The Partnership's Plan - Lake District National Park
The Partnership's Plan - Lake District National Park The Partnership's Plan - Lake District National Park
The National Park Authority will lead the review, monitoring and reporting of the plan. The Partnership has agreed performance measures and targets that monitor the condition of the National Park. Every year we will produce: • A progress report and • A ‘State of the National Park’ report. The National Park Authority has to review its Management Plan at least every five years. 4.3 Indicators of success We have key indicators of success to help inform us that we are working towards the Vision for the National Park and in the shorter term that our delivery aims are being achieved. In light of changes in Government and changes to funding, we need to work in partnership to ensure that we can either continue collecting the specified data or develop new indicators. This provides an opportunity to pool our resources and collect data that is more relevant to the National Park. We also need to develop additional indicators relating to cultural heritage and biodiversity. So far we have set targets for 21 key indicators for 2015 as follows :- 1 Maintain the new business registration rate to at least the average rate over the last five years 2 At least 12 per cent of small businesses in the area show employment growth 3 Increase the median earnings of employees in the area above the rate of inflation (using the Retail Price Index) 4 Over 90 per cent of planning applications are approved for business, housing and other applications. 5 A net increase of 3.1 hectares in the amount of additional employment floor space developed by 2015 6 Over 80 per cent of visitors rate their overall level of satisfaction with their visit as very good. 7 At least 85 per cent of visitors return to the National Park 8 Visitors' average length of stay is at least five nights 9 At least 8 per cent of visitors use public transport during their visit 10 75 per cent of accommodation providers have a quality rating 11 Maintan at least 90 per cent of residents who are satisfied with their local area 12 50 per cent of parishes are covered by Community Action Plans, which have been updated or created within the last five years 78
13 Maintain the number of settlements with four, five and six services from: convenience store, meeting place, primary school, public house, post office, doctors surgery 14 Build 300 additional affordable and local needs homes by 2015 15 At least 75 per cent of working age people have access to employment by public transport, cycling or walking 16 Reduce per capita carbon dioxide emissions in Cumbria by 25 per cent by 2015, compared with the 2005 baseline figure of 10.2 tonnes 17 50 per cent of county wildlife sites and regionally important geological sites are, or have been in the last five years, in positive conservation management 18 95 per cent of sites of special scientific interest are in favourable or recovering condition 19 Increase the area of land in relevant agri-environment schemes, converting 75 per cent of eligible farms exiting Environmentally Sensitive Area agreements to Upland Entry Level Schemes and 40 per cent of eligible farms exiting Environmentally Sensitive Area agreements to Higher Level Schemes 20 90 per cent of total length of public rights of way are easy to use by members of the public 21 51 per cent of rivers and 29 per cent of lakes are in at least good ecological status by 2015 4.4 Partners – The Lake District National Park Partnership and others The key partners (The Partnership) involved have committed to an active role in delivering the plan. We list them on page 7. They will be supported by many other organisations from the public, private, community and voluntary sectors, some of whom are already contributing to the strategic aims and outcomes of this plan and some who wished to be involved as a result of consultation on the draft of this document. This includes Cumbria Constabulary and Cumbria Rural Housing Trust. The plan provides a framework for coordinating this activity and we are keen to engage all partners in delivery. We hope you will join us in achieving our Vision and delivering our actions. 4.5 Paying for delivery Focused and coordinated investment has the potential to make a significant contribution. We will always consider how we can better deliver the Management Plan through the wise allocation of our combined resources. This will be particularly important during a period of public sector financial restraint. We will target and prioritise our budgets and direct our staff and volunteers toward the key areas where we are each taking a leading or supporting role. We will work hard to attract additional funding and resources. We will explore funding from local, regional and national sources, the European Union, National Lottery, and charitable sources, as well as private investment. 79
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<strong>The</strong> <strong>National</strong> <strong>Park</strong> Authority will lead the review, monitoring and reporting of the plan. <strong>The</strong><br />
Partnership has agreed performance measures and targets that monitor the condition of the<br />
<strong>National</strong> <strong>Park</strong>.<br />
Every year we will produce:<br />
• A progress report and<br />
• A ‘State of the <strong>National</strong> <strong>Park</strong>’ report.<br />
<strong>The</strong> <strong>National</strong> <strong>Park</strong> Authority has to review its Management <strong>Plan</strong> at least every five years.<br />
4.3 Indicators of success<br />
We have key indicators of success to help inform us that we are working towards the Vision for<br />
the <strong>National</strong> <strong>Park</strong> and in the shorter term that our delivery aims are being achieved.<br />
In light of changes in Government and changes to funding, we need to work in partnership to<br />
ensure that we can either continue collecting the specified data or develop new indicators.<br />
This provides an opportunity to pool our resources and collect data that is more relevant to the<br />
<strong>National</strong> <strong>Park</strong>. We also need to develop additional indicators relating to cultural heritage and<br />
biodiversity.<br />
So far we have set targets for 21 key indicators for 2015 as follows :-<br />
1 Maintain the new business registration rate to at least the average rate over the last five<br />
years<br />
2 At least 12 per cent of small businesses in the area show employment growth<br />
3 Increase the median earnings of employees in the area above the rate of inflation (using<br />
the Retail Price Index)<br />
4 Over 90 per cent of planning applications are approved for business, housing and other<br />
applications.<br />
5 A net increase of 3.1 hectares in the amount of additional employment floor space<br />
developed by 2015<br />
6 Over 80 per cent of visitors rate their overall level of satisfaction with their visit as very<br />
good.<br />
7 At least 85 per cent of visitors return to the <strong>National</strong> <strong>Park</strong><br />
8 Visitors' average length of stay is at least five nights<br />
9 At least 8 per cent of visitors use public transport during their visit<br />
10 75 per cent of accommodation providers have a quality rating<br />
11 Maintan at least 90 per cent of residents who are satisfied with their local area<br />
12 50 per cent of parishes are covered by Community Action <strong>Plan</strong>s, which have been<br />
updated or created within the last five years<br />
78
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