South Downs National Park
Corporate Plan
2020–2025
YEAR 1 ACTION PLAN 2020–21
Cover photo © Finn Hopson
South Downs National Park Authority
South Downs Centre
North Street
Midhurst
West Sussex GU29 9DH
www.southdowns.gov.uk
info@southdowns.gov.uk
southdowns.gov.uk/discovery-map
Contents
INTRODUCTION ....................................................................................... 2
THE CLIMATE EMERGENCY ....................................................................3
BIODIVERSITY ............................................................................................ 4
HEALTH AND WELL-BEING .................................................................... 5
ECONOMY, HOUSING AND INFRASTRUCTURE ............................. 6
SEVEN SISTERS COUNTRY PARK ......................................................... 7
THE CONTEXT WITHIN WHICH WE WORK ..................................... 8
OUR PURPOSES AND DUTY ................................................................... 9
STRATEGIC PRIORITIES ..........................................................................10
1. ENHANCE .............................................................................................10
OUTCOME 1: LANDSCAPE & NATURAL BEAUTY .......................11
OUTCOME 2: INCREASING RESILIENCE ...................................... 12
OUTCOME 3: HABITATS & SPECIES ...............................................13
OUTCOME 4: ARTS & HERITAGE ...................................................14
2. CONNECT .............................................................................................15
OUTCOME 5: OUTSTANDING EXPERIENCES ............................16
OUTCOME 6: LIFELONG LEARNING .............................................17
OUTCOME 7: HEALTH & WELLBEING ...........................................17
OUTCOME 8: CREATING CUSTODIANS ......................................18
3. THRIVE ...................................................................................................19
OUTCOME 9: GREAT PLACES TO LIVE ........................................20
OUTCOME 10: GREAT PLACES TO WORK ...................................21
ORGANISATIONAL PRIORITIES..........................................................22
FIVE YEAR MEASURES ...........................................................................24
1
Contents.
Introduction
The South Downs National Park covers over
1,600km
2
of England’s most valued lowland
landscapes shaped, over millennia, by the people who
have lived and worked here.
Its inspirational and varied landscapes, internationally important wildlife,
rich cultural heritage, and vibrant market towns and villages hold a
special place in the hearts of many millions. If we want it to remain a
special place in 2050, we need to make sure that its landscapes can
provide more benefits to more people, who can enjoy, understand and
take action to support it.
The new Partnership Management Plan (PMP) 2020-2025, and the Local
Plan adopted in July 2019, set a clear guiding framework for the actions
we as an Authority will take for the next five years, and this Corporate
Plan sets these out in more detail. Whether you live in or near the South
Downs National Park, are a business, one of our partners, a visitor, or
simply someone who cares about its future, we hope you find this plan
evidence of our commitment.
The Authority has identified five overarching priorities for the next five
years.
2
Introduction.
© SDNPA
The Climate Emergency.
The Climate
Emergency
Climate change is having a fundamental effect
on biodiversity, agriculture and water resources.
The National Park is already experiencing more
unpredictable weather events causing drought, soil
erosion and flooding. This is changing the landscapes as
habitats come under pressure and agricultural systems
and infrastructure struggle to adapt.
Working with our partners, the South Downs National Park Authority
(the Authority) will develop a Climate Change Action Plan for a net-zero
National Park and Authority. As part of this we will:
Use our planning policy and development management service , working
together with all local planning authorities across the National Park
Encourage communities to make changes to how we travel and live, for
example by using renewable energy and decarbonising transport
Work with farmers, estates and other landowners to change the way
land is managed to reduce emissions and increase carbon sequestration.
We will act as an exemplar by demonstrating best practice in our corporate
response to climate change. We want to be recognised as a leading player
in managing the impacts of climate change on the South Downs National
Park and contributing to a low carbon economy.
3
© Dick Hawkes
Biodiversity
Nature is increasingly under pressure, with growing
national evidence about the decline in insect
populations, soils, water and air quality, and the onset
of new pests and diseases (such as Ash Dieback)
becoming evident.
The South Downs National Park Authority (the Authority) will develop a
nature recovery strategy for the National Park itself, linking this to a wider
regional campaign, with AONBs, Local Nature Partnerships and Local
Authorities.
These will:
Help reverse the decline of nature, by supporting species recovery and
habitat management
Encourage land owners and managers to give nature a chance to
recover, by supporting nature recovery areas and networks
Build consensus with land owners and managers about how to use
agriculture, forestry and rewilding approaches together to rebuild our
natural capital alongside food production and carbon sequestration.
The Authority will act as a catalyst to bring key stakeholders together to
pilot new and innovative approaches.
4
© SDNPA/Gary Hider
Health and
well-being
Evidence of the physical and mental health benefits
of connection with nature continues to grow. The
PMP includes a new outcome and priority on health
and wellbeing which aims to involve communities
in and around the boundary who suffer from poor
health, use the National Park to prevent ill-health,
restore good health, in partnership with the NHS.
We will:
Continue to promote the National Park for learning and recreation,
supporting schools and volunteering
Work with public health authorities and the NHS to increase its use to
prevent ill-health and restore good health amongst those most in need
Increase sustainable access to the National Park by delivering new
dedicated walking & cycling routes and encouraging transport
providers to improve public transport into and around it.
We want the National Park to excel in delivering and inspiring excellence
in natural health.
5
Health and well-being.
© Peter Robinson
Economy, housing
and infrastructure
The National Park is home to more than 8,000
businesses and a thriving economy is essential if our
landscapes are to be sustainably managed.
When the UK leaves the EU, a major transition will take place. The Common
Agricultural Policy (CAP) will be replaced by a New Environmental Land
Management Scheme (NELMS) and tourism and the visitor economy will
change. Situated in the heavily populated South East, the National Park is
already experiencing major housing development around its borders. These
new communities will inevitably have a significant impact; for example, on
water abstraction and treatment, transport systems and because people will
want to and should have access to enjoy the South Downs. We will:
Push for our farmers to be part of the national pilot for the New
Environmental Land Management System
Develop innovative approaches to providing affordable rural housing
Encourage improvements to broadband connectivity and speeds for
our rural communities and businesses
Use our tourism work to encourage people to stay longer, do more
and spend locally
Work with neighbouring local authorities to develop people and nature
networks across boundaries
Be a robust advocate to avoid or reduce the impact on the National
Park of national infrastructure schemes and to achieve net gain for the
environment.
6
© Tim M. Shutterstock
Seven Sisters
Country Park
Situated in the South Downs National Park, Seven
Sisters Country Park (SSCP) comprises 280ha of
chalk cliffs, meandering river valley and open chalk
grassland.
The transfer of the freehold of the Seven Sisters Country Park from
East Sussex County Council (ESCC) to the South Downs National Park
Authority creates a huge opportunity for the Authority to make a direct
contribution to National Park purposes and to the key issues listed above:
climate change, nature recovery, health & wellbeing and economy,
housing and infrastructure.
Crucially it will also allow us to diversify our income and make the work
of the Authority more sustainable. The various elements of the SSCP
project have been shown under each of the sections of the Corporate
Plan.
7
Seven Sisters Country Park.
The context within
which we work
The South Downs National Park Authority’s
Corporate Plan sets out how we will deliver
those elements of the South Downs National
Park Partnership Management Plan (PMP) for
which we are responsible. All relate back to
the 10 outcomes in the PMP.
The Corporate Plan is one of our key
management tools to ensure delivery of our
Purposes and Duty.
Progress towards demonstrating that we
have delivered the success measures will
be monitored by the South Downs National
Park Authority annually and published in the
Annual Review.
Purposesand
Duty
National Park
Circular
SDNPA Vision
Guiding
Principles
Values
Partnership
Management
Plan
SDNPA
Corporate Plan
Directorateor
team plans
Stateofthe
Park Report
StaffIndividual
Objectives
5 years
1 year
1 year
To 2050
SDNP Special
Qualities
SDNP
LocalPlan
GOVERNMENT
MEMBERS
NATIONAL PLANNING
POLICYF
RAMEWORK
8
The context within which we work .
Our Purposes and Duty
E
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P
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1
To conserve and
enhance the natural
beauty, wildlife and
cultural heritage of
the area.
P
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2
O
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To promote
opportunities for the
understanding and
enjoyment of the
special qualities of the
National Park by the
public.
C
o
n
n
e
c
t
To seek to foster
the social and economic
wellbeing of the local
communities within the National
Park in pursuit of
our purposes.
9
Our Purposes and Duty.
STRATEGIC PRIORITIES
1. Enhance
We will develop strategies and support or lead strategic overarching
partnerships and projects which deliver the first Purpose of National
Parks: to conserve wildlife, the natural beauty of the
landscape and cultural heritage (Enhance). Outcomes 1-4 in the
Partnership Management Plan 2020-25 address these as follows:
Harting Sunset © Warren Peters
10
Stragegic Priorities: 1. Enhance.
OUTCOME 1: LANDSCAPE & NATURAL BEAUTY
The landscape character of the South
Downs, its special qualities, natural
beauty and local distinctiveness have been
conserved and enhanced by avoiding
or mitigating the negative impacts of
development and cumulative change.
PARTNERSHIP MANAGEMENT
PLAN PRIORITIES
1.1 Protect and enhance the natural beauty
and character of the SDNP and seek
environmental net-gain from any
infrastructure projects
1.2 Improve green and blue infrastructure to deliver
nature recovery networks and connect people
to nature within and around the SDNP
1.3 Maximise environmental, cultural and
economic benefits of agri-environment
and forestry schemes across the National
Park
SDNPA CORPORATE PLAN
KEY PRIORITIES
IN YEAR 1 OF OUR CORPORATE
PLAN WE WILL:
Deliver the strategic approach to spatial elements
of the People and Nature Network (Green
Infrastructure)
1) Continue to develop local projects in key
areas including Winchester and Truleigh Hill
2) Pilot the GI National standards working with
(NE)
Lead the Authority's response to:
i) Nationally Significant Infrastructure Proposals
ii) Major and strategic planning applications
iii) Other ad hoc major projects as required
Respond in a timely and appropriate fashion
to NSIP proposals and other major planning
applications which may impact the National Park
Provide high quality specialist advice in Design,
Conservation and Landscape, predominantly
within the Planning directorate but also across the
organisation as required
Provide specialist advice as and when required
Implement Local Plan Supplementary Planning
Documents (SPDs) and Technical Advice Notes
(TANs)
Create further guidance on Local Plan policies for
Trees (SPD) and Biodiversity Net Gain (SPD)
Environmental land management (ELM) system Work with other organisations to develop their
tests and trials and continue to build relationships
through farm clusters
11
Stragegic Priorities: 1. Enhance.
OUTCOME 2: INCREASING RESILIENCE
There is increased resilience within the
landscape for its natural resources,
habitats and species to adapt to the
impacts of climate change and other
pressures
PARTNERSHIP MANAGEMENT
PLAN PRIORITIES
2.1 Improve soil and water by reducing soil
erosion, improving carbon capture and
filtration and reconnecting wetland habitats
2.2 Improve the resilience and quality and quantity
of trees and woodlands in the National Park
and ensure that the right tree is planted in the
right place
SDNPA CORPORATE PLAN
KEY PRIORITIES
IN YEAR 1 OF OUR CORPORATE
PLAN WE WILL:
Develop SDNPA projects as part of the National
Trust led HLF funded Changing Chalk initiative
Development Phase:
1) Grazing project officer in post
2) Undertake dew ponds baseline survey
Reduce nitrates into groundwater as part of
Brighton ChAMP Phase 2
Continuation and rolling out of ChAMP Phase
1 with farmers and with communities on rain
gardens
Develop nature recovery/nature based solutions
as part of the climate change action plan
1) Develop and agree the climate change action
plan with NPA and partners
2) Implementation to start late 2021/22
Support the South Downs Forestry Champions
Partnership and its action plan
1) Deliver Woodland Trust partnership project
(extended by 3 years)
2) Investigate & confirm other woodland
initiatives
12
Stragegic Priorities: 1. Enhance.
OUTCOME 3: HABITATS & SPECIES
A thriving and connected network of
habitats and increased population and
distribution of pri ority species now exist in
the National Park
PARTNERSHIP MANAGEMENT
PLAN PRIORITIES
3.1 Create, restore and improve areas of priority
habitat to be more, bigger, better, and joined
up at a landscape scale
3.2 Increase the genetic diversity and resilience
of target species and implement a landscape
scale strategy for tackling invasives, pest
species and diseases
SDNPA CORPORATE PLAN
KEY PRIORITIES
IN YEAR 1 OF OUR CORPORATE
PLAN WE WILL:
Complete Heathlands Reunited and secure
ongoing commitments to heathland recovery and
public engagement
1) Complete current project
2) Define objectives & funding of Phase 2
looking at entire Wealden Heaths network
Develop and implement a Nature Recovery
Strategy and a wider campaign working with
regional partners
1) Define vision & create a Nature Recovery
Strategy
2) Define the Nature Recovery Networks
3) Adopt & apply Natural Capital Investment
Strategy (NCIS)
4) Create guidance for net gain– including
guidance for planners
5) Continue to develop satellite monitoring
capability
Set up and administer the Biodiversity/Natural
Capital Challenge Fund
1) Investigate feasibility, define criteria & launch
concept
2) Seek external funding to pump-prime
Produce a Landscape Management Plan (LMP) for
Seven Sisters Country Park
1) Undertake biodiversity baseline survey
2) Start drafting the Landscape Management
Plan
13
Stragegic Priorities: 1. Enhance.
OUTCOME 4: ARTS & HERITAGE
Cultural heritage of the National Park is
enhanced and widely understood and
enjoyed
PARTNERSHIP MANAGEMENT
PLAN PRIORITIES
4.1 Increase conservation, awareness, access to
and understanding of South Downs cultural
heritage
4.2 Promote creativity and understanding of the
landscape and traditions of the South Downs
through contemporary arts and crafts
SDNPA CORPORATE PLAN
KEY PRIORITIES
IN YEAR 1 OF OUR CORPORATE
PLAN WE WILL:
Create and undertake a Scheduled Monument
Monitoring project
1) Project development: Liaise with partners (Historic
England, National Trust)
2) Link with other projects (i.e. Changing Chalk)
3) Scope funding and timescales
4) Liaise with SDNPA colleagues re resource
requirements and capacity
Commission and oversee Archaeology On The
Edge (Stage 2) project
1) Project development: Liaise with partners
(National Trust; County Archaeologist;
Universities)
2) Secure partner sign up/commitment
3) Scope funding and timescales
4) Liaise with SDNPA colleagues re resource
requirements and capacity
Roll out the Footsteps App 1) Identify organisations that may benefit from use of
the App
2) Tender for package of content– secure content
development (scripting, filming etc.)
Meet the Archaeologist NFC plaques created and
installed
1) Work with historic environment county and
district specialists to identify key sites and relevant
archaeological expertise
2) Liaise with Historic England re. locations and
walking routes linked to Scheduled Monuments /
areas of archaeological interest
3) Liaise with rangers re landowner permission for
NFC tag signage installation
14
Stragegic Priorities: 1. Enhance.
STRATEGIC PRIORITIES
2. Connect
We will develop strategies and support or lead strategic overarching
partnerships and projects which deliver the second Purpose of National
Parks: to promote understanding and enjoyment and improve
health and well-being through volunteering & learning, high
quality access management and providing information and
events (Connect). Outcomes 5-8 in the Partnership Management Plan
2020-25 address these as follows:
© Nick Robinson
15
Strategic Priorities: 2. Connect.
OUTCOME 5: OUTSTANDING EXPERIENCES
Outstanding experiences for communities
and visitors are supported by high quality
access and sustainable transport networks
PARTNERSHIP MANAGEMENT
PLAN PRIORITIES
5.1 Encourage everyone to experience the
National Park and widen participation for
under-represented groups through targeted
activities and promotion
5.2 Improve accessibility through a network of high
quality routes connecting communities with the
landscape, heritage, attractions and transport
hubs and gateways
5.3 Encourage sustainable access into and around
the National Park, encouraging the retention
and expansion of rural transport services
SDNPA CORPORATE PLAN
KEY PRIORITIES
IN YEAR 1 OF OUR CORPORATE
PLAN WE WILL:
Increase our digital reach and engagement Relaunch the website
Deliver 10th Anniversary programme of
celebration
Deliver programme of celebration as set out in the
Comms Plan
Manufacture and install 30 new entry signs inside
the National Park
Successfully manufacture and install the entry
signs by end 2021/22
Deliver Centurion Way Phase 2 from Singleton to
Cocking
1) Undertake ecological/tunnel surveys for
Centurion Way Phase II
2) Work with Sussex Bat Group to commission
ecological surveys in West Dean Tunnel
Provide funding for permissive paths as a stop
gap between expiring existing agri-environment
schemes and the start of the new ELMs scheme
Ensure pilot agreements are in place with relevant
landowners
Complete Egrets Way Phase V Complete scheme design for Phase V, secure
permissions and commence scheme construction
Identify Protected Landscape issues within strategic
transport policies and planning in Transport for
South East region
Identify issues in partnership with the South East
Protected Landscapes group and develop actions
to deliver recommendations
Create a new cycle way along the Rother Valley Complete scheme feasibility and outline design
work for Phase 1 (Petersfield to Nyewood)
16
Strategic Priorities: 2. Connect.
OUTCOME 6: LIFELONG LEARNING
Widespread understanding of the special
qualities of the National Park and the
benefits it provides
PARTNERSHIP MANAGEMENT
PLAN PRIORITIES
6.1 Provide high-quality outdoor learning opportunities
as part of a locally relevant curriculum
SDNPA CORPORATE PLAN
KEY PRIORITIES
IN YEAR 1 OF OUR CORPORATE
PLAN WE WILL:
Develop the 'Our South Downs' Learning Network 1) Pilot the ambassador schools programme
with Bury Primary School and Droxford Junior
School
2) Research the potential for a schools eco grant
OUTCOME 7: HEALTH & WELLBEING
The South Downs National Park is a well-
used and recognised asset for sustaining
mental and physical health and wellbeing
PARTNERSHIP MANAGEMENT
PLAN PRIORITIES
7.1 Develop initiatives which enable local
communities and individuals to improve health
and wellbeing
SDNPA CORPORATE PLAN
KEY PRIORITIES
IN YEAR 1 OF OUR CORPORATE
PLAN WE WILL:
Develop our Health and Wellbeing work
programme by developing our partnerships
Support the delivery of the Southern National
Parks and Public Health England social
prescribing conference
Deliver the John Muir Award (JMA) Families
Inclusion Award
Deliver year 1
17
Strategic Priorities: 2. Connect.
OUTCOME 8: CREATING CUSTODIANS
More responsibility and action is taken by
visitors, communities and businesses to
conserve and enhance the special qualities
and use resources more wisely
PARTNERSHIP MANAGEMENT
PLAN PRIORITIES
8.1 Increase and diversify volunteering opportunities
that support the National Park
SDNPA CORPORATE PLAN KEY
PRIORITIES
IN YEAR 1 OF OUR CORPORATE
PLAN WE WILL:
Develop our youth engagement programme 1) Review the youth ambassador pilot and
extend the role to other National Park areas
2) Extend the South Downs youth action
programme to Easter and summer 2020
involving wider partners in a park-wide offer
3) Identify next steps for incorporating the Youth
Voice across the SDNP
18
Strategic Priorities: 2. Connect.
STRATEGIC PRIORITIES
3. Thrive
We will develop strategies and support or lead strategic overarching
partnerships and projects which deliver the Duty of National Parks:
to build sustainable communities which are engaged and
shaping their environment and supporting sustainable
businesses and tourism (Thrive). Outcomes 9-10 in the Partnership
Management Plan 2020-25 address these as follows:
Petersfield © SDNPA/Mischa Haller
19
Strategic Priorities: 3. Thrive.
OUTCOME 9: GREAT PLACES TO LIVE
Communities in the National Park are
more sustainable with an appropriate
provision of housing to address local needs
and improved access to essential services
and facilities
PARTNERSHIP MANAGEMENT
PLAN PRIORITIES
9.1 Increase affordable housing stock in the
National Park, with focus on exemplary design
and using local sustainable materials.
9.2 Support community-led initiatives which
enhance the towns, villages and landscapes of
the National Park
9.3 Support improvement in digital infrastructure,
speed and coverage throughout the South
Downs National Park
SDNPA CORPORATE PLAN
KEY PRIORITIES
IN YEAR 1 OF OUR CORPORATE
PLAN WE WILL:
Develop an annual challenge fund to support the
development of community facility enhancements
that contribute to multiple PMP outcomes
1) Launch the concept and define the criteria
2) Seek external funding to create the fund
Participate in the development of the Petersfield
place making strategy
Set up governance and identify enhancements
Review and update the Local Plan, including
evidence gathering and engagement
Incorporate learning from the establishment of the
first Local Plan
Implement Local Plan Supplementary Planning
Documents (SPDs) and Technical Advice Notes
(TANs)
Create further guidance on Local Plan policies for
Parking (SPD), Construction (SDP) and Viticulture
(TAN)
Effectively and efficiently operate all processes
and systems for incoming and outgoing monies
related to the Community Infrastructure Levy (CIL)
and Section 106 legal agreements
Continue to develop the Infrastructure Business
Plan (IBP) as a mechanism to direct CIL money to
National Park priorities
20
Strategic Priorities: 3. Thrive.
OUTCOME 10: GREAT PLACES TO WORK
A diverse, sustainable, dynamic economy
which is positively linked to the special
qualities of the National Park
PARTNERSHIP MANAGEMENT
PLAN PRIORITIES
10.1 Strengthen and support sustainably managed
land-based industries and local enterprise
10.2 Increase awareness and desirability of the
South Downs as a special place to visit
10.3 Establish the South Downs as an exemplar in
sustainable tourism
SDNPA CORPORATE PLAN
KEY PRIORITIES
IN YEAR 1 OF OUR CORPORATE
PLAN WE WILL:
Develop the Sustainable Economy and Tourism
Engagement Strategic Approach
1) Develop and launch a businesses network–
including sustainable tourism
2) Create the South Downs Enterprise
Partnership
3) Deliver recommendations highlighted in the
2018 Economic Profile
Enhance the South Downs Public Realm Develop designs and contribute to schemes
to enhance the public realm on and around
highways
Deliver the extended National Park Experience
Collection (ENPEC), including the roll out of
Ranger Experiences
Deliver the Discover England Fund 2 (DEF2)
project with UK National Parks
Assist in the development of the Sussex Heritage
Coast Visitor Management Plan
Commission the development of a Visitor
Management Plan with Heritage Coast Partners
Develop and launch the SDNP Dark Skies
Welcome scheme
Develop criteria and branding
Complete Phase 1 & Phase 2 scope of works at
Seven Sisters Country Park
1) Complete Phase 1: refurbishment of
buildings (starting Sep 2020) and commence
construction
2) Feed Phase 2 design into the overall
masterplan
Work towards building Seven Sisters Country Park
into a world class visitor attraction
1) Develop Seven Sisters Country Park holiday
accommodation offering
2) Achieve Visitor Attraction Quality Assurance
Service (VAQAS) baseline accreditation
21
Strategic Priorities: 3. Thrive.
ORGANISATIONAL PRIORITIES
We will develop strategies, support or lead strategic overarching partnerships and projects which deliver our organisational objective: to be a
confident and secure organisation exercising effective influence; providing excellent customer service, and value for money
and generating income to support our work.
KEY PRIORITIES IN YEAR 1 WE WILL:
Seven Sisters Country Park
Set up a trading company for Seven Sisters Country Park Form a trading company and commence operations [subject to Authority approval]
Planning
Maintain a robust and well performing host authority development
management system
Monitor service and deliver continued improvements
Complete Soft Sand Single Issue Review Submit for examination and adopt
Provide Local Plan training for officers, members and agents Train officers, members and agents on the Local Plan
Deliver a robust and well performing development management and Minerals
& Waste service
Exceed the performance indicators for issue of decisions whilst adding value
Deliver a robust and well performing development management service in
terms of Appeals performance
Respond swiftly to appeals and measure the rate of dismissals
Deliver a robust and well performing enforcement service 1) Undertake investigations within agreed timetables
2) Ensure swift resolution and conclusion of investigations
Deliver ongoing process and procedure improvements as set out in the
Development Management Improvement Plan
Introduce a new Pre-application Service Charging Schedule
Performance, Projects and Learning
Set up thematic research networks with academics and sector specialists
based on research requirements highlighted through strategic reviews and in
the PMP
Identify themes and potential partners
22
Organisational priorities.
KEY PRIORITIES IN YEAR 1 WE WILL:
Undertake a systematic assessment of the way the organisation acquires,
stores and maintains its spatial and generic data
Assess current data we are holding and produce a plan for solution
implementation
Progress the Citizens Panel beyond the pilot phase 1) Award new three year contract
2) Revise the Panel membership
Improve performance and project reporting information on the SDNPA
website
Provide accessible information for stakeholders on our website
Establish, manage and monitor an evaluation framework tasked to carry out
external evaluations of SDNPA corporate and project work
Establish the framework and procure evaluations– e.g. PMP process review
Other corporate priorities
Continue to review opportunities to secure suitable long term accommodation
for our area offices that meets the aspirations of the Authority
Relocate the Weald and Downland (Central) area team to new suitable
accommodation
Commission a new Staff Survey and create an action plan Plan the survey ready for commission and implementation the following year
Aim to achieve climate neutrality for the SDNPA 1) Carry out a carbon audit
2) Agree and implement a climate change action plan
SDNPA to continue to support the Trust To continue ongoing support, incl. financial support [subject to Authority budgetary
approval]
23
Organisational priorities.
FIVE YEAR MEASURES
MEASURES OF SUCCESS
Nature recovery and biodiversity (to be defined)
Climate change (to be defined)
Cultural heritage (to be defined)
% aware of SDNP in YouGov poll (Survey of 2,000 YouGov pollsters in 2021 and 2023)
Increase from the baseline (in the 2018 Volunteer Development Strategy) in the number of people from underrepresented groups participating in volunteering
opportunities led by the South Downs National Park Authority
Increase our average unique monthly web visitors from @36,000 to 54,000 by 2025
Increase our social media following from @37,000 to 50,000 across all platforms by 2025
‘Your National Park’ campaign launched and reaching 20,000 people by 2025
Create two new gateways to the National Park between 2020 and 2025
Develop at least 3 Health and Well- Being Hubs across the National Park by 2025
Whole Estate Plans (to be defined)
Economy and new housing and infrastructure (to be defined)
% major applications determined within 13 weeks
% non-major applications determined within 8 weeks
% of new projects brought forward that have delivery plans
% of contractors satisfied with SDNPA as a client
% of contractors fulfilling their obligations as set out in their tender to quality, time and budget
24
Measures of Success.
25
Measures of Success.
