RAPC 593-26 – Final Quarter Progress Report 2025/26 – Annex 1

A robust and consistent evidence base for climate action within the National Park, supporting adaptation and emissions reduction towards net-zero by 2050. (Lead Officer, John Stride)

• Deliver the Climate Risk and Adaptation Opportunities Assessment, making it accessible to partners for use in strategic and operational decision making. (YouCAN)
• Act on feedback received from 2024 Race to Zero reporting improving our score and showcasing climate leadership across the National Park.
• Develop a seed-funded project with Southampton University to gather carbon sequestration and storage estimates for coastal habitats within the National Park.

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Still exploring options – possibly through National Parks Partnership

Activate communities through programmes of education and engagement (Lead Officer, John Stride)

• Deliver Carbon Literacy Training to staff, members and partners. (YouCAN)
• Facilitate the New Forest Green Group’s engagement programme for 2025 including three deep dives into sustainable transport, nature-based solutions and energy efficiency. (YouCAN)
• Track action and impact, with estimates including carbon savings where possible to feed into comms material.

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Working with Countryside Education Trust to explore whether the Carbon Literacy Training can be evolved into resources for them to deliver to a wider range of audiences in different ways.

Enhanced engagement, with actions, on climate change amongst National Park residents and visitors. (Lead Officer, Hilary Makin)

• Develop key messages and communications plan to support climate change understanding and awareness, as well as community-wide support for what is needed. (YouCAN)
• Build a prospectus of actions that can be taken at an individual level to generate community support for climate-related work.
• Increase numbers signed up to the nature and climate emergencies pledge by 200.

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NFNPA involvement demonstrated in nature-based climate solutions implemented to reduce land-based carbon emissions and increase carbon sequestration. (Lead Officer, John Stride)

• Target Farming in Protected Landscape grants, advice and guidance to encourage progress towards key land-use changes that can support overall emissions reductions such as woodland, peat restoration, agroforestry, hedgerows and carbon-friendly farming practices.
• With partners, and in alignment with our nature-recovery actions develop a means of monitoring and promoting progress on land-use change targets.
• Support the New Forest Freshwater and Wetland Restoration Forum to deliver a programme of wetland restoration projects via the Verderer’s Higher Level Stewardship scheme.

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We are working with the Landscape Observatory, who will be providing AI derived high-resolution land cover mapping of the New Forest National Park later this year. This work will also support ongoing monitoring of land-use change with methodologies consistent across the UK Protected Landscape family.

New development incorporates sustainable construction standards and techniques and delivers a range of environmental benefits. (Lead Officer, David Illsley)

• Monitor the implementation of our adopted Local Plan (2019) and the National Park Design Guide SPD (2022), both of which include guidance on sustainability.
• Annual Building Design Awards held to recognise and celebrate the best green building projects in the National Park.
• Review of National Park Local Plan, to have reached Regulation 18 Part 2 stage, to include the consideration of options to promote energy efficient development (consistent with national policy).

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The annual Building Design Awards were presented at the March 2026 full Authority meeting.

The Regulation 18 Part 2 Local Plan consultation ran from November – December 2025.

Enhanced walking, cycling and sustainable transport in and around the National Park to reduce carbon emissions, improve experience and help manage recreation. (Lead Officer, Jim Mitchell)

• Complete studies on priority improvements to on road and off-road cycling networks and seek funding to deliver.
• Work with the bus operator and drivers to manage and promote the three New Forest Tour routes, maintaining satisfaction ratings of at least 4.5 out of 5 and overall financial viability.
• Complete Landscape Enhancement Initiative funded walking route improvements at Copythorne Common (gate replacements), Tatchbury Mount (surfacing and drainage works) and Tom’s Down (NPA signposts) and year one of Breamore Line project.
• Facilitate New Forest Green Groups to develop their own vision statement for sustainable transport in the New Forest. (YouCAN)

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Delivery of Environmental Improvement Plan targets through a coherent nature recovery network, linking the National Park with neighbouring and regional National Landscapes. (Lead Officer, Paul Walton)

• Lead the Re:New Nature Partnership in the delivery of a spatial plan for nature and a project portfolio for the New Forest.
• Drive progress towards Re:New Nature targets through:
  • Land advice to farmers and land managers
  • Support for farm clusters
  • Developing opportunities for investment in the natural environment of the National Park including a NHLF Landscape Connections application.
• Align the National Park’s spatial plan for nature with the Local Nature Recovery Strategies for Hampshire, Wiltshire and Dorset and nature recovery objectives for the Dorset, Cranborne Chase and North Wessex Downs National Landscapes.
• Develop bespoke interim targets and actions to maximise the contribution of the New Forest National Park to the Protected Landscapes Targets and Outcomes Framework.
• Support the New Forest Biodiversity Forum to develop a strategic approach to collecting biodiversity data and evidence to underpin Re:New Nature plan.

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A suite of projects implemented to enhance a minimum of 300ha of National Park habitats. (Lead Officer, Paul Walton)

• Manage funded delivery programmes (Species Survival Fund, Landscape Enhancement Initiative) to enable the restoration and management of a range of National Park habitats.
• Encourage farmers and land owners/managers to develop Farming in Protected Landscape (FiPL) applications to restore / manage National Park habitats.
• As co-host of the New Forest Catchment Partnership, direct projects to improve the freshwater landscape with the Freshwater Habitats Trust, reporting annually on progress.

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Green finance opportunities and carbon codes helping to support the special qualities of the National Park. (Lead Officer, Paul Walton)

• Work jointly with National Parks Partnerships to provide up to date information on key green finance measures to New Forest partners.
• Promote the suite of green finance opportunities relevant to land managers within the National Park. (Measurable outcomes in development).
• Develop a seed funded project with Southampton University to gather insight into the motivation and opportunities for locally-based private sector investment in nature recovery within National Parks.

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Green finance workshop held with partners as part of the Green Print partnership. This identified the key actions needed across the region to increase ‘investment readiness’ for attracting further investment into nature.

Eligible development provides, as an absolute minimum, the mandated level of BNG set out in the Environment Act 2021. BNG is contributing to the delivery of Re:New Nature spatial plan. (Lead Officer, David Illsley)

Nutrient neutrality achieved for all relevant development in the National Park and contributing to the delivery of Re:New Nature spatial plan. (Lead Officer, David Illsley)

The recreational impacts arising from planned new development are fully mitigated (including support for Ranger roles), for both the New Forest and Solent designations. (Lead Officer, David Illsley)

• Local guidance published for the effective implementation of Biodiversity Net Gain (BNG) in the National Park.
• All planning applications proposing a net increase in dwellings or providing overnight accommodation within the affected Solent and River Avon catchments deliver ‘nutrient neutrality’ through on-site measures or off-site credits, with off-site credits purchased from schemes local to the National Park.
• Working with neighbouring planning authorities and Natural England to adopt a strategic mitigation scheme for new development, focused on ‘strategic access management and monitoring measures (SAMM)’ within the New Forest’s internationally designated sites.
• Effectively manage temporary campsites within the National Park through the Article 4 Direction confirmed in January 2024, with future applications assessed against the updated planning guidance. All sites to comply with the requirements of the Habitat Regulations.
• Review of how Biodiversity Net Gain schemes, nutrient neutrality projects and recreation mitigation measures can be delivered to complement each other.

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The Government is due to introduce secondary legislation to reforms the national system for Biodiversity Net Gain in 2026/27. This will alter some of the schemes and types of development that are exempt from mandatory BNG.

More people understand and engage with New Forest nature through a communications campaign. (Lead Officer Hilary Makin)

• Develop a toolkit about New Forest habitats and species.
• Promote the outcomes of the Species Survival Fund project, working with partners.
• Signpost opportunities for activities, walks, talks and citizen science projects.

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Work with health providers, communities and businesses to enable people to benefit from improved mental and physical health through engagement with the special qualities of the National Park. (Lead Officer, Jim Mitchell)

• Deliver guided inclusive cycling through the PEDALL initiative, offering 4,500 riding slots for people with additional needs/barriers to accessing the National Park and engaging five new organisations per year.
• Support a wider programme of health and wellbeing initiatives including NHS / National Park Fellowship, walking, volunteering and cultural activity for health, signposting through the Green Health Hub.

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Deliver engagement activities for different audiences, enable more people to engage with the National Park and to have a say in its future. (Lead Officer, Jim Mitchell)

• Deliver our elements of the Youth for Climate and Nature (YouCAN) project.
• Facilitate the New Forest Youth Board to become an established voice for young people in decision making via six meetings per year and presence at a range of other events and forums. (YouCAN)
• Deliver two month-long National Park artist in residency programmes with charity SPUD.
• Support the Culture in Common programme.

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Support and grow volunteer action from individuals, communities and businesses to tackle the nature and climate emergency and care for the National Park. (Lead Officer, Jim Mitchell)

• Deliver 20+ volunteering days directly to restore habitats and enhance nature, and 20+ volunteer days to improve access to and understanding of the special qualities, involving a minimum of 100 volunteers. (YouCAN/SSF)
• Adults with additional needs are supported to attend at least two volunteer sessions a month.
• Run the 2026 volunteer fair (attended by 40+ volunteering organisations and 500+ prospective volunteers) and signpost local opportunities online.

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Assist communities and local organisations to shape cultural heritage projects and services that protect heritage, celebrate local identity and enhance sense of place. (Lead Officer, David Illsley)

• Local Listing Project: continue working with local communities to identify locally important assets within the National Park to add to the ‘local list’.
• Review of the three identified Conservation Area Character Appraisals undertaken, working with the relevant town and parish councils.
• Deliver archaeological services via Planning, advice and guidance to further the sustainable management, protection, public understanding, access to, and enjoyment of the cultural heritage of the National Park.
• Continue to meet our commitments under the New Forest Higher Level Stewardship Scheme.

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The target of completing the review of three Conservation Area Character Appraisals by March 2026 was ambitious. Work has focused on the review of the Forest North East Conservation Area Character Appraisal, working with the relevant parish councils.

Develop and deliver high-quality, bespoke curriculum linked education for schools and colleges. (Lead Officer, Jim Mitchell)

• Lead activities to support children and young people, growing understanding of the National Park and the climate and nature emergencies so that they are equipped to take positive action in response.
• Teach over 40 sessions for over 1,500 young people, in and about the National Park, in schools and colleges and through youth activities, providing meaningful connection to nature, meeting curriculum aims where appropriate and addressing social and mental wellbeing needs.

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Grow awareness of and opportunities to develop green skills and careers amongst the New Forest workforce. (Lead Officer, Jim Mitchell)

• Seek funding and partnership opportunities to continue to employ two staff in paid entry level roles (apprentices, interns etc).
• Support a total of five weeks of high-quality work experience opportunities for 14 years+.
• Promote green careers awareness via multiagency presence at local school and college careers fairs (6+ events) and through hosting the Green Careers Network (4 training events, including a two-day residential conference)
• Work with New Forest District Council on the delivery of the New Forest Skills Action Plan.

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Improve understanding of the New Forest’s special qualities by local people and visitors. (Lead Officer, Gillie Molland)

• Deliver 10,000+ ranger engagements throughout the National Park, through patrols, with mobile information units, at events and in local communities.
• Develop clear evaluation and monitoring metrics for the impact of face-to-face (e.g. ranger) interactions.

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Provide more affordable housing for local communities and retain the existing stock of affordable and occupancy-restricted housing. (Lead Officer, David Illsley)

• Ensure these issues are adequately considered within the Local Plan Review.
• Identify more opportunities for rural exception sites; liaising with local communities / landowners / Homes England / Hampshire Homes Hub on site finding.
• Monitor planning and enforcement to ensure no net loss of existing stock of affordable and occupancy-restricted dwellings to open market housing.

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Ensure economic and social objectives for our area informed by and contributing to the natural capital of the National Park working through the Green Halo Partnership, the Greenprint Framework and relationships with key partners (Lead Officer, Paul Walton)

• Maintain and expand the Green Halo Partnership and host the annual Green Halo Conference.
• Lead the implementation of Greenprint with local authorities, businesses and wider partnerships.
• Work with New Forest Produce Ltd to reinforce the value of the New Forest Marque to primary producers, including commoners.
• Develop a suite of projects to accompany the Green Links study for the Waterside.
• Commission three studies, like the Waterside Green Links one, for other areas of the National Park.

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Support sustainable land management and securing the future of Commoning. (Lead Officer Paul Walton)

• Support the Forest Farming Group (FFG) in co-creating:
  • a bespoke environmental scheme that sustains commoning and the viability of open forest grazing
  • a means of supporting commoners to maintain viable grazing herds during the transition period to a new scheme.
• Evolve the New Forest Land Advice Service into a National Park-wide land advisors convening function.

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Improve data and oversight of land use change in the National Park to inform land use decisions. (Lead Officer, David Illsley)

• Develop a data base / map of land use change in the National Park.
• Continue to support partnership work to deter and address encroachments (e.g. through the Encroachment Working Party).

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Review the outputs from the Landscape Observatory work and PLTOF datasets to assist with map of land use change.

Reduce recreational impacts on the most vulnerable sites for the benefit of commoning, wildlife, residents and businesses, (SLT, working with Recreation Management Steering Group)

Deliver joint campaigns to raise awareness of recreational issues, caring for the Forest and enforcement. (Lead Officer, Hilary Makin)

• Develop a spatial plan for where recreation should be focussed across the New Forest and surrounding areas and establish procedures to facilitate desirable changes.
• Facilitate action (including online campaigns, signage, printed materials and face-to-face engagement), working directly and through working groups and liaison with organisations. Support enforcement of the two PSPOs covering the Open Forest areas.
• New Forest Code and individual campaigns about caring for the Forest demonstrate joint messaging and deliver a marked reduction in recreation management issues.

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Partnership Plan Leaders Panel drives cross-organisational performance, working together on ‘big ticket’ issues and projects and to ensure alignment of resources. (Lead Officer, David Illsley

• Support the new Partnership Plan Leaders’ Panel and the officers’ group to encourage genuine partnership working and sharing ideas with shared commitment to achieve the ambitions over the five-year timespan of the Partnership Plan.
• Scoping work undertaken on the review of the National Park Partnership Plan (due in 2027), incorporating the updated Government guidance on Management Plans, the provisions of the Protected Landscapes Targets & Outcomes Framework and development of a New Forest Climate and Nature Action Plan.
• Agree the apportionment of annualised targets for the National Park and publish on the National Park website.

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Report on the scope of the Partnership Plan review considered at the full Authority meeting in January 2026.

Leaders’ Panel meeting hosted by the NPA in March 2026, including a workshop on the Partnership Plan Review.

Provide mechanisms for feedback, input and activation from a wide range of communities. (Lead Officer, Hilary Makin)

• Establish a series of regular opportunities for feedback with communities and stakeholders, engaging 6,000+ people/year.
• Deliver successful events including New Forest Awakening Festival; Walking Festival; Green Halo Engagements.
• Launch new and bolster existing communications channels to reduce vulnerability of reliance on social media platforms.

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Progress a submission for a ‘Dark Sky’-type accreditation status for the National Park (target 2027). (Lead Officer, Paul Walton)

• Work with local partners and stakeholders to secure commitments to fund, gather and then submit data / evidence to support a ‘Dark Sky’-type accreditation status for the National Park.
• Promote the importance of measures to reduce light pollution on the website and through planning guidance and casework.

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Funding still sought for achieving Dark Sky status.

Achieve ‘Organisational Net Zero’ by 2030 or earlier. (Lead Officer, Nigel Stone)

• Review and update the Authority’s Carbon Reduction Plan (originally published in February 2022), through development of agreed base data and specific actions to achieve the overall targeted reductions.
• Maintain fit for purpose and sustainable carbon reduction practices in place throughout the organisation and its supply chain.

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Newly updated People Plan implementation successfully continued. (Lead Officer, Nigel Stone)

• Deliver the People Plan 2025-27 Action Plan.
• Continued focus throughout this year on equality, diversity and inclusion and leadership of the climate and nature emergency.
• Review and update HR policies and procedures, considering new home and flexible working practices and in light of the likely move to new offices.

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HR policy updates rescheduled to 2026/27

Succession planning further developed, empowering the next generation of managers and leaders from across the organisation and beyond. (Lead Officer, Nigel Stone)

• Fully review performance management, and implement any findings, with clear direction / priorities from the Business Plan and feeding into the work of the Strategic Leadership Team.
• Review staff resourcing and structures in light of Partnership Plan and Business Plan priorities, staffing changes and any funding announcements.
• Staff and Member learning and development opportunities identified and actioned.

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New NPA office facilities defined and secured. (Lead Officer, Nigel Stone)

• Continue to define / refine our requirements, both in terms of office space and additional features within a new ‘hub’.
• Confirm site(s).
• Ensure the location and design supports partnership working, sustainable travel and green skills & jobs.
• Secure funding for build / renovation and occupation.
• Savings and investment plan developed.

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Specific site for main office space not yet identified; hence build / renovation not yet undertaken.

Town Hall still available until March 2030.

New website and microsites (Green Halo, HLS, Green Health Hub) delivered. (Lead Officer, Hilary Makin)

• Websites to meet improved accessibility and sustainability standards.
• Staff and partners trained on new sites.

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NPA main site launched.

Microsites delayed slightly while we receive updated info from partners.