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Answer:
1. If a dog defecates in any Public Place within the Restricted Area, at any time, the person who oversees the dog at the time must remove the faeces forthwith, unless:

a. They have a reasonable excuse for failing to do so; or

b. The owner, occupier or other person or authority having control of the Public Place has consented (generally or specifically) to their failing to do so.

2. For the purposes of this Article:

a. Placing the faeces in a receptacle in the restricted area which is provided for the purpose, or for the disposal of litter or waste, shall be a sufficient removal from the Public Place;

b. Being unaware of the defecation (whether by reason of not being in the vicinity or otherwise), or not having a device for, or other suitable means of, removing the faeces shall not be a reasonable excuse for failing to remove the faeces.

3. This part of the Order applies to all Public Places within the Restricted Area.

Answer:

1. Within the Restricted Area, no person shall oversee more than four dogs in any Public Place unless:

a. They have a valid professional dog walker license issued by London Borough of Tower Hamlets authorising that person to oversee more than four dogs at any time in a Public Place;

b. They have a reasonable excuse for doing so; or 

c. The owner, occupier or other person or authority having control of the land has consented (generally or specifically) to their overseeing more than four dogs.

2. For the purposes of this article, a person who has a dog in their possession, custody or control shall be taken to oversee the dog(s).

3. This part of the Order applies to all Public Places within the Restricted Area.

Answer:

1. Nothing in this Order shall apply to a dog being used by or under the control of the police, contractors or agencies permitted by the Council for official purposes, or a person who:

a. Is registered as a blind person on a register complied under Section 29 of the National Assistance Act 1948; or

b. Is deaf, in respect of a dog trained by Hearing Dogs for Deaf People (registered charity number 293358) and upon which they rely for assistance; or

c. Has a physical or mental impairment which has a substantial and long-term adverse effect on the ability to carry out normal day-to-day activities, who uses a dog for assistance, which has been trained to assist a person with a disability.

Answer:

1. It is an offence under Section 67 of the Act for a person without reasonable excuse:

a. to do anything that they are prohibited from doing under the Order or 

b. to fail to comply with a requirement which they are subject to under the Order. 

2. A person guilty of an offence under section 67 is liable on summary conviction to a fine not exceeding level 3 on the standard scale. In the alternative, that person may be issued with a fixed penalty notice.

Answer:

1. Any challenge to this Order must be made in the High Court by an interested person within six weeks of it being made. An interested person is someone who lives in, regularly works in, or visits the restricted area. This means that only those who are directly affected by the restrictions have the power to challenge. The right to challenge also exists where an order is varied by the Council.

2. Interested persons can challenge the validity of this Order on two grounds, (1) that the Council does not have the power to make the Order or to include prohibitions or requirements; or (ii) that one of the requirements of the legislation has not been complied with.

3. When an application is made, the High Court can decide to suspend the operation of the order pending the Court’s decision, in part or in totality. The High Court can uphold the Order, quash it, or vary it.

Answer:

1. Within the Restricted Area, a person in charge of a dog must not, at any time, take that dog onto, or permit a dog to enter or to remain on, any Public Place unless:

a. They have a reasonable excuse for doing so; or

b. The owner, occupier or other person or authority having control of the land has consented (generally or specifically) to their failing to do so.

2. This part of the Order applies to land identified as gated children’s play areas and gated sports areas that are within:

a. Parks and open spaces and

b. Housing Estates within the Restricted Area.

Answer:

The planning process is a key step in developing a solid business plan. To make this process more manageable, it would be useful to divide it into two key phases: strategic thinking and planning, and formal business planning.

Strategic thinking and planning

A thorough, inclusive planning process lays the groundwork for a credible and actionable business plan. Taking the time to think strategically and involve others is just as important as drafting the business plan itself. The planning process should be a joint team effort. This requires input from staff, trustees, volunteers and most importantly the community you serve. This is the time to gather information about need and aims. You should think about who your partners are and look at your financial position. You could in the planning process use tools such as SWOT and PESTLE analysis (explained more in depth below) and include your team and community coproduction sessions to cement your aims.

Business planning

Taking the information that you gathered in the thinking stage, start to make sense of it and write it down in a clear and accessible way.

 

Answer:

This section is about mapping out what your organisation wants to achieve over the next few years and how you will get there. If you have not yet agreed on detailed plans, take some time to meet with your team, board and community to shape these plans collaboratively.

The Charity Excellence Framework has some useful guidance.

  • Organise around focus areas: Lay out your plans for each year based on the different areas of work your organisation is focusing on. This helps keep things clear and makes sure activities support your overall vision.
  • Set timelines and milestones: Agree to set realistic timelines and identify key points along the way to track your progress. Identified milestones will act as markers to keep you moving forward and allow you to measure impact.
  • Create clear and achievable targets: Break your plans into manageable goals that feel reachable with a clear sense of direction provided. This helps everyone understand what success looks like and how to work toward it.
  • Share responsibilities across the team: Instead of leaving everything to one person, make sure roles and tasks are shared among your team. Assigning leads for specific activities can keep things moving while sharing the workload.
Answer:

This section sets out the main risks to your organisation achieving your plans, their impact, and how you can mitigate and manage this impact. NCVO has some useful guidance on how to manage risk here.

Zurich has a Guide to Risk Management for public and voluntary sector organisations. It is comprehensive and has risk assessment templates in it.

Answer:

This section should give a summary of your charity’s finances, including your budget and a forecast for the current and future years. This shows that you understand your financial position and can plan ahead. Include the costs of your current projects and any future activities to show how much money you need to raise.

Include a list of your income sources, such as grants, donations or other income, and highlight any gaps where funding is still needed. Outline the main expenses your charity expects to face and how you will make sure there is enough money to cover them. It is also helpful to mention how you keep track of your finances, such as having regular reviews or involving the board in financial decisions, to show funders that your charity manages its money responsibly. Further resources are available at the end of this document.

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