SNOWDONIA NATIONAL PARK AUTHORITY CORPORATE PLAN 2017/18

Transcription

1 SNOWDONIA NATIONAL PARK AUTHORITY CORPORATE PLAN 2017/18 The National Park Authority is responsible for the preparation of the Corporate Plan, for the assessments set out within it, and the assumptions and estimates on which they are based. The Authority is also responsible for setting in place appropriate performance management and internal control systems from which the information and assessments in the Plan have been derived. The Authority is satisfied that the information and assessments included in the plan are in all material respects accurate and complete and that the plan is realistic and achievable. Snowdonia National Park Authority National Park Office Penrhyndeudraeth Gwynedd LL48 6LF

2 CONTENTS PAGE Section Page(s) 1. Snowdonia National Park Authority 3 2. Vision 3 3. Service Priorities Well-being Objectives and the Sustainable 5 7 Development Principles 5. The Authority s Objectives Gross Expenditure on 7 Well-being goals Indicators Corporate Planning Framework The Golden Thread Contact Details 26 2

3 1. Snowdonia National Park Authority Snowdonia National Park was designated in 1951 under the National Park and Access to the Countryside Act Snowdonia National Park Authority was established by the Environment Act 1995 as a single purpose local authority. It has the following purposes as defined by the Act: To conserve and enhance the natural beauty, wildlife and cultural heritage; and To promote opportunities for the understanding and enjoyment of the special qualities of the (National) Park by the public. In addition to pursuing National Park Purposes the National Park Authority has a duty to foster the economic and social wellbeing of local communities within the National Park. 2. Vision The vision for the Park was adopted by the Authority in December 2009 following extensive external consultation with the public and our key stakeholders. The vision for the Park (in the Park Management Plan) is set out below: By 2035 Snowdonia will continue to be a protected and evolving landscape, safeguarded and enhanced to provide a rich and varied natural environment; providing social, economic and well-being benefits nationally and internationally. National Park purposes will be delivered through a diverse and prospering economy adapted to the challenges of climate change and founded on natural resources - its landscape qualities, opportunities for learning and enjoyment, cultural and natural heritage. With thriving bilingual and inclusive communities, partnership working will have demonstrated that more can be achieved through working together. Communities will have adopted innovative solutions in a changing World a low carbon economy will have strengthened residents link with the environment, providing a better standard of living and ensuring Snowdonia s reputation as an internationally renowned National Park and one of the nation s breathing spaces. 3

4 3. Service Priorities In preparing its service priorities and well-being objectives the Authority had regard to key legislation and strategic policy statements, other relevant plans and the views of staff, its members, key stakeholders and members of the public including: The Well-being of Future Generations (Wales) Act 2015 the Policy Statement for the National Parks and National Park Authorities in Wales issued in March 2007, the Remit Letter issued on an annual basis by the Welsh Government to the Authority, Community Strategies of Gwynedd and Conwy, One Wales: One Planet, One Wales: A progressive agenda for the governance of Wales, the Park Management Plan, reports by Wales Audit Office on the Authority, and independent consultant reports on the views of stakeholders. The services we provide and the way we provide them is changing due in no small part to the current economic climate and the financial restrictions on our budget. The financial challenge that we face has not however meant a corresponding drop in the demands on us to deliver a quality service, and in this context, the Authority has identified what its future service priorities are and how services should be delivered in future so as best to utilise the resources available to the Authority in the most sustainable way, with the aim of achieving the vision for the Park set out above. Our service priorities for this financial year are set out as follows: ensure that the objectives in the Park Management Plan are delivered successfully by ourselves, our partners and our stakeholders in order to improve the state of the Park; ensure that the statutory planning function is adequately resourced and effectively managed in order to meet national policy, customer expectations and support sustainable communities; retaining property assets if they add value to the Authority and our core purposes that would otherwise not be provided. How the Authority goes about its business is equally important in these economic times and in this context the Authority will adopt the following approach: further embedding sustainable development as a core principle that guides all our work; an enabling role with less emphasis placed on ownership and control; avoid embarking on projects that have long term maintenance obligations; encourage and enable local communities to take on responsibility and control for delivering services in their area; electronic media is used as the principal means of providing services and information; a strategic approach to sustainable tourism, environmental education and wardening; and sourcing new income streams to support Park purposes and the Authority. The Authority is currently required to publish an improvement plan which sets out its arrangements to secure continuous improvement in the exercise of its functions and to secure achievement of its improvement objectives. 4

5 In addition, the Well-being of Future Generations (Wales) Act 2015 places a duty on the Authority to publish a Well-being Statement setting out how its well-being objectives contribute to the Welsh Government s seven well-being goals. The Authority s agreed well-being objectives will therefore also be the improvement objectives for the next year. 4. Well-being Objectives and the Sustainable Development Principles The Well-being of Future Generation (Wales) Act 2015 ( the Act ) gives a legally binding common purpose namely the seven well-being goals. The seven well-being goals are as follows: 1. A prosperous Wales 2. A resilient Wales 3. A healthier Wales 4. A more equal Wales 5. A Wales of cohesive communities 6. A Wales of vibrant culture and thriving Welsh language 7. A globally responsible Wales The Act applies to national government, local government, local health boards and other specified public bodies such as this Authority. For the Authority the core duty in the Act (the well-being duty) is that we must set well-being objectives that maximise our contribution to achieving the well-being goals set out above. In doing so, we must take all reasonable steps to meet those well-being objectives in accordance with the sustainable development principle. The Authority s well-being objectives should be objectives for change over the long term. We will meet our well-being objectives by a series of steps and these can themselves be short, medium or long term actions for change or a combination of the same. The Authority s well-being objectives are set out in Section 5 of this Corporate Plan. They are set out in such a way as to clearly show how each and every one of them applies to each of the seven well-being goals. Beneath the individual well-being objectives are the series of steps needed to achieve the same and these have, once again, been assessed individually as to how they apply to each of the seven well-being goals. The steps to be undertaken as set out above and in Section 5 will be supported by a detailed annual Corporate Work Programme that is reported to and audited by the Authority on a regular basis throughout the year. The progress can then be measured by the Local Indicators adopted for that specific purpose. Supporting the Well-being goals is a parallel duty that each public body must carry out sustainable development. Further details as to what constitutes sustainable development is set out below. Any actions that we take in achieving our well-being objectives will need to be made in a sustainable way. Sustainable development involves five key requirements namely: 5

6 1. Long Term the importance of balancing short term needs with the need to safeguard the ability to meet long term needs, especially where things done to meet short term needs may have detrimental long term effects. 2. Integration how our well-being objectives may impact upon each of the well-being goals, how the well-being objectives may impact upon each other or upon other public bodies well-being objectives, in particular where steps taken by us may contribute to meeting one objective but may be detrimental to meeting another. 3. Involvement the importance of involving other persons with an interest in achieving the well-being goals and of ensuring those persons reflect the diversity of the population of Wales or the geographical area of the Authority. 4. Collaboration acting in collaboration with any person (or how different parts of the Authority acting together) could assist the Authority to meet its well-being objectives, or assist another body to meet its objectives. 5. Prevention to take account of how deploying resources to prevent problems occurring, or getting worse may contribute to meeting the Authority s well-being objectives, or another body s objectives. Having assessed the requirements of sustainable development with the Authority s well-being objectives it appears that sustainable development is an integral part of our well-being objectives, further details of which are set out below: Long Term Each of the Authority s well-being objectives encompasses the long term aspirations of the Authority, in particular how we as an Authority will go about our business in the future and the ethos of our thinking. These involve greater collaboration with our stakeholders, increased awareness of the health benefits of the National Park to people in general, the challenges of climate change, empowering our communities whilst recognising that the Authority must continue to operate within the reduced financial resources available to it. Integration Some of our well-being objectives have a greater impact on individual well-being goals than others. As part of the process of adopting our well-being objectives the Authority considered how they meet the well-being goals and these are set out not only in respect for each of the well-being objectives but also for the specific short and medium term actions presently associated with our well-being objectives. These can be found in Section 5 of this Corporate Plan. Involvement Most of our well-being objectives involve other people. By communicating effectively and broadening the understanding of the public as to the special qualities of Snowdonia it is expected that such communications will reflect the population of Wales. Likewise the review of the National Park Management Plan will undoubtedly attract national interest but from experience the implementation of the Plan will involve a more local input. The Health and Wellbeing objective should appeal to both the local population as well as the national population who, armed with sufficient information, will be able to enjoy more of what the Park has to offer whilst our Partnerships and Volunteers objective predominantly involves the local communities as it is centred on empowering said communities, partners and volunteers. Our Resources objective, whilst not directly involving other people is the objective that ensures that the long term ambitions of the Authority continue to be attainable. 6

7 Collaboration As a relatively small Authority Snowdonia National Park Authority have always recognised the significant advantages that can be gained through collaborating with others and through sustained partnership working. This form of thinking is by now ingrained into the fabric of the Authority and its staff and it comes as no surprise that all our well-being objectives involve collaboration. Four of the well-being objectives will involve a mixture of internal and external collaboration whilst the final well-being objective which revolves around the Authority s resources has a greater internal focus to ensure that by carefully managing our resources the Authority is in a position to continue pushing for what really matters. Prevention It should come as no surprise that prevention is a central plank to the Authority s well-being objectives when one considers our statutory purposes. By involving our communities and others in the work of the Authority; by communicating effectively as to the very real opportunities that the National Park offers; by ensuring that we offer favourable conditions for habitat recovery; by taking these and other actions now, we can begin the process of adapting to the challenges of climate change. This needs to be in conjunction with a concerted drive to improve the health of our population now to avoid a future where the resources of the NHS will be completely insufficient to meet the needs of its population. If resources are not deployed now on these issues there is a real risk that the challenges facing future generations will prove insurmountable. The Authority s well-being objectives set out below are set annually through this Corporate Plan, by no later than the end of April each year. Progress on the implementation of its well-being objectives will be reviewed on a regular basis by the Authority s and Resources Committee. A final report is considered by the Authority after the financial year has ended, through consideration of the Authority s Annual Report. Although the well-being objectives are set annually in order to comply with the Local Government (Wales) Measure, they are intended as long term objectives, and accordingly it is envisaged these current well-being objectives will continue subject to periodic review of the same. The next periodic review will take place on or before the 31 st of March The Authority s Objectives In September 2014 the Authority began the process of reviewing its priorities and identifying improvement objectives. The process involved: Mid-September early October, 2014 Initial consultation with Authority staff 15 October, 2014 Special Working Group of Members to scope potential Improvement Objectives 7

8 Late October, 2014 Stakeholder engagement including staff, members, partners, Welsh Government, Community Councils, Voluntary sector, private sector and others. This work was enabled by an external facilitator 3 December, 2014 Authority considered consultation responses and adopted Improvement Areas. The Authority delegated to the and Resources Committee authority to formally adopt the new Improvement Objectives December, 2014 January 2015 Formal consultation with stakeholders including Wales Audit Office February, 2015 Directors and Heads of Service transferred the Improvement areas into Improvement Objectives along with work programmes 4 March, 2015 Working Group considered draft Improvement Objectives for each Improvement areas 18 March, 2015 and Resources Committee adopted the Improvement Objectives. This allowed for the Business and Improvement Plan to be prepared for adoption by the Authority meeting of 29 April, 2015 Responses from stakeholders, workshops with officers and members as outlined above led to the adoption of Improvement Objectives. Towards the end of 2015, the Authority carried out a review of its Improvement Objectives and found that with minor modification, that they were a good fit for the new well-being objectives. As everything the Authority does goes towards the ultimate goal of achieving its vision, sustainable development has already been ingrained into the ethos of the Authority. Therefore, by working towards achieving the Authority s vision, we will also be working towards all seven of the Well-being Goals as set out by the Well-being of Future Generations (Wales) Act 2015, as evidenced within each of the summary tables. In the following section: denotes direct impact on the well-being goal denotes an indirect impact on the well-being goal 8

9 The Well-Being Objectives and Corresponding Activities, and a Summary of how they meet the Well-Being Goals COMMUNICATION Prosperous Resilient Healthier More equal Cohesive Communities Vibrant Culture Global responsible The public and our stakeholders have a good understanding of the special qualities of Snowdonia as defined in the Snowdonia National Park Management Plan, are aware of the opportunities available for their enjoyment and understand the contribution that the Authority makes in such matters We will achieve this by: Developing, adopting and implementing a Communication and Marketing Strategy Continuing to review the role of the Authority s sites and Information Centres as communication hubs Developing, adopting and implementing a revised Education Strategy Ensuring that staff and members are developed and supported in developing their roles as ambassadors We will know we are succeeding in delivering the well-being objective when: Communication and Marketing Strategy o We have adopted a Communication and Marketing Strategy to include KPI s (Year 1) o Establish baseline data for KPI s (Year 2) o Positive results for said KPI s (Year 3) Communication hubs o Complete the review and implement recommendations (Year 1) o Undertake annual surveys of effectiveness of the Authority s sites and Information Centres as communication hubs (baseline to be established in Year 1) Education Strategy o We have adopted an Education Strategy to include KPI s (Year 1) o Establish baseline data for KPI s (Year 2) o Positive results for said KPI s (Year 3) Staff and members as Ambassadors o Undertake a training needs assessment as part of the annual Appraisal of staff and undertake any training identified (Years 1 & 2) o % of staff and members who have undertaken training as ambassadors who indicate they have an improved understanding of the role (Year 2 baseline) 9

10 o % of members of the public who have dealings with the Authority who indicate that they are satisfied with the service (Year 1) PLANS AND POLICIES Prosperous Resilient Healthier More equal Cohesive Communities Vibrant Culture Global responsible Review the National Park Management Plan engaging with our partners in its preparation and empowering our partners in its implementation. This will ensure that the National Park purposes will be delivered through a diverse and prospering economy adapted to the challenges of climate change and founded on natural resources its landscape qualities, opportunities for learning and enjoyment, culture and natural heritage We will achieve this by: Reviewing the State of the Park Report to ensure that information feeding into the National Park Management Plan is concise, up to date and relevant Establishing an active Partnership Group with the remit for its preparation and successful implementation Ensuring that our partners are an integral part during all stages of its preparation Effective allocation of internal and external responsibilities in its delivery Ensuring that there are clear defined goals and benefits in the National Park Management Plan We will know we are succeeding in delivering the well-being objective when: A Partnership Group has been established for this purpose (Year 1) Terms of reference of the Partnership Group agreed together with frequency of meetings (Year 1) National Park Management Plan adopted and monitored by the Authority and the Partnership Group (Years 2 & 3) The action plan to form part of the National Park Management Plan is being implemented by the Partnership Group (Years 2 & 3 and beyond) % of members of the Partnership Group who are satisfied with the input that they have to the preparation and implementation of the National Park Management Plan (Year 1) 10

11 HEALTH AND WELLBEING Prosperous Resilient Healthier More equal Cohesive Communities Vibrant Culture Global responsible The National Park is recognised as an area which contributes to people s physical and mental wellbeing We will achieve this by: As part of the overall review of the Local Development Plan undertaking a Health Impact Assessment of the same Developing a working relationship with our Health Board Grading or classification of our leisure routes so that the public can assess their suitability according to their needs Undertaking an audit of the Authority s property portfolio to assess which areas would be suitable for development as an adventure area for children Wardens and Education Officers to adopt a proactive approach with the schools in their area to educate the local children from an early age of the opportunities available and what make their area special We will know we are succeeding in delivering the well-being objective when: Training Seminar completed on assessing health impacts (Year 1) A Health Impact Assessment of the Local Development Plan has been completed and the results have been incorporated into the revised Local Development Plan (Year 2) In consultation with the Health Board to agree or quantify the health benefits with a view to re-grade or re-classify the leisure routes publicised on Snowdonia National Park Authority s website (Years 1, 2 & 3) An audit of the property portfolio is completed and if appropriate an action plan for development of adventure areas has been agreed (Year 1) A Warden or Education Officer has co-ordinated a visit in every school in the area of the Authority in the past year (Year 1) % of schools visited whose pupils were inspired by the opportunities available for outdoor recreation and learning within the Park (Year 1) 11

12 PARTNERSHIP AND VOLUNTEER ENGAGEMENT Prosperous Resilient Healthier More equal Cohesive Communities Vibrant Culture Global responsible By empowering our communities, partners and volunteers there is greater understanding and ownership of what makes Snowdonia National Park special We will achieve this by: Assessing which activities or areas where volunteers and / or partners could contribute to National Park purposes Educating staff as to how best to support volunteers and / or partners Establishing a framework of volunteering and / or partnership opportunities to fulfil the identified needs Ensuring that our Community Councils understand what they can do to further the understanding and ownership within their areas of what makes their area special We will know we are succeeding in delivering the well-being objective when: Staff training needs assessed and completed (Years 1 & 2) Framework established and volunteers/partners engaged (Years 1 & 2) Number of projects/initiatives undertaken (Years 2 & 3) Following the annual Community Council meetings the percentage of those attending who are of the opinion that they now have a good or excellent understanding of how their Community Council can contribute to what makes its area special (Year 1) Number of volunteer days (Year 1) % of volunteers on one off projects who expressed a desire to return for further volunteer opportunities (Year 1) 12

13 FINANCIAL CHALLENGE AND PERFORMANCE MANAGEMENT The Authority continues to deliver on its priorities providing a service for all within the reduced resources available Prosperous Resilient Healthier More equal Cohesive Communities Vibrant Culture Global responsible We will achieve this by: Implementing the Financial Strategy Reviewing the Service Priorities in preparing a new Financial Strategy for 2016/17 and beyond Engaging with our staff at all levels including formal annual appraisals to assist staff in performance management We will know we are succeeding in delivering the well-being objective when: Baseline savings identified in the Financial Strategy have been achieved for 2015/16 (Year 1) Service Priorities reviewed and a new Financial Strategy prepared and adopted for 2016/17 and beyond (Year 1) Percentage of staff appraised and agreed actions (if appropriate) implemented (Year 1) % of staff who report that they are satisfied with the level of guidance and support they receive from their line managers (Year 1) 13

14 6. Gross Expenditure on 7 Well-being goals SUMMARY: DRAFT ORIGINAL ESTIMATE 2017/18 - GROSS EXPENDITURE ON 7 WELL-BEING GOALS SUMMARY: DRAFT ORIGINAL ESTIMATE 2017/18 - GRO Prosperous Resilient Healthier More Equal Cohesive Communities Vibrant Culture Global Responsible TOTAL 14% 22% 15% 7% 14% 14% 14% 100% Conservation of Natural Environment 98, ,956 49,236 11,551 83, , , ,722 Conservation of Cultural Heritage 108, ,695 33,641 7,427 45, ,595 64, ,743 Recreation Management & Transport 128, , ,250 50,829 80, , , ,061 Promoting Understanding 366, , , , , , ,309 2,162,006 Rangers, Estates & Volunteers 130, , ,197 65, , , ,605 1,306,051 Development Control 93,588 62,392 31,196 31, ,176 93, , ,920 Forward Planning & Communities 84,360 69,867 55,374 41, ,836 70, , ,397 Corporate Management 62,947 62,947 41,965 41,965 83,930 83,930 41, ,649 Democratic Representation & Management 37,281 37,281 24,854 24,854 49,708 49,708 24, ,540 Total Service Expenditure 1,110,201 1,785,619 1,183, ,746 1,117,591 1,142,425 1,124,781 8,059,089 Income from specific grants, fees, charges -371, , , , , , ,004-2,465,200 Levy From Constituent LA S & NP Grant (WG) -4,993,159 Appropriations from earmarked reserves for projects -89,900 capital charges adjustment -502,840 Bank Interest -7,990-8,059,089 14

15 7. Indicators PLANNING PERFORMANCE FRAMEWORK: INDICATORS, TARGETS AND SOURCES OF DATA Indicator List for The Welsh Government consulted on a draft Framework, which set out a series of proposed indicators used to set out the performance of authorities against key service measures. Following analysis of consultation responses and work with the Welsh Local Government Association and the Planning Officers Society for Wales, this document sets out the Framework indicators. will be reported to the and Resources Committee throughout the year and an annual report will be prepared and discussed at the Planning and Access Committee. Indicator Description of the performance indicator considered Good The local planning authority performs well in this particular aspect of service delivery, meeting and exceeding expectations. The authority has a robust service delivery mechanism in place. considered Fair The authority performs to a reasonable standard in this aspect of its service, although there remains opportunity for this aspect of its service to be improved in line with best practice examples available from some other authorities. considered Poor The authority s performance in this particular aspect of its service delivery falls below the expectations of service users and the Welsh Ministers, and the standard being delivered by other planning authorities. Effort should be invested in addressing this shortfall in service delivery. 2016/17 Result

16 PLAN MAKING Indicator Is there a current Development Plan in place that is within the plan period? considered Good A development plan (LDP or UDP) is in place and within the plan period considered Fair considered Poor No development plan is in place (including where the plan has expired) 2016/17 Result A development plan (LDP or UDP) is in place and within the plan period LDP preparation deviation from the dates specified in the original Delivery Agreement, in months The LDP is being progressed within 12 months of the dates specified in the original Delivery Agreement The LDP is being progressed within between 12 and 18 months of the dates specified in the original Delivery Agreement The LDP is being progressed more than 18 months behind the dates specified in the original Delivery Agreement The LDP is being progressed within 12 months of the dates specified in the original Delivery Agreement Annual Monitoring Reports produced following LDP adoption An AMR is due, and has been prepared An AMR is due, and has not been prepared An AMR is due, and has been prepared The local planning authority's current housing land supply in years The authority has a housing land supply of more than 5 years The authority has a housing land supply of between 4 and 5 years The authority has a housing land supply of less than 4 years The authority has a housing land supply of more than 5 years 16

17 EFFICIENCY Indicator Percentage of "major" applications determined within time periods required considered Good considered Fair considered Poor 33% 2016/17 Result Average time taken to determine "major" applications in days 158 days Percentage of all applications determined within time periods required More than 80% of applications are determined within the statutory time period Between 60% and 80% of applications are determined within the statutory time period Less than 60% of applications are determined within the statutory time period Between 60% and 80% of applications are determined within the statutory time period Average time taken to determine all applications in days Less than 67 days Between 67 and 111 days 112 days or more 77 days 17

18 QUALITY Indicator Percentage of Member made decisions against officer advice considered Good Less than 5% of decisions considered Fair Between 5% and 9% of decisions 2016/17 considered Poor Result 9% or more of decisions 9% or more of decisions Percentage of appeals dismissed Applications for costs at Section 78 appeal upheld in the reporting period More than 66% (two thirds) of planning decisions are successfully defended at appeal The authority has not had cost awarded against it at appeal Between 55% and 66% of planning decisions are successfully defended at appeal The authority has had costs awarded against it in one appeal case Less than 55% of planning decisions are successfully defended at appeal The authority has had costs awarded against it in two or more appeal cases Less than 55% of planning decisions are successfully defended at appeal The authority has not had cost awarded against it at appeal 18

19 ENGAGEMENT Indicator Does the local planning authority allow members of the public to address the Planning Committee? considered Good Members of the public are able to address the Planning Committee considered Fair considered Poor Members of the public are not able to address the Planning Committee 2016/17 Result Members of the public are able to address the Planning Committee Does the local planning authority have an officer on duty to provide advice to members of the public? Members of the public can seek advice from a duty planning officer There is no duty planning officer available Members of the public can seek advice from a duty planning officer Does the local planning authority s web site have an online register of planning applications, which members of the public can access, track their progress (and view their content)? All documents are available online Only the planning application details are available online, and access to other documents must be sought directly No planning application information is published online All documents are available online 19

20 ENFORCEMENT Indicator Percentage of enforcement cases investigated (determined whether a breach of planning control has occurred and, if so, resolved whether or not enforcement action is expedient) within 84 days Average time taken to investigate enforcement cases considered Good considered Fair considered Poor 93% 36 days 2016/17 Result Percentage of enforcement cases where enforcement action is taken or a retrospective application received within 180 days from the start of the case (in those cases where it was expedient to enforce) 55% 20

21 Average time taken to take enforcement action 545 days No. Corporate Indicator 2015/16 Result CHR/ /17 Target 2016/17 Result 2017/18 Target The percentage of employees who leave the employment of the authority, whether on a voluntary or involuntary basis. 8.85% 8% 8.3% 8% CHR/ 002 CFH/ 006 The number of working days/ shifts per full time equivalent (FTE) authority employees lost due to sickness absence days 7 days 8.17 days 7 days The percentage of undisputed invoices which were paid within 30 days of such invoices being received by the authority. 99% 97% 98.7% 98% 21

22 Local Indicators Local Indicators measure the Authority s performance in relation to its agreed Well-being Objectives as set out in Section 5 of this Plan. Wellbeing Obj. Indicator 2016/17 Target 1 Positive results for Communication and Marketing Key Indicators Baseline to be set 2016/17 Result 75% of KPIs achieved or exceeded. 1 Review completed and % of recommendations implemented 100% Review completed and 75% of recommendations implemented 1 Overall effectiveness rating of Communication Hubs 90% 64% 70% 1 Education Strategy (including KPI s) adopted Achieved Achieved N/A 1 Positive results for Education Key Indicators Baseline to be 82% of targets 90% set achieved 1 % of staff who have received a training needs assessment on being an Ambassador 100% 100% 2017/18 Target 85% of KPIs achieved or exceeded. Remaining 25% of recommendations to be implemented 1 % of staff and members who have undertaken training as Ambassadors who have an improved understanding of the role 1 % of members of the public who have dealings with the Authority who indicate that they are satisfied with the service Baseline to be set No training requested / has been held 100% 95% 93% 95% 2 A Partnership Group has been established to review and implement the National Park Management Plan Achieved N/A 2 Partnership Group Terms of Reference agreed together with frequency of meetings Achieved Achieved N/A 2 % of members of the Partnership Group who are satisfied with the input that they have to the preparation and implementation of the National Park Management Plan 80% This will be established in 2017/18 with the 80% 22

23 2 National Park Management Plan adopted and monitored by the Authority and the Partnership Group 2 The action plan to form part of the National Park Management Plan is being implemented by the Partnership Group commencement of the full review. Achieved Not yet relevant On target for publishing Plan early 2019 Achieved Not yet relevant N/A 3 Suitable classification for leisure routes agreed with the Health Board Achieved Achieved N/A 3 An audit of the property portfolio is completed and, if appropriate, an action plan for development of adventure areas has been agreed 3 % of schools in the National Park that have received a visit co-ordinated by a Warden or Education Officer within the year 3 % of schools visited whose pupils were inspired by the opportunities available for outdoor recreation and learning within the Park Achieved No suitable sites identified from audit. N/A 50% 76% Remaining 24% of schools 98% 100% 100% 3 A Health Impact Assessment of the Local Development Plan has been completed and Achieved Work Ongoing Achieved the results have been incorporated into the revised Local Development Plan 4 Following the annual Community Council meetings the percentage of those attending 100% 89% 100% who are of the opinion that they now have a good or excellent understanding of how their Community Council can contribute to what makes its are special 4 Number of volunteer days 1000 days days 1000 days 4 % of volunteers on one off projects who expressed a desire to return for further volunteer opportunities 95% 80% 95% 4 Number of projects / initiatives undertaken Baseline to be set 5 Percentage of staff appraised and agreed action (if appropriate) implemented 95% 93% 95% 5 % of staff who report that they are satisfied with the level of guidance and support they receive from their line managers 90% 89% 90% 23

24 8. Corporate Planning Framework The Members of the Authority have an integral part to play in ensuring that the corporate planning framework provides a robust process for ensuring that we succeed in delivering successful outcomes. As part of this process, data on our Indicators are collated and reports are generated for the scrutiny of the and Resources Committee three times a year. The Corporate Work Programme, an annual plan with specific tasks to underpin each wellbeing objective is also reported to the and Resources Committee three times a year. The appraisal process undertaken with all Authority staff ensures that performance is monitored and also allows staff the opportunity of reporting on completion of their individual tasks in relation to the Well-being Objectives as well as any problems encountered. The corporate planning framework is set out in section 9.

25 9. The Golden Thread SNPA s CORPORATE PLANNING FRAMEWORK Well-being of Future Generations (Wales) Act 2015 Programme for Government Taking Wales Forward Well-being Goals As set out in the Well-being of Future Generations (Wales) Act National Policy Statement For the National Parks Public Service Boards Set out key delivery priorities for Gwynedd & Môn and Conwy & Denbighshire Vision for Snowdonia National Park Park Management Plan Local Development Plan Gwynedd & Conwy Community Strategies Set out the Vision for the Counties of Gwynedd & Conwy Management Range of indicators to measure in achieving what we say we will do in the: Park Management Plan Local Development Plan Corporate Plan Corporate Work Programme Individual Plans Our Corporate Plan Including our Well-being Objectives and ways of working in realising the Vision and achieving excellence and achieving successful outcomes. Our Well-being Objectives for the next 3 years where we will focus our resources. Corporate Work Programme With detailed actions of what each service will be doing to deliver the Corporate Plan Individual Plans What each individual will be doing over 12 months to deliver the detailed actions in the Corporate Work Programme 25

26 10. Contact Details We welcome your input and suggestions on setting new and challenging well-being objectives for the next financial year. Please contact Iwan Jones with your comments. Further information on the details set out in this Corporate Plan can be obtained by writing or e- mailing: Iwan Jones Cyfarwyddwr Gwasanaethau Corfforaethol / Director of Corporate Services Awdurdod Parc Cenedlaethol Eryri / Snowdonia National Park Authority Ffon / Phone: e-bost / iwan.jones@eryri-npa.gov.uk 26