R H Y B U D D O G Y F A R F O D / N O T I C E O F M E E T I N G

Awdurdod Parc Cenedlaethol Eryri Emyr Williams Prif Weithredwr Awdurdod Parc Cenedlaethol Eryri Penrhyndeudraeth Gwynedd LL48 6LF Ffôn/Phone (01766) 770274 E.bost/E.mail : parc@eryri.llyw.cymru

Snowdonia National Park Authority Emyr Williams Chief Executive Snowdonia National Park Authority Penrhyndeudraeth Gwynedd LL48 6LF Ffacs/Fax (01766)771211 Gwefan/Website: : www.eryri.llyw.cymru

Cyfarfod: Awdurdod Parc Cenedlaethol Eryri

Dyddiad: Dydd Mercher 3 Mehefin 2020

Amser: 10.00 y.b.

Anfonir cyfarwyddiadau ymuno at yr Aelodau ar wahân

Meeting: Snowdonia National Park Authority

Date: Wednesday 3 June 2020

Time: 10.00 a.m.

Joining instructions will be sent to Members separately

Aelodau wedi’u penodi gan Gyngor Gwynedd

Members appointed by Gwynedd Council Y Cynghorydd / Councillor :

Freya Hannah Bentham, Elwyn Edwards, Alwyn Gruffydd, Annwen Hughes, Judith Mary Humphreys, Edgar Wyn Owen,

Elfed Powell Roberts, John Pughe Roberts, Gethin Glyn Williams;

Aelodau wedi’u penodi gan Gyngor Bwrdeistref Sirol Conwy Members appointed by Conwy County Borough Council

Y Cynghorydd / Councillor : Philip Capper, Wyn Ellis-Jones, Ifor Glyn Lloyd;

Aelodau wedi’u penodi gan Llywodraeth Cymru Members appointed by The Welsh Government

Mr. Brian Angell, Ms. Tracey Evans, Ms. Elinor Gwynn, Mr. Tim Jones, Mr. Neil Martinson, Mr Owain Wyn.

A G E N D A 1. Apologies for absence and Chairman’s Announcements 2. Declaration of Interest To receive any disclosure of interest by members or officers in respect of any

item of business. 3. Minutes of the Authority The Chairman shall propose that the minutes of the meetings of this Authority

held on the 5th February 2020, be signed as a true record (copy herewith) and to receive matters arising, for information.

4. 2020 Audit Plan To receive a report by the Wales Audit Office. (Copy herewith) 5. Revenue and Capital Outturn Report 2019/20 Defer item and reschedule approval. 6. Corporate Plan 2020/21

To submit a report by the Director of Corporate Services. (Copy herewith)

7. Corporate Work Programme 2020/21 To submit a report by the Director of Corporate Services. (Copy herewith) 8. Treasury Management - Annual Report 2019/20 To submit a report by the Chief Finance Officer. (Copy herewith) 9. The Authority’s Risk Profile

To submit a report by the Director of Corporate Services. (Copy herewith)

10. Working Group Reports To submit the reports of the Members Working Group meetings held on 22nd

January and 4th March 2020. (Copies herewith) 11. Meetings of other Organisations

To receive oral reports from Members on any recent meetings which they have attended as representatives of the Authority.

ITEM NO. 3

SNOWDONIA NATIONAL PARK AUTHORITY WEDNESDAY 5th FEBRUARY 2020

Mr. Owain Wyn (Chairman) (Welsh Government)

PRESENT: Members appointed by Gwynedd Council Councillors Freya Bentham, Elwyn Edwards, Alwyn Gruffydd, Annwen Hughes, Judith Humphreys, Edgar Wyn Owen, Elfed Powell Roberts; Members appointed by Conwy County Borough Council Councillors Wyn Ellis Jones, Ifor Glyn Lloyd; Members appointed by the Welsh Government Mr. Brian Angell, Ms. Tracey Evans, Ms. Elinor Gwynn; Officers Mr. Emyr Williams, Mr. G. Iwan Jones, Mr. Jonathan Cawley, Mr. Dafydd Edwards, Mr. Emyr Roberts, Mrs. Anwen Gaffey. Apologies Councillors Philip Capper, John Pughe Roberts, Gethin Glyn Williams; Mr. Neil Martinson. 1. Chairman’s Announcements (1) The Chairman welcomed Mr. Dafydd Edwards, Section 151 Officer, to the

meeting following his recent illness. (2) The Chairman informed Members that Mr. Brian Angell was currently awaiting

hospital treatment, and wished him well on behalf of Members. (3) The Chairman expressed the Authority’s deepest sympathy on the recent death

of Mr. Bryan Rees Jones, who had been the Authority’s Solicitor for many years.

(4) The Chairman confirmed that the six week consultation on Cynllun Eryri was now underway and should any Member want a paper copy of Cynllun Eryri, this could be arranged. The Chairman congratulated all the staff involved with Cynllun Eryri on their work.

(5) The Chairman advised that the Chairs and Chief Executives of the National Park Authorities will be meeting with Hannah Blythyn, the Deputy Minister on the 12th February 2020 to discuss a number of issues.

(6) The Chairman noted that the planning application for refurbishment works at Plas Tan y Bwlch would be presented to the next meeting of the Planning and Access Committee on the 4th March 2020.

(7) The Chairman asked Members to encourage applications from any person who might be interested in becoming a Member of the Northern Area Access Forum, preferably an individual with experience in land management or the outdoor recreation sector.

(8) The Chairman referred to the wild fires in Australia and the loss of animal/insect life. He reported that more than 10% of the area covered by New South Wales National Parks had been burned and Members were asked to consider what the Authority could do in the light of this tragedy.

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(9) The Chairman informed Members that the Authority will be celebrating its 70th Anniversary in 2021 and as part of these celebrations, S4C will be commissioning a series of programmes about Snowdonia.

(10) The Chairman encouraged Members to attend one of the Gwynedd and Eryri Future Tourism Principles Workshops. The workshops were being organised jointly by the Authority and Gwynedd Council on the 25th February in Arfon (time and location to be confirmed) and on the afternoon of 27th February at Plas Tan y Bwlch, Maentwrog. The Chairman reported that tourism statistics for 2018 had shown a marked increase in visitor numbers going to the summit of Snowdon, both walkers and railway users.

 2. Public Question Time Members were informed that no public questions had been received. 3. Declaration of Interest

No declarations of Personal Interests were made in respect of any item.

4. Minutes The minutes of the Authority meeting held on 11th December 2019 were accepted and the Chairman signed them as a true record.

5. Matters for Information arising from the minutes Item 1 (9) – Chairman’s Announcements In response to a Member's comment, members were again reminded, where

possible, to raise any concerns or questions relating to factual information in Committee papers or minutes, directly with the appropriate officer prior to the meeting, rather than during the meeting itself.

Item 8 – Base Revenue Budget For information, the Chief Finance Officer advised that the draft budget referred

to in the 2nd paragraph was the Welsh Government’s indicative grant.

6. Action Log Submitted – A log of strategic actions arising from decisions taken during

meetings of the Authority, for information and action.

Authority Meeting 25.04.18 Action Item 6 – Annual Improvement Report 2017/18

- Improve the online experience for visitors and public – a Member advised that the Authority’s website had information on Harlech which was no longer current and should be updated. The Director of Corporate Services agreed to arrange for this to be rectified without delay.

Authority Meeting 04.07.18 Action Item 3 – Life+ Celtic Rainforest Project

This action was now complete and could be removed from the Action Log.

RESOLVED to note the Action Log and remove the actions as outlined.

7. Wales Audit Office - Annual Audit Letter 2018/19 Submitted – The Annual Audit Letter 2018/19, for information.

Reported – The Annual Audit Letter was presented on behalf of the Wales Audit Office. RESOLVED to note the contents of the Annual Audit Letter 2018/19.

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8. Audit of Snowdonia National Park Authority’s Assessment of 2018-19 Performance

Submitted – The Audit of Snowdonia National Park Authority’s assessment of 2018-19 performance, for information.

Reported – The Chief Executive advised that officers from the Wales Audit

Office will attend the next meeting of the Performance and Resources Committee on the 25th March 2020 to present their detailed report.

RESOLVED to note the report. 9. Authority Budget and Levy on Constituent Authorities 2020/2021 Submitted – A report by the Chief Finance Officer requesting approval of the

2020/21 revenue and capital budgets and authority to raise levies on constituent authorities based on the Welsh Government’s indicative grant.

Reported – The Chief Finance Officer presented his report and advised that the

figures were based on the grant figure for 2019/20 as the National Park Authorities were still awaiting formal confirmation of their grant settlement for 2020/21. The Chief Finance Officer stated that in the context of other Welsh public bodies, it seemed that the National Parks were being disadvantaged. He confirmed that the core revenue funding for the Unitary Authorities will increase by 4.3% in 2020-21, while the NW Police precept with increase by 4.5%, and levies for the NW Fire Authority and Natural Resources Wales will benefit from at least a 2% inflationary increase.

The Chairman and the Chief Executive confirmed they would be raising this issue with the Deputy Minister at their meeting the following week. Members felt strongly that the National Parks have a role to play in carbon management, climate change, sustainable tourism and also benefit the health and wellbeing of the nation and should be better supported through core funding. RESOLVED 1. to note the contents of the report. 2. to approve the 2020/21 revenue and capital budgets. 3. to authorise levies to be raised on the two constituent councils to a

total amount of £1,248,420 in accordance with paragraph 6.3 of the Chief Finance Officer’s report.

10. Capital Strategy 2020/21 Submitted – The Chief Finance Officer’s report to approve the Capital Strategy

for 2020/21 and the recommendations relating to the Prudential Code.

Reported – The Chief Finance Officer presented the report and provided further details on the Borrowing and Investment Strategies. He also advised that since preparing the report, Barclays Bank’s credit rating had been affirmed. The Chief Finance Officer further confirmed that the 3 year assessment of the pension fund had concluded that the Authority no longer had a pension deficit and that the fund was now in surplus.

RESOLVED 1. to note that there was no intention to borrow monies for capital

purposes, but the limitations below were recommended on a prudent level as a precautionary measure in case of an emergency or need for expenditure at short notice.

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2. to approve the present Authorised Borrowing Limit of £500,000 for 2020/21, and an Operational Boundary of £100,000.

3. that no limit be placed on the proportion of interest payable at a variable rate.

4. to adopt the Capital Borrowing Strategy for 2020/21 as outlined in para 3.3 of the report, and note the content relating to the Prudential Code (see tables under paras. 2.2, 3.3 and para. 7.1 of the report).

5. to adopt the Investment Strategy for 2020/21 as outlined in paras. 3.5 to 3.14 of the report, and note the institutions listed in para 3.7.

11. Mid-Term Financial Plan (MTFP) 2019/20 – 2022/23

Submitted – A joint report by the Chief Executive and the Chief Finance Officer, for information. A revised report was circulated to Members at the meeting and Members were asked to note a correction in the Welsh report (para. 5.3) which should refer to the year 2021/22 in the final paragraph. Reported – The Chief Executive presented the report and advised that the MTFP was a working document which would allow Members to recognise trends. He confirmed that Members would be able to review the operating principles (para. 5.2 of the report) when they adopt a new Corporate Plan. Members noted, under para. 5.4, that capacity to deliver on capital grant funded projects will become increasingly important in future since the Authority will need to move quickly as grant fund offers are made at very short notice.

RESOLVED to note the report and approve the Mid Term Financial Plan as a working document.

12. The Authority’s Risk Profile Submitted – A report by the Director of Corporate Services to update Members on the Authority’s Risk Profile. Reported – The Director of Corporate Services presented the report and the risk register which Members considered in detail. In response to questions from Members, officers advised that:- - Risk Ref 3 - the Income Generation Target (Car Parks) remained on the

register due to the size of the income and the impact it could have on the budget if it failed to achieve its target. The risks were closely monitored by both the Head of Service and the Management Team.

- Risk Ref 6 – the Authority was continuing to work with the Wales Audit Office to implement the requirements of the Well-being of Future Generations (Wales) Act. The pilot scheme was in its 2nd year and officers from the Wales Audit Office were attending the next meeting of the Performance and Resources Committee to present their report.

- Risk Ref 13 - the Chief Executive advised that he was working on measures to address staff resilience and Members welcomed the establishment of the ‘staff health and well-being group’.

RESOLVED to note the report and approve the Authority’s Risk Profile, as submitted.

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13. W.L.G.A. Spring Seminar and Seminar Dinner 2020 Friday 1st May – Liberty Stadium, Swansea Submitted – A diary marker, for information.

RESOLVED to note the diary marker.

14. Working Group Report Submitted – The report of the Members’ Working Group meeting held on 4th December 2019.

RESOLVED 1. to note the report. 2. to formally approve the adoption of the Welsh Language Skills

Framework, as part of the Authority’s recruitment process, for a trial period of 12 months.

15. Meetings of other Organisations Submitted - Oral reports on recent meetings of organisations that Members

had attended as representatives of the Authority.

Councillor Alwyn Gruffydd Energy Island Programme Strategic Forum - the January meeting had been cancelled to await the release of the energy

white paper.

Mr. Owain Wyn Wales Rural Forum

- discussions had focussed on the funding formula for local authorities in rural Wales and a strategy for rural areas.

Tim Lloyd, Director – Always Aim High Events - discussions had focussed on the environmental impact of sports events on

the National Park, and particularly on Snowdon.

WLGA Executive Board - discussed the move away from the Local Government (Wales) Measure

2009. - discussed the Local Government and Elections (Wales) Bill and the

establishment of Corporate Joint Committees (CJC’s) which appear limited in membership to principal Councils and exclude the National Park Authorities.

RESOLVED to thank Members and note the reports.

16. Minutes Submitted - The minutes of the Performance and Resources Committee held on 20th November 2019, for information.

Arising thereon, 7. Corporate Plan – The Chief Executive advised that he was still waiting for the external facilitators’ report and thus further consideration by members will now have to be deferred until the April meeting of the Members’ Working Group.

RESOLVED to note the minutes.

The meeting ended at 11.15

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ITEM NO. 4

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ITEM NO. 6 MEETING

Snowdonia National Park Authority

DATE

3rd June, 2020

TITLE

CORPORATE PLAN 2020/21

REPORT BY

Director of Corporate Services

PURPOSE

To approve the draft Corporate Plan

1. BACKGROUND 1.1 As members will be aware, the Well-being of Future Generations (Wales) Act 2015

came into force on the 1st of April 2016.

1.2 The Act sets out 7 Well-being Goals: A prosperous Wales A resilient Wales A healthier Wales A more equal Wales A Wales of cohesive communities A Wales of vibrant culture and thriving Welsh language A globally responsible Wales

1.3 The Act places a core duty on the Authority to set out and publish well-being

objectives that are designed to maximise our contribution to achieving the well-being goals. In doing so, the Authority must take all reasonable steps to meet those well-being objectives, in accordance with the sustainable development principle.

1.4 As can be seen in the Corporate Plan we believe that sustainable development is ingrained into the ethos of the Authority through its vision and that the Authority’s objectives all contribute to achieving that vision.

1.5 Although there are potential changes ahead, at present the Authority continues to be subject to the requirements of the Local Government (Wales) measure and therefore is required to set out our arrangements to secure continuous improvement in the exercise of our functions and to secure achievement of our improvement objectives.

1.6 The Authority’s Corporate Plan for 2020/21 therefore meets the requirements of both the Well-being of Future Generations (Wales) Act and the Local Government (Wales) Measure.

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1.7 The Corporate Plan incorporates the Authority’s Well-being Objectives that were

adopted by the Authority at its meeting on 25th April 2018 and which adopt a longer term outlook when compared to previous Improvement Objectives. This, of course reflects the ethos to be found in the Well-being of Future Generations (Wales) Act. These Objectives were at the time subject to extensive consultation the full details of which are set out in Section 5 of the enclosed Corporate Plan.

1.8 In the meantime the Covid-19 pandemic has had a major effect on the work streams of the Authority and the Corporate Plan has been revised to take into consideration and include steps that officers will take to mitigate the implications of the effect of Covid-19 on the Authority’s work.

2. RESOURCE IMPLICATIONS

The Plan sets out the Authority’s priorities for the next year and so has an impact on how the Authority is to spend its budget.

3. RECOMMENDATION

That the Authority adopts the draft Improvement and Well-being Objectives and draft Corporate Plan for 2020/21.

BACKGROUND PAPERS Draft Corporate Plan 2020/21.

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SNOWDONIA NATIONAL PARK AUTHORITY CORPORATE PLAN

2020/21

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

01766 770274 01766 771211 parc@eryri-npa.gov.uk

ITEM NO. 6 - APPENDIX

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CONTENTS PAGE

Section Page(s) 1. Snowdonia National Park Authority 1 2. Vision 1 3. Service Priorities 1 – 3 4. Well-being objectives and the Sustainable 3 – 6 Development Principles 5. The Authority’s Objectives 6 – 11 6. Gross Expenditure on 7 Well-being goals 12 7. Performance Indicators 13 – 17 8. Corporate Planning Framework 18 9. The Golden Thread 19 10. Contact Details 20

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P a g e | 1

Snowdonia National Park was designated in 1951 under the National Park and Access to the Countryside Act 1949. 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.

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. 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 Welsh Government’s Programme for Government 2016-2021, Taking Wales Forward

Prosperity for All: the National Strategy

2. Vision

3. Service Priorities

1. Snowdonia National Park Authority

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The Well-being of Future Generations (Wales) Act 2015 Natural Resources Policy Remit letter issued on an annual basis by the Welsh Government to the Authority Delivery of the National Park Management Plan (Cynllun Eryri) Reports by Wales Audit Office on the Authority Gwynedd & Mon and Conwy & Denbighshire Public Service Boards Well-Being Plans Consultation responses and 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 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. Our service priorities for the coming financial years 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;

sourcing new income streams to support Park purposes and the Authority;

ensure that we are fully engaged with and delivering against the Well-being of Future

Generations (Wales) Act 2015 and the Environment (Wales) Act 2016;

demonstrating both locally and nationally the benefits of a National Park Authority to manage such a special place as Snowdonia for both now and for future generations;

protect our staff, residents, users and the National Health Service against the spread of

Covid-19 virus at a local, regional and national level;

ensure that both staff and members are adequately supported in their working arrangements in such a period and that the wellbeing of staff is supported;

deal with the operational needs and financial pressures resulting from the constraints and

challenges of operating in a challenging environment and the required measures in dealing with the Covid-19 pandemic;

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;

by working with our partners, adopting an enabling and facilitating role in attaining our purposes;

will fully evaluate long term financial and other commitments of all potential projects;

working with our communities in attaining the vision of the Authority.

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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. 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. 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 Performance 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.

4. Well-being Objectives and the Sustainable Development Principles

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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:

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 Communities and the People, Places and Partners objectives predominantly involve 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.

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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, usually 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 Performance 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 31st of March 2021. This review will ensure that our well-being objectives meet the 10 cross-cutting themes found in Valued and Resilient: The Welsh Government’s Priorities for Areas of Outstanding Natural Beauty and National Parks which are:

Landscapes for everyone Exemplars of the sustainable management of natural resources Halting the loss of biodiversity Green energy and decarbonisation Realising the economic potential of landscape Growing tourism and outdoor recreation Thriving Welsh language All landscapes matter Delivering through collaboration Innovation in resourcing

It had previously been decided that the Corporate Plan for 2020/21 should retain the strategic objectives of the previous years as Authority Members resolved to defer their review of the Well-being Objectives until further consultation could be undertaken in 2020 for the purposes of agreeing Well-being Objectives for the period 2021 to 2026. The Corporate Plan for 2020/21 is a bridging Plan for such purpose.

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Since Authority members agreed to such an approach, the position of the Authority like all other sectors has changed dramatically due to the need to protect public health against the Covid-19 pandemic and the requirements of dealing with the threat to society. Accordingly, this has necessitated changes to both the Authority’s Service Priorities and to some elements of the well-being objectives themselves so as to enable the Authority to concentrate its resources on where it is needed most.

Although the objectives are set annually, they are intended as medium to long term objectives and work towards achieving the Authority’s vision and the 7 Well-Being goals as set out by the Well-being of Future Generations (Wales) Act 2015. In 2018-19 Snowdonia National Park Authority combined its improvement objectives into its well-being statement and produced as one document. This approach is consistent across the three National Park Authorities and supported and audited by the Wales Audit Office. Following a period of consultation Members approved its Improvement and Well-being objectives for 2018 - 2023 for inclusion in its Corporate Plan which was formally adopted by the Authority in April 2018. Members identified and approved five areas where well-being and improvement objectives should be developed:

Our Communities Plans and Policies Health and Well-being People, Places and Partners Balancing our resources and efforts

Publication of the Statement “Valued and Resilient” has confirmed Welsh Government’s priorities for the designated landscapes of Wales and Members have confirmed that the Authority’s wellbeing and improvement objectives need to be reviewed to accommodate Welsh Government’s priorities for the designated landscapes. The previous Corporate Plan identified the need to work in partnership with our relevant PSBs (Public Service Boards) to deliver some of our wellbeing objectives. However, progress on such outcomes has been slow and variable and looking forward the Authority needs to ensure that our wellbeing and improvement objectives and the Corporate Plan identify actions that are achievable through our own efforts rather than reliance on partners, especially in a period where collaboration is to be difficult on an operational level. Following discussion Members recommended that the development of new strategic objectives and consequentially the adoption of a new Corporate Plan would need the required time for consideration and engagement and agreed a revised timeline for developing and agreeing strategic objectives and Corporate Plan for 2021-26. At the same time Members agreed to extend the current Improvement and Well-being Objectives for the 2020-21 Corporate Plan subject to necessary changes to the same to reflect the changed dynamics resulting from the Covid-19 pandemic.

5. The Authority’s Objectives

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The Well-Being Objectives and Corresponding Activities, and a Summary of how they meet the Well-Being Goals

OUR COMMUNITIES

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ual

Coh

esiv

e C

omm

uniti

es

Vibr

ant C

ultu

re

Glo

bal

resp

onsi

ble

Working with our communities to develop the economic, cultural and social well-being of Snowdonia.

We will achieve this by: Ensure that the Local Development Plan continues to provide affordable housing

Support sustainable economic development within our communities which utilise the qualities and opportunities that Snowdonia provide

Effectively communicating the benefits of the designation of Snowdonia as a National Park to the well-being of our communities

Further develop our work in understanding, promoting and managing our cultural heritage

We will know we are succeeding in delivering the well-being objective when: We have granted planning permission for the number of affordable housing identified annually in the Local Development Plan Ensure that all interested parties have had an opportunity to provide input through Forum Eryri to the Authority’s Park Management Plan Benefit to the local economy resulting from the work of the Authority Complete the Snowdon Transport and Parking Review Review the Communication Strategy to ensure that the same contains strong reference to the benefit of the National Park designation to our communities and subsequently monitor its effectiveness Prepare and implement a strategy for the Authority to protect, enhance and further the understanding of the cultural heritage of Snowdonia and subsequently monitor its effectiveness

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PLANS AND POLICIES

Pros

pero

us

Res

ilient

Hea

lthie

r

Mor

e eq

ual

Coh

esiv

e C

omm

uniti

es

Vibr

ant C

ultu

re

Glo

bal

resp

onsi

ble

Review and implement both the Local Development Plan and the National Park Management Plan (Cynllun Eryri) and ensure that the principles of the Well-being of Future Generations (Wales) Act 2015 and the Environment (Wales) Act 2016 are fully integrated into the work of the Authority.

We will achieve this by: Working with partners to achieve the sustainable use of Snowdonia’s natural resources through integrating our work programme with NRW’s Area Statements

Implement and continuously monitor both the Local Development Plan and National Park Management Plan (Cynllun Eryri)

Develop, consult on and agree new strategic objectives for the Authority’s Corporate Plan for the period 2021 to 2026

Develop and adopt relevant SPGs

We will know we are succeeding in delivering the well-being objective when: Our projects will be addressing the themes raised in the North West Wales Area Statement LDP and Park Management Plan – once adopted to present an annual report to the Authority providing an update on progress to date LDP – once adopted to assess the areas that require an SPG and thereafter to prioritise the same so that all required SPG’s are adopted within an agreed timescale New Well-being objectives adopted in readiness for 2021 onwards

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P a g e | 9

HEALTH AND WELLBEING

Pros

pero

us

Res

ilient

Hea

lthie

r

Mor

e eq

ual

Coh

esiv

e C

omm

uniti

es

Vibr

ant C

ultu

re

Glo

bal

resp

onsi

ble

Snowdonia National Park is recognised as an area, which contributes to the nation’s physical and mental wellbeing.

We will achieve this by: Promote the health benefits of Snowdonia Work with key partners to provide opportunities (including volunteering) that contribute to health and wellbeing

Work with key partners to manage the area in relation to any regulations relevant to the Authority in dealing with the Covid-19 pandemic

We will know we are succeeding in delivering the well-being objective when: Establish what draws people to an area and the activities that they will undertake Analyse the health benefits of these combined activities Promote the variety of opportunities for enjoyment and understanding of the Park that contributes to both health and well-being and subsequently monitor its effectiveness Volunteering Strategy has been adopted. Monitoring to be undertaken to assess how volunteering opportunities contributes to the individual’s health and well-being The Authority has dutifully executed its statutory responsibilities as to any regulations in relation to Covid-19 and has effectively communicated its key messages

36

P a g e | 10

PEOPLE, PLACES AND PARTNERS Pr

ospe

rous

Res

ilient

Hea

lthie

r

Mor

e eq

ual

Coh

esiv

e C

omm

uniti

es

Vibr

ant

Cul

ture

Glo

bal

resp

onsi

ble

Over the next five years we aim to further the opportunities to work with people, volunteers and partners in a collaborative manner. This will enable us to continue to contribute to the appreciation and management of what makes Snowdonia valued and special.

We will achieve this by: Invest in volunteers to add value to the delivery of the Authority’s vision

Assess the effectiveness of the Authority’s framework for volunteering

Support the development of “Place Plans” within Snowdonia

Enhance the awareness and use of the Welsh language

Work with our local, national and regional partners to address the challenges and manage the area once regulations controlling movement post Covid-19 are relaxed

We will know we are succeeding in delivering the well-being objective when: Volunteering Strategy has been adopted. Monitoring to be undertaken to assess how volunteering opportunities contribute to the Authority’s statutory purposes Annual report monitoring the implementation of the framework for volunteering to Members The Snowdon Partnership Plan is the first adopted Place Plan in Snowdonia. Assess its effectiveness and where a similar approach could benefit other areas of the Park Continue to prioritise the use of Welsh as the working language of the Authority and that all staff who are likely to have dealings with the public can respond to queries in both Welsh and English That local, regional and national partners co-ordinate efforts in relation to managing people and messages when restrictions to Covid-19 are relaxed.

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BALANCING OUR RESOURCES AND EFFORTS Pr

ospe

rous

Res

ilient

Hea

lthie

r

Mor

e eq

ual

Coh

esiv

e C

omm

uniti

es

Vibr

ant

Cul

ture

Glo

bal

resp

onsi

ble

The Authority targets its resources to deliver its priorities within the reduced resources available.

We will achieve this by: Engage with our staff at all levels including formal annual appraisals to assist performance management

To develop and support our Members to effectively manage the Authority during this period of change

Attract external funding to further the work of the Authority in delivery of its statutory purposes Review existing spending commitments in order to protect the Authority against the loss of income streams in this period

Re-Profile all projects and programmes with our key partners and funders to ensure that all are deliverable following the restrictions on ability to deliver due to Covid-19 pandemic

We will know we are succeeding in delivering the well-being objective when: Both service priorities and financial strategy adopted but this may need flexibility in these uncertain financial times. Ongoing monitoring and potential review will required during this period. % of staff of the Authority appraised in the past 12 months % of staff moderately or very satisfied with their jobs % of staff who report that they are satisfied with the level of guidance and support they receive from their immediate line managers 100% of new members to the Authority in any 12 month period have attended Induction for new members % of members who have undertaken a Personal Development Review Meeting on their development and support needs Assess the likely funding streams available to deliver on our statutory purposes and the capacity for delivery over the next five years Monitor both spending commitments and income generation in this period. All programme and projects impacted by Covid-19 identified and suitable mitigation enabled to counter any slippage. Services have reviewed and re-profiled current expenditure commitments so as to reduce the pressure on our reserves.

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SUMMARY: DRAFT ORIGINAL ESTIMATE 2020/21 - GROSS EXPENDITURE ON 7 WELL-BEING GOALS

Pro

spero

us

Resi

lient

Healt

hie

r

More

Equal

Cohesi

ve C

om

munit

ies

Vib

rant

Cult

ure

Glo

bal

Resp

onsi

ble

TOTAL

The net cost of Support services is allocated across other budgets.

Figures include both revenue & capital spend, and capital charges.

Ysgwrn HLF project included under "Conservation of Cultural

Heritage"

13% 21% 12% 7% 15% 18% 14% 100%

Conservation of Natural Environment 345,619 637,287 172,810 136,351 581,863 854,563 727,697 3,456,190

Conservation of Cultural Heritage 325,859 936,470 131,814 43,479 276,505 366,353 172,457 2,252,937

Recreation Management & Transport 156,194 114,526 290,154 54,833 105,263 201,115 154,295 1,076,380

Promoting Understanding 476,508 395,305 426,951 441,475 336,791 432,519 336,791 2,846,340

Rangers, Estates & Volunteers 157,897 394,742 394,742 78,949 236,846 157,897 157,897 1,578,970

Development Control 95,093 63,395 31,698 31,698 190,185 95,093 126,788 633,950

Forward Planning & Communities 97,689 83,349 69,008 50,786 140,711 79,467 130,250 651,260

Corporate Management 102,942 102,942 68,628 68,628 137,255 137,254 68,628 686,277

Democratic Representation & Management 34,383 34,383 22,922 22,922 45,844 45,844 22,922 229,220

Total Service Expenditure 1,792,184 2,762,399 1,608,727 929,121 2,051,263 2,370,105 1,897,725 13,411,524

Income from specific grants, fees, charges -759,976 -1,062,481 -666,725 -342,449 -900,262 -1,214,049 -895,028 -5,840,970

Levy From Constituent LA´S & NP Grant (WG) -4,993,683

Appropriations from earmarked reserves for projects -1,986,071

capital charges adjustment -567,800

Bank Interest -23,000

-13,411,524

£

6. Gross Expenditure on 7 Well-being goals

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Performance Indicator List for 2020-21

PLANNING PERFORMANCE FRAMEWORK: INDICATORS, TARGETS AND SOURCES OF DATA The Welsh Government consulted on a draft Performance Framework, which set out a series of proposed indicators used to set out the performance of authorities against key service measures. Performance against the same will be reported to the Performance and Resources Committee throughout the year and an annual report will be prepared and discussed at the Planning and Access Committee. CORPORATE PERFORMANCE INDICATORS: No. Corporate Performance Indicator 2019/20

Target 2019/20 Result

2020/21 Target

CHR/ 001

The percentage of employees who leave the employment of the authority, whether on a voluntary or involuntary basis.

7%

7.4%

7%

CHR/ 002

The number of working days/ shifts per full time equivalent (FTE) authority employees lost due to sickness absence.

6 days

11.5 days

6 days

CFH/ 006

The percentage of undisputed invoices which were paid within 30 days of such invoices being received by the authority.

98%

98.95%

98%

7. Performance Indicators

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LOCAL PERFORMANCE INDICATORS 2019-20 Local Performance Indicators measure the Authority’s performance in relation to its agreed Well-being Objectives as set out in Section 5 of this Plan.

Well-being Obj.

Performance Indicator 2019-20 Target

2019-20 Result

2020-21 Target

1 We have granted planning permission for the number of affordable housing identified annually in the Local Development Plan

As per target in LDP

Not Achieved. 2 out of target of 26

As per target in LDP

1 Ensure that all interested parties have had an opportunity to provide input through Forum Eryri to the Authority’s Park Management Plan

100%

Achieved. as per target

100%

1 Benefit to the local economy resulting from the work of the Authority

Baseline to be set Not Achieved. Work not progressed

Baseline to be set

1 Complete the Snowdon Transport and Parking Review

- - Complete the Review

1 Review the Communication Strategy to ensure that the same contains strong reference to the benefit of the National Park designation to our communities and subsequently monitor its effectiveness

To progress the review

Not Achieved.

To progress the review

1 Prepare and implement a strategy for the Authority to protect, enhance and further the understanding of the cultural heritage of Snowdonia and subsequently monitor its effectiveness

Prepare Strategy Not Achieved.

Prepare Strategy

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Well-being Obj.

Performance Indicator 2019-20 Target

2019-20 Result

2020-21 Target

2 Our projects will be addressing the themes raised in the North West Wales Area Statement

- - Alignment achieved

2 LDP and Park Management Plan – once adopted to present an annual report to the Authority providing an update on progress to date

Once adopted – annual report

LDP: Achieved. PMP: Not Achieved. PMP not yet adopted

Produce Annual Reports

2 LDP – once adopted to assess the areas that require an SPG and thereafter to prioritise the same so that all required SPG’s are adopted within an agreed timescale

Once adopted – assessment undertaken

Achieved. Programme produced and well underway

Continue to produce SPGs within agreed timescale

2 New Well-being objectives adopted in readiness for 2021 onwards

- - New Well-being objectives adopted

3 Establish what draws people to any area and the activities that they will undertake Survey Undertaken

Not Achieved. Part of emerging baseline data of NPMP work

Survey Undertaken

3 Analyse the health benefits of these combined activities

Analysis undertaken

Not Achieved. Part of emerging baseline data of NPMP work

Analysis undertaken

3 Promote the variety of opportunities for enjoyment and understanding of the Park that contributes to both health and well-being and subsequently monitor its effectiveness

Utilising the results of the survey and subsequent analysis preparing a strategy for promoting opportunities

Not Achieved. Part of emerging baseline data of NPMP work

Utilising the results of the survey and subsequent analysis preparing a strategy for promoting opportunities

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Well-being Obj.

Performance Indicator 2019-20 Target

2019-20 Result

2020-21 Target

3. The Authority has dutifully executed its statutory responsibilities as to any regulations in relation to Covid-19 and has effectively communicated its key messages

- - Statutory compliance achieved

3 & 4 Volunteering Strategy has been adopted. Monitoring to be undertaken to assess how volunteering opportunities contributes to the individual’s health and well-being

Monitoring and assessment undertaken

Not Achieved. Relevant post vacant. New post has been re-packaged to include well-being and volunteering responsibilities

Monitoring and assessment undertaken

4 Annual report monitoring the implementation of the framework for volunteering to Members

Annual report

Not Achieved. As above

Annual report

4 The Snowdon Partnership Plan is the first adopted Place Plan in Snowdonia. Assess its effectiveness and where a similar approach could benefit other areas of the Park

Assessment undertaken

Achieved.

Assess whether a similar approach could benefit other areas of the National Park

4 Continue to prioritise the use of Welsh as the working language of the Authority and that all staff who are likely to have dealings with the public can respond to queries in both Welsh and English

Annual report

Achieved.

Annual report

4 That local, regional and national partners co-ordinate efforts in relation to managing people and messages when restrictions to Covid-19 are relaxed

- - Co-ordination achieved

5 Both service priorities and financial strategy adopted but this may need flexibility in these uncertain financial times. Ongoing monitoring and potential review will required during this period.

Service priorities and financial strategy adopted

Achieved.

Continue to monitor

5 % of staff of the Authority appraised in the past 12 months

95% Not Achieved. 75%

95%

5 % of staff moderately or very satisfied with their jobs

Baseline to be set 87.8% 41 respondents

90%

5 % of staff who report that they are satisfied with the level of guidance and support they receive from their immediate line managers

90%

Not Achieved. 85.4% 41 respondents

87%

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Well-being Obj.

Performance Indicator 2019/20 Target

2019/20 Result

2020/21 Target

5 100% of new members to the Authority in any 12 month period have attended Induction for new members

100% Achieved. As per Target

100%

5 % of members who have undertaken a Personal Development Review Meeting on their development and support needs

Baseline to be set 0% 50%

5 Assess the likely funding streams available to deliver on our statutory purposes and the capacity for delivery over the next five years

Assessment undertaken

Achieved.

Continue to monitor the situation

5 Monitor both spending commitments and income generation in this period

-

- Continue to monitor

5 All programmes and projects impacted by Covid-19 identified and suitable mitigation enabled to counter any slippage

- - Monitor situation

5 Services have reviewed and re-profiled current expenditure commitments so as to reduce the pressure on our reserves

- - Review completed

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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 Performance Indicators are collated and reports are generated for the scrutiny of the Performance and Resources Committee three times a year. The Corporate Work Programme, an annual plan with specific tasks to underpin each well-being objective is also reported to the Performance 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.

8. Corporate Planning Framework

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9. The Golden Thread

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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: 01766 772204 e-bost / e-mail: iwan.jones@eryri.llyw.cymru www.snowdonia.gov.wales

Performance/JO/ Corporate Plan 2020-21

10. Contact Details

47

ITEM NO. 7

MEETING

Snowdonia National Park Authority

DATE

3rd June, 2020

TITLE

CORPORATE WORK PROGRAMME 2020-21

REPORT BY

Director of Corporate Services

PURPOSE

To present the Corporate Work Programme for 2020-21

1. BACKGROUND 1.1. For 2018-19 the Authority combined its improvements objectives into its well-being

statement and produced one document. Following a period of internal and external consultation, Members approved five areas where Improvement and Wellbeing Objectives should be developed: Our communities, Plans and policies, Health and wellbeing, People, places and partners and Balancing our resources and efforts.

1.2 Although the objectives are set annually, they are inteded as medium to long term

objectives and work towards achieving the Authority’s vision and 7 well-being goals as set out by the Well-being of Future Generations (Wales) Act 2015.

1.3 During a meeting of the Authority on 11th December 2019, Members agreed to extend

the current improvement and well-being objectives for the 2020-21 Corporate Plan and adopt a revised timeline for developing and agreeing strategic objectives and Corporate Plan for 2021-26.

1.4 In the meantime the Covid-19 pandemic has had a major effect on the work streams of

the Authority and the Corporate Work Programme has been revised to take into consideration and include steps that officers will take to mitigate the implications of the effect of Covid-19 on the Authority’s work.

1.5 The attached (Draft) Corporate Work Programme has been produced for the Authority

which outlines projects, initiatives and specific actions that will be undertaken this year to fulfil the Improvement and Wellbeing Objectives and the Service Priorities and to address implications of Covid-19 on the Authority. Some of the work projects have been carried forward from the last two years and will continue and progress the work.

1.6 On completion of the projects and initiatives, the Authority will be able to measure

whether improvements have been achieved in each of the 5 areas at the end of the financial year 2020-21.

2. RESOURCE IMPLICATIONS: 2.1 The Corporate Work Programme will have an impact on both staff resources and

financial obligations but these factors have been taken into consideration in the preparation of the programme.

48

3. RECOMMENDATION: 3.1 That Members formally adopt the (Draft) Corporate Work Programme as a

working document for 2020-21. 4. BACKGROUND PAPER: (Draft) Corporate Work Programme 2020-21.

49

SNOWDONIA NATIONAL PARK AUTHORITY

CORPORATE WORK PROGRAMME

2020-21 * NOTE*

Document revised to reflect the current Covid-19 situation and beyond

Working Document

ITEM NO. 7 - APPENDIX

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1. INTRODUCTION Snowdonia National Park Authority is committed to the principles of sustainable

Development and Continuous Improvement. This document forms a key element in the system by which the Authority establishes its work programme and monitors performance and improvement.

This Corporate Work Programme is part of a suite of documents which details the

Authority’s corporate vision and priority outcomes, which include the Corporate Plan and the Budget Book.

Whilst the Corporate Plan is a high level strategic document which identifies our guiding

principles, key priorities and risks; the Corporate Work Programme in comparison is the working document which clearly explains how we intend to achieve this.

It had previously been decided that the Corporate Plan for 2020/21 should retain the

strategic objectives of the previous years as Authority Members resolved to defer their review of the Well-being Objectives until further consultation could be undertaken in 2020 for the purposes of agreeing Well-being Objectives for the period 2021 to 2026. The Corporate Plan for 2020/21 is a bridging Plan for such purpose.

Since Authority members agreed to such an approach, the position of the Authority like

all other sectors has changed dramatically due to the need to protect public health against the Covid-19 pandemic and the requirements of dealing with the threat to society. Accordingly, this has necessitated changes to both the Authority’s Service Priorities and to some elements of the well-being objectives themselves so as to enable the Authority to concentrate its resources on where it is needed most. It follows that some of the activities in this Work Programme have been amended to reflect this rapidly evolving issue.

2. PROGRAMME CONTENT 2.1 The 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 seven well-being goals as defined by Welsh Government. The Authority is also required to adopt a Statutory Improvement Plan in accordance with section 17 of the Local Government (Wales) Measure 2009. The Measure came into force in April 2010 and placed a duty on the Authority to make arrangements to secure continuous improvement. The Measure required that the Authority adopted and published an Improvement Plan (in April) which must include improvement objectives.

CORPORATE WORK PROGRAMME

2020 – 2021

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2 | P a g e

2.2 In November, 2019 the Welsh Government published the Local Government and Elections (Wales) Bill. The Bill confirms that the Local Government Measure 2009 will be dis-applied to National Park Authorities, Unitary Local Authorities and Fire and Rescue Authorities in Wales. The exact timing of the dis-application is not known. The consequence of this is that when the Authority is to consider its new strategic objectives, short term measures (improvement objectives) do not need to be adopted. The Authority’s strategic objectives will obviously need to reflect our purposes and duties under the Environment (Wales) Act 1995 and our duties under the Well Being and Future Generations Act 2015 (Well-being Objectives).

3. CURRENT WELL-BEING AND IMPROVEMENT OBJECTIVES 3.1 Although the objectives are set annually, they are intended as medium to long

term objectives and work towards achieving the Authority’s vision and the 7 Well-Being goals as set out by the Well-being of Future Generations (Wales) Act 2015.

3.2 In 2018-19 Snowdonia National Park Authority combined its improvement

objectives into its well-being statement and produced as one document. This approach is consistent across the three National Park Authorities and supported and audited by the Wales Audit Office. Following a period of consultation Members approved its Improvement and Well-being objectives for 2018 - 2023 for inclusion in its Corporate Plan which was formally adopted by the Authority in April 2018.

3.3. Members identified and approved five areas where well-being and improvement

objectives should be developed: Our Communities Plans and Policies Health and Well-being People, Places and Partners Balancing our resources and efforts

3.4 Publication of the Statement “Valued and Resilient” has confirmed Welsh

Government’s priorities for the designated landscapes of Wales and Members have confirmed that the Authority’s wellbeing and improvement objectives need to be reviewed to accommodate Welsh Government’s priorities for the designated landscapes.

3.5 The previous Corporate Plan identified the need to work in partnership with our

relevant PSBs (Public Service Boards) to deliver some of our wellbeing objectives. However, progress on such outcomes has been slow and variable and looking

forward the Authority needs to ensure that our wellbeing and improvement objectives and the Corporate Plan identify actions that are achievable through our own efforts rather than reliance on partners, especially in a period where collaboration is to be difficult on an operational level.

3.6 Following discussion Members recommended that the development of new

strategic objectives and consequentially the adoption of a new Corporate Plan would need the required time for consideration and engagement and agreed a revised timeline for developing and agreeing strategic objectives and Corporate Plan for 2021-26. At the same time Members agreed to extend the current Improvement and Well-being Objectives for the 2020-21 Corporate Plan.

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4. 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 Welsh Government’s Programme for Government 2016-2021, Taking Wales

Forward Prosperity for All: the National Strategy The Well-being of Future Generations (Wales) Act 2015 Natural Resources Policy Remit letter issued on an annual basis by the Welsh Government to the Authority Delivery of the National Park Management Plan (Cynllun Eryri) Reports by Wales Audit Office on the Authority Gwynedd & Mon and Conwy & Denbighshire Public Service Boards Well-Being Plans Consultation responses and 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 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. Our service priorities for the coming financial years 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;

sourcing new income streams to support Park purposes and the Authority; ensure that we are fully engaged with and delivering against the Well-being of

Future Generations (Wales) Act 2015 and the Environment (Wales) Act 2016;

demonstrating both locally and nationally the benefits of a National Park Authority to manage such a special place as Snowdonia for both now and for future generations;

protect our staff, residents, users and the National Health Service against the spread of Covid-19 virus at a local, regional and national level;

ensure that both staff and members are adequately supported in their working arrangements in such a period and that the wellbeing of staff is supported;

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4 | P a g e

deal with the operational needs and financial pressures resulting from the constraints and challenges of operating in a challenging environment and the required measures in dealing with the Covid-19 pandemic;

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;

by working with our partners, adopting an enabling and facilitating role in attaining our purposes;

will fully evaluate long term financial and other commitments of all potential projects;

working with our communities in attaining the vision of the Authority.

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5 | P a g e

5. IMPROVEMENT AND WELL-BEING OBJECTIVES

The Well-Being Objectives and Corresponding Activities, and a Summary of how they meet the Well-Being Goals

OUR COMMUNITIES

Pros

pero

us

Res

ilient

Hea

lthie

r

Mor

e eq

ual

Coh

esiv

e C

omm

uniti

es

Vibr

ant C

ultu

re

Glo

bal

resp

onsi

ble

Working with our communities to develop the economic, cultural and social well-being of Snowdonia.

We will achieve this by: Ensure that the Local Development Plan continues to provide affordable housing

Support sustainable economic development within our communities which utilise the qualities and opportunities that Snowdonia provide

Effectively communicating the benefits of the designation of Snowdonia as a National Park to the well-being of our communities

Further develop our work in understanding, promoting and managing our cultural heritage

We will know we are succeeding in delivering the well-being objective when: We have granted planning permission for the number of affordable housing identified annually in the Local Development Plan Ensure that all interested parties have had an opportunity to provide input through Forum Eryri to the Authority’s Park Management Plan Benefit to the local economy resulting from the work of the Authority We have completed the Snowdon Transport and Parking Review Review the Communication Strategy to ensure that the same contains strong reference to the benefit of the National Park designation to our communities and subsequently monitor its effectiveness Prepare and implement a strategy for the Authority to protect, enhance and further the understanding of the cultural heritage of Snowdonia and subsequently monitor its effectiveness

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6 | P a g e

PLANS AND POLICIES

Pros

pero

us

Res

ilient

Hea

lthie

r

Mor

e eq

ual

Coh

esiv

e C

omm

uniti

es

Vibr

ant C

ultu

re

Glo

bal

resp

onsi

ble

Review and implement both the Local Development Plan and the National Park Management Plan (Cynllun Eryri) and ensure that the principles of the Well-being of Future Generations (Wales) Act 2015 and the Environment (Wales) Act 2016 are fully integrated into the work of the Authority.

We will achieve this by: Working with partners to achieve the sustainable use of Snowdonia’s natural resources through integrating our work programme with NRW’s Area Statements

Implement and continuously monitor both the Local Development Plan and National Park Management Plan (Cynllun Eryri)

Develop, consult on and agree new strategic objectives for the Authority’s Corporate Plan for the period 2021 to 2026

Develop and adopt relevant SPGs

We will know we are succeeding in delivering the well-being objective when: Our projects will be addressing the themes raised in the North West Wales Area Statement LDP and Park Management Plan – once adopted to present an annual report to the Authority providing an update on progress to date LDP – once adopted to assess the areas that require an SPG and thereafter to prioritise the same so that all required SPG’s are adopted within an agreed timescale New Well-being objectives adopted in readiness for 2021 onwards

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7 | P a g e

HEALTH AND WELLBEING

Pros

pero

us

Res

ilient

Hea

lthie

r

Mor

e eq

ual

Coh

esiv

e C

omm

uniti

es

Vibr

ant

Cul

ture

G

loba

l re

spon

sibl

e

Snowdonia National Park is recognised as an area, which contributes to the nation’s physical and mental wellbeing.

We will achieve this by: Promote the health benefits of Snowdonia Work with key partners to provide opportunities (including volunteering) that contribute to health and wellbeing

Work with key partners to manage the area in relation to any regulations relevant to the Authority in dealing with the Covid-19 pandemic

We will know we are succeeding in delivering the well-being objective when: Establish what draws people to an area and the activities that they will undertake Analyse the health benefits of these combined activities Promote the variety of opportunities for enjoyment and understanding of the Park that contributes to both health and well-being and subsequently monitor its effectiveness Volunteering Strategy has been adopted. Monitoring to be undertaken to assess how volunteering opportunities contributes to the individual’s health and well-being The Authority has dutifully executed its statutory responsibilities as to any regulations in relation to Covid-19 and has effectively communicated its key messages

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8 | P a g e

PEOPLE, PLACES AND PARTNERS Pr

ospe

rous

Res

ilient

Hea

lthie

r

Mor

e eq

ual

Coh

esiv

e C

omm

uniti

es

Vibr

ant

Cul

ture

Glo

bal

resp

onsi

ble

Over the next five years we aim to further the opportunities to work with people, volunteers and partners in a collaborative manner. This will enable us to continue to contribute to the appreciation and management of what makes Snowdonia valued and special.

We will achieve this by: Invest in volunteers to add value to the delivery of the Authority’s vision

Assess the effectiveness of the Authority’s framework for volunteering

Support the development of “Place Plans” within Snowdonia

Enhance the awareness and use of the Welsh language

Work with our local, national and regional partners to address the challenges and manage the area once regulations controlling movement post Covid-19 are relaxed

We will know we are succeeding in delivering the well-being objective when: Volunteering Strategy has been adopted. Monitoring to be undertaken to assess how volunteering opportunities contribute to the Authority’s statutory purposes Annual report monitoring the implementation of the framework for volunteering to Members The Snowdon Partnership Plan is the first adopted Place Plan in Snowdonia. Assess its effectiveness and where a similar approach could benefit other areas of the Park Continue to prioritise the use of Welsh as the working language of the Authority and that all staff who are likely to have dealings with the public can respond to queries in both Welsh and English That local, regional and national partners co-ordinate efforts in relation to managing people and messages when restrictions to Covid-19 are relaxed.

58

9 | P a g e

BALANCING OUR RESOURCES AND EFFORTS

Pros

pero

us

Res

ilient

Hea

lthie

r

Mor

e eq

ual

Coh

esiv

e C

omm

uniti

es

Vibr

ant C

ultu

re

Glo

bal r

espo

nsib

le

The Authority targets its resources to deliver its priorities within the reduced resources available.

We will achieve this by: Engage with our staff at all levels including formal annual appraisals to assist performance management and ensure that we support the wellbeing of our staff in such a difficult period

To develop and support our Members to effectively manage the Authority during this period of change

Attract external funding to further the work of the Authority in delivery of its statutory purposes Review existing spending commitments in order to protect the Authority against the loss of income streams in this period

Re-Profile all projects and programmes with our key partners and funders to ensure that all are deliverable following the restrictions on ability to deliver due to Covid-19 pandemic

We will know we are succeeding in delivering the well-being objective when: Both service priorities and financial strategy adopted but this may need flexibility in these uncertain financial times. Ongoing monitoring and potential review will required during this period % of staff of the Authority appraised in the past 12 months % of staff moderately or very satisfied with their jobs % of staff who report that they are satisfied with the level of guidance and support they receive from their immediate line managers 100% of new members to the Authority in any 12 month period have attended Induction for new members % of members who have undertaken a Personal Development Review Meeting on their development and support needs Assess the likely funding streams available to deliver on our statutory purposes and the capacity for delivery over the next five years. Monitor both spending commitments and income generation in this period All programme and projects impacted by Covid-19 identified and suitable mitigation enabled to counter any slippage. Services have reviewed and re-profiled current expenditure commitments so as to reduce the pressure on our reserves.

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* Lead Officer 10 | P a g e

WELL-BEING AND IMPROVEMENT OBJECTIVES 2020-21 CORPORATE WORK PROGRAMME

1. OUR COMMUNITIES WORKING WITH OUR COMMUNITIES TO DEVELOP THE ECONOMIC, CULTURAL AND SOCIAL WELL-BEING OF SNOWDONIA

We will achieve this by: Description of Project / Initiative including specific actions Timetable

for Achieving

Officer (s) Responsible

Ensuring that the Local Development Plan continues to provide affordable housing

To ensure the LDP Annual Monitoring Report provides an assessment of the Authority’s performance with regard to affordable housing – including where appropriate any actions to address missed targets

Throughout 2020-21

Planning Manager

Supporting sustainable economic development in our communities which utilises the qualities and opportunities that Snowdonia provides

Collaborate with economic development agencies, including local authorities to work towards local economic resilience and economic opportunities, including: Supporting initiatives within the regional growth strategies that improve digital

connectivity, whilst protecting the landscape Work with the economic development departments within local councils to

develop shared opportunities related to National Park purposes Work with partners to diversify the economy including developing a campaign to

encourage businesses that are able to work remotely (e.g. tech and IT businesses) to establish in the area

Support opportunities in the tourism sector that are high value, high quality and considerate of protecting the National Park’s Special Qualities

Ensure Sustainable Tourism principles are embedded across the National Park

Throughout 2020-21

*Partnerships Manager Partnerships Officer

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* Lead Officer 11 | P a g e

We will achieve this by: Description of Project / Initiative including specific actions Timetable for Achieving

Officer (s) Responsible

Ensure that Fforwm Eryri meets to provide updates on progress in implementing the Authority’s Park Management Plan

On-going Partnerships Manager

Continue the implementation of the adopted Snowdon Partnership Action Plan with partners

On-going Partnerships Mgr * Snowdon Partnership Officer

Effectively communicating the benefits of the designation of Snowdonia as a National Park to the well-being of our communities

Review and implement the Authority’s Communication Strategy including: Assess our means of engagement with stakeholders through a complete

channel review (assessment of the different methods we use for communicating) of the Authority’s activities.

Use the results to feed into the new Communications Strategy. Realign the focus to communicate with our most important stakeholders on our key messages

Develop and implement a communication grid (a calendared plan on online and traditional communication activities) for 2020-21 that is inspired by the Special Qualities as set out in Cynllun Eryri and celebrates the Parks 70th Anniversary

Sept. 2020

March 2021

May 2020 then revise following adoption of Comms. Strategy

Ho Engagement

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* Lead Officer 12 | P a g e

We will achieve this by: Description of Project / Initiative including specific actions Timetable for Achieving

Officer (s) Responsible

Further develop our work in understanding, promoting and managing our cultural heritage

To manage and continuously develop Yr Ysgwrn as a cultural centre and one of the most significant cultural heritage sites within the National Park area for implementation post Covid-19

March 2021

Yr Ysgwrn Site Manager

Prepare and implement a strategy for the Authority to protect, enhance and further the understanding of the cultural heritage of Snowdonia

March 2021

Ho Cultural Heritage

Continue to manage and develop the THI Dolgellau Project understanding that the project will require an extension of time due to the impact of Covid-19

March 2021 and beyond

THI Project Officer

Identify archaeological sites for conservation, access and interpretation works and plan those projects for implementation post COVID-19

March 2021

Cultural Heritage Officer

Establish the Ardudwy’s Lost Farmsteads project with partners and the community of Ardudwy

March 2021

Project Officer

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* Lead Officer 13 | P a g e

2. PLANS AND POLICIES REVIEW AND IMPLEMENT BOTH THE LOCAL DEVELOPMENT PLAN AND THE NATIONAL PARK MANAGEMENT PLAN (CYNLLUN ERYRI) AND ENSURE THAT THE PRINICPLES OF THE WELL-BEING OF FUTURE GENERATIONS (WALES) ACT 2015 AND THE ENVIRONMENT (WALES) ACT 2016 ARE FULLY INTEGRATED INTO THE WORK OF THE AUTHORITY

We will achieve this by: Description of Project / Initiative including specific actions Timetable for Achieving

Officer (s) Responsible

Working with partners to achieve the sustainable use of Snowdonia’s natural resources through integrating our work programme with NRW’s Area Statements

Ensure that Cynllun Eryri and NRW Area Statement for N W Wales are in alignment. Partnerships Manager to co-ordinate SNPA’s response to draft Area Statements and feed in understanding from across various Partnerships co-ordinated by Authority officers

March 2021

Partnerships Manager

Work with relevant officers to integrate work programmes and progress implementation of Area Plans

March 2021

Ho Warden Svc.

Implementing and continuously monitoring both the Local Development Plan and National Park Management Plan -Cynllun Eryri

Present an annual monitoring report to the Authority which outlines how the Plans are performing against the monitoring framework

Ongoing

Planning Manager Ho Engagement Partnerships Mgr.

Ensure that the policies of the Local Development Plan are implemented effectively and ensuring a consistent approach by officers

Ongoing

Planning Manager

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* Lead Officer 14 | P a g e

We will achieve this by: Description of Project / Initiative including specific actions Timetable for Achieving

Officer (s) Responsible

Develop, consult and agree new strategic objectives for the Authority’s Corporate Plan for the period 2021 to 2026

Adopt new objectives in readiness for 2021 onwards including evidence of in-depth consultation and policy development exercises completed for the new statutory National Park Management Plan (Cynllun Eryri) 2020-2025.

March 2021

CEO

Develop and adopt relevant SPGs

Assess the areas that require an SPG and thereafter prioritise and produce a programme for their production, consultation and adoption

Ongoing

Planning Manager

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* Lead Officer 15 | P a g e

3. HEALTH AND WELL-BEING SNOWDONIA NATIONAL PARK IS RECOGNISED AS AN AREA, WHICH CONTRIBUTES TO THE NATION’S PHYSICAL AND MENTAL WELL-BEING

We will achieve this by: Description of Project / Initiative including specific actions Timetable for

Achieving Officer (s) Responsible

Promoting the health benefits of Snowdonia

Through the communication strategy, highlight the health and well-being benefits of the natural environment and develop Snowdonia related key messages around these, specifically by producing a web page with key information

November 2020

Ho Engagement* Ho Warden Svc.

The dissemination of key messages to the public via digital media, the “Eryri” magazine and the National Park newsletter

On-going

Ho Engagement

Pilot the development of online content promoting paths and trails and opportunities to improve health and wellbeing in the National Park. The work features heavily in the brief for the preparation of the new website and role of the Brand and Content Manager. Subject to Covid-19 restrictions being applied during this period

May 2021 (Delayed due to Covid-19 implications)

Ho Engagement * Brand & Content Manager Ho Warden Svc.

Review the recreation strategy to ensure that residents and visitors can access a variety of routes aimed to improve physical and mental health. Ensuring it supports the strategic objectives outlined in the PMP Cynllun Eryri

March 2021

Ho Engagement* Access and Well-being Manager

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* Lead Officer 16 | P a g e

We will achieve this by: Description of Project / Initiative including specific actions Timetable for Achieving

Officer (s) Responsible

Work with key partners to provide opportunities (including volunteering) that contribute to health and well-being

Review and refresh the Volunteering Strategy with a renewed focus on Well-being

July 2020 (Delayed due to Covid-19 implications)

Ho Engagement * Volunteer & Well-being Officer

Adopt criteria to measure the health and well-being benefits of volunteering the Authority provides. Develop a Volunteer Portal as a central point for recording and measuring progress, co-ordinate volunteer activity across the authority, and promoting opportunities for ourselves and partners, in collaboration with other Welsh National Parks

April 2021

(Delayed due to Covid-19 implications)

Ho Engagement* Volunteer & Well-being Officer

The provision and promotion of opportunities to volunteer at Yr Ysgwrn through social media (subject to Covid-19 restrictions)

March 2021

Ysgwrn Site Manager

Continue to play an active part in “Getting North Wales Moving” and develop further links in order to engage local people, including “Link Workers” and direct links with health services and charities

Ongoing

Ho Warden Svc. * Head of Engagement Volunteer & Well- being Officer

Prepare a draft Youth Mainfesto for discussion and approval by Members

March 2021

*Ho Warden Svc Ho Engagement

Work with key partners to manage the area in relation to any regulations relevant to the Authority in dealing with the Covid-19 pandemic

Continue to work with representatives from Designated Landscapes across Wales, Visit Wales and Welsh Government to share good practice and develop policy regarding Sustainable Tourism principles

March 2021

CEO Ho Engagement

Continue to work with the North Wales Communication cell group to agree and disseminate key messages

Ho Engagement

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* Lead Officer 17 | P a g e

4. PEOPLE, PLACES AND PARTNERS OVER THE NEXT FIVE YEARS WE AIM TO FURTHER THE OPPORTUNITIES TO WORK WITH PEOPLE, VOLUNTEERS AND PARTNERS IN A COLLABORATIVE MANNER. THIS WILL ENABLE US TO CONTINUE TO CONTRIBUTE TO THE APPRECIATION AND MANAGEMENT OF WHAT MAKES SNOWDONIA VALUED AND SPECIAL

We will achieve this by: Description of Project / Initiative including specific actions Timetable for

Achieving Officer (s) Responsible

Investing in volunteers to add value to the delivery of the Authority’s vision

Continue monitoring to assess how volunteering opportunities contribute to our vision and statutory purposes

On-going

Ho Engagement

To meaningfully engage volunteers in the management of Yr Ysgwrn through regular consultation via email, phone calls and when Covid-19 restrictions ease, through team meetings

March 2021

Ysgwrn Site Manager

Assessing the effectiveness of the Authority’s framework for volunteering

Annual report monitoring the implementation of the framework for volunteering to Members

March 2021

Ho Engagement

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* Lead Officer 18 | P a g e

We will achieve this by: Description of Project / Initiative including specific actions Timetable for Achieving

Officer (s) Responsible

Supporting the development of “Place Plans” within Snowdonia

The Snowdon Partnership Plan is the first adopted Place Plan in Snowdonia. Assess whether a similar approach could benefit other areas of the Park

March 2020

Ho Warden Svc.

Ensure indicators within the Snowdon Partnership Plan are monitored and reported to the Authority on an annual basis and that the following projects are prioritised: Review of parking and transport in the Yr Wyddfa and Ogwen areas Production of a Communication Plan for the Snowdon Partnership Establishment of an ambassador scheme for local businesses Completion of Tais Nant Peris bus stop project will be re-profiled. (Delayed

due to Covid-19 implications) Production of an App for Snowdon (to be piloted for the expansion to the entire

National Park

Annual Report March 2021 March 2021 March 2021 Summer 2021 March 2021

Partnerships Mgr.* Snowdon Partnership Officer

Enhance the awareness and use of the Welsh language

Assess the adopted well-being plans that are applicable to the Authority’s area to identify appropriate actions to be undertaken by the Authority in partnership with others in enhancing both the awareness and the use of the Welsh language

March 2021

Chief Executive

Continue to prioritise the use of Welsh as the working language of the Authority and that all staff who are likely to have dealings with the public can respond to queries in both Welsh and English

Ongoing

Director Corporate Services

To work with local colleges and the university to ensure active participation in any online content and information sites regarding work placements, volunteering and career opportunities, which would include work on promoting the importance of Welsh language skills in gaining employment with the Authority. Participate in any online / remote careers and job fairs, events, discussions and webchats, if they are set up as an alternative to the traditional face-to-face opportunities.

2020/21 Academic year

Ho Admin and Customer Care

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* Lead Officer 19 | P a g e

We will achieve this by: Description of Project / Initiative including specific actions Timetable for Achieving

Officer (s) Responsible

Enhance the awareness and use of the Welsh Language

To ensure that all communication material is available bilingually

Ongoing

Ho Engagement

To provide opportunities for Welsh learners to participate in activities, including volunteering at Yr Ysgwrn

March 2021

Ho Cultural Heritage

To promote Yr Ysgwrn as a cultural centre and as a centre to enhance awareness of Welsh language and culture

March 2021

Ho Cultural Heritage

Work with our local, national and regional partners to address the challenges and manage the area once regulations controlling movement post Covid-19 are relaxed.

Continue to work with the Tourism sector through the North Wales Tourism Forum

Ongoing

Ho Engagement

Undertake a risk register exercise cross-referencing with Policy A3.3, ensuring

preparedness and mitigation measures are anticipated. (Policy A3.3 Explore the feasibility of implementing a Climate Vulnerability Index (CVI) approach to natural and cultural heritage assets of the National Park)

With input from key partners consider learnings from the COVID 19 pandemic.

March 2021

Partnerships Manager

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* Lead Officer 20 | P a g e

5. BALANCING OUR RESOURCES AND EFFORTS THE AUTHORITY TARGETS ITS RESOURCES TO DELIVER ITS PRIORITIES WITHIN THE REDUCED RESOURCES AVAILABLE

We will achieve this by: Description of Project / Initiative including specific actions Timetable for

Achieving Officer (s) Responsible

Engaging with our staff at all levels including formal annual appraisals to assist performance management

All staff meetings held at least annually and as required

2020/21

Chief Executive

Quarterly service updates issued to all staff and members

2020/21

Chief Executive

All the staff of the Authority have been appraised in the past 12 months

Dec. 2020

Ho Personnel

Assessment of training needs undertaken

March 2021

Ho Personnel

Ensure that Heads of Service undertake regular team meetings with their staff to keep staff informed of development and to assist performance management

2020/21

Directors / Ho Service

Facilitate meetings of the Staff Management Forum

2 x meetings in 2020/21

Ho Personnel

To develop and support Members to effectively manage the

100% of new members to the Authority in any 12 month period have attended induction for new members

Ongoing

Member Services Officer

Authority during this period of change

Members have undertaken a Personal Development Review Meeting on their development and support needs

Sept. 2020 onwards

Ho Personnel

Attract external funding to further the work of the Authority in delivery of its statutory purposes

Work within Partnership to deliver National Park purposes and develop further opportunities for external funding

On-going

Ho Service

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* Lead Officer 21 | P a g e

We will achieve this by: Description of Project / Initiative including specific actions Timetable for Achieving

Officer (s) Responsible

Reviewing existing spending commitments in order to protect the Authority against the loss of income streams in this period

Assess and re-purpose where possible un-spent Welsh Government spending pressures funding

March 2021

Chief Executive

Assess options re the Commissioning Fund: Ear marked funding for a comprehensive NP residents and visitor survey (45k) can be released as it will not be possible for the scope of this work to be completed in 2020. We would aim to re-tender at the beginning of 2021 for the work to be completed by the end of 2021. Further funding earmarked for projects under Cynllun Eryri (15k) can also be released as it will not be possible to begin these projects until after the recovery of the National Park area after COVID-19. For the financial year 2020-21 Cronfa Comisynu Eryri – could be used to ensure that infrastructure within the National Park is resilient in order to begin implementation of the projects outlined in the new National Park Management Plan (to be adopted 2020).

March 2021

Partnerships Manager

Realise cost savings from reduced operations in car parks and public toilets to reduce the income deficit from car parks during Covid-19 lockdown. Review maintenance works and postpone non urgent works to 2021/22 to reduce budget pressures.

March 2021

Ho Property

Asset Management Plan to be revised accordingly and defer adoption of new plant for 12 months.

For adoption prior to March 2022

Ho Property

Review maintenance works and postpone non urgent works to 2021/22 to reduce budget pressures

March 2021

Ho Property

Revise Asset Management Plan and defer adoption of new plan for 12 months

March 2022

Ho Property

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* Lead Officer 22 | P a g e

We will achieve this by: Description of Project / Initiative including specific actions Timetable for Achieving

Officer (s) Responsible

Re-Profile all projects and programmes with our key partners and funders to ensure that all are deliverable following the restrictions on ability to deliver due to Covid-19 pandemic

Tais Nant Peris will require an extension period beyond January 2021

Summer 2021

Partnerships Manager

Adjust all field work accordingly by an estimated 3 month delay in WG grant spend profile accordingly

Summer 2020

Directors Ho Service Project Officers

Review all partnership based projects. Review expenditure profiles, which projects will be/are likely to be delayed, anticipated slippage and subsequent consequences:

All SMS projects LIFE Celtic Rainforest Project Dolgellau Townscape Heritage Project Yr Ysgwrn Carneddau Landscape Partnership TAIS projects WG capital funding projects SLSP projects NRW joint project – Peatlands National Grid projects

March 2021

Directors HoService Project Officers

JO/CWP 2020-21

Draft 1 Reviewed and amended by MT to take account of Covid-19 implications 22.04.20

Draft 1 Reviewed and amended by HoS to take account of Covid-19 implications 07.05.20 Approved by MT 19.05.20

Approved By SNPA [ ]

72

1. SUMMARY 1.1 Under the CIPFA Code of Practice we are required to report on the results of the

Authority’s Treasury Management activity. During 2019/20 the Authority’s activity remained within the limits that were originally set. There has been no borrowing. No banks that the Authority had used for investment purposes have defaulted.

1.2 In 2019/20, the total interest received from investments was £48,077. Interest

received from car loans of £1,419 increases the total to £49,496 against a revised budget of £29,300.

1.3 The bank and building society interest sum of £48,077 for 2019/20 is higher than

the corresponding amount of £35,980 in 2018/19. The main reason being that HSBC MoneyMarket, Nationwide and Santander UK continued to pay a higher interest rate on term deposits throughout 2019/20.

1.4 The COVID-19 pandemic had only started to affect interest rates at the end of

March, so there was no significant impact on interest earned in 2019/20. 2. BACKGROUND 2.1 The Authority approved its Treasury Management Strategy 2019/20 at a meeting on

6 February 2019. 2.2 The actual activity of the Authority’s Treasury Management (lending and

investment) during 2019/20 is reported here. 3. BORROWING

ITEM NO. 8

MEETING

Snowdonia National Park Authority

DATE

3 June 2020

TITLE

ANNUAL REPORT ON ACTUAL TREASURY MANAGEMENT ACTIVITY 2019/20

REPORT BY

Chief Finance Officer

PURPOSE

Reporting in accordance with statutory requirements. Authority members are requested to note the contents of the report for information only.

73

3.1 CIPFA and Welsh Government Investment Guidelines require the Authority to invest carefully by considering the security and liquidity of the balances/investment rather than aiming to ensure the best returns.

A. Borrowing Limits 2019/20

On 6 February 2019 the Authority approved the following Borrowing Limits for 2019/20 :-

(i) A Maximum Overall Borrowing Limit of £500,000 for 2019/20, including

the Short Term Borrowing Limit of £100,000. (ii) That no maximum limit be placed on the proportion of interest payable

at a variable rate.

When these limits were set, it was noted that they were ‘just in case’ and there was no expectation that the Authority would borrow.

B. Actual Borrowing 2019/20 The Authority began the financial year with no outstanding debt - and

financed capital and revenue expenditure during 2019/20 from grant income and revenue funds. The Authority therefore remains a debt-free Authority for Treasury Management purposes.

4. INVESTMENT 4.1 The Authority has been able to invest and earn interest because of its balances

situation and positive cash flow. In accordance with the Treasury Management Strategy the monies have been invested as follows:

Balances which were foreseen as being held for the short to medium term were

deposited in the BOS (Bank of Scotland), HSBC (deposit) Nationwide and Santander UK “instant access” accounts, 32/35 day notice accounts (Bank of Scotland, HSBC and Santander UK) and in 95 day notice accounts (Nationwide and Santander UK).

A balance of £1,250,000 was kept in a non-interest earning account with Barclays (the required sum in accordance with their terms to avoid incurring bank charges).

Working balances at the end of every day were put in the Authority’s Barclays Business Premium bank account.

4.2 With interest rates continuing to be low, together with the need to ensure a relatively

even distribution of the Authority’s money between the above institutions, the total interest earned during the 2019/20 financial year has been as follows:

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Account

Average 

Balance over 

the 

investment 

period

Interest 

rate

Interest 

earned

Bank of Scotland Commercial Call Account (366 days in credit) £300,000 0.05% £150

Bank of Scotland 32 day notice Account (366 days in credit) :

351 days (1 April ‐ 15 March) £1,245,558 0.75% £8,959

11 Days (16 March ‐ 26 March) £902,466 0.25% £68

4 Days (27 March ‐ 31 March) £601,644 0.10% £7

HSBC Deposit Account (366 days in credit) :

192 days (1 April ‐ 9 October) £1,766,283 0.55% £5,096

174 days (10 October‐ 31 March) £526,178 0.20% £500

HSBC Mmarket Instant (156 days in credit) :

156 days (28 October ‐ 31 March) £300,613 0.20% £256

HSBC Mmarket 1 Month (156 days in credit) :

98 Days £1,349,554 0.66% £2,385

31 Days £681,862 0.60% £347

29 Days £1,043,510 0.57% £471

29 Days £601,634 0.61% £291

28 Days £802,180 0.58% £356

21 Days £451,211 0.46% £119

(these deposits can overlap thereby increasing the relevant days)

Nationwide Instant Saver Account (366 days in credit) :

366 days (1 April to 31 March) £357,115 0.65% £2,321

Nationwide 95 day notice Account (365 days in credit) :

366 days (1 April to 31 March) £1,433,314 0.90% £12,900

Santander Business Savings Account  (366 days in credit):

366 days (1 April to 31 March) £282,089 0.35% £987

Santander 35 day Term Deposit Account  (366 days in credit) :

366 days (1 April to 31 March) £545,633 0.75% £4,092

Santander 95 day Term Deposit Account  (366 days in credit)

366 days (1 April to 31 March) £970,177 0.90% £8,732

Santander Business Reserve Account  :

Account that's used for banking Information Centres income ‐ 

very small interest received  £0

Barclays Business Premium Account  (366 days) :

366 days (1 April to 31 March) £19,870 0.20% 40

Total interest earned £48,077

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4.3 More importantly, all the Authority’s balances were securely kept, as no banks that the Authority used for investment (cash deposits) had failed to repay monies during the 2019/20 financial year.

5. RECOMMENDATION The Authority’s members are asked to note the content of the report for

information.

76

ITEM NO. 9

MEETING

Snowdonia National Park Authority

DATE

03 June 2020

TITLE

THE AUTHORITY’S RISK PROFILE

REPORT BY

Director of Corporate Services

PURPOSE

To update on the Authority’s Risk Profile considering the effect of COVID-19. To remove one completed risk from the register.

BACKGROUND 1.1 The Authority has a Risk Profile where risks facing the Authority are placed into three

categories, namely High Priorities, Medium Priorities and Low Priorities. This report provides an update in relation to the said Risk Profile previously presented to the Authority on 5 February 2020.

1.2 Risks are primarily identified through the relevant Heads of Service and the

Management Team. The Risk Register is reviewed as a standing item on the quarterly Heads of Service and Management Team meetings. Identified risks as noted in the Risk Register are allocated to the responsible officers, and target dates are set for mitigation. A summary of the risks is set out below and a note stating whether there have been any changes since the report in February 2020 (details in Appendix 1).

1.3 Here is a summary of the risks :

High Risk Change Lack of adequate funding From

“Medium” Income Generation Target (Plas Tan y Bwlch) None

(higher score)

Income Generation Target (Car Parks) From “Low” Aspects of financial risk associated with LIFE Celtic Rainforest project including non-compliance with procurement rules or spending on ineligible costs resulting in the grant not being awarded, or fluctuation in the Euro / pound exchange rate

None

Effect of the Coronavirus (COVID-19) on the work of the Authority. New

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Medium Risk Change Reputational risk re. the Authority’s management of Yr Ysgwrn None Failure to fulfil the “Future Generations Well-Being” Bill requirements

None

Risks to the HLF Landscape Partnership project on the Carneddau through not securing the "unsecured" funding (either capital or "in kind" contributions) during the project lifetime.

None

Non-compliance with the General Data Protection Regulation 2018 None Reputational risk to Authority associated with the unsatisfactory delivery of LIFE Celtic Rainforest project

None

Poor and ineffectual management of projects by the Authority None (Higher score)

Diminished staff resilience (due to increasing demands) as a result of austerity.

None

Low Risk Change Risk (publicity) from Traffic Plan / Snowdonia Green Key Policy None

Completed Change Failure to complete partnership agreement between the main project beneficiaries in relation to the LIFE Celtic Rainforests project

From “medium”

RESOURCE IMPLICATIONS None arising from this Report. RECOMMENDATION

1 To note the contents of this report.

2 To remove the “completed” risk relating to completion of the Partnership Agreement for the LIFE Celtic Rainforests project from the register.

BACKGROUND PAPERS None

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Mehefin 2020 Appendix 1

SNOWDONIA NATIONAL PARK AUTHORITY RISK REGISTER

Ref. Risk Description Result Measures / actions to manage Risk direction Proximity Owner

Effect Likely. ResultEffect (1-5)

Likely. (1-5) Result (N,I,F)

1 Insufficient core budget funding Cut in Services 5 3 15

The Welsh Government received sufficient ‘consequential’ funding from Westminster to maintain and improve the level of National Park Grant in 2020/21. Although the Welsh Government's settlement for 2020/21 was a flat 0% for National Park Authorities, which was a real terms cut, SNPA set a balanced budget for 2020/21 in February 2020, and retained adequate reserves. Subsequently, the Covid-19 crisis and lock-down has meant that SNPA now faces a possible net loss of income between £511k and £1,34m in 2020/21. The Chairman and Park officers are seeking funding options whereby the Welsh Government may contribute towards this funding gap. While this is a one-off shortfall, the effect on some income sources could extend into future years.

3 5 15

N (reviewed Authority

5/02/2020)

Chief Finance Offcier

2Income Generating Target (Plas Tan y Bwlch) Failure to keep within the Authority's budget. 4 5 20

The service shows a deficit against its revised budget. Consultants are being sought to work with the Authority on developing a new robust and realistic Business Plan that will look at how to address costs and increase income and confirm the centre's business priorities. A project to develop the annex as a hostel and redevelop the bedrooms in the main house has been agreed by the Plas Management Board, this is being mostly funded by Welsh Government. On completion of the works it is predicted that the Centre will reach break even with no net cost to the Authority after 2 years. The booking system for accommodation and courses is being replaced to enable on-line bookings and for the accommodation to be made available to On-line Travel Agents. The Centre has had to close due to the Covid-19 pandemic. There is currently no indication of a likely date it will be able to resume normal working, this is not envisaged to be in the near future. Income is reduced to zero with some savings in costs – the Authority is looking at ways to mitigate further costs.

5 5 25

N (reviewed Authority

5/02/2020)

Head of Business - Plas Tan y Bwlch,

Director of Corporate Services

3Income Generating Target (Car Parks) Failure to keep within the Authority's budget. 4 5 20

Due to the Covid 19 pandemic and lockdown measures implemented by UK and Welsh Government to reduce the spread of the virus, all car parks have been closed. This is likely to result in significant loss of commercial income and at present it is unknown when sites can reopen. Steps to cut outgoings and re-schedule works have been taken to reduce the income deficit however we are likely to face a serious shortfall against target. 4 5 20

N (reviewed Authority

5/02/2020)

Head of Property,

Director of Corporate Services

4Reputational risk re the Authority's management of the Ysgwrn

Mismanagement leading to lack of credibilty in the Authority's ability to fulfill its duties. 5 3 15

The Ysgwrn site has been developed successfully, with only some details to be confirmed and completed by July 2020. The C-19 crisis means that the completion of the project will be delayed. An extension of time has already been discussed with the Heritage Fund and a new completion date will be confirmed later in 2020. The closure of the site for the foreseeable future will inevitably lead to a loss of income. Savings are being sought elsewhere, including through the furlough of staff. Yr Ysgwrn's application for the Renewable Heating Incentive application has been passed and the first payment has been received. During this period of closure the Head of Cultural Heritage will be coordinating marketing, audience development and education activity in preparation for reopening the site in due course. The Project Group continues to meet on a a bi-monthly basis to monitor progress and deal with any problems arising. Yr Ysgwrn’s board met for the first time in February 2020 and will steer the business plan for the post HLF grant period. 3 3 9

N (reviewed Authority

5/02/2020)

Chief Executive Officer

5

Risk (publicity) as a result of the Traffic Scheme / Snowdonia Green Key Policy

Mismanagement leading to lack of credibilty in the Authority and its partners. 4 3 12

Development of the Snowdon Plan has established a better relationship between the individual elements relating to management on Snowdon, including the Sherpa service. A sub-group to the Snowdon Plan has been formed to review the Sherpa service and transport / parking issues in the area. A traffic management study for Snowdon and Ogwen has been commissioned. 2 2 4

N (reviewed Authority

5/02/2020)

Chief Executive Officer

6

Failure to fulfill the "Future Generations Well-Being" Act requirements Critical audit report / negative publicity 3 3 9

The Authority continues to work together with Wales Audit Office on a pilot scheme to develop its effectiveness so as to implement the requirements of the Well-Being Act. WAO have agreed a 4 year programme on aspects of the Sustainable Development Principle’s Five Ways of Working. The programme being:2018-19 Collaborations and Partnerships (completed),• 2019-20 Involvement. Participation, consultation and engagement,the agreed programme had been confirmed for the coming years as: • 2020-21 Integration of policies and services,• 2021-22 Prevention of bad stuff.However WAO have now chosen that the performance audit for 2020/21 to be in relation to the resilience of the Authority.

3 3 9

I (reviewed Authority

5/02/2020)

Chief Executive Officer

7

Risks to the Carneddau Landscape Partnership Project by failing to fulfil the project. This could be by failing to meet National Lottery Heritage Fund approved purposes, delayed appointment of staff team and commencement of the scheme, delayed settlement of Heritage Fund grant claims, the collapse of the partnership, or not securing the "unsecured" funding anticipated through further grant applications and "in kind" contributions during the project lifetime.

The results will vary widely depending on the scale of the failings. It could be that certain elements of the project may fail, right through to significant risks to the entire project, which obviously comes with adverse publicity and reputational damage. 3 4 12

The Head of Service and Project Manager will continue to work with partners to ensure that in-kind contributions are honoured and that effective grant claims are submitted. The final payment for Development Phase grant has been received. Permission was received in January 2020 to begin the Implementation Stage. The Scheme Manager has been appointed and the process of appointing project staff is in hand. Partners are being kept informed of progress, a Partnership meeting has been held and the Core Group has been established and has met. In addition, a Partnership Chairman has been appointed. All partners have signed up to a (non-legally binding) Memorandum of Understanding in order to ensure commitment to the partnership; and the core partners, who have pledged most in terms of funding and in-kind contributions, will be bound by (a legally binding) Partnership Agreement which has been drafted and shared with core partners. The Head of Service and Project Manager will continue to work closely with funders to ensure that all approved purposes and funding conditions are met. The C-19 crisis poses a risk to the scheme timetable and the issue is being discussed with the Heritage Fund and partners. The full impact of C-19 on the scheme will become clearer over the course of the year. An extension of time has been discussed with the Heritage Fund and is likely to be awarded.

3 2 6

N (reviewed Authority

5/02/2020)

Head of Cultural Heritage Service

8Non-compliance with "General Data Protection Regulation 2018" (GDPR)

Lack of data management and publishing data that we shouldn't 4 3 12

All full time staff have completed the e-learning training. Privacy statement has been put on the website, and email statement to our customers etc., Continuing with work on tidying our data and further training for some staff.

3 2 6

N (reviewed Authority

5/02/2020)

Head of Information

Technology / Director of Corporate Services

9

Failure to complete partnership agreement between the main project beneficiaries in relation to the LIFE Celtic Rainforests project

That significant delay is caused in the commencement of the project, or that we fail to deliver certain aspects of the project 5 1 5 Everyone has signed including Natural Resources Wales. 5 0 0

N (reviewed Authority

5/02/2020)

Chief Executive / Project Manager

10

Aspects of financial risk associated with LIFE Celtic Rainforest project including non-compliance with procurement rules or spending on ineligible costs resulting in the grant not being awarded, or fluctuation in the Euro / pound exchange rate

SNPA and other partners required to self finance aspects of project expenditure to date 5 3 15

Further to discussions between the Senior Project Manager (SPM) and EASME (European Commission), the first Mid-Term Progress Report and accompanied payment request is due for submission in October 2020 (delayed from January 2020). SPM had envisaged being in a position to submit request sooner than October – however, commencement of lockdown as a result of the Covid-19 pandemic has put this in doubt. Project currently circa £300,000 from spend required to trigger first interim payment request. Project achieved required minimum spend of £1,000,000 to meet Welsh Government expenditure requirements for 18/19 and 19/20, having spent circa £1,250,000. A further £1,000.000 ans due to be claimed for financial year 2020/21 and concerns mounting that this target would not be achieved under current working conditions imposed as a result of the Covid-19 pandemic; however Welsh Government have agreed to reprofile and increase the amount claimable for 2019/20 thereby reducing the 20/21 taget to circa £700k.

4 4 16

N (reviewed Authority

5/02/2020)

Chief Executive / Project Manager

11

Reputational risk to Authority associated with the unsatisfactory delivery of LIFE Celtic Rainforests project

That the Authority suffers adverse reputational damage amongst those organisations which are named partners in the project, other project partners including private land owners, contractors and other organisations, and the wider public 4 3 12

Although the project is behind profile regarding expenditure at this time, it has caught up significantly during Q4 year 2019/20. The standard of the work being done is good with all the partners seemingly happy with what's being done, and having opportunities for input and steering the project work by means of their representation on the project Board and Delivery Group. In addition, EASME (European Commission) have approved the project's first update report that was submitted in January 2020. The restrictions imposed in March 2020 as a result of the Covid-19 pandemic has delayed work programmes significantly, with concerns that continued ‘lockdown’ will significantly reduce works on the ground, and therefore spend, in 2020/21. Discussions already started with primary funders (EASME/WG) regarding potential impacts and contingencies being developed.

4 3 12

N (reviewed Authority

5/02/2020)

Chief Executive / Project Manager

12Poor and ineffectual management of projects by the Authority

Risk of not accomplishing projects and Authority objectives. Risk to the Authority's reputation. Financial opportunities being missed. 3 3 9

Officers have to follow standard guidelines which have been adopted for project management - including creating a "Project Initiation Document' and obtaining management team approval for this document. This creates a basis for managing and communication (internal and external) on projects consistently throughout the Authority. The COVID-19 pandemic and related restrictions require consideration and agreement with project partners and funders on reprofiling and how to progress. 2 4 8

N (reviewed Authority

5/02/2020)

Management Team

13

Diminished staff resilience (due to increasing demands) as a result of austerity.

Impact on: staff retention, wellbeing of staff in the workplace and performance capability. 3 3 9

A suite of measures to adress resilience which include: 1. annual individual staff appraisals, 2. development of a staff workplace wellbeing plan, 3. establishment of a staff resilience reserve 4. staff retention and sickness rates. 3 3 9

N (reviewed Authority

5/02/2020)

Management Team

14The effect of the Coronavirus (COVID-19) on the Authority's work.

The Authority fails to operate in terms of accomplishing its daily and statutory duties. Financial losses, failing to pay suppliers, and a general failure to maintain usual systems. The Authority fails to: •Undertake its statutory duties, •To deliver against its corporate work

programme, •To pay its staff and suppliers, •To generate income against agreed targets, •Support the socio and economic wellbeing of

the area, •Support the wellbeing of its staff.

4 5 20

There is a need to ensure that measures are in place for the Authority's main systems and to enable key staff to accomplish their duties. The Management Team and Heads of Service are discussing specific measures in this respect. 4 5 20

N (New)

Management Team

Grading Score

Low 1 - 4Medium 5 - 14

High 15 - 25

Inherent Risk Remaining risk

79

ITEM NO. 10

REPORT OF THE MEMBERS’ WORKING GROUP HELD ON 22nd JANUARY 2020

PRESENT:

Members appointed by Gwynedd Council Councillors Freya Bentham, Elwyn Edwards, Alwyn Gruffydd, Annwen Hughes, Edgar Owen, John Pughe Roberts, Gethin Williams;

Members appointed by Conwy County Borough Council Councillors Philip Capper, Wyn Ellis Jones, Ifor Glyn Lloyd;

Members appointed by the Welsh Government Mr. Brian Angell, Ms. Tracey Evans, Ms. Elinor Gwynn, Mr. Owain Wyn;

Officers Mr. Emyr Williams, Mr. G. Iwan Jones, Mr. Jonathan Cawley, Mrs. Anwen Gaffey;

Facilitators in attendance Mr. Grant Peisley and Ms. Abigail Tweed.

1. ApologiesCouncillors Judith Humphreys, Elfed Roberts; Mr. Neil Martinson;Mr. Dafydd Edwards, Section 151 Officer.

2. Declaration of InterestNo declarations of personal interest were made in respect of any item.

3. MinutesThe minutes of the Members’ Working Group held on 4th December 2019 wereaccepted and the Chairman signed them as a true record.

4. Well-being ObjectivesSubmitted – A background report by the Chief Executive to assist Members inidentifying strategic matters that the Authority may need to address in its WellbeingObjectives.

Reported – The Chief Executive presented the report which provided background andcontext. He advised that in previous years the Authority’s Corporate Plan was based onthe amount of resources available, whereas now, Members were asked to be moreambitious and aspirational and to focus on strategic matters.

Arising thereon, the Chief Executive introduced Mr. Grant Paisley and Ms. AbigailTweed, the external facilitators, to the meeting. Mr. Paisley provided a brief outline ofthe day and advised that the Workshop would be divided into two parts. Firstly, whilstMembers had already identified a large number of wellbeing objectives at the previousworkshop and seminar, they were now required to look at the bigger picture and adopt aclear strategy. Once the draft objectives were agreed, Members would then be asked toconsider how to measure the objectives. Mr. Paisley advised that officers would work toidentify the actions and work programme at a later date.

80

Once the workshop was underway, the Management Team and staff left the meeting. RESOLVED 1. to note the report and work with the external facilitators to identify strategic

matters the Authority may need to address in its Wellbeing Objectives. 2. to await a further report by officers (following receipt of the facilitators’

report) to agree Wellbeing Objectives for informal consultation in the summer of 2020.

The meeting ended at 15.30

81

REPORT OF THE MEMBERS’ WORKING GROUP HELD ON 4th MARCH 2020

PRESENT:

Members appointed by Gwynedd Council Councillors Freya Bentham, Elwyn Edwards, Alwyn Gruffydd, Annwen Hughes, Judith Humphreys, Edgar Owen, Elfed Roberts, John Pughe Roberts, Gethin Williams;

Members appointed by Conwy County Borough Council Councillors Philip Capper, Ifor Glyn Lloyd;

Members appointed by the Welsh Government Ms. Tracey Evans, Mr. Neil Martinson, Mr. Owain Wyn (Chair for this meeting);

Officers Mr. Emyr Williams, Mr. G. Iwan Jones, Mr. Jonathan Cawley, Mrs. Anwen Gaffey;

1. ApologiesCouncillor Wyn Ellis Jones; Mr. Brian Angell, Ms. Elinor Gwynn;Mr. Dafydd Edwards, Section 151 Officer.

2. Declaration of InterestNo declarations of personal interest were made in respect of any item.

3. MinutesThe minutes of the Members’ Working Group held on 22nd January 2020 wereaccepted and the Chairman signed them as a true record.Arising thereon, 4. Well-being Objectives – The Chief Executive confirmed receipt of the facilitators’report and that an advance copy would be provided for Members. In addition, Memberswere advised of the facilitators’ recommendation to reduce the number of strategicobjectives that are consulted upon and that the Authority should also seek the view ofstakeholders on how they would define success on the proposed strategic objectives.

4. Bequests and GiftsSubmitted – An information report by the Chief Executive for Members to note theposition in relation to bequests and gifts.

Reported – The Chief Executive presented the report which provided background anddetails of the Authority’s current position.

RESOLVED to note the report, for information.

5. Celtic Rainforest Wales Life ProjectReported – The Chief Executive advised that the LIFE Senior Project Manager hadbeen unable attend the meeting due to unforeseen circumstances and his item would bepresented to a future meeting of the Members’ Working Group.

The meeting ended at 12.30

82