Corporate objectives 2012–2015


Corporate objectives 2012–2015

National Parks are designated to:

  • conserve and enhance the natural beauty, wildlife and cultural heritage
  • provide opportunities for the understanding and enjoyment of the special qualities of the national park by the public

In carrying out these purposes, National Park Authorities are required to:

  • seek to foster the economic and social well being of the local communities within the national park

The National Park Management Plan brings together and co-ordinates the work of many different partners who help achieve the two main purposes of the national park.

The corporate objectives below are the National Park Authority's contribution to delivering the National Park Management Plan. Progress towards achieving these objectives is monitored annually and published in the Peak District National Park Authority's Business and Performance Plan.

1. Lead or enable landscape-scale environment and heritage conservation programmes through multi-agency partnerships.

We will know we have been successful when:

  1. we have identified, and are delivering on, 3 new projects in partnership that correspond with landscape character areas in the national park;
  2. we have focused work on the Landscape Strategy, the Biodiversity Action Plan and the Cultural Heritage Strategy to support the delivery of the revised National Park Management Plan;
  3. we have increased the amount of Authority owned Site of Special Scientific Interest land in favourable condition from 33% to at least 41% by 2015;
  4. we have developed formal relationships with all the Local Nature Partnerships within the
    national park and/or developed a Peak District Local Nature Partnership;
  5. we have met our targets for rescue and restoration of buildings and monuments.

2. Be the main provider of integrated advice and support to farmers and land managers to enable farms and other land use businesses to achieve national park purposes.

We will know we have been successful when:

  1. there is a more streamlined approach to providing advice and support between the Peak District Land Management Advisory Service (PDLMAS) partners;
  2. we continue to broker 60 agri-environment schemes per annum;
  3. the area of land in the National Park in agri-environment schemes (Entry Level Scheme (ELS), Higher Level Scheme (HLS) or equivalent) is 101,000 ha (that is, 70% of the national park as a whole).

3. Provide a high quality planning service to the community of the National Park that achieves national park purposes and that is responsive to and contributes to the debate on planning reform nationally and locally.

We will know we have been successful when:

  1. we have delivered the key milestones in our Planning Improvement Project;
  2. our new Development Management Policies are found to be sound and are adopted;
  3. we have evidence of improvement in public confidence in the planning service;
  4. there is a sustained reduction in the number of outstanding enforcement cases.

4. Lead a programme to reduce greenhouse gas emissions across the National Park and adapt to climate change by inspiring and enabling others and through direct actions in our own operations.

We will know we have been successful when:

  1. Through planning pre-application advice and information, we have enabled others to take action to reduce their greenhouse gas emissions;
  2. the Authority's own carbon footprint has been reduced by 30% (in line with the agreed Carbon Management Plan);
  3. we are increasing the area of moorland under restoration management, leading to a reduction in the loss of stored carbon;
  4. we have developed a carbon reduction demonstration project.

5. Work with others in an integrated way to support local people to develop community facilities, local needs housing and services in ways that are sustainable and contribute to national park purposes.

We will know we have been successful when:

  1. we fulfil our role in delivering the Peak District Affordable Housing Plan by annually working with at least 3 communities to agree the sites that would address the need for affordable housing;
  2. we support 25 community sustainable projects annually;
  3. we work with 5 communities/ parishes/ villages to support or develop their plans (including neighbourhood plans) annually.

6. Support a sustainable economy by working with businesses and other agencies, particularly focusing our efforts on environmental management.

We will know we have been successful when:

  1. annually, 100 Peak District businesses (non-agri environment and non-EQM) are supported by Authority environmental grants, advice and programmes of work;
  2. we have taken reasonable steps to secure a sustainable future for the Environmental Quality Mark and Business Peak District;
  3. more community outcomes are achieved through enterprise by increasing the support given to social enterprise.

7. Enable individuals, the community and voluntary sector to increase their contribution to the national park.

We will know we have been successful when:

  1. our work is supported by at least 7,000 volunteer days annually and the proportion from our target groups increases;
  2. over 90% of volunteers enjoy their experience and feel they have made a contribution to the national park.

8. Provide and enable recreation services that promote health benefits, widen participation, reduce impact on the environment and manage conflicts between users.

We will know we have been successful when:

  1. management plans for all high priority unsealed routes have been implemented;
  2. we have increased awareness of opportunities for recreation in the national park;
  3. we have increased opportunities for people to access recreational facilities using sustainable means;
  4. we have encouraged others to develop opportunities to experience the national park by bike, horse, on foot and on water;
  5. over 90% of the users of our recreational facilities are satisfied with their experience;
  6. we have widened participation of the services we offer to our target audiences;
  7. at least 85% of our Rights of Way network continues to be easy to use.

9. Support the development of a coherent and successful Peak District tourism sector which takes account of the needs of the environment, local residents, local businesses and visitors.

We will know we have been successful when:

  1. we have an updated strategy for Peak District wide Sustainable Tourism by March 2013 and have explored the possibility of securing the European Charter for Sustainable Tourism;
  2. the number of Peak District tourism businesses participating in Environmental Quality Mark (EQM) has increased;
  3. the visitor elements of the sustainable transport action plan is being delivered.

10. Inspire a wider range of people to access and better understand the national park, through some direct provision of services and enabling others to do so.

We will know we have been successful when:

  1. we continue to provide a similar number of learning opportunities and more target audiences take part in the activities;
  2. we maintain the proportion of users of our learning and understanding services that have an increased understanding of the national park;
  3. we are involved in an increased number of formal partnerships that aim to reach new audiences and increase understanding.

11. Be a well run public body with proportionate and effective ways of working, delivering excellent customer service and living our values.

We will know we have been successful when:

  1. we have achieved the Customer Service Excellence Award;
  2. we have improved staff engagement in all of our work and maintained our Investors in People accreditation;
  3. we have received an unqualified opinion from our external auditors on our financial statements and governance arrangements.

12. Develop an approach to income generation to harness a more entrepreneurial focus on service delivery that is socially, economically and environmentally sustainable.

We will know we have been successful when:

  1. we have agreed a set of principles that govern this work;
  2. achieve 15% equivalent annual value of savings from the baseline budget from increased income generation/cost reductions arising from wider market activities at the end of 2011/12;
  3. we have developed and implemented the Asset Management Plan to reflect the changing priorities of the National Park.

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