# Executive summary
This Progress Report provides information on the delivery of the Peak District National Park Authority Plan (Decile 2: 01 Oct 23 – 31 Mar 24).
This is an overview of the Authority's progress at turn of year.
The Authority has seen pressures, distractions and challenges over the course of this last six month period but we have successfully navigated the transitional stage of the organisational review and teams are bedding into the operational changes well. Over the same period, we have seen new legislation passed (Levelling Up and Regeneration Act 2023) by Government which should help National Parks in their role protecting landscapes, assisting nature recovery, meeting net-zero ambitions, delivering thriving communities and helping with the nation’s wellbeing.
I am pleased to report that at the turn of year (23/24) we have met our enabling delivery aim targets, which encompasses the objectives that capture the key elements of the National Park Authority’s own essential business. I believe this achievement is due to a year of hard work from all team members and volunteers across the Authority. The organisational changes we have been working hard to integrate were necessary to ensure we can continue to speak up and care for the Peak District National Park. I believe we are creating a more confident, positive and impactful organisation thanks to our collective efforts, determination and pure passion for this amazing place.
The planning department performance against national standards remains positive and with a significant number of positions now filled, the department starts year two in a much stronger position. We are working hard to maintain footpaths to national standards but the increased rainfall and extreme weather events contribute to significant damage and erosion to all types of access routes. Finding funding to repair damage on top of ‘business as usual’ maintenance is very challenging due to significant budget constraints on constituent councils and the Authority’s flat cash settlement from Defra.
The Assets teams have continued to make changes to the fabric, layout and use of our Head Office building, including facilitating my office move to a fresh new office in the center of Aldern House. A move I feel is in keeping with where I see the Authority moving towards: being an accessible, visible and collaborative organisation. The refurbishment of Pump Farm Farmhouse at the Warslow Estate has also been successfully completed in this period and following the generous offer from an unnamed donor, we are working with a Consultant to review the strategy for the Visitor Centers. With subsequent changes expected to be rolled out in year two (24/25) of this plan period.
The new pay strategy commenced in January and it appears that the changes are having a positive impact, reducing employee turnover and our new recruitment and retention incentives also seem to be making a difference as we have successfully appointed to a number of business-critical posts. The Finance department experienced a challenging six months as they implemented the new finance system, Iplicit. A lot of hard work and effort has ensured a successful change over, configuration and roll out including staff and Member training.
We also celebrated the contribution of volunteers in March with around 140 people attending the Volunteers Day, which was held at Lady Manners School in Bakewell. Volunteers play a crucial role in many aspects of our work, dedicating their time with great enthusiasm and it was great opportunity to show our application for everything they do. Finally, I would like to thank all of our professional and dedicated staff who care for the National Park, take pride in what we do and continue to explore opportunities and inspire future generations of pioneers.
Phil Mulligan Chief Executive