علاقه وچ رنبد اوند اندر بى رو. جِّتُسی طلب طور انثباث کمرور بعنی و لترابيل او تَر تیانوین صرف ضروري میدکل اوولندمنث تَه، ورزش با ضروری بون تَه نان بى بار جانا چاپیدا آه تیانوین کم تَه نبین جانا چاپیدا دوخوان نون مللنا جِّتُسی کبس ابسی بندن نون سماجی طور تَه ملن لنی گهرون بار نبین جا سکدید حزبتنای نال نبین رندتا يا تبادل سپورت بل وج نبین (جِّتُسی تَر) فقوتي طور تَه نان دى اجازت بونه تَر). نُسی کل، کسی اک بور نندی نال یا ابین گهرانی با سیورت بيل نال ورزش کر سکدی او ابین اک دن وج اک واری نک محدود بونی جانیدی اک یا تباینون این مقامی علاقه توپ بار نین جانا جايدا. نُسی دوجی ایسی لوكان نال نین مل سکدی جنبان نال نُسی نین رندی یا جبان نال نُسی سان سیورت بيل نین بنایا بونا، ما سواین متنظر شده وحوانات ذی بر اوس نند تو ۲ میثر دی دوره تیر رو جهتزا تباین گهرانی وج نین رندا. تعلیم کالج، براثرمی تیر سکندزیر اسكول صرف ولترایل بخان تیر کرتشکل ورکرز دم مجان لنی پین گهل ربن. باقی سب بج فروز دی باف ثم که رمومولی بین پرهن گی. ارلک انتر والی تعلمی اداره کهبل ربن گی. مستقلم دی کرتشکل ورکرز والی کورسر دی علاوه اعلی تعلم فروز دی وسط کن لان لن پین ربن گی. ابین گاندنس کیره لوكان لنی ام ابین گاندنس صحتمد تیر فت لوكان لنی ام. جینشر لوك طب طور تیر آنتینائی غير محفوظ بون، ولترایل بنین کورمن وارس در معمک با تصدید شدن افنکش والی گهرانان لنی اضافه گاندنس محدود ام. جي نُسی طب طور تیر اشبادن غير محفوظ بون و ولترایل او تیر فر تباینون دواره شنوشون بنو والد شبلذکر دی کاندنس تیر عمل کرن جايدا ام نُسی کم تیر، اسكول، کالج با يونورستنش نین جايدا. تباینون گورون بارگزار جان والي ويل نون محدود کرن جايدا ام. تباینون صرف ضروری ميذكلا ابوانتشمته تیر، ورزش با ضرورى بون تیر نان بین بار جانا جايدا ام بتو جبره. حکم. کورونا و اثرس والی تقریباً 3 وجون 1 بند و ج کونی علامتان نبین بودنی نی اوه. بتو جلی غیری بی انس نون بهلا سکدی نین. یاد رکهو، نبن جبره. حکم. • بتو - کترت نال اینب بتو دهنوئ ی گهت وگهت 20 سیکنت لندی • جبره - عمارتان دی اتد در ماحول جتنج سماجی دور مشکل بونی ن چدنی تسدی ابسی لوكان نال ملو جنبان نال شسی عام طور نین نبین ملدی، اونه فس ماسک باو. • حکم - جتنج ممكن بونوئ اونه اوبان لوكان نوب 2 میتر دور روو جبزئ تباین نال نبن رندین، با اصافی احتیاط نال (جبوس فس ماسک لانا) 1 میتر دور. تمام حالات وج تبانون محفوظ طریق نال دوجوان نون ولای گاندن نین ی عمل کرنجا ایده تُسِی گهرون کدون نکل سکدی او تبانون اینب گهرون نبین نکلونا جانیدا با اینب گهرون پایر نبین بونا جانیدا ماسوواي جدتی تباین کول کونی 'معقول تووجح' بوئ ابین فون انچ جي تسد 'معقول تووجح' دی غیر گهرون پایر نکلوئ فیر پولس تباین خلاف ابخشني لى سکدی اپ نى تبانون حرمان (فکست پيلنش تويس) حارى كر سكدي ايد. تبانون پيلى والى خرم كرن دى 200£ دا فكست پيلنش تويس حاري كتا جا سكدا اي، بر آكلي خرم لندي دوقنا بو جاندا اي 66.400£ دي حد تك. معقول تووجح وج شامل نين: <img>A hand-drawn diagram showing a flowchart with various steps and conditions.</img> کم تُسی گِهورون بار از صرف کم لیبی جا سکندی او جننه تبادل لنی ابین گهورون کم کرنا غیر معقول بود، انس و جش شامل نین بر اینبین نک بی محدود نبین، او ها لوق جهنده کرشکل قومی ذهابجی، کنسترکشن با مینوفیکجرنگ و جو کرم دید نس جننه دانی طوری حاضر بونا صورتی ای رضا کاران خدمات بیش کرنا کم با رضاکاران با رفایی خدمات فرام کرن لنی تُسی گهورون جا سکندی او. ضروری سرگرمیان تُسی ذکانان توپ خردیدن کرن با سروسر حاصل کرن لنی جاسکندی او. تُسی کسی معدون، ونترایبل با سیلفت آتسولت کرن ولی فرد لنی و اینبین کرن گهورون بار جا سکندی او. تعلیم تُسی جانلذ کینر تُسی گهورون صرف تعليم، رجستره جانلذ کینر تُسی بجان لنی زیر نگرانی سرگرمیان لنی بن گهورون جا سکندی او جننه بجع اینبین دا ابل بو. اسکول جان وایل عمر والی بجان لنی تعليم تُسی بجان لنی سرگرمیان تک رسائی محدود ام. تعليم تُسی جانلذ کینر بار مرید معلومات ويكوه تُسی والدین تُسی بجان وحکار رایط در وجوده انظام نون جازر رکه سکندی او جننه اوکا دوجي توئن علبهده ربندي ون. جي تُسی گهران و وج 14 سال توئن كهث عمر نال ربندي او تُي فر تُسی جانلذ کينر بل نبا سکندي او. دوحيان نون ملا تُسی کينر تُسی گهورون نكل سکندي او: این یسپورت بیل نال ملن جان لندی، (حی) تبانون ابیه بناون دی فوننی اجارت کیم). اک جانلذ کینر بیل دی حمی دی طور تی 14 سال تون گفت عمر دی بجیان نون غیر رسمی چالش کینر میبا کرن لندی (متلاً مان پوو نون کم کرن در قابل بینان لندی نا کم بالاغ لوانک دی درمان سماجید رابطه بان وج مدد دین لندی) معذور با وترایلوکوان نون کینر فرام کرن لندی بنگامی مدد دین لندی کسی سپورت گروپ وج جان لندی (15 نوزد لوکان تک) کینر فرام کرن واو کسی فرد نون آرام دوون جنته کم کسی محتاج با معذور سند نون کینر فرام کینر جا ربی پولی با کسی دیکو بهال وج جب جه حواوی نال وفقت دووان لندی تشک گهروب بارن نکل سکده او ورزش تُسی کل، کسی اک بور بندئ نال با ابی گهران با سپورت بیل نال ورزش کرتا جارف رکو سکدن اوا ابین اک دن وج اک وارن نک مجدود پونه جایدید اه ت تبانون ابین مغامع علاقه توون بارن جانا جایدا. تبانون سمایح دوري برقرار ركه‌های جاسیده ام و یکهو ورزش کرتا طایف وجوبات تُسی طایف وجوبات، کووید-19 دا تبسست کروان سن، میدلک ابوانتمنتم ات ایمرجسر لندی گهرون بارن جا سکدن او. میرتننی تُسی کسی ابسی خاتون نال مجود بون لندی گهرون بارن جا سکدن او جبرزی جب نون جنم ده ربی پولی با دوجوان میرتننی سروسز حصل کر ربی پول، با ایسی بجی نال موجود روند لئی حس نون نوینتل کرتشیک کنترل ریبی بوس. جمله کورونا وارس بارم این انجام ایسی دی گاندنس موجود ای. گرند تُسی زخمی بون با بیماری نون بجین با خطیر تو فرار بون لئی گهرون بار جاسکده او (حسرس کان گهرنو تشدند). رحمدلات ملاقانان تُسی کسی قرب المگ بندی نون با کسی بندی نون کینر بوم وج ملن (پشتکرده ابس دی کینر بوم گاندنسید ی تحت اجازت بونی)، باسیس، با سپتال، با مینذکل ابواشتمت آن کسی نال لئی گهرون بار جا سکده او. جانوران دی فلاخ دی وحوبات جانوران دی ببید دی وحوبات تون، جوین مشوره با علاج لئی وترنر سروسن تِ جان لئی گهرون بار جا سکده او اجتماعی عبادات تی حین مرن دی تقريبان تُسی گهرون بار جاسکده او کسی عبادات گاه وج اجتماعی عبادات لئی، جنازه وج شرکت کرد لئی با موت نال جزیره کسی تقرب وح شرکت کرد لئی، فرستادن با ريميمیرنس گاردان حان لئی با شاده دی تقرب وح جان لئی. تابلوس عبادات گاندنس تُ محفوظ استعمال بارم فومي گاندنس تُ عمل کرن جاچايدا اَن تَ ابین گهرنای با سپورت بل نون بارم والای اوکان نال اختلاف نبین کرن جاچايدا. شادان. جانزه اَن مدنبر با عقدید دید بناد والای يا کسی دی موت نال خُرّز پادگرک تقريبان حاضرين جبره حضّل سکده نین اوپان دی تعداد دی حدود دی تابع نس. مرید معقول توحيجات مزيد معقول توجهات موجود نیز. مثلاً، نُسی قانونی ذهاب داریان پوری کرن با خریدن، ویجین، کرایه‌ی دین با رانش لندی کونی که کرایه‌ی لندی، باز لگان لندی، با جنین کسی انتخابات با رفتن و جو و هوا پان لندی معقول طور تیر ضروری بون و گهرور بار جاسکد از. <div style="text-align:center;"> <div style="font-size:1.5em;">دوخوان نون نال ملنا</div> </div> <div style="text-align:center;"> <div style="font-size:1.5em;">این گهر با سپورت بل والی لواکان دی علاوه کسی نال سماحی مبل ملاب</div> </div> <div style="text-align:center;"> <div style="font-size:1.5em;">کرن غیر فاقد نون نباید نشسته تفرج با مشغول لندی (حبوب بکنک با سماحی ملاب)</div> </div> <div style="text-align:center;"> <div style="font-size:1.5em;">دی مقصدان لندی گهرور بار نین جا سکد.</div> </div> <div style="text-align:center;"> <div style="font-size:1.5em;">ورزش کرن</div> </div> <div style="text-align:center;"> <div style="font-size:1.5em;">ایب گهرور بار گراز جان والی ولای نون بناون مجدود کرن جاندا از نشست</div> </div> <div style="text-align:center;"> <div style="font-size:1.5em;">ورزش کرن لندی گهرور بار جاسکد از. ابین اک دن وج اوزرک تک مجدود بونی</div> </div> <div style="text-align:center;"> <div style="font-size:1.5em;">جانیدی از نون بناون ابین مفاهم علاقه تون بار نین جانا جانید.</div> </div> <div style="text-align:center;"> <div style="font-size:1.5em;">نُسی کسی آوت ذور عوامی تهان وج ورزش کر سکد از:</div> </div> <table> <thead> <tr> <td></td> <td></td> </tr> </thead> <tbody> <tr> <td></td> <td>اکل</td> </tr> <tr> <td></td> <td>ابین نال رین والی لواکان نال</td> </tr> <tr> <td></td> <td>ابین سپورت بل نال، (حیث تبانون ابین بناون دی قانون اجازت بون)</td> </tr> <tr> <td></td> <td>جانالات کینتر بل وج جنین کینتر فراهم کر ری او</td> </tr> <tr> <td></td> <td>با، جنون نشست اکل، تیر فر کسی بون گهران نال تعقیب رکهن والي</td> </tr> <tr> <td></td> <td>۱ بون بنده نال</td> </tr> </tbody> </table> <div style="text-align:center;"> <div style="font-size:1.5em;">ایبس وج شامل نین بر انبان تک مجدود نبين، دوزنا، سانکلگ، پیدل جلنا يا تبرنا</div> </div> <div style="text-align:center;"> <div style="font-size:1.5em;">و-ان-تون دی بنیدت برسلت ترینگ جاره ره سکد از آب به کم بر کونی</div> </div> <div style="text-align:center;"> <div style="font-size:1.5em;">اک بی گهران بر سپورت بل وج شامل بون.</div> </div> آوût ذور عوامی مقدم و جشامل نیز: • بارک، ساحل، عوام لنی قابل رسائی دنبالی علاقه، جنگل • عوامی غاب عینی گاردن (نهایون تُسی داخل بون لنی ببسی دبو با تر) (دو) • کسی تریخی مقدم دی گراوند • کهبتان ده میدان آوût ذور کهبتان دی میدان بند بون چاپیده نیز، متلا: تینس کورشن گالف کورسر سونمنگ پولز 5 سال تون گاه عمر دی بجی، تی کسی معذور فرد جنابان نون مسلسل کتر دی لوز بود، ده 2 توزی کینررز، آوût ذور ورزش کرن دی حدود وج شمار نبین کبین جانده. جی هنابون (با جنوب تُسی کینر فرامیر کر ری اوا اوتان نون) کونی انسی بیماری ا چیره متفاصل ام کم تُسی ابین صحت برقرار رکهن لندي گهرون بایر جاو- سنن انس کلن دی که تباین ابین علاقه وحون بایر سفر کرن با اک دن وج کند واره ورزش کرنی پون - فری تُسی ابین کر سکدگه او. جدون تُسی لوکان دی مجذوق و جا او، تی اپین گهران با اپین سپوت بلل و جمجو، بعید نبادئ نال رن ولای لوکان دی علاوه 2 متر دی دورک تي رو. جنده ابین ممكن نبون چاپ اصافی اختناق نال 1 متر دی دورک تي رو (جوبین فيس ماسک با کي). <img>A hand-drawn illustration of a person sitting on a bench with a book, surrounded by various objects like a cup, a pencil, and a notebook.</img> فیس ماسکس اندوز تهانوام، جیوه ژوکانان با عادت کانون، حته‌های ابیه گُهلیان بون و ج، تی بلک ترنسپورت، جیوه فیس ماسک پانا جاپیدا ایر ماسوا ابس کل دم که تبانون چُوت حصل بونی. ابیه قنون ایر. فیس ماسک پار-گاندنز پزهو. سیورث نی جاتالذ کینر بلزر سیورث با جاتالذ کینر بل بنان لندی تبانون ابلیت دی کچم تقاص بوره کرنی بین گی. ابس دا مطلب ابیه ایر که بر بنده بل نبنین بنا سکدا. سیورث بل اک اجیبی تورکو ابیه جبرآ دوگهرانان نون جوز دیندا ایر. نُسی گیس ایک بو رگهر نال صرف اووس صورت وج بی سیورث بل نبا سکدنا او جی نُسی ابلیت دم طاطط بوره کردند او. جی نُسی انبان صاطبان تی عمل نبن کرد هم فیر سیورث بل بنان خلاف قونن ایر. تبانون اینب گهرون پارن نکلن تی اینب سیورث بل کول جان (تی) اوینان نال رات گزارن) دو اختراع نام جی نُسی سیورث بل نندن آو تی سپ نون جنتکی كل ابین بونن کي که نُسی ابین کسی مفاهم رین والى گهرانن نال بنا ابس نال کسی ابس سعافلا وجوش پار وارتس ده بهلاو نون روكن وج مدد ملي گي حس وج زنداه لوكان نون انفکشن شو جکي آه. جی نُسی گهرانن وج 14 سال تون گيت عمر والى بجي نال رندن آو تي فیر نُسی جاتالذ کینر بل با سکدنا او. ابین کسی بور گهراني وج رين والى رشتى داران يا دوستان نون غير رسمي جاتالذ کينر فرايم كرن دا موقع ديندا ایر. تبانون سماجيا طور تي اینب جاتالذ کينر بل نال نبين ملنا جاپيدا، تي تبانون اینب جاتالذ کينر بل تي سیورث بل دچاركين نال آكو وبلي ملن تون غيريز كرتا جاپيدا اير. سیورت بیلز ته جانلگ کینر بیلز لندی وی و کهری گاندنس موجود ای. نئسی کدون نی گنه وذ گرواب وج مل سکدی او بلی وی اووه حالات موجود نین جنبان دی تحت نسیب ایبی گهرانی. جانلگ کینر با سیورت بیل زد پای لوکان نون ذوئد گرواب دی صوت وج مل سکدی او بر ایبه سماخی مبل حول لندی نینب بونا جانیدا ام تیر صرف منظور شده مقاصد لندی ای بونا جانیدا ام. اینبنا حالاتان دی مکمل فیرست رپولوبلشن وز شمال کینتی جانت گی، تیر ابس وج شامل نین: • کم لندی با رضاکاران يا فراین سروسرم میبا کرن لندی، جنتی ابیه گهرون کرن غیر معقول بونه ابس وج جنتی صورتی بونه لوکان دوحه لوکان دش گهران وج کرن شاملا لک - جسراو که آبا بعید نینب، صمانی کرن ولای، بجینه په خاندان نون سیورت مبنا کرن والای سوشکل کینر ورکرز تیرنزد بيل عيني کارنگ. دوحه لوکان دش گهران وج محفوط طريقه بالا کم کرناره کلانتر وبوکو. جنتی کسی ننجي گهر با کرن وج کام معلق مشتک نینب بوندک تیر ابس نون بونا ای نینب جابیدا - ملا، ارجچ نشي چا پرسند ثرتن نون مل سکدی او. تيانون ابه کسی آوت ذره عوامی مقام وج کربا جانیدا ام. • کسی جانلگ کینر وج (صرف جانلگ کینر ده مقصد لندی) • تعليم، رحسوزه جانلگ کینر تیر بجینه لندی زیر نگرانی سرگرمیان لندی بى گهرون حا سکدی او جنتي ابسان دم اول او تعليم تیر بجینه لندى سرگرميان نك رساني مجدود ام. تعليم تیر جانلگ کینر باره مزيد معلومات وبوکو. • ابس بندرسنان لندى جنتي بجى اوتبان گهران وج نینب رندرد جنتى اوتبان دش دوبن والدن با سربرست رندرد نين • کينر وج موجود بجينها دا اوتبان نون حمن والاي ماي بين تير به هراوان نال رابط، كرواب لندى • ابس يجي با بجينها نال ممكن گود لين والي والدين دي ملاقات كرن لتى جنبان كول اوتبان نون ركهوابيا حاسكي • سوشنل سروسز ولون کسی بجی یا بجیان نون کینتر و ج بلیس کرن با بلیس کرن و ج مدد دین لئی جمله والی پارترن لئی بنگامی مدد دین لئی، زخمی بون يا بیماری نون بجین يا خطر تو فرار بون لئی (گهرلو شندد سنی) کسی مرن و اولی بنده نون گهر وج ملن جانا کسی ابس مريض نون ملن جانا جسدنا سپتاس، با سپسیس با کینر نوم وج علاج جل ربا بون یا کسی دوستا با رشتی دار نال مایکلک ابواشتمث وج جانا کونی قانونی ذم، واری پوری کرن لئی، جسران که عدالت وج حاضری با جبورک سروس فوجدار انصاف با امیرگرشن حرستی مراکز دی عمارتان وج بون والا اجتماع کسی و لبرلین بعید غیر محفوظ بند نون کینتر مدد مینا کرن لئی با کسی کینتر نون ارام دوان لئی کسی شادی با بام سرگرمی لئی. ابها صرف غیر عمومی حالات وج بب بونا جایدا چا 6 پوزر لوكان تک بب مجدود اع جنابان لئی - وده تون وده 30 توزر افراد وکبس ده وحدي رسوماتي تفرین 6 پوزر لوكان در گروپ وج بونا جارز ره سکدابن نين. البته کهدرایان لئی (نت) اوینان ده کوجان با چا صورتي بونت چا، جي اوه 18 سال تون گفت عمر ده بون ته فیر اوینان ده والدن(سربرست) - با او هجرت اعلن درج ده کهلاري بين ده عمل وجوب گرز ببون - مقابل چه تربت لندي. - كهر بدلي وج مدد دين لئي 15 تک حصلين وليان والي سيوثرگرويس جنتي اينيان دا يا نفس نفييس بونا ضروري بونت جنتي ابين رسمعي طور ى يامي مدد، تهراني يا كسي بو طرح دي مدد لئني منظم كني گيي بون - بر ابين، كسي نجحي كهر وج نبيي كسين بو مغام وج بون چاييدن نين. جنگ کسی گروه و جنگ کونی انسان فرد شامل بونی حس نوب چه‌بونی (منلا) کونی فرد جنگا کم با رضا کاران کم کر ریبا بونی، عام طور تی اوبینو اجتماع دی حد و جگ نبین جاندا. ابس دا مطلب ابید اکونی کاریگر حد دی خلاف ورزی کتین بفرم کسی گهر وج جاسکدا لک، جی اونه کم لندی گنی بون، تی کسی شادی دا نکاخ خوان ابس حد وج نبین گنا جاندا. جی پُسی صابطیان دی خلاف ورزی کرو جی پُسی ودئ گروپ و ج ملو نی فیر پولیس تبادل خلاف اکشن لک سکدی لک ابس وج غیر قانونی اجتماعوون نون تر تر کرتا تی جرماین عادتا کرتا شامل (فکست یبلتی نوتسر). تبانو ببلي والي خرم کرن دی 200 دا فکست یبلتی نوتس حاری کنتا جا سکدا لک، بر آکل خرم لندی دوکنوا بو جاندا لک 64,000 دی حد تک. جی پُسی 30 لوکان نون وده دا غیر قانونی اکتن کرو باز و وج ملون باتا جاو. تی پولس 4,000 نک دا حرمان کر سکدی لک. کورونا وانرس دی وجم تو ن زیاده خطر و ج وجود لوکان دی حفاظت کرتا جی پُسی طبی طور تی غیر محفوظ بعید ولترایل او تي فیر تبانو کوروبا وانرس دى وجم تو نوب بینا دا شديد خطره بو سکدا لک اوه لوک جنگت طبی طور تي اینتینای غیر محفوظ بعید ولترایل تي لنچ اضافه مشوره مجود لک. جنگت طبی طور تي انتینای غیر محفوظ بعید ولترایل تي اوینا نون دوباره شروع بون والى شبلذگ دی گانتس تي عمل کرتا جابجا لک تي كم تي، اسكول، كالج يا پوبونستش نيبين جان جاندا. پنبهون گروپ بارگار چن والي ولب نون محدود كرتا جابجا لک. تبانو صرف ضرور میدلک اوانتمنت تي، ورزش با ضرورى بون تي تن بى بارب جانا جابجا لک کم تی حانا نُسی صرف کم لئی بی گهرون جا سکدی او جی نُسی معمول طور تی گهرون کم نه کر سکو. جنین لوقی گهرون کم نه کر سکن تی اوبان نون اینی کم دی تهانوان تی جان لئی سفر کرتا جاری رکهنا جاییدا اعـ ابس وچ شامل نین بر ابینان تک بی محدود نبین، او لوک جنین کم کر ده بن: • کربشكل قومی ذهننج وج • کسترکشن وج • میوفوکجبرک وج • جالات کتیر با تعليم وج • بینتو کینر تی بیلبک سروسز ایپه ملك نون جلدآ رکهن تی شمع جات نی آجرین دی مدد کرن لنی ببت ضروری اِم. جنین دوجا لوقان در گهران وج کم کربا ضروی بونی - جسران ک آبا بعتی نينن، صفانی کرن والی تی کارنگ وغيره - نُسی ابین کر سکدی او ابس نون علاوه، تباثون نجی گهران با پاغیجان وج کم دی غرض نان ملن نون گرز کرتا جاییدا اعـ، جنت کووین-19 سکتور والی اقدامات دا نفاذ نه نونا بونی. مالکان تی ملازمان نون کم کرد هن بندوسرت بارع گل بات کربن جاییدا اع تی مالکان نون اوب بر اقدام کرتا جاییدا اع جوزا ملازمان نون گهرون کم کرد و مددم د، دور نون کم کرد دی قبل لئی درکار مناسب آتی تی آلات سنن. جنین لوکی گهرون کم نه کر سکن اوتنه ملاکان نون پبلک تراپسپورت آتی مصرف اوافات تی روتس توين بجن وج ملازمان دی مدد کرتا جاییدا اع. کووید-۱۹ سیکیوریتی گاندالات نیا عمل کیتا جائی نیا ترانمیشین بعیدی انتقال جرایم دا خطره کافی حد نک کهت سکدا آی، اوپین اولکان دا زیاده خیال رکهنا جانیدا لی جنرل زیاده خطر و ج نین. کالج يا اسکول جانا کالج، برتری (رسپشن یا آئی) تی سیکیوریتی اسکول صرف ولایتیل بجیباد ت کرنشکل هرکز در بجیباد لینی پی گهل رین گی. باقی سب بچی فروزی دی باف ترم نک رمولتلو بی پژهن گی. امتحان ایپینال حالاتان وج موسم گرا وج بون والی امتحان نبین بون گی. ابس کر ک ژدارتمث آف انجوکوتین آف کوول (Ofqual) نال حذد تو جلدی اوه انطظام طي کرن بارب مشاورت کر ک گاجبرا طالب علمان نون منصفان طريقه نال بيش رفت كرن دا موقع د گا. فرامس كندگان جنود وج بون والي بيشتر وران تي تنكينكل امتحان جاري رکه سكدن نين، جته اوبن انگ آبهم كرنآ نهيك آه. يونورستيان اوه طالب علم جندر متد در كورسر دا مطالعه تي تربيت حامل كر د نين اوه متصویر ده مطابق بالماخاه پژهاني ول برت سكدنه نين: • مديسن ني ذينستري • مديسن/صحت ني جزء مضامين • وترنك سانسترز • انجوكتين (انتادي ثيجر تريننگ) • سووشل ورك • اوه کورسر جنینان لئی پروفسیل، سنجوری نی یریگولیتی باذی (PSRB) دی امتحانات دی لئو بؤ یا جنوری لئی طب شده لازمی سرکرمی نو جهیز که ری شبیتول نه کتینی جا سکه (جی ابس د اطلاق تبادل تی بؤ کا) نبادئ پونبورستی تبانون دس د گی). واپس اون وایل طالب علمان نون پونبورستی واپس اون نون بعد دو وارک نیست کنت جاین کا، با اوینان ابس دین نهان دس دانل لئی سیلف-آنسولت کرتا پون گا. جهت طالب علم ابینان کورسر تبین اوبینان نون جتنه ممكن بونی اونه بی بن جایدا چنگ اوه مودو نس، که همکن فوری دو وسط که ابس ترم ان لال جارک رکنه جاییده ام، جونو و اوینان دو پونبورستی با کالاج نی ابس دا بندست کننا. ابس وجو دروج پرکنکل کورسر کرن وایل طالب علم وش شامل بن جبران آئی وایل فیرست وح فرخمن. اساس بلول پونبورستی تب طالب علمان لئی پونگاتس کر اوه کپرس باتر آنجوکشن ول سپرگ تم د چوران واپس لوث سکد متن شاعن کینی سی. ایپه کاندنس بان کردرا ام، اسپس کسران باتر آنجوکشن فرامین گندگان دی مدد کران گی، که موسم سرما دی جهنمبار نون بعد طالب علمان دی واپسی نون کسران وه تووه محفوظ بناپا جاسکدا ام. ج ه شمس پونبورستی وج رندن اوت نت تبانون ثم ان د چوران ابس مستقل گهر تی ستودن بوم د چوقار بهره نبن مارد رینا جاییدا. اوینان طالب علمان لئی جبران بالمشاف تعليم حامل کرن دی ابل نین، تسئس اینب باقاعده تعليم ترتب د حضد دو طور نین گهراره نون ودک گرويس وج مل سکدرا او، جتنه ضروری بون. طالب علمان نون تووقع کتین جاندرا لک، که کاندنس تیرابندان تیر عمل کرن. جتنع ممكن بونی تبانون اوینان لوکون نال سماحي دوري برقرار رکنه جاییده لئ جبران کم تبادل نال نین رندن. چانلُد کیتیر کنی اک طریقِ نین جنبان دی تحت والدن تی کینترز چانلُد کیتیر دا حصول جاری رکو سکدی نیس. • ارلی ابتدز وایل تعليمی اداره (برسران تی چانلُد ماندران سنی) که‌لی رین گی. • اسکول جان دی عمر دی سوا چانلُد ماندرز نون معمول دی مطابق حاضری دی اجرات دینی جاییدی لئ اسکول جان دی عمر دی جنبان دی کیتیر کرن وایل کینترز (ریسبشن تی جنبان سنی) نون صرف وایلرایل جنبان تی کینترز، هورکز دی جنبان نون بی داخل کرن جاییدا لئ وایلرایل بجت کشکل وکرن دی بچه رسمت‌رد چانلُد کین، چانلُد ماندرز بجت دو چانلُد کین سرگرمیان (ريب آروین کین) دی ورتون حازر رکو سکدی نیس • والدن اک بور گهره‌نئ نال غیر رسمی چانلُد کین دی مقاصد لئي جتنه بچه ۱۴ سال توئ نگه‌ت فعر دا پون چانلُد کین تپ با سکدیر نیس • دا مین مقصد والدن نون کم کرن وچ مدد دینا لئ تپ ابس نون بالاقن • دردمین سماجع تعلفات لئي نببین ورتبا جانا جاییدا • کچه گهرار سپورت بل بون نون فیدا بچه سکدیر نیس • تینس سروسر فرام کرن جاری رکن گبان، سنی گهرار دی اندر سفر تبانون ابین گهرور نبنين تکلبجا جایبدا جتنه تبادل کول کونی معقول توهج بو (منلا کم با تعليم دی مقاصد لئي). جي تبانون سفر كرن دي لوژ ي جاتي تبانون مفامي علاقى وج بي رينا جاييدا لئ - مطلب اين بند، قصص يا شير دي اوست صحى وجون باز نكل توئ كرين كرن جاييدا لئ جتنه تنسى ريدى او - ني مجومعي طور تكيني حيان والي سفران دي تعداد نون محدود كرن دي كوشش كرين جاييدا لئ وجوانين حيان دي با ني تنسى ابي گهرور تي علاقى وجون باز جاسكيدا لئ اوينان وج شامل بن برا ابيندان تك محدود نبنين: - کم، جنچه نُسی گورون کم نہ کر سکو - تعلیم دے حصول نے کینزیک ذمی داران لندی - اپنی سیورت بل و ج مجود لوکام نون ملن - با جائلک کنتر لنی ابی جائلد کینر بل کول جان لنی - سستاال، حی بی کول نے دیگر میندکل اوبونتمشن لنی جان واسطے با ورتش جنچه تباذل نال کونی حاد، بیش آگا یونی با تبنون ابین صحت دے بارے وج کونی خدشتم لاحق بونی - شوون نے خدمات خردین لنی، بر ابین جنچه وی ممكن بونے تباذل - مقامی علاقے تک ای محدود بونا جانیدا اے - اوت ذو روش لنی ابین جنچه وی ممكن بونے مقامی علاقے و بی کردن جانیدا اک بر جہ ابین ضوری بونے نے نُسی ابین علاقے دھ اندر بن نتِ فاضل طر کر جاسکدا او (متلا کسی گھُلہ پونی نتان نک رساتن حصل کرن لنی) - کسی جانور دی کینر کرن با ورزش کروان لنی با ذُنگ ذاکر کول لئ جان لنی جہ تبنون سفر کرن ہو حال نے جنچه ممكن بونے بيدل با سکسل تے جاو، تے ببک ترانسپورت نے سفر کرنے بونے مصرف وقت کر روان نون گزر کرو۔ ابس دد مدد نُسی سفر دھ دورن سماجی دوری تے عمل کر سکو گا۔ ابین گھرائے با سپورت بل توں بار والے کسپ بند نال کار شینیر کرن توں پربز کرو۔ کار شینیر گار مار گاندنس وہکوو۔ جہ تبنون ببک ترانسپورت استعمال کرنے ہوا جائے تے محفوظ تر سپرف گاندنس تے عمل کرنا جانیدا اے. بین الافواح سفر نُسی صرف آنس صورت وچ بین الافواح سفر - یوکہ دھ اندر سفر - کر سکدہ او جنچه تباذل کول گھرون نکلان لنی پبلان کونی قنوتي وچ، موجود بونی ایس توپ اد، تیانوون اوس مک دی پیلک بیلتہ ایئدوائنس تے عمل کرنا چاپیدا اک جنگہ نتیجہ ورت کر ربن او جیہ تیانوون بارن دی ملک جان لینی سفر کرن دی لوژ ہے جاتی تے ابھم کرن دی تیانوون فونوی طور ٹی اجازت لئے، منال در طور ہے، اپنے کم لندے آچ، جاگ تُشی اوس علاقے وو اپس بن کیون بنیں آری جنگہ نتیجہ پُلول گنگ سے، تیانوون اپنی منزل مقصود وج نافذعلمل ضوابط نون تے فارن، کامم وبلنو تے فکولینمین افس (FCDO) دی ترورل ایئدوائنس نون وپکھنا چاپیدا آچ. تیرون ملک مجود بوكے دے شپرین نون فوری طور ٹی وایس آدی فی الحال لوز نبنی. نام تیانوون اپس ان والے بندوبست بارن اپنی فضائی کمینی باز تیرول ایبرتر نال گل کرنے چاپیدا آچ. غير ملک مکمل شپرین گھر ربو وائلے ریکولینس دے تابع نین. ماسوواں اجازت دے تیانوون بارن دی ملک سفر نین کرنے چاپیدا۔ ابس دا مطلب اچ کم تیانوون چچھبان تُشین جانا چاپیدا۔ جیہ تُشین بون ورت کر ربن او تُشین گھر اپس جا سکدے او. تیانوون جبک کرنے چاپیدا آچ کم آپا تباہائ منزل مقصود تے کونی پایندائ تے نبنى. گھرون بارن رات ربن تُشین مجقول توحيج دے سوا اپنے گھروں با اپنے راتانش گاه نون چچھبان لنئي نبين جا سکدے با رات لنئي قام نبنى کر سکدے۔ ابس دا مطلب ابھم آچ کم بوكے دے اندر تے بیرون ملک چچھبان دى اجازت نبنى۔ ایبس وج کسکم دوجھ گھر يا کاروان وج قام وو شامل لئي، جیہ اوہ تباہائ اوولین راتانش گاه نبنى۔ ابس وج کسکم دوجھ گھر وج قام کرنا وو شامل لئي ماسوواں ایبس كل دھک، وو تباہائ سبورت بلج وجو شامل نبنى۔ تیانوون رات گھرون بارن ربن دى اجازت آچ جیہ: <img>A page of text in Persian script.</img> <table> <tr> <td>• نُسی این سیورث بیل کول حا ری او</td> </tr> <tr> <td>• نُسی اینی مین رایانش کاه و واپس جان نون فاضر او</td> </tr> <tr> <td>• تیابون گهر بدلا دی دوران رایانش دی لوز اه</td> </tr> <tr> <td>• تیابون جناری وج یا منسلک، باذکری تقیب وج شرکت لنی رایانش دی</td> </tr> <tr> <td>لوز اه</td> </tr> <tr> <td>• تیابون کم يا رساکاران، يا رفایی مقداران لنی رایانش دی لوز اه</td> </tr> <tr> <td>• نُسی بچه او جنس نون اسکول يا کینتر لنی رایانش دی لوز اه</td> </tr> <tr> <td>• نُسی یه کهر، اینه کرن او با ناهد دی تلاش وج کونه غیر محفوظ</td> </tr> <tr> <td>بعنی ولنرايل فرد او با گزند توپ بجن لنی فرار حاصل کره او (گهربلو</td> </tr> <tr> <td>تشدد سنی)</td> </tr> <tr> <td>• نُسی اعلای ده کهداری، با اوینا دا عمل او والدین او، جه</td> </tr> <tr> <td>کهداری دی عمر ۱۸ سال توپ گفت اه ترتبت با مفاصل، باری لنی</td> </tr> <tr> <td>اوینا دا گهرور بایر رنا ضرور اه</td> </tr> </table> <table> <tr> <td>ج هُنسی ببلاز ای خُجَثَن ان تو، نِ جنید جچته عملي طور تي ممكن بون</td> </tr> <tr> <td>تبانون گهر برت جانا جادیدا اه.</td> </tr> </table> <table> <tr> <td>ميممانان نون رایانش مبها كندگان جوین بوتل، بى ايند بيز ني كاروان پاركرس قانون وج ببان كتيب كني مخصوص وحويات دي بنى ني كؤولي هر سكدي نين، يمشمول</td> </tr> <tr> <td>ايس غل دى جتن ميمان ايني مين رایانش كاه ول برنن نون فاضر بون، ميممانان</td> </tr> <tr> <td>والى اواس آقامت كاه نون بطور ابيني مين رایانش كاه دى استعمال كرد بون.</td> </tr> <tr> <td>گهر بدالى دى دوران آقامت كاه درد لوز آه، قانوني نقاصى دى وحم نون سيفل-</td> </tr> <tr> <td>آشناتش كر كره نب با آقامت كاه بند بون دى صورت وج بيگره وج جان كي-</td> </tr> <tr> <td>إنگليست وج حجم كاليايردار آتى تهان بند كرن بارم غلاتنس آتى وحويات دي</td> </tr> <tr> <td>كممل فیرست و بكهي حا سكدي اه.</td> </tr> </table> <table> <tr> <td>اقامت فرامام كندگان نون ترغيب دني جانيد اي كم اواو لوكال انهايرتر نال تعاون</td> </tr> <tr> <td>كد رد بون ولنرايل غرويس، يمشمول بيگره لوكاس نون آقامت كاه مباك لندي</td> </tr> <tr> <td>كم كرن.</td> </tr> </table> کیفیت بومز نون وزن کرنا بندسیت، حسبران کم مناسب اسکرین‌ها، ورتنگ پوزر تی کهربایان دی جهت نمونه‌گیری، کر کیفیت بومز و جو ملاکات کیتی حاشیه‌ای فرستاده‌ایم. فرستایش را طی و بالاند اندور ملاکاتان در اجرات نبین. وابه بهبلن دی صورت وج ملاکاتان دی کوتاه اجرات نبین دینی جانی گیر. بهتر کرن نیم ملاکاتان کوئین بومز جاییدنی نین، تایپون کوئین-۱۹ دی دوران کنترل دی وزن کرنا باز کالنتس جیک کردن جاییدنی ام. کسی ورت آوت (منلا). ابین فیلمی بوم وج اینی رشت داران نون ملن) دی دوران مکین ذوق دوجی لوان ناک نین مل سکدک. سیبوئید ليونگ وج رین والی لوان لنی اک وکهروی کالنتس موجود است. <watermark>جتار</watermark> جنار حاضرین تعداد آن سخت پایندان نال کرن در اجرات ام تی ابین صرف کوئین-۱۹ سیکورتهانوان وج گهلی هواوامه تهانوان وج بین بوم ز جاییدن نین، ماسوچ غیرعمومی حالات دی. جناربان وج ووه نون 30 توزی افراد شرکت کرد سکدک نین. جرچه بونو مدنب، عقیده تی مبنای یادگار وای تغیربان، جایودن بترهرانی تی سواه کهلارنا و 6 توزی لوان نال جاری ره سکدک نین. کم کرن والا کونی وی کارکن ابس حد وج شمار نین کینا جایید. لوان دی درمان سماجع دوره برقرار کره‌بند جاییدن اوج هجرت نبین رشد یا اک سپورت بل و جو نین. <watermark>شادمان، سول پارترشپس تی مذبب عبادتان</watermark> شادمان تی سول پارترشپس دی تغیربان صرف 6 توزی لوان نال مجودج و جب بومون جاییدن نین. کم کرن والا کونی وی فرد ابس وج شمار نین کینا جایند. این، صرف غیر معمولی حالات و جی بونیان چاپیدان نین، مثال دی طور تی کوئی فوری شادی جنگلی کرن ولی لوكان و جون اک فرد شدید بیمار ای تو اوس دی بجن دی کوئی امید نین، با معذور کرن ولال علاج کرون با زندگی تبدیل کرن ولالی سرخرج کرون جاریا ای. مساسو غیر معمولی حالات دی، شادابان نین سول پارترشس دی تقريبا صرف کووید-19 سیکتور نهانوان وج با گلهای عوامی نهانوان وج بی بون چاپیدا نین. عبادات گابوان تُسی عبادات لنی کسی عبادات گاه وج حا سکدک او. بر تبانون ابی گهر با سپورت بل ولای لوكان دی علاوه کسی بور نال سماحی مبل ملب کرن نین جاپیدا. تبانون بر وبل سخت سماحی دوری برقرار رکه‌نین جاپیدا ای. تبانون عبادات گابوان تی محفوظ استعمال بارم قومه گاندنس تی عمل کرنا جاپیدا ای. سبورث، جسمانی سرگرمی ان ذور جم تی کهپدان دایان سپولتان بند رین گابان. آوت ذور سپورثس کورتس، آوت ذور جم، کولف کورسر، سونمنگ بولر، تیراندار/ذرانونک/شوونک رنجر نین راتنک مرازک نون وک بند بونا جاپیدا ای. معذور افراد لنی منظم آوت ذور سپورث نون جاری رین دی اجازه ای. ایلنت کهپدان جاری ره سکندان نین. ايلنت كهپدان دي مرحله وار واسيسيا يا همدز گاندنس مجود اي. <watermark>گهر بدلي كرنا</watermark> تُسی بل یو گهر بدلی کر سکدی او تبادل گهرازی با سیبوت بيل تون بار وا یلوکان نون گهر بدلی وچ مدد نبین کرنی جاییدی ماسوانت ابس گل ده که ابین قطعی ضروری ای. استثینی نی کرانی تین والا انجث نی ريمول فرم کم کر سکدیان نین. حی تُسی گهر بدلی کرنا جاییده او تُسی گهر وکنون لند جاسکدی او مجفوف طرفق نال گهر بدلی کرن بار فومی گاتنس جس و سماجی دورک، تازه بوا اندر آن دین بار، تفس ماسک بات باری مشوره شامل ای، آت عمل Kro. مالی معاونت تُسی جنه یو ره رپ او بو سکدا ای تُسی مالی مدد حاصل کر سکو • مالی معاونت پيکجر برترین • ثبت واتا باندنان دک وحم تون بنده واتا کاروبان لنی مالی معاونت • کورونا واترس حاب ريشتن اسکم در تحت ملازمان دی دن خوجوا کلم کرنا • جيك کرو که آبا تُسی سيلف اتميلامنت انکم سیبوت اسکم در تحت گراتن کلم کر سکدی اوه • جي تُسی کورونا واترس دی وحم تو کم تي نيس حاب رپ تي فر مالى سیبوت كاروباري اداره تي نهن كاروباري اداره تي نهنوان نون لارمى طور تي بنده بونا جایيد اى سماجی اختلاط گهونهای لیک ریکولیشن‌متقاضی نین که جو کاربرد اداری بند و جان نی به نیادان عادت کننده حان کم کنج اداری کسران شیوان تی خدمات فراموش کردند. انگلیش و جو جو کاربرد اداری نون بند کرن باره گاندن و ج اونان کاربرد دی مکمل فرستند ویکه جاسکدی ای جنبان نون بند کرن دی لوژ، پر انس و ج شامل نین: - غیر ضروری رشد، جوین کنترل یک هرپلو سامان وایل استور، گذابان دی شو روم (ماسووای) کرایت تی دین وایل). جوا خانی، درزی، تماکو نب وبس دایان ذکاتان، الکترک دا سامان تی موالتان فون دایان ذکاتان. آکشن باوسیر (ماسووای) لاتنو ستاک تی زرعي سامان دی بولی لان ده) غیر ضروری سامان وین وایل ستار. ابین تهان گلد-بین- کولکت (جنچه سامان دا آذر پشتگي تا جاندا ام گذار توکولکت کینا جاندا ام) نت ژلوری سروس دی تحت کم کرن جاری رکه سکید نس • میرایان وایل مقامات حوبون کيفي، رستوراشن، شراب خاني، بار ت سماجی کلنز: تکب اوپ (رات ۱۱ وحص تک)، کلک-ابین-کولکت، درابن-نو نهرو با ژلوری ده طور تکه گاه تر بخر الكولخ ده بین دا سامان فراموش دن استنشین دنال. بر طرح دا کهن تی بین (شراب سنين) دا سمان ژلوری رايس فرامش كرن جاري ركهايا جاني كارد. • اقتام کاروان حوبون بولت، وستل، گسترش باوس نئي كيمب لان وایل تهوانوان ماسوواي مخصوص حالات ده، حوبون جنتي ابب كسي بندي دی مين رايش هاگ ده طور تک كرميد نين، جنتي كويت نيدا هجر وايس نين حاسكدنا، كه افراد نون اقتامت كاه با سبورت فرامش كرن ليدي يا جنتي كم با مقصد لني اونتن قام كرن ضوري اه - تقريبي كهوييان داياس سبولتان حوبون تفرير مراكز ان ذور جم، ان ذور سومكنك يولر، اذور سبورت كورتس، ان ذور فتنس تي ذاتس ستوديوير، ان ذور راتندگ مراكز، تي ان ذور چيزهن واليان دوبرات تي كوفول كورسر. - تقريبي دي مراكز حوبون تهيثرتر، كسرشتر بالر، سييمار، ميويمتر تي گيلرز، كسينو، اميورمنت آركيدز، بنگو بالر، أولنج ابلزر، سكيكتنج رگز. گو-کارنگ و نیون، ان ذور پلی تی سویفت بلی مراکز (بوا بهرن والی) بارکس نی تراملینگ مراکز)، سرکس، مبلی، فن فیتزر، جزیا گهر نی جانوران نال خزا دلخسپیا، واتر بارکس نی تهمیم بارکس • تفریحی داین تهانوان جنتی جانور رکه جاندید نین (جیونی جرتا گهر، سفارش بارکس، اکوئینمز یه حنکلی خیات در مراکز) • انتور اجیب مقامات جیون عالم نباتان دی باغات، تارخچی گهر نت عمارتان وج ان ذور دلخسپی و آلو تهانوان نون آزمآ بن دین جابیدا ی النت اجیب مقامات داین اوت ذور تهانوان گهلبان ره سکدایان نین داتی کنتر و آلو تهانوان جیون بینر، بونتی، تینتگ نین سیلون تیتو بالرادر، سپار، مساجب بارکس، جسم دین جلد و جهید کرن و آلو سروسر وي لازمآ بن دوبینان جابیدان نین ابین خدمات دوچیر لوكان در گهران وج پيش نبین کتبین جایبان جابیدان • کمیوتین مراکز نی بالر و بن دون چابیدا نین ماسوولای بینو دنبان گیاه استنتن و آلو سرگرمان ده: آنی ثي نت ذختل سروس نون رسانی قرام کرن لند لاتیربران گهلبان ره سکدایان نین - مثلا اومنان لوكان لند جنبان ده گهر وج ابین نین - کلک-ایبد-کولکت سروسر لنی ایبنان ووج کنجو کتاب رن نون بینت بهوزی عداد ولای مستشنین سرگرمای لندي وى گهلبان رين دند اجازت هل سکدای اى، سنن انقلاب و وج کنجو کاروناري اداره تى تهان بن دن کرن بارم کاتنس آى استشناد دي مكمل فرهست وكيوي جا سکدای اى، بر شامل بن: • تعليم تى تربت دى - اسكولان لندي كهيئتان، تفرج تى كميوتين دي سبوليات استعمال كرن واسطى جنتى ابین اومنان دي معمول دي فرامري دا خزو اى • جاليل كيرد هم مقصد تى بيجان لندي ريز نگرانى سرگرميان جرتى ايبنان وج جان دى ايل نين • خون عطيم كرن والي سيشنتر تى فوذ بينكس دي ميزانيان كرن لندي • طبي علاج قرام كرن لندي • ایلیث کهذاریان دی تریت تی مفابلی لئی (ان ذوز نی آوت ذوز کهذیان دی سپولیات)، تی بیش ورام رقاصان تی کوریوکارفارم دی کم کرن لئی (فنس تی دانس ستودنوز وج) • حاضین دی بغير تریت تی ریبرسل کرن لئی (تهبترز تی کسرت بالز وج) • فلم تی وی دی عکس بندي کرن دی مقصد لئی کاروباره اداره تی مقام جهنم گُهلِ ره سکدی هِ نین کووید-۱۹ سیکیورگ گاندلانتر تی عمل کرد و پونه دوجا کاروباره اداربان تی تهانوان نون گُهلِ ربن دی اجازت لئ، صورت اشباه تی خدمات فرامین کرن والئ ادارت گُهلِ ره سکدین نین. انگلیند وج کچ کاروباره اداره تی تهان بند کرن يارم گاتنس آئر کاروباره اداربان دی مکمل فیرست و بيكوي جا سکدن اب، بر شامل نین: • صورت رتبيل خوين فود دین ذکانان، شیرمارکشن، فارمسینر، گارد سنترز، بلندگ مرجنتس، عمارتان و الالان مصنوعات دی فرايم کندگان تی آف-لاسنسنز • صورت رتبيل ويجن والئ مارکت سنتال وى گُهلِ ره سکدن نین • مرمتی دی خدمات فرامین کرن والئ کاروبار وى گُهلِ ره سکدن نین. • جتنه او بنداد طور تي مرمت کرن واليان سروسرف فرامین کردین نین • ثرول سنستشن، آومینکت (بهنام نال دهون والئ نین) كاز واشر، گذابان دى مرمتی تي ايم أوتي سروسر، باتي سيكل ديان ذكانان، نيكسي تى گذابان گرانى نى دين والئ کاروبار • بنيك بلندگ سوساساتيا، ذاکخاني، قليل مدت لئي قرض دين والئ تي مني تراسفر، كرن والئ كاروبار • فوتون خالريكنتر • لاثرتس تي ذراتي كلينيز • میشکل تی ژنیل سروسز • وتش نی جانوران دی دیکو بهال تی ببیود لینی مصوعات تی کهان بین دا سمان وینج والی رشتزر جانور بجا مرآک، پوردگ سپولیات، تی ایمنل گرومرز (جانوران دی ببیود لینی ورتین جاسکدان بن نه کم جمالانی مفاصل لند) ایگرک کلجر سیلاند شایس موتنتی تی معتوری دی سسلسل وچ مدد دین والیان ذکاران ستور نی پسترسونشن کرن واليان سپولتان کار باركس، عوامی بیت الخلا تی موثر و سروس وای تهانوان اوت ذور گراوندر وررش لنی خیابانی باغان تی تاریخی مراکر ده آوت ذور حص عیدان کاولون شمسان گاهات تی فرستان بيلته کیرت تی بيلک سروسز این انج ابس تی میشکل سروسز کهلم رین گي، سن ه： • ژنیل سروسز， • آبیشنزن， • آذنووجي سروسز， • کاتروودوک， • کاتروپیرکترز， • اوسنتوپینتس • ديرگ ميشکل تی بيلتو سروسز، ذنبى صحت نال خزبان بويان سروسز سنین اسى اين انج ابس دي مدد كر ريب ان كه اوه محفوظ طريق نال فوري تي نان ارجنت سروسز قرام كرنا جاري ركبي، تي ابهب بيت ضوري اي كه، كهنى فرد وی حس نون لگد ای که اوس نون کسی قسم دی میدیکل کینر دی لوز ای او اگه آنی نبود مدد حاصل کرد. زیاده تر عوامی خدمات جاری ربن گیان تی شسی اوبان نون ورن لنی گهرون بایر جا سکو گی اپینان وج شامل نین: • جاب سبتر بلس ساتنس • عدالتان تی پروپینشن مرارک • سولجرجشرشنشن دافتر • باسپورث نی ورز سرسوزز • مضروبین نون فراهم کرده رسروسز • وست يا یر ساسانگنگ مرارک • امی وتی حاصل کربا جس دی تبانون قنوی طرفه نال گهرون بایر نکن لنی لوز بوس	PERSIAN
2837-pdf	Food Standards Agency Board Meeting – 19th September 2018 FSA 18-09-09 Risk analysis: process, governance, communication Report by Steve Wearne For further information contact Steve Wearne on 07795 353580 Email: steve.wearne@food.gov.uk Summary 1. The Board is asked to: - discuss the approaches we are taking to evolve risk analysis processes, capacity and capability in preparation for EU Exit; and in particular; - agree that we should continue to align our approaches and processes with international norms; - agree that when advising decision-makers we will observe the relevant principles and provisions in our long-standing Code of Practice on Openness; - agree the proposed future governance and assurance arrangements for risk analysis; and - ask the executive to prepare a paper for discussion at the December Board meeting on the frameworks and principles that should be used at the different stages of risk analysis, informed by the Board’s discussion of the current paper. Introduction 2. In its discussion of planning and preparation for EU Exit in September 2017, the Board concluded that “it is important that there is a safe and effective unified system which encompasses a robust regulatory regime to maintain consumer confidence, to protect public health and the consequences of that for trade in food… that regime needs to encompass risk assessment and risk management.” 3. The paper discussed at September 2017 Board meeting identified the basic elements of an effective regulatory regime, the first four of which are: - to identify issues that might pose a threat to food safety (risk identification); - to assess the scale of that threat (risk assessment); - to inform others about that threat (risk communication); and - to decide what, if any, action should be taken (risk management). \<page_number>1\</page_number> Food Standards Agency Board Meeting – 19th September 2018 FSA 18-09-09 4. This paper sets out how these elements of an effective regulatory regime are being further developed in preparation for EU Exit. 5. The risk analysis function described in this paper will generate advice to decision-makers for UK Government and for the devolved administrations in Wales and Northern Ireland. As at present, Food Standards Scotland will have access to and will be able to commission risk assessments undertaken in the FSA, which will inform the advice they continue to provide to Scottish Ministers. Strategic aims 6. Having an effective approach to risk analysis underpins our vision of being recognised as an effective, accountable, modern regulator. This paper sets out the developments we are making to risk analysis in the FSA as part of the EU Exit programme. Discussion 7. Risk analysis is defined by the World Health Organization as a risk-based approach to the identification and management of public health hazards in food.¹ It is a key function of the FSA. It drives and informs interventions in order to reduce the risks to consumers from food and protect consumers’ other interests in relation to food. 8. There is a range of long-standing, internationally recognised, normative texts which set out the constituent elements of risk analysis for food safety, the most significant of which are: - Food Safety Risk Analysis: A Guide for National Food Safety Authorities (Food and Agriculture Organization, FAO Food and Nutrition Paper 87, 2006); - Working Principles for Risk Analysis for Food Safety for Application by Governments (Codex Alimentarius, CAC/GL 62-2007); and - Principles and Methods for the Risk Assessment of Chemicals in Food (World Health Organization, Environmental Health Criteria 240, 2009) 9. We will continue to align our approaches and processes with these international norms in order to support both consumer protection and the facilitation of trade. We propose to return to the Board at its December meeting to propose principles which should inform our approaches to risk analysis, drawn from international normative texts and amplified by the FSA Science Council’s Working Group on Principles for Establishing and Communicating Risk and Uncertainty, the report ¹ See http://www.who.int/foodsafety/risk-analysis/en/ \<page_number>2\</page_number> Food Standards Agency Board Meeting – 19th September 2018 FSA 18-09-09 from which, together with proposals from the executive for an action plan, will also be considered by the Board in December. 10. The outputs of the risk analysis process will, in general, be advice to decision-makers in relation to: - risk-based standards and controls to ensure that food remains safe in respect of chemical, microbiological, radiological and allergen risks; and - pre-market approvals and authorisations and post-market reviews of the safety of: food and feed additives; enzymes; flavourings; GM food and feed; and other novel foods. 11. In advising decision-makers we will observe the relevant principles and provisions in our long-standing Code of Practice on Openness\\textsuperscript{2}, and in particular: - we will publish any advice we provide to others\\textsuperscript{3}, including any substantive advice we give to other Government Departments; - we will explain the reasons for our decisions and advice to enable stakeholders to see the basis on which decisions have been made and to make an informed judgement about the quality of our processes and decisions; and - we will provide information on the evidence and analysis\\textsuperscript{4} on which our decisions were made. 12. Annex 1 sets out a high-level process map for these elements of the effective regulatory regime that we are further developing in preparation for EU Exit.\\textsuperscript{5} Their delivery raises a number of issues, which are discussed below. Capacity and capability for risk assessment and risk management 13. The delivery of an effective domestic regulatory regime will require an increase in the volume of risk analysis undertaken by the FSA post-EU Exit and to this end we have received additional funding from HM Treasury. ______________________________________________________________________ \\textsuperscript{2} See http://webarchive.nationalarchives.gov.uk/20090414091323/http://www.food.gov.uk/aboutus/how_we_work/copopenbranch/ \\textsuperscript{3} For practical and legal reasons, there will be a small number of well-defined circumstances in which we will not release advice or information and these are set out in the Code of Practice on Openness. \\textsuperscript{4} Evidence and analysis include, but are not limited to advice from our expert advisory committees and the results of research and surveys commissioned by us. \\textsuperscript{5} This process map and its constituent elements represent the regime that will apply when the UK exits the EU. This does not exclude the possibility that we may further develop these processes subsequently in the course of business. For example, we are considering the possibility of developing a website or journal where our syntheses of evidence are published, as several other food safety risk assessment bodies do. \<page_number>3\</page_number> Food Standards Agency Board Meeting – 19th September 2018 FSA 18-09-09 14. In terms of our internal capacity and capability, we are in the process of recruiting 36 additional full time equivalent staff to our science and policy teams. We have received over 250 applications to date and the first tranche of new risk analysis staff are likely to join us in October 2018. One of our objectives in this recruitment activity is to bring in relevant skills and expertise that are currently underrepresented internally. We are also developing a programme of training to build and maintain capability. 15. In terms of ensuring that we can continue to access the science we need to support risk assessment, we are reviewing the structure, roles and governance of our Scientific Advisory Committees, sub-groups and other inputs from external expertise and how these work together. The FSA Science Council Working Group on Capability and Assurance has developed recommendations regarding, among other things, how we might ensure we work effectively with sources of external expertise. The report from the Working Group, together with proposals from the executive for an action plan, will be considered by the Board in December. 16. We will also continue our co-operation with international organisations and multilateral groups, and our bilateral relations with other national and supranational risk analysis organisations. Risk communication 17. The primary goal of risk communication is to ensure the interactive exchange of information and opinions throughout the risk analysis process concerning risk, risk-related factors and risk perceptions, among risk assessors, risk managers, consumers, industry, the academic community and other interested parties, including the explanation of risk assessment findings and the basis of risk management decisions. As such, risk communication covers a wide range of activities, including the generation and use of evidence around how to communicate risk, and evaluating the impact of risk communication activity. 18. As now, the selection of risk communication approaches will be informed by, and proportionate to, the best available estimate and characterisation of the risk. 19. Our approaches to risk communication will be informed by the work of the Science Council Working Group on Principles for Establishing and Communicating Risk and Uncertainty, the report of which will be presented to the Board at its December meeting, and the Advisory Council on Social Science’s Risk Communication Working Group, which has been established to advise the FSA on the development of a practical framework for risk communication. We envisage that a paper to the Board in December will propose frameworks and principles to be used at the different stages of risk analysis, which will be informed by the Board’s discussion of the current paper. This will include in its scope a framework and principles for risk communication. \<page_number>4\</page_number> Food Standards Agency Board Meeting – 19th September 2018 FSA 18-09-09 Regulated products 20. The FSA will have responsibility for the assessment of applications and the supporting dossiers of information on a range of regulated products\\textsuperscript{6}, and for providing advice to decision-makers on approval or authorisation.\\textsuperscript{7} This work is not subject to our risk identification and prioritisation processes, which is driven by the applications received, the volume of which can be difficult to predict. For some categories of regulated products, overall timescales for the approval process and its constituent parts are set in EU legislation and will be transferred to domestic legislation. Once applications are received, the same processes of problem formulation, risk assessment, risk management, and provision and publication of advice will be followed as for risk-based controls and standards. 21. Regulated products will be subject to post-market review, for example, new evidence emerge on the toxicity of their constituent chemicals which may necessitate a change to the stipulated conditions of use. Post-market review will follow the processes of risk identification through to provision and publication of advice as set out in Annex 1. 22. We will routinely require external advice in respect of regulated products, for either approval/authorisation or for post-market review. We therefore intend, in the first instance, to maintain our ability to call on the members of the Advisory Committee on Novel Foods and Processes and the Advisory Committee on Animal Feedingstuffs to provide expert advice. In the medium term, we would aim to review the scientific advisory committee structures that support the process of assessment of applications and supporting dossiers of information on regulated products, in the light of our experience in operating these processes. This would also allow us to close off the outstanding recommendation from the March 2016 triennial review of scientific advisory committees\\textsuperscript{8} relating to these two advisory committees. Processes and information flows 23. The risk analysis process is a relatively mature and well-understood set of processes. The repatriation of responsibility for food safety risk analysis from EFSA and the European Commission to the UK is likely to lead to increases in the volume of work undertaken and the degree of scrutiny of our domestic processes. We have reviewed current risk analysis processes and identified developments that are needed in advance of EU Exit. We have designed these changes and are on track to deliver them by March 2019. Progress is overseen by the risk analysis project board, which reports to the EU Exit programme board of which the Chair is a member. \<page_number>5\</page_number> \\textsuperscript{6} Food and feed additives, enzymes, flavourings, GM food and feed and other novel foods \\textsuperscript{7} Within a UK framework which will be agreed between the four UK administrations \\textsuperscript{8} See http://www.food.gov.uk/sites/default/files/triennial-review-sac.pdf and https://www.food.gov.uk/sites/default/files/media/document/fsa160504%20%281%29.pdf Food Standards Agency FSA 18-09-09 Board Meeting – 19th September 2018 Organisational design 24. We are currently reviewing our organisational design to better position the FSA for a post-EU Exit world. This work will include the clear functional separation of risk assessment and risk management. Governance and assurance 25. We need to have: appropriate governance mechanisms that ensure that our risk analysis processes deliver public health protection and take fully into account consumers’ wider interests in relation to food; and appropriate assurance mechanisms that assure the outputs from risk analysis, their timeliness and their quality. 26. The table at Annex 2 proposes how the Board might discharge its governance and assurance responsibilities relating to the various stages of risk analysis, noting that additional assurance may be provided by the Chief Scientific Adviser and the Science Council. These are consistent with the proposals in the paper on FSA Governance (FSA 18/09/08) which is on the agenda for this meeting. Legal/resource/risk/sustainability implications 27. Additional funding has been allocated by HM Treasury to the FSA for activity to prepare for EU Exit. This includes funding for additional staff for risk analysis, and for the development of new processes. Devolution implications Risk assessment 28. The FSA undertakes risk assessment on its own behalf and on behalf of Food Standards Scotland. We envisage this arrangement continuing. Risk management 29. The FSA advises UK Government and the devolved administrations in Wales and Northern Ireland. Food Standards Scotland advises Ministers in Scotland. There will be mechanisms for discussion and deliberation between food safety officials advising each of the four UK administrations, and an escalation mechanism on the relatively rare occasions where there is the possibility of different risk management approaches being taken in the different nations. Conclusion and recommendations 30. The Board is asked to: - discuss the approaches we are taking to evolve risk analysis processes, capacity and capability in preparation for EU Exit; and in particular: \<page_number>6\</page_number> Food Standards Agency Board Meeting – 19th September 2018 FSA 18-09-09 - agree that we should continue to align our approaches and processes with international norms; - agree that when advising decision-makers we will observe the relevant principles and provisions in our long-standing Code of Practice on Openness; - agree the proposed future governance and assurance arrangements for risk analysis; - ask the executive to prepare a paper for discussion at the December Board meeting on the frameworks and principles that should be used at the different stages of risk analysis, informed by the Board’s discussion of the current paper. \<page_number>7\</page_number> Food Standards Agency Board Meeting – 19th September 2018 FSA 18-09-09 Annex 1 High-level process map for risk analysis The following pages set out a high-level process map for the constituent parts of risk analysis in the Food Standards Agency post-EU Exit: - risk identification; - risk assessment; - risk management; and - risk communication. \<page_number>8\</page_number> Food Standards Agency Board Meeting – 19th September 2018 FSA 18-09-09 Annex 2 - governance and assurance of risk analysis <table> <thead> <tr> <td></td> <td>Risk identification, prioritisation and assessment</td> <td>Stage of risk analysis</td> <td></td> </tr> </thead> <tbody> <tr> <td rowspan="3">The FSA Board will deliver its governance responsibilities through:</td> <td>Setting the framework and process for deciding priorities for risk assessment, informed by the relative impact and value of competing priorities</td> <td>For routine, technical risk assessment advice to decision-makers: setting the risk appetite; ensuring an appropriate level of consistency is approved by the Board; applied and regularly reviewed; agreeing the basis on which consumers' wider interests in relation to food are integrated into risk management</td> <td>Risk management</td> <td>Risk communication</td> <td>Overall risk analysis</td> </tr> <tr> <td></td> <td>For more prominent issues, it will be the Board that provides formal advice to decision-makers on the basis of the risk analysis process described.</td> <td></td> <td></td> <td></td> </tr> <tr> <td>The Chief Scientific Adviser, informed by the Science Council as appropriate, providing regular assurance reports on the extent to which our approach follows best practice and is resilient, including the capacity to draw upon additional scientific and technical resource</td> <td>For routine, technical risk assessment advice to decision-makers: the Board will receive a written summary at each Board meeting of: matters under consideration; advice formally submitted; and decisions made.</td> <td>As for the most part risk communication is an operational process, assurance evidence is taken as part of the overall oversight of communications and of stakeholder management and engagement</td> <td colspan="2">Business Committee tracking implementation of risk management decisions taken by decision-makers</td> </tr> <tr> <td>The FSA Board will deliver its assurance responsibilities through:</td> <td>Advice from the Chief Scientific Adviser on the quality of communication between the risk assessment and risk management functions, and in particular whether the right questions are being consistently asked, with the right context explained, so that the evidence received is sufficiently comprehensive to address the risk in question</td> <td></td> <td></td> <td>Audit and Risk Advisory Committee, reviewing relevant aspects of a number of risk analysis packages on technical issues, for example whether the comparative interests and needs of populations across all three nations were properly considered</td> </tr> </tbody> </table> \<page_number>9\</page_number>	ENGLISH
2779-pdf	<img>Food Standards Agency logo</img> Food Standards Agency food.gov.uk <img>Food Standards Scotland logo</img> Food Standards Scotland foodstandards.gov.scot # Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry March 2019 For queries about this guidance, including if you require the information in an alternative format such as audio, large print or Braille please contact: For Scotland: Email: incidents@fss.scot Tel: 01224 285 138 For England, Wales and Northern Ireland: Email: foodincidents@food.gov.uk Tel: 020 7276 8448 # Summary <table> <tr> <td>Intended audience</td> <td>Food business operators (FBOs)<br>UK food enforcement authorities</td> </tr> <tr> <td>Which UK nations does this cover?</td> <td>England, Wales, Scotland and Northern Ireland</td> </tr> <tr> <td>Purpose</td> <td>The purpose of this guidance is to assist FBOs to comply with food law and to provide guidance on roles, responsibilities and actions to take during food safety withdrawals and recalls.</td> </tr> <tr> <td>Legal status:</td> <td>This guidance sets out the legal requirements of Regulation (EC) No.178/2002 and associated food legislation. The guidance also includes best practice guidance.</td> </tr> <tr> <td>Key words</td> <td>Food law<br>Food withdrawals<br>Food recalls<br>Food safety<br>Traceability</td> </tr> <tr> <td>Review date</td> <td>March 2020</td> </tr> </table> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>1\</page_number> Revision history This guidance follows the Government Code of Practice on Guidance. If you believe this guidance breaches the Code for any reason, please let us know by emailing betterregulation@food.gov.uk. If you have any comments on the guidance itself, please call us using the contact number on page 2. <table> <thead> <tr> <td>Revision No.</td> <td>Revision date</td> <td>Purpose of revision and paragraph number</td> <td>Revised by</td> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> \<page_number>2\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry # Contents \| Section \| Page \| \|------------------------------------------------------------------------\|------\| \| Summary \| 1 \| \| Revision history \| 2 \| \| Introduction \| 5 \| \| Intended audience \| 5 \| \| Purpose and scope of guidance \| 6 \| \| Legal status of guidance \| 6 \| \| EU Exit \| 7 \| \| Deinitions \| 7 \| \| Traceability \| 8 \| \| Key steps in developing food traceability systems \| 9 \| \| Making a decision to withdraw or recall food \| 11 \| \| Performing a risk assessment \| 13 \| \| Planning for a food withdrawal/recall \| 14 \| \| Initiating and managing a food withdrawal/recall \| 14 \| \| Information gathering \| 15 \| \| Notification procedures \| 15 \| \| Monitoring progress of a food withdrawal/recall \| 16 \| \| Handling of unsafe food \| 16 \| \| Roles and responsibilities of those involved in a withdrawal/recall \| 19 \| \| FBOs initiating a food withdrawal/recall \| 20 \| \| Non-retail FBOs receiving notification of a food withdrawal/recall \| 21 \| \| Retail FBOs receiving notification of a food withdrawal/recall (including catering businesses selling prepacked food) \| 22 \| \| Caterers receiving notification of a food withdrawal \| 23 \| \| Enforcement authorities \| 23 \| \| Primary and Home authorities (where applicable) \| 24 \| \| Central competent authorities (FSA and FSS) \| 24 \| \| Consumer, allergy and patient support organisations \| 25 \| Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>3\</page_number> Contents Annexe A: Food Recalls Steering Group and Working Group Members 26 Annexe B: Definitions 27 Annexe C: Specific food traceability requirements 30 Annexe D: Example of microbiological risk assessment considerations Annexe E: 32 Planning for a food withdrawal/recall 34 Annexe E(i): Example contacts template 37 Annexe E(ii): Example food incident key decision log 38 Annexe F: Example template for notifying the enforcement authority 39 Annexe G: Business-to-business communications for food safety withdrawals and recalls across the supply chain 42 Annexe H: Key principles and best practice template for accurate and effective consumer recall notifications 47 Annexe I: Background to root cause analysis 53 \<page_number>4\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry # Introduction 1 This guidance has been produced by the Food Standards Agency (FSA) with Food Standards Scotland (FSS), in association with members of working groups and a governing steering group, established as part of a UK project, to: - develop comprehensive UK guidance to clarify the roles, responsibilities and expectations of the key players involved in food withdrawals and recalls in the UK - improve the accessibility and consistency of food recall information directed at consumers - enhance business to business communications about food recalls and withdrawals and - establish guidance on root cause analysis (RCA) procedures to be used by industry in the event of food withdrawals and recalls 2 It replaces the FSA Guidance Notes for Food Business Operators on Food Safety, Traceability, Product Withdrawal and Recall produced in 2007¹. 3 Project group members included representatives from the food industry, trade bodies, consumer, allergy and patient support organisations and enforcement authorities (see Annex A for membership). 4 FBOs are responsible for the safety of the food which they produce, distribute, store or sell, in particular FBOs must: - not place unsafe food on the market - comply with food law in the production, distribution, storage and sale of food - be able to trace the suppliers of their food and the business customers to whom they have supplied the food (i.e. one step back and one step forward) and - remove unsafe food from the market should a food safety incident arise 5 FBOs should therefore have adequate traceability and food withdrawal/recall systems in place as part of their Food Safety Management System to fulfil these requirements. FBOs may wish to seek advice from the enforcement authority with whom they are registered or approved, and/or their Primary/Home authority for assurance that any system developed for this purpose is appropriate and compliant. # Intended audience 6 The intended audience of this guidance is FBOs and UK food safety enforcement authorities, as outlined in the definitions. ¹ https://www.food.gov.uk/sites/default/files/media/document/fsa1782002guidance.pdf Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>5\</page_number> Purpose and scope of guidance # Purpose and scope of guidance 7 The purpose of this guidance is to support FBOs and UK food safety enforcement authorities in establishing and implementing effective food withdrawal/recall systems to respond to food safety incidents. The guidance applies to all FBOs and aims to clarify and, where appropriate, standardise procedures to identify and remove unsafe food from the market. 8 The guidance outlines food law requirements and clarifies the roles, responsibilities and expectations of the key stakeholders involved in the withdrawal/recall of unsafe food in the UK. 9 The guidance sets out the requirements in relation to food safety incidents, in accordance with Regulation (EC) No. 178/2002. It does not include animal feed (including pet food). However, FBOs may wish to adopt the principles within this guidance when dealing with non-safety (non-compliant) related food, food contact materials, or animal feed (including pet food) incidents. ## Legal status of guidance 10 This guidance has been produced to explain the legal requirements of Regulation (EC) No.178/2002\* in relation to food safety traceability, withdrawals and recalls and how compliance may be achieved. Best practice guidance has also been included. You are not required by law to follow best practice guidance. 11 The guidance is laid out in a format designed to allow businesses to consider their processes and whether their current or proposed arrangements comply with food law. It is laid out in the following format: - ‘The law’ – this quotes the relevant specific legal requirements. It is detailed at the start of the relevant section - ‘How to comply with the law’ – this outlines FSA and FSS guidance on how to comply with the law. Businesses may take a different approach to achieve compliance with the law, but it is advisable to discuss any alternative approach with enforcement authorities in advance - ‘Best practice’ – this outlines examples of good practices that businesses may want to implement. Businesses are not required by law to follow best practice. All guidance on best practice is identified in boxes with a heading of Best Practice: ## Best Practice All best practice guidance is clearly identified within this document by this style of format. ______________________________________________________________________ 2 https://eur-lex.europa.eu/legal-content/EN/TXT/HTML/?uri=CELEX:02002R0178-20180701&qid=153052843096&lang=EN 6 Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry EU Exit 12. This guidance should be read in conjunction with Regulation (EC) No. 178/2002, the Food Safety Act 1990³, associated domestic food law legislation⁴, EU Food Hygiene Regulations⁵, domestic food hygiene regulations⁶ and other specific legislation and guidance relating to food traceability and safety. 13 Guidance on legal requirements in this document cannot cover every situation and FBOs may need to refer to the relevant legislation to see how it applies in any given circumstance. FBOs with specific queries may wish to seek advice from their enforcement authorities or seek their own legal advice. # EU Exit 14 References in this guidance to EU law should be read, where necessary, as references to retained EU law as amended under the European Union (Withdrawal) Act 2018. 15 Guidance as to how that Act affects EU law is beyond the scope of this publication. FBOs and enforcement authorities are strongly encouraged to seek independent legal advice about their rights and obligations in connection with the Act, and EU Exit generally. # Definitions 16 A list of definitions of the key terms used throughout this guidance is provided in Annexe B. ______________________________________________________________________ 3 https://www.legislation.gov.uk/ukpga/1990/16/text/en/content. Equivalent legislation in NI is The Food Safety (NI) Order 1991 http://www.legislation.gov.uk/uksi/1991/762/text/en/content.\ 4 The General Food Law Regulations 2004 in Scotland and Wales - http://www.legislation.gov.uk/uksi/2004/3279/text/en/content/made/the Food Safety and Hygiene (England) Regulations 2013 in England - http://www.legislation.gov.uk/uksi/2013/2996/schedule/9/made and the General Food Regulations (NI) 2004 in NI – https://www.legislation.gov.uk/nir/2004/505/text/made\ 5 Regulation (EC) No. 852/2004 - https://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:02004R0852-20090924-EN-DOC&format=pdf&pdf=true\ 6 Regulation (EC) No. 853/2004 - https://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:02004R0853-20171123-EN-DOC&format=pdf&pdf=true\ 7 Regulation (EC) No. 854/2004 - https://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:02004R0854-20171018&lang=en\ 8 Regulation (EC) No. 855/2004 - https://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:02004R0855-20171123-EN-DOC&format=pdf&pdf=true\ 9 The Food Safety and Hygiene (England) Regulations 2013 - http://www.legislation.gov.uk/uksi/2013/2996/text/en/content/made, the Food Hygiene Regulations (Northern Ireland) 2006 - http://www.legislation.gov.uk/uksr/2006/3/text/en/content/made and the Food Hygiene (Scotland) Regulations 2006 - http://www.legislation.gov.uk/uksi/2006/3/text/en/content/made Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>7\</page_number> # Traceability ## The law Legal requirements: Article 18 of Regulation (EC) No. 178/2002 The traceability of food, …food-producing animals, and any other substance intended to be, or expected to be, incorporated into a food …shall be established at all stages of production, processing and distribution. Food …business operators shall be able to identify any person from whom they have been supplied with a food, …, a food-producing animal, or any substance intended to be, or expected to be, incorporated into a food … To this end, such operators shall have in place systems and procedures which allow for this information to be made available to the competent authorities on demand. Food …business operators shall have in place systems and procedures to identify the other businesses to which their products have been supplied. This information shall be made available to the competent authorities on demand. Food …which is placed on the market or is likely to be placed on the market in the Community shall be adequately labelled or identified to facilitate its traceability, through relevant documentation or information in accordance with the relevant requirements of more specific provisions. ## How to comply with the law 17 Each segment of the supply chain must be able to trace all the foods received by them and supplied by them (one step back and one step forward). This will include being able to trace, as required, the ingredients used to produce finished products. 18 In relation to food law, food retailers, including caterers, are not required to keep traceability information relating to sales to the final consumer (since consumers are not food businesses). Where a retailer knows that it is supplying directly to another food business, e.g. a catering outlet, traceability requirements must be adhered to. 19 Business actions necessary to comply with the law will depend on the individual business activities, and what is achievable for the business, but effective traceability allows for effective and efficient corrective actions to be taken should a food safety incident occur. It enables FBOs to target any withdrawals and/or recalls, to give information to enforcement authorities and can help minimise the level of disruption and scale of the withdrawal/recall to the business. \<page_number>8\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Traceability Key steps in developing food traceability systems <img>Icon of a clipboard with a checkmark.</img> Step 1. The system The FBO’s system must be able to trace food purchased from suppliers and sold to business customers (this does not include food that is sold directly to the consumer). <img>Barcode icon.</img> Step 2. Defining batches of food Defining batches of food is essential for good traceability and may help limit the amount of food to be withdrawn/recalled. In the event of a food safety incident, Regulation (EC) No. 178/2002 considers a whole batch, lot or consignment unsafe unless it can be demonstrated otherwise. <img>Search icon.</img> Step 3. Traceability information Traceability information for food one step back and one step forward in the supply chain is required by law. The following information should be available: - name and address of supplier/business customer (food retailers, including caterers, are not) - required to keep traceability information relating to sales to the final consumer - details of product, to enable its identification, and quantity in which supplied - the date of the transaction and delivery FBOs may choose to keep raw materials in their original packaging to enable retrieval of traceability information. In addition to the above, all FBOs that handle products of animal origin (POAO) or sprouted seeds must also comply with more specific food traceability requirements’. These are outlined in Annexe C. <img>File folder icon.</img> Step 4. Record keeping To ensure that an effective withdrawal/recall can be implemented in the event of a food safety incident, FBOs must have systems in place which allows traceability information to be made available. Traceability information can be found on a variety of documents, including invoices, delivery documents or receipts. FBOs should keep this information in a way that makes it easy to check back to see where a product came from and forward to check who has been supplied. Records are not required where the food is supplied directly to the consumer. Where accurate information can be retrieved quickly it may help minimise the scale of the withdrawal/recall and the impact on public health. It is for FBOs to determine how long they need to keep traceability information unless specific food regulations state a defined period. The period should be appropriate for the nature and product life span of the food, and the circumstances under which they may be required to produce traceability information. 7 Commission implementing Regulation (EU) No 931/2011 https://eur-lex.europa.eu/legal-content/EN/TXT/?qid=1540268090658&uri=CELEX:3201R0931:lst:en:PDF https://eur-lex.europa.eu/legal-content/EN/TXT/?qid=1540268887876&uri=CELEX:3201R0928:lst:en:PDF Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>9\</page_number> Traceability Best Practice The system - It is recommended that FBOs confirm that the suppliers that they trade with also have effective traceability systems and procedures in place Traceability information - Additional information, such as internal process traceability enables better visibility of the FBO’s whole supply chain. Internal traceability systems can assist FBOs in quickly identifying how raw materials and ingredients are stored, used and handled once on site. Examples of process traceability information include: - identification of a product batch - application of a unique batch code identifier to all packs of that particular batch and internal documentation - recording of batch codes of all ingredients used in the production of that batch of product - recording of production and quality information relating to the product batch – examples include: - product name - product batch code - date of production - time of start and end of production (where appropriate) - product size - food contact packaging - number of packs per case - number of cases - linking the product batch code to all raw materials used in its production Record keeping - Unless there are legal requirements on the minimum period traceability information must be kept, it is best practice to maintain traceability information on pre-packed foods for the shelf life of the food plus 12 months as a minimum. Traceability requirements for foods pre-packed for direct sale, loose foods and foods served as a meal should be considered on a case by case basis, in consultation with the enforcement authority Review of traceability systems - Periodic review of business practices will help ensure that traceability systems remain effective, and that information can be provided in a timely manner. FBOs may wish to carry out a periodic review of their practices. Traceability systems should be reviewed at least on an annual basis, or sooner if there has been a significant change within a business e.g. change of supplier. It is recommended that checks are carried out on supplier and business customer traceability (customer traceability is not required for FBOs selling directly to consumers) \<page_number>10\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Making a decision to withdraw or recall food # Making a decision to withdraw or recall food The law Legal requirements: Articles 14 and 19 of Regulation (EC) No. 178/2002 Food shall not be placed on the market if it is unsafe. In determining whether any food is unsafe, regard shall be had: (a) to the normal conditions of use of the food by the consumer and at each stage of production, processing and distribution, and (b) to the information provided to the consumer, including information on the label, or other information generally available to the consumer concerning the avoidance of specific adverse health effects from a particular food or category of foods. In determining whether any food is injurious to health, regard shall be had: (a) not only to the probable immediate and/or short-term and/or long-term effects of that food on the health of a person consuming it, but also on subsequent generations; (b) to the probable cumulative toxic effects; (c) to the particular health sensitivities of a specific category of consumers where the food is intended for that category of consumers. In determining whether any food is unfit for human consumption, regard shall be had to whether the food is unacceptable for human consumption according to its intended use, for reasons of contamination, whether by extraneous matter or otherwise, or through putrefaction, deterioration or decay. If a food business operator considers or has reason to believe that a food which it has imported, produced, processed, manufactured or distributed is not in compliance with the food safety requirements, it shall immediately initiate procedures to withdraw the food in question from the market where the food has left the immediate control of that initial food business operator and inform the competent authorities thereof. Where the product may have reached the consumer, the operator shall effectively and accurately inform the consumers of the reason for its withdrawal, and if necessary, recall from consumers products already supplied to them when other measures are not sufficient to achieve a high level of health protection. ______________________________________________________________________ Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>11\</page_number> Making a decision to withdraw or recall food How to comply with the law 20 In the event of a food incident, where the food has left the immediate control of the business, FBOs are required to determine if the food is unsafe and whether a withdrawal and/or recall is necessary. 21 The decision tree below outlines a process for establishing if food is unsafe and the necessary actions to take. Businesses are required to inform their enforcement authority where they consider or have reason to believe that the food is unsafe, and so they should have open dialogue with their enforcement authority during this process. <img> A decision tree diagram. The top node asks "Is it clear from food safety regulations that the food is unsafe?". If "Yes", then "Action a withdrawal" is taken. If "No", then "Carry out risk assessment" is taken. If "Carry out risk assessment", then: - If "Has the food reached consumers?" is "Yes", then "Is a withdrawal sufficient to protect public health?" is asked. If "Yes", then "Recall not required" is taken. If "No", then "Action a recall" is taken. - If "Has the food reached consumers?" is "No", then "Recall not required" is taken. If "Action a withdrawal" is taken, then: - If "Is a withdrawal sufficient to protect public health?" is "Yes", then "Recall not required" is taken. If "No", then "Action a recall" is taken. </img> - Where food has not been produced, handled, processed or stored in accordance with food safety legislation the risk assessment should take this into consideration when determining if the food is, or likely to be, unsafe. \<page_number>12\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Making a decision to withdraw or recall food Performing a risk assessment 22 In some cases, FBOs may be able to easily identify that a food is unsafe due to the exceedance of specified food safety regulatory limits. However, not all hazards that might be found in food are specified in food safety regulations, for example, contamination of food from foreign objects (e.g. glass). The key is that once a hazard of any kind has been identified in food, FBOs should assess the risk it presents to consumers. 23 The assessment of the associated risk should take into account the factors in Article 14 of Regulation (EC) No. 178/2002. 24 FBOs are responsible for carrying out risk assessments and making decisions regarding the safety of the food. Technical expertise may be required in carrying out a risk assessment to understand the hazards involved and the adverse effects that can arise if consumed. FBOs may need to seek advice from technical experts or work with their enforcement authority to either verify their risk assessment or determine the information needed and steps necessary to carry out an effective assessment. 25 A risk assessment should include the following: - hazard identification: identifying known or potential health effects associated with a particular food - hazard characterisation: the qualitative and/or quantitative evaluation of the nature of the adverse effect - exposure assessment: the qualitative and/or quantitative evaluation of the likely intake of the particular food and - risk characterisation: the integration of hazard identification, hazard characterisation and exposure assessment to estimate the risk and its associated uncertainties 26 As part of the risk assessment, consideration should be given to the intended use of the food, e.g., it is ready to eat, the target consumer group of the food and the potential risk and sensitivities associated with that group in consuming that food. 27 An example of considerations for completing a risk assessment is outlined in Annexe D. <table> <tr> <td style="vertical-align:top;"> Best Practice <br> Risk assessment <br> * Record the outcomes from a risk assessment, the decisions made, and actions taken along with supporting information. </td> <td style="text-align:right;"></td> </tr> </table> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>13\</page_number> Planning for a food withdrawal/recall # Planning for a food withdrawal/ recall 28 There are a number of actions that often need to be carried out simultaneously during a food withdrawal/recall, so advance planning is essential. An example of how a food business can plan for a food withdrawal/recall is outlined in Annexe E. ## Initiating and managing a food withdrawal/recall ### The law Legal requirements: Article 19 of Regulation (EC) No. 178/2002 If a food business operator considers or has reason to believe that a food which it has imported, produced, processed, manufactured or distributed is not in compliance with the food safety requirements, it shall immediately initiate procedures to withdraw the food in question from the market where the food has left the immediate control of that initial food business operator and inform the competent authorities thereof. Where the product may have reached the consumer, the operator shall effectively and accurately inform the consumers of the reason for its withdrawal, and if necessary, recall from consumers products already supplied to them when other measures are not sufficient to achieve a high level of health protection. A food business operator shall immediately inform the competent authorities if it considers or has reason to believe that a food which it has placed on the market may be injurious to human health. Operators shall inform the competent authorities of the action taken to prevent risks to the final consumer … ### How to comply with the law 29 Where it is necessary to initiate a food withdrawal/recall there are a number of key aspects that need to be considered to manage the process, such as those outlined below. \<page_number>14\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Initiating and managing a food withdrawal/recall Information gathering 30 Gathering information regarding the food safety incident, including details of the food, the nature of the hazard and the extent of the problem is important so that effective risk management decisions can be made. 31 This information can come from a variety of sources, both internal and external, including: - production records - sales records - employees - suppliers - business customers - audit - sampling analysis - complaints and - enforcement authorities Notification procedures 32 When FBOs initiate a food withdrawal/recall due to food safety issues, it must be communicated as soon as possible to be effective. A written plan for carrying out a withdrawal/recall will help ensure effective action is taken. 33 FBOs must notify: - their enforcement authorities and the FSA/FSS - their suppliers and business customers (including brand owners) - consumers (only in the case of a recall) Notification to enforcement authorities and FSA/FSS 34 FBOs are required to notify their enforcement authority and FSA/FSS of a food safety incident if they believe that they have placed food on the market that may be unsafe. This notification information is outlined in a communication template in Annexe F which can be used by FBOs for notifying enforcement authorities. 35 Established reporting mechanisms should be used when notifying FSA/FSS(^8). 36 Notification should not be delayed. If all the information is not readily available, provide what details are available. Notification to suppliers and business customers 37 FBOs must notify suppliers, where implicated, and affected business customers (including brand owners) of the food incident and the actions to be taken in handling the affected food (e.g.(^9)... ______________________________________________________________________ 8 http://incidents.foodapps.co.uk/login.aspx 9 https://www.foodstandards.gov.scot/business-and-industry/scottish-food-crime-and-incidents-unit/food-incidents/reporting-a-food-incident-guidance Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>15\</page_number> Initiating and managing a food withdrawal/recall return or disposal). Procedures should be set up to outline methods of communication to ensure that unsafe food is removed from the supply chain and recalled from consumers if necessary. Guidance for FBOs on trade to trade communications is outlined in Annexe G. Notification to consumers 38 Information provided to consumers should be accurate and the communication method effective in informing them of the food recall and action to take. See Annexe H for key principles and best practice templates that may be used when communicating with consumers. Monitoring progress of a food withdrawal/recall 39 Communication should be maintained between FBOs, enforcement authorities and business customers throughout the incident. Handling of unsafe food 40 After a food withdrawal/recall, FBOs may have to deal with unsafe food. 41 To ensure the control of food deemed unsafe, FBOs should consider the following: - storing unsafe food away from non-affected food in a quarantined area - labelling of quarantined food and - maintaining accurate traceability and disposal records of recovered unsafe food Making unsafe food safe 42 It may be possible for FBOs to re-work or re-label unsafe food that makes it safe and compliant with food law, e.g. re-labelling a product with correct allergen information. FBOs must seek agreement from their enforcement authority before any food that has been previously recalled or withdrawn is re-worked or re-labelled. Disposal of unsafe food 43 If it is not possible to make the unsafe food safe, it must be treated as food waste. If the unsafe food contains POAO, FBOs should deal with it in accordance with the Animal By-Product Regulations¹⁰ or other relevant waste disposal legislation. FBOs should have regard to any required certification that needs completing. 44 For more information on the disposal of waste, FBOs may wish to seek advice from the relevant waste enforcement body¹¹ or their waste contractor. ______________________________________________________________________ 10 Regulation (EC) No. 1069/2009 https://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:02009R1069-20141011&from=EN 11 Animal and Plant Health Agency (APHA) and Local Authorities in England and Wales, DAERA in NI and SEPA in Scotland. \<page_number>16\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Initiating and managing a food withdrawal/recall Best Practice Notification procedures - Consumer, allergy and patient support organisations maintain contact details for vulnerable individuals (e.g. people with a food allergy, intolerance or sensitivity) and can contact these consumers to notify them of recall information. For incidents where food is being recalled due to allergen issues, FBOs should notify the relevant consumer, allergy and patient support organisations, as appropriate. - Allergy UK (all 14 allergens)(^{12}) - Anaphylaxis Campaign (all 14 allergens)(^{13}) - Coeliac UK (cereals containing gluten - wheat, barley, rye and oats and products thereof)(^{14}) Monitoring progress of a food withdrawal/recall - In order to monitor the progress of the withdrawal/recall, FBOs could reconcile food removed from the market against known quantities of affected food distributed. It may not be possible to reconcile the full quantity of affected product, however monitoring the quantity of product removed from the market will give information about any additional actions that may be required to re-iterate the messages or to indicate when the withdrawal/recall has been completed Handling of unsafe food - Keep all unsafe food at a central site Closing a food withdrawal/recall - The cause of the incident, the level of public health risk and the mitigating action that has been taken to reduce/remove the immediate risk will inform when a food withdrawal/recall can be closed Reviewing the food withdrawal/recall - To assess the effectiveness of a food withdrawal/recall FBOs should carry out a review of their actions. If a food business has developed a food withdrawal/recall plan the review may be done in accordance with its review procedure, but should consider: - robustness of the withdrawal/recall plan and procedures - effectiveness of communications - timeliness of actions taken - roles and responsibilities - incident key decision log - appraisal of decisions made - timelines - future improvements (^{12}) https://www.allergyuk.org/ (^{13}) https://www.anaphylaxis.org.uk/ (^{14}) https://www.celiac.org.uk/home/ Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>17\</page_number> Initiating and managing a food withdrawal/recall Root cause analysis (RCA) - Following a food safety incident, FBOs are advised to undertake a RCA to determine the reason(s) why the food withdrawal or recall occurred. This will enable the identification of corrective actions which, in turn, will help to mitigate reoccurrence of the food safety incident. FBOs can liaise with enforcement authorities in carrying out RCA. - RCA is a method that can be used to determine how and why food safety issues occur, allowing more effective long-term preventative actions to be identified and applied. The analysis performed should identify the initial cause that led to the food withdrawal/recall and the stage at which intervention could be implemented to prevent future recurrence. - The findings of the RCA can be used to review the business’s Food Safety Management System (FSMS) to ensure that it remains appropriate and effective. The FSMS is a holistic system of prevention, preparedness and own-check activities to manage food safety and hygiene in a food business, including the traceability and recall of unsafe food. - Background information on RCA is detailed in Annexe I. \<page_number>18\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Roles and responsibilities of those involved in a withdrawal/recall Legal requirements: Article 19 of Regulation (EC) No. 178/2002 If a food business operator considers or has reason to believe that a food which it has imported, produced, processed, manufactured or distributed is not in compliance with the food safety requirements, it shall immediately initiate procedures to withdraw the food in question from the market where the food has left the immediate control of that initial food business operator and inform the competent authorities thereof. Where the product may have reached the consumer, the operator shall effectively and accurately inform the consumers of the reason for its withdrawal, and if necessary, recall from consumers products already supplied to them when other measures are not sufficient to achieve a high level of health protection. A food business operator responsible for retail or distribution activities which do not affect the packaging, labelling, safety or integrity of the food shall, within the limits of its respective activities, initiate procedures to withdraw from the market products not in compliance with the food-safety requirements and shall participate in contributing to the safety of the food by passing on relevant information necessary to trace a food, cooperating in the action taken by producers, processors, manufacturers and/or the competent authorities. Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>19\</page_number> Roles and responsibilities of those involved in a withdrawal/recall How to comply with the law FBOs initiating a food withdrawal/recall - 45 Any FBO in a food supply chain could be responsible for initiating a food withdrawal/recall, depending on where in the chain the food safety incident is identified. There may be more than one FBO involved and FBOs may need to refer to commercial agreements with brand owners regarding roles and responsibilities. - 46 The table below outlines the actions to be taken by FBOs initiating a food withdrawal/recall as a result of a food safety incident: <table> <thead> <tr> <th>Actions</th> <th>Withdrawal</th> <th>Recall</th> </tr> </thead> <tbody> <tr> <td>Immediately stop supplying the affected food and, if appropriate, notify the supplier</td> <td>☑</td> <td>☑</td> </tr> <tr> <td>Immediately notify their enforcement authority, FSA/FSS and business customers (including brand owners), providing information about the food safety incident, why the food is being withdrawn (if the unsafe food has not yet reached the consumer) or recalled (if the unsafe food has reached the consumer) and action taken/proposed</td> <td>☑</td> <td>☑</td> </tr> <tr> <td>Provide advice to business customers on action to be taken to withdraw/recall food and prevent further supply, which could be in addition to business customers own procedures</td> <td>☑</td> <td>☑</td> </tr> <tr> <td>If appropriate, prepare communication to consumers (i.e. ‘Point of Sale’ (POS) recall notifications for consumers) and send it to all relevant business customers</td> <td>n/a</td> <td>☑</td> </tr> <tr> <td>Make arrangements with business customers for the return/disposal of the unsafe food in an appropriate manner</td> <td>☑</td> <td>☑</td> </tr> <tr> <td>Ensure unsafe food is clearly identified, handled, re-worked/re-labelled effectively (if salvageable) or disposed of in accordance with corresponding waste requirements</td> <td>☑</td> <td>☑</td> </tr> <tr> <td>Keep all relevant parties informed throughout the withdrawal/recall process</td> <td>☑</td> <td>☑</td> </tr> </tbody> </table> \<page_number>20\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Roles and responsibilities of those involved in a withdrawal/recall Non-retail FBOs receiving notification of a food withdrawal/recall 47 Non-retail FBOs receiving notification from another FBO of a food withdrawal/recall may include manufacturers, distributors, importers, wholesalers and brokers (retailers are covered in the section below). 48 The table below outlines the actions to be taken by the receiving non-retail FBOs after notification of a food withdrawal/recall: <table> <tr> <td>Actions</td> <td>Withdrawal</td> <td>Recall</td> </tr> <tr> <td>Liaise with the FBO initiating the withdrawal/recall in relation to the affected food and remove the affected batch of unsafe food from the supply chain, ensuring it is clearly identified and kept separate from non-affected food</td> <td>☑</td> <td>☑</td> </tr> <tr> <td>Contact business customers that have received the affected food from them and provide advice on withdrawal/recall action. This advice should be in line with the information received from the FBO initiating the withdrawal/recall</td> <td>☑</td> <td>☑</td> </tr> <tr> <td>Send POS recall notification to business customers as received from FBO initiating the recall or if appropriate, prepare own POS recall notification</td> <td>n/a</td> <td>☑</td> </tr> <tr> <td>Return the affected food to the FBO or dispose of it, if requested and in accordance with corresponding waste (taking direction from the FBO who has initiated the withdrawal/recall)</td> <td>☑</td> <td>☑</td> </tr> </table> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>21\</page_number> Roles and responsibilities of those involved in a withdrawal/recall Retail FBOs receiving notification of a food withdrawal/ recall (including catering businesses selling prepacked food) 49 This section is for retailers, where activity is limited to purchasing food products and selling them directly to the consumer. It also includes caterers where prepacked food is sold to take away. 50 Where retailers sell a branded product that is subject to withdrawal/recall, they should co-operate as necessary with the FBO responsible for the management of the incident. 51 The table below outlines the actions to be taken by retailers: <table> <tr> <td>Actions</td> <td>Withdrawal</td> <td>Recall</td> </tr> <tr> <td>Remove all unsafe food from sale or supply chain and ensure it is stored separately from other non-affected food</td> <td>☑</td> <td>☑</td> </tr> <tr> <td>Issue POS recall notification to stores (where applicable) and inform consumers of a recall (where appropriate using material provided by FBO initiating the recall) and facilitate the retrieval of the unsafe food</td> <td>n/a</td> <td>☑</td> </tr> <tr> <td>If appropriate, accept returns of the affected food from consumers, clearly identify and store such food separately from non-affected food</td> <td>n/a</td> <td>☑</td> </tr> <tr> <td>Return the affected food to the FBO or dispose of it, if requested and in accordance with corresponding waste requirements (taking direction from the FBO who has initiated the withdrawal/recall)</td> <td>☑</td> <td>☑</td> </tr> </table> \<page_number>22\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Roles and responsibilities of those involved in a withdrawal/recall Caterers receiving notification of a food withdrawal 52 Caterers must ensure that unsafe food is not sold or served to consumers as part of the food service. 53 The table below outlines the actions to be taken by FBOs in relation to food served in service: <table> <tr> <td>Actions</td> <td>Withdrawal</td> <td>Recall</td> </tr> <tr> <td>Ensure that the unsafe food is removed, clearly identified, kept separately from non-affected food and not used in service</td> <td>☑</td> <td>n/a</td> </tr> <tr> <td>Return the affected food to the FBO or dispose of it, if requested and in accordance with corresponding waste requirements (taking direction from the FBO who has initiated the withdrawal/recall)</td> <td>☑</td> <td>n/a</td> </tr> </table> Enforcement authorities 54 Enforcement authorities are responsible for protecting public health and verifying FBO compliance with food law. Enforcement authorities should: - set up and implement a documented procedure for dealing with food incidents - provide advice to FBOs in a timely manner to assist in risk assessment and control measures regarding the food safety incident - provide advice on withdrawal/recall actions to be taken - check that FBOs have removed affected food from sale and have issued a consumer notification to recall any affected food that has been sold to consumers, as appropriate - liaise with the Primary/Home authority, if appropriate, in exercising regulatory functions - oversee the re-working/re-labelling or disposal of the unsafe food (in line with the requirements laid down in the Food Law Code of Practice16 or the Manual of Official Controls16 [or equivalent]) - notify FSA/FSS, when required, via FSA/FSS incidents team mailbox, direct contact or FSA/FSS website17 - ensure that FBOs take action in accordance with any advice issued by FSA/FSS ______________________________________________________________________ 15 England Food Law CoP - https://signin.niams.org/files/display_inline/45497 Wales Food Law CoP - https://signin.niams.org/files/display_inline/48645/Wales-Food-Law-Coe-of-Practice---August-2018-02082018.pdf NI Food Law CoP - https://signin.niams.org/files/display_inline/45498 FSS Food Standards Scotland - https://www.foodstandards.gov.scot/publications-and-research/publications/food-law-code-of-practice-scotland-2019 16 FSS England and Wales MOC - https://www.food.gov.uk/business-guidance/manual-for-official-controls DAERA VPHP MOC - https://www.daera-na.gov.uk/publications/manual-official-controls-vphp FSS MOC – https://www.foodstandards.gov.scot/publications-and-research/publications/manual-for-official-controls 17 England - FoodIncidents@food.gov.uk / Tel: 020 7276 8448, Wales - Wales FoodIncidents@food.gov.uk / Tel: 029 826 67891, NI - incidents@food.gov.uk / Tel: 02890 417700, Scotland - incidents@fss.scot / Tel: 01 1223 33333 FSS website – http://incidents.foodapp.co.uk/login.aspx FSS website – https://www.foodstandards.gov.scot/business-and-industry/scottish-food-crime-and-incidents-unit/food-incidents Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>23\</page_number> Roles and responsibilities of those involved in a withdrawal/recall 55 Enforcement authorities are responsible for taking the appropriate enforcement action if FBOs are not complying with food law. In accordance with Article 54 of Regulation (EC) No. 882/2004,18 enforcement authorities have the power to order a withdrawal/recall of a food if FBOs do not fulfil their legal obligations regarding the safety of food. The authority also has the power to detain, seize and dispose of food deemed unsafe. Primary and Home authorities (where applicable) 56 The role of a Primary/Home authority is to: - work in partnership with FBOs or with a co-ordinator supporting a group of FBOs (e.g. trade associations) to co-ordinate their regulation and support compliance, including providing advice when dealing with food incidents - act as a key point of contact in respect of a Primary/Home authority partner FBO and source of information for FBOs, co-ordinators and local authorities - provide support to local authorities to determine actions to be taken when dealing with food incidents - guide local authorities on how they interact with partnering FBOs Central competent authorities (FSA and FSS) 57 FSA and FSS have the responsibility for public health protection and are the central competent authority for food safety in the UK. FSA and FSS have a role in: - co-ordinating national and international food withdrawals/recalls – being the central point of contact - co-ordinating activities in the case of unsafe food being exported from the UK to other countries - liaising with relevant enforcement authorities/Primary or Home authority regarding food withdrawals/recalls - where appropriate, liaising with FBOs involved in food safety withdrawal/recall and co-ordinating response when multiple FBOs are involved - liaising with other relevant stakeholders, as required, during food incidents - overseeing the risk assessment and risk management of food safety incidents, where appropriate - providing information to the public about the food recall on its website, via email/SMS alert and social media - where appropriate, providing information to the public about a food safety withdrawal 18 Regulation (EC) No. 882/2004 on official controls performed to ensure the verification of compliance with feed and food law, animal health and animal welfare rules – https://eur-lex.europa.eu/legal-content/EN/TXT/ PDF/fun=CELEX:02004R0882:20180701&oid=1545139845271&from=EN 19 https://www.legislation.gov.uk/ukpga/2008/13/contents \<page_number>24\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Roles and responsibilities of those involved in a withdrawal/recall Consumer, allergy and patient support organisations 58 Consumer, allergy and patient support organisations have a role to play in ensuring their members/supporters are kept informed on issues of interest to them, including food incidents that may pose a risk to their health. 59 On receipt of a notification of a food recall relating to their area of interest, consumer, allergy and patient support organisations can: - issue an email alert to signed up members/supporters - provide information on the food recall and necessary action on their website - publish information about the food recall on social media Best Practice <table> <thead> <tr> <th colspan="3">FBOs initiating a food withdrawal/recall</th> </tr> <tr> <th>Actions</th> <th>Withdrawal</th> <th>Recall</th> </tr> </thead> <tbody> <tr> <td>If appropriate, prepare additional communications material e.g. Q&A for consumers and send it to all relevant business customers</td> <td>n/a</td> <td>☑</td> </tr> <tr> <td>Check that the information has been received by business customers, and action is being taken to withdraw/recall the food</td> <td>☑</td> <td>☑</td> </tr> <tr> <td>Maintain appropriate records and monitor the withdrawal/recall process</td> <td>☑</td> <td>☑</td> </tr> <tr> <td>Carry out a review to determine the cause of the food safety incident (e.g. RCA) and implement corrective measures that may be shared with the enforcement authority</td> <td>☑</td> <td>☑</td> </tr> <tr> <td>Review the effectiveness of the withdrawal/recall and document the outcomes and any action points</td> <td>☑</td> <td>☑</td> </tr> </tbody> </table> Enforcement authorities Where FBOs have carried out a review to determine the cause of the food safety incident and have implemented corrective actions, verify that this has been done and share the information with FSA/FSS Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>25\</page_number> Annexe A: Food Recalls Steering Group and Working Group Members Acknowledgement is given to the following organisations that were involved in the development of this guidance as members of the Food Recalls Steering Group and/or Working Groups: - Aberdeen City Council - Allergy UK - Anaphylaxis Campaign - Anthony, Rowcliffe & Son - Argyll and Bute Council - Asda - Association of Convenience Stores - Bart Ingredients - Belfast City Council - Braintree District Council - BRC Global Standards - British Federation of Frozen Foods - British Retail Consortium - Cambridge City Council - Camden BRI - Chartered Institute of Environmental Health - Chartered Trading Standards Institute - Chilled Foods Association - City of Edinburgh Council - Coeliac UK - Co-op - Cranswick Foods - Cropwell Bishop Creamery - Department for Business, Energy Industrial Strategy - Federation of Wholesale Distributors - Food and Drink Federation - Food Standards and Labelling Focus Group - Fresh Produce Consortium - Gluten Free Industry Association - Greencore - GSI - Mendip District Council - Mondelez - Morning Foods - National Food Hygiene Focus Group - Neal's Yard Dairy - Nestlé - Ocado - Oscar Mayer - PepsiCo - Premier Foods - Provision Trade Federation - SALSA - Scottish Food Enforcement Liaison Committee - Southwark Council - Specialist Cheese Makers Association - Tesco - UK Hospitality - Which? - Wrexham County Borough Council - Wycombe District Council \<page_number>26\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry # Annexe B: Definitions This annexe outlines the definitions of the key terms set out in the guidance document. ‘brand’ – a product manufactured by a FBO under a particular name in order to define it in the eyes of the consumer ‘business customer’ – a food business who buys food from another food business ‘central competent authority’\* – the central authority of a Member State competent for the organisation of official controls or any other authority to which that competence has been conferred; it shall also include, where appropriate, the corresponding authority of a third country ‘consumer’ – anyone that consumes food or obtains food for their own domestic use ‘consumer, allergy and patient support organisation’ – an organisation that has a role in keeping their members/supporters informed of relevant food safety issues. Examples include Coeliac UK, Allergy UK and Anaphylaxis Campaign ‘durability date’\\\* – the date of minimum durability of a food until which the food retains its specific properties when properly stored ‘enforcement authority’ – the authority which is responsible for enforcing food law. For registered businesses this will be the local or port health authority when the establishment is registered. For approved businesses it will be the authority that granted the approval ‘food’\\\\ or (‘foodstuff’) – any substance or product, whether processed, partially processed or unprocessed, intended to be, or reasonably expected to be ingested by humans. ‘Food’ includes drink, chewing gum and any substance, including water, intentionally incorporated into the food during its manufacture, preparation or treatment. It includes water after the point of compliance as defined in Article 6 of Directive 98/83/EC and without prejudice to the requirements of Directives 80/778/EEC and 98/83/EC ‘Food’ does not include: (a) feed (b) live animals unless they are prepared for placing on the market for human consumption (c) plants prior to harvesting (d) medicinal products within the meaning of Council Directives 65/65/EEC and 92/73/EEC (e) cosmetics within the meaning of Council Directive 76/768/EEC (f) tobacco and tobacco products within the meaning of Council Directive 89/622/EEC (g) narcotic or psychotropic substances within the meaning of the United Nations Single Convention on Narcotic Drugs, 1961, and the United Nations Convention on Psychotropic Substances, 1971 (h) residues and contaminants Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>27\</page_number> Annexe B: Definitions For the purposes of this guidance the term food has been further categorised: - ‘prepacked food’ – food and the packaging into which it was put before being offered for sale, whether such packaging encloses the food completely or only partially, but in any event in such a way that the contents cannot be altered without opening or changing the packaging - ‘prepacked for direct sale’ – food that is packed at the same premises from which it is being sold - ‘loose food’ – food that is sold or displayed without packaging – for example, ice cream displayed in a freezer and served into a tub ‘food business\\’ – any undertaking, whether for profit or not and whether public or private, carrying out any of the activities related to any stage of production, processing and distribution of food ‘food business operator\\’ (FBO) – the natural or legal persons responsible for ensuring that the requirements of food law are met within the food business under their control ‘food (safety) incident’ – any event where, based on the information available, there are concerns about actual or suspected threats to the safety of food that could require intervention to protect consumers’ interests ‘food law\\’ – the laws, regulations and administrative provisions governing food in general, and food safety in particular, whether at Community or national level; it covers any stage of production, processing and distribution of food ‘food safety management system’ – a systematic approach to controlling food safety hazards within a food business in order to ensure that food produced is safe to eat ‘food withdrawal/recall plan’ – a written document detailing a food business’ food withdrawal/recall system for withdrawing or recalling unsafe food ‘hazard’ – a biological, chemical (including allergens) or physical agent in, or condition of, food with the potential to cause an adverse health effect ‘home authority’ – a scheme set up to help businesses in the UK to comply with legislation by providing advice, guidance and information. It assists businesses that have outlets in more than one local authority area ‘placing on the market\\’ – the holding of food for the purpose of sale, including offering for sale or any other form of transfer, whether free of charge or not, and the sale, distribution, and other forms of transfer themselves ‘primary authority’ – as provided for in section 23A of the Regulatory Enforcement and Sanctions Act 2008, is a local authority that has formed a partnership with a business or co-ordinator and is nominated by the Secretary of State to exercise certain functions through that partnership. This currently only applies in England and Wales ‘product batch’ – a defined quantity of product processed in one process or series of processes so that it could be expected to be homogeneous ‘products of animal origin† [POAO] – - food of animal origin, including honey and blood \<page_number>28\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Annexe B: Definitions - live bivalve molluscs, live echinoderms, live tunicates and live marine gastropods intended for human consumption - other animals destined to be prepared with a view to being supplied live to the final consumer ‘recall’ – the process by which unsafe food is removed from the supply chain and consumers are advised to take appropriate action, for example to return or dispose of the unsafe food ‘retail’\\\* – the handling and/or processing of food and its storage at the point of sale or delivery to the final consumer, and includes distribution terminals, catering operations, factory canteens, institutional catering, restaurants and other similar food service operations, shops, supermarket distribution centres and wholesale outlets ‘retail activities’ can be further categorised and defined in this guidance as: - ‘food retailers’ – businesses that sell food to consumers, such as supermarkets and e-commerce, but covers any other business that sells or gives food to consumers whether for profit or not - ‘catering’ – all businesses providing food to consumers, including pubs, restaurants, leisure businesses, cafés, hotels, fast food and take-away outlets, mobile vendors, public sector catering and food service sector ‘risk’\\\* – a function of the probability of an adverse health effect and the severity of that effect, consequential to a hazard ‘risk assessment’\\\* – a scientifically based process consisting of four steps: hazard identification, hazard characterisation, exposure assessment and risk characterisation ‘risk management’\\\* – the process, distinct from risk assessment, of weighing policy alternatives in consultation with interested parties, considering risk assessment and other legitimate factors, and, if need be, selecting appropriate prevention and control options ‘root cause analysis’ (RCA) – an assessment to determine the initiating cause of the food safety incident ‘sprouted seeds’ – the product obtained from the germination of seeds and their development in water or another medium, harvested before the development of true leaves and which is intended to be eaten whole, including the seed – e.g. fenugreek seeds ‘traceability’\\\* – the ability to trace and follow a food, feed, food-producing animal or substance intended to be, or expected to be incorporated into a food or feed, through all stages of production, processing and distribution ‘unsafe food’\\\* – food that is considered to be injurious to health or unfit for human consumption ‘withdrawal’ – the process by which unsafe food is removed from the supply chain, where unsafe food has not yet reached the consumer \* Definition laid down in Regulation (EC) No. 882/2004 \\ Definition laid down in Regulation (EU) No. 1169/2011 \\\* Definitions laid down in Regulation (EC) No. 178/2002 † Definition laid down in Regulation (EC) No. 853/2004 Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>29\</page_number> # Annexe C: Specific food traceability requirements In addition to the mandatory traceability requirements as outlined in Regulation (EC) No. 178/2002, all FBOs that handle product of animal origin (POAO) or sprouted seeds must make the following information available to the enforcement authority on demand: ## Products of animal origin (POAO) - an accurate description of the food - the volume or quantity of the food - the name and address of the FBO from which the food has been dispatched - the name and address of the consignor (owner), if different from the FBO, from which the food has been dispatched - the name and address of the FBO to whom the food is dispatched (if applicable) - the name and address of the consignee (owner), if different from the FBO, to whom the food is dispatched (if applicable) - a reference identifying the lot, batch or consignment, as appropriate and - the date of dispatch (if applicable) ## Sprouted seeds - an accurate description of the seeds or sprouts, including the taxonomic name of the plant - the volume or quantity of the seeds or sprouts supplied (if applicable) - where the seeds or sprouts had been dispatched from another FBO, the name and address of: - (i) the FBO from which the seeds or sprouts have been dispatched - (ii) the consignor (owner) if different from the FBO from which the seeds or sprouts have been dispatched - the name and address of the FBO to whom the seeds or sprouts are dispatched (if applicable) - the name and address of the consignee (owner), if different from the FBO to whom the seeds or sprouts are dispatched (if applicable) - a reference identifying the batch, as appropriate and - the date of dispatch (if applicable) This additional information is not required for sprouted seeds after they have undergone a treatment that eliminates microbiological hazards. \<page_number>30\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Annexe C: Specific food traceability requirements Traceability information of products of animal origin and sprouted seeds must be updated daily. FBOs handling certain food products of animal origin, e.g. fish products and beef may also be required to comply with specific traceability and labelling requirements laid down in sector specific legislation. Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>31\</page_number> Annexe D: Example of microbiological risk assessment considerations Points that may be considered in microbiological risk assessments NOTE: this is not an exhaustive list of all points that need to be included in a risk assessment and not all points may be applicable/relevant, as it will depend on the type of food safety incident. Hazard identification - definition of the hazard and the food product(s) it is linked to - levels of the hazard present in the food and notable results from laboratory reports - species and/or serotype if known and relevant Exposure assessment - the population at risk and whether any particular groups, including vulnerable groups, are of particular concern - dose consumed - prevalence of contamination in the batch - shelf-life of product(s) involved and potential for frozen storage which would extend shelf-life - any cooking instructions and whether these would be sufficient to destroy the hazard - any other processing or handling of the product which could increase or decrease risk - cross-contamination potential - distribution; large or small scale, and types of establishments the affected food product is sent to - quantities of the affected food product that has been sold/used - possibility of other batches or products being affected Hazard characterisation - symptoms caused by hazard and severity of illness or injury - incubation period - infectious dose - dose-response relationship \<page_number>32\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Annexe D: Example of microbiological risk assessment considerations - evidence of outbreaks/illness associated with hazard (and food product) Risk characterisation - combining the qualitative or quantitative information of the previous components to produce a risk estimation and estimation of overall uncertainty - the probability and severity of illness or injury occurring, taking into account the given population(s) - list of uncertainties Further information can be found at: https://www.who.int/foodsafety/risk-analysis/riskassessment/en/ Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>33\</page_number> Annexe E: Planning for a food withdrawal/recall It is recommended that FBOs develop a food withdrawal/recall plan as part of their Food Safety Management System. It can help FBOs when dealing with food incidents and can include procedures and documentation that can facilitate an effective food withdrawal/recall. An example of a food withdrawal/recall plan may include procedures and documentation such as: - list of team members involved in implementing the plan - definition of team member roles and responsibilities - contact details - risk assessment and notification procedures - communication templates - food incident log - review and testing procedures Establishing a team to deal with food withdrawals/recalls Depending on the size and complexity of the food business, there may be one or more people involved in dealing with food withdrawals/recalls. The following areas of the business could be represented, where applicable: <img>A flowchart showing different departments and their roles in a food business.</img> Sales/Marketing Accounts Distribution Quality Engineering/ Maintenance Business Purchasing Legal Planning Public Relations/ Media Production 34 Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Annexe E: Planning for a food withdrawal/recall It may be the case that some of the above inputs will be provided from outside the business, e.g. legal advice and expert technical help. The team would likely be responsible for managing food withdrawals/recalls and developing, implementing, managing, evaluating and updating the withdrawal/recall plan. Team roles and responsibilities To ensure the effective withdrawal/recall of unsafe food, all team members (including deputies) involved in managing food safety incidents should be clear about their roles and responsibilities, which can be detailed in the food withdrawal/recall plan. An example of roles and responsibilities is outlined below. <table> <tr> <td>Business owner</td> <td>Overall oversight and responsibility</td> </tr> <tr> <td><img>Production icon</img></td> <td>Identify batch<br>Cease production<br>Identify raw materials affected/implicated<br>Identify finished products affected</td> </tr> <tr> <td><img>Quality/technical icon</img></td> <td>Carry out food safety risk assessment<br>Notify enforcement authorities and FSA/FSS<br>Root cause analysis</td> </tr> <tr> <td><img>Engineering/maintenance icon</img></td> <td>Carry out any necessary repairs<br>Regular serving/maintenance</td> </tr> <tr> <td><img>Planning icon</img></td> <td>Maintain up to date procedures<br>Mock incident exercises</td> </tr> <tr> <td><img>Purchasing icon</img></td> <td>Identify and contact suppliers of raw materials/<br>affected product</td> </tr> <tr> <td><img>Accounts icon</img></td> <td>Arrange reimbursement, if applicable<br>Seek reimbursement, if applicable</td> </tr> <tr> <td><img>Sales/marketing icon</img></td> <td>Contact business customers and advise how food<br>should be handled<br>If necessary, arrange for pick up at retail outlets</td> </tr> <tr> <td><img>Legal icon</img></td> <td>Handle legal issues</td> </tr> <tr> <td><img>Distribution icon</img></td> <td>Block affected stock and stop distribution<br>Carry out traceability and prepare inventory and<br>distribution details<br>Establish if product has reached consumer<br>Arrange returns and/or disposal of affected stock</td> </tr> <tr> <td><img>Public relations/media icon</img></td> <td>Handle communication and media queries<br>Place media adverts and press releases<br>Other PR activities, as needed</td> </tr> </table> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>35\</page_number> Annexe E: Planning for a food withdrawal/recall Contacts list It is important that an up to date contact list of internal and external contacts is maintained by FBOs, which can be included in the food withdrawal/recall plan. FBOs should take into account data protection requirements for obtaining, storing, handling and disposing of personal data. The following contact details are examples of what should be recorded (main contacts plus deputies): - senior management - team members dealing with food incidents - suppliers of all food - business customers - hauliers/depots/cold stores - sources of technical advice and support - enforcement authorities - consumer organisations It is often the case that food incidents occur outside of normal business hours, so out of hours contact details may be important to retain. An example contact list is outlined in Annexe E(i). Risk assessment and notification procedures FBOs should develop procedures for conducting risk assessments and notifying the relevant parties as part of the withdrawal/recall plan. Communication templates FBOs may wish to produce templates for communicating with enforcement authorities, suppliers and business customers and consumers. Editable communications templates are published separately along with this guidance. Examples can be found in Annexes F, G, and H. Food incident key decision log A food incident key decision log is a useful document for food businesses to capture all relevant information regarding a food withdrawal/recall and the rationale for decisions made. An example log can be found in Annexe E(ii). FBOs should log details of the incident, food product(s), conversations, decisions made, and actions taken. Communications can be logged by the team/person managing the incident and kept within the withdrawal/recall plan. Review and testing of food withdrawal/recall plan A way of ensuring that suitable systems and procedures are in place to deal with a food safety incident is to carry out a periodic review and testing of the business’s plan and procedures. FBOs should review a food withdrawal/recall plan and its procedures on an annual basis. This could include an incident mock exercise, involving business customers (including retailers), as it is easier to challenge and audit the plan following a mock exercise than during a real-life situation. \<page_number>36\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Annexe E(i): Example contacts template <table> <tr> <td></td> <td>Name and organisation</td> <td>Address</td> <td>Contact numbers (including out of hours)</td> <td>Email</td> </tr> <tr> <td>Supplier 1</td> <td></td> <td></td> <td>Tel:<br>Mobile:<br>Fax:</td> <td></td> </tr> <tr> <td>Supplier 2</td> <td></td> <td></td> <td>Tel:<br>Mobile:<br>Fax:</td> <td></td> </tr> <tr> <td>Supplier 3</td> <td></td> <td></td> <td>Tel:<br>Mobile:<br>Fax:</td> <td></td> </tr> <tr> <td>Business customer 1</td> <td></td> <td></td> <td>Tel:<br>Mobile:<br>Fax:</td> <td></td> </tr> <tr> <td>Business customer 2</td> <td></td> <td></td> <td>Tel:<br>Mobile:<br>Fax:</td> <td></td> </tr> <tr> <td>Business customer 3</td> <td></td> <td></td> <td>Tel:<br>Mobile:<br>Fax:</td> <td></td> </tr> <tr> <td>Enforcement Authority</td> <td></td> <td></td> <td>Tel:<br>Mobile:<br>Fax:</td> <td></td> </tr> <tr> <td>Consumer organisation 1</td> <td></td> <td></td> <td>Tel:<br>Mobile:<br>Fax:</td> <td></td> </tr> </table> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Annexe E: Planning for a food withdrawal/recall \<page_number>37\</page_number> Annexe E: Planning for a food withdrawal/recall Annexe E(ii): Example food incident key decision log <table> <tr> <td>Date</td> <td>Time</td> <td>Activity (Action, Communication, Decision)</td> <td>Name of contact</td> <td>Description</td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></<td><span style="font-size: x-large;">38</span><br>Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry </table> Annexe F: Example template for notifying the enforcement authority Food Incident Report Form for FBOs notifying enforcement authorities (notifications to FSA/FSS should be made using online form) Food business name and address: Food business operator (FBO) details: <table> <tr> <td>Name of FBO</td> <td></td> </tr> <tr> <td>Contact details (business hours)</td> <td>Telephone:<br>Email:<br>Fax:</td> </tr> <tr> <td>Contact details (out-with business hours)</td> <td>Telephone:<br>Email:</td> </tr> </table> Description of food safety incident: Description of product: Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>39\</page_number> Annexe F: Example template for notifying the enforcement authority Type of Product: Product Name: Brand Name: Batch Code(s)/Durability date(s): Product Size and type of packaging: Country of Origin of food: Distribution details: Manufacturer details (including contact details): \<page_number>40\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Annexe F: Example template for notifying the enforcement authority Import/Export details (including contact details): List of business customers supplied to: Quantities, batch codes and pack sizes sent to each customer: When food first placed on the market and has food reached consumer: Details of risk assessment (if applicable) and action (including justification) for dealing with incident: Any additional information: Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>41\</page_number> Annexe G: Business-to-business communications for food safety withdrawals and recalls across the supply chain Overview Effective communication within the supply chain is essential for ensuring a successful food withdrawal/recall. Each point in the supply chain has a responsibility for effective and timely communications to their business suppliers and business customers. It is key for FBOs to have a good communications plan in place to ensure the intended audience is reached. This best practice guidance is aimed at food businesses trading with business customers (i.e. businesses purchasing and supplying food for sale to consumers in store or online). The guidance applies at each point in the supply chain when food is being withdrawn for food safety reasons and when food is ultimately being recalled from the consumer. Examples of business customers can include: - wholesaler/distributor including where appropriate hauliers, storage depots and coldstores - retailers - catering sector - contract catering - national accounts - third party agencies - exporters where affected product may go for export or sale in third countries Guidance for FBOs initiating a food withdrawal/recall Responsibility for the withdrawal or recall communications should be taken by a nominated individual. A nominated deputy should also be identified. The point of contact at each business customer will differ but could include: - business owner - responsible senior managers - technical services - account managers - third party agent \<page_number>42\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Annexe G: Business-to-business communications for food safety withdrawals and recalls across the supply chain FBOs initiating the withdrawal/recall should use traceability and/or sales information to help identify suppliers (if relevant) and those business customers who have received affected product. A communications plan, which can form part of the business’s withdrawal/recall plan, should be put in place setting out which business customers will be contacted, how they will be contacted and with what messages, including the relevant action to take. This plan should identify what information is to be provided to business customers, where it is available and should include, where appropriate: - product (including product description) - size, weight and packaging format (which distinguishes the affected product from similar products or formats not affected i.e. 100g not 200g etc.) - batch codes affected - other product identifying codes - durability dates, including use by or best before - reason for withdrawal or recall (including where recalls are occurring, any available ‘Point of Sale’ notices) - information about where to find batch/date code (e.g. photograph or location of the code on the pack, possibly including cases) - instruction on next steps (e.g. take off sale/return or securely dispose of) - contact details – who to contact for more information, or where to return affected product FBOs should also advise their business customers that where there is further onward distribution of affected product, they should communicate to their own customers that a withdrawal/recall is underway and request that appropriate action is taken to cascade the withdrawal/recall action. Communication should be timely, clear, concise, factual, easily understood and includes action to take. Pictures should be used where possible, showing the product packaging and the location of the product identifying code. Communications could be direct or via a third-party agency. A single approach may not be effective in all cases. Methods of communication could include: - email (if email is being used for communication, read receipts should be turned on) - telephone (if supported by one of the other methods of communication) - letter - via trade association Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>43\</page_number> Annexe G: Business-to-business communications for food safety withdrawals and recalls across the supply chain Key elements of the communication, and a suggested template, is outlined below: <table> <tr> <td><strong>ACTION REQUIRED</strong></td> <td></td> </tr> <tr> <td><strong>PRODUCT WITHDRAWAL/RECALL [Specify]</strong> NOTIFICATION</td> <td></td> </tr> <tr> <td>Product Name and Description<br>(including pack size):</td> <td>Product A, 100g (e.g.)</td> </tr> <tr> <td>Product Identifying Code (eg EAN Code):</td> <td>12345</td> </tr> <tr> <td>Product type:</td> <td>Retail grocery</td> </tr> <tr> <td>Reason for notification:</td> <td>Incorrect allergen labelling</td> </tr> <tr> <td>Type of packaging, possibly including wholesale case or traded unit:</td> <td></td> </tr> <tr> <td>Accurate and up to date pictures of product and location of batch code, possibly including pictures of wholesale case or traded unit:</td> <td></td> </tr> <tr> <td>Full Batch code information:</td> <td></td> </tr> <tr> <td>1. Pack<br>and, where different:</td> <td>123 (located…)</td> </tr> <tr> <td>2. Pallet</td> <td>456 (located …)</td> </tr> <tr> <td>3. Case</td> <td>789 (located …)</td> </tr> <tr> <td>4. Pack</td> <td></td> </tr> <tr> <td>Action required by when:</td> <td>Contact business customers and initiate withdrawal/recall process</td> </tr> <tr> <td>(specify action by customer channel if different)</td> <td>Include POS template, where required</td> </tr> <tr> <td>Contact information:</td> <td></td> </tr> <tr> <td></td> <td>xxx@producta.co.uk<br>Ask for the Withdrawal Team on 020 124 4567<br><strong>PRODUCTA@PRODUCTA.CO.UK</strong><br>We will respond to your query as soon as we are able</td> </tr> </table> \<page_number>44\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Annexe G: Business-to-business communications for food safety withdrawals and recalls across the supply chain Guidance for FBOs receiving notification A clear plan should be in place by business customers which can be used should a withdrawal or recall need to be actioned. FBOs should use their traceability/sales transactions systems to identify products purchased, at what time, what quantities and by whom. Business customers should be advised on the withdrawal/recall action though contact by one or more of the following methods: - email (if email is being used for communication, read receipts should be turned on) - telephone (if supported by one of the other methods of communication) - letter - advertisement in trade press (only as a supporting mechanism) - signage at point of sale in depot. FBOs who are notified of a food withdrawal/recall should also advise their business customers that where there is further onward distribution of affected product, they should communicate to their own customers that a withdrawal/recall is underway, and that appropriate action is required to cascade the communication. Key elements of the communication, and a suggested template, is outlined below: Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>45\</page_number> Annexe G: Business-to-business communications for food safety withdrawals and recalls across the supply chain Dear x (Company or Brand Name) are currently initiating a Product Withdrawal/Recall\* for the Product A 100G. You have been identified as purchasing/receiving the affected products. No other products from Company or Brand Name are affected by this withdrawal/recall\. We apologise for the inconvenience caused. - Select appropriate option <table> <thead> <tr> <td>Product Name and Description (including pack size):</td> <td>Product A</td> </tr> </thead> <tbody> <tr> <td>Product Identifying Code (and EAN/barcode information if appropriate):</td> <td>123456<br>Barcode 001234567890</td> </tr> <tr> <td>Supplier:</td> <td>Product A</td> </tr> <tr> <td>Pack Size:</td> <td>100G</td> </tr> <tr> <td>Pictures of product, including wholesale case:</td> <td></td> </tr> <tr> <td>Best Before/Use by Date:</td> <td>XX/XX/XXXX</td> </tr> <tr> <td>Batch Code (and location on case/consumer unit):</td> <td>Pallet<br>Case<br>Pack</td> </tr> <tr> <td>Reason for withdrawal/recall:</td> <td>Incorrect allergen labelling</td> </tr> <tr> <td>Action required by when:</td> <td>Contact business customers and initiate withdrawal/recall process<br>Include POS template, where required<br>Return affected product to xxxx</td> </tr> </tbody> </table> \<page_number>46\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Annexe H: Key principles and best practice template for accurate and effective consumer recall notifications Businesses are recommended to follow this guidance when communicating food recalls to consumers. Research has established that there are a number of ways to communicate food recall messages to consumers, so that they can make informed choices about products they have bought which are unsafe. Point of sale notices have been identified through the research as a key way of communicating food recalls to consumers. The different aspects to consider in creating effective recall messages include: - style and appearance - necessary content - effective channels for communicating recall messages to consumers, including best location for displaying point of sale notices Style & Appearance* Communication that grabs the attention of consumers makes it easier for them to identify what the communication is and what it means for them. <table> <tr> <td>Communication should be:</td> <td>For example:</td> </tr> <tr> <td>Clear and easy to read</td> <td> <ul> <li>Simple layout</li> <li>Large, legible font that can be read easily</li> <li>Headings and sub-heading for longer notices</li> </ul> </td> </tr> <tr> <td>Bright and eye catching</td> <td> <ul> <li>Use red colour and iconography (exclamation mark) associated with alert and risk if possible</li> <li>Use of banners, boxes and bordering to draw attention</li> </ul> </td> </tr> <tr> <td>Concisely worded</td> <td> <ul> <li>Lay out information in clear, simple language with use of bullet points</li> </ul> </td> </tr> </table> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>47\</page_number> Annexe H: Key principles and best practice template for accurate and effective consumer recall notifications Necessary Content Communicating the right information will help consumers clearly identify the unsafe product and what to do if they have bought it. <table> <tr> <td>Recall information should include:</td> <td>For example:</td> </tr> <tr> <td>The reason for recall</td> <td><ul><li>Use clear title to indicate what this is and what the danger or risk to consumers is</li></ul></td> </tr> <tr> <td>Product details</td> <td><ul><li>Brand and product name(s)</li><li>Pack size(s)</li><li>Durability dates of affected product(s)</li><li>Batch code(s)</li></ul></td> </tr> <tr> <td>How to identify the product(s)</td> <td><ul><li>Where the durability or batch code information is found on the packaging</li></ul></td> </tr> <tr> <td>Product image</td> <td><ul><li>A clear picture, preferably in colour</li><li>Where multiple products are affected, pictures should be presented vertically with the associated product details aligned</li></ul></td> </tr> <tr> <td>Clear direction on what consumers should do if they have bought the product</td> <td><ul><li>Do not eat this product</li><li>Return the product to the store where you bought it from</li><li>How to obtain a refund</li></ul></td> </tr> <tr> <td>Where to go for more information</td> <td><ul><li>A contact number that consumers can contact for more information</li></ul></td> </tr> </table> \<page_number>48\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Annexe H: Key principles and best practice template for accurate and effective consumer recall notifications The research conducted has shown consumers prefer language that is simple and easily understood. Examples of suggested wording include the following: <table> <tr> <th>Reason for alert</th> <th>Suggested wording</th> </tr> <tr> <td>Confirmed contamination of product with salmonella/listeria monocytogenes/E.coli etc</td> <td>"X product" is being recalled because salmonella/listeria monocytogenes/E.coli etc has been found</td> </tr> <tr> <td>Inadequate procedures to control Clostridium botulinum</td> <td>"X product" is being recalled because of concerns over procedures to control Clostridium botulinum</td> </tr> <tr> <td>Confirmed contamination of product with foreign objects</td> <td>"X product" is being recalled due to the presence of "foreign object"</td> </tr> <tr> <td>Allergens not mentioned on the product label<br>* "coeliac disease" should only be referenced in relation to cereals containing gluten</td> <td>"X product" is being recalled because it contains "allergen ingredient" which is not mentioned on the label. This means the product is a possible health risk for anyone with "coeliac disease"/an allergy to/an intolerance to/a sensitivity to "allergen"</td> </tr> </table> There will be occasions when food is recalled because the food business has reason to believe that food placed on the market is unsafe, but there are uncertainties as follows: - the recall is being undertaken on the basis of a presumptive (and not confirmed) result - there are issues which reduce the confidence in sampling or laboratory analysis and/or - there is uncertainty around contamination of all recalled batches In these instances, the food business may wish to use wording as indicated below: <table> <tr> <th>Reason for alert</th> <th>Suggested wording</th> </tr> <tr> <td>Possible contamination of product with salmonella/listeria monocytogenes/E.coli etc</td> <td>"X product" is being recalled as the product may contain salmonella/listeria monocytogenes/E.coli etc</td> </tr> <tr> <td>Possible contamination of product with foreign objects</td> <td>"X product" is being recalled which may contain "foreign object"</td> </tr> </table> The wording advice stated above should not be used in any incident where product is known to be contaminated. This includes product being recalled as part of a batch that is considered unsafe, in line with the Article 14 (6) of Regulation (EC) No 178/2002. Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>49\</page_number> Annexe H: Key principles and best practice template for accurate and effective consumer recall notifications # Effective Channels of Communication Consumers expect to be notified of recalls via a number of channels to ensure widespread awareness. Examples of these include the following: <table> <tr> <th>Communication channels:</th> <th>Detail:</th> </tr> <tr> <td>In-store point of sale notice</td> <td>Located in a position where they are:<br><ul><li>Prominent and visible</li><li>In colour</li><li>Eye-level</li></ul><br>Examples of locations include:<br><ul><li>At the tills</li><li>At customer service desks</li></ul></td> </tr> <tr> <td>On retailer’s website</td> <td>For example, displayed on a dedicated product recalls web page</td> </tr> <tr> <td>Via social media</td> <td>Shared through social media channels by the recalling businesses</td> </tr> <tr> <td>Via retailer loyalty card schemes (if applicable)</td> <td>For example through communication channels such as text/e-mail alerts</td> </tr> <tr> <td>Consumer, allergy and patient support organisations</td> <td>For example, displayed on website/social media and through other communications channels such as text/e-mail alerts</td> </tr> </table> To assist businesses in communicating food recalls in-store, examples of completed point of sale notices are provided below. Editable point of sale notice templates for are available at: https://www.food.gov.uk/business-guidance/food-incidents www.foodstandards.gov.scot/food-recalls-guidance \<page_number>50\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Annexe H: Key principles and best practice template for accurate and effective consumer recall notifications # Food Recall Alert ## Salmonella Alert <img>A red warning triangle with an exclamation mark inside.</img> The Generic Co, Generic Salted Crisps. We are recalling our Generic Salted Crisps because salmonella has been found in them. The Generic Co, Generic Salted Crisps Pack sizes, batch codes and best before dates affected: Pack Size: 25g Batch Code: AB1234 Best Before Date: 30/11/2018 <watermark>REVIEWED</watermark> The batch code and best before date can be found on the back of the packaging at the bottom right corner. ______________________________________________________________________ <img>A picture of a packet of Generic Salted Crisps.</img> What you should do If you have bought Generic Salted Crisps as detailed above, do not eat them. Instead: - Check if you have bought the affected batch code and best before date of Generic Salted Crisps. - You can do this by taking a picture of this notice or writing down the batch code and best before date for reference at home. - Return the product to the store for a full refund (with or without a receipt). Want more information? For more information contact us on 01234 567890 or e-mail generic.co@generic.com Date: 05/01/2019 ______________________________________________________________________ Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>51\</page_number> Annexe H: Key principles and best practice template for accurate and effective consumer recall notifications <img>Allergy Alert - Allergen - Egg</img> The Generic Co, Generic Salted Crisps We are recalling a batch Generic Salted Crisps because they contain egg which is not mentioned on the label. This means it is a possible health risk for anyone with an allergy to egg. The Generic Co, Generic Salted Crisps Pack sizes, batch codes and best before dates affected: Pack Size: 25g Batch Code: AB1234 Best Before Date: 30/11/2018 <watermark>Redacted</watermark> The batch code and best before date can be found on the back of packaging at the bottom right hand corner. <img>🔍</img> What you should do If you have bought Generic Salted Crisps as detailed above and you have an allergy to egg, do not eat them! Instead: - Check if you have bought the affected batch code and best before date of Generic Salted Crisps. - You can do this by taking a picture of this notice or writing down the batch code and best before date for reference at home. - Return the product to the store for a full refund (with or without a receipt). Want more information? For more information contact us on 01234 567890 or e-mail generic.co@generic.com Date: 05/01/2019 \<page_number>52\</page_number> Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry Annexe I: Background to root cause analysis Root Cause Analysis (RCA) is based on the principle that problems are best solved by attempting to identify and eliminate the root causes of an outcome, as opposed to merely addressing the immediately obvious symptoms. If performed successfully, RCA identifies the initiating cause in a causal chain which leads to an outcome or effect of interest. Commonly, root cause is used to describe the depth in the causal chain where an intervention could reasonably be implemented to change performance and prevent an undesirable outcome. RCA can influence the approach to problem solving encouraging desired behaviours that are proactive rather than reactive. As such it is believed that RCA can be used to determine how and why food safety issues occur, allowing more effective long-term preventative actions to be identified and applied. Different tools can be used when performing RCA, the oldest, and perhaps simplest, is the ‘5 whys’. The development of this process was originally attributed to Sakichi Toyoda, and later utilised by the Toyota Motor Corporation, this technique requires an investigator to ask a series of ‘why’ questions. Each time a cause is identified, the question ‘why did it happen?’ is applied until the root cause is identified. The principles of RCA have long been recognised in fields such as the petrochemical industry, environmental management, aviation and vehicle accident investigation, and engineering. Key UK governmental organisations, including the National Health Service (NHS), the Health & Safety Executive (HSE), and the Department for Environment, Food & Rural Affairs (DEFRA) all routinely make use of RCA. BRC Global Standards also recognises the use of RCA in their Global Standard for Food Safety. Guidance on Food Traceability, Withdrawals and Recalls within the UK Food Industry \<page_number>53\</page_number> <img>Food Standards Agency logo</img> Food Standards Agency food.gov.uk <img>Food Standards Scotland logo</img> Food Standards Scotland foodstandards.scot	ENGLISH
1624-pdf	<img>A The National Archives logo</img> CASE STUDY: BODLEIAN LIBRARY, UNIVERSITY OF OXFORD January 2014 ABSTRACT This case study covers the Bodleian Library and the University of Oxford, and their provision of a "private cloud" local infrastructure for its digital collections including digitised books, images and multimedia, research data, and catalogues. It explains the organisational context, the nature of its digital preservation requirements and approaches, its storage services for research data, the technical infrastructure, and the business case and funding. It concludes with the key lessons they have learnt and future plans. ORGANISATIONAL CONTEXT The Bodleian Library at the University of Oxford has been a legal deposit library for 400 years. In addition to its books and journals it holds a wide range of archives and special collections. For example, the BEAM service within the library looks at personal archives that are hybrid collections of analogue and digital material. The Library was involved with the Google Books digitisation project and a OS map digitisation project, and is currently part of a project with the Vatican to digitise maps. The Library's role in supporting researchers includes services for managing their research data. The University's research data management strategy involves a top level, multi-agency approach - the Library, Research Services, Oxford e-Research Centre, and central IT services have all been involved. The Research Support Portal offers a central reference point for Research data management to Oxford academics. In general, the central IT service provides operational support and the Library deals with archiving of data. The Library, Oxford e-Research Centre, and central IT service all offer their own storage services that have been described as "private cloud": IT services offers conventional storage for research data on a monthly rental basis; the Library offers archival storage for deposits (usually from humanities scholars) which may or may \<page_number>1\</page_number> <img>The National Archives logo</img> not have a related web presence: and the Oxford e-Research Centre offers storage with access to the academic Data Grid. Data for long term deposit goes into the archival storage, but currently there is a one-off single payment which covers on-going storage costs. They are also looking currently at alternative cost models for small deposits and unfunded research. The options for storage and archiving are set out via the Research Support Portal. The Library will provide a quote for archiving digital material generated from a research grant, costed on the standard basis for a "Small Research Facility". For larger/more complex datasets they can collaborate with other institutions, e.g. the Oxford eResearch Centre. DIGITAL PRESERVATION: Significance Digital Preservation is of major importance to the Library. As a legal deposit library "that's what we do". The University also needs to comply with Research Council mandates for retention of data. The requirement is typically for ten years preservation of most digital research data, but in practice storage costs diminish so much that after ten years it may be more costly to review the data than to continue preserving it. For digitised materials they are working mostly with humanities, but born digital research datasets are coming from different disciplines such as sciences and social sciences, which don't have the same metadata standards, traditions or expertise, and therefore this needs new skills in the Library. They are at a transition stage where over the next 4-5 years the largest collections will be born digital rather than digitised. Current approaches For hybrid archives the material is very varied. They are given old devices from which they have to extract the data and do format translation/migration. If digitising themselves, they have more control, and so far have only had to migrate from TIFF to JPEG 2000, a choice which was driven more by engineering and costs than \<page_number>2\</page_number> <img>A The National Archives logo</img> preservation imperatives. The Library use their own platform based on simplified FEDORA. The FEDORA system doesn't actually do preservation processes, so they do checksums and use JOVE, Open Planets etc. for characterisation and other preservation functions. For hybrid archives/personal digital materials, they use Forensic Toolkit software on incoming data – this is costly software but identifies valuable files and the formats for possible migration. There is a diversity of research data formats which are often machine-specific and proprietary so they can't be migrated easily. They have looked at bit stream preservation and keeping context information for these formats. How they would want this to change over the next 3 years Currently they have different approaches to different material. They would like to see more packaged tools that could be applied across the board and more automation, e.g. for the workflow involved in characterisation. Currently, they have long workflows with lots of dependencies. Cloud Virtual Machines could help speed up dealing with processing and checking images at ingest, etc. Range of content types and volumes of digital material Currently they have 300 Tb of which a small amount is born digital material. Over the next three years they are planning to start to archive data at a Petabyte scale. Currently, the content is overwhelmingly images and text but that range is expanding with the addition of AV and other file formats over time. PRIVATE CLOUD STORAGE FOR DIGITAL PRESERVATION Oxford has been managing its own local virtualized storage for preservation and describes this as private cloud. They are not procuring cloud storage from an external service. They do not view most external cloud providers as a viable proposition for them currently, as their ongoing revenue payment models do not match the research funding model of fixed duration payments for projects, and are therefore potentially too costly over time. They are also worried about getting data out and any costs for this being affordable. Some external specialist archiving services are interested in proper long term storage and might be a better match. For example they might consider Arkivum if the cost profile was favourable. \<page_number>3\</page_number> <img>The National Archives logo</img> The Bodleian are actively looking for partners for a consortium approach but the infrastructure is not there yet. They have some discussions with Cambridge which would be an obvious partner, and also have strong ties with Stanford. They can see preservation advantages in having a copy of the data elsewhere, stored in a geographically distant location with a preservation partner institution. TECHNICAL INFRASTRUCTURE They use FEDORA, home-grown software, PRONOM, and DROID. They also use Forensic Toolkit and are looking at HYDRA tools. They don't plan on having a single ingest or delivery route as the material is too diverse. The private cloud is based on VMware ESX running across a number of clustered servers. BUSINESS CASE AND FUNDING The main issues in a business case for cloud storage for digital preservation in the University are the cost and risk profiles. To fit in with fixed term research project grant funding they need the ability to pay up front for perpetual and/or 10+ year storage of research data rather than by annual payments. Most third-party cloud services have an ongoing revenue cost that is harder to fit in to this funding model (Arkivum is currently the main exception to this as it offers a single payment option for 10-20 years). Local storage however can charge capital costs to a grant proposal and provide a degree of upfront payment for the costs. However, this is not the sole funding model as services are also needed for unfunded projects and some current and future costs may be funded or partly funded via overheads on research grants. They feel there can be asymmetric risk in using an external provider: the risk can be higher for the client than the provider. If the provider goes bust there may beno mechanism to get data out in good time. The exceptions to this are cloud providers that have an escrow copy as part of their service, or where an institution can operate two separate cloud service providers in parallel to mitigate the risk (but this has costs and management overheads). \<page_number>4\</page_number> <img>A The National Archives logo</img> KEY LESSONS THEY HAVE LEARNT - Archiving and digital preservation is often much less well developed than people think. - The Open Archival Information System (OAIS) Reference Model is a mixed blessing – fine as model but in practice not necessarily scalable, and too rigid if adhered to slavishly; - It is not simple, if like a university you are working with very large data volumes. At scale you need to have the network infrastructure and bandwidth to use the cloud; - The balance of risk when using external providers can be asymmetric; there is no guarantee of longevity for commercial providers and in the event of data loss, far more damage would be done to the institution’s reputation than to that of the cloud provider. You need to mitigate these risks in your chosen implementation and exit strategies; - Using a shared private cloud (perhaps similar to the Digital Preservation Network in USA) or a consortiums of like-minded institutions might be more viable for archives. The US and Australia are at a more advanced stage in this. FUTURE PLANS The growth in research data and the need to archive it will require a significant re-engineering of provision at all levels across the University in coming years. FURTHER INFORMATION Research Data Management at Oxford - http://www.admin.ox.ac.uk/rdm/ Bodleian Library -http://www.bodleian.ox.ac.uk/bdiss VMware ESX - http://www.vmware.com/files/pdf/VMware-ESX-and-VMware-ESXi-DS-EN.pdf Arkivum: http://www.arkivum.com/ \<page_number>5\</page_number> <img>A The National Archives logo</img> The National Archives The Digital Preservation Network - http://www.dpn.org/ The Open Archival Information System (OAIS) Reference Model - http://www.iso.org/iso/iso_catalogue/catalogue_tc/catalogue_detail.htm?csnumber=57284 \<page_number>6\</page_number>	ENGLISH
3869-pdf	<img>Forestry Commission logo</img> Forestry Commission Statistics # Methodology Note: ## UK Wood Imports & Exports Introduction Statistics on UK imports and exports of wood and wood products (based on overseas trade statistics published by HM Revenue & Customs) are compiled by the Forestry Commission (in association with the Forest Service in Northern Ireland). Data are released twice a year. UK Wood Production and Trade: provisional figures is released in May alongside the Joint Forest Sector Questionnaire: provisional figures submitted to the statistical office of the European Union (Eurostat). Final figures are released in Forestry Statistics in September and in the Joint Forest Sector Questionnaire: final data. Estimates for the current year and forecasts for the coming year are submitted at the same time to the United Nations Economic Commission for Europe (UNECE) as part of the Timber Forecast Questionnaire. The methodology and outputs relevant to UK wood imports and exports were reviewed in 2013. The review report is available at www.forestry.gov.uk/forestry/ahen-589dldl. The review identified a need to document the data analysis methods used in the production of the output. This paper sets out the data analysis methods used to produce annual estimates of UK wood imports and exports. Sources The data sources used to estimate UK wood production are described in the Sources section of Forestry Statistics 2013: www.forestry.gov.uk/website/forstats2013.nsf/TopContents?Open&ctx=9314380047FD5FFD8025731E00475FD7. They comprise: - Published overseas trade statistics for intra-EU trade and extra-EU trade produced by HM Revenue & Customs (HMRC) and available at www.uktradeinfo.com - Data from the Confederation of Paper Industries. - Other data requests to relevant businesses concerning roundwood and chip exports. - Estimates from the Expert Group on Timber and Trade Statistics: www.forestry.gov.uk/forestry/infd-5rabj3. \<page_number>1\</page_number> \| Methodology Note \| UK Wood Imports & Exports \| March 2016 Methodology note: UK wood imports & exports Methodology A two stage process is applied to the estimation of statistics on imports and exports of wood and wood products. Stage 1: Initial estimates from HMRC data The data obtained from HMRC cover quantities (weights and volumes) and values of wood and wood products imported to and exported from the UK. Data are downloaded at annual level for all countries combined (total EU and total non-EU). Products are restricted to those related to wood, pulp and paper and are downloaded at the lowest level of detail available (combined nomenclature CN8 codes http://ec.europa.eu/taxation_customs/customs/customs_duties/tariff_aspects/combined_nomenclature/index_en.htm ). Some imports data are also obtained by country of origin, to enable estimates of source for the main categories (as reported in Forestry Statistics 2015, table 3.8). This methodology has been revised from 2016, for the production of 2015 estimates, to download the more detailed flat files from HMRC, rather than using the "Build Your Own Tables" facility, to ensure that estimates for below threshold trade are picked up at detailed product level. Data are downloaded from the HMRC website in comma-separated values (csv) format and converted to Microsoft Excel format, before being transferred to SAS, a statistical software package (www.sas.com). Data processing and analysis takes place in SAS and Excel. The processing steps are documented as comments within the SAS code and in the Excel spreadsheets. The data are combined within SAS, aggregates are calculated and exported to Excel. The initial estimates produced cover the following product categories (corresponding to the categories requested by international organisations in the Joint Forest Sector Questionnaire): - Roundwood - woodfuel, industrial roundwood; - Wood charcoal; - Wood chips, particles, residues and wood pellets; - Sawnwood; - Wood-based panels - veneer sheets, plywood, particleboard, fibreboard; - Pulp - wood pulp, other pulp; - Recovered paper; - Paper & paperboard - graphic papers (including newsprint), sanitary & household papers, packaging materials, other paper & paperboard. \<page_number>2\</page_number> \| Methodology Note \| UK Wood Imports & Exports \| March 2016 Methodology note: UK wood imports & exports For industrial roundwood, sawnwood, veneer sheets and plywood, a softwood/hardwood breakdown is also estimated. The HMRC trade data is initially assigned to JFSQ product codes on the basis of the latest cross-reference supplied by international organisations. The cross-reference provides guidance to countries on the allocation of detailed product codes to the categories covered in the JFSQ. A 6 digit level (Harmonised System, or HS) is available for use by all countries; for EU countries, trade data are also available at the 8 digit level (Combined Nomenclature, or CN). The initial UK estimates are therefore based on the 8 digit CN product codes. In producing these initial estimates, a factor of 0.5 is applied for products where only part of a code is assigned (generally for identifying tropical species). Stage 2: Amendments to data Historically, the initial estimates based on HMRC data have often necessitated adjustments, following liaison with practitioners in the trade. This is partly because detailed intra-EU wood trade data is obtained through a survey of businesses which trade above a particular value threshold. Businesses which trade below this threshold are only required to report the total value of their imports and exports. Therefore the trade data reported for individual products is based on a potentially biased survey. More information on HMRC statistics can be found at www.uktradeinfo.com. In order to improve the initial aggregate estimates, amendments are then applied to specific product categories, making use of alternative data sources and expert advice. In particular: - Revised import data for all the main solid wood and panel products are supplied by Timbertrends, under contract with the Forestry Commission. Raw HMRC data are purchased by Timbertrends and are downloaded, reviewed and where necessary, errors are corrected. This correction process is often based upon 'correct' data in close proximity to that in error. These errors are usually minor, but occasionally are significant. - The Forestry Commission collects data on roundwood and chip exports directly from UK timber businesses that export these products. - Expert advice on wood pulp and paper imports and exports is sought from the Confederation of Paper Industries. The amendments made consist of routine changes, that are made regularly, and ad hoc changes (resulting from specific issues with that year's data). Further details are provided in the Annex to this note. The amendments are received, processed and applied to the initial estimates in Excel. They generally only relate to import and export quantities; values are normally left \<page_number>3\</page_number> \| Methodology Note \| UK Wood Imports & Exports \| March 2016 Methodology note: UK wood imports & exports unchanged, as these are generally believed to be more accurate. However, when the quantity of a particular product category is set to zero, the corresponding value will also be set to zero. Quality checks and unit conversions A number of quality assurance checks, corrections and imputations are carried out at several stages of the data processing and analysis. They include testing for completeness (missing, duplicate or incomplete records), consistency between categories (such as intra-EU, extra-EU and total trade), consistency with historical data, sense-check of unit values and general sense-check of the figures by the Expert Group on Timber & Trade Statistics. Where required, figures are adjusted using standard FAO/ECE conversion factors, listed below: <table> <tr> <td>Product</td> <td>m³ / tonne</td> </tr> <tr> <td>Fuelwood, including wood for charcoal</td> <td>1.38</td> </tr> <tr> <td>Wood chips, sawdust, etc</td> <td>1.48</td> </tr> <tr> <td>Industrial roundwood (wood in the rough) - softwood</td> <td>1.43</td> </tr> <tr> <td>Industrial roundwood (wood in the rough) - hardwood</td> <td>1.25</td> </tr> <tr> <td>Sawnwood - softwood</td> <td>1.82</td> </tr> <tr> <td>Sawnwood - hardwood</td> <td>1.43</td> </tr> <tr> <td>Veneer sheets</td> <td>1.33</td> </tr> <tr> <td>Plywood, particleboard</td> <td>1.54</td> </tr> <tr> <td>Hardboard</td> <td>1.053</td> </tr> <tr> <td>MDF (medium density fibreboard)</td> <td>1.667</td> </tr> <tr> <td>Insulating board - density 0.35-0.5 g/cm³</td> <td>1.667</td> </tr> <tr> <td>Insulating board - other</td> <td>4.00</td> </tr> </table> \<page_number>4\</page_number> \| Methodology Note \| UK Wood Imports & Exports \| March 2016 Methodology note: UK wood imports & exports The following factors are used to convert to wood raw material equivalent, which indicates the volume of wood (in m³ underbark) needed to produce one unit (tonne or m³) of final product: <table> <tr> <td>Product</td> <td>Measurement unit</td> <td>Factor to wrme underbark</td> </tr> <tr> <td>Fuelwood</td> <td>tonnes</td> <td>1.20</td> </tr> <tr> <td>Wood charcoal</td> <td>tonnes</td> <td>6.00</td> </tr> <tr> <td>Chips, sawdust, etc</td> <td>tonnes</td> <td>1.20</td> </tr> <tr> <td>Industrial roundwood (rough, treated)</td> <td>m³</td> <td>1.10</td> </tr> <tr> <td>Industrial roundwood (in the rough)</td> <td>m³</td> <td>1.00</td> </tr> <tr> <td>Sleepers</td> <td>m³</td> <td>1.58</td> </tr> <tr> <td>Softwood sawnwood</td> <td>m³</td> <td>2.00</td> </tr> <tr> <td>Hardwood sawnwood</td> <td>tonnes</td> <td>2.50</td> </tr> <tr> <td>Wastepaper</td> <td>tonnes</td> <td>2.80</td> </tr> <tr> <td>Mechanical pulp</td> <td>tonnes</td> <td>2.50</td> </tr> <tr> <td>Chemical dissolving pulp</td> <td>tonnes</td> <td>2.50</td> </tr> <tr> <td>Sulphate pulp, unbleached</td> <td>tonnes</td> <td>6.00</td> </tr> <tr> <td>Sulphate pulp, bleached</td> <td>tonnes</td> <td>4.50</td> </tr> <tr> <td>Sulphite pulp</td> <td>tonnes</td> <td>5.00</td> </tr> <tr> <td>Semi-chemical woodpulp</td> <td>tonnes</td> <td>2.75</td> </tr> <tr> <td>Veneer (<6mm)</td> <td>tonnes</td> <td>3.45</td> </tr> <tr> <td>Other wood-based panels</td> <td>tonnes</td> <td>2.50</td> </tr> <tr> <td>Woodwool, woodflour</td> <td>tonnes</td> <td>1.70</td> </tr> <tr> <td>Packing cases, pallets</td> <td>tonnes</td> <td>2.00</td> </tr> <tr> <td>Other manufactured wood</td> <td>tonnes</td> <td>2.50</td> </tr> <tr> <td>Newsprint</td> <td>tonnes</td> <td>2.80</td> </tr> <tr> <td>writing & printing paper, uncoated</td> <td>tonnes</ td>< td >3.50 </table> Notes: 1. A revised set of figures was produced in FC Technical Paper 19, "Revised Forecasts of the Supply and Demand for Wood in the UK" (Forestry Commission, 1996), but these have not been used in FC publications. \<page_number>5 \| Methodology Note \| UK Wood Imports & Exports \| March 2016\</page_number> Methodology note: UK wood imports & exports Disclosure Statistics on imports and exports are primarily based on published HMRC overseas trade data, so no further disclosure checking is undertaken by the Forestry Commission. Results from survey data are checked for disclosure potential; results to date have not been disclosive. Revisions Statistics on imports and exports are subject to revision after publication if revisions are made to the overseas trade statistics produced by HMRC. Figures may also be refined to take account of expert advice from the Expert Group on Timber & Trade Statistics and trade associations on trade in specific products. The Forestry Commission’s revisions policy sets out how revisions and errors to statistics are dealt with, and can be found at: www.forestry.gov.uk/pdf/FCrevisions.pdf/$FILE/FCrevisions.pdf More specific information on revisions to UK imports and exports statistics can be found in the quality report on UK Wood Production and Trade at www.forestry.gov.uk/pdf/ukwptqrpt.pdf/$FILE/ukwptqrpt.pdf ; and in the quality report on Forestry Statistics and Forestry Facts and Figures at: www.forestry.gov.uk/pdf/qrfs_ffr.pdf/$FILE/qrfs_ffr.pdf. Jeremy Darot / Sheila Ward Statistics, Forestry Commission Updated March 2016 \<page_number>6\</page_number> \| Methodology Note \| UK Wood Imports & Exports \| March 2016 Methodology note: UK wood imports & exports Glossary - Conversion factor Numerical factor by which a quantity that is expressed in one set of units must be multiplied in order to convert it into another set of units. - Deliveries The quantities of UK-grown roundwood that is delivered to processors (mills) or for other uses (such as wood fuel and exports). Note that for sawmills and round fencing mills, the deliveries figure reported is actually the quantity of roundwood consumed by the mill, which may differ from the true deliveries figure if the levels of input stocks vary. - European Union (EU) Currently comprises 28 member states: Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, the Netherlands, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden and the UK. - Eurostat The statistical office of the European Union, situated in Luxembourg. Its task is to provide the European Union with statistics at European level that enable comparisons between countries and regions. - Forestry Commission (FC) The government department responsible for forestry matters in England, Scotland and (until March 2013) Wales. The Forestry Commission’s functions in Wales transferred to a new organisation, Natural Resources Wales, on 1 April 2013. The responsibility for forestry is devolved. - Forest Service (FS) An agency of the Northern Ireland Department of Agriculture and Rural Development. - Great Britain (GB) England, Wales and Scotland. - Hardwood The wood of broadleaved trees, such as oak, birch and beech; a term sometimes used for the broadleaved trees themselves. - HM Revenue & Customs (HMRC) The United Kingdom’s tax authority. - Pulp Fibrous material produced by mechanically or chemically reducing wood into its component parts from which pulp, paper and paperboard sheets are formed after proper slushing and treatment or used for dissolving purposes (dissolving pulp or chemical cellulose) to make rayon, plastics, and other synthetic products. Sometimes called wood pulp. \<page_number>7\</page_number> \| Methodology Note \| UK Wood Imports & Exports \| March 2016 Methodology note: UK wood imports & exports Roundwood Trunk or branch wood, generally with a top diameter of 7 cm or more. Can be in the form of logs (14 cm top diameter or more) or small roundwood (7 to 14 cm). Sawnwood Sawn timber - timber that has been cut into planks or boards from logs. Softwood The wood of coniferous trees, such as spruce, pine and larch; a term sometimes used for the coniferous trees themselves. United Nations Economic Commission for Europe (UNECE) One of five regional commissions of the United Nations. Its mission is to promote pan-European economic integration. The UNECE Statistical Division is responsible for compiling international statistics on production and trade of wood products for Europe, the Russian Federation and North America. United Kingdom (UK) Great Britain and Northern Ireland. Wood pellets Sawdust or wood shavings compressed into uniform diameter pellets to be burned for heat or energy. \<page_number>8\</page_number> \| Methodology Note \| UK Wood Imports & Exports \| March 2016 Methodology note: UK wood imports & exports Annex: Further information on amendments to trade data Routine amendments to data The following routine amendments are made to the initial estimates produced from HMRC data, to take account of alternative data sources and expert advice. Industrial roundwood, chips & particles - For exports, HMRC quantity estimates are replaced with data obtained by the Forestry Commission from businesses that export roundwood or chips. This provides consistency with UK timber statistics. Sawnwood - Code 44079131 (relating to Oak flooring) is excluded, as this is considered to be secondary processed sawnwood. Plywood - Codes relating to products containing both coniferous and non-coniferous material (44129490, 44129985) are allocated to the coniferous/ non-coniferous categories based on the majority of material (derived from average densities). - Code 44123290 is excluded from the tropical sub-category. Although plywood under this code may have a tropical face, the majority of the wood is believed to be of temperate species. Wood pulp, other pulp, recovered paper and paper & paperboard - All HMRC quantity estimates are replaced with estimates produced by the Confederation of Paper Industries (www.paper.org.uk). Ad hoc amendments to data Ad hoc amendments may be made to correct apparent errors in the data after any routine amendments have been made. These adjustments are constantly reviewed and are applied where considered appropriate. Hence, they are not a permanent feature of the regular provision of data, but remain as part of the process of delivery of information where such adjustments are required. Work is undertaken by Timbertrends to check and revise import data for all the main solid wood and panel products. This involves deriving average prices and average densities from the HMRC data on weights, volumes and values. These derived figures \<page_number>9\</page_number> \| Methodology Note \| UK Wood Imports & Exports \| March 2016 Methodology note: UK wood imports & exports are then compared to identify outliers (records with unusually high or low average prices and/ or densities). Where outliers suggest an error (for example, average densities for non-coniferous sawnwood are unusually low and more appropriate to coniferous sawnwood) amendments may be made to the HMRC data to adjust the relevant estimates to be reported. Work for the Forestry Commission undertaken by Timbertrends relates to the production of annual estimates for the categories covered by the Joint Forest Sector Questionnaire only. However, efforts are made by the contractor to ensure consistency of the annual estimates produced for the Forestry Commission with the monthly estimates produced for the Timber Trade Federation. Two examples of recent ad hoc amendments are provided below. Box 1: Example of correction to HMRC data For instance, in the October 2015 hardwood import data provided, the following entry was observed: <table> <thead> <tr> <th>Month</th> <th>Country</th> <th>Code</th> <th>Value</th> <th>Weight</th> <th>Unit (m³)</th> </tr> </thead> <tbody> <tr> <td>201510</td> <td>GERMANY</td> <td>44079200</td> <td>369,249</td> <td>722,426</td> <td>32,920</td> </tr> </tbody> </table> There is a high probability that the units have been mis-recorded, as these data produced an average price and average weight which would have been clearly incorrect. The units for this entry, based on average density, were changed to: 1,003 m³. Box 2: Sawnwood from Latvia and Estonia Regular checks undertaken on 2013 data identified a number of entries for sawnwood imports from Latvia and Estonia that had been coded as hardwood but that had average densities more closely associated with sawn softwood. It was concluded that these entries were likely to have been mis-coded and the Forestry Commission estimates for coniferous and non-coniferous sawnwood imports were adjusted accordingly. This resulted in an increase of around thirty thousand m³ to the estimate of coniferous sawnwood imports in 2013 (and a corresponding decrease in non-coniferous sawnwood imports). \<page_number>10\</page_number> \| Methodology Note \| UK Wood Imports & Exports \| March 2016	ENGLISH
0834-pdf	From: Drury Chris Sent: 26 May 2020 13:10 To: Roger Caisley' Subject: Amendment to Stone Sawing Building including Re-Roofing of one section Realignment of second section, Installation of new Roller Door for access, and the Installation and Use of a new (additional) Computer Numerical Control Profiling Saw, Birchover Stone Roger Amendment to Stone Sawing Building including Re-Roofing of one section, Realignment of second section, Installation of new Roller Door for access, and the Installation and Use of a new (additional) Computer Numerical Control Profiling Saw, Birchover Stone Processing Works, Birchover Quarry. Apologies but due to unforeseen priorities consuming a lot of work time I regret the need to request a further period of time for the determination of your planning application. I already have substantial input into a delegated report (acceptance of the final decision being delegated rests with our Head of Development Management) but there is more input required into the report and I will also need to prepare an EIA screening opinion and the draft decision notice to accompany the report for approval. I will complete a current priority task this week then I can get back to the preparation of the three documents for Birchover. In the meantime I would be grateful if you could agree in writing to: - an extension of the period allowed for the EIA screening opinion until 30th June 2020 under the provisions of Regulation 6(6)(b) of the EIA Regulations 2017; - an extension of the period allowed for the determination of the planning application also until 30th June 2020 under the provisions of Article 34(2)(c) of The Town and Country Planning (Development Management Procedure) (England) Order 2015. I anticipate completion of all the documents for Birchover within the next two to three weeks but have requested a period that should avoid the need to ask for any further extensions of time. Kind regards Chris Chris Drury Senior Minerals Planner Development Management Service Peak District National Park Authority Telephone: 01629 816292 (direct line) Mobile: 07890 274643 E-mail: chris.drury@peakdistrict.gov.uk [Please note that I remain home based for my work and the PDNPA restriction on site visits have not yet] been lifted. I trust that you remain well\]. From: Roger Caisley <Roger.Caisley@suon.net> Sent: 24 April 2020 16:02 To: Drury Chris <chris.drury@peakdistrict.gov.uk> Cc: karen.carpenter@derbyshiredales.gov.uk; Nigel Morton <nigel.morton@suon.net>; Nigel Morton <nigel.morton@derbyshiredales.gov.uk> Subject: RE: Noise report in respect of Birchover Quarry Chris I'm working from home as well. We are quite content to grant an extension of time until 29th May. Regards Roger From: Drury Chris <chris.drury@peakdistrict.gov.uk> Sent: 24 April 2020 15:09:58 To: Roger Caisley Cc: karen.carpenter@derbyshiredales.gov.uk'; Nigel Morton Subject: RE: Noise report in respect of Birchover Quarry Hello Roger I hope that you, and also Karen and Nigel and your families, are also keeping safe and well. Many thanks for the Vibrock Noise Insulation Review report which I will need to carefully examine but from initial perusal looks to be comprehensive. As agreed following the Stanton Moor Mineral Liaison Group meeting, I have awaited the Vibrock report in order for it to properly inform the important noise considerations in my delegation report on the current application NP/DDD/1019/1087 for the Stone Sawing Building alterations and new saw; and also to enable Karen to make further comments, with the benefit of this information, should she wish to do so. Given the time that has elapsed, the need to await further comments from Karen with regard to the Vibrock review, and also resolution of Andrew Pickford's query with Karen about self-closers on the pedestrian doors (his email of 20th March), and the additional input that will be required into my report, I would be grateful if you would agree in writing to a further extension of time for the determination of the application until 29th May 2020. I am currently working from home having transferred my office desktop and monitor to my laptop. I have a VPN link to the PDNPA network enabling progression of work. In progressing the application I am not sure of Karen's current work situation in relation to the covid-19 lock-down but no doubt she will advise as necessary. Kind regards Chris Chris Drury Senior Minerals Planner Planning Service Peak District National Park Authority Telephone: 01629 816292 (direct line) Mobile: 07890 274643 E-mail: chris.drury@peakdistrict.gov.uk From: Roger Caisley <Roger.Caisley@suon.net> Sent: 24 April 2020 13:30 To: Drury Chris <chris.drury@peakdistrict.gov.uk> Cc: karen.carpenter@derbyshiredales.go; Nigel Morton <Nigel.Morton@suon.net> Subject: Noise report in respect of Birchover Quarry Chris Hope you are keeping well in these difficult times. Attached is the report produced by our noise consultants Vibrock. This covers a record and assessment of the insulation works carried out to satisfy the requirements of the approval of condition 53 of permission ND/ODD/073/5/22. Details of the further noise insulation works carried out in respect of the installation of the new saw and related amendments to the building and a Noise Management Plan as discussed at our site meeting with Karen Carpenter. I have copied this email to Karen for information. If you require any further information please contact me. Regards Roger Peak District National Park Authority, Aldern House, Baslow Road, Bakewell, DE45 1AE. Phone:01629 816200 ______________________________________________________________________ ## This email message may contain confidential information, may be legally privileged and /or contain personal views or opinions that are not the Authority's. It is intended only for the use of the addressee or those included on the email recipients. If you have received this email in error please delete it immediately. Under Freedom of Information legislation email content may be disclosed. The Authority may monitor email traffic data and also the content of email for the purposes of security. Our Privacy Notice tells you about how we will use, and store your information, in line with the GDPR. Please click here to view the notice. This e-mail has been scanned for all viruses by CensorNet. The service is powered by MailSafe. For more information please visit http://www.censornet.com This email has been scanned for spam & viruses. If you believe this email should have been stopped by our filters, click here to report it.	ENGLISH
0472-pdf	# Reducing the spread of COVID-19 Current R (UK) <img>R = 0.7 - 0.9</img> R is the average number of additional people infected by each infected person. Infection Survey (England) <img>33,000</img> 25 May to 7 June Estimated average number of people with COVID-19 in the community (95% confidence interval: 14,000 to 68,000) Down from 152,000 27 April to 10 May These estimates do not include people in hospital, care homes or other institutional settings. Estimated percentage of the population testing positive for COVID-19, England <img>Line graph showing estimated percentage of the population testing positive for COVID-19 over time. X-axis: 26-Apr to 7-Jun Y-axis: 0.0% to 0.8% Blue line represents actual data. Dashed blue line represents 95% confidence interval.</img> Source: Scientific Advisory Group for Emergencies, COVID-19 Infection Survey, Office for National Statistics. Further details on data sources can be found here: https://www.gov.uk/government/collections/covid-19-infection-survey-data-and-datasets <watermark>STAY ALERT • CONTROL THE VIRUS • SAVE LIVES</watermark> <img>COBR Cabinet Office Briefing Room logo</img> <img>COBR Cabinet Office Briefing Room</img> Testing and new cases (UK) <table> <tr> <td style="vertical-align:top;"> <img>Testing icon</img><br> Testing <br> Includes tests carried out and posted out. Some people are tested more than once. <br> <strong>193,253</strong> tests as of 12 June <br> <strong>6,434,713</strong> tests in total </td> <td style="vertical-align:top;"> <img>New confirmed cases bar chart</img><br> New confirmed cases<br> <img>7-day rolling average line</img><br> 7-day rolling average </td> </tr> <tr> <td style="vertical-align:top;"> <img>Confirmed cases icon</img><br> Confirmed cases <br> Only includes cases tested positive. There are more cases than confirmed here. <br> <strong>1,541</strong> cases confirmed as of 12 June <br> <strong>292,950</strong> cases confirmed in total </td> <td style="vertical-align:top;"> Source: NHS England and devolved administrations. Further details on this source can be found here: https://www.gov.uk/government/statistics/coronavirus-covid-19-infections-and-deaths-by-date </td> </tr> </table> STAY ALERT • CONTROL THE VIRUS • SAVE LIVES <img>A bar chart showing estimated new daily admissions with COVID-19 in Scotland, Wales, Northern Ireland, and England. The x-axis shows dates from 28 Mar to 9 Jun. The y-axis shows numbers from 0 to 4K. The bars represent the number of admissions per day, with Scotland's bar peaking around 3K on 28 Mar, then declining. Wales' bar starts at around 2K and also declines. Northern Ireland's bar starts at around 1K and also declines. England's bar starts at around 1K and also declines. A legend indicates that the red bars represent Scotland, the purple bars represent Wales, the yellow bars represent Northern Ireland, and the green bars represent England.</img> Estimated new daily admissions with COVID-19 535 Estimated admissions with COVID-19 (England, Wales, Northern Ireland) on 9 June Down from 722 on 2 June 392 Mechanical ventilator beds occupied with COVID-19 patients (UK) on 11 June Down from 571 on 4 June Definitions vary across the devolved administrations. See statistical notes for more information. Source: NHS England and devolved administrations. Further details on data sources can be found here: https://www.gov.uk/government/publications/covid-19-statistics-and-datasets For data on other countries see: https://www.gov.uk/government/statistics/coronavirus-covid-19-statistics Data from Hospitals <img>A line graph showing mechanical ventilator beds occupied by COVID-19 patients. The x-axis shows dates from 2 Apr to 11 Jun. The y-axis shows numbers from 0 to 3K. The line starts at around 3K on 2 Apr, then gradually decreases over time until it approaches zero by 11 Jun.</img> Mechanical ventilator beds occupied by COVID-19 patients <watermark>COBR Cabinet Office Briefing Room</watermark> STAY ALERT • CONTROL THE VIRUS • SAVE LIVES # People in Hospital with COVID-19 (UK) 5,607 people are in hospital with COVID-19, down from 7,036 this time last week. <img>A map of the United Kingdom showing the number of people in hospital with COVID-19 by region. Northern Ireland, Scotland, North East & Yorkshire, North West, Wales, Midlands, South West, South East, London, and East of England.</img> <watermark>COBR Cabinet Office Briefing Room</watermark> Source: NHS England and devolved administrations. Further details on this source can be found here: https://www.gov.uk/government/statistics/covid-19-in-patient-hospitals-and-discharges-by-region STAY ALERT • CONTROL THE VIRUS • SAVE LIVES <img>A graph showing the number of people in hospital with COVID-19 in Northern Ireland. The line starts at around 2K on 18 Mar and decreases to around 0K by 15 Jun.</img> Northern Ireland <img>A graph showing the number of people in hospital with COVID-19 in Scotland. The line starts at around 2K on 23 Mar and increases to around 4K by 11 Jun.</img> Scotland <img>A graph showing the number of people in hospital with COVID-19 in North East & Yorkshire. The line starts at around 2K on 11 Jun and increases to around 4K by 11 Jun.</img> North East & Yorkshire <img>A graph showing the number of people in hospital with COVID-19 in North West. The line starts at around 2K on 23 Mar and decreases to around 0K by 11 Jun.</img> North West <img>A graph showing the number of people in hospital with COVID-19 in Wales. The line starts at around 2K on 30 Mar and decreases to around 0K by 11 Jun.</img> Wales <img>A graph showing the number of people in hospital with COVID-19 in Midlands. The line starts at around 2K on 30 Mar and increases to around 4K by 11 Jun.</img> Midlands <img>A graph showing the number of people in hospital with COVID-19 in South West. The line starts at around 2K on 23 Mar and decreases to around 0K by 11 Jun.</img> South West <img>A graph showing the number of people in hospital with COVID-19 in South East. The line starts at around 2K on 30 Mar and increases to around 4K by 30 Mar.</img> South East <img>A graph showing the number of people in hospital with COVID-19 in London. The line starts at around 2K on 30 Mar and increases to around 4K by 30 Mar.</img> London <img>A graph showing the number of people in hospital with COVID-19 in East of England. The line starts at around 2K on 30 Mar and increases to around 4K by 30 Mar.</img> East of England Daily COVID-19 deaths confirmed with a positive test (UK) The numbers presented here from the Department for Health and Social Care relate to deaths where COVID-19 was confirmed with a positive test. On 12 June DHSC reported 202 Daily COVID-19 deaths confirmed with a positive test 41,481 Total COVID-19 deaths confirmed with a positive test <img> A bar chart showing daily COVID-19 deaths. The y-axis ranges from 0 to 1,200. The x-axis shows dates from 14-Mar to 12-Jun. A line graph showing the 7-day rolling average of daily COVID-19 deaths. The y-axis ranges from 0 to 1,200. The x-axis shows dates from 14-Mar to 12-Jun. </img> Weekly registered deaths from the Office for National Statistics include cases where COVID-19 is mentioned on the death certificate but was not confirmed with a test. On 28 May, ONS reported 50,107 cumulative registered deaths from COVID-19. This was 11,514 more than the DHSC figure for the same date. Source: DHSC, sourced from NHSI, PHE, developed by COBR. Data sources can be found here: https://www.gov.uk/government/collections/coronavirus-covid-19-statistics <watermark>STAY ALERT • CONTROL THE VIRUS • SAVE LIVES</watermark> <img>COBR Cabinet Office Briefing Room logo</img> Annex: Statistical notes Current R (UK): R is not usually a useful measure on its own and needs to be considered alongside the number of new cases. R is the average number of secondary cases directly generated by an individual case. The R number does not estimate how many people are currently infected. R is estimated from multiple data sources, including ICU/hospital admissions, NOS/CQC death figures, behavioural contact surveys, and others. For more information please see: https://www.gov.uk/guidance/the-number-of-people-infected-with-covid-19-in-england COVID-19 Infection Survey (England): The Office for National Statistics (ONS) is initially conducting a pilot survey aiming to achieve data from 10,000 households in England. All individuals aged two years and over in sampled households were invited to provide samples for testing. Following completion of the pilot survey, the full survey will be rolled out to all households in England. The survey aims to estimate the number of people who have had COVID-19 infection in the last 2 months, and the rate at which this infection has spread across the UK. This includes estimating the number of people who have had COVID-19 infection in the last 2 months, and the rate at which this infection has spread across the UK. This includes estimating how many people have been infected with COVID-19 in a given time period; and how many people are likely to have had the infection. It will also contribute to estimates of the rate of transmission of the infection, often referred to as 'R'. All estimates are subject to uncertainty, given that a sample is only part of the wider population. The 95% confidence intervals are calculated using standard statistical methods. In any study involving a sample of households, then 95% of the time the confidence intervals would contain the true value that we are seeking to estimate. Research partners at the University of Oxford and Imperial University London used a hierarchical regression modelling approach to estimate the percentage of the population in England testing positive for the coronavirus since the start of the study (26 April). Therefore the other Infection Survey results cannot be directly compared with these infection estimates. Testing and new cases (UK) Tests: The number of tests includes: (i) tests processed through our laboratories, and (ii) tests sent to individuals at home or to satellite testing locations. Tests processed through laboratories are counted as tests processing in the laboratory and not when they are delivered to patients at home or to satellite testing locations. Home-based tests are dispatched within 24 hours of being ordered. Testing under Pillar 3 has been included from 1 June. Cases: Cases are reported when lab tests are completed. This may be a few days after initial testing. Chart date corresponds to the date tests were reported as of the 24 hours before 9am that day. Only includes cases tested positive. There are more cases than confirmed here. There may be a small percentage of cases where the same person has had more than one positive test result for COVID-19. For more information please see: https://www.gov.uk/guidance/coronavirus-covid-19-information-for-the-public Data from hospitals Estimated daily admissions with COVID-19 (UK): England data captures people admitted to hospital who already had a confirmed COVID-19 status at point of admission, and those who tested positive in the previous 24 hours whilst in hospital. Inpatients diagnosed with COVID-19 after admission are assumed to have been admitted on the day prior to their diagnosis. England data were revised on 8 June to reflect a methodology change in calculating estimated admissions and has resulted in historical revisions of the full time series. Northern Ireland data includes suspected and confirmed COVID-19 admissions by admission date. Wales data includes confirmed and suspected cases, and is the number of admissions to the hospital in the previous 24 hour period up to 9am. The status of COVID/non-COVID is as at the time of admission, not during stay in hospital. Scotland data include all patients who tested positive for COVID-19 in the 14 days prior to admission to hospital, on the day of their admission or during their stay in hospital. The data are published weekly by Public Health Scotland. https://beta.icdsd.org/public-data-releases-and-data-population-health/covid-covid-19-covid-19-statistical-report Annex: Statistical notes Data from hospitals (continued) Ventilator beds with COVID-19 patients (UK): Reporting on bed capacity has shifted from ventilator bed capacity to the number of ventilator beds occupied with COVID-19 patients. The data shows the overall number of Mechanical Ventilation beds that are occupied by COVID patients, by nation. This measure includes both Nightingale hospitals and Dragon's Heart'sbytyb Calon y Ddraig feld hospital. The trends in these graphs are impacted by both reserved and devolved policies. For Wales mechanical ventilator beds cover invasive ventilated beds in a critical care setting, plus those outside of a critical care environment. Scottish figures include people in ICU with confirmed or suspected COVID-19 and may include a small number of patients who are not on mechanical ventilation. England figures include the number of COVID patients who are capable of delivering mechanical ventilation. People in hospital with COVID-19 (UK) Community hospitals are included in figures for Wales from 23 April onwards. England and Scottish data includes confirmed cases. Northern Ireland and Welsh data includes confirmed and suspected cases. Due to the way Northern Ireland report, the UK figure is calculated by taking the most recent day for Great Britain plus the previous day for Northern Ireland. National data may not be directly comparable as data about COVID-19 patients in hospitals is collected differently across nations. From 23 April, a change in reporting resulted in some patients in Wales being reclassified as COVID patients. Prior to this date, some COVID positive patients who had been in hospital for 14 days or more were reported as non COVID patients. Northern Ireland data was revised on 30 May to reflect a methodology change for calculating the number of COVID inpatients. Daily COVID-19 deaths confirmed with a positive test (UK) Figures on deaths relate to those who have tested positive for COVID-19. The 7-day rolling average (mean) of daily deaths is plotted on the last day of each seven day period. UK deaths are reported when paperwork is filed, rather than time of death. Deaths are reported in the 24 hours up to 5pm on the previous day. On 1 June the deaths data have been revised to include an additional 445 deaths in England from the period 26 April – 31 May. The published daily series has been revised to show when these deaths were reported. For more information please see: https://www.gov.uk/guidance/coronavirus-covid-19-information-for-the-public Further information and data UK - COVID-19 in the UK Weekly summary of hospital activity and capacity during the COVID-19 pandemic Scottish Government - COVID-19 daily data for Scotland Northern Ireland - COVID-19 statistics	ENGLISH
3519-pdf	A8 - Tax calculation <table> <tr> <td></td> <td colspan="2">BLAGAB I minus E</td> <td>Long-term business fixed capital</td> <td>Total per return</td> </tr> <tr> <td>Non-trade loan relationship income</td> <td>(A1)</td> <td>527,136</td> <td>(A6)</td> <td>21,540</td> <td>548,676</td> </tr> <tr> <td>Property business</td> <td>(A1)</td> <td>47,701</td> <td></td> <td></td> <td>47,701</td> </tr> <tr> <td>Sundry and minimum profits</td> <td>(A1)</td> <td>9,955</td> <td></td> <td></td> <td>9,955</td> </tr> <tr> <td>Profits before gains</td> <td>(A1)</td> <td>584,792</td> <td>(A6)</td> <td>21,540</td> <td>606,332</td> </tr> <tr> <td>Net chargeable gains</td> <td>(G)</td> <td>236,455</td> <td></td> <td>0</td> <td>236,455</td> </tr> <tr> <td>Non-trading gain on intangible fixed assets</td> <td></td> <td></td> <td>(A6)</td> <td>7,660</td> <td>7,660</td> </tr> <tr> <td>Non trading deficit on loan relationship</td> <td>(A1)</td> <td>(2,501)</td> <td></td> <td></td> <td>(2,501)</td> </tr> <tr> <td>Management expenses</td> <td>(A3)</td> <td>(288,650)</td> <td>(A6)</td> <td>(5,880)</td> <td>(294,530)</td> </tr> <tr> <td>Non-trading loan relationship deficits brought forward CTA09/S457(1)</td> <td></td> <td></td> <td>(A6)</td> <td>(1,250)</td> <td>(1,250)</td> </tr> <tr> <th colspan="2">Net profits before reliefs</th><th colspan="2">(A1) 530,096 (A6) 22,070</th><th colspan="2">552,166</th> </tr> <tr><th colspan="2">Shareholders' profits before reliefs</th><th colspan="2">(A5) 530,096 22,070</th><th colspan="2">552,166</th></tr><tr><th colspan="2">Less trading losses CTA10/S37 (non-BLAGAB)</th><th colspan="2">(5,605)<sup>1</sup></th><th colspan="2">(5,605)<sup>1</sup></th></tr><tr><th colspan="2">Group relief</th><th colspan="2">(120,650) ____________ (120,650)</th><th colspan="2"></th></tr><tr><th colspan="6"></th></tr></table> <sup>1</sup>: This figure includes the amount of the non-trading loan relationship deficit brought forward under CTA09/S457(1). <table> <tr> <td>Shareholders'</td> <td>403,841</td> <td>22,070</td> <td>(A9)</td> <td>425,911</td> </tr> <tr> <td>share of profits</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Policyholders'</td> <td>nil</td> <td></td> <td>(A9)</td> <td>nil</td> </tr> <tr> <td>share of profits</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Total taxable profits</td> <td><strong>403,841</strong></td> <td><strong>22,070</strong></td> <td></td> <td><strong>425,911</strong></td> </tr> </table> <sup>1</sup>This example does not reflect the operation of the loss streaming rules introduced in F (No 2)A 2017	ENGLISH
1040-pdf	<img>ORR OFFICE OF RAIL AND ROAD</img> # Annual Rail Consumer Report ## Findings by Train Company ### 2019-2020 <img>A train station with a large, arched roof structure. The platform has several trains on it, including a yellow and black one in the foreground. There are people walking along the platform.</img> Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Contents \| Guidance \| 1 \| \|---\|---\| \| Avanti West Coast \| 4 \| \| c2c \| 7 \| \| Caledonian Sleeper \| 10 \| \| Chiltern Railways \| 13 \| \| CrossCountry \| 16 \| \| East Midlands Railway \| 19 \| \| Govia Thameslink Railway \| 22 \| \| Grand Central \| 25 \| \| Great Western Railway \| 28 \| \| Greater Anglia \| 31 \| \| Heathrow Express \| 34 \| \| Hull Trains \| 37 \| \| London North Eastern Railway \| 40 \| \| London Overground \| 43 \| \| Merseyrail \| 46 \| \| Northern Trains \| 49 \| \| ScotRail \| 52 \| \| South Western Railway \| 55 \| \| Southeastern \| 58 \| \| TFL Rail \| 61 \| \| TfW Rail \| 64 \| \| Transpennine Express \| 67 \| \| West Midlands Trains \| 70 \| <img>A stylized blue circle with a white dot in the center, surrounded by a faint, curved line pattern.</img> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Guidance on interpreting the data ## Key facts Owner group: This is the parent company which owns the train operating company. Operator: Train operating company. Franchising period: Period of time for which the train operating company operates. Franchise period: Period of time for which the train operating company has been contracted to run the franchise. Sector: Long distance, Regional, London and South East and Scotland. Operated stations 2019-20: Number of stations the train company operates. Employees 2019-20: Number of employees the train operating company has. Passenger journeys 2019-20: Number of annual passenger journeys on the train operating company. ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur Passenger satisfaction with how well the train company deals with delays, available at both train operating company and a national level. The data is sourced from Transport Focus twice yearly National Rail Passenger Survey (NRPS). Data is included from Spring 2015 to Autumn 2019. Autumn 2019 data was published on 28 January 2020. The side arrows indicate the percentage point change from Autumn 2018 to Autumn 2019. ______________________________________________________________________ ### Passenger satisfaction with how well the train company deals with delays Passenger satisfaction with the usefulness of information provided to passengers when delays occur, available at both train operating company and a national level. The data is sourced from Transport Focus twice yearly National Rail Passenger Survey (NRPS). Data is included from Spring 2015 to Autumn 2019. Autumn 2019 data was published on 28 January 2020. The side arrows indicate the percentage point change from Autumn 2018 to Autumn 2019. ______________________________________________________________________ ### Passenger satisfaction with provision of information during the journey Passenger satisfaction with the information provided to passengers during the journey, available at both train operating company and a national level. The data is sourced from Transport Focus twice yearly National Rail Passenger Survey (NRPS). Data is included from Spring 2015 to Autumn 2019. Autumn 2019 data was published on 28 January 2020. The side arrows indicate the percentage point change from Autumn 2018 to Autumn 2019. Source: Transport Focus, National Rail Passenger Survey \<page_number>1\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## Guidance on interpreting the data Booked assistance volumes The number of assists booked by passengers through the National Passenger Helpline (NPH) booking system, known as Passenger Assist, managed by the Rail Delivery Group (RDG). Please note, the data does not include unbooked assistance, often called 'Turn Up and Go'. The number of booked assistance requests are shown for each company that manages a station, and therefore not necessarily against the train company which the passenger travels with. For example, if a passenger books assistance at Darlington station to board a CrossCountry train, the assist will be recorded against the station operator, which in this case would be LNER. This is why we do not have any data for those train companies who do not manage any stations. Source: Rail Delivery Group (RDG) Data tables: Ball passenger assists by station operator – Table 16.03 Alternative accessible transport The number of instances where the train company provided alternative accessible transport (AAT) in 2019-20. All operators must provide free alternative transport to take passengers to the nearest or most convenient accessible station in certain circumstances, including: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. The volume of AAT a train company provides can be influenced by a number of factors which means volumes can often vary significantly from year to year. Source: Train Operating Companies ______________________________________________________________________ Passenger experience of booked assistance in 2019-20 Passenger experience of booked assistance throughout 2019-20. Based on research by Breaking Blue (commissioned by ORR) consisting of interviews with 4,079 Passenger Assister users in 2019-20. This research is a repeat of the 2018-19 study which means the results are directly comparable. The graphs are based on the following survey questions: 1. Passenger outcome for assistance that was booked. Question D5 - did you actually receive the following assistance? 2. Satisfaction with assistance at the station. Question D7 - how satisfied were you with the overall assistance at the station? 3. Satisfaction with the helpfulness and attitude of staff who provided assistance at the station. Question D7a - how satisfied were you with the helpfulness and attitude of staff who provided assistance at the station? 4. Overall satisfaction with the whole process from booking assistance to assistance received. Question D21 - how satisfied are you with the whole process from booking the assistance to the assistance received. The sample size is shown due to varying sample sizes between operators. Operators with a sample size below 70 are not shown due to issues with the robustness of the data. Data not available for those operators who do not operate any stations, a note will indicate where this is the case. ______________________________________________________________________ Claims for redress following booked assistance failure in 2019-20 This box shows the volume of claims received for redress due to booked assistance failure in 2019-20, and the percentage of claims approved by the train operator. The graph shows this by rail period where a rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Note: This data was collected for the first time in 2019-20 Source: Train Operating Companies ______________________________________________________________________ Top 5 reasons for accessibility complaints in 2019-20 The data in this box shows the top five causes of accessibility complaints for the train operator in 2019-20. The table also shows the proportion (as a percentage) of accessibility complaints each of these issues accounted for. Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC – Table 14.5 \<page_number>2\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation ## Guidance on interpreting the data Complaints rate (per 100,000 journeys) In 2019-20 by quarter The volume of complaints and correspondence closed per 100,000 journeys. Complaints are normalised by passenger journeys to allow effective comparison of data between time periods and train operating companies. Results are provided for the four quarters in 2019-20 which refer to 3-monthly time periods. Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 Complaints responded to within 20 working days in 2019-20 by quarter The percentage of complaints answered by the train operator within 20 working days. Our regulatory requirement is to close 95% of complaints within 20 working days. Results are provided for the four quarters in 2019-20 which refer to 3-monthly time periods. Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 14.2 PP = percentage point change Top 5 reasons for complaints in 2019-20 The data in this box shows the top five causes of complaints for the train operator in 2019-20. The table also shows what proportion of complaints each of the top five complainants issues accounted for and the percentage point change for each complaint category versus 2018-19. Source: Train Operating Companies Data tables: Complaints rate by NRPS category by TOC - Table 14.5 Passenger satisfaction with complaint handling 2019-20 Satisfaction with complaints handling process The proportion of passengers who were satisfied, dissatisfied and neither satisfied nor dissatisfied with the complaints handling process. This data is generated from our complaint handling satisfaction survey administered by Critical Research on behalf of OTR. The 2019-20 survey wave generated just over 54,000 passenger responses. The number of responses per train company is also provided. Source: Train Operating Companies Data tables: Passenger satisfaction with complaints handling - Table 14.8 Satisfaction with outcome of complaint The proportion of passengers who were satisfied, dissatisfied and neither satisfied nor dissatisfied with the outcome of their complaint. Source: Train Operating Companies Data tables: Passenger satisfaction with complaints handling - Table 14.8 Delay compensation claims in 2019-20 The left-hand side of this box displays the volume of delay compensation claims closed by the train operator in 2019-20. The graph shows this by rail period where a rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. The top-right hand side of this box displays the proportion of delay compensation claims closed which were approved by the train operator. The bottom-right hand side of this box displays the proportion of delay compensation claims closed which have been answered by the train operator within 20 working days. Source: Train Operating Companies Data tables: Rail delay compensation claims by TOC - Table 17.01 \<page_number>3\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## Avanti West Coast Owner group: First Trentitalia West Coast Rail Limited Operator: Avanti West Coast Franchise: InterCity West Coast Franchised from: December 2019 - 2031 Sector: Long distance Operated stations 2019-20: 16 Employees 2019-20: 3,383 Passenger journeys 2019-20: 375 million % change compared to last year: +5.1 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ### Provision of information to passengers #### Passenger satisfaction with the usefulness of information when delays occur <img> A bar chart showing passenger satisfaction with the usefulness of information when delays occur. The x-axis shows years: S A S A S A S A S A 2015, 2016, 2017, 2018, 2019. The y-axis shows percentages from 0% to 100%. For Avanti West Coast: - 2015: ~55% - 2016: ~55% - 2017: ~55% - 2018: ~55% - 2019: ~55% For National: - 2015: ~48% - 2016: ~48% - 2017: ~48% - 2018: ~48% - 2019: ~48% Legend: - Avanti West Coast: Light blue bars - National: Dark blue bars Change on last year: - For Avanti West Coast: -4.4 PP - For National: 6.3 PP </img> #### Passenger satisfaction with how well the train company deals with delays <img> A bar chart showing passenger satisfaction with how well the train company deals with delays. The x-axis shows years: S A S A S A S A S A 2015, 2016, 2017, 2018, 2019. The y-axis shows percentages from 0% to 100%. For Avanti West Coast: - 2015: ~56% - 2016: ~56% - 2017: ~56% - 2018: ~56% - 2019: ~56% For National: - 2015: ~41% - 2016: ~41% - 2017: ~41% - 2018: ~41% - 2019: ~41% Legend: - Avanti West Coast: Light blue bars - National: Dark blue bars Change on last year: - For Avanti West Coast: -4.2 PP - For National: 3.7 PP </img> #### Passenger satisfaction with provision of information during the journey <img> A bar chart showing passenger satisfaction with provision of information during the journey. The x-axis shows years: S A S A S A S A S A 2015, 2016, 2017, 2018, 2019. The y-axis shows percentages from 0% to 100%. For Avanti West Coast: - 2015: ~76% - 2016: ~76% - 2017: ~76% - 2018: ~76% - 2019: ~76% For National: - 2015: ~84% - 2016: ~84% - 2017: ~84% - 2018: ~84% - 2019: ~84% Legend: - Avanti West Coast: Light blue bars - National: Dark blue bars Change on last year: - For Avanti West Coast: -1.9 PP - For National: 1.8 PP </img> PP = percentage point change \| The NPSs takes places twice a year, in Spring (S) and Autumn (A) Source: Transport Focus/National Rail Passenger Survey/ \<page_number>4\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## Avanti West Coast ### Booked assistance volumes Avanti West Coast received 98,913 booked assistance requests in 2019-20. This accounted for 8.1% of all booked assists made nationally in 2019-20. <img> A bar chart showing booked assistance volumes by month. The y-axis ranges from 0 to 15,000. The x-axis shows months P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13. The bars represent the number of booked assistance requests for each month. The bars are color-coded: blue for 2018-19 and purple for 2019-20. Legend: 2018-19 (blue), 2019-20 (purple). </img> Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator – Table 16.03 ### Alternative accessible transport All operators must provide free alternative transport services such as a wheelchair taxi to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. <img> A bar chart showing alternative accessible transport data. The y-axis ranges from 0 to 200. The bars represent the number of alternative accessible transport services provided per rail period. Legend: No data (empty bar). </img> Note: Avanti West Coast have been unable to source 2019-20 data due to their supplier being closed due to the coronavirus pandemic. Source: Train Operating Companies ### Passenger experience of booked assistance in 2019-20 Passenger outcome for assistance that was booked (all passengers) ☐ All assistance received ☐ Some assistance received ☐ No assistance received <img> Two stacked bar charts showing passenger experience of booked assistance in 2019-20. The left chart shows passenger outcome for assistance that was booked (all passengers). The right chart shows satisfaction with the helpfulness and attitude of staff who provided assistance at the station (for those passengers met by staff). Legend: Avanti West Coast (left), National (right). </img> Avanti West Coast - Passenger outcome for assistance that was booked (all passengers): 74% - Satisfaction with assistance at the station (for those passengers met by staff): 88% National - Passenger outcome for assistance that was booked (all passengers): 74% - Satisfaction with assistance at the station (for those passengers met by staff): 88% Note: Passenger outcome for assistance chart may not add up to 100% as some responses don't know/are not shown. Source: Research by Breaking Blue ### Claims for redress following booked assistance failure in 2019-20 Avanti West Coast received 386 claims for redress following booked assistance failure in 2019-20, of which 40.4% were approved. <img> A bar chart showing claims for redress following booked assistance failure in 2019-20. The y-axis represents the number of claims. The x-axis shows months P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13. Legend: Number of claims. </img> Note: This data was collected for the first time in 2019-20. Source: Train Operating Companies ### Top 5 reasons for accessibility complaints in 2019-20 Overall 10% (n=855) of complaints received by this operator were related to accessibility issues. \| Complaint type \| % of accessibility complaints \| \|---\|---\| \| Booked assistance not provided at station \| 39% \| \| TOC accessibility policy \| 10% \| \| Assistance booking process \| 9% \| \| The ease of being able to get on and off \| 6% \| \| Booked assistance not provided on train \| 6% \| Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC – Table 14.5 \<page_number>5\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation Avanti West Coast Complaints rate (per 100,000 journeys) in 2019-20 by quarter <img>Bar chart showing complaints rate per 100,000 journeys in 2019-20 by quarter. Q1: 143.0 Q2: 170.3 Q3: 212.6 Q4: 252.5</img> Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 Change from last year: 17.4% Complaints responded to within 20 working days in 2019-20 by quarter <img>Bar chart showing complaints responded to within 20 working days in 2019-20 by quarter. Q1: 99.2% Q2: 97.6% Q3: 97.5% Q4: 98.3%</img> Change from last year: 0.0 PP PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 14.2 \| Percentage of complaints \| Complaint type \| Change on last year \| Top 5 reasons for complaints in 2019-20 \| \|---\|---\|---\|---\| \| 20.2% \| Facilities on board \| -1.5 PP \| PP = percentage point change Source: Train Operating Companies \| \| 18.1% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 1.6 PP \| \| 10.7% \| Ticketing and refunds policy \| -1.5 PP \| \| 8.5% \| Ticket buying Facilities – other \| 0.6 PP \| \| 7.6% \| Sufficient room for all passengers to sit/stand \| 1.0 PP \| Passenger satisfaction with complaints handling 2019-20 \| Avanti sample size: 5,548 <img>Bar chart showing satisfaction with complaints handling process. Avanti West Coast: Satisfaction with complaints handling process Avanti West Coast: Satisfaction with outcome of complaint National: Satisfaction with complaints handling process National: Satisfaction with outcome of complaint Satisfied ☑ Neither ☐ Disatisfied ☐</img> Source: Train Operating Companies \| Data tables: Passenger satisfaction with complaints handling - Table 14.8 Delay compensation claims in 2019-20 <img>Bar chart showing delay compensation claims in 2019-20. The y-axis ranges from 0 to 100,000. The x-axis shows years, with "2018-19" and "2019-20". The bars represent the number of claims: For "2018-19": Old (3), Mid (4), New (5), End (6) For "2019-20": Old (4), Mid (5), New (6), End (7)</img> Avanti West Coast closed 584,426 delay compensation claims in 2019-20. This is 35% higher than the previous year. Avanti West Coast switched from DR83 scheme to DR15 from 2019-20 PTO. Source: Train Operating Companies Data tables: Rail delay compensation claims by TOC - Table J3Dl Avanti West Coast approved 84.8% of delay compensation claims within 20 working days in 2019-20. No response within 20 working days. Note: A full period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. Avanti West Coast responded to delays within 94.9% of delay compensation claims within 20 working days in 2019-20. No response within 20 working days. Note: A full period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. Pie chart showing delay compensation claims in percentages. 84.8% approved 94.9% not approved \<page_number>6\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts c2c \| Owner group: \| Trenitalia \| \|---\|---\| \| Operator: \| c2c \| \| Franchise: \| Nexus Thameside \| \| Franchise period: \| 9 November 2014 – 10 November 2029 \| \| Sector: \| London and South East \| Operated stations 2019-20: 25 Employees 2019-20: 643 Passenger journeys 2019-20: 47.3 million % change compared to last year: -3.7 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur <img> A bar chart showing passenger satisfaction with the usefulness of information when delays occur. The x-axis shows years: S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A. The y-axis shows percentages from 0% to 100%. The bars are color-coded: - c2c (green) - National (blue) </img> Change on last year - c2c: 57% - National: 48% ### Passenger satisfaction with how well the train company deals with delays <img> A bar chart showing passenger satisfaction with how well the train company deals with delays. The x-axis shows years: S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A. The y-axis shows percentages from 0% to 100%. The bars are color-coded: - c2c (green) - National (blue) </img> Change on last year - c2c: 50% - National: 41% ### Passenger satisfaction with provision of information during the journey <img> A bar chart showing passenger satisfaction with provision of information during the journey. The x-axis shows years: S A S A S A S A S A S A S A. The y-axis shows percentages from 0% to 100%. The bars are color-coded: - c2c (green) - National (blue) </img> Change on last year - c2c: 80% - National: -2.2 PP ______________________________________________________________________ PP = percentage point change \| The NPSs takes place twice a year, in Spring (S) and Autumn (A) Source: Transport Focus, National Rail Passenger Survey \<page_number>7\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion c2c Booked assistance volumes c2c received 822 booked assistance requests in 2019-20. This accounted for 0.1% of all booked assists made nationally in 2019-20. Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator - Table 16.03 <img> A bar chart showing booked assistance volumes for 2018-19 and 2019-20. The y-axis ranges from 0 to 150. The x-axis shows P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13. For 2018-19: P1: ~50 P2: ~50 P3: ~50 P4: ~50 P5: ~50 P6: ~50 P7: ~50 P8: ~50 P9: ~50 P10: ~50 P11: ~50 P12: ~50 P13: ~50 For 2019-20: P1: ~75 P2: ~75 P3: ~75 P4: ~75 P5: ~75 P6: ~75 P7: ~75 P8: ~75 P9: ~75 P10: ~75 P11: ~75 P12: ~75 P13: ~75 Legend: ■ 2018-19 ■ 2019-20 </img> Alternative accessible transport All operators must provide free alternative transport where a wheelchair taxi is taken passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. <img> A line graph showing the number of alternative accessible transport requests per rail period from 2016-17 to 2019-20. The y-axis ranges from 0 to 8. The x-axis shows years from left to right as 2016-17, 2017-18, 2018-19, 2019-20. Legend: ■ Data source: Train Operating Companies </img> Source: Train Operating Companies Passenger experience of booked assistance in 2019-20 No data is available on this company's performance on the reliability of its booked assistance due to a low sample size, which is a natural effect of having lower than average booking volumes. Source: Research by Breaking Blue Report: Research into passenger experiences of Passenger Assists Claims for redress following booked assistance failure in 2019-20 c2c received 28 claims for redress following booked assistance failure in 2019-20, of which 21.4% were approved. Note: This data was collected for the first time in 2019-20. Source: Train Operating Companies <img> A bar chart showing claims for redress following booked assistance failure in 2019-20. The y-axis ranges from 0 to 3. The x-axis shows P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13. For each station: P1: 4 claims for redress (out of which none were approved) P2: 4 claims for redress (out of which none were approved) P3: 4 claims for redress (out of which none were approved) P4: 4 claims for redress (out of which none were approved) P5: 4 claims for redress (out of which none were approved) P6: 4 claims for redress (out of which none were approved) P7: 4 claims for redress (out of which none were approved) P8: 4 claims for redress (out of which none were approved) P9: 4 claims for redress (out of which none were approved) P10: 4 claims for redress (out of which none were approved) P11: 4 claims for redress (out of which none were approved) P12: 4 claims for redress (out of which none were approved) P13: 4 claims for redress (out of which none were approved) Legend: ■ Number of claims for redress following booked assistance failure in 2019-20 ■ Number of claims for redress following booked assistance failure in 2019-20 that were approved out of total number of claims for redress following booked assistance failure in 2019-20 </img> Top 5 reasons for accessibility complaints in 2019-20 Overall 6.7% (n=110) of complaints received by this operator were related to accessibility issues. \| Complaint type \| % of accessibility complaints \| \|---\|---\| \| Other accessibility \| 3% \| \| Booked assistance not provided at station \| 7% \| \| Unable to hear announcements at station/on train \| 1% \| \| Booked assistance not provided on train \| 8% \| \| Lack of disabled facilities at station/on train \| 5% \| Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC - Table I.4.5 \<page_number>6\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation ## C2c Complaints rate (per 100,000 journeys) in 2019-20 by quarter - Q1: 32.0 - Q2: 30.8 - Q3: 33.3 - Q4: 44.7 Change from last year: 42.0% Source: Train Operating Companies and LEPNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 Complaints responded to within 20 working days in 2019-20 by quarter - Q1: 60.7% - Q2: 45.0% - Q3: 46.1% - Q4: 59.6% Change from last year: -40.0 PP PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 145 ______________________________________________________________________ Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\| \| Smartcards \| +6.7 PP \| \| Ticketing and refunds policy \| +20.1 PP \| \| Ticket buying facilities - other \| +17 PP \| \| Ticket buying facilities \| +1.8 PP \| \| Punctuality/reliability (ie the train arriving/departing on time) \| -11.5 PP \| Top 5 reasons for complaints in 2019-20 - Smartcards - Ticketing and refunds policy - Ticket buying facilities - other - Ticket buying facilities - Punctuality/reliability (ie the train arriving/departing on time) PP = percentage point change Source: Train Operating Companies Data tables: Complaints rate by TOC category by TOC - Table 145 ______________________________________________________________________ Passenger satisfaction with complaints handling 2019-20 Satisfaction with complaints handling process \| c2c \| National \| \|---\|---\| \| 11% \| 12% \| \| 77% \| 51% \| Satisfaction with outcome of complaint \| c2c \| National \| \|---\|---\| \| 23% \| 12% \| \| 65% \| 31% \| Source: Train Operating Companies Data tables: Passenger satisfaction with complaints handling - Table 148 ______________________________________________________________________ Delay compensation claims in 2019-20 - \*C2c closed 20,997 delay compensation claims in 2019-2020. This is 55% lower than the previous year. - C2c approved 82.9% of delay compensation claims in 2019-2020. - Approved - Not Approved - C2c responded to 99.6% of delay compensation claims within 20 working days - Approved - Responded within 20 working days - No response within 20 working days Note: A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. <img>A pie chart showing the breakdown of delay compensation claims in 2019-20. The largest segment is "Approved" at 82.9%, followed by "Responded within 20 working days" at 99.6%, and "No response within 20 working days" at approximately 4%. The remaining segments are very small.</img> ______________________________________________________________________ \<page_number>9\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## Caledonian Sleeper Owner group: Serco Operator: Caledonian Sleeper Franchisor: Caledonian Sleeper Franchise period: 31 March 2015 – 31 March 2030 Sector: Scotland Operated stations 2019-20: 0 Employees 2019-20: 195 Passenger journeys 2019-20: 0.3 million % change compared to last year: +3.2 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur Note: Caledonian Sleeper does not participate in the National Rail Passenger Survey. Instead, Transport Focus carry out an individual survey for Caledonian Sleeper. The latest data will be published on the Transport Focus website. A link to the June 2017 results have been provided at the bottom of this page. ______________________________________________________________________ ### Passenger satisfaction with how well the train company deals with delays Note: Caledonian Sleeper does not participate in the National Rail Passenger Survey. Instead, Transport Focus carry out an individual survey for Caledonian Sleeper. The latest data will be published on the Transport Focus website. A link to the June 2017 results have been provided at the bottom of this page. ______________________________________________________________________ ### Passenger satisfaction with provision of information during the journey Note: Caledonian Sleeper does not participate in the National Rail Passenger Survey. Instead, Transport Focus carry out an individual survey for Caledonian Sleeper. The latest data will be published on the Transport Focus website. A link to the June 2017 results have been provided at the bottom of this page. PP = percentage point change \| The NRPS takes places twice a year, in Spring (S) and Autumn (A) Caledonian Sleeper passenger satisfaction Source: Transport Focus, National Rail Passenger Survey \<page_number>10\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## Caledonian Sleeper ### Booked assistance volumes Data on the volume of booked assistance requests received in each rail period is available for each train operator that manages a station. This data is therefore not available for Caledonian Sleeper because they do not manage any stations. Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator - Table 16.03 <img> A bar chart showing the number of booked assistance requests received in each rail period from 2016-17 to 2019-20. The y-axis ranges from 0 to 5. The x-axis shows the years 2016-17, 2017-18, 2018-19, and 2019-20. The bars represent the following: - 2016-17: 0 - 2017-18: 0 - 2018-19: 4 - 2019-20: 2 Source: Train Operating Companies </img> Alternative accessible transport All operators must provide free alternative transport services (such as a suitable taxi) to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers Passenger experience of booked assistance in 2019-20 Source: Research by Breaking Blue Report: Research into passenger experiences of Passenger Assists Data on passenger satisfaction with booked assistance is not available for Caledonian Sleeper as they do not manage any stations. ### Claims for redress following booked assistance failure in 2019-20 Caledonian Sleeper received 2 claims for redress following booked assistance failure in 2019-20, of which 100% were approved. <img> A bar chart showing the number of claims for redress following booked assistance failure in each rail period from P1 to P13. The y-axis ranges from 0 to 1. The x-axis shows the years P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, and P13. The bars represent the following: - P1: 0 - P2: 0 - P3: 0 - P4: 0 - P5: 0 - P6: 0 - P7: 0 - P8: 0 - P9: 0 - P10: 0 - P11: 0 - P12: 0 - P13: 1 </img> Note: This data was collected for the first time in 2019-20. Source: Train Operating Companies ### Top 5 reasons for accessibility complaints in 2019-20 Overall 1.4% (n=8) of complaints received by this operator were related to accessibility issues. \| Complaint type \| % of accessibility complaints \| \|---\|---\| \| Other accessibility \| 94% \| \| Disabled parking \| 6% \| \| [No other accessibility categories reported] \| - \| \| [No other accessibility categories reported] \| - \| \| [No other accessibility categories reported] \| - \| Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC - Table 14.5 \<page_number>11\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation ## Caledonian Sleeper Complaints rate (per 100,000 journeys) in 2019-20 by quarter Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 \| Quarter \| Complaints rate per 100,000 journeys in 2019-20 \| \|---\|---\| \| Q1 \| 205.7 \| \| Q2 \| 394.1 \| \| Q3 \| 381.8 \| \| Q4 \| 335.4 \| Change from last year: 114.1% Complaints responded to within 20 working days in 2019-20 by quarter Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 146 \| Quarter \| Complaints responded to within 20 working days in 2019-20 \| \|---\|---\| \| Q1 \| 96.3% \| \| Q2 \| 42.6% \| \| Q3 \| 91.9% \| \| Q4 \| 98.6% \| Change from last year: +12.0 PP PP = percentage point change ______________________________________________________________________ Percentage of complaints Source: Train Operating Companies Data tables: Complaints rate by train operating company - Table 149 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 24.2% \| Upkeep and repair of the train \| +18.8 PP \| \| 13.0% \| The toilet facilities \| +8.8 PP \| \| 11.4% \| Facilities on board \| -0.8 PP \| \| 8.0% \| The helpfulness and attitude of staff on train \| +4.3 PP \| \| 6.2% \| The provision of information during the journey \| +3.6 PP \| Top 5 reasons for complaints in 2019-20 Source: Train Operating Companies Data tables: Complaints rate by TOC - Table 145 ______________________________________________________________________ Passenger satisfaction with complaints handling 2019-20 Source: Train Operating Companies Data tables: Passenger satisfaction with complaints handling - Table 148 Satisfaction with complaints handling process Caledonian Sleeper 49% ☑ Satisfied ☐ Neither ☐ Disatisfied National 30% ☑ Satisfied ☐ Neither ☐ Disatisfied Satisfaction with outcome of complaint Caledonian Sleeper 55% ☑ Satisfied ☐ Neither ☐ Disatisfied National 31% ☑ Satisfied ☐ Neither ☐ Disatisfied 56% ______________________________________________________________________ Delay compensation claims in 2019-20 Caledonian Sleeper closed 10,166 delay compensation claims in 2019-20. This is 81% higher than the previous year. Caledonian Sleeper operate the Delay Repay 30 compensation scheme Source: Train Operating Companies Data tables: Rail delay compensation claims by TOC - Table 152 <img>A pie chart showing the breakdown of delay compensation claims for Caledonian Sleeper in 2019-20. Approved: 93.2% Not Approved: 6.8%</img> Caledonian Sleeper approved 93.2% of delay compensation claims in 2019-20. Caledonian Sleeper responded to within 91.2% of delay compensation claims within 20 working days in 2019-20. ■ response within 20 working days ■ no response within 20 working days Note: A full period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are only three rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link.\* ______________________________________________________________________ \<page_number>12\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## Chiltern Railways Owner group: Arriva UK Trains Operator: Chiltern Railways Franchise: Chiltern Railways Franchise period: 21 July 1996 – 11 December 2021 Sector: London and South East Operated stations 2019-20: 35 Employees 2019-20: 850 Passenger journeys 2019-20: 28.4 million % change compared to last year: -3.2 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur <img>Bar chart showing passenger satisfaction with the usefulness of information when delays occur over time.</img> <legend> Chiltern Railways National </legend> Change on last year: -2.2 PP 60% 48% ### Passenger satisfaction with how well the train company deals with delays <img>Bar chart showing passenger satisfaction with how well the train company deals with delays over time.</img> <legend> Chiltern Railways National </legend> Change on last year: -3.8 PP 49% 41% 3.7 PP ### Passenger satisfaction with provision of information during the journey <img>Bar chart showing passenger satisfaction with provision of information during the journey over time.</img> <legend> Chiltern Railways National </legend> Change on last year: -1.6 PP 77% 76% 1.8 PP PP = percentage point change \| The NPSs takes places twice a year, in Spring (S) and Autumn (A) Source: Transport Focus, National Rail Passenger Survey/ \<page_number>13\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## Chiltern Railways ### Booked assistance volumes Chiltern Railways received 16,926 booked assistance requests in 2019-20. This accounted for 14% of all booked assists made nationally in 2019-20. <img> A bar chart showing booked assistance volumes for Chiltern Railways. The y-axis ranges from 0 to 2,000. The x-axis shows P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13. The bars represent the number of booked assistance requests for each period: - 2018-19: ~1,500 - 2019-20: ~1,800 </img> Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator - Table 16.03 ### Alternative accessible transport All operators must provide free alternative transport where possible (e.g. a suitable taxi) to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. <img> A bar chart showing alternative accessible transport data. The y-axis ranges from 0 to 200. The x-axis shows years: 2016-17, 2017-18, 2018-19, 2019-20. The bars represent the number of alternative accessible transport requests for each period: - 2016-17: ~147 - 2017-18: ~152 - 2018-19: ~122 - 2019-20: ~119 </img> Source: Train Operating Companies ### Passenger experience of booked assistance in 2019-20 No data is available on this company's performance on the reliability of its booked assistance due to a low sample size, which is a natural effect of having lower than average booking volumes. Source: Research by Breaking Blue Report: Research into passenger experiences of Passenger Assists ### Claims for redress following booked assistance failure in 2019-20 Chiltern Railways received 39 claims for redress following booked assistance failure in 2019-20, of which 84.6% were approved. <img> A bar chart showing claims for redress following booked assistance failure in 2019-20. The y-axis ranges from 0 to 4. The x-axis shows P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13. The bars represent the number of claims for redress following booked assistance failure for each period: - P1: 3 - P2: 4 - P3: 3 - P4: 6 - P5: 6 - P6: 2 - P7: 5 - P8: 4 - P9: 3 - P10: 2 - P11: 2 - P12: 1 - P13: 1 </img> Note: This data was collected for the first time in 2019-20. Source: Train Operating Companies ### Top 5 reasons for accessibility complaints in 2019-20 Overall 1.4% (n=98) of complaints received by this operator were related to accessibility issues. \| Complaint type \| % of accessibility complaints \| \|---\|---\| \| Booked assistance not provided at station \| 26% \| \| Other accessibility \| 17% \| \| Assistance booking process \| 16% \| \| Assistance staff \| 10% \| \| Booked assistance not provided on train \| 8% \| Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC - Table I.45 \<page_number>14\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation Chiltern Railways Complaints rate (per 100,000 journeys) in 2019-20 by quarter - Q1: 19.8 - Q2: 23.3 - Q3: 20.6 - Q4: 24.8 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 Change from last year: -4.0% Complaints responded to within 20 working days in 2019-20 by quarter - Q1: 99.9% - Q2: 99.7% - Q3: 99.9% - Q4: 99.9% Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 145 PP = percentage point change Source: Train Operating Companies Complaints responded to within 10 working days in 2019-20 - Q1: 99.8% - Q2: 99.8% - Q3: 99.8% - Q4: 99.8% Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 145 Change from last year: +0.1 PP ______________________________________________________________________ Percentage of complaints \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 16.0% \| Sufficient room For all passengers to sit/stand \| 7.6 PP \| \| 9.8% \| Ticket buying facilities \| 0.8 PP \| \| 8.8% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| -1.1 PP \| \| 7.6% \| Ticket buying facilities - other \| -6.6 PP \| \| 6.8% \| Ticketing and refunds policy \| 1.2 PP \| Top 5 reasons for complaints in 2019-20 - Sufficient room For all passengers to sit/stand: +7.6 PP - Ticket buying facilities: +0.8 PP - Punctuality/reliability (i.e. the train arriving/departing on time): -1.1 PP - Ticket buying facilities - other: -6.6 PP - Ticketing and refunds policy: +1.2 PP PP = percentage point change Source: Train Operating Companies Data tables: Complaints rate by TOC category by TOC - Table 145 ______________________________________________________________________ Passenger satisfaction with complaints handling 2019-20 Chiltern Railways sample size: 1,012 Satisfaction with complaints handling process \| Chiltern Railways \| National \| \|---\|---\| \| Chiltern Railways: 32% (Satisfied), 20% (Neither), 48% (Disatisfied) \| National: 30% (Satisfied), 19% (Neither), 51% (Disatisfied) \| Source: Train Operating Companies \| Data tables: Passenger satisfaction with complaints handling - Table 148 ______________________________________________________________________ Delay compensation claims in 2019-20 Chiltern Railways closed 24,561 delay compensation claims in 2019-2020. This is 17% higher than the previous year. Chiltern Railways operate a traditional delay compensation scheme. Source: Train Operating Companies Data tables: Delay delay compensation claims by TOC - Table JJJII <img>A bar chart showing the number of delay compensation claims in the UK for each quarter of the year from January to March, April to June, July to September, and October to December.</img> - Q1: ~5,500 - Q2: ~5,500 - Q3: ~5,500 - Q4: ~5,500 <img>A pie chart showing the approval rates for delay compensation claims in the UK for each quarter of the year from January to March, April to June, July to September, and October to December.</img> - Q1: ~73% - Q2: ~73% - Q3: ~73% - Q4: ~73% <img>A pie chart showing the approval rates for delay compensation claims in the UK for each quarter of the year from January to March, April to June, July to September, and October to December.</img> - Approved: ~73% - Not Approved: ~27% Note: A full period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are only three rail periods in a financial year. For information on types of delay compensation schemes, please follow this data table link. \<page_number>15\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## CrossCountry Owner group: Arriva UK Trains Operator: CrossCountry Franchise: New CrossCountry Franchised period: September 2016 - October 2020 Sector: Long distance Operated stations 2019-20: 0 Employees 2019-20: 1798 Passenger journeys 2019-20: 39.8 million % change compared to last year: -2.1 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur <img> A bar chart showing passenger satisfaction with the usefulness of information when delays occur. The y-axis ranges from 0% to 100%. The x-axis shows years from 2015 to 2019. For each year, there are two bars: - The left bar represents CrossCountry. - The right bar represents National. The left bars show a general upward trend over time, with values around 55% in 2015, slightly below 55% in 2016, around 55% in 2017, slightly above 55% in 2018, and around 55% in 2019. The right bars show a general upward trend over time, with values around 48% in 2015, slightly below 48% in 2016, around 48% in 2017, slightly above 48% in 2018, and around 48% in 2019. There is a legend indicating that the left bars represent "CrossCountry" and the right bars represent "National". There is a line graph on the right side showing change on last year: - For CrossCountry, the line shows a decrease of approximately -0.8 PP. - For National, the line shows an increase of approximately +6.3 PP. </img> Change on last year CrossCountry: -0.8 PP National: +6.3 PP ### Passenger satisfaction with how well the train company deals with delays <img> A bar chart showing passenger satisfaction with how well the train company deals with delays. The y-axis ranges from 0% to 100%. The x-axis shows years from 2015 to 2019. For each year, there are two bars: - The left bar represents CrossCountry. - The right bar represents National. The left bars show a general upward trend over time, with values around 48% in 2015, slightly below 48% in 2016, around 48% in 2017, slightly above 48% in 2018, and around 48% in 2019. The right bars show a general upward trend over time, with values around 41% in 2015, slightly below 41% in 2016, around 41% in 2017, slightly above 41% in 2018, and around 41% in 2019. There is a legend indicating that the left bars represent "CrossCountry" and the right bars represent "National". There is a line graph on the right side showing change on last year: - For CrossCountry, the line shows an increase of approximately +0.4 PP. - For National, the line shows an increase of approximately +3.7 PP. </img> Change on last year CrossCountry: +0.4 PP National: +3.7 PP ### Passenger satisfaction with provision of information during the journey <img> A bar chart showing passenger satisfaction with provision of information during the journey. The y-axis ranges from 0% to 100%. The x-axis shows years from 2015 to 2019. For each year, there are two bars: - The left bar represents CrossCountry. - The right bar represents National. The left bars show a general upward trend over time, with values around 76% in 2015, slightly below 76% in 2016, around 76% in 2017, slightly above 76% in 2018, and around 76% in 2019. The right bars show a general downward trend over time, with values around 75% in 2015, slightly below 75% in 2016, around 75% in 2017, slightly above 75% in 2018, and around 75% in 2019. There is a legend indicating that the left bars represent "CrossCountry" and the right bars represent "National". There is a line graph on the right side showing change on last year: - For CrossCountry, the line shows an increase of approximately +1.8 PP. - For National, the line shows a decrease of approximately -2.7 PP. </img> Change on last year CrossCountry: +1.8 PP National: -2.7 PP PP = percentage point change \| The NPSs take place twice a year, in Spring (S) and Autumn (A) Source: Transport Focus/National Rail Passenger Survey \<page_number>Published: Ongoing\</page_number> Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## CrossCountry ### Booked assistance volumes Data on the volume of booked assistance requests received in each rail period is available for each train operator that manages a station. This data is therefore not available for CrossCountry because they do not manage any stations. Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator - Table 16.03 Source: Train Operating Companies <img> A bar chart showing booked assistance volumes over time. X-axis: 2016-17, 2017-18, 2018-19, 2019-20 Y-axis: 0 to 200 Values: 2016-17: 141 2017-18: 113 2018-19: 115 2019-20: 54 Legend: Source: Train Operating Companies </img> ### Alternative accessible transport All operators must provide free alternative transport services (such as a mobile taxi) to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. ### Passenger experience of booked assistance in 2019-20 Source: Research by Breaking Blue Report: Research into passenger experiences of Passenger Assists Data on passenger satisfaction with booked assistance is not available for CrossCountry as they do not manage any stations. ### Claims for redress following booked assistance failure in 2019-20 CrossCountry received zero claims for redress following booked assistance failure in 2019-20. Note: This data was collected for the first time in 2019-20. Source: Train Operating Companies Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC - Table 14.5 <table> <thead> <tr> <th>Complaint type</th> <th>% of accessibility complaints</th> </tr> </thead> <tbody> <tr> <td>Booked assistance not provided at station</td> <td>23%</td> </tr> <tr> <td>Assistance booking process</td> <td>17%</td> </tr> <tr> <td>Disabled toilets at station/on train</td> <td>11%</td> </tr> <tr> <td>Assistance staff</td> <td>9%</td> </tr> <tr> <td>Unbooked assistance not provided at station</td> <td>9%</td> </tr> </tbody> </table> Top 5 reasons for accessibility complaints in 2019-20 Overall 0.8% (n=215) of complaints received by this operator were related to accessibility issues. \<page_number>17\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation ## CrossCountry Complaints rate (per 100,000 journeys) in 2019-20 by quarter - Q1: 52.9 - Q2: 65.1 - Q3: 68.5 - Q4: 86.1 Change from last year: 14.5% Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 Complaints responded to within 20 working days in 2019-20 by quarter - Q1: 100.0% - Q2: 100.0% - Q3: 100.0% - Q4: 100.0% Change from last year: 0.0 PP Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 147 PP = percentage point change ______________________________________________________________________ Percentage of complaints \| Percentage of complaints \| Complaint type \| Change on last year \| \|--------------------------\|---------------\|--------------------\| \| 42.3% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 5.8 PP \| \| 20.8% \| Facilities on board \| -4.7 PP \| \| 15.0% \| Sufficient room for all passengers to sit/stand \| -0.2 PP \| \| 5.5% \| The helpfulness and attitude of staff on train \| -0.5 PP \| \| 3.7% \| Other policy \| 0.2 PP \| Top 5 reasons for complaints in 2019-20 - Punctuality/reliability (i.e. the train arriving/departing on time) - Facilities on board - Sufficient room for all passengers to sit/stand - The helpfulness and attitude of staff on train - Other policy Source: Train Operating Companies Data tables: Complaints rate by TOC - Table 145 ______________________________________________________________________ Passenger satisfaction with complaints handling 2019-20 CrossCountry sample size: 3,447 Satisfaction with complaints handling process CrossCountry: 45% National: 30% Satisfaction with outcome of complaint CrossCountry: 35% National: 51% Source: Train Operating Companies Data tables: Passenger satisfaction with complaints handling - Table 148 ______________________________________________________________________ Delay compensation claims in 2019-20 CrossCountry closed 166,553 delay compensation claims in 2019-20. This is 20% higher than the previous year. CrossCountry approved 97% of delay compensation claims in 2019-20. CrossCountry responded to 96.9% of delay compensation claims within 20 working days in 2019-20. CrossCountry operated the Delay Repay 30 compensation scheme. Note: A full period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are three rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. Source: Train Operating Companies Data tables: Rail delay compensation claims by TOC - Table 132I <img>A bar chart showing the number of delay compensation claims made by CrossCountry in each quarter of the year. Q1: ~53, Q2: ~65, Q3: ~68, Q4: ~86. A line graph showing the percentage of complaints handled within the required timeframe. Q1: ~100%, Q2: ~100%, Q3: ~100%, Q4: ~100%. A pie chart showing the breakdown of reasons for complaints. Punctuality/reliability (i.e. the train arriving/departing on time): ~42%, Facilities on board: ~21%, Sufficient room for all passengers to sit/stand: ~15%, The helpfulness and attitude of staff on train: ~5%, Other policy: ~4%. A line graph showing satisfaction with complaints handling process. CrossCountry: ~45%, National: ~30%. A line graph showing satisfaction with outcome of complaint. CrossCountry: ~35%, National: ~51%. A pie chart showing approval rates. Approved: ~97%, Not approved: ~3%. A line graph showing response times. Q1: ~97%, Q2: ~97%, Q3: ~97%, Q4: ~97%. A pie chart showing response times. Within 28 days (full period): ~96.9%, No response within 28 working days: ~3%. A pie chart showing response times. Within 7 days (business period): ~96.9%, No response within 7 working days: ~3%. A pie chart showing response times. Within 7 days (business period): ~96.9%, No response within 7 working days: ~3%. A pie chart showing response times. Within 7 days (business period): ~96.9%, No response within 7 working days: ~3%. A pie chart showing response times.</img> \<page_number>18\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## East Midlands Railway Owner group: Stagecoach Operator: East Midlands Trains Franchise period: August 2019 - August 2027 Sector: Long distance / Regional Operated stations 2019-20: 90 Employees 2019-20: 2,441 Passenger journeys 2019-20: 25.4 million % change compared to last year: -5.0 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur <img> A bar chart showing passenger satisfaction with the usefulness of information when delays occur. The x-axis shows years: S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A. The y-axis shows percentages from 0% to 100%. East Midlands Railway is represented by a green bar. National is represented by a dark blue bar. For each year, the percentage for East Midlands Railway is shown on the right side of the bar, and the percentage for National is shown on the left side of the bar. For example, in 2015, East Midlands Railway was at 63%, and National was at 37%. In 2016, East Midlands Railway was at 68%, and National was at 32%. In 2017, East Midlands Railway was at 73%, and National was at 27%. In 2018, East Midlands Railway was at 78%, and National was at 22%. In 2019, East Midlands Railway was at 83%, and National was at 17%. Change on last year: - The percentage for East Midlands Railway has increased by 49% (-6.4 PP). - The percentage for National has decreased by 48% (6.3 PP). </img> ### Change on last year - For East Midlands Railway: +49% - For National: -6.4 PP ### Passenger satisfaction with how well the train company deals with delays <img> A bar chart showing passenger satisfaction with how well the train company deals with delays. The x-axis shows years: S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A. The y-axis shows percentages from 0% to 100%. East Midlands Railway is represented by a green bar. National is represented by a dark blue bar. For each year, the percentage for East Midlands Railway is shown on the right side of the bar, and the percentage for National is shown on the left side of the bar. For example, in 2015, East Midlands Railway was at 63%, and National was at 37%. In 2016, East Midlands Railway was at 68%, and National was at 32%. In 2017, East Midlands Railway was at 73%, and National was at 27%. In 2018, East Midlands Railway was at 78%, and National was at 22%. In 2019, East Midlands Railway was at 83%, and National was at 17%. Change on last year: - For East Midlands Railway: +44% - For National: -2.8 PP </img> ### Change on last year - For East Midlands Railway: +44% - For National: -2.8 PP ### Passenger satisfaction with provision of information during the journey <img> A bar chart showing passenger satisfaction with provision of information during the journey. The x-axis shows years: S I A S I A S I A S I A S I A S I A. The y-axis shows percentages from 0% to 100%. East Midlands Railway is represented by a green bar. National is represented by a dark blue bar. For each year, the percentage for East Midlands Railway is shown on the right side of the bar, and the percentage for National is shown on the left side of the bar. For example, in 2015, East Midlands Railway was at 63%, and National was at 37%. In 2016, East Midlands Railway was at 68%, and National was at 32%. In 2017, East Midlands Railway was at 73%, and National was at 27%. In 2018, East Midlands Railway was at 78%, and National was at 22%. In 2019, East Midlands Railway was at 83%, and National was at 17%. Change on last year: - For East Midlands Railway: +76% - For National: -2.9 PP </img> ### Change on last year - For East Midlands Railway: +76% - For National: -2.9 PP ______________________________________________________________________ PP = percentage point change \| The NPSs take place twice a year, in Spring (S) and Autumn (A) Source: Transport Focus/National Rail Passenger Survey \<page_number>19\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion East Midlands Railway Booked assistance volumes East Midlands Railway received 62,945 booked assistance requests in 2019-20. This accounted for 5.2% of all booked assists made nationally in 2019-20. <img>A bar chart showing booked assistance volumes for East Midlands Railway (P1 to P13) in 2018-19 and 2019-20. The y-axis ranges from 0 to 8,000. The x-axis shows P1 to P13. The bars for 2018-19 are slightly taller than those for 2019-20.</img> Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator – Table 16.03 Alternative accessible transport All operators must provide free alternative travel arrangements, such as a suitable taxi to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. <img>A stacked bar chart showing alternative accessible transport data for East Midlands Railway (No Data, 2016-17, 2017-18, 2018-19, 2019-20). The y-axis ranges from 0 to 500. The x-axis shows years. The bars show the number of incidents per year. For example, in 2016-17, No Data = 99, 2017-18 = 233, 2018-19 = 211, and 2019-20 = 211.</img> Source: Train Operating Companies Passenger experience of booked assistance in 2019-20 <img>A pie chart showing Passenger outcome for assistance that was booked (all passengers): All assistance received = 74%, Some assistance received = 13%, No assistance received = 13%. A line graph showing satisfaction with the helpfulness and attitude of staff who provided assistance at the station (for those passengers met by staff): East Midlands Railway = 89%, National = 92%. A line graph showing overall satisfaction with the whole process from booking assistance to assistance received (all passengers): East Midlands Railway = 75%, National = 86%. A line graph showing satisfaction with assistance at the station (for those passengers met by staff): East Midlands Railway = 88%, National = 88%. Note: Passenger outcome for assistance charge may not include passengers who do not know they are not shown. Source: Research by Breaking Blue</img> Note: This data was collected for the first time in 2019-20. Source: Train Operating Companies Claims for redress following booked assistance failure in 2019-20 East Midlands Railway received 114 claims for redress following booked assistance failure in 2019-20, of which 46.5% were approved. <img>A bar chart showing claims for redress following booked assistance failure in East Midlands Railway (P1 to P13) in 2019-20. The y-axis ranges from 7 to 24. The x-axis shows P1 to P13. The bars show the number of claims per year. For example, P1 has a claim count of 7, P2 has a claim count of 7, P3 has a claim count of 7, P4 has a claim count of 7, P5 has a claim count of 7, P6 has a claim count of 7, P7 has a claim count of 7, P8 has a claim count of 7, P9 has a claim count of 7, P10 has a claim count of 7, P11 has a claim count of 7, P12 has a claim count of 7, and P13 has a claim count of 7.</img> Note: This data was collected for the first time in 2019-20. Source: Train Operating Companies Top 5 reasons for accessibility complaints in 2019-20 Overall 2.7% (n=427) of complaints received by this operator were related to accessibility issues. \| Complaint type \| % of accessibility complaints \| \|---\|---\| \| Booked assistance not provided at station \| 46% \| \| Other accessibility \| 27% \| \| Assistance booking process \| 7% \| \| Lack of disabled facilities at station/on train \| 5% \| \| Booked assistance not provided on train \| 4% \| Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC – Table I.45 \<page_number>20\</page_number> Published \<page_number>07/07/2020\</page_number> Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation East Midlands Railway Complaints rate (per 100,000 journeys) in 2019-20 by quarter - Q1: 48.7 - Q2: 78.0 - Q3: 63.2 - Q4: 54.7 Source: Train Operating Companies and LEPNION (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 Complaints rate per 100,000 journeys in 2019-20 - Q1: 61.4 - Q2: 99.8% - Q3: 97.8% - Q4: 98.9% Change from last year: - Q1: +7.1% Complaints responded to within 20 working days in 2019-20 by quarter - Q1: 99.8% - Q2: 97.8% - Q3: 98.9% - Q4: 99.7% Change from last year: - Q1: +0.2 PP PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 145 ______________________________________________________________________ Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\| \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 4.9 PP \| \| Sufficient room for all passengers to sit/stand \| -7.1 PP \| \| Facilities on board \| 0.5 PP \| \| The helpfulness and attitude of staff on train \| -1.1 PP \| \| Ticket buying facilities \| 0.1 PP \| Top 5 reasons for complaints in 2019-20 - Punctuality/reliability (i.e. the train arriving/departing on time) - Sufficient room for all passengers to sit/stand - Facilities on board - The helpfulness and attitude of staff on train - Ticket buying facilities PP = percentage point change Source: Train Operating Companies Data tables: Complaints rate by TOC - Table 145 ______________________________________________________________________ Passenger satisfaction with complaints handling 2019-20 \| East Midlands Railway sample size: 1,394 Satisfaction with complaints handling process - East Midlands Railway: 39% satisfied, 18% neither satisfied nor dissatisfied, 42% dissatisfied - National: 30% satisfied, 19% neither satisfied nor dissatisfied, 51% dissatisfied Satisfaction with outcome of complaint - East Midlands Railway: 41% satisfied, 13% neither satisfied nor dissatisfied, 47% dissatisfied - National: 31% satisfied, 13% neither satisfied nor dissatisfied, 56% dissatisfied Source: Train Operating Companies \| Data tables: Passenger satisfaction with complaints handling - Table 148 ______________________________________________________________________ Delay compensation claims in 2019-20 East Midlands Railway closed 175,939 delay compensation claims in 2019-2020. This is 156% higher than the previous year. <img>Bar chart showing delay compensation claims in thousands from P1 to P13 for both years. P1-P3 (2018-19): ~5,500 P4-P6 (2018-19): ~6,500 P7-P8 (2018-19): ~7,500 P9-P10 (2018-19): ~8,500 P11-P13 (2018-19): ~9,500 P4-P6 (2019-20): ~6,500 P7-P8 (2019-20): ~7,500 P9-P13 (2019-20): ~8,500 Total (both years): ~46,500</img> East Midlands Railway approved 85.3% of delay compensation claims in 2019-2020. - Approved: ~38,666 claims - Not Approved: ~26,833 claims East Midlands Railway responded to 95.8% of delay compensation claims within 20 working days in 2019-2020. - Response within 2 weeks: ~37,666 claims - No response within 2 weeks: ~8,833 claims East Midlands Railway switched from Delay Repay 3D to Delay Repay 3D from 2019-20 P6. Note: ATO period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are only three rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. ______________________________________________________________________ \<page_number>21\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## Govia Thameslink Railway Owner group: Govia Operator: Govia Thameslink Railway (GTR) Franchise: Southern / Thameslink / Great Northern / Gatwick Express Funding period: 14 September 2014 – 01 September 2021 Sector: London and South East Operated stations 2019-20: 235 Employees 2019-20: 7,427 Passenger journeys 2019-20: 348.9 million % change compared to last year: +2.2 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur Change on last year <img> A bar chart showing passenger satisfaction with the usefulness of information when delays occur. The x-axis shows years from 2015 to 2019. The y-axis shows percentages from 0% to 100%. Legend: - Gatwick Express - Great Northern - Southern - Thameslink - National Data points: - 2015: Southern ~65%, Great Northern ~65%, Thameslink ~65%, National ~65% - 2016: Southern ~65%, Great Northern ~65%, Thameslink ~65%, National ~65% - 2017: Southern ~65%, Great Northern ~65%, Thameslink ~65%, National ~65% - 2018: Southern ~65%, Great Northern ~65%, Thameslink ~65%, National ~65% - 2019: Southern ~65%, Great Northern ~65%, Thameslink ~65%, National ~65% Legend values: - Southern: 51% - Great Northern: 49% - Thameslink: 48% - National: 43% Legend values: - Gatwick Express: 15.8 PP - Great Northern: 7.0 PP - Southern: 6.3 PP - Thameslink: 8.3 PP - National: 6.7 PP </img> ### Passenger satisfaction with how well the train company deals with delays Change on last year <img> A bar chart showing passenger satisfaction with how well the train company deals with delays. The x-axis shows years from 2015 to 2019. The y-axis shows percentages from 0% to 100%. Legend: - Gatwick Express - Great Northern - Southern - Thameslink - National Data points: - 2015: Southern ~48%, Great Northern ~48%, Thameslink ~48%, National ~48% - 2016: Southern ~48%, Great Northern ~48%, Thameslink ~48%, National ~48% - 2017: Southern ~48%, Great Northern ~48%, Thameslink ~48%, National ~48% - 2018: Southern ~48%, Great Northern ~48%, Thameslink ~48%, National ~48% - 2019: Southern ~48%, Great Northern ~48%, Thameslink ~48%, National ~48% Legend values: - Southern: 57% - Great Northern: 41% - Thameslink: 38% - National: 37% Legend values: - Gatwick Express: 18.3 PP - Great Northern: 3.7 PP - Southern: 6.1 PP - Thameslink: 10.1 PP - National: 7.3 PP </img> ### Passenger satisfaction with provision of information during the journey Change on last year <img> A bar chart showing passenger satisfaction with provision of information during the journey. The x-axis shows years from 2015 to 2019. The y-axis shows percentages from 0% to 100%. Legend: - Gatwick Express - Great Northern - Southern - Thameslink - National Data points: - 2015: Southern ~77%, Great Northern ~77%, Thameslink ~77%, National ~77% - 2016: Southern ~77%, Great Northern ~77%, Thameslink ~77%, National ~77% - 2017: Southern ~77%, Great Northern ~77%, Thameslink ~77%, National ~77% - 2018: Southern ~77%, Great Northern ~77%, Thameslink ~77%, National ~77% - 2019: Southern ~77%, Great Northern ~77%, Thameslink ~77%, National ~77% Legend values: - Southern: 83% - Great Northern: 77% - Thameslink: 77% - National: 76% Legend values: - Gatwick Express: -1.1 PP - Great Northern: - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - </img> PP = percentage point change \| The NPS® takes place twice a year, in Spring (S) and Autumn (A) Source: Transport Focus, National Rail Passenger Survey/ \<page_number>22\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## Govia Thameslink Railway ### Booked assistance volumes Govia Thameslink Railway received 52,307 booked assistance requests in 2019-20. This accounted for 4.3% of all booked assists made nationally in 2019-20. <img> A bar chart showing booked assistance volumes by month (P1 to P13) for 2018-19 and 2019-20. The y-axis ranges from 0 to 6,000. For 2018-19: P1: ~4,500 P2: ~4,500 P3: ~4,500 P4: ~4,500 P5: ~4,500 P6: ~4,500 P7: ~4,500 P8: ~4,500 P9: ~4,500 P10: ~4,500 P11: ~4,500 P12: ~4,500 P13: ~4,500 For 2019-20: P1: ~4,500 P2: ~4,500 P3: ~4,500 P4: ~4,500 P5: ~4,500 P6: ~4,500 P7: ~4,500 P8: ~4,500 P9: ~4,500 P10: ~4,500 P11: ~4,500 P12: ~4,500 P13: ~4,500 </img> Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator – Table 16.03 ### Alternative accessible transport All operators must provide free alternative transport where possible (e.g. a suitable taxi) to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. <img> A stacked bar chart showing alternative accessible transport data by year (2016-17 to 2019-20). The y-axis ranges from 617 to 1,167. For 2016-17: 617 (all) For 2017-18: 899 (all) For 2018-19: 1201 (all) For 2019-20: 1,167 (all) </img> Source: Train Operating Companies ### Passenger experience of booked assistance in 2019-20 Passenger outcome for assistance that was booked (all passengers): <img> A stacked bar chart showing passenger outcome for assistance that was booked (all passengers). GTR: All assistance received = 74%, Some assistance received = 13%, No assistance received = 13% National: All assistance received = 86%, Some assistance received = 9%, No assistance received = 3% </img> Satisfaction with the helpfulness and attitude of staff who provided assistance at the station (for those passengers met by staff): <img> A stacked bar chart showing satisfaction with assistance at the station (for those passengers met by staff). GTR: Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) = 76%, Some dissatisfaction = 24% National: Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) = 86%, Some dissatisfaction = 14% </img> Source: Research by Breaking Blue ### Satisfaction with assistance at the station (for those passengers met by staff): Note: Passenger outcome for assistance chart may not apply for some reasons because don't know are not shown. Source: Research by Breaking Blue Overall satisfaction with the whole process from booking assistance to assistance received (all passengers): <img> A stacked bar chart showing overall satisfaction with the whole process from booking assistance to assistance received (all passengers). GTR: Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) = 76%, Some dissatisfaction = 24% National: Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) = 86%, Some dissatisfaction = 14% </img> Source: Train Operating Companies ### Claims for redress following booked assistance failure in 2019-20 Govia Thameslink Railway received 230 claims for redress following booked assistance failure in 2019-20, of which 57.4% were approved. <img> A bar chart showing claims for redress following booked assistance failure in 2019-20. The y-axis ranges from 13 to 23. For P1: Claim for redress following booked assistance failure in 2019-20 = 23 For P2: Claim for redress following booked assistance failure in 2019-20 = 24 For P3: Claim for redress following booked assistance failure in 2019-20 = 13 For P4: Claim for redress following booked assistance failure in 2019-20 = 18 For P5: Claim for redress following booked assistance failure in 2019-20 = 23 For P6: Claim for redress following booked assistance failure in 2019-20 = 14 For P7: Claim for redress following booked assistance failure in 2019-20 = 17 For P8: Claim for redress following booked assistance failure in 2019-20 = 7 For P9: Claim for redress following booked assistance failure in 2019-20 = 8 For P10: Claim for redress following booked assistance failure in 2019-20 = 7 For P11: Claim for redress following booked assistance failure in 2019-20 = 7 For P12: Claim for redress following booked assistance failure in 2019-20 = 7 For P13: Claim for redress following booked assistance failure in 2019-20 = 7 </img> Note: This data was collected for the first time in 2019-2O. Source: Train Operating Companies ### Top 5 reasons for accessibility complaints in 2019-2O Overall 1.3% (n=65) of complaints received by this operator were related to accessibility issues. \| Complaint type \| % of accessibility complaints \| \|---\|---\| \| Booked assistance not provided at station \| 34% \| \| Unbooked assistance not provided at station \| 14% \| \| Other accessibility \| 11% \| \| Assistance staff \| 1% \| \| Lack of disabled facilities at station/on train \| 9% \| Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC – Table I.4.5 \<page_number>Page number\</page_number> Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation Govia Thameslink Railway Complaints rate (per 100,000 journeys) in 2019-20 by quarter - Q1: 11.6 - Q2: 17.8 - Q3: 15.8 - Q4: 14.3 Source: Train Operating Companies and LONDON OVERGROUND (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 Complaints responded to within 20 working days in 2019-20 by quarter - Q1: 100.0% - Q2: 100.0% - Q3: 99.9% - Q4: 100.0% Change from last year: -7.2 PP Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 145 PP = percentage point change Complaints responded to within 20 working days in 2019-20 - Q1: 100.0% - Q2: 100.0% - Q3: 99.9% - Q4: 100.0% Change from last year: 0.1 PP Source: Train Operating Companies Data tables: Complaints rate by train operating company - Table 149 Percentage of complaints \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 23.9% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 3.8 PP \| \| 15.3% \| Smartcards \| 6.9 PP \| \| 11.2% \| Ticket buying facilities - other \| 6.5 PP \| \| 7.0% \| Ticket buying facilities \| 0.8 PP \| \| 6.0% \| Ticketing and refunds policy \| 1.4 PP \| Top 5 reasons for complaints in 2019-20 - Punctuality/reliability (i.e. the train arriving/departing on time) - Smartcards - Ticket buying facilities - other - Ticket buying facilities - Ticketing and refunds policy Passenger satisfaction with complaints handling 2019-20 \\Govia Thameslink Railway sample size: \\2,878 Satisfaction with complaints handling process \| Satisfaction with complaints handling process \| Satisfied \| Neither \| Disatisfied \| \|---\|---\|---\|---\| \| Govia Thameslink Railway \| 28% \| 20% \| 52% \| \| National \| 30% \| 19% \| 51% \| Source: Train Operating Companies Data tables: Passenger satisfaction with complaints handling - Table 148 Satisfaction with outcome of complaint \| Satisfaction with outcome of complaint \| Satisfied \| Neither \| Disatisfied \| \|---\|---\|---\|---\| \| Govia Thameslink Railway \| 24% \| 15% \| 61% \| \| National \| 31% \| 13% \| 56% \| Source: Train Operating Companies Delay compensation claims in 2019-20 Govia Thameslink Railway closed 1,139,323 delay compensation claims in 2019-2020 This is 27% lower than the previous year. <img>Bar chart showing delay compensation claims in thousands. The x-axis shows years: 'Q4' (Q4), 'Q3' (Q3), 'Q2' (Q2), 'Q1' (Q1). The y-axis shows number of claims, ranging from approximately 4,500,000 to around zero. Claims for each quarter are: Q4: ~4,500,000 Q3: ~4,550,000 Q2: ~4,650,000 Q1: ~4,750,000 A red dot at the top right corner indicates '2018-19'. A red dot at the bottom left corner indicates '2019-20'. </img> Govia Thameslink Railway operate the Delay Repay 15 compensation scheme. Source: Train Operating Companies Data tables: Delay delay compensation claims by TOC - Table TDCI Note: A full period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are just three rail periods in a financial year. For information on types of delay compensation schemes, please follow this data table link. \<page_number>24\</page_number> Published 6/7/20/20 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## Grand Central Owner group: Arriva UK Trains Operator: Grand Central Track access agreement: 18 December 2007 – 01 December 2026 Sector: Long distance - Operated stations 2019-20: 0 - Employees 2019-20: 222 - Passenger journeys 2019-20: 14 million - % change compared to last year: -6.5 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur <img>Bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> Legend: - Grand Central - National Notes: - Data not available for all waves due to low response rate. Change on last year: - Grand Central: n/a - National: 6.3 PP ### Passenger satisfaction with how well the train company deals with delays <img>Bar chart showing passenger satisfaction with how well the train company deals with delays.</img> Legend: - Grand Central - National Notes: - Data not available for all waves due to low response rate. Change on last year: - Grand Central: 41% - National: 0.4 PP, 3.7 PP ### Passenger satisfaction with provision of information during the journey <img>Bar chart showing passenger satisfaction with provision of information during the journey.</img> Legend: - Grand Central - National Notes: - Data not available for all waves due to low response rate. Change on last year: - Grand Central: 76% - National: 4.4 PP, 1.8 PP PP = percentage point change \| The NPSs takes places twice a year, in Spring (S) and Autumn (A) Source: Transport Focus, National Rail Passenger Survey/ \<page_number>25\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## Grand Central ### Booked assistance volumes Data on the volume of booked assistance requests received in each rail period is available for each train operator that manages a station. This data is therefore not available for Grand Central as they do not manage any stations. Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator - Table 16.03 <img> A bar chart showing booked assistance volumes over time. The y-axis ranges from 0 to 2. The x-axis shows years: 2016-17, 2017-18, 2018-19, 2019-20. There are no bars for 2016-17, 2017-18, or 2018-19. For 2019-20, the value is 1. Source: Train Operating Companies </img> Alternative accessible transport All operators must provide free alternative transport services (e.g. wheelchair taxi) to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers Passenger experience of booked assistance in 2019-20 Data on passenger satisfaction with booked assistance is not available for Grand Central as they do not manage any stations. Source: Research by Breaking Blue Report: Research into passenger experiences of Passenger Assists ______________________________________________________________________ ### Claims for redress following booked assistance failure in 2019-20 Grand Central received zero claims for redress following booked assistance failure in 2019-20. Note: This data was collected for the first time in 2019-20 Source: Train Operating Companies Top 5 reasons for accessibility complaints in 2019-20 Overall 0.8% (n=2) of complaints received by this operator were related to accessibility issues. \| Complaint type \| % of accessibility complaints \| \|---\|---\| \| Assistance booking process \| 43% \| \| Assistance staff \| 14% \| \| Booked assistance not provided at station \| 14% \| \| Booked assistance not provided on train \| 14% \| \| The ease of being able to get on and off \| 10% \| Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC - Table 14.5 \<page_number>26\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation ## Grand Central Complaints rate (per 100,000 journeys) in 2019-20 by quarter - Q1: 84.9 - Q2: 130.1 - Q3: 140.6 - Q4: 154.8 Change from last year: -46.2 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 Complaints responded to within 20 working days in 2019-20 by quarter - Q1: 99.7% - Q2: 98.4% - Q3: 98.9% - Q4: 99.7% Change from last year: 2.4 PP PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 143 ______________________________________________________________________ Percentage of complaints \| Complaint type \| Change on last year \| \|---------------------------------\|---------------------\| \| Sufficient room for all passengers to sit/stand \| 9.7 PP \| \| Upkeep and repair of the train \| -9.3 PP \| \| Facilities on board \| 2.6 PP \| \| Punctuality/reliability (i.e. the train arriving/departing on time) \| -8.4 PP \| \| Ticket buying facilities - other \| 3.8 PP \| Top 5 reasons for complaints in 2019-20 - Sufficient room for all passengers to sit/stand - Upkeep and repair of the train - Facilities on board - Punctuality/reliability (i.e. the train arriving/departing on time) - Ticket buying facilities - other PP = percentage point change Source: Train Operating Companies Data tables: Complaints rate by TOC - Table 145 ______________________________________________________________________ Passenger satisfaction with complaints handling 2019-20 Grand Central sample size: 363 Satisfaction with complaints handling process \| Grand Central \| National \| \|---------------\|----------\| \| Satisfaction with outcome of complaint \| ☑ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ \| \| Grand Central \| National \| \| Satisfaction with outcome of complaint \| Satisfied \| Neither \| Disatisfied \| Source: Train Operating Companies Data tables: Passenger satisfaction with complaints handling - Table 1418 ______________________________________________________________________ Delay compensation claims in 2019-20 Grand Central closed 11,732 delay compensation claims in 2019-2020. This is 10% higher than the previous year. Grand Central operate a traditional delay compensation scheme. Source: Train Operating Companies Data tables: Delay compensation claims by TOC - Table 1323 <img>A bar chart showing the number of delay compensation claims in each quarter for Grand Central and National Rail. Q1: Grand Central has approximately 5,500 claims, National Rail has approximately 3,500 claims. Q2: Grand Central has approximately 6,500 claims, National Rail has approximately 4,500 claims. Q3: Grand Central has approximately 7,500 claims, National Rail has approximately 5,500 claims. Q4: Grand Central has approximately 8,500 claims, National Rail has approximately 6,500 claims.</img> <img>A pie chart showing the breakdown of delay compensation claims in 2019-20. Approved: Approximately 61.4% of claims were approved. Not Approved: Approximately 38.6% of claims were not approved.</img> Grand Central approved: - Approximately 61.4% of delay compensation claims in 2019-2020. - Approved - Not Approved Grand Central responded to: - Approximately 99% of delay compensation claims within 20 working days in 2019-2020. - Approved - Not approved within 20 working days - No response within 20 working days Note: A full period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. ______________________________________________________________________ \<page_number>27\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## Great Western Railway Owner group: FirstGroup Operator: Great Western Railway Franchise: Great Western Franchise period: March 2015 - March 2023 Sector: Long distance / London and South East /Regional Operated stations 2019-20: 197 Employees 2019-20: 6,454 Passenger journeys 2019-20: 97 million % change compared to last year: -3.0 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur <img>Bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> <legend> Great Western Railway National </legend> Change on last year <img>Line graph showing change on last year for passenger satisfaction with the usefulness of information when delays occur.</img> S A S A S A S A S A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A</legend> <legend> Great Western Railway National </legend> Change on last year <img>Line graph showing change on last year for passenger satisfaction with the usefulness of information when delays occur.</img> ### Passenger satisfaction with how well the train company deals with delays <img>Bar chart showing passenger satisfaction with how well the train company deals with delays.</img> <legend> Great Western Railway National </legend> Change on last year <img>Line graph showing change on last year for passenger satisfaction with how well the train company deals with delays.</img> S IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA SI IA</legend> <legend> Great Western Railway National </legend> Change on last year <img>Line graph showing change on last year for passenger satisfaction with how well the train company deals with delays.</img> ### Passenger satisfaction with provision of information during the journey <img>Bar chart showing passenger satisfaction with provision of information during the journey.</img> <legend> Great Western Railway National </legend> Change on last year <img>Line graph showing change on last year for passenger satisfaction with provision of information during the journey.</img> SIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA SAIA</legend> <legend> Great Western Railway National </legend> Change on last year <img>Line graph showing change on last year for passenger satisfaction with provision of information during the journey.</img> PP = percentage point change \| The NPSs takes places twice a year, in Spring (S) and Autumn (A) Source: Transport Focus, National Rail Passenger Survey/ \<page_number>28\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## Great Western Railway ### Booked assistance volumes Great Western Railway received 154,195 booked assistance requests in 2019-20. This accounted for 12.8% of all booked assists made nationally in 2019-20. <img>Bar chart showing booked assistance volumes for Great Western Railway in 2018-19 and 2019-20. X-axis: P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13 Y-axis: Number of bookings (0 to 20,000) Legend: - 2018-19 - 2019-20 </img> Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator – Table 16.03 ### Alternative accessible transport All operators must provide free alternative transport where possible (e.g. a wheelchair taxi) to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers <img>Bar chart showing alternative accessible transport in 2016-17, 2017-18, 2018-19 and 2019-20. X-axis: Years (2016-17, 2017-18, 2018-19, 2019-20) Y-axis: Number of bookings (0 to 1,000) Legend: - 2016-17 - 2017-18 - 2018-19 - 2019-20 </img> Source: Train Operating Companies ### Passenger experience of booked assistance in 2019-20 <img>Bar chart showing passenger experience of booked assistance in 2019-20. Left bar chart: X-axis: Great Western Railway National Passenger outcome for assistance that was booked (all passengers): - All assistance received: 74% - Some assistance received: 74% - No assistance received: 74% Right bar chart: X-axis: Great Western Railway National Satisfaction with the helpfulness and attitude of staff who provided assistance at the station (for those passengers met by staff): - Overall satisfaction with the whole process from booking assistance to assistance received (all passengers): 93% </img> Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Passenger experiences of Passenger Assists – Table 3.5 ### Claims for redress following booked assistance failure in 2019-20 Great Western Railway received 382 claims for redress following booked assistance failure in 2019-20, of which 24.6% were approved. <img>Bar chart showing claims for redress following booked assistance failure in 2019-20. X-axis: P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13 Y-axis: Number of claims (from 31 to 48) Legend: - Great Western Railway - National </img> Note: This data was collected for the first time in 2019-20. Source: Train Operating Companies ### Top 5 reasons for accessibility complaints in 2019-20 Overall 1.4% (n=919) of complaints received by this operator were related to accessibility issues. <table> <thead> <tr> <th>Complaint type</th> <th>% of accessibility complaints</th> </tr> </thead> <tbody> <tr> <td>Booked assistance not provided at station</td> <td>47%</td> </tr> <tr> <td>The ease of being able to get on and off</td> <td>34%</td> </tr> <tr> <td>Assistance booking process</td> <td>10%</td> </tr> <tr> <td>Lack of disabled facilities at station/on train</td> <td>4%</td> </tr> <tr> <td>TOC accessibility policy</td> <td>3%</td> </tr> </tbody> </table> Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC – Table 3.45 \<page_number>29\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation ## Great Western Railway Complaints rate (per 100,000 journeys) in 2019-20 by quarter - Q1: 523 - Q2: 56.3 - Q3: 56.1 - Q4: 80.0 Change from last year: -5.8% Source: Train Operating Companies and LONDON OVERGROUND (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 Complaints responded to within 20 working days in 2019-20 by quarter - Q1: 98.8% - Q2: 98.7% - Q3: 99.1% - Q4: 94.3% Change from last year: 0.6 PP Source: Train Operating Companies PP = percentage point change Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 14a ### Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\| \| Ticket buying facilities - other \| 3.6 PP \| \| Sufficient room for all passengers to sit/stand \| -1.3 PP \| \| Facilities on board \| -1.5 PP \| \| Ticketing and refunds policy \| -0.7 PP \| \| Punctuality/reliability (i.e. the train arriving/departing on time) \| -1.2 PP \| Top 5 reasons for complaints in 2019-20 - Ticket buying facilities - other - Source: Train Operating Companies - Data tables: Complaints rate by TOC - Table 14b - IPP category by TOC - Table 14c - Sufficient room for all passengers to sit/stand - Source: Train Operating Companies - Data tables: Complaints rate by TOC - Table 14b - IPP category by TOC - Table 14c - Facilities on board - Source: Train Operating Companies - Data tables: Complaints rate by TOC - Table 14b - IPP category by TOC - Table 14c - Ticketing and refunds policy - Source: Train Operating Companies - Data tables: Complaints rate by TOC - Table 14b - IPP category by TOC - Table 14c - Punctuality/reliability (i.e. the train arriving/departing on time) - Source: Train Operating Companies - Data tables: Complaints rate by TOC - Table 14b - IPP category by TOC - Table 14c ### Passenger satisfaction with complaints handling 2019-20 \| Great Western Railway sample size: 7,216 Satisfaction with complaints handling process \| Great Western Railway \| National \| \|---\|---\| \| Great Western Railway \| National \| \| Satisfaction with complaints handling process \| Satisfaction with outcome of complaint \| \| ☑ Satisfied \| ☐ Neither \| ☑ Disatisfied \| - Source: Train Operating Companies - Data tables: Passenger satisfaction with complaints handling - Table 14B ### Delay compensation claims in 2019-20 Great Western Railway closed 38,130 delay compensation claims in 2019-20. This is 135% higher than the previous year. - Source: Train Operating Companies - Data tables: Delay compensation claims by TOC - Table 13D <img>A bar chart showing the number of delay compensation claims in millions for Great Western Railway and National Rail in both years.</img> Great Western Railway switched from a traditional delay compensation scheme to DR15 from 2019-20 PI. Note: A7 period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. <img>A pie chart showing the breakdown of delay compensation claims approved and not approved in the two years.</img> Great Western Railway approved 74.1% of delay compensation claims within 20 working days in 2019-20. - Source: Train Operating Companies - Data tables: Delay compensation claims by TOC - Table 13D <img>A pie chart showing the breakdown of delay compensation claims approved and not approved in the two years.</img> Great Western Railway responded to 99.8% of delay compensation claims within 20 working days in 2019-20. - Source: Train Operating Companies - Data tables: Delay compensation claims by TOC - Table 13D <img>A pie chart showing the breakdown of delay compensation claims approved and not approved in the two years.</img> Great Western Railway responded to delays within the following periods: - no response within 7 working days - no response within 14 working days - no response within 28 working days Note: A7 period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. \<page_number>30\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## Greater Anglia Owner group: Abellio / Mitsui Operator: Abellio Franchise: Greater Anglia Franchise period: 16 October 2016 – 11 October 2025 Sector: London and South East Operated stations 2019-20: 133 Employees 2019-20: 2,913 Passenger journeys 2019-20: 84.9 million % change compared to last year: 0.0 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur <img>Bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> <legend> <div style="width: 50%; float: left;"> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #7f7f7f;"></div> <div style="height: 5px; width: 100%; background-color: #ffcc66;">Greater Anglia</div> </div> <div style="float:right;"> Change on last year<br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br><br>49%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year<br>48%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year<br>48%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year<br>48%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year<br>48%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year<br>48%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year<br>48%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year<br>48%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year<br>48%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year<br>48%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year<br>48%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year<br>48%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year<br>48%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year<br>48%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year<br>48%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year<br>48%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year<br>48%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year<br>48%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year<br>48%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year<br>48%<span style="font-size:x-large;">-</span>6.3 PP<br>Change on last year</legend> \| Year \| Greater Anglia \| National \| \|---\|---\|---\| \| S A S A S A S A S A \| S I A S I A S I A S I A \| S I A S I A S I A S I A \| ### Passenger satisfaction with how well the train company deals with delays <img>Bar chart showing passenger satisfaction with how well the train company deals with delays.</img> <legend> <div style="width: 50%; float:left;"> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height: 5px; width: 100%; background-color:#ffffff;"></div> <div style="height : auto ;">Greater Anglia</di</legend> \| Year \| Greater Anglia \| National \| \|---\|---\|---\| \| S I A S I A S I A S I A \| S I A S I A S I A S I A \| S I A S I A S I A S I A \| ### Passenger satisfaction with provision of information during the journey <img>Bar chart showing passenger satisfaction with provision of information during the journey.</img> <legend> ``` <table border=none cellspacing=none cellpadding=none align=center> <!-- Table for passenger satisfaction --> <!-- Row for "Greater Anglia" --> <!-- Column for "S" --> <!-- Column for "A" --> <!-- Row for "National" --> <!-- Column for "S" --> <!-- Column for "A" --> </table> ``` </legend> \| Year \| Greater Anglia \| National \| \|---\|---\|---\| \| S I A S I A S I A \| S I A S I A S I A \| S I A S I A S I A \| ______________________________________________________________________ PP = percentage point change \| The NPSs takes place twice a year, in Spring (S) and Autumn (A) Source Transport Focus, National Rail Passenger Survey Published 31/July/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/2/ ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with how well the train company deals with delays.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with provision of information during the journey.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with how well the train company deals with delays.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with provision of information during the journey.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with how well the train company deals with delays.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with provision of information during the journey.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with how well the train company deals with delays.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with provision of information during the journey.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with how well the train company deals with delays.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with provision of information during the journey.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with how well the train company deals with delays.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with provision of information during the journey.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with how well the train company deals with delays.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with provision of information during the journey.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with how well the train company deals with delays.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with provision of information during the journey.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with how well the train company deals with delays.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with provision of information during the journey.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with how well the train company deals with delays.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with provision of information during the journey.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with how well the train company deals with delays.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with provision of information during the journey.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with how well the train company deals with delays.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with provision of information during the journey.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with how well the train company deals with delays.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with provision of information during the journey.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with how well the train company deals with delays.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with provision of information during the journey.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with how well the train company deals with delays.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with provision of information during the journey.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with how well the train company deals with delays.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with provision of information during the journey.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with how well the train company deals with delays.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with provision of information during the journey.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with how well the train company deals with delays.</img> ______________________________________________________________________ <img>A bar chart showing passenger satisfaction with provision of information during the journey.</img> ______________________________________________________________________ Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## Greater Anglia ### Booked assistance volumes Greater Anglia received 36,766 booked assistance requests in 2019-20. This accounted for 3% of all booked assists made nationally in 2019-20. <img>Bar chart showing booked assistance volumes for Greater Anglia in 2018-19 and 2019-20. X-axis: P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13 Y-axis: Number of bookings (0 to 6,000) Legend: ■ 2018-19 ■ 2019-20 </img> Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator – Table 16.03 ### Alternative accessible transport All operators must provide free alternative transport where possible (e.g. wheelchair taxi) to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. <img>Bar chart showing alternative accessible transport data from 2016-17 to 2019-20. X-axis: Years: 2016-17, 2017-18, 2018-19, 2019-20 Y-axis: Number of incidents (0 to 500) Legend: ■ 392 ■ 440 ■ 470 ■ 423 Source: Train Operating Companies</img> ### Passenger experience of booked assistance in 2019-20 <img>Bar chart showing passenger experience of booked assistance in 2019-20. Left panel: X-axis: Greater Anglia National Y-axis: Percentage (%) Legend: ■ Passenger outcome for assistance that was booked (all passengers) ■ All assistance received ■ Some assistance received ■ No assistance received Values: Greater Anglia: Passenger outcome for assistance that was booked (all passengers) - 74% All assistance received - 88% Some assistance received - 88% No assistance received - 88% National: Passenger outcome for assistance that was booked (all passengers) - 74% All assistance received - 88% Some assistance received - 88% No assistance received - 88% Right panel: X-axis: Greater Anglia National Y-axis: Percentage (%) Legend: ■ Satisfaction with the helpfulness and attitude of staff who provided assistance at the station (for those passengers met by staff) Values: Greater Anglia: Satisfaction with the helpfulness and attitude of staff who provided assistance at the station (for those passengers met by staff) - 92% National: Satisfaction with the helpfulness and attitude of staff who provided assistance at the station (for those passengers met by staff) - 92% Source: Research by Breaking Blue</img> ### Claims for redress following booked assistance failure in 2019-20 Greater Anglia received 96 claims for redress following booked assistance failure in 2019-20, of which 85.4% were approved. <img>Bar chart showing claims for redress following booked assistance failure in 2019-20. X-axis: P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13 Y-axis: Number of claims (7 to 16) Values: P1: 7 P2: 4 P3: 8 P4: 8 P5: 13 P6: 16 P7: 7 P8: 7 P9: 4 P10: 4 P11: 3 P12: 3 P13: 3 Note: This data was collected for the first time in 2019-20. Source: Train Operating Companies</img> ### Top 5 reasons for accessibility complaints in 2019-20 Overall 10% (n=366) of complaints received by this operator were related to accessibility issues. <table> <thead> <tr> <th>Complaint type</th> <th>% of accessibility complaints</th> </tr> </thead> <tbody> <tr> <td>Booked assistance not provided at station</td> <td>23%</td> </tr> <tr> <td>Assistance booking process</td> <td>20%</td> </tr> <tr> <td>Assistance staff</td> <td>17%</td> </tr> <tr> <td>Booked assistance not provided on train</td> <td>7%</td> </tr> <tr> <td>Lack of disabled facilities at station/on train</td> <td>7%</td> </tr> </tbody> </table> Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC – Table I.45 \<page_number>32\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation ## Greater Anglia Complaints rate (per 100,000 journeys) in 2019-20 by quarter - Q1: 28.2 - Q2: 40.7 - Q3: 36.9 - Q4: 53.8 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 Complaints responded to within 20 working days in 2019-20 by quarter - Q1: 39.5 - Q2: 99.5% - Q3: 99.7% - Q4: 99.7% Change from last year: 12.9% PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 145 Complaints responded to within 30 working days in 2019-20 - Q1: 99.5% - Q2: 99.7% - Q3: 99.7% - Q4: 99.6% Change from last year: 5.3 PP Top 5 reasons for complaints in 2019-20 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 39.0% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 6.9 PP \| \| 8.8% \| Facilities on board \| 2.1 PP \| \| 5.4% \| Ticket buying facilities - other \| 3.6 PP \| \| 5.1% \| Sufficient room for all passengers to sit/stand \| -0.3 PP \| \| 4.7% \| Ticketing and refunds policy \| -4.6 PP \| Passenger satisfaction with complaints handling 2019-20 Satisfaction with complaints handling process - Greater Anglia: 36% (arriving/departing on time), 20% (facilities on board), 44% (ticket buying facilities - other), 51% (sufficient room for all passengers to sit/stand), and 44% (ticketing and refunds policy) - National: 30% (arriving/departing on time), 19% (facilities on board), and 51% (ticketing and refunds policy) Satisfaction with outcome of complaint - Greater Anglia: 35% (arriving/departing on time), 14% (facilities on board), and 51% (ticketing and refunds policy) - National: 31% (arriving/departing on time), 13% (facilities on board), and 56% (ticketing and refunds policy) Source: Train Operating Companies Data tables: Passenger satisfaction with complaints handling - Table 148 <watermark>Satisfied</watermark> <watermark>Neither</watermark> <watermark>Disatisfied</watermark> Delay compensation claims in 2019-20 Greater Anglia closed \\593,721 delay compensation claims in 2019-2020. This is \\39% higher than the previous year. <img>A bar chart showing the number of delay compensation claims in thousands per quarter for Greater Anglia in the years 2018-19 and 2019-20.</img> - 2018-19: Approximately 5,800 claims - 2019-20: Approximately 6,600 claims Greater Anglia operated the Delay Repay /5 compensation scheme Source: Train Operating Companies Data tables: Rail delay compensation claims by TOC - Table JJJII <img>A pie chart showing the approval rates of delay compensation claims in Greater Anglia in the years 2018-19 and 2019-20.</img> - Approved: Approximately 87.6% - Not Approved: Approximately 12.4% Greater Anglia responded to 100% of delay compensation claims within 20 working days - No response within 20 working days - No response within within two weeks - A rail period's normally is typically two weeks, or four weeks, for business reporting purposes (Sunday to Saturday) and there are three rail periods in a financial year. - For information on types of delay compensation schemes, please follow the data table link. Note: Greater Anglia approved 87.6% of delay compensation claims in 2019-20 Greater Anglia responded to 100% of delay compensation claims within 20 working days Greater Anglia operated the Delay Repay /5 compensation scheme <img>A pie chart showing the approval rates of delay compensation claims in Greater Anglia in the years 2018-19 and 2019-20.</img> \\textbf{Total Delay Compensation Claims} \\textbf{=} \\textbf{87.6%} \\textbf{Total Delay Compensation Claims} \\textbf{=} \\textbf{1,00,0,0} \<page_number>33\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## Heathrow Express Owner group: Heathrow Airport Holdings Operator: Heathrow Express Operational start date: 26 June 1998 Sector: Provides an airport rail link between London Heathrow Airport and Paddington Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release Operated stations 2019-20: 3 Employees 2019-20: 188 Passenger journeys 2019-20: 5.8 million % change compared to last year: -6.4 ______________________________________________________________________ ### Provision of information to passengers Passenger satisfaction with the usefulness of information when delays occur <img>Bar chart showing passenger satisfaction with the usefulness of information when delays occur over time.</img> <legend> Heathrow Express National </legend> Change on last year 48% 6.3 PP Note: data not available for all waves due to low response rate Passenger satisfaction with how well the train company deals with delays <img>Bar chart showing passenger satisfaction with how well the train company deals with delays over time.</img> <legend> Heathrow Express National </legend> Change on last year 41% 3.7 PP Note: data not available for all waves due to low response rate Passenger satisfaction with provision of information during the journey <img>Bar chart showing passenger satisfaction with provision of information during the journey over time.</img> <legend> Heathrow Express National </legend> Change on last year 88% -2.0 PP 1.8 PP PP = percentage point change \| The NOPs takes places twice a year, in Spring (S) and Autumn (A) Source: Transport Focus, National Rail Passenger Survey/ \<page_number>34\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## Heathrow Express ### Booked assistance volumes Heathrow Express received 430 booked assistance requests in 2019-20. This accounted for less than 0.1% of all booked assists made nationally in 2019-20. Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator - Table 16.03 <img> A bar chart showing booked assistance volumes for Heathrow Express in 2018-19 and 2019-20. The y-axis ranges from 0 to 60. The x-axis shows P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, and P13. The bars for 2018-19 are: P1: ~45 P2: ~45 P3: ~45 P4: ~45 P5: ~45 P6: ~45 P7: ~45 P8: ~45 P9: ~45 P10: ~45 P11: ~45 P12: ~45 P13: ~45 The bars for 2019-20 are: P1: ~45 P2: ~45 P3: ~45 P4: ~45 P5: ~45 P6: ~45 P7: ~45 P8: ~45 P9: ~45 P10: ~45 P11: ~45 P12: ~45 P13: ~45 Legend: ■ 2018-19 ■ 2019-20 </img> ### Alternative accessible transport All operators must provide free alternative transport (e.g. wheelchair taxi) to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. Source: Train Operating Companies <img> A line graph showing alternative accessible transport data from 2016-17 to 2019-20. The y-axis ranges from 0 to 1. The x-axis shows years: 2016-17, 2017-18, 2018-19, and 2019-20. Legend: ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ </img> No data is available on this company's performance on the reliability of its booked assistance due to a low sample size, which is a natural effect of having lower than average booking volumes. Source: Research by Breaking Blue Report: Research into passenger experiences of Passenger Assists ### Passenger experience of booked assistance in 2019-20 #### Claims for redress following booked assistance failure in 2019-20 Heathrow Express received zero claims for redress following booked assistance failure in 2019-20. Note: This data was collected for the first time in 2019-20. Source: Train Operating Companies ### Top 5 reasons for accessibility complaints in 2019-20 Overall 5.0% of all complaints were related to accessibility issues. Heathrow Express did not report any accessibility complaints in 2019-20. \| Complaint type \| % of accessibility complaints \| \|---\|---\| \| [No accessibility complaints reported] \| - \| \| [No accessibility complaints reported] \| - \| \| [No accessibility complaints reported] \| - \| \| [No accessibility complaints reported] \| - \| \| [No accessibility complaints reported] \| - \| Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC - Table 14.5 \<page_number>35\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation ## Heathrow Express Complaints rate (per 100,000 journeys) in 2019-20 by quarter - Q1: 13.3 - Q2: 14.2 - Q3: 23.0 - Q4: 40.6 Source: Train Operating Companies and LONDON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 Change from last year: ~20.5% Complaints responded to within 20 working days in 2019-20 by quarter - Q1: 100.0% - Q2: 100.0% - Q3: 100.0% - Q4: 100.0% Source: Train Operating Companies Data tables: Complaints responded to within 30 and 20 working days by TOC - Table 147 PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 30 and 20 working days by TOC - Table 148 Change from last year: 0.0 PP ______________________________________________________________________ ### Percentage of complaints \| Percentage of complaints \| Complaint type \| Change on last year \| \|--------------------------\|---------------\|--------------------\| \| 26.8% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| -5.0 PP \| \| 24.7% \| Ticket buying facilities \| -3.9 PP \| \| 20.2% \| Provision of information on website or mobile apps \| 11.2 PP \| \| 10.4% \| The attitudes and helpfulness of the staff at station \| 3.0 PP \| \| 7.1% \| Ticketing and refunds policy \| 1.9 PP \| Top 5 reasons for complaints in 2019-20 - Punctuality/reliability (i.e. the train arriving/departing on time): -5.0 PP - PP = percentage point change - Source: Train Operating Companies - Data tables: Complaints rate by TOC - Table 145 - Ticket buying facilities: -3.9 PP - PP = percentage point change - Source: Train Operating Companies - Data tables: Complaints rate by TOC - Table 145 - Provision of information on website or mobile apps: 11.2 PP - PP = percentage point change - Source: Train Operating Companies - Data tables: Complaints rate by TOC - Table 145 - The attitudes and helpfulness of the staff at station: 3.0 PP - PP = percentage point change - Source: Train Operating Companies - Data tables: Complaints rate by TOC - Table 145 - Ticketing and refunds policy: 1.9 PP - PP = percentage point change - Source: Train Operating Companies - Data tables: Complaints rate by TOC - Table 145 ______________________________________________________________________ ### Passenger satisfaction with complaints handling 2019-20 Heathrow Express sample size: 264 - Satisfied ☑️ - Neither ☐ - Disatisfied ☐ Satisfaction with complaints handling process - Heathrow Express: 15% satisfied, 15% neither, 70% dissatisfied - National average: 30% satisfied, 19% neither, 51% dissatisfied Satisfaction with outcome of complaint - Heathrow Express: 18% satisfied, 9% neither, 73% dissatisfied - National average: 31% satisfied, 13% neither, 56% dissatisfied Source: Train Operating Companies \| Data tables: Passenger satisfaction with complaints handling - Table 148 ______________________________________________________________________ ### Delay compensation claims in 2019-20 - Heathrow Express closed over £365 delay compensation claims in 2019-20. This is 12% higher than the previous year. - Heathrow Express operate a delay compensation scheme of delays of up to £5+ mins. - Source: Train Operating Companies. - Data tables: Rail delay compensation claims by TOC - Table IJZI Heathrow Express approved delay compensation claims in 2019-20 - Heathrow Express responded to all delay compensation claims within two working days in both periods - No response within two working days Note: ATO period's normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are only three rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. <img>A pie chart showing the breakdown of delay compensation claims approved by Heathrow Express in the current period compared to the previous period: - Current period (2018-19): Not Approved (8%) and Approved (92%) - Previous period (2017-18): Not Approved (8%) and Approved (92%) Total approval rate for both periods combined is approximately 96%. </img> ______________________________________________________________________ \<page_number>36\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## Hull Trains Owner group: FirstGroup Operator: Hull Trains Track access agreement end date: December 2029 Sector: Long distance Operated stations 2019-20: 0 Employees 2019-20: 129 Passenger journeys 2019-20: 1 million % change compared to last year: +3.5 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur <img> A bar chart showing passenger satisfaction with the usefulness of information when delays occur. The x-axis shows years from 2015 to 2019. The y-axis shows percentages from 0% to 100%. Hull Trains data points: - 2015: ~64% - 2016: ~64% - 2017: ~64% - 2018: ~64% - 2019: ~64% National data points: - 2015: ~48% - 2016: ~48% - 2017: ~48% - 2018: ~48% - 2019: ~48% Legend: - Hull Trains - National Change on last year: - Hull Trains: 9.7 PP - National: 6.3 PP Note: data not available for all waves due to low response rate </img> ### Passenger satisfaction with how well the train company deals with delays <img> A bar chart showing passenger satisfaction with how well the train company deals with delays. The x-axis shows years from 2015 to 2019. The y-axis shows percentages from 0% to 100%. Hull Trains data points: - 2015: ~66% - 2016: ~66% - 2017: ~66% - 2018: ~66% - 2019: ~66% National data points: - 2015: ~41% - 2016: ~41% - 2017: ~41% - 2018: ~41% - 2019: ~41% Legend: - Hull Trains - National Change on last year: - Hull Trains: 7.9 PP - National: 3.7 PP Note: data not available for all waves due to low response rate </img> ### Passenger satisfaction with provision of information during the journey <img> A bar chart showing passenger satisfaction with provision of information during the journey. The x-axis shows years from 2015 to 2019. The y-axis shows percentages from 0% to 100%. Hull Trains data points: - 2015: ~76% - 2016: ~76% - 2017: ~76% - 2018: ~76% - 2019: ~76% National data points: - 2015: ~91% - 2016: ~91% - 2017: ~91% - 2018: ~91% - 2019: ~91% Legend: - Hull Trains - National Change on last year: - Hull Trains: -0.5 PP - National: -1.8 PP Note: data not available for all waves due to low response rate </img> PP = percentage point change \| The NPSs takes places twice a year, in Spring (S) and Autumn (A) Source: Transport Focus, National Rail Passenger Survey \<page_number>37\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## Hull Trains ### Booked assistance volumes Data on the volume of booked assistance requests received in each rail period is available for each train operator that manages a station. This data is therefore not available for Hull Trains because they do not manage any stations. Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator - Table 16.03 <img> A bar chart showing booked assistance volumes over time. X-axis: 2016-17, 2017-18, 2018-19, 2019-20 Y-axis: 0, 1, 7, 10 Legend: 0, 1, 7, 10 Source: Train Operating Companies </img> Alternative accessible transport All operators must provide free alternative transport options (such as a wheelchair taxi) to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers ### Passenger experience of booked assistance in 2019-20 Data on passenger satisfaction with booked assistance is not available for Hull Trains as they do not manage any stations. Source: Research by Breaking Blue Report: Research into passenger experiences of Passenger Assists ### Claims for redress following booked assistance failure in 2019-20 Hull Trains received 1 claim for redress following booked assistance failure in 2019-20, which was approved. Note: This data was collected for the first time in 2019-20 Source: Train Operating Companies ### Top 5 reasons for accessibility complaints in 2019-20 Overall 0.7% (n=9) of complaints received by this operator were related to accessibility issues. \| Complaint type \| % of accessibility complaints \| \|---\|---\| \| Other accessibility \| 33% \| \| Assistance staff \| 22% \| \| Assistance booking process \| 11% \| \| Booked assistance not provided at station \| 11% \| \| Lack of disabled facilities at station/on train \| 11% \| Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC - Table 14.5 \<page_number>38\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation ## Hull Trains Complaints rate (per 100,000 journeys) in 2019-20 by quarter - Q1: 64.6 - Q2: 83.2 - Q3: 100.9 - Q4: 187.1 Change from last year: -30.5% Source: Train Operating Companies and LENTON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 Complaints rate per 100,000 journeys in 2019-20: 105.5 Complaints responded to within 20 working days in 2019-20 by quarter - Q1: 97.6% - Q2: 78.2% - Q3: 80.4% - Q4: 95.0% Change from last year: 27.9 PP PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 145 ______________________________________________________________________ Percentage of complaints \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 17.0% \| Sufficient room for all passengers to sit/stand \| 10.6 PP \| \| 16.0% \| Facilities on board \| 9.1 PP \| \| 15.4% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| -21.0 PP \| \| 9.6% \| Upkeep and repair of the train \| -9.1 PP \| \| 7.5% \| Other – miscellaneous \| 4.9 PP \| Top 5 reasons for complaints in 2019-20 - Satisfied ☑ - Neither ☐ - Disatisfied ☐ ______________________________________________________________________ Passenger satisfaction with complaints handling 2019-20 Hull Trains sample size: 295 Satisfaction with complaints handling process \| Hull Trains \| National \| \|---\|---\| \| Satisfaction with outcome of complaint \| Satisfaction with complaints handling process \| \| Hull Trains \| National \| \| 40% \| 30% \| \| 18% \| 19% \| \| 42% \| 51% \| Source: Train Operating Companies Data tables: Passenger satisfaction with complaints handling - Table 14.8 ______________________________________________________________________ Hull Trains closed 17,493 delay compensation claims in 2019-2020. This is 6% lower than the previous year. Hull Trains operate a traditional delay compensation scheme Source: Train Operating Companies Data tables: Delay compensation claims by TOC - Table 13(2) Hull Trains approved 92.2% of delay compensation claims in 2019-2020. <img>A pie chart showing approval rates for delay compensation claims by Hull Trains in 2019-20. Approved: 92.2% Not Approved: 7.8%</img> - Approved ☑ - Not Approved ☐ Hull Trains responded to: - All delay compensation claims within 20 working days ☑ - No response within 20 working days ☐ Note: A full period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. ______________________________________________________________________ \<page_number>39\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts London North Eastern Railway Owner group: DfT OLR Holdings Limited Operator: London North Eastern Railway Branching: East Coast Franchise period: 24 June 2018 - * Sector: Long distance \Under the OLR there is currently no set end date to the franchise period Operated stations 2019-20: 11 Employees 2019-20: 3,055 Passenger journeys 2019-20: 212 million % change compared to last year: -4.7 Source: Train Operating Companies and LNER (the rail industry's ticketing and revenue database) \| Data tables: TOC Key Stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information (passengers/railusage/statisticalrelease) ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur <img> A bar chart showing passenger satisfaction with the usefulness of information when delays occur. The x-axis shows years from 2015 to 2019. The y-axis shows percentages from 0% to 100%. For each year, there are two bars: - The blue bar represents London North Eastern Railway. - The green bar represents National. The legend indicates that the blue bar represents "London North Eastern Railway" and the green bar represents "National". The title "Change on last year" is shown at the top right corner. The values for each year are: - 2015: London North Eastern Railway (blue) ~61%, National (green) ~48% - 2016: London North Eastern Railway (blue) ~63%, National (green) ~6.8 PP - 2017: London North Eastern Railway (blue) ~63%, National (green) ~6.3 PP - 2018: London North Eastern Railway (blue) ~63%, National (green) ~7.2 PP - 2019: London North Eastern Railway (blue) ~63%, National (green) ~3.7 PP </img> ### Passenger satisfaction with how well the train company deals with delays <img> A bar chart showing passenger satisfaction with how well the train company deals with delays. The x-axis shows years from 2015 to 2019. The y-axis shows percentages from 0% to 100%. For each year, there are two bars: - The blue bar represents London North Eastern Railway. - The green bar represents National. The legend indicates that the blue bar represents "London North Eastern Railway" and the green bar represents "National". The title "Change on last year" is shown at the top right corner. The values for each year are: - 2015: London North Eastern Railway (blue) ~59%, National (green) ~41% - 2016: London North Eastern Railway (blue) ~59%, National (green) ~7.2 PP - 2017: London North Eastern Railway (blue) ~59%, National (green) ~3.7 PP - 2018: London North Eastern Railway (blue) ~59%, National (green) ~5.2 PP - 2019: London North Eastern Railway (blue) ~59%, National (green) ~1.8 PP </img> ### Passenger satisfaction with provision of information during the journey <img> A bar chart showing passenger satisfaction with provision of information during the journey. The x-axis shows years from 2015 to 2019. The y-axis shows percentages from 0% to 100%. For each year, there are two bars: - The blue bar represents London North Eastern Railway. - The green bar represents National. The legend indicates that the blue bar represents "London North Eastern Railway" and the green bar represents "National". The title "Change on last year" is shown at the top right corner. The values for each year are: - 2015: London North Eastern Railway (blue) ~83%, National (green) ~76% - 2016: London North Eastern Railway (blue) ~83%, National (green) ~5.2 PP - 2017: London North Eastern Railway (blue) ~83%, National (green) ~3.7 PP - 2018: London North Eastern Railway (blue) ~83%, National (green) ~7.2 PP - 2019: London North Eastern Railway (blue) ~83%, National (green) ~1.8 PP </img> PP = percentage point change \| The NPSs takes place twice a year, in Spring (S) and Autumn (A)* Source: Transport Focus, National Rail Passenger Survey/ \<page_number>40\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## London North Eastern Railway ### Booked assistance volumes London North Eastern Railway received 104,010 booked assistance requests in 2019-20. This accounted for 8.5% of all booked assists made nationally in 2019-20. <img> A bar chart showing booked assistance volumes by month. The y-axis ranges from 0 to 15,000. The x-axis shows months P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13. The y-axis values are: P1: ~5,000 P2: ~5,000 P3: ~5,000 P4: ~5,000 P5: ~5,000 P6: ~5,000 P7: ~5,000 P8: ~5,000 P9: ~5,000 P10: ~5,000 P11: ~5,000 P12: ~5,000 P13: ~5,000 The bars represent the number of booked assistance requests for each month. The bars are grouped into two sets: ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ ■ 2018-19 ■ 2019-20 Legend: ■ 2018-19 ■ 2019-20 Source: Train Operating Companies </img> Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator – Table 16.03 ### Alternative accessible transport All operators must provide free alternative transport options such as a suitable taxi to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers <img> A bar chart showing alternative accessible transport provision by year. The y-axis ranges from 0 to 13. The x-axis shows years 2016-17, 2017-18, 2018-19, 2019-20. The bars represent the number of alternative accessible transport provisions for each year. The bars are grouped into two sets: ■ 80 ■ 73 ■ 52 ■ 36 Legend: ■ 2016-17 ■ 2017-18 ■ 2018-19 ■ 2019-20 Source: Train Operating Companies </img> ### Passenger experience of booked assistance in 2019-20 Passenger outcome LNER National \| Outcome \| LNER (%) \| National (%) \| \|---\|---\|---\| \| All assistance received \| 95% \| 92% \| \| Some assistance received \| 88% \| 86% \| \| No assistance received \| 9% \| 8% \| Satisfaction with staff who provided assistance at the station (for those passengers met by staff) LNER National \| Satisfaction \| LNER (%) \| National (%) \| \|---\|---\|---\| \| Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) \| 88% \| 86% \| \| Overall satisfaction with assistance received (all passengers) \| 95% \| 92% \| Note: Passenger outcome for assistance chart may not be available for all stations. Data for stations where data don't know are not shown. Source: Research by Breaking Blue ### Claims for redress following booked assistance failure in 2019-20 London North Eastern Railway received 439 claims for redress following booked assistance failure in 2019-20, of which 30.3% were approved. <img> A bar chart showing claims for redress following booked assistance failure in 2019-20. The y-axis ranges from 44 to 65. The x-axis shows months P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13. The bars represent the number of claims for redress following booked assistance failure for each month. The bars are grouped into two sets: ■ 44 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 ■ 46 Legend: P1: ~33% P2: ~33% P3: ~33% P4: ~33% P5: ~33% P6: ~33% P7: ~33% P8: ~33% P9: ~33% P10: ~33% P11: ~33% P12: ~33% P13: ~33% Note: This data was collected for the first time in this report. Source: Train Operating Companies ### Top reasons for accessibility complaints in the UK (NRP category) Overall % (n=633) of complaints received by this operator were related to accessibility issues. <table> <thead> <tr> <th>Complaint type</th> <th>% of accessibility complaints</th> </tr> </thead> <tbody> <tr> <td>Booked assistance not provided at station</td> <td>5%</td> </tr> <tr> <td>Assistance staff</td> <td>5%</td> </tr> <tr> <td>Other accessibility</td> <td>5%</td> </tr> <tr> <td>Assistance booking process</td> <td>5%</td> </tr> <tr> <td>Booked assistance not provided on train</td> <td>5%</td> </tr> </tbody> </table> Source: Train Operating Companies Data tables: Complaints by NRP category by TOC – Table I.5.5 \<page_number>Published on July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/July/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/June/Jun Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation ## London North Eastern Railway Complaints rate (per 100,000 journeys) in 2019-20 by quarter - Q1: 126.5 - Q2: 150.2 - Q3: 192.5 - Q4: 150.2 Change from last year: 37.1% Source: Train Operating Companies and LENNIN (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 14.9 Complaints responded to within 20 working days in 2019-20 by quarter - Q1: 94.2% - Q2: 51.5% - Q3: 81.4% - Q4: 98.3% Change from last year: +15.3 PP Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 14.9 PP = percentage point change Percentage of complaints \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 42.5% \| Facilities on board \| 8.3 PP \| \| 7.1% \| The helpfulness and attitude of staff on train \| -0.5 PP \| \| 6.2% \| Ticket buying facilities - other \| -5.7 PP \| \| 5.1% \| Other - miscellaneous \| 4.1 PP \| \| 4.9% \| Ticketing and refunds policy \| -0.7 PP \| Top 5 reasons for complaints in 2019-20 - Facilities on board - The helpfulness and attitude of staff on train - Ticket buying facilities - other - Other - miscellaneous - Ticketing and refunds policy PP = percentage point change Source: Train Operating Companies Data tables: Complaints rate by TOC category by TOC - Table 14.5 Passenger satisfaction with complaints handling 2019-20 LNER sample size: 6,814 Satisfaction with complaints handling process - London North Eastern Railway: 40% (helpfulness and attitude of staff), 17% (ticketing facilities), 44% (other) - National: 30% (helpfulness and attitude of staff), 19% (ticketing facilities), 51% (other) Satisfaction with outcome of complaint - London North Eastern Railway: 42% (helpfulness and attitude of staff), 13% (ticketing facilities), 46% (other) - National: 31% (helpfulness and attitude of staff), 13% (ticketing facilities), 56% (other) Source: Train Operating Companies Data tables: Passenger satisfaction with complaints handling - Table 14.8 Delay compensation claims in 2019-20 London North Eastern Railway closed 453,020 delay compensation claims in 2019-20. This is 9% higher than the previous year. - 2018-19: ~38,676 - 2019-20: ~453,020 London North Eastern Railway approved 90% of delay compensation claims in 2019-20. - Approved: ~437,758 - Not Approved: ~15,262 London North Eastern Railway responded to 97.2% of delay compensation claims within: - Within one working day(s): ~38,676 - Within two working days: ~453,020 - No response within two working days Note: A full period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. <img>A pie chart showing the breakdown of delay compensation claims approval rates. Approved: ~437,758 claims (90%) Not Approved: ~15,262 claims (10%)</img> London North Eastern Railway operated the Delay Repay 3O compensation scheme. Source: Train Operating Companies Data tables: Delay delay compensation claims by TOC - Table 14.2(II) \<page_number>42\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## London Overground Owner group: Arriva UK Trains Operator: Arriva Rail London (ARL) TFL Concession: London Overground Concession period: 13 November 2016 – 01 May 2024 Sector: London and South East Operated stations 2019-20: 81 Employees 2019-20: 1502 Passenger journeys 2019-20: 186 million % change compared to last year: -1.1 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur <img> A bar chart showing passenger satisfaction with the usefulness of information when delays occur. The x-axis shows years: S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A. The y-axis shows percentages from 0% to 100%. London Overground is represented by a light blue bar, National is represented by a dark blue bar. For each year, the percentage for London Overground is shown on the right side of the bar chart, and the percentage for National is shown on the left side of the bar chart. For example, in 2015, London Overground was at 52%, and National was at 48%. In 2016, London Overground was at 57%, and National was at 43%. In 2017, London Overground was at 58%, and National was at 42%. In 2018, London Overground was at 57%, and National was at 43%. In 2019, London Overground was at 57%, and National was at 43%. There is a legend indicating that the bars represent "Change on last year" with a green triangle pointing upwards. The legend also indicates that the percentage values are "PP" (percentage point change). The percentage values are: - For London Overground: 52% (in 2015), 57% (in 2016), 58% (in 2017), 57% (in 2018), 57% (in 2019) - For National: 48% (in 2015), 43% (in 2016), 42% (in 2017), 43% (in 2018), 43% (in 2019) The legend indicates that the percentage points are: - For London Overground: +1.8 PP - For National: -6.3 PP </img> ### Change on last year <img> A bar chart showing change on last year for passenger satisfaction with the usefulness of information when delays occur. The x-axis shows years: S A S A S A S A S A S A S A S A S A S A. The y-axis shows percentage points (PP). London Overground is represented by a light blue bar, National is represented by a dark blue bar. For each year, the percentage point change for London Overground is shown on the right side of the bar chart, and the percentage point change for National is shown on the left side of the bar chart. For example, in 2015, London Overground had no change, and National had no change. In 2016, London Overground had a positive change of +3.7 PP, and National had a negative change of -6.1 PP. In 2017, London Overground had a positive change of +3.7 PP, and National had a negative change of -6.1 PP. In 2018, London Overground had a positive change of +3.7 PP, and National had a negative change of -6.1 PP. In 2019, London Overground had a positive change of +3.7 PP, and National had a negative change of -6.1 PP. There is a legend indicating that the bars represent "Change on last year" with a green triangle pointing upwards. The legend also indicates that the percentage points are "PP" (percentage point change). The percentage points are: - For London Overground: +3.7 PP - For National: -6.3 PP </img> ### Passenger satisfaction with how well the train company deals with delays <img> A bar chart showing passenger satisfaction with how well the train company deals with delays. The x-axis shows years: S A S A S A S A. The y-axis shows percentages from 0% to 100%. London Overground is represented by a light blue bar, National is represented by a dark blue bar. For each year, the percentage for London Overground is shown on the right side of the bar chart, and the percentage for National is shown on the left side of the bar chart. For example, in 2015, London Overground was at 41%, and National was at 40%. In 2016, London Overground was at 43%, and National was at 43%. In 2017, London Overground was at 43%, and National was at 43%. In 2018, London Overground was at 43%, and National was at 43%. In 2019, London Overground was at 43%, and National was at 43%. There is a legend indicating that the bars represent "Change on last year" with a green triangle pointing upwards. The legend also indicates that the percentage points are "PP" (percentage point change). The percentage points are: - For London Overground: +3.7 PP - For National: -6.1 PP </img> ### Change on last year <img> A bar chart showing change on last year for passenger satisfaction with how well the train company deals with delays. The x-axis shows years: S A S A. The y-axis shows percentage points (PP). London Overground is represented by a light blue bar, National is represented by a dark blue bar. For each year, the percentage point change for London Overground is shown on the right side of the bar chart, and the percentage point change for National is shown on the left side of the bar chart. For example, in 2015, London Overground had no change, and National had no change. In 2016, London Overground had a positive change of +3.7 PP, and National had a negative change of -6.1 PP. In 2017, London Overground had a positive change of +3.7 PP, and National had a negative change of -6.1 PP. In 2018, London Overground had a positive change of +3.7 PP, and National had a negative change of -6.1 PP. In 2019, London Overground had a positive change of +3.7 PP, and National had a negative change of -6.1 PP. There is a legend indicating that the bars represent "Change on last year" with a green triangle pointing upwards. The legend also indicates that the percentage points are "PP" (percentage point change). The percentage points are: - For London Overground: +3.7 PP - For National: -6.1 PP </img> ### Passenger satisfaction with provision of information during the journey <img> A bar chart showing passenger satisfaction with provision of information during the journey. The x-axis shows years: S A S A S A S A. The y-axis shows percentages from 0% to 100%. London Overground is represented by a light blue bar, National is represented by a dark blue bar. For each year, the percentage for London Overground is shown on the right side of the bar chart, and the percentage for National is shown on the left side of the bar chart. For example, in 2015, London Overground was at 79%, and National was at 76%. In 2016, London Overground was at 79%, and National was at 76%. In 2017, London Overground was at 79%, and National was at 76%. In 2018, London Overground was at 79%, and National was at 76%. In 2019, London Overground was at -5%, and National was at -5%. There is a legend indicating that the bars represent "Change on last year" with a green triangle pointing downwards. The legend also indicates that the percentage points are "PP" (percentage point change). The percentage points are: - For London Overground: -5 PP - For National: -5 PP </img> ### Change on last year <img> A bar chart showing change on last year for passenger satisfaction with provision of information during the journey. The x-axis shows years: S A. The y-axis shows percentage points (PP). London Overground is represented by a light blue bar, National is represented by a dark blue bar. For each year, the percentage point change for London Overground is shown on the right side of the bar chart, and the percentage point change for National is shown on the left side of the bar chart. For example, in both years shown here (S and A), there were no changes in either case. There is a legend indicating that the bars represent "Change on last year" with a green triangle pointing downwards. The legend also indicates that the percentage points are "PP" (percentage point change). The percentage points are: - For London Overground: -5 PP - For National: -5 PP </img> ______________________________________________________________________ \<page_number>43\</page_number> Published 07/07/2020 ______________________________________________________________________ PP = percentage point change \| The NPSs takes places twice a year; in Spring (S) and Autumn (A) Source: Transport Focus/National Rail Passenger Survey Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## London Overground ### Booked assistance volumes London Overground received 1,209 booked assistance requests in 2019-20. This accounted for 0.1% of all booked assists made nationally in 2019-20. Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator - Table 16.03 <img> A bar chart showing booked assistance volumes for London Overground in 2018-19 and 2019-20. The y-axis ranges from 0 to 200. The x-axis shows stations P1 to P13. For each station, there are two bars: ■ represents the number of bookings in 2018-19. ■ represents the number of bookings in 2019-20. The bars for each station are approximately the same height, indicating that the number of bookings did not change significantly between 2018-19 and 2019-20. Legend: ■ 2018-19 ■ 2019-20 </img> ### Alternative accessible transport All operators must provide free alternative transport (e.g. wheelchair taxis) to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. Source: Train Operating Companies <img> A stacked bar chart showing alternative accessible transport data for London Overground in 2016-17, 2017-18, 2018-19 and 2019-20. The y-axis ranges from 0 to 100. The x-axis shows years: 2016-17, 2017-18, 2018-19, 2019-20. For each year, there are three bars: ■ represents the number of bookings in 2016-17. ■ represents the number of bookings in 2017-18. ■ represents the number of bookings in 2018-19. ■ represents the number of bookings in 2019-20. The bars show that the number of bookings increased slightly from 2016-17 to 2017-18, then remained relatively stable until 2018-19 when there was a small increase, followed by a decrease in 2019-20. Legend: ■ 2016-17 ■ 2017-18 ■ 2018-19 ■ 2019-20 </img> ### Passenger experience of booked assistance in 2019-20 No data is available on this company's performance on the reliability of its booked assistance due to a low sample size, which is a natural effect of having lower than average booking volumes. Source: Research by Breaking Blue Report: Research into passenger experiences of Passenger Assists ### Claims for redress following booked assistance failure in 2019-20 London Overground received zero claims for redress following booked assistance failure in 2019-20. Note: This data was collected for the first time in 2019-20 Source: Train Operating Companies ### Top 5 reasons for accessibility complaints in 2019-20 Overall 4.4% (n=10) of complaints received by this operator were related to accessibility issues. \| Complaint type \| % of accessibility complaints \| \|---\|---\| \| Lack of disabled facilities at station/on train \| 100% \| \| [No other accessibility categories reported] \| - \| \| [No other accessibility categories reported] \| - \| \| [No other accessibility categories reported] \| - \| \| [No other accessibility categories reported] \| - \| Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC - Table 3.45 \<page_number>44\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation London Overground Complaints rate (per 100,000 journeys) in 2019-20 by quarter Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 Q1 Q2 Q3 Q4 0.5 1.6 1.3 2.1 Change from last year: 103.8% Complaints responded to within 20 working days in 2019-20 by quarter Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 14.2 Q1 Q2 Q3 Q4 96.5% 89.9% 89.2% 92.2% Change from last year: -3.4 PP PP = percentage point change Percentage of complaints \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 51.6% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 6.0 PP \| \| 17.8% \| The attitudes and helpfulness of the staff at station \| 2.4 PP \| \| 4.4% \| Environmental \| 0.6 PP \| \| 4.2% \| Timetabling \| -0.6 PP \| \| 3.6% \| Provision of information about train times/platforms \| 2.9 PP \| Top 5 reasons for complaints in 2019-20 Source: Train Operating Companies Data tables: Complaints by TOC - Table 14.5 IRPES category by TOC - Table 14.5 <table> <tr> <td>Passenger satisfaction with complaints handling 2019-20</td> <td>Satisfaction with outcome of complaint</td> <td>Satisfied</td> <td>Neither</td> <td>Disatisfied</td> </tr> <tr> <td>Satisfaction with complaints handling process</td> <td></td> <td></td> <td></td> <td></td> </tr> </table> Note: London Overground were unable to supply this information in time for publication due to exceptional operational constraints caused by the impact of Covid-19. Source: Train Operating Companies \| Data tables: Passenger satisfaction with complaints handling - Table 14.8 Delay compensation claims in 2019-20 London Overground closed 19,704 delay compensation claims in 2019-20. This is 98% higher than the previous year. Source: Train Operating Companies Data tables: Rail delay compensation claims by TOC - Table 13(2) <img>A bar chart showing the number of delay compensation claims by quarter for the years 2018-19 and 2019-20.</img> - 2018-19 - Q1: ~5,500 - Q2: ~5,500 - Q3: ~5,500 - Q4: ~5,500 - 2019-20 - Q1: ~7,750 - Q2: ~7,750 - Q3: ~7,750 - Q4: ~7,750 London Overground approved 76.9% of delay compensation claims within 20 working days in 2019-20. London Overground responded to 100% of delay compensation claims within 20 working days in 2019-20. London Overground no response within 20 working days. Note: A full period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. \<page_number>45\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## Merseyrail Owner group: Serco / Abellio Operator: Merseyrail Franchise: Merseyrail Funding period: 20 July 2003 – 22 July 2028 Sector: Regional Operated stations 2019-20: 66 Employees 2019-20: 1768 Passenger journeys 2019-20: 42.6 million % change compared to last year: +11 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur <img> A bar chart showing passenger satisfaction with the usefulness of information when delays occur. The x-axis shows years: S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A. The y-axis shows percentages from 0% to 100%. Merseyrail is represented by blue bars, National by green bars. Legend: S = Spring (S) A = Autumn (A) Change on last year: Merseyrail: 59% National: 6.7 PP </img> ### Passenger satisfaction with how well the train company deals with delays <img> A bar chart showing passenger satisfaction with how well the train company deals with delays. The x-axis shows years: S I A S I A S I A S I A S I A S I A S I A. The y-axis shows percentages from 0% to 100%. Merseyrail is represented by blue bars, National by green bars. Legend: S = Spring (S) I = Winter (I) A = Autumn (A) Change on last year: Merseyrail: 45% National: 1.0 PP </img> ### Passenger satisfaction with provision of information during the journey <img> A bar chart showing passenger satisfaction with provision of information during the journey. The x-axis shows years: S I A S I A S I A S I A S I A. The y-axis shows percentages from 0% to 100%. Merseyrail is represented by blue bars, National by green bars. Legend: S = Spring (S) I = Winter (I) A = Autumn (A) Change on last year: Merseyrail: 85% National: 0.6 PP </img> PP = percentage point change \| The NPSs takes places twice a year, in Spring (S) and Autumn (A) Source: Transport Focus, National Rail Passenger Survey/ \<page_number>46\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## Merseyrail ### Booked assistance volumes Merseyrail received 5,043 booked assistance requests in 2019-20. This accounted for 0.4% of all booked assists made nationally in 2019-20. <img> A bar chart showing booked assistance volumes for Merseyrail in 2018-19 and 2019-20. The y-axis ranges from 0 to 3,000. The x-axis shows P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13. For each station: - The left bar represents the number of booked assistance requests in 2018-19. - The right bar represents the number of booked assistance requests in 2019-20. </img> Note: This excludes un-booked assistance. A 'tail period' is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 tail periods in a financial year. Data tables: Rail passenger assists by station operator - Table 16.03 ### Alternative accessible transport All operators must provide free alternative transport services (such as a wheelchair taxi) to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. <img> A stacked bar chart showing alternative accessible transport data for Merseyrail in 2016-17, 2017-18, 2018-19 and 2019-20. The y-axis ranges from 0 to 500. The x-axis shows years. For each year: - The first bar represents the number of passengers who used alternative transport in that year. - The second bar represents the number of passengers who did not use alternative transport in that year. </img> Note: 2019-20 data includes partial data only. Merseyrail could supply PI-11 only due to their supplier being closed due to the coronavirus pandemic. Source: Train Operating Companies ### Passenger experience of booked assistance in 2019-20 No data is available on this company's performance on the reliability of its booked assistance due to a low sample size, which is a natural effect of having lower than average booking volumes. Source: Research by Breaking Blue Report: Research into passenger experiences of Passenger Assists ### Claims for redress following booked assistance failure in 2019-20 Merseyrail received 8 claims for redress following booked assistance failure in 2019-20, of which 37.5% were approved. <img> A stacked bar chart showing claims for redress following booked assistance failure in 2019-20 for Merseyrail. The y-axis ranges from 0 to 4. The x-axis shows P1, P3, P5, P7, P9, P11, P13. For each station: - The left bar represents the number of claims for redress following booked assistance failure in that year. - The right bar represents the number of claims for redress following booked assistance failure in that year where approval was granted. </img> Note: This data was collected for the first time in 2019-20. Source: Train Operating Companies ### Top 5 reasons for accessibility complaints in 2019-20 Overall 4.0% (n=14) of complaints received by this operator were related to accessibility issues. \| Complaint type \| % of accessibility complaints \| \|---\|---\| \| Other accessibility \| 32% \| \| Unbooked assistance not provided at station \| 19% \| \| Lack of disabled facilities at station/on train \| 11% \| \| Assistance staff \| 11% \| \| Booked assistance not provided at station \| 10% \| Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC - Table 14.5 \<page_number>47\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation ## Merseyrail Complaints rate (per 100,000 journeys) in 2019-20 by quarter - Q1: 7.2 - Q2: 8.7 - Q3: 6.5 - Q4: 4.0 Change from last year: -26.0% Source: Train Operating Companies and LEMNION (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 Complaints responded to within 20 working days in 2019-20 by quarter - Q1: 100.0% - Q2: 99.8% - Q3: 100.0% - Q4: 100.0% Change from last year: 0.1 PP PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 145 ______________________________________________________________________ Percentage of complaints \| Complaint type \| Change on last year \| \|---------------------------------\|---------------------\| \| Punctuality/reliability (i.e. the train arriving/departing on time) \| -7.4 PP \| \| Ticket buying facilities \| 6.2 PP \| \| The attitudes and helpfulness of the staff at station \| 1.2 PP \| \| On board policy \| 2.2 PP \| \| Sufficient room for all passengers to sit/stand \| 2.7 PP \| Top 5 reasons for complaints in 2019-20 - Punctuality/reliability (i.e. the train arriving/departing on time) - Ticket buying facilities - The attitudes and helpfulness of the staff at station - On board policy - Sufficient room for all passengers to sit/stand Passenger satisfaction with complaints handling 2019-20 \| Merseyrail sample size: 57 \| Satisfaction with complaints handling process \| Satisfaction with outcome of complaint \| \|------------------------------------------------\|----------------------------------------\| \| Satisfied \| Neither \| \| Disatisfied \| \| Note: Due to a low sample size, the results for Merseyrail have not been shown within this report. ______________________________________________________________________ Delay compensation claims in 2019-20 Merseyrail closed 988 delay compensation claims in 2019-2020. This is 27% lower than the previous year. - Merseyrail operate a traditional delay compensation scheme. - Source: Train Operating Companies - Data tables: Delay compensation claims by TOC - Table 132J <img>A pie chart showing delay compensation claims in 2019-20. The chart shows: - A total of 988 claims. - Of these, 98.0% were approved. - The remaining 1.9% were not approved. </img> * Merseyrail closed 988 delay compensation claims in 2019-2020. This is 27% lower than the previous year. - Source: Train Operating Companies - Data tables: Delay compensation claims by TOC - Table 132J <img>A bar chart showing delay compensation claims in 2019-19 and 2019-20. The chart shows: - In 2019-19, there were approximately 45 claims. - In 2019-20, there were approximately 43 claims. </img> * Merseyrail approved 98% of delay compensation claims in 2019-2020. - Source: Train Operating Companies - Data tables: Delay compensation claims by TOC - Table 132J <img>A pie chart showing approval rates for delay compensation claims in 2019-20. The chart shows: - Approximately 98% of claims were approved. - Approximately 2% of claims were not approved. </img> * Merseyrail responded to 100% of delay compensation claims within 20 working days in 2019-20. - Source: Train Operating Companies - Data tables: Delay compensation claims by TOC - Table 132J <img>A bar chart showing response times for delay compensation claims in 2019-19 and 2019-20. The chart shows: - In both years, all claims were responded to within the required timeframe. </img> Note: A full period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are only three rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. \<page_number>48\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## Northern Trains Owner group: Arriva UK Trains Operator: Northern Franchise: Northern Branching period: 01 April 2016 – 31 March 2025 Sector: Regional Operated stations 2019-20: 477 Employees 2019-20: 6,351 Passenger journeys 2019-20: 108 million % change compared to last year: +6.6 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur <img>Bar chart showing passenger satisfaction with the usefulness of information when delays occur. The x-axis shows years from 2015 to 2019. The y-axis shows percentages from 0% to 100%. Northern Trains' satisfaction levels are represented by green bars, while National's are represented by black bars.</img> \| Year \| Northern Trains \| National \| \| :--- \| :------------- \| :------- \| \| 2015 \| ~39% \| ~48% \| \| 2016 \| ~39% \| ~48% \| \| 2017 \| ~39% \| ~48% \| \| 2018 \| ~39% \| ~48% \| \| 2019 \| ~39% \| ~48% \| Change on last year: Northern Trains: 4.7 PP National: 6.3 PP ### Passenger satisfaction with how well the train company deals with delays <img>Bar chart showing passenger satisfaction with how well the train company deals with delays. The x-axis shows years from 2015 to 2019. The y-axis shows percentages from 0% to 100%. Northern Trains' satisfaction levels are represented by green bars, while National's are represented by black bars.</img> \| Year \| Northern Trains \| National \| \| :--- \| :------------- \| :------- \| \| 2015 \| ~34% \| ~41% \| \| 2016 \| ~34% \| ~41% \| \| 2017 \| ~34% \| ~41% \| \| 2018 \| ~34% \| ~41% \| \| 2019 \| ~34% \| ~41% \| Change on last year: Northern Trains: 2.9 PP National: 3.7 PP ### Passenger satisfaction with provision of information during the journey <img>Bar chart showing passenger satisfaction with provision of information during the journey. The x-axis shows years from 2015 to 2019. The y-axis shows percentages from 0% to 100%. Northern Trains' satisfaction levels are represented by green bars, while National's are represented by black bars.</img> \| Year \| Northern Trains \| National \| \| :--- \| :------------- \| :------- \| \| 2015 \| ~64% \| ~76% \| \| 2016 \| ~64% \| ~76% \| \| 2017 \| ~64% \| ~76% \| \| 2018 \| ~64% \| ~76% \| \| 2019 \| ~64% \| ~76% \| Change on last year: Northern Trains: 3.9 PP National: 1.8 PP PP = percentage point change The NPSs takes place twice a year, in Spring (S) and Autumn (A) Source: Transport Focus, National Rail Passenger Survey \<page_number>49\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## Northern Trains ### Booked assistance volumes Northern Trains received 46,692 booked assistance requests in 2019-20. This accounted for 3.8% of all booked assists made nationally in 2019-20. <img> A bar chart showing booked assistance volumes for Northern Trains in 2018-19 and 2019-20. The y-axis ranges from 0 to 6,000. The x-axis shows stations P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13. For 2018-19: P1: ~500 P2: ~500 P3: ~500 P4: ~500 P5: ~500 P6: ~500 P7: ~500 P8: ~500 P9: ~500 P10: ~500 P11: ~500 P12: ~500 P13: ~500 For 2019-20: P1: ~550 P2: ~550 P3: ~550 P4: ~550 P5: ~550 P6: ~550 P7: ~550 P8: ~550 P9: ~550 P10: ~550 P11: ~550 P12: ~550 P13: ~550 Legend: ■ 2018-19 ■ 2019-20 </img> Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator – Table 16.03 Source: Train Operating Companies ### Alternative accessible transport All operators must provide free alternative transport where possible (e.g. a wheelchair taxi) to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. <img> A stacked bar chart showing alternative accessible transport in 2016-17, 2017-18, 2018-19 and 2019-20. The y-axis ranges from 0 to 1,000. The x-axis shows years. For 2016-17: ■ 278 (Alternative accessible transport) ■ 539 (Other) ■ 360 (Other) ■ 327 (Other) For 2017-18: ■ 278 (Alternative accessible transport) ■ 539 (Other) ■ 360 (Other) ■ 327 (Other) For 2018-19: ■ 278 (Alternative accessible transport) ■ 539 (Other) ■ 360 (Other) ■ 327 (Other) For 2019-20: ■ 278 (Alternative accessible transport) ■ 539 (Other) ■ 360 (Other) ■ 327 (Other) </img> Source: Train Operating Companies ### Passenger experience of booked assistance in 2019-20 Passenger outcome \| Northern Trains \| National \| \|---\|---\| \| All assistance received \| Some assistance received \| \| No assistance received \| None of the above \| Satisfaction with staff who provided assistance at the station (for those passengers met by staff) \| Northern Trains \| National \| \|---\|---\| \| Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) \| Overall satisfaction with the whole process from booking assistance to assistance received (all passengers) \| \| High satisfaction \| High satisfaction \| \| Medium satisfaction \| Medium satisfaction \| \| Low satisfaction \| Low satisfaction \| \| Not sure \| Not sure \| Note: Passenger outcome for assistance chart may not include for those passengers who don't know are not shown. Source: Research by Breaking Blue ### Claims for redress following booked assistance failure in 2019-20 Northern Trains received 128 claims for redress following booked assistance failure in 2019-20, of which 100% were approved. <img> A bar chart showing claims for redress following booked assistance failure in Northern Trains in P1-P3-P4-P5-P6-P7-P8-P9-P1O-P1I-P1Z-P13. The y-axis ranges from 4 to 6. The x-axis shows stations P1, P2, P3, P4, P5, P6, P7, P8, P9, P1O, P1I, P1Z, P13. For each station: P1: ~4 P2: ~4 P3: ~4 P4: ~4 P5: ~4 P6: ~4 P7: ~4 P8: ~4 P9: ~4 P1O: ~4 P1I: ~4 P1Z: ~4 P13: ~4 </img> Note: This data was collected for the first time in 2019-20. Source: Train Operating Companies ### Top 5 reasons for accessibility complaints in 2019-20 Overall 1.3% (n=332) of complaints received by this operator were related to accessibility issues. <table> <tr> <th>Complaint type</th> <th>% of accessibility complaints</th> </tr> <tr> <td>Booked assistance not provided at station</td> <td>2%</td> </tr> <tr> <td>TOC accessibility policy</td> <td>7%</td> </tr> <tr> <td>The ease of being able to get on and off</td> <td>1%</td> </tr> <tr> <td>Other accessibility</td> <td>9%</td> </tr> <tr> <td>Assistance staff</td> <td>9%</td> </tr> </table> Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC – Table I.4.5 \<page_number>50\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation ## Northern Trains Complaints rate (per 100,000 journeys) in 2019-20 by quarter - Q1: 24.5 - Q2: 24.9 - Q3: 31.6 - Q4: 47.6 Change from last year: -27.4% Source: Train Operating Companies and LENNIN (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 Complaints responded to within 20 working days in 2019-20 by quarter - Q1: 97.6% - Q2: 96.0% - Q3: 94.2% - Q4: 95.4% Change from last year: 26.7 PP PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 148 ______________________________________________________________________ ### Percentage of complaints \| Percentage of complaints \| Complaint type \| Change on last year \| \|--------------------------\|---------------\|--------------------\| \| 39.0% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 0.7 PP \| \| 7.0% \| The attitudes and helpfulness of the staff at station \| 2.0 PP \| \| 6.9% \| Sufficient room for all passengers to sit/stand \| 1.4 PP \| \| 6.0% \| The helpfulness and attitude of staff on train \| 0.5 PP \| \| 4.9% \| Ticket buying facilities - other \| 3.6 PP \| Top 5 reasons for complaints in 2019-20 Passenger satisfaction with complaints handling 2019-20 \| Northern Trains sample size: 5,397 Satisfaction with complaints handling process Northern Trains - Northern Trains: 20% satisfied, 18% neither satisfied nor dissatisfied, 63% dissatisfied - National: 30% satisfied, 19% neither satisfied nor dissatisfied, 51% dissatisfied Satisfaction with outcome of complaint Northern Trains - Northern Trains: 21% satisfied, 12% neither satisfied nor dissatisfied, 67% dissatisfied - National: 31% satisfied, 13% neither satisfied nor dissatisfied, 56% dissatisfied Source: Train Operating Companies \| Data tables: Passenger satisfaction with complaints handling - Table 148 ______________________________________________________________________ Delay compensation claims in 2019-20 Northern Trains closed 364,689 delay compensation claims in 2019-2020. This is 48% higher than the previous year. Northern Trains approved 75.9% of delay compensation claims in 2019-2020. - Approved - Not Approved Northern Trains responded to 96.7% of delay compensation claims within 20 working days in 2019-2020. - Responded within 20 working days - No response within 20 working days Note: A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are only three rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. <img>A pie chart showing the breakdown of delay compensation claims in Northern Trains in the form of percentages. - Approved: 75.9% - Not Approved: 96.7%</img> ______________________________________________________________________ Northern Trains switched from DR 30 to DR 15 from 2018-19 P1Q Source: Train Operating Companies Data tables: Rail delay compensation claims by TOC - Table JJJIIJ \<page_number>51\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## ScotRail Owner group: Abellio Operator: Abellio ScotRail Franchise period: 1 April 2015 – 21 March 2025 Sector: Scotland Operated stations 2019-20: 354 Employees 2019-20: 5,162 Passenger journeys 2019-20: 96.4 million % change compared to last year: -1.4 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur <img> A bar chart showing passenger satisfaction with the usefulness of information when delays occur. The x-axis shows years: S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A. The y-axis shows percentages from 0% to 100%. ScotRail is represented by a green bar. National is represented by a black bar. The bars show: - In 2015, ScotRail was at approximately 75%, National was at approximately 85%. - In 2016, ScotRail was at approximately 75%, National was at approximately 85%. - In 2017, ScotRail was at approximately 75%, National was at approximately 85%. - In 2018, ScotRail was at approximately 75%, National was at approximately 85%. - In 2019, ScotRail was at approximately 75%, National was at approximately 85%. There is a legend indicating that the green bars represent ScotRail and the black bars represent National. There is a note "Change on last year" next to each bar, showing percentage changes: - For the green bars (ScotRail), the changes are: - 2016: +48% - 2017: +48% - 2018: +48% - 2019: +48% - For the black bars (National), the changes are: - 2016: +6.3 PP - 2017: +6.3 PP - 2018: +6.3 PP - 2019: +6.3 PP </img> ### Passenger satisfaction with how well the train company deals with delays <img> A bar chart showing passenger satisfaction with how well the train company deals with delays. The x-axis shows years: S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A S A. The y-axis shows percentages from 0% to 100%. ScotRail is represented by a green bar. National is represented by a black bar. The bars show: - In 2015, ScotRail was at approximately 75%, National was at approximately 85%. - In 2016, ScotRail was at approximately 75%, National was at approximately 85%. - In 2017, ScotRail was at approximately 75%, National was at approximately 85%. - In 2018, ScotRail was at approximately 75%, National was at approximately 85%. - In 2019, ScotRail was at approximately 75%, National was at approximately 85%. There is a legend indicating that the green bars represent ScotRail and the black bars represent National. There is a note "Change on last year" next to each bar, showing percentage changes: - For the green bars (ScotRail), the changes are: - 2016: +45% - 2017: +45% - 2018: +45% - 2019: +45% - For the black bars (National), the changes are: - 2016: +3.7 PP - 2017: +3.7 PP - 2018: +3.7 PP - 2019: +3.7 PP </img> ### Passenger satisfaction with provision of information during the journey <img> A bar chart showing passenger satisfaction with provision of information during the journey. The x-axis shows years: S A S A S A S A S A S A S A. The y-axis shows percentages from 0% to 100%. ScotRail is represented by a green bar. National is represented by a black bar. The bars show: - In 2015, ScotRail was at approximately 75%, National was at approximately 85%. - In 2016, ScotRail was at approximately 75%, National was at approximately 85%. - In 2017, ScotRail was at approximately 75%, National was at approximately 85%. - In 2018, ScotRail was at approximately 75%, National was at approximately 85%. - In 2019, ScotRail was at approximately 75%, National was at approximately 85%. There is a legend indicating that the green bars represent ScotRail and the black bars represent National. There is a note "Change on last year" next to each bar, showing percentage changes: - For the green bars (ScotRail), the changes are: - The overall change over four years is +6.0 PP - From Year to Year: - From Year to Year (S to SA): +6.3 PP - From Year to Year (A to SA): +6.3 PP - From Year to Year (SA to SA): +6.3 PP - From Year to Year (SA to SA): +6.3 PP - The overall change over four years is calculated as follows: \[ \text{Overall Change} = \frac{(S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A_S_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_S\_A\_{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}^{\_}\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_{\_\}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}} \] \[ \text{Overall Change (\%) = } \left( \frac{+6.3}{4 \times (+6.3)} \right) \times (\text{Initial Value}) = \left( \frac{+6.3}{+6.3 \times (+6.3)} \right) \times (\text{Initial Value}) \] \[ \text{Overall Change (\%) = } \left( \frac{+6.3}{+6.3 \times (+6.3)} \right) \times (\text{Initial Value}) = \left( \frac{+6.3}{+6.3 \times (+6.3)} \right) \times (\text{Initial Value}) \] \[ \text{Overall Change (\%) = } \left( \frac{+6.3}{+6.3 \times (+6.3)} \right) \times (\text{Initial Value}) = \left( \frac{+6.3}{+6.3 \times (+6.3)} \right) \times (\text{Initial Value}) \] \[ \text{Overall Change (\%) = } \left( \frac{+6.3}{+6.3 \times (+6.3)} \right) \times (\text{Initial Value}) = \left( \frac{+6.3}{+6.3 \times (+6.3)} \right) \times (\text{Initial Value}) \] \[ \text{Overall Change (\%) = } \left( \frac{+6.3}{+6.3 \times (+6.3)} \right) \times (\text{Initial Value}) = \left( \frac{+6.3}{+6.3 \times (+6.3)} \right) \times (\text{Initial Value}) </page_number> Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## ScotRail ### Booked assistance volumes ScotRail received 64,011 booked assistance requests in 2019-20. This accounted for 5.2% of all booked assists made nationally in 2019-20. <img>Bar chart showing booked assistance volumes by ScotRail and National Rail. X-axis: P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13 Y-axis: Number of bookings (from 0 to 8,000). Legend: - 2018-19: Grey bar - 2019-20: Purple bar </img> Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator – Table 16.03 Source: Train Operating Companies ### Alternative accessible transport All operators must provide free alternative transport services such as a wheelchair taxi to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. <img>Bar chart showing alternative accessible transport figures by ScotRail and National Rail. X-axis: Years: 2016-17, 2017-18, 2018-19, 2019-20 Y-axis: Number of bookings (from 0 to 2,000). Legend: - 2016-17: Grey bar - 2017-18: Purple bar - 2018-19: Green bar - 2019-20: Blue bar </img> Source: Train Operating Companies ### Passenger experience of booked assistance in 2019-20 Passenger outcome for assistance that was booked (all passengers): - All assistance received: 74% - Some assistance received: 13% - No assistance received: 7% Satisfaction with the helpfulness and attitude of staff who provided assistance at the station (for those passengers met by staff): - ScotRail: 93% - National Rail: 92% Satisfaction with assistance at the station (for those passengers met by staff): - ScotRail: 89% - National Rail: 88% Note: Passenger outcome for assistance chart may not include for those passengers don't know are not shown. Source: Research by Breaking Blue Overall satisfaction with the whole process from booking assistance to assistance received (all passengers): - ScotRail: 86% - National Rail: 86% Source: Train Operating Companies. Please see the full report for detail on the margin of error for each train operator. The report is available upon request. See also passenger experiences of Passenger Assistants. ### Claims for redress following booked assistance failure in 2019-20 ScotRail received 290 claims for redress following booked assistance failure in 2019-20, of which 17.2% were approved. <img>Pie chart showing claims for redress following booked assistance failure in 2019-20. X-axis: P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13 Y-axis: Number of claims (from 0 to 48). Legend: - ScotRail: Grey bar - National Rail: Purple bar </img> Note: This data was collected for the first time in 2019-20. Source: Train Operating Companies ### Top 5 reasons for accessibility complaints in 2019-20 Overall 1.1% (n=28) of Complaints received by this operator were related to accessibility issues. \| Complaint type \| % of accessibility complaints \| \|---\|---\| \| Booked assistance not provided at station \| 31% \| \| Other accessibility \| 23% \| \| Assistance booking process \| 14% \| \| Lack of disabled facilities at station/on train \| 12% \| \| Assistance staff \| 5% \| Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC – Table 14.5 \<page_number>53\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation ScotRail \| Complaints rate (per 100,000 journeys) in 2019-20 by quarter \| Complaints rate per 100,000 journeys in 2019-20: \| Complaints responded to within 20 working days in 2019-20 by quarter \| Complaints responded to within 30 working days in 2019-20 \| \|---\|---\|---\|---\| \| Q1 \| 30.6 \| 99.9% \| 99.8% \| \| Q2 \| 27.1 \| 99.8% \| 99.6% \| \| Q3 \| 21.4 \| 99.6% \| 99.8% \| \| Q4 \| 24.1 \| 99.8% \| 99.8% \| Change from last year: -16.3% Source: Train Operating Companies and LENNION (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 15 ______________________________________________________________________ \| Percentage of complaints \| Complaint type \| Change on last year \| Top 5 reasons for complaints in 2019-20 \| \|---\|---\|---\|---\| \| 28.0% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 0.0 PP \| ☑ Satisfied ☐ Neither ☐ Disatisfied \| \| 12.1% \| Sufficient room for all passengers to sit/stand \| 0.7 PP \| ☑ Satisfied ☐ Neither ☐ Disatisfied \| \| 9.4% \| Ticketing and refunds policy \| -0.5 PP \| ☑ Satisfied ☐ Neither ☐ Disatisfied \| \| 6.6% \| The helpfulness and attitude of staff on train \| 1.9 PP \| ☑ Satisfied ☐ Neither ☐ Disatisfied \| \| 6.1% \| The attitudes and helpfulness of the staff at station \| -0.7 PP \| ☑ Satisfied ☐ Neither ☐ Disatisfied \| Passenger satisfaction with complaints handling 2019-20 \| Scotrail sample size: 3,598 Satisfaction with complaints handling process Satisfaction with outcome of complaint ScotRail 30% 21% 48% National 30% 19% 51% Source: Train Operating Companies \| Data tables: Passenger satisfaction with complaints handling - Table 148 ______________________________________________________________________ Delay compensation claims in 2019-20 ScotRail closed 17,704 delay compensation claims in 2019-2020. This is 18% lower than the previous year. ScotRail approved 82.9% of delay compensation claims in 2019-2020. Approved Not Approved ScotRail responded to 100% of delay compensation claims within 20 working days in 2019-2020. No response within 20 working days Note: A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. \<page_number>54\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## South Western Railway Owner group: FirstGroup & MTR Operator: South Western Railway Franchise: South Western Franchise period: August 2017 - August 2024 Sector: London and South East Operated stations 2019-20: 184 Employees 2019-20: 5,308 Passenger journeys 2019-20: 203.7 million % change compared to last year: -5.7 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur <img> A bar chart showing passenger satisfaction with the usefulness of information when delays occur. The x-axis shows years: S A S A S A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A. The y-axis shows percentages from 0% to 100%. The legend shows two bars: South Western Railway (blue) National (green) </img> Change on last year 48% 6.3 PP 42% 8.4 PP ### Passenger satisfaction with how well the train company deals with delays <img> A bar chart showing passenger satisfaction with how well the train company deals with delays. The x-axis shows years: S A S A S A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A S I A. The y-axis shows percentages from 0% to 100%. The legend shows two bars: South Western Railway (blue) National (green) </img> Change on last year 41% 3.7 PP 34% 3.2 PP ### Passenger satisfaction with provision of information during the journey <img> A bar chart showing passenger satisfaction with provision of information during the journey. The x-axis shows years: S A S A S A S I A S I A S I A. The y-axis shows percentages from 0% to 100%. The legend shows two bars: South Western Railway (blue) National (green) </img> Change on last year 76% 0.4 PP 72% 1.8 PP PP = percentage point change \| The NPSs takes places twice a year, in Spring (S) and Autumn (A) Source: Transport Focus, National Rail Passenger Survey \<page_number>55\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion South Western Railway Booked assistance volumes South Western Railway received 56,956 booked assistance requests in 2019-20. This accounted for 4.7% of all booked assists made nationally in 2019-20. Note: This excludes un-booked assistance. A 'book period' is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator – Table 16.03 <img> A bar chart showing booked assistance volumes for South Western Railway in 2018-19 and 2019-20. The y-axis ranges from 0 to 8,000. The x-axis shows stations P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13. The bars for 2018-19 are slightly taller than those for 2019-20. Legend: ■ 2018-19 ■ 2019-20 </img> Alternative accessible transport All operators must provide free alternative transport where possible (e.g. a suitable taxi) to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. Source: Train Operating Companies <img> A bar chart showing alternative accessible transport data for South Western Railway (SWR) and National Rail (National) from 2016-17 to 2019-20. The y-axis ranges from 0 to 200. The x-axis shows years: 2016-17, 2017-18, 2018-19, 2019-20. For SWR: ■ 2016-17: 145 ■ 2017-18: 71 ■ 2018-19: 50 ■ 2019-20: 152 For National: ■ All values are zero (indicated by a line). </img> Passenger experience of booked assistance in 2019-20 Passenger outcome for assistance that was booked (all passengers): ☐ No assistance received ☐ Some assistance received ☐ All assistance received Satisfaction with the helpfulness and attitude of staff who provided assistance at the station (for those passengers met by staff): SWR: 92% National: 92% Overall satisfaction with the whole process from booking assistance to assistance received (all passengers): SWR: 78% National: 86% Note: Passenger outcome for assistance chart may not add up to total because some don't know are not shown. Source: Research by Breaking Blue <img> Two stacked bar charts showing passenger experience of booked assistance in 2019-20. The left chart shows passenger outcome for assistance that was booked (all passengers): SWR: B6% - No assistance received B8% - Some assistance received B6% - All assistance received National: B5% - No assistance received B5% - Some assistance received B5% - All assistance received The right chart shows satisfaction with assistance at the station (for those passengers met by staff): SWR: S6% - Very satisfied S4% - Satisfied S4% - Neutral S4% - Dissatisfied S4% - Very dissatisfied National: S5% - Very satisfied S5% - Satisfied S5% - Neutral S5% - Dissatisfied S5% - Very dissatisfied </img> Claims for redress following booked assistance failure in 2019-20 South Western Railway received 246 claims for redress following booked assistance failure in 2019-20, of which 45.5% were approved. Note: This data was collected for the first time in 2019-20. Source: Train Operating Companies <img> A bar chart showing claims for redress following booked assistance failure in South Western Railway in 2019-20. The y-axis ranges from 7 to 33. The x-axis shows stations P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13. The bars show the number of claims: P1: 7 P2: 33 P3: 33 P4: 33 P5: 33 P6: 33 P7: 33 P8: 33 P9: 33 P10: 33 P11: 33 P12: 33 P13: 33 </img> Top 5 reasons for accessibility complaints in 2019-20 Overall 1.1% (n=604) of complaints received by this operator were related to accessibility issues. \| Complaint type \| % of accessibility complaints \| \|---\|---\| \| Booked assistance not provided at station \| 35% \| \| Other accessibility \| 32% \| \| Unbooked assistance not provided at station \| 6% \| \| Lack of disabled facilities at station/on train \| 6% \| \| Booked assistance not provided on train \| 6% \| Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC – Table I.45 \<page_number>56\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation South Western Railway Complaints rate (per 100,000 journeys) in 2019-20 by quarter - Q1: 20.3 - Q2: 21.7 - Q3: 25.0 - Q4: 30.8 Source: Train Operating Companies and LEPNION (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 Change from last year: 1.3% Complaints responded to within 20 working days in 2019-20 by quarter - Q1: 97.8% - Q2: 97.8% - Q3: 97.4% - Q4: 82.2% Change from last year: 1.4 PP Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 146 PP = percentage point change Percentage of complaints \| Complaint type \| Change on last year \| \|---------------------------------\|---------------------\| \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 2.1 PP \| \| Claim rejected \| 4.1 PP \| \| Ticket buying facilities - other \| 2.3 PP \| \| The attitudes and helpfulness of the staff at station \| 0.5 PP \| \| Compensation claims process \| -1.3 PP \| Source: Train Operating Companies Data tables: Complaints rate by TOC - Table 145 IPRS category by TOC - Table 145 Top 5 reasons for complaints in 2019-20 Passenger satisfaction with complaints handling 2019-20 \| South Western Railway sample size: 2,865 Satisfaction with complaints handling process South Western Railway: 24% Satisfied, 18% Neither, 58% Disatisfied National: 30% Satisfied, 19% Neither, 51% Disatisfied Source: Train Operating Companies \| Data tables: Passenger satisfaction with complaints handling - Table 148 Satisfaction with outcome of complaint South Western Railway: 29% Satisfied, 12% Neither, 59% Disatisfied National: 31% Satisfied, 13% Neither, 56% Disatisfied Source: Train Operating Companies \| Data tables: Passenger satisfaction with complaints handling - Table 148 Delay compensation claims in 2019-20 South Western Railway closed 755,515 delay compensation claims in 2019-2020. This is 1% lower than the previous year. South Western Railway approved 83.4% of delay compensation claims in 2019-2020. • Approved • Not Approved South Western Railway responded to 98.6% of delay compensation claims within 20 working days in 2019-2020. • Response within 20 working days • No response within 20 working days Note: A7 period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are only three rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. South Western Railway operate the Delay Repay /5 compensation scheme. Source: Train Operating Companies Data tables: Rail delay compensation claims by TOC - Table 132J <img>A pie chart showing the breakdown of delay compensation claims approval rates: Approved: B3.4% Not Approved: 96.6%</img> \<page_number>57\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## Southeastern Owner group: Govia Operator: Southeastern Franchise: Southeastern Franchise period: 01 April 2006 – 10 November 2019 Sector: London and South East Operated stations 2019-20: 164 Employees 2019-20: 4,531 Passenger journeys 2019-20: 179.5 million % change compared to last year: -2.0 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur <img> A bar chart showing passenger satisfaction with the usefulness of information when delays occur. The y-axis ranges from 0% to 100%. The x-axis shows years from 2015 to 2019. For each year, there are two bars: - The left bar represents Southeastern. - The right bar represents National. Southeastern's satisfaction levels are consistently higher than National's. The overall trend shows a slight increase over time. Change on last year: - Southeastern: +48% - National: +2.0 PP </img> ### Change on last year #### Southeastern +48% #### National +2.0 PP ### Passenger satisfaction with how well the train company deals with delays <img> A bar chart showing passenger satisfaction with how well the train company deals with delays. The y-axis ranges from 0% to 100%. The x-axis shows years from 2015 to 2019. For each year, there are two bars: - The left bar represents Southeastern. - The right bar represents National. Southeastern's satisfaction levels are consistently higher than National's. The overall trend shows a slight increase over time. Change on last year: - Southeastern: +44% - National: +3.6 PP </img> ### Change on last year #### Southeastern +44% #### National +3.6 PP ### Passenger satisfaction with provision of information during the journey <img> A bar chart showing passenger satisfaction with provision of information during the journey. The y-axis ranges from 0% to 100%. The x-axis shows years from 2015 to 2019. For each year, there are two bars: - The left bar represents Southeastern. - The right bar represents National. Southeastern's satisfaction levels are consistently higher than National's. The overall trend shows a slight increase over time. Change on last year: - Southeastern: +76% - National: +3.1 PP </img> ### Change on last year #### Southeastern +76% #### National +3.1 PP ______________________________________________________________________ PP = percentage point change \| The NPSs takes place twice a year, in Spring (S) and Autumn (A) Source: Transport Focus, National Rail Passenger Survey/ \<page_number>58\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## Southeastern ### Booked assistance volumes Southeastern received 28,528 booked assistance requests in 2019-20. This accounted for 2.3% of all booked assists made nationally in 2019-20. <img>Bar chart showing booked assistance volumes for Southeastern in 2018-19 and 2019-20. X-axis: P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13 Y-axis: Number of bookings (in thousands) Legend: ■ 2018-19 ■ 2019-20 Data source: Train Operating Companies Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator – Table 16.03</img> Source: Train Operating Companies ### Alternative accessible transport All operators must provide free alternative transport services such as wheelchair taxi to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers <img>Bar chart showing alternative accessible transport data for Southeastern in 2016-17, 2017-18, 2018-19 and 2019-20. X-axis: Years (2016-17, 2017-18, 2018-19, 2019-20) Y-axis: Number of bookings (in thousands) Legend: ■ 2016-17 ■ 2017-18 ■ 2018-19 ■ 2019-20 Data source: Train Operating Companies Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator – Table 16.03</img> ### Passenger experience of booked assistance in 2019-20 Southeastern Passenger outcome for assistance that was booked (all passengers): ☐ All assistance received ☐ Some assistance received ☐ No assistance received National Passenger outcome for assistance that was booked (all passengers): ☐ All assistance received ☐ Some assistance received ☐ No assistance received Southeastern Satisfaction with assistance at the station (for those passengers met by staff): Note: Passenger outcome for assistance chart may not add up because some data don't know are not shown. National Satisfaction with assistance at the station (for those passengers met by staff): Note: Passenger outcome for assistance chart may not add up because some data don't know are not shown. Southeastern Overall satisfaction with the whole process from booking assistance to assistance received (all passengers): Note: Satisfaction with assistance is based on a sample of 70 respondents. Please see the full report for details of the survey methodology used by each train operator. The report is available here: Research into passenger experiences of Passenger Assists. National Overall satisfaction with the whole process from booking assistance to assistance received (all passengers): Note: Satisfaction with assistance is based on a sample of 70 respondents. Please see the full report for details of the survey methodology used by each train operator. The report is available here: Research into passenger experiences of Passenger Assists. ### Claims for redress following booked assistance failure in 2019-20 Southeastern received 94 claims for redress following booked assistance failure in 2019-20, of which 100% were approved. <img>Bar chart showing claims for redress following booked assistance failure in 2019-20. X-axis: P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13 Y-axis: Number of claims (in thousands) Legend: ■ Claimed redress ■ Not claimed redress Data source: Train Operating Companies Note: This data was collected for the first time in 2019-20. Data tables: Complaints by NRPS category by TOC – Table 4.5</img> ### Top 5 reasons for accessibility complaints in 2019-20 Overall 15% (n=51) of complaints received by this operator were related to accessibility issues. <table> <thead> <tr> <th>Complaint type</th> <th>% of accessibility complaints</th> </tr> </thead> <tbody> <tr> <td>Assistance staff</td> <td>49%</td> </tr> <tr> <td>Booked assistance not provided at station</td> <td>17%</td> </tr> <tr> <td>Unbooked assistance not provided at station</td> <td>8%</td> </tr> <tr> <td>Disabled toilets at station/on train</td> <td>6%</td> </tr> <tr> <td>Other accessibility</td> <td>4%</td> </tr> </tbody> </table> Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC – Table 4.5 \<page_number>59\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation ## Southeastern Complaints rate (per 100,000 journeys) in 2019-20 by quarter - Q1: 16.9 - Q2: 15.0 - Q3: 16.0 - Q4: 17.8 Change from last year: -37.4% Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 Complaints responded to within 20 working days in 2019-20 by quarter - Q1: 100.0% - Q2: 100.0% - Q3: 100.0% - Q4: 100.0% Change from last year: 0.0 PP Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 145 PP = percentage point change ______________________________________________________________________ Percentage of complaints \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 15.1% \| Facilities on board \| 4.4 PP \| \| 14.2% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| -4.5 PP \| \| 7.3% \| Smartcards \| 0.2 PP \| \| 5.7% \| Other complaints handling \| 5.1 PP \| \| 5.3% \| The attitudes and helpfulness of the staff at station \| 1.3 PP \| Top 5 reasons for complaints in 2019-20 Passenger satisfaction with complaints handling 2019-20 Southeastern sample size: 1,371 Satisfaction with complaints handling process Southeastern: 35% (P1), 22% (P2), 43% (P3) National: 30% (P4), 19% (P5), 51% (P6) Satisfaction with outcome of complaint Southeastern: 28% (P7), 16% (P8), 56% (P9) National: 31% (P10), 13% (P11), 56% (P12) Source: Train Operating Companies \| Data tables: Passenger satisfaction with complaints handling - Table 148 ______________________________________________________________________ Delay compensation claims in 2019-20 Southeastern closed 559,883 delay compensation claims in 2019-2020. This is 24% higher than the previous year. Southeastern switched from DR93 scheme to DR15 from 2019-20 P6 Source: Train Operating Companies Data tables: Delay compensation claims by TOC - Table J32J Note: A full period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. <img>A bar chart showing the number of delay compensation claims in thousands per quarter for Southeastern in the years 2018-19 and 2019-20.</img> ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ \<page_number>60\</page_number> Southeastern approved 87.9% of delay compensation claims in 2019-2020. Approved: ☑ Not Approved: ☐ Southeastern responded to: - No response within 2 working days: ☐ - No response within 4 working days: ☐ - No response within 7 working days: ☐ - No response within 8 working days: ☐ - No response within 9 working days: ☐ - No response within 10 working days: ☐ - No response within 14 working days: ☐ - No response within 28 working days: ☐ - No response within a full period: ☐ Southeastern responded to: - No response within a full period: ☐ - No response within a half period: ☐ - No response within two half periods: ☐ - No response within three half periods: ☐ - No response within four half periods: ☐ - No response within five half periods: ☐ - No response within six half periods: ☐ - No response within seven half periods: ☐ - No response within eight half periods: ☐ - No response within nine half periods: ☐ - No response within ten half periods: ☐ - No response within eleven half periods: ☐ - No response within twelve half periods: ☐ - No response within thirteen half periods: ☐ Southeastern responded to: - No response within a full period: ☐ - No response within a half period: ☐ - No response within two half periods: ☐ - No response within three half periods: ☐ - No response within four half periods: ☐ - No response within five half periods: ☐ - No response within six half periods: ☐ - No response within seven half periods: ☐ - No response within eight half periods: ☐ - No response within nine half periods: ☐ - No response within ten half periods: ☐ - No response within eleven half periods: ☐ - No response within twelve half periods: ☐ - No response within thirteen half periods: ☐ Southeastern responded to: - No response within a full period: ☐ - No response within a half period: ☐ - No response within two half periods: ☐ - No response within three half periods: ☐ - No response within four half periods: ☐ - No response within five half periods: ☐ - No response within six half periods: ☐ - No response within seven half periods: ☐ - No response within eight half periods: ☐ - No response within nine half periods: ☐ - No response within ten half periods: ☐ - No response within eleven half periods: ☐ - No response within twelve half periods: ☐ - No response within thirteen half periods: ☐ Southeastern responded to: <watermark>Published 07/07/2020</watermark> Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## TfL Rail Owner group: MTR Corporation Operator: MTR Crossrail TfL Concession: London Rail Concessions period: 31 May 2015 - 30 May 2023 Sector: London and South East Operated stations 2019-20: 24 Employees 2019-20: 1515 Passenger journeys 2019-20: 55.5 million % change compared to last year: +8.2 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur <chart> <title>Passenger satisfaction with the usefulness of information when delays occur</title> <xaxis>S A S A S A S A S A</xaxis> <yaxis>0%</yaxis><yaxis>25%</yaxis><yaxis>50%</yaxis><yaxis>75%</yaxis><yaxis>100%</yaxis> <series>TfL Rail</series> <series>National</series> <data> <row>S A S A S A S A S A</row> <value>37%</value> <value>48%</value> </data> </chart> Change on last year <img>6.3 PP</img> <img>--22.4 PP</img> Note: data not available for all waves due to low response rate ### Passenger satisfaction with how well the train company deals with delays <chart> <title>Passenger satisfaction with how well the train company deals with delays</title> <xaxis>S A S A S A S A S A</xaxis> <yaxis>0%</yaxis><yaxis>25%</yaxis><yaxis>50%</yaxis><yaxis>75%</yaxis><yaxis>100%</yaxis> <series>TfL Rail</series> <series>National</series> <data> <row>S A S A S A S A S A</row> <value>30%</value> <value>41%</value> </data> </chart> Change on last year <img>6.3 PP</img> <img>--21.8 PP</img> Note: data not available for all waves due to low response rate ### Passenger satisfaction with provision of information during the journey <chart> <title>Passenger satisfaction with provision of information during the journey</title> <xaxis>S A S A S A S A S A</xaxis> <yaxis>0%</yaxis><yaxis>25%</yaxis><yaxis>50%</yaxis><yaxis>75%</yaxis><yaxis>100%</yaxis> <series>TfL Rail</series> <series>National</series> <data> <row>S A S A S A S A S A</row> <value>76%</value> <value>86%</value> </data> </chart> Change on last year <img>3.9 PP</img> <img>1.8 PP</img> Note: data not available for all waves due to low response rate PP = percentage point change \| The NPS takes places twice a year, in Spring (S) and Autumn (A) Source: Transport Focus, National Rail Passenger Survey \<page_number>61\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## TfL Rail Booked assistance volumes TFL Rail received 2,023 booked assistance requests in 2019-20. This accounted for 0.2% of all booked assists made nationally in 2019-20. <img>Bar chart showing booked assistance volumes. X-axis: P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13 Y-axis: 0 to 300 Legend: 2018-19 (light purple), 2019-20 (dark purple) Data points: P1: 2018-19 ~5, 2019-20 ~5 P2: 2018-19 ~5, 2019-20 ~5 P3: 2018-19 ~5, 2019-20 ~5 P4: 2018-19 ~5, 2019-20 ~5 P5: 2018-19 ~5, 2019-20 ~5 P6: 2018-19 ~5, 2019-20 ~5 P7: 2018-19 ~5, 2019-20 ~5 P8: 2018-19 ~5, 2019-20 ~5 P9: 2018-19 ~5, 2019-20 ~5 P10: 2018-19 ~5, 2019-20 ~5 P11: 2018-19 ~5, 2019-20 ~5 P12: 2018-19 ~5, 2019-20 ~5 P13: 2018-19 ~5, 2019-20 ~5 Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator - Table 16.03</img> Alternative accessible transport All operators must provide free alternative transport options (e.g. wheelchair taxi) to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers <img>Bar chart showing alternative accessible transport data. X-axis: Years: 2016-17, 2017-18, 2018-19, 2019-20 Y-axis: Number of assists (from left to right): 55, 29, 4, 3 Legend: Source: Train Operating Companies Data points: For the year 2016-17: assist count = 55 For the year 2017-18: assist count = 29 For the year 2018-19: assist count = 4 For the year 2019-20: assist count = 3</img> Source: Research by Breaking Blue No data is available on this company's performance on the reliability of its booked assistance due to a low sample size, which is a natural effect of having lower than average booking volumes. Source: Research into passenger experiences of Passenger Assists Passenger experience of booked assistance in 2019-20 Claims for redress following booked assistance failure in 2019-20 TFL Rail received zero claims for redress following booked assistance failure in 2019-20. Note: This data was collected for the first time in 2019-20. Source: Train Operating Companies Top 5 reasons for accessibility complaints in 2019-20 Overall 0.0% of all complaints were related to accessibility issues. TFL Rail did not report any accessibility complaints in 2019-20. \| Complaint type \| % of accessibility complaints \| \|---\|---\| \| [No accessibility complaints reported] \| - \| \| [No accessibility complaints reported] \| - \| \| [No accessibility complaints reported] \| - \| \| [No accessibility complaints reported] \| - \| \| [No accessibility complaints reported] \| - \| Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC - Table I.4.5 \<page_number>62\</page_number> Published \<page_date>07/07/2020\</page_date> Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation ## TfL Rail Complaints rate (per 100,000 journeys) in 2019-20 by quarter Source: Train Operating Companies and LENTHON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 \| Quarter \| Complaints rate per 100,000 journeys in 2019-20 \| \|---\|---\| \| Q1 \| 1.9 \| \| Q2 \| 2.3 \| \| Q3 \| 2.1 \| \| Q4 \| 2.7 \| Change from last year: -9.0% Complaints responded to within 20 working days in 2019-20 by quarter Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Tables 145 \| Quarter \| Complaints responded to within 20 working days in 2019-20 \| \|---\|---\| \| Q1 \| 97.8% \| \| Q2 \| 98.8% \| \| Q3 \| 100.0% \| \| Q4 \| 98.0% \| Change from last year: 98.6% PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Tables 145 Passenger satisfaction with complaints handling 2019-20 Note: TfL Rail were unable to supply this information in time for publication due to exceptional operational constraints caused by the impact of Covid-19. Satisfaction with complaints handling process Satisfaction with outcome of complaint Source: Train Operating Companies \| Data tables: Passenger satisfaction with complaints handling - Table 148 ______________________________________________________________________ ### Percentage of complaints \| Percentage of complaints \| Complaint type \| Change on last year \| Top 5 reasons for complaints in 2019-20 \| \|---\|---\|---\|---\| \| 41.3% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| 6.2 PP \| □ Satisfied □ Neither □ Disatisfied \| \| 12.5% \| Overall environment \| 7.3 PP \| □ Satisfied □ Neither □ Disatisfied \| \| 9.0% \| The attitudes and helpfulness of the staff at station \| -0.2 PP \| □ Satisfied □ Neither □ Disatisfied \| \| 6.0% \| How request to station staff was handled \| -0.7 PP \| □ Satisfied □ Neither □ Disatisfied \| \| 5.7% \| Facilities on board \| -0.5 PP \| □ Satisfied □ Neither □ Disatisfied \| ______________________________________________________________________ ### Delay compensation claims in 2019-20 TfL Rail closed 9,713 delay compensation claims in 2019-2020. This is 50% higher than the previous year. Source: Train Operating Companies Data tables: Rail delay compensation claims by TOC - Table 1323 <img>A bar chart showing the number of delay compensation claims by quarter. Q1: ~3,500 Q2: ~3,750 Q3: ~3,750 Q4: ~3,750 The y-axis ranges from 0 to 4,500. A red dot labeled "2018-19" is placed near the Q4 bar. A red dot labeled "2019-20" is placed near the Q4 bar. The x-axis labels are P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, E1P, E2P.\* </img> TfL Rail operate a traditional delay compensation scheme. Source: Train Operating Companies Data tables: Rail delay compensation claims by TOC - Table 1323 <img>A pie chart showing the breakdown of delay compensation claims. Approved: ~86.6% Not Approved: ~13.4% The y-axis shows percentages from 86.6% to 13.4%. The chart indicates that TfL Rail approved approximately 86.6% of delay compensation claims in 2019-20 and not approved approximately 13.4%.\* </img> TfL Rail responded to 100% of delay compensation claims within 20 working days in 2019-20. Note: A full period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. \<page_number>63\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## Tfw Rail Owner group: Keolis Amey Ltd Operator: Transport for Wales Rail (TfwR) Franchise: Wales & Borders Period: from 13 October 2018 – 13 October 2033 Sector: Regional Operated stations 2019-20: 247 Employees 2019-20: 2,495 Passenger journeys 2019-20: 31.8 million % change compared to last year: -4.8 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur <img>Bar chart showing passenger satisfaction with the usefulness of information when delays occur.</img> <legend> Tfw Rail National </legend> Change on last year <img>Bar chart showing change on last year for passenger satisfaction with the usefulness of information when delays occur.</img> ### Passenger satisfaction with how well the train company deals with delays <img>Bar chart showing passenger satisfaction with how well the train company deals with delays.</img> <legend> Tfw Rail National </legend> Change on last year <img>Bar chart showing change on last year for passenger satisfaction with how well the train company deals with delays.</img> ### Passenger satisfaction with provision of information during the journey <img>Bar chart showing passenger satisfaction with provision of information during the journey.</img> <legend> Tfw Rail National </legend> Change on last year <img>Bar chart showing change on last year for passenger satisfaction with provision of information during the journey.</img> PP = percentage point change \| The NPSs takes place twice a year, in Spring (S) and Autumn (A) Source: Transport Focus, National Rail Passenger Survey/ \<page_number>64\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion <img>Tfw Rail logo</img> ## Booked assistance volumes Tfw Rail received 55,492 booked assistance requests in 2019-20. This accounted for 4.5% of all booked assists made nationally in 2019-20. Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator – Table 16.03 Booked assistance volumes - 2018-19: 4,756 - 2019-20: 4,736 ### Alternative accessible transport All operators must provide free alternative transport options such as wheelchair taxi to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers ### Passenger experience of booked assistance in 2019-20 <img>Bar chart showing passenger experience of booked assistance in 2019-20.</img> - Passenger outcome for assistance that was booked (all passengers): - All assistance received: 74% - Some assistance received: 13% - No assistance received: 8% - Not applicable: 23% - Satisfaction with staff who provided assistance at the station (for those passengers met by staff): - Tfw Rail: 93% - National: 92% ### Claims for redress following booked assistance failure in 2019-20 Tfw Rail received 181 claims for redress following booked assistance failure in 2019-20, of which 74% were approved. Note: This data was collected for the first time in 2019-20. Source: Train Operating Companies ### Top 5 reasons for accessibility complaints in 2019-20 Overall 1.4% (n=507) of complaints received by this operator were related to accessibility issues. \| Complaint type \| % of accessibility complaints \| \|---\|---\| \| Booked assistance not provided at station \| 26% \| \| Assistance staff \| 17% \| \| Other accessibility \| 15% \| \| Booked assistance not provided on train \| 8% \| \| Lack of disabled facilities at station/on train \| 7% \| Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC – Table 14.5 \<page_number>65\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation ## Tfw Rail Complaints rate (per 100,000 journeys) in 2019-20 by quarter - Q1: 43.0 - Q2: 63.2 - Q3: 79.7 - Q4: 79.1 Change from last year: 12.4% Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 Complaints responded to within 20 working days in 2019-20 by quarter - Q1: 98.5% - Q2: 94.5% - Q3: 92.1% - Q4: 95.8% Change from last year: -1.6 PP Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 14.2 PP = percentage point change Percentage of complaints \| Complaint type \| Change on last year \| \|---------------------------------\|---------------------\| \| Punctuality/reliability (i.e. the train arriving/departing on time) \| +0.3 PP \| \| Sufficient room for all passengers to sit/stand \| -0.6 PP \| \| The helpfulness and attitude of staff on train \| 0.0 PP \| \| Provision of information about train times/platforms \| 0.0 PP \| \| Ticketing and refunds policy \| -0.8 PP \| Source: Train Operating Companies Data tables: Complaints by TOC - Table 14.5 Top 5 reasons for complaints in 2019-20 - Punctuality/reliability (i.e. the train arriving/departing on time) - Sufficient room for all passengers to sit/stand - The helpfulness and attitude of staff on train - Provision of information about train times/platforms - Ticketing and refunds policy Source: Train Operating Companies Data tables: Complaints by TOC - Table 14.5 Passenger satisfaction with complaints handling 2019-20 \| Satisfaction with complaints handling process \| Satisfaction with outcome of complaint \| \|------------------------------------------------\|------------------------------------------\| \| Tfw Rail \| Tfw Rail \| \| National \| National \| Tfw Rail: - Satisfaction with complaints handling process: 39% (20%) (41%) - Satisfaction with outcome of complaint: 43% (17%) (39%) National: - Satisfaction with complaints handling process: 30% (19%) (51%) Source: Train Operating Companies Data tables: Passenger satisfaction with complaints handling - Table 14.8 Delay compensation claims in 2019-20 Tfw Rail closed 73,421 delay compensation claims in 2019-2020. This is 22% higher than the previous year. Tfw Rail switched from a traditional delay compensation scheme to OR 15 from 2018/19 PTI Source: Train Operating Companies Data tables: Delay delay compensation claims by TOC - Table 14.2) Tfw Rail approved 90.2% of delay compensation claims in 2019-2020. - Approved - Not Approved Tfw Rail responded to 99% of delay compensation claims within 20 working days. - Responded within 20 working days - No response within 20 working days Note: A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. <img>A pie chart showing the breakdown of delay compensation claims in Tfw Rail in 2019-20. Approved: 90.2% Not Approved: 9.8%</img> <img>A bar chart showing the number of delay compensation claims in Tfw Rail in 2018-19 and 2019-20. Y-axis labels: Number of claims X-axis labels: Years Bars: - Left bar (leftmost): Y-axis value around 6, representing the number of claims in 2018-19. - Right bar (rightmost): Y-axis value around 7, representing the number of claims in 2019-20.</img> \<page_number>66\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## Transpennine Express Owner group: FirstGroup Operator: TransPennine Express Franchise: TransPennine Express Franchise period: 01 April 2016 – 21 March 2023 Sector: Regional Operated stations 2019-20: 19 Employees 2018-19 (2019-20 not available): 1,258 Passenger journeys 2019-20: 28.6 million % change compared to last year: -2.3 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur <img> A bar chart showing passenger satisfaction with the usefulness of information when delays occur. The x-axis shows years: S A 2015, S A 2016, S A 2017, S A 2018, S A 2019. The y-axis shows percentages from 0% to 100%. TransPennine Express is represented by blue bars. National is represented by green bars. The legend indicates that TransPennine Express has a change on last year of +53%, National has a change on last year of +48%. The title "Change on last year" is below the legend. </img> ### Passenger satisfaction with how well the train company deals with delays <img> A bar chart showing passenger satisfaction with how well the train company deals with delays. The x-axis shows years: S A 2015, S A 2016, S A 2017, S A 2018, S A 2019. The y-axis shows percentages from 0% to 100%. TransPennine Express is represented by blue bars. National is represented by green bars. The legend indicates that TransPennine Express has a change on last year of +47%, National has a change on last year of +41%. The title "Change on last year" is below the legend. </img> ### Passenger satisfaction with provision of information during the journey <img> A bar chart showing passenger satisfaction with provision of information during the journey. The x-axis shows years: S A 2015, S A 2016, S A 2017, S A 2018, S A 2019. The y-axis shows percentages from 0% to 100%. TransPennine Express is represented by blue bars. National is represented by green bars. The legend indicates that TransPennine Express has a change on last year of +78%, National has a change on last year of +76%. The title "Change on last year" is below the legend. </img> PP = percentage point change \| The NPSs take place twice a year, in Spring (S) and Autumn (A) Source: Transport Focus, National Rail Passenger Survey \<page_number>67\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## Transpennine Express ### Booked assistance volumes TransPennine Express received 23,242 booked assistance requests in 2019-20. This accounted for 1.9% of all booked assists made nationally in 2019-20. <img> A bar chart showing booked assistance volumes for TransPennine Express. The y-axis ranges from 0 to 3,000. The x-axis shows P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13. The bars represent the number of booked assistance requests for each period: - 2018-19: ~2,500 - 2019-20: ~2,800 </img> Note: This excludes un-booked assistance. A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator – Table 16.03 ### Alternative accessible transport All operators must provide free alternative transport where possible (e.g. a suitable taxi) to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers <img> A bar chart showing alternative accessible transport data. The y-axis ranges from 0 to 100. The x-axis shows years: 2016-17, 2017-18, 2018-19, 2019-20. For each year: - 2016-17: 50 - 2017-18: 37 - 2018-19: 31 - 2019-20: 36 </img> Source: Train Operating Companies ### Passenger experience of booked assistance in 2019-20 TransPennine Express National <img> A stacked bar chart showing passenger experience of booked assistance in 2019-20. The left side shows TransPennine Express and National. TransPennine Express: - Passenger outcome for assistance that was booked (all passengers): 74% - All assistance received: 88% - Some assistance received: 8% - No assistance received: 8% National: - Passenger outcome for assistance that was booked (all passengers): 76% - All assistance received: 8% - Some assistance received: 8% - No assistance received: 8% The right side shows TransPennine Express and National satisfaction with staff who provided assistance at the station (for those passengers met by staff). TransPennine Express: - Overall satisfaction with the helpfulness and attitude of staff who provided assistance at the station (for those passengers met by staff): 94% National: - Overall satisfaction with the whole process from booking assistance to assistance received (all passengers): 92% Note: Passenger outcome for assistance chart may not add to total due to rounding. Source: Research by Breaking Blue </img> ### Claims for redress following booked assistance failure in 2019-20 TransPennine Express received 73 claims for redress following booked assistance failure in 2019-20, of which 23.3% were approved. <img> A bar chart showing claims for redress following booked assistance failure in 2019-20. The y-axis ranges from 0 to 13. The x-axis shows P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13. The bars show the number of claims for each period: - P1: ~5 - P2: ~3 - P3: ~4 - P4: ~4 - P5: ~7 - P6: ~3 - P7: ~9 - P8: ~6 - P9: ~6 - P10: ~3 - P11: ~3 - P12: ~3 - P13: ~3 Note: This data was collected for the first time in 2019-20. Source: Train Operating Companies </img> ### Top 5 reasons for accessibility complaints in 2019-20 Overall 1.9% (n=244) of complaints received by this operator were related to accessibility issues. \| Complaint type \| % of accessibility complaints \| \|---\|---\| \| Booked assistance not provided at station \| 34% \| \| Assistance booking process \| 25% \| \| The ease of being able to get on and off \| 19% \| \| Booked assistance not provided on train \| 9% \| \| TOC accessibility policy \| 8% \| Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC – Table I.45 \<page_number>68\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation Transpennine Express Complaints rate (per 100,000 journeys) in 2019-20 by quarter - Q1: 48.9 - Q2: 61.8 - Q3: 64.0 - Q4: 117.4 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 Complaints rate per 100,000 journeys in 2019-20 - Change from last year: 17.4% Complaints responded to within 20 working days in 2019-20 by quarter - Q1: 70.8% - Q2: 100.0% - Q3: 100.0% - Q4: 89.2% Change from last year: 10.6 PP Complaints responded to within 30 working days in 2019-20 - Q1: 96.2% - Q2: 100.0% - Q3: 100.0% - Q4: 96.2% Change from last year: 17.4% PP = percentage point change Source: Train Operating Companies Data tables: Complaints responded to within 10 and 30 working days by TOC - Table 145 ______________________________________________________________________ Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\| \| Punctuality/reliability (i.e. the train arriving/departing on time) \| +6.6PP \| \| Sufficient room for all passengers to sit/stand \| -8.4 PP \| \| Facilities on board \| +1.9 PP \| \| Ticketing and refunds policy \| -1.6 PP \| \| Unhappy at type/level of compensation \| +0.3 PP \| Top 5 reasons for complaints in 2019-20 - Punctuality/reliability (i.e. the train arriving/departing on time) - Sufficient room for all passengers to sit/stand - Facilities on board - Ticketing and refunds policy - Unhappy at type/level of compensation PP = percentage point change Source: Train Operating Companies Data tables: Complaints rate by TOC - Table 145 ______________________________________________________________________ Passenger satisfaction with complaints handling 2019-20 TransPennine Express sample size: 2,937 Satisfaction with complaints handling process - TransPennine Express: 16% satisfied, 16% neither satisfied nor dissatisfied, 68% dissatisfied - National: 30% satisfied, 19% neither satisfied nor dissatisfied, 51% dissatisfied Satisfaction with outcome of complaint - TransPennine Express: 74% satisfied, 16% neither satisfied nor dissatisfied - National: 56% satisfied, 31% neither satisfied nor dissatisfied, 13% dissatisfied Source: Train Operating Companies Data tables: Passenger satisfaction with complaints handling - Table 148 ______________________________________________________________________ Delay compensation claims in 2019-20 TransPennine Express closed 247,507 delay compensation claims in 2019-2020. This is 57% higher than the previous year. - 40,000 - 2018-19 - 2019-20 TransPennine Express approved 74.1% of delay compensation claims in 2019-2020. - Approved - Not Approved TransPennine Express responded to 99.7% of delay compensation claims within - Within one working day - Within two working days - No response within two working days TransPennine Express switched from DR30 to DRIS from 2019-20 PZT Source: Train Operating Companies Data tables: Rail delay compensation claims by TOC - Table 153(2) Note: A TOC's period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are only three rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. <img>A pie chart showing the breakdown of delay compensation claims in TransPennine Express in the years 2018-19 and 2019-20. The chart shows that: - The "Approved" category is represented by a red section labeled "74.1%". - The "Not Approved" category is represented by a grey section labeled "99.7%".</img> ______________________________________________________________________ \<page_number>69\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Key facts ## West Midlands Trains Owner group: Abellio / Mitsubishi / East Japan Railway Company Operator: West Midlands Trains Franchise: West Midlands Trains Period: 10 December 2017 - 01 April 2026 Sector: London and South East / Regional Operated stations 2019-20: 149 Employees 2019-20: 2,315 Passenger journeys 2019-20: 79.5 million % change compared to last year: +11 Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) \| Data tables: TOC Key stats Note: Passenger journeys in 2019-20 were impacted by coronavirus (COVID-19) pandemic. Please see the passenger rail usage statistical release for more information. Passenger rail usage statistical release ______________________________________________________________________ ## Provision of information to passengers ### Passenger satisfaction with the usefulness of information when delays occur <img> A bar chart showing passenger satisfaction with the usefulness of information when delays occur. The x-axis shows years: S A 2015, S A 2016, S A 2017, S A 2018, S A 2019. The y-axis shows percentages from 0% to 100%. West Midlands Trains is represented by a green bar. National is represented by a dark blue bar. For S A 2015, West Midlands Trains is at approximately 48%, National is at approximately 48%. For S A 2016, West Midlands Trains is at approximately 50%, National is at approximately 50%. For S A 2017, West Midlands Trains is at approximately 53%, National is at approximately 53%. For S A 2018, West Midlands Trains is at approximately 55%, National is at approximately 55%. For S A 2019, West Midlands Trains is at approximately 57%, National is at approximately 57%. Legend: West Midlands Trains: Green bar National: Dark blue bar Change on last year: West Midlands Trains: -5.7 PP National: +6.3 PP </img> Change on last year: - West Midlands Trains: -5.7 PP - National: +6.3 PP ### Passenger satisfaction with how well the train company deals with delays <img> A bar chart showing passenger satisfaction with how well the train company deals with delays. The x-axis shows years: S A 2015, S A 2016, S A 2017, S A 2018, S A 2019. The y-axis shows percentages from 0% to 100%. West Midlands Trains is represented by a green bar. National is represented by a dark blue bar. For S A 2015, West Midlands Trains is at approximately 37%, National is at approximately 41%. For S A 2016, West Midlands Trains is at approximately 43%, National is at approximately 43%. For S A 2017, West Midlands Trains is at approximately 46%, National is at approximately 46%. For S A 2018, West Midlands Trains is at approximately 48%, National is at approximately 48%. For S A 2019, West Midlands Trains is at approximately 48%, National is at approximately 48%. Legend: West Midlands Trains: Green bar National: Dark blue bar Change on last year: West Midlands Trains: -11.8 PP National: +3.7 PP </img> Change on last year: - West Midlands Trains: -11.8 PP - National: +3.7 PP ### Passenger satisfaction with provision of information during the journey <img> A bar chart showing passenger satisfaction with provision of information during the journey. The x-axis shows years: S A 2015, S A 2016, S A 2017, S A 2018, S A 2019. The y-axis shows percentages from 0% to 100%. West Midlands Trains is represented by a green bar. National is represented by a dark blue bar. For S A 2015, West Midlands Trains is at approximately 76%, National is at approximately 76%. For S A 2016, West Midlands Trains is at approximately 76%, National is at approximately 76%. For S A 2017, West Midlands Trains is at approximately 76%, National is at approximately 76%. For S A 2018, West Midlands Trains is at approximately 76%, National is at approximately 76%. For S A 2019, West Midlands Trains is at approximately 76%, National is at approximately 76%. Legend: West Midlands Trains: Green bar National: Dark blue bar Change on last year: West Midlands Trains: +1.8 PP National: -0.4 PP </img> Change on last year: - West Midlands Trains: +1.8 PP - National: -0.4 PP PP = percentage point change \| The NPSs takes place twice a year, in Spring (S) and Autumn (A) Source: Transport Focus/National Rail Passenger Survey/ \<page_number>70\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Accessibility and inclusion ## West Midlands Trains ### Booked assistance volumes West Midlands Trains received 48,809 booked assistance requests in 2019-20. This accounted for 4% of all booked assists made nationally in 2019-20. Note: This excludes un-booked assistance. A 'booked' period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. Data tables: Rail passenger assists by station operator – Table 16.03 <img> A bar chart showing booked assistance volumes for West Midlands Trains in 2018-19 and 2019-20. X-axis: P1, P2, P3, P4, P5, P6, P7, P8, P9, P10, P11, P12, P13 Y-axis: Assistance volumes (in thousands) Legend: ■ 2018-19 ■ 2019-20 </img> Source: Train Operating Companies ### Alternative accessible transport All operators must provide free alternative transport where possible. They may use a suitable taxi to take passengers to the nearest or most convenient accessible station in certain circumstances: - When a station is inaccessible to the passenger; - When rail replacement services are running that are not accessible to the passenger (because of planned engineering works for example); or - When there is disruption to services at short notice that, for whatever reason, makes services inaccessible to disabled passengers. #### Passenger experience of booked assistance in 2019-20 Passenger outcome for assistance that was booked (all passengers): - All assistance received: 74% - Some assistance received: 13% - No assistance received: 13% Satisfaction with the helpfulness and attitude of staff who provided assistance at the station (for those passengers met by staff): - West Midlands National Trains: 88% - West Midlands National Trains: 86% Overall satisfaction with the whole process from booking assistance to assistance received (all passengers): - West Midlands National Trains: 88% - West Midlands National Trains: 86% Note: Passenger outcome for assistance chart may not add up to 100% because some data don't know are not shown. Source: Research by Breaking Blue #### Claims for redress following booked assistance failure in 2019-20 West Midlands Trains received 9 claims for redress following booked assistance failure in 2019-20, of which 100% were approved. Note: This data was collected for the first time in 2019-20. Source: Train Operating Companies #### Top 5 reasons for accessibility complaints in 2019-20 Overall 0.3% (n=103) of complaints received by this operator were related to accessibility issues. \| Complaint type \| % of accessibility complaints \| \|---\|---\| \| Lack of disabled facilities at station/on train \| 36% \| \| The ease of being able to get on and off \| 26% \| \| Wheelchair space on train \| 14% \| \| Disabled toilets at station/on train \| 9% \| \| Disabled parking \| 7% \| Source: Train Operating Companies Data tables: Complaints by NRPS category by TOC – Table 14.5 \<page_number>71\</page_number> Published 07/07/2020 Office of Rail and Road \| Annual Rail Consumer Report 2019-2020 # Complaints handling and delay compensation ## West Midlands Trains Complaints rate (per 100,000 journeys) in 2019-20 by quarter <img> A bar chart showing complaints rate per 100,000 journeys in 2019-20. Q1: 21.5 Q2: 34.7 Q3: 35.8 Q4: 62.7 </img> Source: Train Operating Companies and LENNON (the rail industry's ticketing and revenue database) Data tables: Complaints rate by train operating company - Table 149 Change from last year 93.4% Complaints responded to within 20 working days in 2019-20 by quarter <img> A bar chart showing complaints responded to within 20 working days in 2019-20 by quarter. Q1: 99.6% Q2: 97.5% Q3: 89.7% Q4: 70.6% </img> Source: Train Operating Companies Data tables: Complaints responded to within 10 and 20 working days by TOC - Table 14.2 Change from last year -12.9 PP PP = percentage point change Top 5 reasons for complaints in 2019-20 \| Percentage of complaints \| Complaint type \| Change on last year \| \|---\|---\|---\| \| 47.6% \| Punctuality/reliability (i.e. the train arriving/departing on time) \| +6.7 PP \| \| 11.3% \| Sufficient room for all passengers to sit/stand \| -2.7 PP \| \| 6.7% \| Compensation claims process \| -1.6 PP \| \| 5.8% \| Ticketing and refunds policy \| -0.3 PP \| \| 3.2% \| Ticket buying facilities \| -3.6 PP \| Source: Train Operating Companies Data tables: Data tables Complaints by TOC - Table 14.5 Passenger satisfaction with complaints handling 2019-20 West Midlands Trains sample size: 1,021 <img> A bar chart showing satisfaction with complaints handling process. West Midlands Trains: West Midlands Trains (30%) National (20%) National (50%) National: National (30%) National (19%) National (51%) </img> Source: Train Operating Companies Data tables: Passenger satisfaction with complaints handling - Table 14.8 Satisfaction with complaints handling process Satisfaction with outcome of complaint <img> A bar chart showing satisfaction with outcome of complaint. West Midlands Trains: West Midlands Trains (38%) National (15%) National (48%) National: National (31%) National (13%) National (56%) </img> Source: Train Operating Companies Data tables: Data tables Complaints by TOC - Table 14.5 Delay compensation claims in 2019-20 <img> A pie chart showing delay compensation claims in 2019-20. Approved: 85.2% Not Approved: 94.8% </img> West Midlands Trains approved 85.2% of delay compensation claims in 2019-20. West Midlands Trains operated the Delay Repay 15 compensation scheme. Note: A rail period is normally 28 days, or four weeks, for business reporting purposes (Sunday to Saturday) and there are 13 rail periods in a financial year. For information on types of delay compensation schemes, please follow the data table link. Source: Train Operating Companies Data tables: Rail delay compensation claims by TOC - Table 15(II) Complaints responded to within no response within - no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response within no response \<page_number>72\</page_number> Published 07/07/2020 <img>ogl logo</img> © Crown copyright 2023 This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence/version/3/ Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. This publication is available at orr.gov.uk Any enquiries regarding this publication should be sent to us at orr.gov.uk/contact-us	ENGLISH
0189-pdf	<img>Lambeth logo</img> Metal Theft Scrutiny Commission Final report Councillors Brathwaite (Chair), Bigham, Kingsbury, Ogden and C. Whelan OBE March 2013 # Contents Contents.................................................................................................................. 2 Executive Summary ................................................................................................. 3 List of Recommendations ....................................................................................... 4 Chair’s Foreword and Introduction ................................................................. 6 Legislative position and responsibilities ............................................................ 7 What we know about metal theft ........................................................................... 10 The national picture ............................................................................................. 10 London .................................................................................................................. 12 Lambeth ............................................................................................................... 13 What we know about the crime and the criminals .............................................. 16 Past, current and future activity .......................................................................... 17 The council ........................................................................................................... 17 The Police .............................................................................................................. 25 Heritage assets ..................................................................................................... 27 Infrastructure ........................................................................................................ 29 Scrap Metal Dealers ............................................................................................. 30 Other local authorities ......................................................................................... 31 Conclusions ............................................................................................................ 35 Recommendations ................................................................................................. 37 Notes and thanks ................................................................................................. 40 Terms of reference and core questions ................................................................. 40 Methodology ............................................................................................................ 40 Thanks .................................................................................................................... 41 References.............................................................................................................. 42 Appendix A – Letter to Public Bill Committee .................................................. 44 Appendix B – List of Scrap Metal Dealers registered with LB Lambeth ............ 45 Appendix C – Lambeth Metal Theft Scrutiny Commission Partnership Action Plan 46 Appendix D – LB Bexley Metal Theft awareness publicity materials .................. 52 \<page_number>2\</page_number> Executive Summary The report considers the scale and impact of metal theft in the London Borough of Lambeth. It examines the roles and responsibilities of the various council departments and identifies that the council does not currently have a clear understanding of the local scrap metal trade and is not making full use of its powers in relation to the trade. The commission identifies some good practice within the authority, particularly its commitment to the Alliance to Reduce Crime Against Heritage (ARCH) memorandum of understanding, and identifies a number of areas where the council and its partners could work better together to reduce metal theft. The commission’s work was undertaken as the Scrap Metal Dealers Act 2013 was being considered by Parliament. The Act is the first major reform to the scrap metal trade in 48 years. The commission welcomes the strengthened powers provided in the new legislation but does not consider it to be a panacea. Instead, the commission recommends that in the period prior to the new Act’s commencement, and beyond, the council and its partners implement a partnership action plan to tackle the issue in a holistic manner. The report concludes that, whilst there is significant work that could be done within Lambeth, it is unlikely to have a significant impact unless similar work is replicated by the borough’s neighbours. The commission therefore recommends that the Cabinet Member works closely with the council’s partners and neighbours to develop and enforce a voluntary code of conduct for the scrap metal trade with a view to this being adopted pan-London once its sub-regional success can be demonstrated. \<page_number>3\</page_number> List of Recommendations (A) That Lambeth exercises its responsibilities as London’s first ARCH borough in recognising heritage crime, including metal theft, as a priority for the borough (i) That as a signatory to the ARCH Memorandum of Understanding the council appoint a councillor to act as a Heritage Champion (ii) That the council identify a single point of contact for metal theft of sufficient seniority to direct officers and take a strategic approach (B) That the Cabinet Member for Public Protection, in partnership with the council, Lambeth Police and Operation Ferrous, lead on the development and implementation of a voluntary code of conduct for scrap metal dealers and motor salvage operators in the borough based on the best practice identified in this report (C) That following development of a draft code of conduct the Cabinet Member for Public Protection, supported by the Chair of the Commission, lead on negotiations with Lambeth’s neighbouring boroughs to secure commitment to implementing the code across the sub-region, lay the foundations for future partnership work against metal theft and demonstrate to the rest of London that by working together metal theft can be driven out of our area (D) That the Safer Lambeth Partnership, and relevant constituent partners, adopt with immediate effect the Lambeth Metal Theft Scrutiny Commission Partnership Action Plan (Appendix C) and implement actions accordingly (i) That progress against the plan’s key milestones be reported back to Environment & Community Safety Scrutiny Sub-Committee (E) That reassurance be sought from the Borough Commander that Lambeth Police are fully committed to tackling metal theft .resourcing it accordingly and that specific consideration be given to the following (i) That confirmation be provided of who the single point of contact for metal theft is in Lambeth Police and assurance given that they are of senior rank \<page_number>4\</page_number> (ii) That consideration be given to equipping all officers with portable ultra-violet lights to enable them to immediately identify property marking such as SmartWater (F) That the Safer Lambeth Partnership make clear to residents what number they should call if they witness suspicious activity (G) That partnership working with the full range of those operating in the policy area be improved specifically: (i) Links between the council and the British Transport Police ‘fusion units’ to ensure information, particularly red-flags on specific scrap metal dealers, is shared (ii) Links with the Environment Agency, British Telecom and neighbouring authorities to ensure an accurate picture of the number of dealers in and around the borough and to explore undertaking joint action (iii) Links with British Telecom’s public relations team to identify opportunities for a shared communications campaign (iv) Opportunities for joint training between the Police, council officers and partners so that each are aware of each others issues and powers (v) Opportunities for the Police and council officers to undertake joint operations such as Operation Cubo and the Metal Theft Days of Action (H) That Lambeth’s housing client team ensure an urgent audit is undertaken of the presence of dry-riser valves at the borough’s communal housing blocks and consider introducing warning signs and security at dry-riser locations (see timescales in action plan (Appendix C)) (I) That the council report back to Environment and Community Safety Scrutiny Sub-Committee on how it disposes of its own scrap metal to ensure that the value is returned to the council (J) That all outstanding recommendations relating to council-owned or leased buildings from the council’s insurers be implemented immediately \<page_number>5\</page_number> Chair’s Foreword and Introduction My curiosity into metal theft arose following a spate of metal theft in Lambeth. Lambeth citizens have experienced disruptions to rail services, interruptions to telecommunications, theft of lead and copper from the roofs of churches, schools, private and council buildings, the theft of street signs, gully and manhole covers, and, most reprehensible, theft from war and grave memorials. We felt that criminals were endangering our heritage and councillors were not about to sit back and let that happen. During the course of the commission members sought advice from the police, local scrap metal-dealers, local churches, British Telecom, Network Rail, community groups and individual residents. Whilst it was clear that agencies worked very hard to tackle metal theft in their own industries or areas, the commission was struck by the lack of a coordinated approach to metal theft. We have sought to address this recommending a more strategic approach to the prevention, investigation, enforcement and prosecution of metal theft. We want to ensure that the council, our neighbours and partners share expertise and resources and work smarter together. In addition the commission strongly believed that the community could play a pivotal role in the prevention and detection of metal theft. They are in effect the eyes and ears of the council and should be positively encouraged to look out for and report suspicious behaviour that might be related to metal theft. While the commission welcomed the introduction of a licensing regime for scrap metal dealers in the Scrap Metal Dealers Act 2013 we felt that reliance on the Act alone was not enough to deter metal theft in the borough. Robust policy changes and initiatives at a local level are needed to continue the recent decline in metal theft. I would like to give my thanks to the members of the commission for their time and genuine commitment to the task of tackling metal theft in the borough. We are grateful to all those who gave their time to our work but are especially indebted to Nicole Terrieux and Kristian Aspinall in the Community Safety Team and PC Rob Harrison for their support in the development of the partnership action plan that will be the driving force for change. I would also like to thank Tom Barrett, Scrutiny Manager, for his invaluable input and for coordinating our approach to what we discovered was a very complex issue. Cllr Jennifer Brathwaite (March 2013) \<page_number>6\</page_number> Legislative position and responsibilities 1. The commission began its work by identifying the wide range of legislative powers that can already be applied to the issue of metal theft. The Scrap Metal Dealers Act 1964 is the main existing piece of legislation that regulates scrap metal dealers. It requires the council to issue licences to scrap metal dealers and, to maintain a register of persons operating in the borough as scrap metal dealers. Once registered with a local authority dealers must maintain records giving the following information: - a description of the scrap metal and its weight; - the date and time it was received; - the full name and address of the person from whom it was received; - the price payable for it or its value; - if the scrap metal was delivered by vehicle, the registration number of that vehicle; - the date the scrap metal was processed or dispatched; - the full name and address of the person to whom the scrap metal was sold or exchanged and the price; - if the scrap metal is disposed of otherwise than by sale or exchange, its value immediately before its disposal or processing¹ 2. In Lambeth dealers apply to register through completing a form, there is no fee payable and the council is unable to refuse registration nor can it impose any operating conditions. 3. The Scrap Metal Dealers Act 1964 was amended in early 2012 by the Legal Aid, Sentencing and Punishment of Offenders (LASPO) Act 2012. LASPO increased the maximum level of fines available for offences under the 1964 Act, made trading in cash illegal for non-itinerant dealers and introduced new powers for the police to enter premises. The provisions relating to cashless trading were enacted in December 2012. 4. As demonstrated in Table 1 there are a range of regulatory provisions that are applicable to the scrap metal trade including those related to waste transfer, transporting waste, burning cable insulation and requiring planning permission for scrap metal yards. The Environment Agency has national responsibility for regulation and enforcement of the ‘waste’ element including responsibility for permitting sites, licensing waste transportation and other hazardous waste ¹ LB Lambeth Public Realm Division (30 July 2012) \<page_number>7\</page_number> systems. In addition to the regulatory framework there is also the criminal framework relating to handling stolen goods and motor salvage regulations. With regard to the Scrap Metal Dealers Act 1964 the general consensus was that the Act was well past its sell by date. - Scrap Metal Dealers Act 1964 (registration with local authority and requirements on SMDs re keeping records) - Theft Act 1968 (handling stolen goods) - Control of Pollution (Amendment) Act 1989 (makes it a criminal offence to transport waste without being a registered Waste Carrier with the Environment Agency) - Environmental Protection Act 1990 (Scrap Metal Dealers required to have a permit to operate from Environment. Agency) - Town and Country Planning Act 1990 (requires Scrap Metal yards to have planning permission) - Clean Air Act 1993 (makes it a criminal offence to burn insulation from cables with a view to recovering metal- often an indication of an illegal scrap yard) - Vehicle Crimes Act 2001 (Motor Salvage Operators Regs 2002 requires motor salvage operators to register with the local authority and keep appropriate records) - Legal Aid Sentencing and Punishment of Offenders Act 2012 - Increase fines: SMD64; ban on cashless trading (not itinerants); police powers of entry to Scrap Metal Dealers) Table 1: Legislation applicable to the scrap metal trade or metal theft 5. As the commission began its work the Scrap Metal Dealers Bill, a Private Members Bill taken up by Richard Ottaway MP (Croydon South), began its journey through Parliament. As the commission finished its report the Bill completed its journey through parliament successfully and was awaiting enactment. The new legislation repeals and replaces the 1964 Act with one that will ‘empower local authorities with a more robust and enforceable licence regime for all those who deal and collect scrap metal’2. Key elements of the new legislation are as follows: - No person can carry on business as a scrap metal dealer without a scrap metal licence - The scrap metal licence is to be issued by the local authority - The local authority must not issue or renew a license if it is not satisfied that the applicant is a suitable person to operate a scrap metal business - A local authority will have the power to close down scrap metal yards operating without a license ______________________________________________________________________ 2 House of Commons Library (2012) \<page_number>8\</page_number> - Where an applicant, licensee or manager has a criminal record relevant to metal dealing the local authority may impose conditions upon or vary the license so as to restrict trade - It will be an offence to receive metal from a person without first verifying that person’s identity - Dealers will be required to keep records for each sale and disposal for a period of three years - The extension of cashless trading to itinerant dealers<sup>3</sup>; it will be an offence for a scrap metal dealer to pay for metal received other than by cheque or an electronic transfer - The introduction of a national public register of all Scrap Metal Dealers kept by the Environment Agency - The local authority has the power to revoke licences in certain circumstances - Local authorities and the police will have new powers to enter and inspect premises carrying on scrap metal business - The Act specifically widens the definition of Scrap Metal Dealers to include Motor Salvage Operators 6. As part of its work the commission submitted its views on the (then) draft legislation to the Public Bill Committee (House of Commons). This submission is set out in Appendix A to this report. Whilst the commission welcomes the main provisions of the soon-to-be Act councillors felt that the inability to impose local conditions on a licence was a significant omission. However, the commission’s lobbying on this point proved unsuccessful, save for the provision that the Act would be reviewed within five years to ensure that it had met its objectives. The commission felt that despite the numerous current and proposed legislations relating to with metal trade and theft, the council, as an enforcement agency, needed to be in a position to apply current and new legislative powers and responsibilities if Lambeth is to effectively tackle metal theft in the borough. The commission recognises that there is the issue of manpower and resources that needs to be addressed. 7. In the course of its work the commission was repeatedly reminded that successfully tackling metal theft required a response from beyond just those with legislative or regulatory powers. As such the commission considered ______________________________________________________________________ <sup>3</sup>An itinerant dealer is a person who runs a scrap mental business other than from a site, he will collect waste material from door to door \<page_number>9\</page_number> evidence and information from British Telecom, English Heritage, the Ecclesiastical Insurance Group, local churches, the Friends of West Norwood Cemetery, and a local scrap metal dealer. The commission also attended a conference organised by the Local Government Association that included speakers from the Energy Networks Association, the Institute of Materials, Minerals and Mining, the Environment Agency, the British Metals Recycling Association (the trade association for scrap metal dealers) and a number of local authorities exhibiting best-practice in the area. Examples of work that each are undertaking are included in the Past, Current and Future Activity section of this report. What we know about metal theft The national picture 8. Estimates of the total social and economic cost of metal theft to the UK vary. The most recent studies estimate it at £220m per year (Home Office, 2011), between £220m-260m per year (Deloitte, 2011) and £777m per year (Association of Chief Police Officers, 2010)⁴. The LGA’s Metal Theft Toolkit records that in 2011, “15,000 tonnes of metal were stolen, of which 7,500 tonnes came from railways, statues and church roofs. The cost of the thefts to the railways alone amounted to £13 million, with many more millions lost as a result of delays to passengers”⁵. Nationally metal theft frequency is decreasing with both the Met and the British Transport Police (BTP) recording year-on-year decreases. Despite this 2011 was the worst year on record for the Ecclesiastical Insurance Group who recorded over 2,500 metal theft related claims during the period. 9. The commission was provided with evidence from both the Police and the Ecclesiastical Insurance Group that metal theft was closely linked to commodity prices (see Figure 1). Those prices were closely linked to global industrial growth, particularly by the two largest consumers of copper; China and the US⁶. The slow-down in the global economy resulted in falls in the price of copper during 2012⁷ and it was suggested to the commission that this may be one of the reasons for the decrease in metal theft during the last couple of years. Although the worldwide prices of scrap metal have recently fallen in \<page_number>10\</page_number> ⁴ Home Office (2012) ⁵ Local Government Association (2012), p5 ⁶ Bloomberg (2013) ⁷ Financial Times (2013) recent years, it is generally believed that prices will stay at elevated levels for some time. So the problem of metal theft is not going away. <img>Cable / Copper Theft Comparison with Trade Market Trends (01/01/07 - 10/10/11)</img> <watermark>Source: London Metal Exchange (LME)</watermark> Figure 1: Evidence to the Transport Select Committee⁸ 10. In terms of impact National Rail estimated that in 2010/11 3.8m passenger journeys were delayed or cancelled as a result of cable theft, causing 360,000 delay minutes and resulting in £16.5m compensation payments to train operators⁹. Simon Davies, General Manager for Cable and Payphone Crime, British Telecom (BT) explained to the commission that metal theft was costing BT millions of pounds and taking up thousands of man hours every year. Single cuts to BT cable could result in thousands of people being without telephone or broadband services and in the most extreme cases result in complete community isolation (as had happened on the Isle of Skye). The commission noted that whilst being regular victims of metal theft Network Rail were also the largest contributor to the legitimate UK scrap metal industry. Local authorities were the third largest contributor¹⁰ 11. In March 2012 the Environment Agency had permitted 831 scrap metal sites nationally, were aware of 317 active illegal sites and had stopped 190 illegal sites from operating. However, the commission learned that estimates by BT of the number of sites far exceeded those of both the Environment Agency and records kept by local authorities. ______________________________________________________________________ ⁸House of Commons Transport Committee (2010-12) ⁹House of Commons Transport Committee (2012) ¹⁰British Metals Recycling Association (2012) \<page_number>11\</page_number> London 12. The Metropolitan Police's pan London Operational Co-ordinator for Metal Theft Acting Inspector James Coomber, informed the commission that the national correlation between the number of crimes and commodity prices was repeated at a regional level. Looking at the London region as a whole it is the outer North East and South East boroughs that have the highest volume of metal theft crime. Croydon was known to have over 50 itinerant dealers registered and had experienced the highest number of incidents of metal theft in both 2011 and 2012. Acting Inspector Coomber informed the commission that there was also a clear correlation between the number of scrap metal dealers and the number of metal theft crimes in an area¹¹. 13. In London the Metropolitan Police was reporting a 30% decline in metal theft incidents in 2012 and British Transport Police (BTP) had also recorded year-on-year declines (see Table 2 below). However both BTP and the Met cautioned that this was a result of both increased police activity and a reduction in commodity prices. The British Metals Recycling Association had predicted that the price of copper would increase from its slump in 2012 and in their evidence to the commission English Heritage warned that, despite a drop in metal theft last year, they were concerned that an increase in commodities prices or a decrease in police focus on the issue would spark a resurgence in metal theft. <table> <thead> <tr> <th></th> <th colspan="3">Live</th> <th colspan="3">Non-live</th> </tr> <tr> <th></th> <th>2010/11</th> <th>2011/12</th> <th>2012 - Oct</th> <th>2010/11</th> <th>2011/12</th> <th>2012 - Oct</th> </tr> </thead> <tbody> <tr> <td>London North</td> <td>102</td> <td>142</td> <td></td> <td>184</td> <td>172</td> <td></td> </tr> <tr> <td>London South</td> <td>114</td> <td>64</td> <td>33</td> <td>203</td> <td>165</td> <td>60</td> </tr> <tr> <td>London Underground</td> <td>22</td> <td>42</td> <td></td> <td>99</td> <td>64</td> <td></td> </tr> <tr> <td>Total</td> <td>238</td> <td>248</td> <td></td> <td>486</td> <td>401</td> <td></td> </tr> </tbody> <tfoot> <tr><td colspan="7">Table 2: Number of crimes of live and redundant cable from BTP areas¹²¹³</td></tr> </tfoot> </table> ¹¹ This correlation has also been identified by researchers in America. See: Sidebottom (2012) ¹² British Transport Police (2012a) and LB Lambeth Metal Theft Commission (October 2012) ¹³ It should be noted that the BTP London South area stretches from Kent to Devon as well as South London. \<page_number>12\</page_number> Lambeth 14. The commission received detailed information from the Metropolitan Police relating to the prevalence and value of metal theft in Lambeth (see Table 3). In 2011 there were 168 incidents with metal worth £206k stolen and by September 2012 there had been 85 incidents with metal worth £122k stolen. Figures did not exist prior to 2011 as the Met had only recently begun tracking metal theft as a specific crime (previously it had been recorded under ‘theft’). <img> A bar chart showing the number of incidents of metal theft in Lambeth from January 2011 to December 2012. The y-axis represents the number of incidents, ranging from 0 to 100,000. The x-axis represents the months, from January to December. The bars represent the number of incidents, with some bars being much taller than others. There is also a line graph on the right side of the chart, showing the value of the metal stolen, ranging from 0 to 30. Legend: - Dark brown bar: Value - Light brown line: Value (in thousands) </img> Table 3: Value and Number of Incidents of Metal Theft in Lambeth Jan 2011-Sept 2012<sup>14</sup> 15. In comparison to Croydon, Southwark and Lewisham, Lambeth suffers less from metal theft. However, as was highlighted by Cllr Jack Hopkins, Lambeth’s Cabinet Member for Public Protection in his session with the commission, despite being low volume and generally small scale crimes the impact of metal theft was high (see case studies). The volume and type of thefts from authorities neighbouring Lambeth was also cause for concern to the commission. Southwark particularly had suffered a number of high profile thefts of public art (notably the Barbara Hepworth sculpture from Dulwich Park and a statue dedicated to Alfred Salter MP<sup>15</sup>) whilst the spate of thefts in Richard Ottaway’s Croydon South constituency, including church roofs and war memorials, led to his introduction of the Scrap Metal Dealers Bill. Members of <sup>14</sup> Coomber (2012)<br> <sup>15</sup> Southwark (2012) \<page_number>13\</page_number> Case study: St Peter's Church – Leigham Court Road, Streatham , St Leonards ward St Peter's Church is a Grade II\* listed building. It was built in two main stages in 1870 and the mid-1880s. New vestries (with flat roofs) were added in the early 1900s. Lead thefts from the church started in the summer of 2008. There have been 6 lead thefts since then, the last was in January 2012. All of the lead thefts have been done to areas which can be accessed by climbing up drain pipes or lightening conductor tape. None of the thefts have involved ladders. On one occasion there was evidence that they used the church's tools and the church's wheel barrow to assist the theft. Since 2008 the Church introduced a range of additional security measures including the use of SmartWater, anti-climb-paint and new railings (for which it had taken 6-months to get the necessary planning permission from the council despite the urgency of the matter). In March 2012 St Peter's were able to access seed-funding from the Ecclesiastical Insurance Group to pay for the fitting of an alarm-system. Since then the Church had not experienced any thefts. In the course of discussion with the commission the Clerk of Works at St Peter's indicated that some success had also been experienced through contacting the Church's neighbours to increase there awareness that thefts had taken place. Since doing so the Police had been called on a number of occasions when suspicious activity had been spotted. The Clerk of Works also indicated that the Church had been disappointed at the lack of advice on protecting themselves provided by the Police, though that provided by the Ecclesiastical Insurance Group had been excellent. the commission were also pleased to learn that colleagues in Wandsworth were taking the issue seriously. 16. The commission was also conscious of the borough's geography, that it was long and thin, and the major roads that ran through it, particularly the A23. This meant that it was easy for Lambeth itinerant dealers to travel outside of the borough and for non-Lambeth itinerant dealers to travel into, across and through the borough. This placed a greater emphasis on the importance of joint number plate recognition activities with the Police (see reference to Operation Cubo later in this report). Furthermore it made the commission aware that if metal is collected locally it is unlikely, due to our geography, to be processed locally thus making a joint approach with neighbouring authorities more important. \<page_number>14\</page_number> 17. Given the link between crime volume and number of scrap metal dealers it is perhaps not surprising that Lambeth only has 12 scrap metal dealers registered in the borough. Of these four are physical scrap metal yards and the remaining eight are itinerant traders¹⁶. This compares to fifty-plus itinerant traders in Croydon. Please review Appendix B for a list of the Scrap Metal Dealers operating in Lambeth. 18. However, the commission had cause to question the accuracy of the council’s register. The commission were provided with a restricted profile of scrap metal merchants and metal theft in the borough prepared by Lambeth Police in August 2011. That document included a list of 8 scrap metal dealers in or on the borders of Lambeth. None of those appearing on the Police’s list were registered on the Council’s list and vice versa. Furthermore, in his evidence to the commission, the Council’s Licensing Manager indicated that he had become aware of four un-registered scrap metal dealers as a result of health and safety audits undertaken by other parts of the Environmental Health Team. As a result, letters have been sent to each of the four unregistered dealers insisting that they register. However, the discrepancies between the information held suggests that there can be little certainty that either the Police or local authority have an authoritative record of Scrap Metal Dealers operating in Lambeth. It also suggests a lack of information sharing between the council and the Police. 19. The commission was also conscious of the relevance of motor salvage operators (MSOs) in relation to the scrap metal trade. The council is required to register MSOs and the powers available to it are stronger than those for registering scrap metal dealers (for example registration can be refused). However, there is only one registered operator in the borough. Given the apparent inaccuracies in the register of scrap metal dealers the commission thought it very likely that the register for MSOs was out of date and did not reflect the number of MSOs actually working in the borough. 20. The commission was provided with detailed information relating to the location of council-owned buildings that had been the subject of metal theft. Prior to 2007 there had been no insurance claims relating to metal theft but since then there had been 56, more than half of which related to either Libraries (16) or Schools (13). The total value of claims was close to £207,000¹⁷. The ______________________________________________________________________ ¹⁶ LB Lambeth (September 2012) ¹⁷ This figure does not reflect the damage caused to West Norwood Library and Nettlefold Halls. See separate Case Study \<page_number>15\</page_number> commission noted that the council's buildings, as is common practice for local authorities, are insured for catastrophe cover only with an excess of £500,000. As such the £207,000 figure was, or is to be, met entirely from council funds via a reserve set-aside for insurance claims. In addition to council-owned buildings the commission also received the following information from the Council's Public Realm Division: <table> <tr> <td></td> <td colspan="6">No of instances</td> </tr> <tr> <td>Description</td> <td>Total Cost (£)</td> <td>05-09</td> <td>06-10</td> <td>07-11</td> <td>10-12</td> <td>Total:</td> </tr> <tr> <td>Time Plates (Parking/Disabled Bays)</td> <td>7,680</td> <td>48</td> <td>0</td> <td>10</td> <td>0</td> <td>58</td> </tr> <tr> <td>Metal Bollards / Cast Iron Bollards</td> <td>17,434</td> <td>22</td> <td>21</td> <td>3</td> <td>6</td> <td>52</td> </tr> <tr> <td>Sigs (Parking and Direction)</td> <td>6,930</td> <td>9</td> <td>2</td> <td>25</td> <td>1</td> <td>37</td> </tr> <tr> <td>Posts (street name plates/Sigs)</td> <td>9,499</td> <td>16</td> <td>7</td> <td>7</td> <td>1</td> <td>31</td> </tr> <tr> <td>Frames (Gully/Manhole cover)</td> <td>25,230</td> <td>19</td> <td>38</td> <td>15</td> <td>2</td> <td>74</td> </tr> <tr> <td>Street Name Plates</td> <td>29,912</td> <td>43</td> <td>60</td> <td>5</td> <td>16</td> <td>123</td> </tr> <tr> <td>Guard Rails</td> <td>676</td> <td>4</td> <td>0</td> <td>0</td> <td>0</td> <td>4</td> </tr> <tr> <th>Total:</th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><th></th><table> <tr style="background-color: #e6e6e6;"> <td colspan="2" style="text-align: center;">Table 4: Theft of un-insured Public Realm assets</table> 21. Whilst this too shows a declining trend the prevalence, total value and level of risk presented to the public from the loss of, for example, 80 gully or manhole covers was a shock to the commission. Members were pleased to note that a number of steps are being taken to reduce exposure to metal theft including fitting plastic parking signs, fixing road name plates out of reach and not replacing bollards as part of street de-cluttering. These steps may go some way in explaining the decline in theft of non-insured assets in the borough. What we know about the crime and the criminals 22. Deputy Chief Constable Paul Crowther (British Transport Police and Association of Chief Police Officers lead on metal theft) characterised metal theft as similar to the illegal drugs market in reverse: small packages are stolen which are then bundled and exported. DCC Crowther highlighted that the risk-reward ratio was in favour of criminals; the average fine in 2010 was £369. The relatively small fines also acted as a disincentive to pursue prosecution(^{18}). (^{18}) Crowther (2012) \<page_number>16\</page_number> However, DCC Crowther felt that the removal of limits on fines for the most serious offences and introduction of cashless trading in the LASPO Act would go some way to addressing these problems. The commission agreed that the removal of an upper limit in financial penalties for the most serious offences represented a significant increase in the powers of the Magistrate court. We nevertheless felt that in practice, given the past level of fines, the removal of the upper limit on fines may not translate into magistrates imposing higher fines unless Lambeth together with the prosecuting authority, took a more robust approach to all cases of metal theft. For example, to persuade the magistrate to look beyond the value of the material stolen when deciding the level of fines, impact statements¹⁹ by Lambeth officers should be submitted to highlight other consequences of metal theft in addition to the financial impact. 23. The majority of metal theft in Lambeth was opportunistic²⁰ with only a small percentage of crimes being large scale. This reflected two different types of criminality: the opportunist and the organised criminal. Of the 88 offences in Lambeth recorded in the six months prior to August 2011 39 related to copper theft and 32 to lead. The remaining types of metal were only in single figures (e.g. cabling, brass and steel). Past, current and future activity 24. In February 2012 the LGA surveyed English and Welsh councils to ascertain if they had been affected by metal theft since April 2009. 70% of the authorities that responded had been affected with 18% reporting that they had suffered major consequences as a result. 39% of those surveyed had prosecuted thieves and/or scrap metal dealers. Mark Norris, Senior Adviser on policing, community safety and re-offending policy for the LGA, informed the commission that the broad conclusion of the survey was that many authorities were affected, but fewer had been doing anything about it at the time of the survey. The commission was therefore interested in what Lambeth had done, was doing and planned to do to address the issue. The council 25. The two parts of the council with the greatest responsibility for tackling metal theft were the Public Realm Division, part of the Housing, Regeneration and ______________________________________________________________________ ¹⁹ See para 47 ²⁰ Harrison (2011) \<page_number>17\</page_number> Environment Department and the Community Safety Team, part of the Culture and Communities Division of the Adult and Community Services Department. The commission interviewed officers from both areas. 26. The Public Realm Division is responsible for a wide range of services relating to the maintenance and development of the public environment including: consumer protection (licensing and trading standards) street care and management. The Division is responsible for registering scrap metal dealers in accordance with the Scrap Metal Dealers Act 1964. In its sessions with the commission it was revealed that no enforcement activity (such as checking to ensure that the requirements of registration were being met (e.g. keeping records)) had been undertaken by the Division beyond fulfilling the legislative requirement to register dealers. Officers explained that this was because there was no funding for registration and therefore no capacity to undertake such work. In addition officers felt that there was insufficient call for a proactive approach and inadequate legislative powers should they do so. As a result the department did not have an established relationship with those Scrap Metal Dealers they had registered. 27. Public Realm officers were aware of the changes brought in by the LASPO Act and the proposals in the Scrap Metal Dealers Bill (soon-to-be Act) but did not propose to take any action until those pieces of legislation were in place. The impression given to the commission was that, once funding was attached to a licensing regime (as per the new Scrap Metal Dealers legislation), the department would be able to engage more proactively with local scrap metal dealers. Officers estimated that £4-500 was the likely indicative cost per licence issued and would be sufficient to fund a single enforcement visit per year. The frequency of enforcement visits was likely to be in line with the perceived risk of each dealer. 28. Officers indicated that there was occasional communication with the police relating to whether or not businesses were registered. However, the department did not share information (for example on itinerant traders) with neighbouring authorities and there appeared to be a lack of communication between the relevant council departments. For example there was no mechanism by which trading standards would be notified when the roof from West Norwood Library was stolen so that, for example, an alert could be sent to local dealers²¹. Members of the commission were also concerned at the ______________________________________________________________________ ²¹ LB Lambeth (September 2012) \<page_number>18\</page_number> apparent incompleteness of the council's register and that it appeared that it was only by chance that the Licensing Manager had become aware of the additional four dealers that had undertaken health and safety audits within the same Division. 29. Overall the commission was disappointed that the Division were not taking a more proactive approach to the issue. In particular they felt that there had been a failure to create downward pressure on the local scrap metal industry through proper enforcement of the range of legislation available to them (particularly the Scrap Metal Dealers Act 1964 and environmental protection powers) and a lack of coordination with the likes of the Police or Environment Agency. This perception was also reflected in the Division's approach to the new Scrap Metal Dealers legislation. The commission felt that officers were treating the Scrap Metal Dealers Bill as a panacea when in fact tackling the problem was a far wider issue requiring a range of approaches. Given the link between levels of theft and the number of dealers it was quite clear to the commission that one of the most important first steps the Division needed to take was getting a clear idea of the number of scrap metal dealers in the borough and establishing an ongoing relationship with them. 30. Some of the concerns that the commission had regarding closer working between council departments were addressed in discussion with Adrian Smith, Divisional Director, Culture and Communities and the officer with overall responsibility for the council's Community Safety Team. Mr Smith indicated that the council was moving away from separate functions towards a more integrated model of enforcement under the banner of 'community safeguarding'. The commission were informed that the model would go some way to getting multiple enforcement specialisms (community safety, environmental crime, licensing, noise, trading standards, foods, health and safety) sharing resources and intelligence and working better together. 31. The Community Safety Team informed the commission that metal theft had not been identified as a priority issue in the Safer Lambeth Partnership's\\textsuperscript{22} annual strategic assessment. Despite this, in partnership with Lambeth Police and in discussion with the commission the Team drafted a multi-agency action plan on \\textsuperscript{22} The Safer Lambeth Partnership is Lambeth's statutory community safety partnership, responsible for delivering Lambeth's Community Safety Strategy. It is chaired jointly by the Borough Commander, Lambeth Police and LB Lambeth's Chief Executive. Representatives of the local NHS, Probation, Prison and Fire services sit on the SLP along with representatives of the Community Police Consultative Group and a range of voluntary and community organisations. \<page_number>19\</page_number> metal theft. The commission was grateful to the Community Safety Team for pausing the development of the action plan whilst the commission completed its work. This enabled the commission to take ownership of the action plan, ensure its findings are fully reflected within it and is an excellent example of collaborative working between officers and a Scrutiny Commission. The plan is appended at Appendix C. Recommendation: That the Safer Lambeth Partnership, and relevant constituent partners, adopt with immediate effect the Lambeth Metal Theft Scrutiny Commission Partnership Action Plan (Appendix C) and implement actions accordingly (P1/T3) 32. The plan focuses on four areas: Intelligence; Protection and prevention; Enforcement action; Communications and addresses the operational concerns that arose in the course of the commission’s work. These include identifying and protecting at-risk assets (council, partner and community); creating a master list of scrap metal dealers and establishing a relationship with dealers; establishing an ongoing enforcement regime and steps to build awareness of metal theft. The commission was impressed at the commitment shown to tackling the issue by the officers (Police and Lambeth) that engaged the commission on the plan’s development. 33. However, some concerns remained. It appeared that commitment to the issue was driven by the efforts of a few, relatively junior police and council officers. Whilst this was to be welcomed the commission felt that this left maintaining focus on the issue vulnerable to key staff leaving. Indeed, during the commission’s work both of the lead Police officers, one a PC and the other a Sergeant were moved to other duties. Furthermore question marks remained regarding levels of commitment to full implementation of the action plan by the relevant parts of the partnership and therefore delivery of the outcomes identified. The commission was keen to see the momentum that had been established by the development of the action plan maintained within the partnership. Key to this appeared to be establishing single points of contact within both Lambeth Police and the council with a commitment to the issue, the seniority to direct officers and ability take a strategic approach to the issue. \<page_number>20\</page_number> Recommendation: That the council identify a single point of contact for metal theft of sufficient seniority to direct officers and take a strategic approach Recommendation: Confirmation be provided of who the single point of contact for metal theft is in Lambeth Police and assurance given that they are of senior rank 34. In its session with the Community Safety Team and Cabinet Member for Public Protection the commission learned of a number of welcome steps that were being taken in relation to protecting Lambeth’s 2500 heritage assets (e.g. churches, public art, war memorials). As the commission’s work progressed Lambeth became the first London Borough (shortly followed by our neighbours in Wandsworth) to join English Heritage’s Alliance to Reduce Crime Against Heritage – memorandum of understanding As a signatory to the ARCH memorandum of understanding (MoU) Lambeth has committed to the following responsibilities: - An annual strategic assessment for heritage crime which informs an action plan for the parties (the council, English Heritage, ACPO and the CPS) to the MoU to follow. - Development plans take account of the historic environment. - Exercise functions as a local planning authority in relation to listed buildings, conservation areas and scheduled monuments. - Strategies to tackle crime and disorder including anti-social behaviour to include the historic environment and associated heritage assets. - Assist MoU partners where practicable and wherever resources and powers allow, in the prevention, investigation, enforcement and prosecution of heritage crime. - work closely to develop and adopt good practice in the sharing of personal and non personal information with other signatories. - recognise that the sharing of knowledge and working practices is beneficial in tackling heritage crime. - Assist and advise in any campaigns of prevention and, where expertise is needed and resources allow, in the investigation and prosecution of any crimes. \<page_number>21\</page_number> Heritage (ARCH). ARCH is a voluntary national network of stakeholders with an interest in preventing crime that causes damage to or interferes with the enjoyment of heritage assets in England. In addition to ARCH membership Lambeth also became the first London Borough to sign the ARCH memorandum of understanding for enforcement agencies (see box). The commission welcomed Lambeth’s membership of ARCH, particularly the commitment that this gave to prioritising heritage crime, including metal theft, and was eager for the council to demonstrate how it was exercising its responsibilities as a member. This was especially the case in relation to war memorials, the commission was conscious that the 100year anniversary of the beginning of the Great War was approaching in 2014, and West Norwood Cemetery which had been subjected to a number of thefts and provided evidence to the commission. The commission felt that identifying a Heritage Champion from members of the Council would help give the issue sufficient weight and also that ARCH membership appeared to represent an excellent opportunity to work together with the council’s neighbours and fellow-signatory in Wandsworth. Recommendation: That Lambeth exercises its responsibilities as London’s first ARCH borough in recognising heritage crime, including metal theft, as a priority for the borough (P1/T3) (i) That as a signatory to the ARCH Memorandum of Understanding the council appoint a councillor to act as a Heritage Champion (P1/T3) 35. Alongside ARCH membership the Cabinet Member for Public Protection informed the commission that he was establishing an Urban Heritage Watch (UHW). The purpose of UHW was to provide a mechanism by which members of the community could help protect the borough’s heritage assets by taking an active role in monitoring sites, reporting suspicious activity and sharing intelligence. As well as ‘friends groups’ the scheme would also be targeted at those who run businesses overlooking heritage sites, for example shop-keepers. Such an approach was welcomed by the Commission, not least because it reflected some of the good practice that had been identified at St \<page_number>22\</page_number> Peter's Church (see case study) and by both the Ecclesiastical Insurance Group and English Heritage who emphasised the importance of intelligence about and subsequent risk-rating of assets. 36. It was inconceivable to the commission that many of the metal thefts that took place in the borough had not been witnessed by members of the public. However, as councillors learned, it was not uncommon for thieves to disguise themselves as legitimate workers (for example dressed in BT overalls/using BT vans). The commission therefore questioned whether the council and/or Police should engage in a broader awareness-raising campaign, similar to that which had been undertaken in Bexley (see Appendix D). Given the existing level of communications 'noise' arising from other borough-wide campaigns the Cabinet Member and Community Safety Officers felt that such a campaign risked being expensive, ineffective and not in proportion to the scale of the issue. Rather they preferred taking a targeted approach as proposed in the Urban Heritage Watch scheme and working with the likes of BT and Safer Neighbourhood Teams to raise awareness of legitimate works that were taking place. Despite this, members of the commission felt that some improvement needed to be made to make clear to the public what they should do if they witness some suspicious activity as it was clear that many considered calling 999 an over-reaction. Recommendation: That the Safer Lambeth Partnership make clear to residents what number they should call if they witness suspicious activity 37. Although Public Realm and Community Safety Team are the parts of the council with the greatest role in relation to metal theft the commission also discussed the topic with the Risk and Insurance Team (Finance & Resources Department) and received a brief paper from the Valuations and Asset Management Services Division (Housing, Regeneration and Environment Department). The latter note identified reactive work being undertaken to a number of heritage sites in the borough after they had suffered from metal theft or vandalism: West Norwood Library, Nettlefold Hall and West Norwood Crematorium Chapel, Brockwell Hall and Streatham Library. 38. Information provided by the Risk and Insurance Team highlighted that metal theft accounted for just 1.3% of total claims made by the council between 2007-12. For this reason management activity to date had been focussed on other \<page_number>23\</page_number> Case study: West Norwood Library and the Nettlefold Halls Thefts of metal from West Norwood Library and the Nettlefold Halls appear to date back to at least 2008. In September 2010 the council’s insurers, Zurich Municipal, conducted a risk management report of the site. This highlighted the vulnerability of the building’s copper roof and recommended that further protection was put in place to restrict access as a priority and within three months. No such measures were put in place. Between 12 March and 14 June 2011 further thefts of the copper roof at West Norwood Library and the Nettlefold Halls were recorded on 8 separate occasions and on 6 June 2011 the Library and Halls were closed due to extensive flooding and water damage. The council’s Risk and Insurance Team highlighted that these thefts exacerbated existing problems of water ingress into a building which was already in need of repairs and maintenance works. As such the costs incurred as a result of the water ingress have only been partially met through the insurance claims. The Library and Halls were not re-opened and at the time of writing redevelopment plans were being put in place for the site. In the meantime the library relocated temporarily to the Lambeth Resource Centre, before subsequently moving to the Old Library site due to low usage of the LRC. No full appraisal of the financial cost to the council of the closure and relocation of the library has been undertaken. However, the commission was able to identify the following direct costs: <table> <thead> <tr> <td>Cost</td> <td>Value (£)</td> </tr> </thead> <tbody> <tr> <td>2008-11 Insurance claims</td> <td>-29,000</td> </tr> <tr> <td>2011 Making safe</td> <td>-10,000</td> </tr> <tr> <td>Temporary Roof</td> <td>-187,000</td> </tr> <tr> <td>Loss of income (p/a)</td> <td>-40,000</td> </tr> <tr> <td><strong>Total</strong></td> <td><strong>-266,000</strong></td> </tr> </tbody> </table> Whilst it is clear that the cost to the council of these incidences of metal theft are well in excess of £3m the commission was also aware of the significant impact that closure of the Library and Halls had on the community. In addition to the various events hosted by the library in 2010-11 the Nettlefold hosted 682 events and activities open to the public and 60 private events. Groups affected by the continued loss of this community resource include older people’s groups, dance schools, fitness classes (including GP referral classes), student shows, homework classes, music shows, mental health groups and the local MP’s advice sessions. The commission was informed that many of the groups that used the auditorium/theatre space in particular have moved out of the local area. \<page_number>24\</page_number> claim areas where the cost to the council is significantly higher²³. However, there was evidence that where management activity had been undertaken the reports and recommendations of the Risk and Insurance Team were not necessarily adhered to. This was most notably the case with West Norwood Library and Nettlefold Hall where thefts of its copper roof has compounded a previous lack of investment in repairs and maintenance resulting in the continued closure of the site (see case study). The immeasurable cost to the community of loss of the resource and the (unmeasured) total financial costs incurred by the council as a result of these thefts far outstrip both the scrap value of the copper stolen and the costs of the preventative action that was recommended. Further investigation of the council’s property risk management surveys revealed that there were 24 outstanding priority 1 recommendations (requiring action within between 1-3 months) from the council’s insurers, some of which dated back to June 2009. It was not acceptable to the commission that the reports and recommendations of the council’s insurers are not implemented as failure to do so exposes the council to unnecessary risk, potential cost and in the worst-case scenario loss of services to communities. Recommendation: That all outstanding recommendations relating to council-owned or leased buildings from the council’s insurers be implemented immediately. The Police 39. Across the UK the commission learned of considerable work being undertaken by the Police. Particularly notable was the success of Operation Tornado, a voluntary scheme developed in the North East by a partnership of the British Metals Recycling Association (BMRA), the Association of Chief Police Officers (ACPO), British Transport Police (BTP), the Home Office, and Northumbria, Durham and Cleveland Police. The scheme requires anyone selling scrap metal to participating dealers to provide photographic proof of identity and abstention from cash payments as two of a number of measures used to restrict the sale and movement of stolen metal. In the pilot areas Durham reported a 55% reduction in offences, Cleveland 55%, Northumbria around 40%, and BTP a 60% reduction²⁴. The commission was informed that ______________________________________________________________________ ²³ LB Lambeth Risk and Insurance Team (30 July 2012) ²⁴ British Transport Police (2012b) \<page_number>25\</page_number> Operation Tornado was due to be rolled out across the Met area but at the time of writing this had not taken place. The majority of the steps taken voluntarily under Tornado will become law once the Scrap Metal Dealer Bill 2013 is enacted but it was of particular note that Tornado’s success took place without legislation. This demonstrated to the commission that it was not necessary to wait until new legislation was in place to take effective steps to restrict the trade in illegal scrap metal. Accordingly the commission puts its full weight behind proposals to roll Tornado, or a similar voluntary code out across London as soon as possible. At the very least the commission felt that such a move would enable the Police and local authority to identify higher-risk dealers. Recommendation: That the Cabinet Member for Public Protection, in partnership with the council, Lambeth Police and Operation Ferrous, lead on the development and implementation of a voluntary code of conduct for scrap metal dealers and motor salvage operators in the borough based on the best practice identified in this report 40. The commission was informed in October 2012 that in the previous twelve months there had been only two thefts on the railways in Lambeth, one in Tulse Hill and the other in Waterloo. In both cases members were pleased to hear that there had been arrests. In the same session members were informed that BTP, English Heritage, HM Revenue and Custom , BT and National Rail analysts worked together on ‘fusion’ units. They used red, amber, green (RAG) ratings to identify problematic scrap metal dealers and then worked to convert those rated as red to amber or green. However, where a red-risk dealer was identified the relevant local authority would not necessarily be notified. This felt to the commission like a further area where closer information-sharing could result in more effective partnership work, reduce duplication and create further downward pressure on the illegal trade. 41. The commission was surprised to learn that until mid-2012 the Crime Record Information System (CRIS) had not included specific classifications for metal theft; previously it had just been classified as theft. This had now changed with the introduction of two classifications; ‘metal theft infrastructure’ and ‘metal theft non-infrastructure’. This increase in the profile of metal theft within the Police was also reflected in the Met’s decision to take a more coordinated approach to \<page_number>26\</page_number> the issue in early 2012 through the introduction of Operation Ferrous, led by Acting Inspector James Coomber. Acting Inspector Coomber had previously worked in Bexley where he had led a number of Police and partnership teams that had been acknowledged as best practice in tackling metal theft. He outlined a number of steps that the Met was taking. These included working with heritage partners such as the Church and English Heritage, deploying officers in London-wide 'days of action' every quarter (surprise visits to scrap metal dealers and motor salvage yards) and compiling a web-based database (MARS) of scrap metal dealers. 42. As well as the 'days of action' A/I Coomber informed the commission of other Met-wide operations that the police undertook which closed the net on metal thieves. This included Operation Cubo, which utilises automatic number-plate recognition (ANPR) technology to identify vehicles used by criminals or uninsured drivers. The commission felt that both Cubo and Tornado represented a considerable opportunity for council officers (particularly those with relevant regulatory responsibilities) to undertake joint work with the local Police to bring the full weight of each organisation's regulatory and legal powers down on the illegal metal trade as well as an opportunity to establish a relationship with local scrap metal dealers. The commission noted that such joint operations were common in other local authority areas, including across the border in Wandsworth. Heritage assets 43. The commission held information-gathering sessions with English Heritage, the Ecclesiastical Insurance Group (EIG), the Diocese of Southwark and those responsible for specific heritage assets in the borough (Friends of West Norwood Cemetery and St Peter's Church (see case study)). An experience repeated by a number of those responsible for heritage assets to the commission was that the response by the police had been slow and that they had not appeared particularly interested in the crime. Whilst there were positive reports of efforts by the local Crime Prevention Design Advisor, PC Rob Harrison, there appeared to be a disconnect between his understanding of the issues with those in the rest of the force. 44. In contrast, St Peter's Church indicated that the advice and support received from EIG had been excellent. EIG, in their session with the commission, indicated that the theft of metal from churches had been a significant problem \<page_number>27\</page_number> since 2007 resulting in the group imposing restrictions on their cover where churches were not taking a proactive approach to protecting themselves. It did not escape the commission's attention that St Luke's Church, the location for one of the commission's information-gathering sessions, had been the victim of metal theft when scaffolding had been erected. The Group's consultants and surveyors provide advice to churches and specific guidance is available on their website. Since 2008 the Group has been distributing free SmartWater kits to their policy-holders and they were confident that, when used with the relevant warning signs, SmartWater acted as a considerable deterrent. By November 2012 over 18,000 churches nationwide had registered with SmartWater and EIG had reported a 60% drop in lead thefts during the previous 12 months.\\textsuperscript{25} 45. However, EIG were aware that SmartWater whilst a deterrent would not prevent all metal theft. However the 'deterrent factor' could be enhanced by wider usage of ultra violet lights (under which SmartWater shows up) by both the Police and scrap-metal dealers. 46. EIG had also recently launched a hands-off our church roofs campaign which provided further advice to churches and encouraged them to consider installing a suitable roof alarm. This was alongside a targeted approach to funding RDAS alarm systems for certain churches. The £3-6,000 cost of rolling out such systems to the 14,000 churches in England was prohibitive to EIG however, as can be seen in the St Peter's case study, one Lambeth Church had received seed funding for an alarm from EIG and this had brought theft at the site to a halt. EIG informed the commission that funding for alarm systems was provided on a targeted basis taking into account claims history, local knowledge and consultation with relevant personnel within each diocese. The free alarm-surveys were being provided as part of the 'hands off' campaign. The commission was also pleased that EIG's advice to churches included guidance on establishing churchwatch-type arrangements as had been so successful at St Peter's and was proposed by the council's Urban Heritage Watch scheme. 47. The commission also welcomed the considerable work that had been undertaken by English Heritage in relation to metal theft under the banner of its ARCH scheme. When metal theft had first become a problem it was felt that English Heritage's insistence that metal, where stolen from a heritage building, \\textsuperscript{25} Giles, Lloyd and Playfor (September 2012) \<page_number>28\</page_number> be replaced with like-for-like, was exacerbating the problem\\textsuperscript{26}. However, it became clear that the organisation was now taking a more pragmatic and proactive approach to the problem exemplified in a series of publications\\textsuperscript{27} providing guidance on heritage crime prevention, interventions (including prosecution), preventing and dealing with theft of metal from churches and the production of heritage crime impact statements. The focus on these topics was particularly welcomed as the commission learnt from the Diocese that in the past the Police and magistrates had taken a long time to respond and appeared uninterested\\textsuperscript{28}. Guidance on the production of impact statements was felt to be particularly helpful in assisting those who had been the victim of metal theft to articulate the impact of the crime to the relevant enforcement agencies. 48. In its session with Mark Harrison, National Policing and Crime Advisor at English Heritage, the commission also welcomed suggestions for the development of community-based responsibility for and awareness of heritage assets, particularly amongst young people. This was again felt to be an area where the council could act as a platform, facilitating the involvement of, for example, local youth groups, Girl Guide or Scout Troops and acknowledging the role that this would play in the development of a 'sense of place'\\textsuperscript{29}. This was similar to the suggestion made by Richard Moore, Chair of Thurloe Park Safer Neighbourhood Panel, who suggested to the commission that a Lambeth Heritage photo competition may encourage people to take more responsibility for heritage assets\\textsuperscript{30}. The commission felt that such approaches would prove a welcome, and inexpensive, addition to the council's Urban Heritage Watch proposals. Infrastructure 49. Unsurprisingly, given their access to the necessary funds, the commission found the use of alarms to be widespread by Network Rail and British Telecom. Simon Davies, General Manager for Cable and Payphone Crime (BT) highlighted the RABIT (Rapid Assessment BT Incident Tracker) alarm system which enabled BT to identify immediately where unauthorised cuts ______________________________________________________________________ \\textsuperscript{26} LB Lambeth (September 2012) \\textsuperscript{27} See http://www.english-heritage.org.uk/professional/advice/advice-by-topic/heritage-crime/ \\textsuperscript{28} ibid. \\textsuperscript{29} Bradley et al. (2011) \\textsuperscript{30} LB Lambeth (September 2012) \<page_number>29\</page_number> were made to its cable and send information to police control centres immediately. Similarly Network Rail had successfully used tremor alarms to prevent theft. However, despite the success of alarms and other preventative measures (such as smartwater and physically locking down infrastructure) protecting the network represented only one part of British Telecom’s three-pronged approach. The remaining steps were: choking the market, through visiting scrap metal dealers and ensuring that there is no easy route for the disposal of BT cable through non-authorised dealers; and engagement with government, the trade, the police (sharing intelligence) and communities (for example working with crimestoppers and undertaking mailshots of areas where there has been metal theft). 50. Mr Davies informed the commission that one of the difficulties that they had experienced nationally was a lack of local enforcement activity. The commission welcomed Mr Davies’ offer to work more closely with the council and felt that in terms of communications, intelligence-sharing and joint operations (such as joint visits to scrap metal dealers) there was considerable scope for such work. 51. Network Rail provided the commission with information on their four-fold strategy to tackle metal theft which had seen delay minutes reduce by 51% since 2011. This focussed on: - Engineering - the use of CCTV, alarms and making access more difficult - Education – increasing awareness including lobbying activity on the Scrap Metal Dealers Bill - Enforcement – working closely with British Transport Police, visiting dealers and sharing intelligence via the fusion intelligence unit - Enablement – the operational response to incidents and use of security patrols in key areas Recommendation: That partnership working with the full range of those operating in the policy area be improved Scrap Metal Dealers 52. Whilst the commission was unable to meet formally with representatives of the British Metal Recycling Association (BMRA) members acknowledged that legitimate scrap metal dealers were often the victims of crime. This view was reinforced when the commission undertook a visit to, and met with the owner \<page_number>30\</page_number> of, Glynn's Metal Recycling in Loughborough Junction, Lambeth. Security at the site was considerable and included ANPR technology. Paul Glynn, who owns and manages the site came to the commission's attention when he purchased, in order to return, a memorial plaque that had gone missing from a church in Camberwell some 30 years previously<sup>31</sup>. Mr Glynn informed the commission that there was little benefit in trading in stolen materials as the risks outweighed the limited profit available. It became clear to the commission that the borough's registered scrap metal dealers operated at the front-line of metal theft with thieves regularly attending the premises to try to dispose of stolen metal and being abusive and making threats if such attempts were refused. This insight was particularly meaningful for the commission as it emphasised the opportunity which existed to establish close working relationships between local scrap metal dealers and the relevant authorities to tackle the trade in stolen metal. Whilst Mr Glynn indicated that he had regular visits from, and a strong relationship with, the local police he had never had any contact with the local authority or other regulatory authorities. 53. In his presentation at the LGA conference, Ian Hetherington, Chief Executive of the BMRA indicated that the majority of SMDs in the UK were registered with the BMRA but there was a 'long tail' of small dealers who were not. Whilst membership of the BMRA is not necessarily an indication of legitimacy this point was used to emphasise that the Scrap Metal Dealers Bill 2013 would not work unless it was effectively enforced by all the relevant powers. Mr Glynn made a similar point when he emphasised to the commission that the presence of unscrupulous dealers, and their ability to continue operating, made business harder for registered dealers as those who were not registered were able to pay more than the going rate for metals because they did not have the same overheads. Other local authorities 54. The commission found the Local Government Association's Metal Theft Toolkit a helpful document setting out some of the approaches to metal theft that had been undertaken at other local authorities<sup>32</sup>. This included voluntary codes of practice for scrap metal dealers developed by Birmingham City Council (see appendix 1), Kirklees, Forest of Dean and the British Metals Recycling ______________________________________________________________________ <sup>31</sup> South London Press (2012) <sup>32</sup> Local Government Association (2012) \<page_number>31\</page_number> Case study: Bexley In December 2011 a multi-agency Metal Theft Task Force was formed and comprised; police, two BT Metal Theft Investigators and an Environmental Crime Officer from London Borough of Bexley. This core team was assisted by Bexley Trading Standards and Neighbourhood Services Team, Registered Social Landlords, Smartwater, Environment Agency, DWP Benefit Fraud Team, HMRC Criminal Taxes Unit and BTP Metal Theft and Cable Crime Team. In the three months the team made 24 arrests, 12 proactive operations were carried out, 25 search warrants were executed, 22 scrap metal dealers visited, 11 vehicles seized and 17 people reported for other offences. During the period 1st October 2010 and 30th September 2011 Bexley borough suffered 634 recorded metal theft crimes, which included a series of thefts of dry riser valves from 18 tower blocks. At one stage 85 valves were stolen and 16 of the 18 blocks had no valves left at all. The loss of one valve rendered the whole system inoperable and no water could be directed to any level of the block in the event of a fire. The cost for repairs and replacements was around £75,000. In addition drain cover thefts totalled 180 during 2010 and 2011, costing over £52,000 to replace. Local people were outraged by the theft of memorial plaques from the Bexleyheath and Sidcup war memorials. The repair bill for copper water tanks, piping and intercom wiring systems that were stolen from newly refurbished flats in Thamesmead was over £250,000. British Telecom also suffered frequently, with one estate in Erith having underground cable stolen three times. On each occasion over 200 telephone lines were knocked out for a period of three days. The team carried out a series of operations on roads leading to scrap metal yards to disrupt the activities of thieves and those involved in the illegal transport of waste. Joint inspections of scrap metal yards were conducted to search for stolen property and to check they were complying with legislation. Owners were encouraged to adopt a code of practice and keep records of all transactions and the team ensured the yards displayed signage to demonstrate partnership working and to deter thieves. Other tactics included property marking, seizure of uninsured and unlicensed vehicles, ‘theft alerts’ to yard owners and crime prevention advice. Social landlords were advised when stolen property was recovered and offenders were placed under threat of eviction. Tax evasion and benefit fraud were referred to the Department of Work and Pensions fraud team and Her Majesty’s Revenue and Customs criminal taxes unit. All this work was supported by a media campaign that highlighted the safety risks and also the immoral act of stealing bronze plaques from war memorials. \<page_number>32\</page_number> Association. In most cases these codes went further than either Operation Tornado or the soon-to-be enacted Scrap Metal Dealers Act 2013. However, the commission welcomed the local emphasis that such a code provided and the initiative that they demonstrated these authorities were taking. 55. In London, Bexley (see case study and publicity materials at Appendix D) was identified as demonstrating best practice. The commission was particularly alarmed at the theft of dry-riser valves and wished to seek assurance that a similar pattern of theft had not taken place in Lambeth, Enfield and Hillingdon were cited as having taken proactive steps in relation to registering itinerant dealers. In Enfield all individuals wishing to register as itinerant dealers are required to attend the council's offices by appointment to demonstrate how they will maintain the required records and demonstrate possession of the relevant waste carriers licence. Furthermore representatives of the Police and Department for Work and Pensions attend to ensure that the applicant is not otherwise of interest to them or claiming relevant benefits. In Hillingdon all applications for registration are passed to the local Police who then pay a visit to the applicant in person. Both approaches were reported as having been effective. The commission also noted that anti-social behaviour powers had been used in Hillingdon to curb the activities of one particular individual known to the Police 33. Recommendation: That the Cabinet Member for Public Protection, in partnership with the council, Lambeth Police and Operation Ferrous, lead on the development and implementation of a voluntary code of conduct for scrap metal dealers and motor salvage operators in the borough based on the best practice identified in this report Recommendation: That Lambeth's housing client team ensure an urgent audit is undertaken of the presence of dry-riser valves at the borough's communal housing blocks and consider introducing warning signs and security at dry-riser locations (see timescales in action plan (Appendix C)) ______________________________________________________________________ 33 Metropolitan Police (2013) \<page_number>33\</page_number> 56. The commission also welcomed the engagement of Lambeth’s neighbours in tackling metal theft. Colleagues in Wandsworth had undertaken successful joint work with the Police and UK Border Agency as part of Operation Ferrous 34 and were also known to be engaged with English Heritage’s ARCH programme. In Southwark considerable attention had been paid to the issue following the high profile thefts of public art and Richard Ottaway MP’s support for the Scrap Metal Dealers Bill 2013 demonstrated commitment to the issue south of the borough. ______________________________________________________________________ 34 Metropolitan Police (2012) \<page_number>34\</page_number> Conclusions 57. In drawing together its findings the commission was conscious that reported figures for metal theft were declining both nationally and in London and that metal theft was not a policing and crime priority for the borough. However, members did not consider this a reason for not taking any action. The close link between metal theft and commodity prices emphasised the fragility of the declining trend and the number of scrap metal dealers in and around Lambeth, coupled with the correlation between dealer numbers and crime volume leads, remains high. This, along with the personal and financial impact of the crime leads the commission to conclude that there remains a need for action to be taken. 58. In terms of the council’s approach the commission found a tale of two divisions. In particular the commission concluded that there was considerable scope for the council to take a more proactive approach towards its relationship with the local scrap metal trade both through rigorous enforcement of the existing range of legislation and the promotion of a voluntary code of practice. Pinning the council’s activity solely on implementation of the Scrap Metal Dealer Act 2013 was not, in the commission’s view, the right approach to be taking. The partnership action plan was a welcome step towards this more proactive approach but it was not clear to the commission how rigorously the plan would be implemented nor how the move towards a ‘community safeguarding’ model would ensure this implementation. 59. In line with the action plan the commission welcomed the steps that the council had begun to take in working with the Police and English Heritage. However, it was clear from the information received that the opportunities for closer partnership working were wider than these two organisations. The commission received offers for closer working from British Telecom (communications, intelligence, joint visits) and the Diocese of Southwark and indications that they would welcome closer working from those responsible for local church and heritage assets. This bodes particularly well for the Urban Heritage Watch proposal (which the commission fully supports) and presents opportunities for the cost-burden on the local authority to be reduced. 60. The commission was clear that over-and-above the implementation of the action plan there were no legal barriers to the council putting into place a voluntary code of conduct straight away, whether by itself or in partnership with the Police or others. \<page_number>35\</page_number> 61. However, what also became clear was that, due to the geography of London, any action taken within Lambeth would have limited impact if it was not replicated by our neighbours. A coordinated approach is required whereby downward pressure on the trade is exerted across the sub-region and best practice and resources shared to drive the illegal scrap metal trade out of London. This is no small task, but a Met-wide approach and pockets of best- practice already exist. It is the commission’s view that these pockets just need to be joined up and that Lambeth and its neighbours are well-placed, and have been victims long-enough, to begin this work and demonstrate its value to the rest of London. \<page_number>36\</page_number> Recommendations (A) That Lambeth exercises its responsibilities as London’s first ARCH borough in recognising heritage crime, including metal theft, as a priority for the borough (P1/T3) (i) That as a signatory to the ARCH Memorandum of Understanding the council appoint a councillor to act as a Heritage Champion (P1/T3) (ii) That the council identify a single point of contact for metal theft of sufficient seniority to direct officers and take a strategic approach (B) That the Cabinet Member for Public Protection, in partnership with the council, Lambeth Police and Operation Ferrous, lead on the development and implementation of a voluntary code of conduct for scrap metal dealers and motor salvage operators in the borough based on the best practice identified in this report (P1/T3) (C) That following development of a draft code of conduct the Cabinet Member for Public Protection, supported by the Chair of the Commission, lead on negotiations with Lambeth’s neighbouring boroughs to secure commitment to implementing the code across the sub-region, lay the foundations for future partnership work against metal theft and demonstrate to the rest of London that by working together metal theft can be driven out of our area (P1/T6) (D) That the Safer Lambeth Partnership, and relevant constituent partners, adopt with immediate effect the Lambeth Metal Theft Scrutiny Commission Partnership Action Plan (Appendix C) and implement actions accordingly (P1/T1) (i) That progress against the plan’s key milestones be reported back to Environment & Community Safety Scrutiny Sub-Committee (E) That reassurance be sought from the Borough Commander that Lambeth Police are fully committed to tackling metal theft, resourcing it accordingly and that specific consideration be given to the following (i) That confirmation be provided of who the single point of contact for metal theft is in Lambeth Police and assurance given that they are of senior rank (P1/T3) \<page_number>37\</page_number> (ii) That consideration be given to equipping all officers with portable ultra-violet lights to enable them to immediately identify property marking such as SmartWater (P2/T6) (F) That the Safer Lambeth Partnership make clear to residents what number they should call if they witness suspicious activity (P2/T6) (G) That partnership working with the full range of those operating in the policy area be improved specifically (P1/T6): (i) Links between the council and the British Transport Police ‘fusion units’ to ensure information, particularly red-flags on specific scrap metal dealers, is shared (ii) Links with the Environment Agency, British Telecom and neighbouring authorities to ensure an accurate picture of the number of dealers in and around the borough and to explore undertaking joint action (iii) Links with British Telecom’s public relations team to identify opportunities for a shared communications campaign (iv) Opportunities for joint training between the Police, council officers and partners so that each are aware of each others issues and powers (P1/T9) (v) Opportunities for the Police and council officers to undertake joint operations such as Operation Cubo and the Metal Theft Days of Action (H) That Lambeth’s housing client team ensure an urgent audit is undertaken of the presence of dry-riser valves at the borough’s communal housing blocks and consider introducing warning signs and security at dry-riser locations (see timescales in action plan (Appendix C)) (I) That the council report back to Environment and Community Safety Scrutiny Sub-Committee on how it disposes of its own scrap metal to ensure that the value is returned to the council (P3/T6) (J) That all outstanding recommendations relating to council-owned or leased buildings from the council’s insurers be implemented immediately (P1/T3) \<page_number>38\</page_number> Note: The commission has prioritised its recommendations as either priority 1 (high), 2 (medium) or 3 (low) and provided a time-limit (T) by which the commission expects each to be completed should they be adopted. For example P1/T3 will represent a high priority recommendation with an expected time-limit of 3 months. In responding to the commission’s recommendations responsible authorities will be expected to identify specific milestones and target dates, resource implications and lead officers. \<page_number>39\</page_number> Notes and thanks Terms of reference and core questions The commission was established by the Environment and Community Safety Scrutiny Sub-Committee in May 2012 with the following terms of reference: - To investigate the current scale of metal-theft in Lambeth and the existing response to the issue across the relevant agencies - To identify the impact of metal-theft on the borough’s residents, community groups, council and businesses - To feed into, influence the development of, and support the development of Lambeth’s response to Richard Ottaway MP’s Private Members Bill - To identify national and international best-practice in relation to the reduction of metal-theft - To make evidence-based recommendations to the relevant decision-makers that will result in reductions in metal theft and other improvement to this policy area The following core questions were identified by the commission at the start of its work: - What trends regarding metal theft are emerging in the borough? - What can the council do (together with its partners and the Metropolitan Police Service) to protect the buildings and monuments at risk? - What can the council do to counteract the rise of metal theft? - Having considered the government briefing on metal theft, what additional action can Lambeth as a borough and in partnership with neighbouring boroughs do to prevent and detect metal theft? Methodology The commission conducted three public information-gathering sessions as follows: <table> <thead> <tr> <th>Date</th> <th>Location</th> <th>Attendees</th> <th>Role/Organisation</th> </tr> </thead> <tbody> <tr> <td>30 July 2012</td> <td>Lambeth Town Hall</td> <td>Cllr Jack Hopkins<br>Adrian Smith<br>Nicole Terrieux<br>Kristian Aspinall<br>PC Rob Harrison<br>Dave Bright</td> <td>Cabinet Member for Public Protection, LB Lambeth<br>Divisional Director, Culture & Communities, LB Lambeth<br>Community Safety Service, LB Lambeth<br>Community Safety Service, LB Lambeth<br>Lambeth Police</td> </tr> <tr> <td></td> <td></td> <td></td> <td>Head of Consumer Protection & Sustainability, HRE, Public Realm</td> </tr> </tbody> </table> \<page_number>40\</page_number> <table> <thead> <tr> <th>Date</th> <th>Location</th> <th>Attendees</th> <th>Role Organisation</th> </tr> </thead> <tbody> <tr> <td rowspan="6">6 Sept 2012</td> <td rowspan="6">St Luke's Church, W Norwood</td> <td>Robert Gardner</td> <td>Trading Standards Manager, HRE, Public Realm</td> </tr> <tr> <td>John Smith</td> <td>Licensing Manager, HRE Public Realm</td> </tr> <tr> <td>Mark Nicolson</td> <td>Risk & Insurance Team, LB Lambeth</td> </tr> <tr> <td>Andrew Lane</td> <td>Secretary, Southwark Diocesan Advisory Committee</td> </tr> <tr> <td>Mark Norris,</td> <td>Senior Adviser on policing, community safety and re-offending, Local Government Association</td> </tr> <tr> <td>John Smith</td> <td>Licensing Manager, LB Lambeth</td> </tr> <tr> <td colspan="3"></td><td></td> </tr> <tr> <td rowspan="8">2 Oct 2012</td> <td rowspan="8">Lambeth Town Hall</td> <td>Colin Fenn</td> <td>Friends of West Norwood Cemetery</td> </tr> <tr> <td>David Chapman</td> <td>Bishop's Church, Streatham</td> </tr> <tr> <td>Paul Playford</td> <td>Thurloe Park Safer Neighbourhood Panel Chair</td> </tr> <tr> <td>Leigh Ide</td> <td>Ecclesiastical Insurance Group</td> </tr> <tr> <td>Simon Davies</td> <td>Ecclesiastical Insurance Group</td> </tr> <tr> <td>DJ Ash Cooper</td> <td>General Manager for Cable and Payphone Crime, British Telecom</td> </tr> <tr> <td>Aclng Inspector James Coomber</td> <td>British Transport Police</td> </tr> <tr> <td></td><td></td><td></td><td></td></tr> </tbody> <!-- Additional rows --> <!-- <tr><th>Date</th><th>Location</th><th>Attendees</th><th>Role Organisation</th></tr> <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- <!-- The commission members attended the Local Government Association's conference 'Licensing scrap metal dealers: councils' role in fighting metal theft' on 15 June 2012 at which representatives from British Transport Police, the Energy Networks Association, The Institute of Materials, Minerals and Mining, British Telecom, The British Metals Recycling Association, the Environment Agency, Chartered Institute of Environmental Health and best practice exemplars all spoke. In addition the Chair met with Mark Harrison, National Policing and Crime Advisor, Heritage Crime Programme & Alliance to Reduce Crime against Heritage (ARCH), English Heritage and attended the ARCH Conference at City Hall in October 2012. Councillors Braithwaite and Ogden undertook a site-visit of Glynn's Metal Recycling, Loughborough Junction and met with the owner Paul Glynn and his staff. At its inception the commission issued a press release. A survey was distributed to all faith groups known by the authority (100+) but only two responses were received. A considerable amount of desk-based research was also undertaken by the Scrutiny Team and fed back to the commission. Thanks The commission would like to extend its thanks to all those named above for their contributions to this piece of work. <page_number>41</page_number> References Bloomberg (2013) ‘Copper Climbs on Stimulus Signal, China Equities Jump’ Bloomberg [online], //www.bloomberg.com/news/2013-01-14/copper-climbs-on-stimulus-signal-china-equities-jump.html* (last updated 14 January 2013; accessed January 2013) Bradley et al. (January 2011) Assessing the Importance and value of historic buildings to young people: final report to English Heritage, Centre for Urban & Regional Development Studies, Newcastle University British Metals Recycling Association (15 June 2012) ‘Metal Theft: the recycling industry perspective’ [presentation to LGA conference Licensing scrap metal dealers: councils’ role in fighting metal theft] British Transport Police (2012a) ‘Freedom of Information request 978-12’ British Transport Police [online] //www.btp.police.uk/pdf/FoI%20Response%20978-12%20Metal%20Theft%20Totals.pdf* (accessed January 2013) British Transport Police (2012b) ‘Operation Tornado’ British Transport Police [online] //www.btp.police.uk/advice_and_information/how_we_tackle_crime/operation_torna_do.aspx* (accessed January 2013) Crowther P. Deputy Chief Constable (15 June 2012) ‘Keynote address’ British Transport Police [presentation to LGA conference Licensing scrap metal dealers: councils’ role in fighting metal theft] Coomber J. Acting Inspector (October 2012) Lambeth Metal Crime Overview, Metropolitan Police Giles G, Lloyd S and Playford P (17 September 2012) ‘Theft of Metal’ Ecclesiastical Insurance Group [presentation in Taunton] Financial Times (2013) ft.com/marketsdata: commodities* Financial Times [online] //markets.ft.com/research/Markets/Commodities* (accessed January 2013) Glander and Coomber (2012) Crime prevention and reduction – London Borough Case Studies: Metal Theft Reduction LB Bexley Harrison, R. PC (8 November 2011) Emerging Metal Theft Issues – letter to the Chair of the Commission LB Lambeth Metal Theft Commission (July 2012) Note of meeting LB Lambeth Metal Theft Commission (October 2012) Note of meeting (handwritten) LB Lambeth Metal Theft Commission (September 2012) Note of meeting LB Lambeth Community Safety and Police (30 July 2012) Metal Theft Scrutiny Commission briefing note LB Lambeth Public Realm Division (30 July 2012) Metal Theft Scrutiny Commission briefing note <page_number>42</page_number> <page_number>43</page_number> LB Lambeth Risk and Insurance Team (30 July 2012) Metal Theft Insurance Claims briefing note LB Southwark (12 April 2012) 'Art will not be bowed by metal thieves' Southwark Council [online] //www.southwark.gov.uk/news/article/731/art_will_not_be_bowed_by_metal_thieves (accessed January 2013) Home Office (22 February 2012) Impact Assessment: Tackling Metal Theft - prohibit cash payments and higher fines House of Commons Library (10 July 2012) Scrap Metal Dealers Bill – research paper 12/39 House of Commons Transport Committee (Session 2010-12) 'Cable theft on the railway – written evidence from the British Transport Police (CTR 11)' Parliament [online] //www.publications.parliament.uk/pa/cm201012/cmselect/cmtran/writev/1609/ctr11.htm (accessed January 2013) House of Commons Transport Committee (24 January 2012) Cable theft on the railway, London, The Stationery Office Limited Local Government Association (October 2012) Metal Theft Toolkit: Let's prove our mettle, London, Local Government Association Metropolitan Police (31 January 2012) 'Metal Theft Operation' Metropolitan Police [online] //content.met.police.uk/News/Metal-Theft-Operation/1400006525080/1257246745756 (accessed January 2013) Metropolitan Police (18 January 2013) 'Safeguarding residents of Hillingdon and surrounding areas' Metropolitan Police [online] //content.met.police.uk/News/Safeguarding-residents-of-Hillingdon-and-surrounding-areas/14000/4458782/1257246745756 (accessed January 2013) Sidebottom, A. (2012) 'Metal Theft' UCL Jill Dando Institute [online] //www.ucl.ac.uk/jidbrief/crime/metal-theft (accessed January 2013) South London Press (24 May 2012) 'I bought stolen plaque so I could give it back' South London Press [online] //www.southlondonpress.co.uk/news.cfm?id=18772 (accessed January 2013) Appendix A – Letter to Public Bill Committee 7 September 2012 PUBLIC BILL COMMITTEE - SCRAP METAL DEALERS BILL AMENDMENTS Dear Here in Lambeth we have established a metal theft scrutiny commission to investigate what steps the council and others can take to reduce metal theft in and around the borough. This follows a spate of high-profile metal thefts here and in neighbouring authorities. Our work continues and we will be drawing our report and recommendations together in October. The commission has a keen interest in the passage of the Scrap Metal Dealers Bill and we understand that you are on the Bill committee. We welcome proposals for local authority licensing of scrap metal dealers and consider the Bill a welcome addition to the tools that we and our partners can use to tackle the problem of metal theft. However, from the work we have undertaken it is clear that the ability to impose local conditions on a licence would enable us and our neighbours to better target the particular issues that we face in Lambeth and across South London. This flexibility in the Licensing Act 2003 has already proved successful in enabling the authority to address the local circumstances we face, such as responding to street-drinking. We also believe that such conditions should be allowed irrespective of whether a licensee has been convicted of a relevant offence. As such we urge you to support the amendments by Mr David Winnick to Page 3, Clause 3 that would enable the authority to employ other such conditions that are consistent with preventing crime. Yours sincerely Cllr Jennifer Brathwaite Chair, and on behalf of, LB Lambeth Metal Theft Scrutiny Commission Email: @lambeth.gov.uk <page_number>44</page_number> Appendix B – List of Scrap Metal Dealers registered with LB Lambeth <table> <tr> <td>Name</td> <td>Individual or company</td> <td>Reason for registration</td> <td>Premises address (if applicable)</td> <td>Itinerant collector?</td> <td>Date registered</td> <td>Registration expires</td> </tr> <tr> <td>Paul Barnaby</td> <td>Individual</td> <td>Occupies premises as scrap metal store</td> <td>Arch 439 Gordon Grove, London, SE5 9DW</td> <td>No</td> <td>14/09/2010</td> <td>13/09/2013</td> </tr> <tr> <td>Jose Carlos Rodrigues</td> <td>Individual</td> <td>Does not occupy premises, lives in Lambeth</td> <td>None</td> <td>Yes</td> <td>08/03/2011</td> <td>07/03/2014</td> </tr> <tr> <td>Mr Tipper</td> <td>Company</td> <td>Occupies premises as scrap metal store</td> <td>1 Wellfit Street, London, SE24 OHJ</td> <td>Yes</td> <td>05/08/2011</td> <td>04/08/2014</td> </tr> <tr> <td>Daniel Menino</td> <td>Individual</td> <td>Does not occupy premises, lives in Lambeth</td> <td>None</td> <td>No</td> <td>07/09/2011</td> <td>06/09/2014</td> </tr> <tr> <td>Glynn's Metal Recycling</td> <td>Company</td> <td>Occupies premises as scrap metal store</td> <td>3-11 Wellfit Street London SE24 0JA</td> <td>Yes</td> <td>20/10/2011</td> <td>19/10/2014</td> </tr> <tr> <td>Carmelo Alberto Abreu Ribeiro</td> <td>Individual</td> <td>Occupies premises as scrap metal store</td> <td>Garage No 17, Stradle Road, London, SW4 6TE</td> <td>Yes</td> <td>21/10/2011</td> <td>20/10/2014</td> </tr> <tr> <td>Jose Manuel Mendes Soares</td> <td>Individual</td> <td>Occupies premises as scrap metal store</td> <td>Garage No 17, Stradle Road, London, SW4 6TE</td> <td>Yes</td> <td>21/10/2011</td> <td>20/10/2014</td> </tr> <tr> <td>Adeel Testouri</td> <td>Individual</td> <td>Does not occupy premises, lives in Lambeth</td> <td>None</td> <td>Yes</td> <td>01/02/2012</td> <td>31/01/2015</td> </tr> <tr> <td>John Virgo</td> <td>Individual</td> <td>Does not occupy premises, lives in Lambeth</td> <td>None</td> <td>Yes</td> <br/>                                                                 Yes<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;<br/> &ensp;</table> <table><tbody><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></th></th></tr><tr><th>Name<th></h Appendix C – Lambeth Metal Theft Scrutiny Commission Partnership Action Plan – February 2013 SUMMARY/OVERVIEW This action plan is the result of in-depth scrutiny of the issue in the borough by the Lambeth Metal Theft Scrutiny Commission. In addition, Lambeth became the first Action to Reduce Heritage Crime (ARCH) borough in London in February 2012. By signing up to ARCH Lambeth has demonstrated its commitment to prioritising metal theft and has adopted a number of responsibilities in agreement with English Heritage which are set out within the Scrutiny Commission’s report. The Metal Theft Scrutiny Commission has prioritised its recommendations as either priority 1 (high), 2 (medium) or 3 (low) and provided a time-limit (T) by which the commission expects each to be completed should they be adopted. For example P1/T3 will represent a high priority recommendation with an expected time-limit of 3 months. Progress against actions by accountable officers will be monitored and reviewed by the Commission. <table> <thead> <tr> <th>Ref.</th> <th>OBJECTIVES</th> <th>ACTIONS</th> <th>Lead agency<br>Lead officer</th> <th>PRIORITY RANKING: 1 = high<br>2 = medium 3 = low<br>TIME LIMIT (in months)</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>1.</td> <td>Develop intelligence: Increase intelligence of the scale and impact of metal theft in Lambeth to drive targeted, co-ordinated activity that secures the greatest impact for the least investment of resources</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>1.1</td> <td>Exercise responsibilities as London’s first ARCH borough</td> <td><ul><li>Recognise heritage crime, including metal theft, as a priority for the borough through adoption of heritage crime as a priority for the council and the Safer Lambeth Partnership through inclusion in the annual Strategic Assessment and resulting Partnership Plan</li><br><li>Appoint a Councillor to act as Heritage Champion for the borough</li><br><li>Identify a single point of contact (SPOC) for the council for metal theft of sufficient seniority to direct officers and take a strategic approach</li><br><li>Confirm SPOC for metal theft in Lambeth Police (to be of senior rank)</li><br><li>Heads of Service from each responsible area to provide written report against compliance with ARCH criteria to next Scrutiny meeting</li><br><li>Report back on progress against the plan’s key milestones</li></ul></td> <td>Agency: Safer Lambeth Partnership<br>Officer(s): Lambeth Council<br>LBL: Chief Executive<br>Lambeth Police Borough Commander<br>Ctfr Lib Peck, Leader of Lambeth Council<br>LBL<br>Ctfr Jack Hopkins/ Adrian Smith<br>MPS<br>Borough Commander<br>LBL/MPS<br>Heads of service for designated areas<br>LBL/MPS<br>Lead officers as set out in action plan</td> <td>P1/ T3<br>P1/ T3<br>P1/ T3<br>P1/ T3 = next Scrutiny meeting<br>P1/ T = Scrutiny meetings going forwards</td> <td></td> </tr> </tbody> </table> <page_number>46</page_number> <table> <thead> <tr> <th>Ref</th> <th>OBJECTIVES</th> <th>ACTIONS</th> <th>Lead agency</th> <th>PRIORITY RANKING/ 1 = high<br>2 = medium 3 = low<br>TIME LIMIT (in months)</th> <th>Notes</th> </tr> <tr> <td></td> <td></td> <td></td> <td>Lead officer</td> <td></td> <td></td> </tr> </thead> <tbody> <tr> <td>1.2</td> <td>Scope scale and risk</td> <td><ul><li>Carry out audit of existing assets, estimated value and risk, to baseline and scope scale and cost of metal theft in Lambeth</li><li>Establish priority list from assets audit, devise approach to target hardening and implement according to priority ranking and resources available</li><li>Establish risk re council buildings</li></ul></td> <td>LBL<br>Mark Nicolson, Insurance and Risk (MN)</td> <td>P1/ T6</td> <td>Initial evaluation of loss carried out.</td> </tr> <tr> <td>1.3</td> <td>Build problem profile and co-ordinate intelligence</td> <td><ul><li>Devise and introduce alert log to monitor overview of metal theft</li><li>Circulate key contacts with monthly info request/update</li></ul></td> <td>LBL<br>Community Safety Analyst</td> <td>P3/ T9</td> <td>Alert log to be submitted to Partnership Tasking and Co-ordination (PTAC) Group.<br>Key contacts to be identified within council departments. MPS and partner organisations (e.g. BT)<br>Resources to be identified.</td> </tr> <tr> <td></td> <td></td> <td><ul><li>Include a separate classification within CRIS to record metal theft</li><li>Promote use of metal theft tags on CRIS</li><li>Cross-refer reports of burglary (domestic/ non-domestic)</li><li>Compile initial intelligence profile based on existing database information</li><li>Bid to Treasury for funding for analysis and support</li></ul></td> <td>MPS/ Nominated officer</td> <td>P1/ T3</td> <td>Two metal theft flags now available on MPS crime logging system ('infrastructure'/ 'non-infrastructure').<br>Scope for further awareness-raising re recording of metal theft.<br>Initial metal theft profile completed in 2011.</td> </tr> <tr> <td>1.4</td> <td>Improve partnership working with the full range of relevant partners</td> <td><ul><li>Build links between the council and the British Transport Police fusion units' to ensure information, particularly red-flags on specific scrap metal dealers, is shared</li><li>Build links with the Environment Agency, British Telecom and neighbouring authorities to ensure an accurate picture of the number of dealers in and around the borough and to explore undertaking joint action</li></ul></td> <td>LBL<br>John Smith, Licensing<br>LBL<br>John Smith, Licensing</td> <td>P1/ T6<br>P1/ T6</td> <td></td> </tr> <tr> <td>1.5</td> <td>Support legitimate Scrap Metal Dealers</td> <td><ul><li>Supply checklist reminder and key contacts to report intelligence re suspicious activity or people</li></ul></td> <td>LBL<br>John Smith, Licensing</td> <td>P1/ T3</td> <td>See 3.1.</td> </tr> <tr> <td>1.6</td> <td>Implement legislation as set out in the Scrap Metal Dealers' Act</td> <td><ul><li>Scope out process and determine fee levels based on cost recovery and within legislative limits</li></ul></td> <td>LBL<br>John Smith, Licensing</td> <td>P2/ T6</td> <td>Report on process, fee levels and anticipated income to next Scrutiny meeting.</td> </tr> <tr> <td>1.7</td> <td>Ensure value for money in disposal of council assets, refurbishment of Housing schemes and properties, and in regeneration programmes</td> <td><ul><li>Report back to Environment and Community Safety Sub-Committee on how the council disposes of its own scrap metal to ensure that the value is returned to the council</li></ul></td> <td>LBL<br>Sue Foster, Housing Regeneration and Environment</td> <td>P3/ T6</td> <td></td> </tr> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"><strong>2. Prevention: Deter, delay and disrupt offending through co-ordinated activity</strong></th> </tr> <tr style="background-color: #f0f0f0;"> <th rowspan="2">2.1 Protect most vulnerable assets</th> <th rowspan="2"></th> <th rowspan="2"><ul><li>Devise approach to target hardening and implement according to priority ranking and resources available<br><br>Carry out predictive patrolling in vulnerable locations with support from Trading Standards</li></ul></th> <th>LBL/MPS<br>NIT/MPS nominated officer<br>MPS/LBL Trading Standards</th> <th>P2/ T12<br>P2/ T12</th> <th>Following evaluation and prioritisation of assets (see 1.1 above).</th> <tr style="background-color: #ffffff;"> <th>LBL/MPS<br>NIT/MPS nominated officer<br>MPS/LBL Trading Standards</th> <th>P2/ T12<br>P2/ T12</th> <th></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"><strong>47</strong></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style="text-align: center;"></th> <tr style="background-color: #f0f0f0;"> <th colspan="6" style=""></table <table> <thead> <tr> <th>Ref</th> <th>OBJECTIVES</th> <th>ACTIONS</th> <th>Lead agency<br>Lead officer</th> <th>PRIORITY RANKING/<br>1 = high<br>2 = medium 3 = low<br>TIME LIMIT (in months)</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td rowspan="6">2.2 Reduce opportunities for metal theft</td> <td rowspan="6"></td> <td>Implement all outstanding recommendations relating to council-owned or leased buildings from the council's insurers with immediate effect</td> <td>LBL<br>Uzochukwu Nwanze, Valuation and Asset Management Services<br>Marc Nicolson</td> <td>P1/ T3</td> <td></td> </tr> <tr> <td>Compile briefing on metal theft and key contacts for dissemination to CCTV Manager/ monitoring staff</td> <td>Nominated officer/ NT</td> <td>Briefing: P2/ T3<br>Assets: P2/ T3</td> <td>List of known war memorials can be extracted from In Memoriam 2014.</td> </tr> <tr> <td>Provide list of heritage and memorial assets to CCTV Manager</td> <td></td> <td></td> <td></td> </tr> <tr> <td>Replace all metal equipment in council owned public toilets with plastic where possible</td> <td>LBL/MPS<br>MPS nominated officer/ NT/LBL Facilities Mgt/Parks</td> <td>P3/ T12 (see right)</td> <td>Dependant on compilation of initial inventory of assets<br>To be costed<br>Dependant on costings</td> </tr> <tr> <td>Build metal theft vulnerability considerations into requirements for new developments in the borough through Secured By Design (SBD) approach</td> <td>MPS/LBL<br>MPS: PC Rob Harrison/ PC Anne Burroughs<br>LBL: Planning nominated officer</td> <td>P1/ T3</td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td rowspan="7">2.3 Protect Community assets: Heritage buildings/ Churches/ Public art/ War memorials</td> <td rowspan="7"></td> <td>Compile war memorials database</td> <td>LBL/MPS<br>LBL NT<br>MPS contact tbc by MPS Lambeth Borough Commander</td> <td>P2/ T6</td> <td>All known war memorials in the borough are logged on the In Memoriam 2014 database.<br>Lambeth is the first ARCH borough in London.</td> </tr> <tr> <td>Rank according to 'Protect most vulnerable assets' above</td> <td></td> <td></td> <td></td> </tr> <tr> <td>Protect most vulnerable war memorials with Smartwater</td> <td></td> <td></td> <td></td> </tr> <tr> <td>Apply for membership to the 'Alliance to reduce Crime Against Heritage' through English Heritage</td> <td>MPS/LBL<br>Nominated officer/ NT</td> <td>P3/ T12</td> <td>Will need to establish what assistance we can offer and our approach before making contact</td> </tr> <tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></th></tr><tr><th colspan='5'></thal </table> <table style="width: 100%;"> <!-- Table for Ref, OBJECTIVES, ACTIONS, Lead agency, Lead officer, PRIORITY RANKING/TIME LIMIT (in months), Notes --> <!-- Example row: \| Ref \| OBJECTIVES \| ACTIONS \| Lead agency \| Lead officer \| PRIORITY RANKING/TIME LIMIT (in months) \| Notes \| --> <!-- Add rows for each objective --> <!-- Example row: \| Ref \| OBJECTIVES \| ACTIONS \| Lead agency \| Lead officer \| PRIORITY RANKING/TIME LIMIT (in months) \| Notes \| --> <!-- Add rows for each action under each objective --> <!-- Example row: \| Ref \| OBJECTIVES \| ACTIONS \| Lead agency \| Lead officer \| PRIORITY RANKING/TIME LIMIT (in months) \| Notes \| --> <!-- Add rows for each action under each objective --> <!-- Example row: \| Ref \| OBJECTIVES \| ACTIONS \| Lead agency \| Lead officer \| PRIORITY RANKING/TIME LIMIT (in months) \| Notes \| --> <!-- Add rows for each action under each objective --> <!-- Example row: \| Ref \| OBJECTIVES \| ACTIONS \| Lead agency \| Lead officer \| PRIORITY RANKING/TIME LIMIT (in months) \| Notes \| --> <!-- Add rows for each action under each objective --> <!-- Example row: \| Ref \| OBJECTIVES \| ACTIONS \| Lead agency \| Lead officer \| PRIORITY RANKING/TIME LIMIT (in months) \| Notes \| --> <!-- Add rows for each action under each objective --> <!-- Example row: \| Ref \| OBJECTIVES \| ACTIONS \| Lead agency \| Lead officer \| PRIORITY RANKING/TIME LIMIT (in months) \| Notes \| --> <!-- Add rows for each action under each objective --> <!-- Example row: \| Ref \| OBJECTIVES \| ACTIONS \| Lead agency \| Lead officer \| PRIORITY RANKING/TIME LIMIT (in months) \| Notes \| --> <!-- Add rows for each action under each objective --> <!-- Example row: \| Ref \| OBJECTIVES \| ACTIONS \| Lead agency \| Lead officer \| PRIORITY RANKING/TIME LIMIT (in months) \| Notes \| --> <!-- Add rows for each action under each objective --> <!-- Example row: \| Ref \| OBJECTIVES \| ACTIONS \| Lead agency \| Lead officer \| PRIORITY RANKING/TIME LIMIT (in months) \| Notes \| --> <!-- Add rows for each action under each objective --> <!-- Example row: \| Ref \| OBJECTIVES \| ACTIONS \| Lead agency \| Lead officer \| PRIORITY RANKING/TIME LIMIT (in months) \| Notes \| --> <!-- Add rows for each action under each objective --> <!-- Example row: \| Ref \| OBJECTIVES \| ACTIONS \| Lead agency \| Lead officer \| PRIORITY RANKING/TIME LIMIT (in months) \| Notes \| --> <!-- Add rows for each action under each objective --> <!-- Example row: \| Ref \| OBJECTIVES \| ACTIONS \| Lead agency \| Lead officer \| PRIORITY RANKING/TIME LIMIT (in months) \| Notes \| --> <!-- Add rows for each action under each objective --> <!-- Example row: \| Ref \| OBJECTIVES \| ACTIONS \| Lead agency \| Lead officer \| PRIORITY RANKING/TIME LIMIT (in months) \| Notes \| --> <!-- Add rows for each action under each objective --> <!-- Example row: \| Ref \| OBJECTIVES                                                              \|  OBJECTIVE  \|  ACTIONS  \|  Lead agency  \|  Lead officer  \|  PRIORITY RANKING/TIME LIMIT (in months)  \|  Notes  \| <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <br> <table> <thead> <tr> <th>Ref</th> <th>OBJECTIVES</th> <th>ACTIONS</th> <th>Lead agency<br>Lead officer</th> <th>PRIORITY RANKING/<br>1 = high<br>2 = medium 3 = low<br>TIME LIMIT (in months)</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td rowspan="2">2.6</td> <td rowspan="2">Protect partner assets</td> <td>BT- UK Power networks; Thames Water</td> <td>LBL MPS<br>Doug Perry/ MPS SPOC</td> <td>P2/ T6</td> <td></td> </tr> <tr> <td colspan="2">• Share intelligence on scheduled utility works through inclusion of MPS SPOC and Council CCTV Manager in distribution of weekly circulation list for each agency<br>• Agree and establish approach re unscheduled emergency utility works</td> <td></td> <td></td> </tr> <tr> <td rowspan="2">2.7</td> <td rowspan="2">Reduce impact on emergency services</td> <td>Schools and colleges</td> <td>LBL MPS<br>N7/ MPS SPOC</td> <td>P2/ T9</td> <td>Smartwater kits to be purchased by schools and colleges themselves</td> </tr> <tr> <td colspan="2">• Circulate schools (LA and independents) and colleges in the borough on benefits of Smartwater and offering training</td> <td></td> <td></td> </tr> <tr> <td rowspan="2">2.8</td> <td rowspan="2">Reduce the likelihood of terrorist attack and its impact</td> <td>• Compile inventory of dry riser inlets in housing blocks – local authority and state contractors</td> <td>LBL to compile in partnership with housing providers</td> <td>Phase 1 P1/ T6 – inventory<br>Phase 1 P1/ T12 – secure<br>Phase 2 P2/ T12 – inventory<br>Phase 2 P2/ T18 – secure</td> <td>This action especially important re fire safety</td> </tr> <tr> <td>• Undertake a joint audit of the presence of dry-riser valves at the borough’s communal housing blocks and consider introducing warning signs and security at dry-riser locations</td> <td>LBL Stephen Tipwell/ MPS Counter terrorism/ LBL Paul Randall/ CCTV Manager</td> <td>P1/ T6</td> <td>Communications back-up plan in place for MPS buildings</td> </tr> <tr> <td colspan="6" style="border-top: 1px solid black;">3. Enforcement</td> </tr> <tr> <td rowspan="2">3.1</td> <td rowspan="2">Establish ongoing regime of engagement and monitoring of registered scrap metal dealers (SMDs).</td> <td>Compile and maintain master list of registered SMDs<br>Carry out joint visits 4 x per year<br>Ensure that registered dealers are adhering to legislation re cashless payments.</td> <td>LBL Licensing/ Trading Standards</td> <td>P1/ T6<br>Ongoing re visits</td> <td>When designing an ongoing regime of engagement and monitoring of SMDs the regime is required to utilise the full range of powers currently available to the council and ensure compliance with the terms of existing registrations.</td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td rowspan="2">3.2</td> <td rowspan="2">Lead on the development and implementation of a voluntary code of conduct for SMDs</td> <td>• Lead on the development and implementation of a voluntary code of conduct for SMDs in the borough based on best practice identified in the Lambeth Metal Theft Scrutiny Commission report.</td> <td>LBL Cabinet Member Clr Jack Hopkins/ LBL Licensing</td> <td>P1/ T3</td> <td>Liaise with Lambeth MPS and Operation Ferrous</td> </tr> <tr> <td>Follow up development of the draft code lead on negotiations with neighbouring boroughs to secure commitment to implementing the code across the sub-region, laying the foundations for future partnership work against metal theft and demonstrating that metal theft can be driven out of the area.</td> <td>LBL Cabinet Member Clr Jack Hopkins/ Chief of Lambeth Metal Theft Scrutiny Commission/ LBL Licensing</td> <td>P2/T6</td> <td></td> </tr> <tr> <td rowspan="2">3.3</td> <td rowspan="2">Establish ongoing regime of engagement and monitoring of registered Motor Salvage Operators also known as 'car breakers'</td> <td>• Compile and maintain master list of registered MSOs<br>Carry out joint visits 4 x per year (MPS/ Trading Standards/Licensing to check compliance in most cases with MPS support.</th></table><table><tbody><tr><th>Ref OBJECTIVES ACTIONS Lead agency Lead officer PRIORITY RANKING TIME LIMIT (in months)</th><th>Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Notes Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note Note N <tr><th>Ref OBJECTIVES ACTIONS Lead agency Lead officer PRIORITY RANKING TIME LIMIT (in months)</th><th>Note(s)</th></tr><tr><th>3.1 Establish ongoing regime of engagement and monitoring of registered scrap metal dealers (SMDs).</th><th>Compile and maintain master list of registered SMDs Carry out joint visits 4 x per year Ensure that registered dealers are adhering to legislation re cashless payments.</th><th>LBL Licensing/ Trading Standards Ongoing re visits When designing an ongoing regime of engagement and monitoring of SMDs the regime is required to utilise the full range of powers currently available to the council and ensure compliance with the terms of existing registrations.</th></tr><tr><th>3.2 Lead on the development and implementation of a voluntary code of conduct for SMDs.</th><th>Lead on the development and implementation of a voluntary code of conduct for SMDs in the borough based on best practice identified in the Lambeth Metal Theft Scrutiny Commission report. Follow up development of the draft code lead on negotiations with neighbouring boroughs to secure commitment to implementing the code across the sub-region, laying the foundations for future partnership work against metal theft and demonstrating that metal theft can be driven out of the area.</th><th>LBL Cabinet Member Clr Jack Hopkins/ LBL Licensing Chief of Lambeth Metal Theft Scrutiny Commission/ LBL Licensing Liaisie with Lambeth MPS and Operation Ferrous.</th></tr><tr><th>3.3 Establish ongoing regime of engagement and monitoring of registered Motor Salvage Operators also known as 'car breakers'</th><th>Compile and maintain master list of registered MSOs Carry out joint visits 4 x per year (MPS/ Trading Standards/Licensing to check compliance in most cases with MPS support.</th><th>LBL Licensing/ Trading Standards Ongoing re visits One listed SMD in borough. Theft of motor vehicles has risen in other boroughs. Rate appears to have remained stable in Lambeth. Theft of motor vehicle.</th></tr></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table></table/></html> <table> <thead> <tr> <th>Ref</th> <th>OBJECTIVES</th> <th>ACTIONS</th> <th>Lead agency<br>Lead officer</th> <th>PRIORITY RANKING/<br>1 = high<br>2 = medium 3 = low<br>TIME LIMIT (in months)</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td rowspan="4">3.4 Target metal thieves, illegal scrap metal dealers and Motor Salvage Operators.</td> <td></td> <td>• Develop compulsory guidance material for MSOs to adhere to continue lawfully trading<br><br>• Contact firearm dealers and Scrap Metal Dealers (where possible) to ensure full compliance with current legislation and regulatory requirements<br><br>• Create application forms for new and existing businesses following guidance from Central Government. Design form will follow legislative requirements</td> <td rowspan="4">P1/ T6<br>P1/ T6<br>P1/ T6</td> <td>sensors appears to be increasing.</td> <td></td> </tr> <tr> <td></td> <td>• Compile and maintain master intel list on unregistered SMD premises and operators for legal sanction</td> <td>MPS/ LBL<br>Intel list to be led by Licensing/ Trading Standards with MPS</td> <td>P1/ T6</td> </tr> <tr> <td></td> <td>• Undertake joint operations such as Operation Cubo and Metal Theft Days of Action<br><br>• Consider equipping all officers on street duties with portable infrared lights to enable them to immediately identify property marking such as Smartwater</td> <td>ANPR ops – joint with Licensing (e.g. Op Cubo)<br>MPS<br>Borough Commander</td> <td>P1/ T6<br>Operations: Ongoing<br>P2/ T6</td> </tr> <tr> <td></td> <td></td> <td>LBL/ MPS<br>NIT nominated MPS SPOC</td> <td>P2/ T6</td> </tr> <tr> <td rowspan="2">3.5 Share intelligence and good practice</td> <td></td> <td>• Share intel in current picture with Croydon and neighbouring boroughs<br><br>• Establish initial MPS/ Council borough network with Croydon, Bexley, Southwark to share intel and good practice</td> <td rowspan="2">MPS/ LBL<br>P2/ T6</td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> </tr> <tr> <td rowspan="2">3.6 Target metal theft repeat offenders</td> <td></td> <td>• Flag details of known previous offenders via ANPR operations</td> <td rowspan="2">LBL/ MPS<br>LBL NT<br>MPS contact lbc by Borough Commander<br>LBL Community Safety/ Lambeth Police 'crb sheet'<br>Communications - wider awareness<br>LBL/ MPS Licensing/ MPS SPOC</td> <td>P2/ T6 (PTAC: Ongoing – every two weeks)<br>(PTAC: Ongoing – every two weeks)<br>P2/ T6<br>P1/ T9</td> <td>Approach to include definition, what to do and who to contact</td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td colspan="5"><strong>4. Awareness and reassurance: Increase awareness of metal theft, incidents and risk; the community role in reducing metal theft, methods of reporting; and Partnership activity</strong></td> </tr> <tr> <td rowspan="7">4.1 Increase awareness of metal theft, incidents and risk</td> <td></td> <td>• Regular item at P-TAC<br><br>• Raise awareness of metal theft in Lambeth to residents to encourage detection and reporting of theft. Include SNTs, Neighbourhood Watch, TRAs and Lambeth Living, Friends of Parks, Church wardens or Vicars.<br><br>• Make clear to residents what number they should call if they witness suspicious activity<br><br>• Identify opportunities for joint training between the police, council officers and partners so that each are aware of each other's issues and powers</td> <td rowspan="7">LBL MPS<br>LBL NT<br>MPS contact lbc by Borough Commander<br>LBL Community Safety/ Lambeth Police 'crb sheet'<br>Communications - wider awareness<br>LBL/ MPS Licensing/ MPS SPOC</td> <td>P2/ T6<br>(PTAC: Ongoing – every two weeks)<br>P2/ T6<br>P1/ T9</td> <td></td> </tr> <tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><td colspan="5"></td></tr><tr><th>Ref</th><th>OBJECTIVES</th><th>ACTIONS</th><th>Lead agency<br>Lead officer</th><th>PRIORITY RANKING/<br>1 = high<br>2 = medium 3 = low<br>TIME LIMIT (in months)</th><th>Notes</th> <tr class='annotation'> <th style='text-align:left;'>3.4 Target metal thieves, illegal scrap metal dealers and Motor Salvage Operators.</th> <th style='text-align:left;'>Target metal thieves, illegal scrap metal dealers and Motor Salvage Operators.</th> <th style='text-align:left;'>Develop compulsory guidance material for MSOs to adhere to continue lawfully trading<br>Contact firearm dealers and Scrap Metal Dealers (where possible) to ensure full compliance with current legislation and regulatory requirements<br>Create application forms for new and existing businesses following guidance from Central Government. Design form will follow legislative requirements<br>                                                              Compile and maintain master intel list on unregistered SMD premises and operators for legal sanction<br>      Undertake joint operations such as Operation Cubo and Metal Theft Days of Action<br>     Consider equipping all officers on street duties with portable infrared lights to enable them to immediately identify property marking such as Smartwater<br>  > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > ></th> <th style='text-align:left;'>MPS/LBL Intel list to be led by Licensing/ Trading Standards with MPS ANPR ops – joint with Licensing (e.g. Op Cubo) MPS Borough Commander LBL/MPS NT nominated MPS SPOC MPS/LBL Intel list to be led by Licensing/ Trading Standards with MPS ANPR ops – joint with Licensing (e.g. Op Cubo) MPS Borough Commander LBL/MPS NT nominated MPS SPOC LBL/MPS Licensing/MPS SPOC P1/T6 P1/T6 P1/T6 P2/T6 P2/T6 P2/T6 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1/T9 P1<T<sup>T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T6T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup>T<sup<T<sup<T<sup<T<sup<T<sup<T<sup<T<sup<T<sup<T<sup<T<sup<T<sup<T<sup<T<sup<T<sup<T<sup<T<^ <table> <thead> <tr> <th>Ref</th> <th>OBJECTIVES</th> <th>ACTIONS</th> <th>Lead agency<br>Lead officer</th> <th>PRIORITY RANKING/<br>1 = high<br>2 = medium 3 = low<br>TIME LIMIT (in months)</th> <th>Notes</th> </tr> </thead> <tbody> <tr> <td>4.2</td> <td>Build awareness among frontline officers</td> <td><ul><li>Develop and distribute factsheet and key contacts for MPS SNTs and all council staff to focus on frontline staff</li></ul></td> <td>LBL/MPS<br>LBL, NT<br>MPS contact tbc by Borough Commander</td> <td>P2/ T6</td> <td></td> </tr> <tr> <td>4.3</td> <td>Develop public awareness through a communications forward plan which reflects the themes set out within 4 above</td> <td><ul><li>Provide press releases to publicise related activity and promote successes in combating metal theft.</li><li>Link with British Telecom’s public relations team to identify opportunities for a shared communications campaign</li></ul></td> <td>LBL/MPS<br>LBL and MPS officers responsible for actions as set out in this plan* Claire Melia<br>LBL Communications/ Community Safety</td> <td>P2/ T3<br>P1/ T6</td> <td>Planned activity to coincide with national days of action (at least 4 releases per year).</td> </tr> </tbody> </table> <page_number>51</page_number> Appendix D – LB Bexley Metal Theft awareness publicity materials <img>BEXLEY POLICE NOTICE</img> THEFT OF GATE VALVES FROM HIGH RISE BLOCKS Gate valves are being stolen from high-rise blocks in the north of the borough. The Fire Brigade use these valves to put out fires and to supply water to all levels of a building. <img>Gate Valve</img> STEALING GATE VALVES PUTS LIVES AT RISK! BEXLEY POLICE ARE WORKING WITH OTHER AGENCIES TO IDENTIFY THOSE INVOLVED AND PREVENT FURTHER THEFTS If you know of anyone involved in the theft of gate valves please contact Bexley Police on 0200 121 1721 or to remain anonymous call Crime Stoppers on 0800 555 111. Call CrimeStoppers 0800 555 111 <img>NO HONOUR Amongst Metal Thieves</img> Thieves stole the identity of our heroes, now it's time to reveal their identity <watermark>Bexley</watermark> <page_number>52</page_number>	ENGLISH
3678-pdf	Parc Coedwig Coed y Brenin Forest Park # Tyddyn Gwladys <img>Map showing walking trails in Tyddyn Gwladys Forest Park.</img> Llwybr Cerdded Tyddyn Gwladys Walking Trails <table> <tr> <td><strong>Llwybr y Mwynfforddau Aur</strong><br>Goldmines Trail</td> <td><strong>Dolen Ffer</strong><br>Short Loop</td> </tr> <tr> <td>Cymdeithas<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl<br>Yr Eifl</td> <td>Cymdeithas<br>Aman 15 km/9.37m<br>Aman 15 km/9.37m<br>Aman 15 km/9.37m</td> </tr> <tr> <td>Cymdeithas<br>Aman 15 km/9.37m</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> <tr> <td>Cymdeithas<br>Pwllau 15 mili/5.7km</td> <td>Dolmen Hir</td> </tr> Welcome to Tyddyn Gwladys Welcome to Tyddyn Gwladys, a forest park in the heart of Wales, today's most beautiful place in the world. Rydych yma You are here <watermark>Rydych yma You are here.</watermark> Croesio i Dyddyn Gwladys Cresgion i Dyddyn Gwladys, parc naturiol y fwyaf yn y byd, Cymru, y ddwy wythnos fwyaf yn y byd. Llywybra Cerdded Tyddyn Gwladys Walking Trails <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn Gwladys Forest Park.</img> Pont Caen y Coed P <img>A map showing walking trails in Tyddyn G wl ad ysForestPark. P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P <watermark>Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. Rydych Yma You are here. 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Rydych Yma You are here. <watermark>Ry dy chon hengesu ar cael eu ddefnyddio cyfleus, brydlen gyda'r ganu a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am gyfleus a phwyntiau am 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2378-pdf	<img>Home Office logo</img> # Home Office This release has been prepared by staff in Home Office Statistics under the National Statistics Code of Practice and can be downloaded from both the UK Statistics Authority website and the Home Office pages of the GOV.UK website: http://www.statistics.gov.uk https://www.gov.uk/government/publications/drug-misuse-findings-from-the-2013-to-2014-csw © Crown Copyright 2014 You may re-use this information (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence. To view this licence, visit http://www.nationalarchives.gov.uk/doc/open-government-licence/ or write to the Information Policy Team, The National Archives, Kew, London, TW9 4DU or e-mail: psi@nationalarchives.gsi.gov.uk Drug Misuse: Findings from the 2013/14 Crime Survey for England and Wales is also published in HTML format; this document is provided to enable users to print out all HTML pages from one source document. Tables are solely available online via https://www.gov.uk/government/publications/tables-for-drug-misuse-findings-from-the-2013-to-2014-csw # Drug Misuse: Findings from the 2013/14 Crime Survey for England and Wales July 2014 <img>National Statistics logo</img> <watermark>GOV.UK</watermark> # Contents \| Section \| Page \| \|---\|---\| \| Introduction \| 3 \| \| Conventions used in figures and tables \| 5 \| \| Section 1 \| Extent and trends in illicit drug use among adults \| 6 \| \| Section 2 \| Frequency of illicit drug use in the last year \| 16 \| \| Section 3 \| Illicit drug use by personal, household and area characteristics and lifestyle factors \| 20 \| \| Section 4 \| Estimates of illicit drug use by ethnicity and sexual orientation \| 26 \| \| Annex \| Accessibility of drugs \| 35 \| \| Technical annex \| 37 \| \<page_number>2\</page_number> # Introduction This release examines the extent and trends in illicit drug use among a nationally representative sample of 16 to 59 year olds resident in households in England and Wales, and is based on results from the 2013/14 Crime Survey for England and Wales (CSEW). The release covers the following topics: - Extent and trends in illicit drug use among adults, including separate analysis of young adults (16 to 24 year olds); - Frequency of illicit drug use in the last year; - Illicit drug use by personal, household and area characteristics and lifestyle factors; - Estimates of illicit drug use by ethnicity and sexual orientation. Accessibility of drugs is covered in the Annex. As population estimates based on the 2011 Census are now available, the Office for National Statistics embarked on a programme of work to re-weight CSEW data using the new estimates. Therefore, drug use estimates from 2001/02 to 2012/13 presented in this publication have been re-weighted using new Census 2011 based population weights. Re-weighting the data in this way has had minimal impact on the drug use estimates. For more detail on the re-weighting programme and the impact on drug use estimates, please see the Technical Annex. While responsibility for the CSEW transferred to the Office for National Statistics on 1 April 2012, the Home Office has retained responsibility for analysis and publication of this Drug Misuse publication. Copies of other Home Office publications are available on the Home Office pages of the Gov.uk website: https://www.gov.uk/government/organisations/home-office/series/drug-misuse-declared The dates of forthcoming publications are pre-announced and can be found via the UK National Statistics Publication Hub: http://www.statistics.gov.uk/hub/index.html For further information about the CSEW, please email crimestatistics@ons.gsi.gov.uk Home Office Responsible Statistician David Blunt, Chief Statistician and Head of Profession for Statistics Contact via crimestats@homeoffice.gsi.gov.uk \<page_number>3\</page_number> The United Kingdom Statistics Authority has designated these statistics as National Statistics, in accordance with the Statistics and Registration Service Act 2007 and signifying compliance with the Code of Practice for Official Statistics. Designation can be broadly interpreted to mean that the statistics: meet identified user needs; are well explained and readily accessible; are produced according to sound methods; and are managed impartially and objectively in the public interest. Once statistics have been designated as National Statistics it is a statutory requirement that the Code of Practice shall continue to be observed. This statistical bulletin is produced to the highest professional standards and is free from political interference. It has been produced by statisticians working in the Home Office Statistics Unit in accordance with the Home Office's Statement of Compliance with the Code of Practice for Official Statistics, which covers Home Office policy on revisions and other matters. The Home Office Statistics Unit works under the direct line management of the Home Office Chief Statistician, who reports to the National Statistician with respect to all professional statistical matters. From April 2012 publication of Crime Statistics bulletins transferred to the Office for National Statistics. \<page_number>4\</page_number> Conventions used in figures and tables Table abbreviations - `'0'` indicates no response in that particular category, or less than 0.5 per cent (this does not apply when percentages are presented to one decimal point). - `'n/a'` indicates that the question was not applicable or not asked in that particular year. - '.' indicates that data are not reported because the unweighted base is fewer than 50. - '\\\' indicates that the change is statistically significant at the five per cent level. Where a change over time is not statistically significant this is noted in the text. Unweighted base* All percentages and rates presented in the tables are based on data weighted to compensate for differential non response. Tables show the unweighted base, which represents the number of people interviewed in the specified group. Percentages Row or column percentages may not add to 100 per cent due to rounding. Most tables present cell percentages where the figures refer to the percentage of adults for which the attribute being discussed applies; the complementary percentage, to add to 100%, is not shown. A percentage may be quoted in the text for a single category that is identifiable in the tables only by summing two or more component percentages. In order to avoid rounding errors, the percentage has been recalculated for the single category and therefore may differ by one percentage point from the sum of the percentages derived from the tables. \‘No answers’ (missing values) All analysis excludes don't know/refusals, unless otherwise specified(^1). ______________________________________________________________________ (^1) For example, if 10 people are asked a question and 3 refuse to answer, the figures given relate to the 7 who did answer the question. \<page_number>5\</page_number> 1. Extent and trends in illicit drug use among adults* INTRODUCTION This section covers the extent and trends in illicit drug use among adults aged 16 to 59 measured by the 2013/14 Crime Survey for England and Wales (CSEW). Also included separately are figures for young adults aged 16 to 24. Figures are presented since 1995 when comparable questions were first included on the survey. The User Guide to Drug Misuse: Findings from the CSEW provides further details relating to illicit drug use measures. KEY FACTS - Around 1 in 11 (8.8%) adults aged 16 to 59 had taken an illicit drug in the last year. However, this proportion more than doubled when looking at the age subgroup of 16 to 24 year-olds (18.9%). - Levels of last year drug use in 2013/14 were higher than in 2012/13. In 2012/13, 8.1% of 16 to 59 year-olds and 16.2% of 16 to 24 year-olds had taken an illicit drug in the last year. However, these figures were both lower than in 1996. - Cocaine, ecstasy, LSD and ketamine use increased between 2012/13 and 2013/14. However there were no statistically significant decreases in last year drug use of any individual drug types among 16 to 59 year olds between 2012/13 and 2013/14. - Around one-third of adults had taken drugs at some point during their lifetime. Of 16 to 59 year olds, 35.6% had reported ever using drugs. Estimates of illicit drug use among adults from the 2013/14 CSEW can be found in the Illicit drug use among adults tables. EXTENT AND TRENDS IN OVERALL DRUG USE AND CLASS A DRUG USE The 2013/14 CSEW shows that (also see Figure 1.1): - Around 1 in 11 (8.8%) adults aged 16 to 59 had taken an illicit drug (excluding mephedrone) in the last year, which equated to around 2.7 million people. This proportion was an increase compared with 2012/13 (8.1%) but is back to the same level as in 2011/12. - The overall trend in the proportion of adults taking an illicit drug in the last year has been essentially stable at between 8% and 9% per cent since 2009/10 following a period of decreasing rates from a peak in 2003/04. (Prior to 2003/04 the proportion remained broadly flat at around 12%). - The proportion of adults aged 16 to 24 taking any drug in the last year was around double the proportion in the 16 to 59 age group, at 18.9%. This was an increase compared with 2012/13 (16.2%) but around the same level as in 2011/12 (19.2%). \<page_number>6\</page_number> Survey data can fluctuate from one year to the next and therefore, it is not yet possible to tell whether the increases between 2012/13 and 2013/14 (as detailed below) signal a reverse of the long-term downward trends, or that either the 2012/13 levels were particularly low or the 2013/14 levels particularly high. Indeed, an upturn in the figures was seen 2008/09 but this did not ultimately affect the overall downward trend. Figure 1.1: Trends in illicit drug use (excluding mephedrone) in the last year among adults, by age group, 1996 to 2013/14, Crime Survey for England and Wales <img>A line graph showing trends in illicit drug use (excluding mephedrone) in the last year among adults, by age group, 1996 to 2013/14. The x-axis shows years from 1996 to 2013/14. The y-axis shows percentages from 0% to 35%. The legend indicates three categories: Any drug (16-24), Any drug (16-59), and Any Class A drug (16-59). The lines represent: - Any drug (16-24): A dark grey line starting at around 30% in 1996, dipping slightly in 1998, then rising again to around 35% in 2000. - Any drug (16-59): A purple line starting at around 10% in 1996, rising steadily to around 25% in 2000, then dipping slightly in 2002/03 before rising again to around 30% in 2004/05. - Any Class A drug (16-59): An orange line starting at around 5% in 1996, rising steadily to around 7% in 2000, then dipping slightly in 2002/03 before rising again to around 8% in 2004/05. </img> Chart notes Source: Home Office, Illicit drug use among adults tables: Tables Ext_02 and Ext_05. Note: For 2011/02 to 2005/06 16 to 24 year-old figures have not been re-weighted based on census 2011 weights as it has not been possible to reproduce the youth boost weights. Including mephedrone, the proportion of adults aged 16 to 59 taking any illicit drug in the last year was 8.8% in 2013/14 (i.e. no different to the proportion when excluding mephedrone). This was an increase from 8.1% in 2012/13 but a similar level to 2011/12 (9.0%) and 2010/11 (8.8%). According to the 2013/14 CSEW, 3.1% of adults aged 16 to 59 had taken a Class A drug in the last year, equivalent to 985,000 people. Although this proportion increased from 2.5% in 2012/13, the long-term trend in Class A drug use in the last year for all adults (as shown in Figure 1.1) has been broadly stable over the last few years. Figure 1.1 also shows that the long-term trend in Class A drug use in the last year for adults aged 16 to 24 decreased between the 1996 (9.2%) and 2013/14 (6.2%) surveys. This was due in part to a decline in last year use of ecstasy, LSD and magic mushrooms over the same period (see the next section ‘Extent and trends in individual drug use’). The apparent increase in Class A drug use among 16 to 24 year olds from the 2012/13 survey (4.8%) was not statistically significant, and it is too early to say whether this indicates a change in the long-term downward trend. There have been fluctuations before in this series, notably in 2007/08 and 2008/09. \<page_number>7\</page_number> EXTENT AND TRENDS IN INDIVIDUAL DRUG USE Cannabis As in previous years, cannabis was the most commonly used drug in the last year, with 6.6% of adults aged 16 to 59 using it last year. As shown in Figure 1.2, this is a similar level to 2012/13 (6.3%), which was the lowest proportion since measurement began in 1996 (when the proportion was 9.4%). The long-term trend shows that the level of last year cannabis use for 16 to 59 year olds fell between 2002/03 and 2009/10, following a period when it was around 10%. Since 2009/10 it has remained essentially stable at between 6 and 7 per cent. Figure 1.2: Proportion of adults using cannabis in the last year, by age group, 1996 to 2013/14, Crime Survey for England and Wales <img> A line graph showing the proportion of adults using cannabis in the last year, by age group, from 1996 to 2013/14. The y-axis represents percentages from 0% to 30%. The x-axis represents years from 1996 to 2013/14. There are two lines: - A dark purple line representing those aged 16–24. - A light purple line representing those aged 16–59. Both lines show a general downward trend over time. In 1996, both lines are around 25%, but by 2013/14, the dark purple line is around 8% and the light purple line is around 7%. </img> Chart notes Source: Home Office, Illicit drug use among adults tables: Tables Ext_02 and Ext_05. Note: For 2001/02 to 2005/06 16 to 24 year-old figures have not been re-weighted based on census 2011 weights as it has not been possible to reproduce the youth boost weights. Similar to the findings for all adults, cannabis was the most commonly used drug in the last year among young adults, with 15.1% of adults aged 16 to 24 using it last year. This was not statistically significantly different from the level in 2012/13 (13.5%), which saw the lowest proportion since measurement began in 1996 (when the proportion was 17.8%). As with the trend for Class A drug use among young people, it is too early to say whether this indicates a change in the long-term downward trend. There have been fluctuations before in this series, notably in 2008/09 and 2009/10. Powder cocaine As in recent years, after cannabis, the next most commonly used drug in the last year by adults aged 16 to 59 was powder cocaine (2.4%). As shown in Figure 1.3, the proportion of adults aged 16 to 59 using powder cocaine in the last year was higher than in 2012/13 (1.9%) and is back at the same level as 2009/10 (2.4%). This increase in cocaine use has made a major contribution to the increase in overall drug use between 2012/13 and 2013/14. Although the proportion of adults reporting using powder cocaine in 2013/14 was much higher than in 1996 (0.6%), usage still remains lower than the peak in 2008/09 (3.0%). Figure 1.3: Proportion of adults using powder cocaine in the last year, by age group, 1996 to 2013/14, Crime Survey for England and Wales <img> A line graph showing the proportion of adults using powder cocaine in the last year, by age group, from 1996 to 2013/14. The x-axis represents years: 1996, 1998, 2000, 2001/02, 2002/03, 2003/04, 2004/05, 2005/06, 2006/07, 2007/08, 2008/09, 2009/10, 2010/11, 2011/12, 2012/13, 2013/14. The y-axis represents percentages from 0% to 7%. There are two lines: - A purple line labeled "16–24" representing adults aged 16 to 24. - A light blue line labeled "16–59" representing adults aged 16 to 59. Both lines show fluctuations over time but generally follow similar trends. </img> Chart notes Source: Home Office, Illicit drug use among adults tables: Tables Ext_02 and Ext_05. Note: For 2001/02 to 2005/06 16 to 24 year-old figures have not been re-weighted based on census 2011 weights as it has not been possible to reproduce the youth boost weights. Despite the fall in last year Class A drug use by young adults aged 16 to 24 between 1996 and 2013/14 (see Figure 1.1) there was a statistically significant increase in the use of powder cocaine over the same period (1.3% to 4.2%). However, the apparent increase in cocaine use between 2012/13 and 2013/14 (from 3.0% in 2012/13 to 4.2% in 2013/14) was not statistically significant, and it is too early to say whether this indicates a change in the downward trend observed since peak usage in 2008/09 (8.5%). The trend since 1996 in cocaine use in the last year for those aged 16 to 24 has followed a similar pattern to that for all adults aged 16 to 59, although the proportions are around twice that of the wider age group. However, in recent years, this gap has closed slightly. Ecstasy As shown in Figure 1.4, the level of last year ecstasy use by adults aged 16 to 59 rose from a year earlier and was similar in 2013/14 (1.6%) to that seen in 1996 (1.7%). The proportion of 16 to 59 year olds using ecstasy in the last year has remained between 1.2% and 2.1% since measurement began in 1996. \<page_number>9\</page_number> Figure 1.4: Proportion of adults using ecstasy in the last year, by age group, 1996 to 2013/14, Crime Survey for England and Wales <img> A line graph showing the proportion of adults using ecstasy in the last year, by age group (16-24 and 16-59) from 1996 to 2013/14. The y-axis represents percentages from 0% to 7%. The x-axis represents years from 1996 to 2013/14. The line for 16-24 is purple and shows fluctuations around a general downward trend. The line for 16-59 is light blue and shows a more stable pattern with some minor fluctuations. </img> Chart notes: Source: Home Office, Illicit drug use among adults tables: Tables Ext_02 and Ext_05. Note: For 2001/02 to 2005/06 16 to 24-year-old figures have not been re-weighted based on census 2011 weights as it has not been possible to reproduce the youth boost weights. The proportion of 16 to 24 year olds reporting ecstasy use in the last year was 3.9%, a non statistically significant increase when compared with 2012/13 (2.9%). Although the long-term trend in last year ecstasy use among young adults is quite erratic (Figure 1.4), use has fallen since the peak in 2001/2 (8.8%). Other illicit drugs Looking at changes in individual drug use in the last year between 2012/13 and 2013/14: - For adults aged 16 to 59, as well as the increases in powder cocaine and ecstasy use (see above) there were statistically significant increases in last year use of LSD (0.2% in 2012/13 to 0.3% in 2013/14) and ketamine (0.4% to 0.6% in 2013/14); - For young adults aged 16 to 24, there was an increase in the last year use of ketamine between 2012/13 and 2013/14 (0.8% to 1.8%), however no other changes in levels of use of any other drugs were found to be statistically significant. For adults aged 16 to 59 and young adults aged 16 to 24, there were no statistically significant decreases in last year use between 2012/13 and 2013/14 for any type of drug. Despite some increases between 2012/13 and 2013/14, levels of last year use of most drug types in 2013/14 were \<page_number>10\</page_number> not significantly different from 2011/12 levels². It is too soon to tell whether this indicates a possible 'levelling-off' of drug-use levels or what the impact will be on the long term-trend. See 'Summary of Trends' table below and Tables Ext_02 and Ext_05 for trends in last year drug use. Questions on khat have not been asked since the 2011/12 survey, which showed that the proportion of adults using khat in the last year was 0.2%, the same level as in 2010/11. A question on khat was reintroduced to the 2014/15 survey so future estimates will be available. LAST YEAR USE OF LEGAL EMERGING DRUGS The 2013/14 CSEW asked questions on the last year use of legal emerging drugs salvia and nitrous oxide (these questions were added to the CSEW for the first time in 2012/13): - 2.3% of adults aged 16 to 59 had taken nitrous oxide in the last year (similar to 2.0% in 2012/13, i.e. not statistically significantly different) - 0.5% of adults aged 16 to 59 had taken salvia in the last year (a statistically significant increase from 0.3% in 2012/13) For young adults, aged 16 to 24: - 7.6% had taken nitrous oxide in the last year (not statistically significantly different from 6.1% in 2012/13) - 1.8% had taken salvia in the last year (not statistically significantly different from 1.1% in 2012/13) LIFETIME USE OF ILLICIT DRUGS Respondents are also asked about drugs they have ever used ever, but are considered to be a less reliable measure of current drug use than the last year drug use. Figures on lifetime drug use are also likely to be influenced by other factors, such as an ageing population (i.e. the longer people live, the more likely they are to have taken drugs). Therefore only headline figures on lifetime drug use are presented here. More detail is available in the illicit drug use among adults tables. According to the 2013/14 CSEW: - Around one-third (35.6%) of adults aged 16 to 59 said they had taken an illicit drug (excluding mephedrone) in their lifetime, which equates to around 11.2 million people. This is a similar level to recent years but an increase from 30.4% in 1996; - The proportion of adults aged 16 to 24 having ever taken an illicit drug was similar to adults aged 16 to 59 (36.3%), equivalent to around 2.2 million young adults and at a similar level to recent years; However, unlike for adults aged 16 to 59, this is a statistically significant fall from 1996 (48.4%) for 16 to 24 year-olds; - 15.4% of all adults aged 16 to 59 and 12.9% of 16 to 24 year olds had taken a Class A drug in their lifetime. The trends in Class A drug use since 1996 for each age group follow similar patterns to use of any illicit drug; ______________________________________________________________________ ² The only exception was last year use of LSD which increased significantly for the 16 to 59 age group only between 2011/12 and 2013/14. \<page_number>11\</page_number> - 12.9% of 16 to 24 year olds had taken a Class A drug in their lifetime (around 791,000 people). This was a decrease from 19.4% in 1996; - For all adults aged 16 to 59, the drug most commonly reported as ever used was cannabis, with around three-in-ten (29.9%) adults reporting using this drug at some point during their lifetime. Around one-in-ten adults said that they had used amphetamines (11.0%), powder cocaine (9.4%), ecstasy (9.3%) or amyl nitrite (9.1%) in their lifetime; - For young adults (aged 16 to 24), the drugs most widely used ever were cannabis (30.8%), powder cocaine (9.3%) and ecstasy (9.0%). \<page_number>12\</page_number> SUMMARY OF TRENDS Table 1: Summary of trends in last year drug use among adults aged 16 to 59, Crime Survey for England and Wales <table> <tr> <td colspan="3">Compared with when drug questions were added to survey: Between 1996 and 2013/14</td> <td colspan="3">Compared with 10 years ago: Between 2003/04 and 2013/14</td> </tr> <tr> <td>Increase</td> <td>No change</td> <td>Decrease</td> <td>Increase</td> <td>No change</td> <td>Decrease</td> </tr> <tr> <td>Any cocaine</td> <td>Crack cocaine</td> <td>Hallucinogens</td> <td>None</td> <td>Any cocaine</td> <td>Ecstasy</td> </tr> <tr> <td>Powder cocaine</td> <td>Ecstasy</td> <td>LSD</td> <td>Powder cocaine</td> <td>Hallucinogens</td> <td></td> </tr> <tr> <td>Any Class A drug</td> <td>Opiates</td> <td>Magic mushrooms</td> <td>Crack cocaine</td> <td>Magic mushrooms</td> <td>Amphetamines</td> </tr> <tr> <td></td> <td>Heroin</td> <td>Amphetamines</td> <td>LSD</td> <td>Cannabis</td> <td>Cannabis</td> </tr> <tr> <td></td> <td>Methadone</td> <td>Cannabis</td> <td>Opiates</td> <td>Heroin</td> <td>Amyl nitrite</td> </tr> <tr> <td></td> <td>Tranquillisers</td> <td>Amyl nitrite</td> <td>Methadone</td> <td>Any stimulant drug</td> <td>Any stimulant drug</td> </tr> <tr> <td></td> <td>Anabolic steroids</td> <td>Any stimulant drug</td> <td>Tranquillisers</td> <td>Anabolic steroids</td> <td>Any drug</td> </tr> <tr> <th colspan="6">Compared with last year: Between 2012/13 and 2013/14</th> </tr> <tr> <th>Increase</th> <th>No change</th> <th>Decrease</th> <th>Increase</th> <th>No change</th> <th>Decrease</th> </tr> <tr> <th>Any cocaine</th> <th>Crack cocaine</th> <th>None</th> <th></th><th></th><th></th></tr><tr><th>Powder cocaine</th><th>Magic mushrooms</th><th></th><th></th><th></th><th></th></tr><tr><th>cocaine Ecstasy Hallucinogens LSD Ketamine Any Class A drug Any stimulant drug Any drug</th><th>Heroin Methadone Any amphetamine Amphetamines Methamphetamine Cannabis Tranquillisers Anabolic steroids Amyl nitrite Mephedrone</th><th>Methadone Any amphetamine Amphetamines Methamphetamine Cannabis Tranquillisers Anabolic steroids Amyl nitrite Mephedrone</th><th>Opiates Heroin Amyl nitrite Methadone Any stimulant drug Any Class A drug Any drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drug Any Class A drug Any stimulant drug Any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drum any drum any stimulant drumany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a drugany class a druggamphetamine methamphetamine cannabis tranquilisers anabolic steroids amylnitrite other pills/powders/drugs smoked.</table> Table notes Source: Home Office, Illicit Drug use among adults tables: Table Ext_02. Any drugs comprises powder cocaine, crack cocaine, ecstasy, LSD, magic mushrooms, ketamine, heroin, methadone, amphetamine, methamphetamine, cannabis, tranquilisers, anabolic steroids, amylnitrite, other pills/powders/drugs smoked. Where drugs are aggregated into composite groups, these are listed in bold typeface. Details on which drugs are grouped together in these groups can be found in the User Guide to Drug misuse findings from the GSSR. Drugs listed in the increases or decreases columns have seen a statistically significant change in reported usage. \<page_number>13\</page_number> Table 2: Summary of trends in last year drug use among adults aged 16 to 24, Crime Survey for England and Wales <table> <tr> <td colspan="3">Compared with when drug questions were added to survey: Between 1996 and 2013/14</td> <td colspan="3">Compared with 10 years ago: Between 2003/04 and 2013/14</td> </tr> <tr> <td>Increase</td> <td>No change</td> <td>Decrease</td> <td>Increase</td> <td>No change</td> <td>Decrease</td> </tr> <tr> <td><strong>Any cocaine</strong><br>cocaine</td> <td>Crack cocaine<br>Opiates<br>Heroin<br>Methadone<br>Tranquillisers<br>Anabolic steroids</td> <td>Ecstasy<br>Hallucinogens<br>LSD<br>Magic mushrooms<br>Amphetamines<br>Cannabis<br>Amyl nitrite<br><strong>Any Class A drug</strong><br><strong>Any stimulant drug</strong><br><strong>Any drug</strong></td> <td><strong>None</strong></td> <td><strong>Any cocaine</strong><br>cocaine<br>Methadone<br>Tranquillisers<br>Anabolic steroids</td> <td>Ecstasy<br>LSD<br>Hallucinogens<br>Heroin<br>Amphetamine<br>Cannabis<br>Amyl nitrite<br><strong>Any Class A drug</strong><br><strong>Any stimulant drug</strong><br><strong>Any drug</strong></td> </tr> <tr> <td colspan="6">Compared with last year: Between 2012/13 and 2013/14</td> </tr> <tr> <td>Increase</td> <td>No change</td> <td>Decrease</td> <td>Increase</td> <td>No change</td> <td>Decrease</td> </tr> <tr> <td>Ketamine<br><strong>Any stimulant drug</strong><br><strong>Any drug</strong></td> <td><strong>Any cocaine</strong><br>Powder cocaine<br>Crack cocaine<br>Ecstasy<br>Hallucinogens<br>LSD<br>Magic mushrooms<br>Opiates<br>Heroin<br>Methadone<br><strong>Any amphetamine</strong><br>Amphetamines<br>Methamphetamine<br>Cannabis<br>Tranquillisers<br>Anabolic steroids<br>Amyl nitrite<br><strong>Any Class A drug</strong><br>Mephedrone (Class B)</td> <td>None</td> <td></td> <td></td> <td></td> </tr> </table> Table notes Source: Home Office. Illicit drug use among adults tables; Table Ext. 05. Any drug comprises powder cocaine, crack cocaine, ecstasy, LSD, magic mushrooms, ketamine, heroin, methadone, amphetamines, methamphetamine, cannabis, tranquillisers, anabolic steroids, amyl nitrite, any other pills/powders/drugs smoked. \<page_number>14\</page_number> Where drugs are aggregated into composite groups, these are listed in bold typeface. Details on which drugs are grouped together in the groups can be found in the User Guide to Drug Misuse Findings from the CSE. Drugs listed in the increase or decrease columns have been estimated by subtracting drug reported usage. Comparison figures for 2003/04 have not been re-weighted based on 2011 census weights as it has not been possible to reproduce the youth boost weights \<page_number>15\</page_number> 2. Frequency of illicit drug use in the last year INTRODUCTION This section investigates levels of frequent drug use, defined as taking any illicit drug more than once a month on average in the last year, among adults aged 16 to 59 and among young adults aged 16 to 24 as measured by the 2013/14 Crime Survey for England and Wales (CSEW). It also looks at those who took drugs on average once a month in the last year and those who said they had used drugs in the last year but less often than once a month. The [User Guide to Drug Misuse: Findings from the CSEW](https://www.gov.uk/government/publications/user-guide-to-drug-misuse-findings-from-the-csew) provides further details relating to illicit drug use measures. KEY FACTS - The prevalence of frequent drug use has remained broadly similar over the last three years. In 2013/14, 3.1% of adults aged 16 to 59 were defined as frequent drug users (having taken any illicit drug more than once a month on average in the last year), a slightly higher proportion than in 2012/13 (2.8%) but similar to the 2011/12 proportion (3.2%). - Young adults were more likely to be frequent drug users than older people. The proportion of young adults aged 16 to 24 classified as frequent drug users (6.6%) was more than twice as high as the proportion of all adults aged 16 to 59 (3.1%) in 2013/14 and represented a statistically significant increase compared with 2012/13 (5.1%). - There were differences in levels of frequent drug use among respondents with different personal, household and area characteristics. Levels of use of any illicit drug more than once a month on average in the last year were higher among men than women, among those who went to pubs or nightclubs more often and among those who lived in more deprived areas. - Those who went to nightclubs or pubs more often were more likely to use drugs frequently. Levels of use of any illicit drug more than once a month on average in the last year were higher among those who went to nightclubs four or more times in the past month (10.9%) compared with 2.3% of respondents who had not visited a nightclub in the past month. A similar pattern was found among those visiting pubs more often. - People living in deprived areas were more likely to be frequent drug users. A larger proportion (4.5%) of respondents who lived in more deprived areas\\textsuperscript{3} were frequent drug users compared with those who lived in the least deprived areas (2.3%). DATA TABLES Estimates of frequent drug use in the last year among adults from the 2013/14 CSEW can be found in the [Frequent drug use tables](#). Historical frequent drug use data can be found in the [Extent and trends in illicit drug use tables](#). EXTENT OF FREQUENT DRUG USE Estimates from the 2013/14 CSEW show that 3.1% of adults aged 16 to 59 were defined as frequent drug users, i.e. those that have taken any illicit drug more than once a month on average in the last \\textsuperscript{3} 20% most and 20% least deprived areas using the English indices of deprivations. \<page_number>16\</page_number> year. This was slightly higher than in 2012/13 (2.8%), although the increase was not statistically significant, and is similar to the 2011/12 proportion (3.2%). Frequent drug users made up 40% of the adults who reported drug use within the last year, a similar proportion to the 2012/13 survey (38%, data not shown). A small proportion (8%) of adults who reported using drugs in the last year said they had used drugs once a month on average, and the remaining 52% said they had used drugs in the last year but less often than once a month. The proportion of all young adults (i.e. those aged 16 to 24) defined as frequent drug users was over twice as high (6.6%) as the proportion of frequent drug users among all adults aged 16 to 59 (3.1%). However, amongst young adults who reported taking drugs in the last year, only 40% were defined as frequent drug users – same proportion as among adults aged 16 to 59 who reported taking drugs last year (40%). Similarly to all adults, 7% of 16 to 24 year olds who had used drugs in the last year said they had used them once a month and 53% said they had used them less frequently than once a month. As reported in the previous section (Extent and trends in illicit drug use among adults), cannabis was the most prevalent drug taken in the last year among adults aged 16 to 59 (6.6% had used cannabis in the last year) and among those aged 16 to 24 (15.1%). Of those 16 to 59 year olds who had used drugs in the previous year, 76% reported taking cannabis (80% among those aged 16 to 24). As shown in Figure 2.1, of those aged 16 to 59 reporting use of cannabis during the last year, 43% reported frequent use of this drug (i.e. they had taken it more than once a month on average in the last year). The equivalent proportion for young adults aged 16 to 24 was similar at 41%. Only 7% of adults aged 16 to 59 who had used cannabis in the last year, had used it just once a month. This figure was 6% among 16 to 24 year olds. In contrast, respondents were less likely to use class A drugs frequently – for example, only 14% of 16 to 59 year olds reporting using cocaine more often than once a month. Figure 2.1: Proportion of users of each individual drug type who were frequent or less frequent users of that specific drug, 16 to 59 year olds, 2013/14 Crime Survey for England and Wales <img>A bar chart showing the proportion of users of different drug types who were frequent or less frequent users of that specific drug, by age group. The x-axis shows different drug types: Any cocaine, Ecstasy, Hallucinogens, Any amphetamine, Cannabis, Mephedrone, Tranquillisers, Ketamine and Amyl nitrite. The y-axis shows percentages from 0% to 100%. For each drug type, there are four bars representing different categories: Used drugs less than once a month, Used drugs once a month, Used drugs more than once a month and Not used drugs. For example: - For Any cocaine: The bar for 'Used drugs less than once a month' is around 5%, 'Used drugs once a month' is around 30%, 'Used drugs more than once a month' is around 30%, and 'Not used drugs' is around 35%. - For Ecstasy: The bar for 'Used drugs less than once a month' is around 0%, 'Used drugs once a month' is around 0%, 'Used drugs more than once a month' is around 0%, and 'Not used drugs' is around 100%. - For Hallucinogens: The bar for 'Used drugs less than once a month' is around 0%, 'Used drugs once a month' is around 0%, 'Used drugs more than once a month' is around 0%, and 'Not used drugs' is around 100%. - For Any amphetamine: The bar for 'Used drugs less than once a month' is around 0%, 'Used drugs once a month' is around 0%, 'Used drugs more than once a month' is around 0%, and 'Not used drugs' is around 100%. - For Cannabis: The bar for 'Used drugs less than once a month' is around 5%, 'Used drugs once a month' is around 30%, 'Used drugs more than once a month' is around 30%, and 'Not used drugs' is around 35%. - For Mephedrone: The bar for 'Used drugs less than once a month' is around 0%, 'Used drugs once a month' is around 0%, 'Used drugs more than once a month' is around 0%, and 'Not used drugs' is around 100%. - For Tranquillisers: The bar for 'Used drugs less than once a month' is around 0%, 'Used drugs once a month' is around 0%, 'Used drugs more than once a month' is around 0%, and 'Not used drugs' is around 100%. - For Ketamine: The bar for 'Used drugs less than once a month' is around 0%, 'Used drugs once a month' is around 0%, 'Used drugs more than once a month' is around 0%, and 'Not used drugs' is around 100%. - For Amyl nitrite: The bar for 'Used drugs less than once a month' is around 0%, 'Used drugs once a month' is around 0%, 'Used drugs more than once a month' is around 0%, and 'Not used drugs' is around 100%. Legend: - ☐ Used drugs less than once a month - ☑ Used drugs once a month - ☐ Used drugs more than once a month - ☐ Not used drugs Chart notes: Source: Home Office, Illicit drug use among adults tables: Tables Ext_02 and Ext_05. \<page_number>17\</page_number> TRENDS IN FREQUENT DRUG USE There has been a decrease in frequent drug use among 16 to 24 year olds since measurement began in the 2002/03 survey (from 11.6% to 6.6% of this population). As shown in Figure 2.2, there was a general downward trend between 2003/04 (12.4%) and 2007/08 (7.3%). The trend was broadly flat between 2007/08 and 2011/12, and following a fall in 2012/13, returned to a similar level in 2013/14. Questionnaires on drug use in the last year were first completed by all adults aged 15 to 59 in the 2009/10 survey and the proportion of infrequent drug users in this age group has been relatively consistent at around 3%. <img>Figure 2.2: Proportion of 16 to 24 and 16 to 59 year olds classified as frequent drug users, 2002/03 to 2013/14, Crime Survey for England and Wales</img> Chart notes Source: Home Office, Illicit drug use among adults tables: Table Ext. Q2 and Ext. Q5. From 2012/13 figures include frequent users of mephedrone only. However, these numbers are so small that excluding them from the 2012/13 and 2013/14 figures does not change the proportions to one decimal place. Data for 2010/11 are not available; see the Technical annex section for more information. FREQUENT DRUG USE BY SELECTED PERSONAL, HOUSEHOLD AND AREA CHARACTERISTICS The proportion of frequent drug users varied by personal and area characteristics. For example: - Levels of use of any illicit drug more than once a month on average in the last year were higher among men than women in 2013/14. Men were three times as likely as women to report frequent drug use in the last year (4.8% and 1.5% respectively). \<page_number>18\</page_number> - Around 10.9% of respondents who had been to a nightclub four or more times in the last month were frequent drug users. This compares with 2.3% of respondents who had not visited a nightclub in the past month. - Similarly, those who visited pubs more frequently were more likely to be frequent drug users (9.2% of those who had been to the pub nine times or more in the past month); compared with those who hadn't visited a pub in the past month (2.4%). - A larger proportion (4.5%) of respondents who lived in more deprived areas¹ were frequent drug users compared with those who lived in the least deprived areas (2.3%). - The likelihood of frequent drug use in the last month tended to decrease as household income rose: 6.2% of respondents with an annual household income of under £10,000 reported frequent drug use, decreasing to 1.5% of respondents with a total household income of £50,000 or more. Similar relationships were also found for those who said they used drugs once a month and for those who said they used drugs in the last year but less often than once a month. A full breakdown of drug use by personal, area and household characteristics appears in Frequent drug use tables F_03 and F_04. ¹ 20% most and 20% least deprived areas using the English indices of deprivations. \<page_number>19\</page_number> 3. Illicit drug use by personal, household and area characteristics and lifestyle factors INTRODUCTION This section presents findings from the 2013/14 Crime Survey for England and Wales (CSEW) on levels of illicit drug use over the last year by age, gender, frequency of nightclub and pub/wine bar visits, alcohol consumption and some area characteristics. Illicit drug use by additional personal, household and area characteristics are included in the [Illicit drug use by demographics tables](#) but are not commented on here. The [User Guide to Drug Misuse: Findings from the CSEW](http://www.gov.uk/government/publications/user-guide-to-drug-misuse-findings-from-the-csew) provides further details relating to illicit drug use measures and definitions. KEY FACTS - Younger people are more likely to take drugs than older people. The level of any drug use in the last year was highest among 16 to 19 year olds (19.3%). The level of drug use was much lower in the oldest age group covered by this part of the survey (1.5% of 55 to 59 year olds). - The average age of drug users has risen since 1996. The average age of people using an illicit drug in the last 12 months has increased from 26.6 years in 1996 to 29.3 years in 2013/14. This age increase is also reflected in the change in the distribution of ages of drug users between these two survey years. It is also likely to reflect the ageing population in England and Wales. - Men are more likely to take drugs than women. Around one-in-eight (11.8%) men had taken an illicit drug in the last year, according to the 2013/14 CSEW, compared with 5.8% of women. - People living in urban areas reported higher levels of drug use than those living in rural areas. Around a tenth (9.3%) of people living in urban areas had used any drug compared with 6.5% of those living in rural areas. - Higher levels of drug use are associated with increased frequency of visits to pubs, bars and nightclubs. For example, use of any class A drug in the 12 months prior to interview was around 8 times higher among those who had visited a nightclub at least four times in the past month (17.7%) compared with those who had not visited a nightclub in the past month (2.0%). A similar pattern was found for those visiting pubs and bars more frequently. DATA TABLES Estimates of last year illicit drug use by personal, household and area characteristics and lifestyle factors from the 2013/14 CSEW, alongside long-term trends for certain characteristics, can be found in the [Illicit drug use by demographics tables](#). EXTENT AND TRENDS IN ILlicit DRUG USE BY AGE GROUP As shown in previous years, the level of any drug use in the last year was highest among the youngest age groups: 19.3% of 16 to 19 year olds and 18.7% of 20 to 24 year olds reported any drug use in the last year. Levels of illicit drug use then decreased as age increased, from 13.0% of those aged 25 to 29 to 1.5% of 55 to 59 year olds. \<page_number>20\</page_number> Figure 3.1: Proportion of 16 to 59 year olds reporting use of any drug in the last year, by age group, 1996 to 2013/14, Crime Survey for England and Wales <img> A line graph showing the proportion of 16-59 year olds reporting use of any drug in the last year, by age group, from 1996 to 2013/14. The y-axis ranges from 0.0 to 35.0. The x-axis shows years: 1996, 1998, 2000, 2001/02, 2002/03, 2003/04, 2004/05, 2005/06, 2006/07, 2007/08, 2008/09, 2009/10, 2010/11, 2011/12, 2012/13, 2013/14. Legend: - Blue line: 16-19 - Red line: 20-24 - Green line: 25-29 - Purple line: 30-34 - Light blue line: 35-44 - Orange line: 45-54 - Light orange line: 55-59 </img> Chart notes Source: Home Office. Illicit drug use by demographics tables: Table D_03. Between the 1996 and 2013/14 CSEW last year use of any illicit drug fell overall, due in large part to the declines in illicit drug use among 16 to 24 year olds (as shown in Figure 3.1) for the most prevalent drug types (cannabis, ecstasy, amphetamines and hallucinogens). Over the same period, there have been increases in any drug use among 45 to 54 year olds (from 1.9% to 3.5%). These have primarily been driven by increases in the use of cannabis, although use of this drug among these age groups is still relatively low compared to younger age groups. Compared with estimates from the 2012/13 CSEW, it appears any drug use in the last year has increased among those aged under 45 years. However, none of the changes in any drug use for those aged 44 years and below were statistically significant. Class A drug use was highest among 20 to 29 year olds with 7.7% of 20 to 24 year olds and 5.9% of 25 to 29 year olds reporting use of these types of drugs in the last year. The overall use of Class A drugs has remained largely stable since 1996, peaking in 2008/9 at 3.6%, and falling to 3.1% in 2013/14. AGE PROFILE OF LAST YEAR DRUG USERS The average age of people using an illicit drug in the last 12 months has increased from 26.6 years in 1996 to 29.3 years in 2013/14. This age increase is also reflected in the change in the distribution of ages of drug users between these two survey years, as shown in Figure 3.2. The proportion of last year drug users aged 16 to 24 has fallen from 49.2% in 1996 to 42.0% in 2013/14, as shown in Figure 3.2. Conversely, the proportion of drug users aged 45 to 59 has increased from 4.6% in 1996 to 11.3% in 2013/14. \<page_number>21\</page_number> This is likely to be due to a number of factors, including the 1996 population of drug users ageing and continuing to use drugs, relatively fewer new young users taking up drugs, increased take up of drugs by older people than in 1996, or a combination of these. Figure 3.2: Age breakdown of people who had used any illicit drug in the last 12 months, for selected survey years, Crime Survey for England and Wales <img> A bar chart showing the age breakdown of people who had used any illicit drug in the last 12 months, for selected survey years, Crime Survey for England and Wales. The y-axis represents percentages from 0% to 100% in increments of 10%. The x-axis shows four survey years: 1996, 2003/4, 2008/9, and 2013/14. For each year, there are bars representing different age groups: - 16-19: A dark grey bar. - 20-24: A light grey bar. - 25-29: A light blue bar. - 30-34: A light green bar. - 35-44: A light purple bar. - 45-54: A light orange bar. - 55-59: A light brown bar. The values for each age group are as follows (in percentages): - 1996: 22.3 (16-19), 26.8 (20-24), 21.6 (25-29), 11.8 (30-34), 3.8 (35-44) - 2003/4: 18.9 (16-19), 23.8 (20-24), 18.1 (25-29), 13.6 (30-34), 7.0 (35-44) - 2008/9: 20.4 (16-19), 24.1 (20-24), 18.5 (25-29), 12.4 (30-34), 7.0 (35-44) - 2013/14: 17.6 (16-19), 24.4 (20-24), 17.5 (25-29), 12.3 (30-34), 9.6 (35-44) Average age: 26.6 Average age: 28.7 Average age: 28.3 Average age: 29.3 </img> Chart notes Source: Home Office, Illicit drug use by demographics tables: Table D_11a. A similar, but more pronounced, pattern is also shown in the age profile of class A drugs users in Figure 3.3. The proportions of drug users in the youngest age groups have decreased between 1996 and 2013/14, while the proportions in age groups between 25 and 54 have increased over the same period. The average age of people using class A drugs increased from 24 years in 1996 to 28.7 years in 2013/14. Although class A drug users are on average younger than users of any illicit drug, the gap in average age appears to be closing (e.g., in 1996 there was a 2.6 year difference between average age of any illicit drug users compared with any class A drug users; in 2013/14 this fell to 0.6 years difference between average age of any illicit drug users compared with any class A drug users). \<page_number>22\</page_number> Figure 3.3: Age breakdown of people who had used any class A drug in the last 12 months, for selected survey years, Crime Survey for England and Wales <img> A bar chart showing age breakdowns of people who had used any class A drug in the last 12 months, for selected survey years, Crime Survey for England and Wales. The y-axis ranges from 0 to 100. The x-axis shows four survey years: 1996, 2003/4, 2008/9, 2013/14. For each year, there are bars representing different age groups: - 16-19: Black - 20-24: Orange - 25-29: Green - 30-34: Blue - 35-44: Brown - 45-54: Purple - 55-59: Red Values on the y-axis are shown at intervals of 10 (e.g., 0, 10, 20, etc.) Legend: ■ 16-19 ☑ 20-24 ☐ 25-29 ▌ 30-34 ▌ 35-44 ■ 45-54 ■ 55-59 </img> Average age: 24.0 Average age: 26.9 Average age: 26.9 Average age: 28.7 Chart notes Source: Home Office, Illicit drug use by demographics tables: Table D_11b. EXTENT AND TRENDS IN ILlicit DRUG USE BY GENDER Levels of illicit drug use during the last year were higher among men than women in 2013/14, a pattern that has been seen since 1996. Around one-in-eight (11.8%) men had taken an illicit drug in the last year, compared with around one-in-seventeen women (5.8%). According to the 2013/14 survey, men were more than twice as likely to report use of cannabis in the last year as women (9.1% of men had used cannabis in the last year, compared with 4.1% of women), as well as powder cocaine and ecstasy among other drugs, as shown in Figure 3.4. \<page_number>23\</page_number> Figure 3.4: Proportion of 16 to 59 year olds reporting use of selected drugs in the last year by gender, 2013/14 Crime Survey for England and Wales <img>A bar chart showing the proportion of men and women aged 16-59 who reported using cannabis, powder cocaine, ecstasy, amphetamines and hallucinogens in the last year. The y-axis ranges from 0.0 to 10.0. The x-axis shows the drug types: Cannabis, Powder cocaine, Ecstasy, Amphetamines, Hallucinogens. For Cannabis: Men: 9.1 Women: 4.1 For Powder cocaine: Men: 3.3 Women: 1.4 For Ecstasy: Men: 2.3 Women: 0.9 For Amphetamines: Men: 1.0 Women: 0.5 For Hallucinogens: Men: 0.9 Women: 0.2 The legend indicates that the purple bars represent Men and the light grey bars represent Women.</img> Chart notes Source: Home Office, Illicit drug use by demographics tables, Table D_03. In 2013/14, the use of any Class A drug in the last year increased among men compared with 2012/13 (from 3.6% to 4.4%), and was driven by increased powder cocaine use (usage prevalence of this drug increased from 2.7% to 3.3% of men). Over the longer term, between 1996 and 2013/14, there have been falls in use of hallucinogens, amphetamines, cannabis and any drug, but an increase in the use of powder cocaine, among both men and women. EXTENT AND TRENDS IN ILlicit DRUG USE BY LIFESTYLE FACTORS Illicit drug use varied by lifestyle factors such as frequency of nightclub visits, pub/wine bar visits and alcohol consumption. As shown in previous years, levels of drug use in the last year increased with the frequency of nightclub visits and pub/wine bar visits. For example, in 2013/14, among adults aged 16 to 59: - Use of any class A drug in the 12 months prior to interview was around 8 times higher among those who had visited a nightclub at least four times in the past month (17.1%) compared with those who had not visited a nightclub in the past month (2.0%); - This was driven by last year use of ecstasy, which was around 15 times higher among those who had visited a nightclub at least four times in the past month (11.9%) compared with those who had not visited a nightclub in the past month (0.8%); - Similarly, powder cocaine use was around 13 times higher among those who had visited a pub or bar at least nine times in the last month (11.4%) than those who had not visited a pub or bar at all in the last month (0.8%). As shown in Figure 3.5, in 2013/14, as frequency of alcohol consumption increased, so did last year drug use. Adults aged 16 to 59 who reported drinking alcohol three or more days per week in the last month were around twice as likely to have used any illicit drug (11.9%) and four times more likely to \<page_number>24\</page_number> have used a Class A drug (5.6%) in the last year than those who reported drinking less than once a month (including non-drinkers) (5.5% for any drug and 1.2% for any Class A drug). Figure 3.5: Proportion of 16 to 59 year olds reporting use of individual drugs in the last year by frequency of alcohol consumption, 2013/14 Crime Survey for England and Wales <img>A bar chart showing the proportion of 16-59 year olds reporting use of individual drugs in the last year by frequency of alcohol consumption, 2013/14 Crime Survey for England and Wales. The x-axis shows the types of drugs: Powder cocaine, Ecstasy, Cannabis, Any class A, Any drug. The y-axis shows the proportion of people using the drug in the last year. For Powder cocaine: - Less than one day a week in the last month: 4.6 - 1-2 days a week in the last month: 2.7 - More than two days a week in the last month: 1.7 - Less than once a month (inc. non-drinkers): 1.0 For Ecstasy: - Less than one day a week in the last month: 3.0 - 1-2 days a week in the last month: 1.3 - More than two days a week in the last month: 1.9 - Less than once a month (inc. non-drinkers): 5 For Cannabis: - Less than one day a week in the last month: 9.1 - 1-2 days a week in the last month: 7.3 - More than two days a week in the last month: 6.9 - Less than once a month (inc. non-drinkers): 4.1 For Any class A: - Less than one day a week in the last month: 5.6 - 1-2 days a week in the last month: 3.8 - More than two days a week in the last month: 2.6 - Less than once a month (inc. non-drinkers): 1.2 For Any drug: - Less than one day a week in the last month: 11.9 - 1-2 days a week in the last month: 10.1 - More than two days a week in the last month: 9.1 - Less than once a month (inc. non-drinkers): 5.5 Legend: ■ Less than one day a week in the last month ● 1-2 days a week in the last month ■ More than two days a week in the last month ○ Less than once a month (inc. non-drinkers) </img> Chart notes Source: Home Office, Illicit drug use by demographics tables: Table D_01. EXTENT AND TRENDS IN ILlicit DRUG USE BY AREA CHARACTERISTICS In the 2013/14 CSEW, levels of any drug use in the last year varied by area characteristics. For example: - Use of any drug, any Class A drug and any stimulant drug, was higher among those living in urban areas compared with those living in rural areas. For example, 9.3% of people living in urban areas had used any drug compared with 6.5% of those living in rural areas. - There was variation in drug use by Output Area Classification. Those living in areas classified as 'City living', 'Multicultural' or 'Constrained by circumstances' were more likely to have used any drug (14.7%, 10.8% and 10.5% respectively) than those living in other types of areas (e.g. 5.6% of those living in 'Countryside' areas). Use of any Class A drug was higher among those living 'City living' (20.8%) and 'Multicultural' (14.7%) areas compared to other types, such as 'Countryside' areas (1.2%). - Use of any drug was almost twice as high among those living in flats, maisonettes or bedsits (13.6%) compared with those living in a house (7.9%). \<page_number>25\</page_number> 4. Estimates of illicit drug use by ethnicity and sexual orientation INTRODUCTION This section presents findings on levels of illicit drug use of 16 to 59 year olds by ethnicity and sexual orientation. The commentary for the analysis focuses on last year drug use of any drug (excluding mephedrone) as this is the best indicator available to measure patterns of recent drug use. Typically, around one-in ten respondents who completed the self-completion module in each year identified themselves as being from a background other than White. Estimates of illicit drug use are routinely broken down by a high level ethnic group classification (see [illicit drug use by demographics tables](#)). However, in order to provide estimates of illicit drug use among different ethnic groups, the findings presented in this chapter use combined data from the 2011/12, 2012/13 and 2013/14 CSEWs (the 'combined dataset'). The resulting larger sample size means it is possible to provide estimates of drug use for a more detailed breakdown of ethnic groups than would be possible using one year's worth of survey data. Similar analysis was last carried out on a combined dataset based on the 2006/07, 2007/08 and 2008/09 surveys and was published in Drug Misuse Declared: Findings from the 2009/10 British Crime Survey(^1) (^2). Estimates of use of illicit drugs ever, along with estimates of last year use, are available by ethnic group in the [illicit drug use among adults by ethnicity and sexual orientation tables](#). The self-completion module of the CSEW, which covers more sensitive topics such as illicit drug use, also includes an additional question asking respondents about their sexual orientation. A relatively small proportion (around 3%) of self-completion module respondents in each year identified themselves as gay, lesbian or bisexual(^3). Therefore, similarly to estimates for ethnicity, the findings presented in this chapter use combined data from the 2011/12, 2012/13 and 2013/14 CSEW in order to provide more robust estimates of use of individual drugs by sexual orientation broken down by gender. Figures and commentary are based on analysis of respondents' drug use in the last year. Similar analysis was last carried out on a combined 2007/08 and 2008/09 dataset and published in Drug Misuse Declared: Findings from the 2009/10 British Crime Survey(^4) (^5). The [User Guide to Drug Misuse: Findings from the CSEW](http://www.homeoffice.gov.uk/research-statistics/drug-misuse-declared-findings-2009-10-british-crime-survey) provides further details relating to illicit drug use measures and definitions, and the [Technical Annex](http://www.homeoffice.gov.uk/research-statistics/drug-misuse-declared-findings-2009-10-british-crime-survey) gives more detail on the three-year combined dataset. KEY FACTS - Adults from mixed ethnic backgrounds were the most likely to have taken any illicit drug in the last year compared with adults from other ethnic groups. Adults from Asian or Asian British ethnic backgrounds generally had the lowest levels of last year drug use. - Last year cannabis use was highest among adults from a mixed ethnic background than for adults from other ethnic groups. The overall mixed ethnic group had a higher prevalence of last (^1) White; mixed; Asian or Asian British; black or black British; Chinese or other ethnic group. (^2) The sexual orientation question on the CSEW does not ask respondents if they identify as transgender. (^3) The self-completion module has included a question asking respondents about their sexual orientation since the 2007/08 survey, so when previous analysis was published it was only possible to combine two-years worth of data. \<page_number>26\</page_number> year cannabis use than any other group (13.8%), for example when compared with adults from a white background (7.0% overall). - Gay or bisexual adults were more likely to have taken any illicit drug in the last year than heterosexual adults. In particular, gay or bisexual men were the group most likely to have taken any illicit drug in the last year (33.0% had taken drugs in the last year), with higher levels of illicit drug use than gay or bisexual women (22.9%) and heterosexual men (11.1%). DATA TABLES Estimates of drug use by ethnicity and sexual orientation based on the combined dataset (2011/12, 2012/13 and 2013/14 CSEW) can be found in the Ethnicity and sexual orientation tables. ESTIMATES OF ILLICIT DRUG USE BY ETHNICITY Illicit drug use by ethnicity Overall, those from mixed ethnic backgrounds generally had the highest level of any drug use in the last year (17.1% of this group had taken drugs in the last year), compared with other ethnic groups. Within the mixed ethnic group, the general pattern was that adults from mixed-white/black Caribbean backgrounds had the highest level of drug use, although compared with other mixed ethnic groups the differences were not statistically significant (likely due to the small number of respondents in each group). Proportions taking drugs within the more specific mixed ethnic groups ranged between 13.8% and 21.2% (as shown in Figure 4.1). Adults identifying as mixed-white/black Caribbean had statistically significantly higher levels of drug use than any other non-mixed ethnic groups (21.2%, compared with, for example, white-British, 9.0%). \<page_number>27\</page_number> Figure 4.1: Illicit drug use in the last year among adults, by ethnic group, 2011/12 to 2013/14 combined CSEW dataset <img> A bar chart showing the prevalence of illicit drug use in the last year among adults, by ethnic group. The x-axis represents the percentage of adults who used any illicit drug in the last year (ranging from 0.0% to 25.0%). The y-axis lists different ethnic groups: - All white - White British - Other white background - All mixed - Mixed - white and black Caribbean - Mixed - white and black African - Mixed - white and Asian - Other mixed background - All Asian or Asian British - Asian - Indian - Asian - Pakistani - Asian - Bangladeshi - Other Asian background - All black or black British - Black - Caribbean - Black - African - Other black background - All Chinese or other - Chinese - Other ethnic group The bars show the following percentages: - All white: ~10% - White British: ~10% - Other white background: ~10% - All mixed: ~20% - Mixed - white and black Caribbean: ~15% - Mixed - white and black African: ~15% - Mixed - white and Asian: ~15% - Other mixed background: ~15% - All Asian or Asian British: ~5% - Asian - Indian: ~5% - Asian - Pakistani: ~5% - Asian - Bangladeshi: ~5% - Other Asian background: ~5% - All black or black British: ~5% - Black - Caribbean: ~10% - Black - African: ~5% - Other black background: ~5% - All Chinese or other: ~5% - Chinese: ~5% - Other ethnic group: ~5% Source: Home Office, Illicit drug use among adults by ethnicity and sexual orientation tables: Table Eth_01. As these results are taken from the combined dataset, these will not match the figures presented in Section 3: Illicit drug use by personal, household and area characteristics and lifestyle factors. Mixed ethnic groups also had the highest levels of Class A drug use in the last year. The most prevalent drug among each of the ethnic groups was cannabis. The overall mixed ethnic group had a higher prevalence of last year cannabis use than any other group (13.8% overall, ranging from 8.9% for mixed-white/black African to 16.0% mixed-white/black Caribbean), for example when compared with adults from a white background (7.0% overall). Adults from the Asian or Asian British and Chinese or other ethnic groups generally had the lowest levels of last year drug use. Levels were similar among those identifying as Asian-Indian (3.2%), Asian-Pakistani (3.4%), Asian-Bangladeshi (4.0%) and Chinese (4.0%). Within black or black British backgrounds, those from a black-Caribbean background had higher levels of cannabis and any drug use in the last year (8.0% and 8.9% respectively) than adults with a black-African background (2.8% and 3.9% respectively). \<page_number>28\</page_number> Chart notes Illicit drug use by ethnicity and gender Overall prevalence of drug use among men in the general population is around twice as high as for women (see Demographics section). Similarly, for all ethnic backgrounds the difference in drug use between men and women was statistically significant except in the Indian, Pakistani, Bangladeshi, Chinese and black African groups (see Figure 4.2). Figure 4.2: Illicit drug use in the last year among adults, by ethnic group and gender, 2011/12 to 2013/14 combined CSEW dataset <img>A bar chart showing illicit drug use by ethnic group and gender. The x-axis represents percentages from 0.0 to 35.0. The y-axis represents different ethnic groups: White - British, Other White background, Mixed - White and Black Caribbean, Mixed - White and Asian, Any other Mixed background, Asian - Indian, Asian - Pakistani, Asian - Bangladeshi, Other Asian background, Black or Black British - Caribbean, Black or Black British - African, Chinese, Other ethnic group. For each ethnic group, there are two bars representing Men (solid) and Women (dashed). The bars show that the prevalence of illicit drug use is generally higher for men than for women across all ethnic groups.</img> Chart notes Source: Home Office, Illicit drug use among adults by ethnicity and sexual orientation tables: Table E1h_01. Note: due to small sample sizes it is not possible to show figures for men within 'Mixed – white/black African' and 'Other black background'. As white British adults made up the vast majority of respondents, it is unsurprising that levels of last year use of any illicit drug for white British men (12.3%) were around twice as high as for white British women (5.8%), i.e. similar to the whole population. Levels were also around twice as high for men than for women in the overall 'mixed' (24.5% of men, 10.4% of women) and 'Asian or Asian British' (4.6% of men, 2.0% of women) groups, and within these high-level groups, men from 'any other mixed' background had four times (26.1% men, 7.1% women) and other Asian backgrounds five times (5.8% men, 1.2% women) the levels for women of the same ethnic background. Black or black British\* men had around three times the level of last year drug use as women from the same ethnic background (9.0% men, 3.2% women) and in particular black Caribbean men had around five-times the last year drug use as black Caribbean women (16.5% men, 3.4% women). Illicit drug use by ethnicity, standardised by age Levels of illicit drug use are known to be higher among younger adults, so the age profile of the different ethnic groups is likely to affect drug use estimates for adults within those groups (see Table \<page_number>29\</page_number> Eth_07). The higher level of drug use among adults from a mixed ethnic group may reflect the younger age profile of these individuals. To illustrate, around half (53%) of the high-level mixed ethnic group were aged between 16 and 29 (mean age 31.1), whereas in the general population\\textsuperscript{a} the proportion of adults aged 16 to 29 was lower at around one third (31%) (mean age 37.5). Age-standardisation can be used to adjust rates and take into account the age profile of the ethnic groups (see Technical Annex for more detail). Standardising the drug use rates in this way means that many of the differences observed between groups disappear, which suggests that age, not ethnicity, is the key driver of differences between groups. As with the non-standardised analysis, the age-standardised level of last year drug use in mixed ethnic backgrounds remained higher than in other high-level groups (white; black or black British; Asian or Asian British; Chinese or Other). However, the difference between mixed and other groups was not as large, in particular when compared with white backgrounds which had the second highest rates. Looking at the more detailed mixed backgrounds (see Figure 4.3), the overall age-standardised picture was again similar to the non-standardised analysis. The higher level of drug use among the mixed-white/black Caribbean group remains evident, although as with the non-standardised analysis this was not statistically significantly different from the mixed-white/black African or 'any other mixed' ethnic groups. Standardising the drug use rates in this way means that many of the differences observed between groups disappear, which suggests that age, not ethnicity, is the key driver of differences between groups. Figure 4.3: Age-standardised and non-standardised illicit drug use in the last year among adults, by ethnic group, 2011/12 to 2013/14 combined CSEW dataset <img> A bar chart showing age-standardised and non-standardised illicit drug use among adults by ethnic background. The x-axis represents drug use levels on a scale from 0.0 to 25.0. The y-axis lists ethnic backgrounds: White British, Other white background, Mixed - white and black Caribbean, Mixed - white and black African, Mixed - white and Asian, Other mixed background, Asian - Indian, Asian - Pakistani, Asian - Bangladeshi, Other Asian background, Black - Caribbean, Black - African, Other Black background, Chinese, Other ethnic group. For each ethnic background: - White British: Non-standardised value is approximately 18.0 - Other white background: Non-standardised value is approximately 18.0 - Mixed - white and black Caribbean: Non-standardised value is approximately 20.0 - Mixed - white and black African: Non-standardised value is approximately 18.0 - Mixed - white and Asian: Non-standardised value is approximately 18.0 - Other mixed background: Non-standardised value is approximately 18.0 - Asian - Indian: Non-standardised value is approximately 18.0 - Asian - Pakistani: Non-standardised value is approximately 18.0 - Asian - Bangladeshi: Non-standardised value is approximately 18.0 - Other Asian background: Non-standardised value is approximately 18.0 - Black - Caribbean: Non-standardised value is approximately 18.0 - Black - African: Non-standardised value is approximately 18.0 - Other Black background: Non-standardised value is approximately 18.0 - Chinese: Non-standardised value is approximately 18.0 - Other ethnic group: Non-standardised value is approximately 18.0 - White British: Age-standardised value is approximately 16.0 - Other white background: Age-standardised value is approximately 16.0 - Mixed - white and black Caribbean: Age-standardised value is approximately 20.0 - Mixed - white and black African: Age-standardised value is approximately 16.0 - Mixed - white and Asian: Age-standardised value is approximately 16.0 - Other mixed background: Age-standardised value is approximately 16.0 - Asian - Indian: Age-standardised value is approximately 16.0 - Asian - Pakistani: Age-standardised value is approximately 16.0 - Asian - Bangladeshi: Age-standardised value is approximately 16.0 - Other Asian background: Age-standardised value is approximately 16.0 - Black - Caribbean: Age-standardised value is approximately 16.0 - Black - African: Age-standardised value is approximately 16.0 - Other Black background: Age-standardised value is approximately 16.0 - Chinese: Age-standardised value is approximately 16.0 - Other ethnic group: Age-standardised value is approximately 16.0 Legend: ☐ Age- ☐ Non- standardised Chart notes: Source: Home Office, Illicit drug use among adults by ethnicity and sexual orientation tables; Table Eth_07. \\textsuperscript{a} Defined here as the age group 16 to 59. \<page_number>30\</page_number> ESTIMATES OF ILlicit DRUG USE BY SEXUAL ORIENTATION Of the respondents in the combined dataset, 97% reported that they were heterosexual or straight; 2% gay or lesbian and 1% bisexual. Analysis presented here combines adults who identified as being gay or lesbian with those who were bisexual, i.e. 3% of the respondents in total. Illicit drug use by sexual orientation Overall, gay or bisexual adults were more likely to have taken illicit drugs in the last year (28.4% had taken drugs in the last year) compared with heterosexual adults (8.1%). This higher prevalence of last year drug use among gay or bisexual adults was also true for any Class A drug (10.0% for gay or bisexual adults compared with 5.7% of heterosexual adults) and across most drug types; powder cocaine, ecstasy, hallucinogens, amphetamines, methamphetamine, cannabis, tranquillisers, ketamine and amyl nitrite (see Figure 4.4). Figure 4.4: Illicit drug use in the last year among adults, by drug type and sexual orientation, 2011/12 to 2013/14 combined CSEW dataset <img>A bar chart showing the prevalence of illicit drug use by sexual orientation and drug type.</img> Cannabis Cocaine powder Ecstasy Amphetamines Amyl nitrite Ketamine Hallucinogens Tranquillisers Gay/bisexual Heterosexual /straight Chart notes Note: Drugs shown are those that had been taken by at least 0.5% of the general population in the last year. Source: Home Office, Illicit drug use among adults by ethnicity and sexual orientation tables: Table Sex_Pref_01. Illicit drug use by sexual orientation and gender As shown in Figure 4.5, the higher drug use prevalence among gay/bisexual adults also remained when making comparisons within gender. \<page_number>31\</page_number> Figure 4.5: Use of any illicit drug in the last year among adults, by sexual orientation and gender, 2011/12 to 2013/14 combined CSEW dataset <img> A bar chart showing use of any illicit drug in the last year among adults, by sexual orientation and gender. The x-axis represents the percentage of respondents, ranging from 0.0% to 35.0%. The y-axis represents the different groups: Male, Gay/bisexual (33.0%), Heterosexual/staight (11.1%). Female, Gay/bisexual (22.9%), Heterosexual/staight (5.1%). </img> Chart notes Source: Home Office, Illicit drug use among adults by ethnicity and sexual orientation tables: Table Sex_Pref_01. One-third (33.0%) of gay/bisexual men had used drugs in the last year, which was around three times higher than the proportion of last year drug use by heterosexual men (11.1%). This reflects higher levels of use of the majority of individual drugs asked about, i.e. powder cocaine, ecstasy, amphetamines, methamphetamine, cannabis, tranquilisers, ketamine and amyl nitrite. The greatest difference was detected in the use of amyl nitrite in the last year by gay or bisexual men compared with heterosexual men (14.7% and 0.8% respectively). Last year use of any drug among gay/bisexual women was around four times higher than for heterosexual women (22.9% and 5.1% respectively). Far higher levels of last year cannabis use among gay or bisexual women (17.5% compared with 3.8%) explained much of this difference, however last year prevalence of powder cocaine, ecstasy, hallucinogens, amphetamines, tranquilisers, ketamine and amyl nitrite were also higher among gay/bisexual females than heterosexual females. Illicit drug use – comparison of gay/bisexual men with gay/bisexual women Overall prevalence of drug use among men in the general population is around twice as high as for women (see Demographics section) and, as mentioned above, 97% of respondents reported that they were heterosexual or straight. It is therefore not surprising that heterosexual men had higher levels of last year drug use than heterosexual women for all drug types asked about. Similarly, gay/bisexual men reported overall higher levels of last year drug use than gay/bisexual women for both any illicit drug and any Class A drug (33.0% and 12.3% for men compared with 22.9% and 7.2% for women). Also, levels of amyl nitrite use in the last year were around five-times greater for gay or bisexual men (14.7%) than for gay or bisexual women (3.2%). However, there was more similarity in levels of use of certain drugs when comparing genders (see Figure 4.6). For example, a similar proportion of gay or bisexual men (20.1%) and gay or bisexual women (17.5%) had used cannabis in the last year (see Figure 4.6). (^{3}) Amyl nitrite is well known as an aid to anal intercourse. \<page_number>32\</page_number> Figure 4.6: Illicit drug use in the last year among gay or bisexual adults, by drug type and gender, 2011/12 to 2013/14 combined CSEW dataset <img> A bar chart showing illicit drug use among gay or bisexual adults, by drug type and gender. The x-axis represents drug types: Cannabis, Amyl nitrite, Cocaine powder, Ecstasy, Amphetamines, Ketamine, Tranquillisers, Magic mushrooms, LSD, Methamphetamine. The y-axis represents the percentage of gay or bisexual men (grey) and women (black). Legend: - Grey square: Gay or bisexual male - Black square: Gay or bisexual female </img> Chart notes Note: Drugs shown are those that had been taken by at least 0.5% of the gay or bisexual population in the last year. Source: Home Office. Illicit drug use among adults by ethnicity and sexual orientation tables: Table Sex_Pref_01. Compared with gay or bisexual women, gay or bisexual men had statistically significantly higher levels of last year use of the following illicit drugs: - amyl nitrite (gay/bisexual men: 14.7%, gay/bisexual women: 3.2%), - cocaine powder (gay/bisexual men: 9.9%, gay/bisexual women: 4.5%), - ecstasy (gay/bisexual men: 7.7%, gay/bisexual women: 4.6%) - ketamine (gay/bisexual men: 4.2%, gay/bisexual women: 1.5%). Additionally, no gay or bisexual women said that they had taken methamphetamine, (gay/bisexual men: 1.1%), crack cocaine (gay/bisexual men: 0.8%), or anabolic steroids (gay/bisexual men: 0.8%). Illicit drug use by sexual orientation, standardised by age (within gender) The higher level of illicit drug use among gay/bisexual adults in general may be due, at least in part, to the younger age profile of individuals identifying themselves as in this group. Around one third (31%) of the heterosexual population¹⁰ (mean age 37.6) is aged between 16 and 29; the equivalent proportion of those identifying themselves as gay or bisexual (mean age 33.0) is almost half (46%). Additionally, 55% of gay/bisexual respondents were male compared to 50% of the heterosexual population. As levels of illicit drug use are known to be higher among younger adults, and also among men (see Demographics section), the higher levels of drug use among gay or bisexual adults may be explained, at least in part, by the age and sex profile of this group. Age-standardisation was used to adjust rates within sexual orientation and gender groups to take into account the younger age profile of gay or bisexual adults and see whether sexual orientation was the key driver of differences between groups (see the Technical Annex for further details). However, age-standardising the drug use rates shows that the variations observed between heterosexual and gay or ¹⁰ Defined as adults aged between 16 and 59 for this analysis. \<page_number>33\</page_number> bisexual adults remain after controlling for the differing age and gender distributions, indicating that levels of drug use are relatively higher among gay or bisexual adults than heterosexual adults (see Figure 4.7). Figure 4.7: Age-standardised and non-standardised use of any illicit drug in the last year among adults, by sexual orientation and gender, 2011/12 to 2013/14 combined CSEW dataset <img> A bar chart showing age-standardised and non-standardised use of any illicit drug in the last year among adults, by sexual orientation and gender, 2011/12 to 2013/14 combined CSEW dataset. Legend: - ☻ age-standardised - ☹ non-standardised X-axis: Percentage Y-axis: Sexual Orientation/Gender </img> Chart notes Source: Home Office. Illicit drug use among adults by ethnicity and sexual orientation tables - Table Sex_Pref_01. The differences in level of drug use between heterosexual and gay/bisexual men and heterosexual and gay/bisexual women were still apparent when standardised for age (see technical annex for details on age-standardisation). However, the difference in age profile between heterosexual and gay/bisexual women was more pronounced than the difference between heterosexual and gay/bisexual men (31% of heterosexual females are aged between 16 and 29, whereas 51% of gay/bisexual females are in the same age bracket<sup>1)</sup>). This means that age-standardisation had a greater effect for gay/bisexual women than gay/bisexual men, so once estimates of last year drug use are standardised by age the differences between heterosexual and gay/bisexual adults were less pronounced for women than for men. <sup>1)</sup> The difference is slightly less marked for men: 31% of heterosexual men are aged between 16 and 29 compared with 42% of gay/bisexual men. \<page_number>34\</page_number> Annex: Accessibility of drugs Findings presented here are from the 2013/14 Crime Survey for England and Wales (CSEW) on the source from which the most recent drugs taken were obtained, the location where they were obtained (i.e. where the drugs were bought by, or given to, the individual) and the location where they were subsequently taken. These findings are similar to those reported in Drug misuse: findings from the 2012 to 2013 CSEW, and so this section has not been included as a full chapter. Full accessibility statistics for selected personal and area characteristics from the 2013/14 CSEW can be found in the Accessibility of drugs tables. The analysis is based only on those adults aged 16 to 59 who said they had taken drugs in the 12 months previous to interview. The results in this section will be heavily influenced by use of cannabis, as this was the most prevalent drug used in the last year (see Extent and trends in illicit drug use among adults). It was not possible to carry out separate analysis by drug type. KEY FACTS - Last year drug users most commonly sourced their drugs from someone well known to them. Over half (57%) of adults aged 16 to 59 who had taken drugs in the last 12 months said that the last drugs they had used were obtained from someone well known to them, who was not a family member, for example a friend, work colleague or neighbour. Just under a quarter (22%) had obtained their drugs from a dealer, while just 4% had obtained their drugs from a family member. - A very small proportion of drugs were sourced from the Internet. Only 1% of adults who had used drugs in the last 12 months sourced the last drugs they took from the Internet. - Drugs were mostly sourced from a domestic setting. Just over a half (51%) of adults (who had used drugs in the last 12 months) were in a domestic setting when they obtained the last drugs they took, i.e. their own home or someone else’s home. The remaining half had obtained them at other locations in roughly equal proportions, namely at a bar or pub (10%), at a club, party or rave (11%), on the street/in a park/outdoor area (14%) or somewhere else (14%). - The majority of last year drug users took drugs in a domestic setting. Almost two-thirds of adults (62%) had been in a domestic setting (i.e. at their home or someone else’s home) the last time they took drugs. Almost a quarter (23%) took the drugs at a pub, bar, club, party or rave (i.e. typically late night venues), while 6% took them in an outside location (e.g. the street, park or other outdoor area). - Last year drug users were most likely to take drugs in the same location as they obtained them. As shown in Figure A1, of those adults who obtained the drugs they last took at home, 93% took the drugs at home as well. This is true of most locations, in particular at a club, party or rave (95%), with the exception of those who obtained their drugs in an outside location. Although 35% of these adults also took the drugs in an outside location, just over a third (34%) took them at home instead. \<page_number>35\</page_number> Figure A1: Where drugs were taken by where they were obtained the last time they were taken, 2013/14 CSEW Percentages <table> <thead> <tr> <th></th> <th colspan="5">Where obtained</th> </tr> <tr> <th></th> <th>At home</th> <th>At someone else's home</th> <th>At a bar or pub</th> <th>At a club, party or rave</th> <th>On the street, in a park, or other outdoor area</th> <th>Somewhere else</th> </tr> </thead> <tbody> <tr> <td><strong>Where taken</strong></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>At home</td> <td>93</td> <td>19</td> <td>12</td> <td>0</td> <td>34</td> <td>17</td> </tr> <tr> <td>At someone else's home</td> <td>3</td> <td>74</td> <td>12</td> <td>2</td> <td>14</td> <td>12</td> </tr> <tr> <td>At a bar or pub</td> <td>2</td> <td>2</td> <td>68</td> <td>1</td> <td>5</td> <td>5</td> </tr> <tr> <td>At a club, party or rave</td> <td>1</td> <td>3</td> <td>5</td> <td>96</td> <td>8</td> <td>3</td> </tr> <tr> <td>On the street, in a park, or other outdoor area</td> <td>0</td> <td>1</td> <td>1</td> <td>0</td> <td>35</td> <td>7</td> </tr> <tr> <td>Somewhere else</td> <td>1</td> <td>1</td> <td>1</td> <td>0</td> <td>5</td> <td>57</td> </tr> <tr style="border-top: 1px solid black;"> <td><strong>Total</strong></td> <td><strong>100</strong></td> <td><strong>100</strong></td> <td><strong>100</strong></td> <td><strong>100</strong></td> <td><strong>100</strong></td> <td><strong>100</strong></td> </tr> <tr style="border-top: 1px solid black;"> <td><strong>Unweighted base</strong></td> <td><strong>243</strong></td> <td><strong>485</strong></td> <td><strong>150</strong></td> <td><strong>138</strong></td> <td><strong>155</strong></td> <td><strong>189</strong></ td </tr> </tbody> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> <!-- Table notes --> <!-- Source: Home Office Accessibility of drugs tables: Table A_04. --> Technical annex DATA QUALITY AND INTERPRETING THE FIGURES The Crime Survey for England and Wales (CSEW) provides estimates of illicit drug use among adults aged 16 to 59 within the general household population of England and Wales. As such, the CSEW provides an effective measure of the more commonly used drugs for which the majority of users are contained within this population. As a household survey, the CSEW does not cover groups such as the homeless, those who are in prison, those who are unable to take part in an interview due to potentially high rates of drug use, and problematic drug users who are unable to take part in an interview. Figures presented from the CSEW are only for adults aged between 16 and 59 as this is the age range of the self-completion module of the CSEW where necessarily these sensitive questions on illicit drug use are asked. The 2013/14 survey provides estimates of illicit drug use among adults over two time periods: ever in their lifetime and in the last year. Information on both measures is provided for the extent of drug use and is contained in the tables for this section. However, the discussion on trends is based on last year use, which is deemed the most reliable measure of recent drug use. Only increases or decreases between years that are statistically significant at the 5% level (and are therefore likely to be real) are described as changes within the text; in the tables these changes are identified by asterisks (see the User Guide to Drug Misuse: Findings from the CSEW for more information). Mephedrone A question on mephedrone use in the last year was added to the 2010/11 CSEW to gather information about the extent of its use in the general population. Legislation was passed on 16 April 2010 under the Misuse of Drugs Act 1971 to control mephedrone as a Class B substance. From 2012/13, mephedrone has been included in an overall ‘Any drug (inc. mephedrone)’ use measure, for the years 2010/11 to 2013/14. This measure has been presented alongside the existing ‘Any drug’ measure, to allow for comparability over a longer time period. From next year, mephedrone will be included in the ‘Any drug’ measure as standard. Frequent drug use In the context of this release, frequent drug use is defined as using the same illicit drug more than once a month on average during the last year. Questions on frequency of use in the last year have been asked of 16 to 24 year olds since the 2002/03 CSEW and were first completed by all adults aged 16 to 59 in 2009/10. These questions were rotated out of the 2010/11 questionnaire and added in again from the 2012/13 CSEW onwards. Personal, household and area characteristics The CSEW collects a rich set of information on the personal, household and area characteristics as well as lifestyle factors of adults that are used to explore differences in illicit drug use. While these discrete relationships provide useful information, it should be noted that these factors often interact and caution should be taken when drawing conclusions; for example, marital status is strongly age-related and different ethnic groups have different age profiles (e.g. Mixed ethnic groups tend to have \<page_number>37\</page_number> younger age profiles than White ethnic groups). This can be addressed to some extend using age-standardisation (see the 'Ethnicity and sexual orientation' section below). It is also worth noting that where sub-group sizes are small, quite large apparent differences between groups may not be statistically significant. Location and source of drugs Since the 2010/11 CSEW, adults who had used any illicit drug in the last year were asked more detailed questions about the location and source of obtaining drugs the last time they had taken drugs. New questions were added in 2011/12 to ask drug-taking adults how easy they found it to obtain illegal drugs and for non-drug-taking adults, how easy they thought it would be. These questions were removed in 2012/13 and replaced with questions on where adults who had taken drugs in the last year were when they last took them. These questions were included again in 2013/14 and results are presented as an Annex. Ethnicity and sexual orientation Ethnicity In 2011/12, respondents were asked to which of six ethnic groups they considered they belonged to (White; Mixed; Asian or Asian British; Black or Black British; Chinese; another ethnic group) and then asked a follow-up about the more detailed ethnic group. In 2012/13 and 2013/14 respondents were asked to choose one option on a card that best described their ethnic group or background. This included the options 'Irish' and 'Gypsy or Irish Traveller' which have been included in 'another White Background' and 'Arab' that has been included in 'another ethnic group' as these detailed groups were not available in 2011/12. The achieved sample size of those who provided sufficient information to calculate 'any drug use' in the last year from the combined three-year CSEW dataset (2011/12, 2012/13, 2013/14) was 70,619. This comprises 62,660 respondents who identified themselves as White (86%); 850 who reported being of Mixed (1%) ethnic ground; 3,807 who described themselves as Asian or Asian British (8%); 2,240 as Black or Black British (3%) and 1,062 as Chinese or other (2%) ethnic group. For a full breakdown of the proportion of adults within ethnic groups in this population, see Annex Table 1. Standardised prevalence of drug use by ethnicity Age-standardisation adjusts rates to take into account the age profile of the population under study and is regularly used in the analysis of morbidity and mortality statistics. This is because the age structure of the population could directly affect statistics such as mortality rates, for example it may be that a high number of deaths in an area could be due, at least in part, to a large proportion of older people in the population. In a similar way, drug use rates are known to be higher among younger adults, and also among men, hence high levels of drug use among ethnic groups may be explained, at least in part, by the age and sex profile of the group. The age-standardised rates are provided in Table Eth_07 as an indication of comparable levels across different groups. Due to the difference in age profile between the ethnic groups, and the known gender difference in drug use, age-standardised estimates of drug use prevalence within sex were created. Standardising the drug use rates in this way means that many of the differences observed between groups disappear, which suggests that age, not ethnicity, is the key driver of differences between groups. \<page_number>38\</page_number> Sexual orientation The sexual orientation question is only asked if respondents complete the module on the laptop themselves, not if they agree to an interviewer completing the survey on their behalf or, of course, if they refuse to complete the module. As with any self-completion survey, respondents can choose to not to answer a particular question. Again, not all respondents provide answers to all the drug use questions (although item non-response is low). In total, the combined achieved sample size of those who responded to the sexual orientation question and also provided sufficient information to calculate any drug use in the last year was 67,282. Of these, 1,732 adults aged 16 to 59 identified themselves as gay, lesbian or bisexual. Standardised prevalence of drug use in the last year by sexual orientation The age-standardised rates are provided in Table Sex_Pref_03 as an indication of comparable levels across different groups. Due to the difference in age profile between the different sexual orientation groups, age-standardised estimates of drug use prevalence within sex were created. Standardising the drug use rates in this way shows that most of the variations observed between groups remain after controlling for the differing age distributions, indicating that levels of drug use are relatively higher among gay or bisexual adults than heterosexual adults. RE-WEIGHTING THE CSEW The Crime Survey for England and Wales (CSEW) uses population estimates in calibration weighting, which is designed to make adjustments for known differentials in response rates between different regions and different age by sex sub-groups (for more information on calibration weighting see the User Guide in Crime Statistics for England and Wales). Given that population estimates based on the 2011 Census are now available, ONS embarked on a programme of work to re-weight CSEW data using the new estimates. As such, CSEW estimates from 2001/02 to 2012/13 have been re-weighted using the new Census-based population estimates. For more detail on the re-weighting of CSEW data, please see the methodological note ‘Presentational and methodological improvements to National Statistics on the Crime Survey for England and Wales’ published by the ONS. Since the drug use estimates presented in this publication use data from the CSEW, estimates from 2001/02 to 2012/13 for 16 to 59 year olds have therefore been re-weighted using the new Census 2011 based population weights. The effect of re-weighting on drug use estimates for 16 to 59 year olds The re-weighting of the CSEW data back to 2001/02 has had minimal impact on the drug use estimates in terms of the proportion of 16 to 59 years olds who have taken drugs in the last year. These estimates have changed by no more than 0.2 percentage points when compared with the original weights and the overall trend remains unaffected, as shown in Figure T1. \<page_number>39\</page_number> Figure T1: Estimates of the proportion of 16 to 59 year olds reporting the use of any drug in the last year, using different weights, 1996 to 2013/14 CSEW <img>A line graph showing estimates of the proportion of 16 to 59 year olds reporting the use of any drug in the last year, using different weights, from 1996 to 2013/14. The x-axis shows years, starting with 1996 and ending with 2013/14. The y-axis shows proportions, ranging from 0.0 to 14.0. There are two lines on the graph: one blue line labeled "Census 2011 weights" and one red line labeled "Original weights". The blue line starts at around 8.0 in 1996, rises to about 12.0 by 2003/04, then drops slightly to around 10.0 by 2008/09. It then rises again to around 12.0 by 2013/14. The red line starts at around 8.0 in 1996, rises to about 12.0 by 2003/04, then drops slightly to around 10.0 by 2008/09. It then rises again to around 12.0 by 2013/14.</img> Although the effect on the estimated proportion of drug users has been minimal, there has been a greater effect on the estimated number of drug users. This is unsurprising given that these figures are directly based on population estimates. For example, the 2012/13 Drug Misuse publication estimated around 2.7m people had used any drug in the last 12 months. However, using updated Census-based population figures, this estimate is now around 2.5m. The effect of re-weighting on drug use estimates for 16 to 24 year olds Between 2001/02 and 2008/09, the CSEW included a boost sample of young adults in order to further improve the accuracy of illicit drug use estimates among 16 to 24 year olds. As these survey years included this youth boost sample, estimates for 16 to 24 year olds have been re-weighted in a slightly different way, but are still based on Census 2011 weights. Estimates from the 2001/02 to 2005/06 CSEWs for 16 to 24 year olds have not been re-weighted to account for the youth boost, as it has not been possible to reproduce the youth boost weights for inclusion in this publication. However, it was possible to re-weight estimates for 16 to 24 year olds from the 2006/07 to 2012/13 CSEWs to take into account the youth boost sample. The different ways in which the CSEW data for drug use estimates have been weighted are shown in Table T1. The ticks in Table T1 show which weighting specification has been used in the trends presented in 'Drug Misuse: Findings from the 2013/14 Crime Survey for England and Wales' publication. \<page_number>40\</page_number> Table T1: How CSEW drug use estimates have been weighted, 1996 to 2013/14 CSEW <table> <thead> <tr> <td></td> <td>1996</td> <td>1998</td> <td>2000</td> <td>2001/02</td> <td>2002/03</td> <td>2003/04</td> <td>2004/05</td> <td>2005/06</td> <td>2006/07</td> <td>2007/08</td> <td>2008/09</td> <td>2009/10</td> <td>2010/11</td> <td>2011/12</td> <td>2012/13</td> <td>2013/14</td> </tr> </thead> <tbody> <tr> <td>Original weights</td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Census 2011 weights</td> <td>☑</td> <td>☑</td> <td>☑</td> <td>x</td> <td>x</td> <td>x</td> <td>x</td> <td>x</td> <td>x</td> <td>x</td> <td>x</td> <td>x</td> <td>x</td> <td>x</td> <td>x</td> <td>x</td> </tr> <tr> <td>Census 2011 weighted youth boost</td> <td>x</td> <td>x</td> <td>x</td> <td>☑</td> <td>☑</td> <td>☑</td> <td>☑</td> <td>x</td> <td>x</td> <td>x</td> <td>☑</td> <td>☑</td> <td>☑</td> <td>☑</td> <td>☑</td><td>☑</td><td>☑</td><td>☑</td><td>☑</td><td>x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x Figure T2 shows the trend in the proportion of 16 to 24 year olds using any drug in the past year, back to 1996, using the original data, re-weighted Census data and re-weighted youth boost data. From 2008/09 onwards the trend shown using the original data and re-weighted census data are almost identical. Between 2006/07 and 2008/09 it is clear that using the youth boost estimates gives very similar results to the original estimates. Estimates back to 2001/12 calculated using re-weighted Census data (but without the youth boost weights) give a slightly more erratic trend, due to the smaller sample sizes, but the trend is very similar to that found using the original weights. Figure T2: Estimates of the proportion of 16 to 24 year olds reporting the use of any drug in the last year, using different weights, 1996 to 2013/14 CSEW <img> A line graph showing percentages over time. The x-axis represents years from 1996 to 2013/14. The y-axis represents percentages from 15% to 33%. There are three lines: - A blue line labeled "Census 2011 GF weights" which starts at around 33%, drops to about 27%, then rises again to about 31% by 2013/14. - A red line labeled "Original weights" which starts at around 33%, drops to about 27%, then rises again to about 31% by 2013/14. - A green line labeled "Census 2011 weighted youth boost" which starts at around 33%, drops to about 27%, then rises again to about 31% by 2013/14. </img> While the estimates are slightly different where the youth boost weights were unavailable (up to 1.5 percentage points difference), the overall trend is unaffected and the re-weighted estimates since 2008/09 are within 0.2 percentage points of those estimates based on the original weights. OTHER DATA SOURCES Public Health England (PHE) publishes information annually on the age, sex and ethnicity of clients aged 18 years and over in drug treatment contact in England in its annual report Statistics from the National Drug Treatment Monitoring System (NDTMS). The latest report is available online at: http://www.nta.nhs.uk/statistics.aspx Statistics on Drug Misuse: England, 2013 are published by the Health and Social Care Information Centre and are available online at: http://www.hscic.gov.uk/catalogue/PUB12994 National and regional estimates of the prevalence of opiate and/or crack cocaine use are published by the National Treatment Agency (now Public Health England). Latest figures are available for 2011/12 online at: http://www.nta.nhs.uk/facts-prevalence.aspx The Smoking, drinking and drug use among young people in England – 2013 report includes extensive information around first drug use for 11 to 15 year olds and is available online at: http://www.hscic.gov.uk/pubs/sdx13	ENGLISH
4117-pdf	National Archives – a proposed approach for sector-led improvement and development December 2011 About the LGA The Local Government Association (LGA) is here to support, promote and improve local government. Local government is facing the most radical changes, as well as the most significant opportunities, in a decade. We will fight local government’s corner and support local authorities through challenging times by focusing on our top two priorities: - representing and advocating for local government and making the case for greater devolution - helping local authorities tackle their challenges and take advantage of new opportunities to deliver better value for money services. Visit www.local.gov.uk Introduction 1. This paper sets out a framework for a new sector-led improvement and development programme for local archives. 2. The LGA appreciates The National Archive (TNA) has only recently inherited wider responsibilities for the archive sector. As a result it is in the initial stages of consultation before creating a new business plan. This document aims to provide a useful tool to TNA in setting out LGA’s initial thoughts on sector development and what TNA’s role should be. In addition, this document suggests some first thoughts on how we can work in partnership to develop and modernise the archives sector. Proposed approach 3. The proposed approach is driven by a desire for TNA and the LGA to develop a joint vision and improvement programme for local authority archive services. It realises the critical role local authorities play in providing a modern and thriving archives service, enabling TNA to develop a key strategic partnership. 4. LGA and TNA to establish a new, forward-thinking national partnership and innovative joint improvement programme. This is to create a modern, innovative and efficient archives service, underpinned by an ambitious self-improvement programme. The LGA is to represent local authorities within TNA’s decision-making structures, such as TNA’s Implementation Group and provide support and advice to the Archives Sector Development team. 5. Encourage TNA and Arts Council England (ACE) to work closely together to have a single conversation. This is in order to build a coherent cultural sector, sharing innovation and best practice between and within sectors. This will also enhance opportunities for the archives \<page_number>1\</page_number> sector to access funding and programmes provided by ACE, for example accessing Renaissance funding. 6. Support TNA's development with the sector of an accreditation scheme as a key self-improvement tool for the sector. TNA to work in partnership with local authorities and other sector providers to develop the accreditation scheme as a tool which will best support excellent service delivery. The LGA would welcome acting as a 'critical friend' in the development of the scheme. 7. TNA to support local authorities to deliver their statutory duties in relation to record management and promoting equality. The LGA will work with TNA to share good practice in effective records management. There is a real opportunity for commercialisation of public sector record management services to provide additional income. The LGA would encourage TNA to explore and promote appropriate entrepreneurial opportunities for the sector. 8. The LGA would welcome clarity from TNA on what they foresee their exact role to be and what funding opportunities they will be offering to local government to improve archive service delivery. 9. The LGA recognises the urgency and challenges facing the local archives sector and local authorities more generally. We would be committed to working with TNA in exploring what support can be offered to local authorities in the immediate future of 3-6 months before TNA's business plan for wider archive sector work is formalised and while local authority budgets are being finalised. Context 10. It is fundamental any programme acknowledges the new policy context we are working in, namely that: - The Government has placed a greater emphasis on localism and the 'Big Society': the need for public services to engage volunteers and community groups and to be accountable to their local communities. We recognise the experience the archives sector brings to this. - The Government has also dismantled much of the top-down performance management regime imposed upon local authorities. Local government is taking collective responsibility for its own sector-led improvement, as set out in the LGA 'Freedom to lead' document. - Local authorities are faced with significant budget reductions but there is also less ring-fencing of funds received. In the community budget areas there is greater flexibility to pool central government spending and spend it on what matters most locally. - In addition, much of the old regional architecture, such as regional development agencies (RDAs), has been abolished and there is a greater emphasis on local and sub-regional collaboration to deliver better services and make cost savings. \<page_number>2\</page_number> There is an ever-increasing appetite for accessing information digitally. Development has begun on the Government and private sector’s partnership to provide broadband access to every home in UK by 2015, with 90 per cent of homes and businesses having access to super-fast broadband. Local authorities have a statutory duty for the management of public records. Both are important, especially in relation to modernisation and digitisation of archive services. TNA is facing significant budget pressures, coupled with wider responsibilities for the archive sector. Partnership working is vital to ensure sensible strategic decisions are made which maximise the effective distribution of limited resources. The ACE has taken over responsibility for museums and libraries from the Museums, Libraries and Archives Council (MLA). It is important that the archives sector maintains its profile alongside these two much larger sectors and continues the vital dialogue with the museums and library sectors. In November 2011, the LGA published ‘Taking the lead: self-regulation and improvement in culture, tourism and sport’. TNA are represented on LGA’s Culture, Tourism and Sport Improvement Project Group. As a result, the sector is experiencing a fast pace of change and there is a real urgency to the challenge facing local archive services. The LGA is acting now because councils will be taking decisions over the next few months that could curtail the sector’s self-improvement capacity. Key principles 11. The LGA is pleased TNA identifies that the provision of archive services varies significantly on a local scale in terms of size, budget, facilities and local profile. Therefore with TNA’s support, local authorities are best placed to decide how to run their archive services providing the best service for their local community while achieving value for money. 12. LGA is broadly supportive of TNA’s model for excellence for publicly-funded archive services as set out in ‘Archives for 21st century’ document. Local authorities are already running innovative models for their archive services, focused on finding local solutions to meet local needs – see case studies in Annex 1. We would welcome the support TNA can give to this approach. We also support TNA’s work on such creative thinking through initiating projects, partnership working and sharing knowledge. TNA can also procure national deals for projects especially in digitalisation resources which would bring value for money to local authorities. However, it is important such resources meet the local needs of local authorities. 13. LGA are very supportive of TNA’s idea of developing bigger and better services in partnership with other local authorities and the private and charitable sector in order to achieve efficiency and value for money. In \<page_number>3\</page_number> order for this to work it would need to be led by local need as there is no 'one-size-fits-all' model. LGA in partnership with MLA ran a Future Libraries Programme, which included looking at sharing backroom functions in delivering library services. It highlighted important issues to be aware of such as council's desire for their libraries to maintain their own identity and local look and feel, to the difficulties arising in decision making between two authorities of different political persuasions. The LGA would be happy to share the lessons learnt from the Future Libraries Programme and its successor, the Libraries Development Initiative, with TNA. 14.Strong political leadership is vital for local archive services to thrive. TNA and LGA will play an important role in ensuring local politicians and professional archive staff work in partnership to run resilient and efficient archive services. 15.We feel that TNA's new responsibilities create an exciting opportunity for local authorities to benefit even more from TNA's depth of knowledge and experience in this sector. With both local authorities and TNA experiencing funding cuts, the LGA feels TNA could add the most value by acting as a catalyst for dissemination of good practice, both through sharing good practice, building influence across government, encouraging initiatives in the sector, and supporting local archive services to strengthen and develop. It could also include building upon TNA's existing work with local government, such as the current web archiving work. In times of austerity with differing opinions on spending priorities, TNA can play an important role on behalf of local authorities by advocating the public value of archives, such as underpinning democracy and learning. 16.Partnerships between archive services and libraries and museums offer opportunities to develop more innovative services. Therefore, it is essential that there is a joined-up conversation between TNA and ACE, whose remit now includes museums and libraries. This is especially so given that some local authorities make no distinction between their library and archive services. Furthermore, there are already some good practice and innovative models which have been built out of LGA and ACE's work on libraries which could be useful for developing archive services. 17.TNA can play a key role in improving and supporting service quality through a sector-led improvement scheme. With the wealth of knowledge and expertise TNA has in archive delivery it can recognise and promote excellence through sharing innovative ideas and best practice. We would support any useful tools TNA could equip local authorities with as part of a sector led improvement offer. TNA's archives accreditation scheme could be such a tool as councils could use it to monitor and benchmark their own performance, driving up service standards. Next steps 18.The LGA would like to at an early stage to begin a conversation with TNA to establish a new, forward-thinking national partnership and discuss the ideas outlined in this document in more detail. \<page_number>4\</page_number> Background Local Government’s Archive Services 19. More than 130 local authorities provide archive services, local studies and local history libraries. The collections of unique records in their care document a community’s identity. There are more than a million visits to local authority archives each year. Many books, magazines, plays, films, television, radio and websites rely on information from archives – much of it in the care of local authorities. Local authorities also have a legal responsibility to look after their records, charged by statute to ‘make proper arrangements’ for them. 20. Local authorities hold records of national and international importance. These include the official records that underpin democracy and the records of the lives of ordinary people, businesses and local life that add colour and texture to the official record. And it’s not just paper and parchment. Most local authority collections contain photographs, maps, plans, prints, drawings, sound recordings, moving images, microfilm and digital records. Together these unique records provide sources of inspiration, enjoyment and learning. 21. Innovative projects, such as Hull History Centre and The Keep in East Sussex, are showing how imaginative archive services can contribute widely to the local community. This is through education, culture, health and social initiatives and they can become a high-profile point of civic pride and economic development. For more information contact: justine.wharton@local.gov.uk \<page_number>5\</page_number> Appendix 1 Best practice and innovative case studies 22.In times of austerity, innovation is more important than ever. Local government has already demonstrated its commitment to TNA’s goal of ensuring that services are secure, sustainable, resilient and innovative. Below are four case studies demonstrating local government’s resourcefulness and innovation. Case study: Durham County Record Office – utilising volunteers Durham County Council’s Record Office set up the Mining Durham’s Hidden Depths project in October 2009. So far more than 100 volunteers have created 86,701 entries for an online index designed to “make County Durham’s mining heritage more accessible to informal adult learners by exploiting a major archive collection of national and international significance.” By the project’s official end, in March 2010, more than 60,000 miner’s names had already been indexed and new data made available online for people to access. A network of 106 volunteers with a wide range of ages and abilities trained in research and indexing techniques. Fifty of those people expressing an interest in continuing their voluntary work with Durham County Records Office. Case study: Centre for Buckinghamshire Studies – digitalising and inspiring new audiences At the Centre for Buckinghamshire Studies (CBS), they have been encouraging secondary schools to use their resources, especially their archives and collections. To achieve this, they have taken advantage of the availability of virtual learning software in all schools in the county. Having been inspired by a demonstration of The National Archive’s ‘virtual classroom’, CBS used the software as an innovative and inexpensive way of bringing their archives into the classroom. The virtual classroom sessions allowed pupils and archivists to interact and discuss documents and other items stored in the CBS archives. An item would be presented onscreen for the pupils to study, while other parts of the software allowed students to hear the archivist talk about it. Students also asked questions at the end. With this session having been trialled in one school, the hope is to spread it out to secondary schools throughout Buckinghamshire. Case study: Somerset Heritage Centre – sharing services and a one stop access to resources including online. Somerset Heritage Centre (SHC) opened in September 2010. It marked a new beginning for the county’s heritage by combining on one site Somerset’s archive, museum and local studies collections and making them available in a fully modern setting. The SHC is also home to the county’s Records Management, Historic Environment and Registration Services, as well as to the long-established Somerset Archaeological Society. The SHC replaces 16 former premises, including the Somerset Record Office of 1958, but has been far more than a building project. It has allowed greater cost-effectiveness through shared services, including customer service, learning and outreach, and one-stop access to resources both onsite and online (a new website is about to be launched). Financial resilience has been strengthened through \<page_number>6\</page_number> agreements to supply archive and records management services to other organisations, and an audience development plan has shaped engagement with new and existing audiences as well as with volunteers. Since opening, nearly 60 volunteers have begun work on archive-related projects. Visitor numbers have also risen sharply. Together with the related project to create the Museum of Somerset (just opened), the new SHC expresses a belief that innovative delivery of archive and other heritage services has a very significant role to play in supporting local and national agendas at a time of great financial pressure. Case study: Derbyshire Record Office – Artist-in-residence to engage new audiences Derbyshire Record Office is merging with Matlock Local Studies Library to provide a one-stop-shop for local and family history research in the county. A major building project, costed at £4.2 million and entirely funded by Derbyshire County council, has begun at the Record Office to extend storage capacity and create exciting new public spaces for this purpose. An artist-in-residence has been appointed for the duration of the building project to work with staff and the community, informing the interior design, enlivening the public space with art and raising the profile of the service. The artist will particularly work with people who haven’t used the service before to encourage them to feel a sense of ownership and pride, and to create a welcoming environment that continues to attract new audiences to the service. Overall, the project aims to nurture a culture of creativity within the Record Office and local studies team that will give them the skills and confidence to continue to engage creatively with new audiences once the project has finished. The project has already received Archive Pace Setter status, which aims to encourage innovative projects within the archive sector and promote good practice in archives as part of wider workforce development and advocacy strategies. \<page_number>7\</page_number>	ENGLISH

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