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Plans for historic Old Mona Hotel in Caernarfon revealed

Plans for historic Old Mona Hotel in Caernarfon revealed

The striking building on Shirehall Street was once the Hen Gwesty Mona – the Old Mona Hotel.
Cyngor Gwynedd has received a change of use of offices into five residential flats, including extension at the rear.
The plans also include air source heat pumps and a new door to the refuse store.
The application has been made by Rhys Carden (Cyngor Gwynedd) through the agent Dewi Hughes (DEWIS architecture).
Plans say the building was originally established as a coaching inn, it served travellers, cashing in on its strategic location near important routes and the once thriving port of Caernarfon.
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Over the years, the inn has changed hands multiple times but historically offered accommodation, food, and drink.
Historic building on Caernarfon\'s High Street could be set for development if planners agree (Cyngor Gwynedd Planning Doc.)
The building is a landmark within Caernarfon and 'showcases traditional Welsh architectural features, contributing to its charm and historical significance and reflecting the town's cultural heritage,' the plans say.
The property lies within the Caernarfon Conservation Area and within the Walled Town which is a World Heritage Site designated by UNESCO.
Hen Gwesty Mona, Caernarfon (Image Cyngor Gwynedd Plnnign Documents)
The nearby town walls and Porth yr Aur are ancient monuments and Grade I listed buildings.
The structure physically adjoins the Caernarfon Social Club on Stryd Fawr and No. 3 Stryd y Farchnad, are both Grade II listed buildings.
The design and access statement says: 'From what we can gather the building was converted from the Mona Hotel to council offices for the council's internal Audit in 1963.
'A rear portion of the building was demolished in the early 1980s to make space for the Council's Dafydd Orwig Chamber which is now linked to the building.
'The building currently houses the council's trading standards and environmental health teams'.
The application states that the council had also identified that the requirement for office space has reduced since the pandemic in 2020, and due to the number of employees working from home having 'increased significantly'.
'As a result a need for housing in the locality has come to light. which secures the longevity of the building' it stated.
The plans note the proposed works are to remodel the interior to form accommodation, and to extend the property to the rear to form homes to Welsh Design Quality Requirements.
The proposal would see the building reconfigured to form five apartments with a central staircase.
The ground floor apartment has been designed to accommodate wheelchair users
They also say by providing a change of use for the building 'will provide much needed accommodation for the town and ensure an existing building is not left derelict and in disrepair'.

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My PhD is in organisational culture in uniform services so I've got all sorts of tools to bring to the party to make sure that our culture improves because unless your culture improves, you can never be excellent," he said. "On the culture side of things, looking at being a people organisation? That starts now, not in five years time. That starts immediately." His academic background and practical knowledge tells him a 10 to 15 year plan is reasonable. He's given himself eight but he doesn't however think he should be in role for the end of that. ‌ "I do not think that I should be here for eight years. It's too long. What I want to do is to make sure that we are building strategic leaders in the service. It's a bit shocking really, isn't it, there was no-one ready to step in and just take over." He believes it is making a difference already but they are burned by what has gone on, and coverage of the report, and the fear that one brush was used to tar all. 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There is a massive amount of physical courage that people exercise every day," he said. ‌ "Watching how they deal with the general public is phenomenal, very respectful, very compassionate, very professional and that is the vast majority of people in my organisation are, up there in the 98% of people. "Clearly, you will have some people who who are not not respectful, well, they don't have a place in my organisation and that's clear. But there's I will get a lot of people you just described. 'We're not all like this.' and absolute horror at the way they have been represented. "These are people risked their lives and then they see themselves on the news or in newspapers and painted as being terrible people when they know they're not. ‌ "They know that they're respectful and they're dealing with incredible things and at moments in their lives where they're at the lowest that they'll ever be, dealing with people who are, who are going to commit suicide or set fire to themselves or or doing bariatric rescues. The compassion is just phenomenal." But he accepts that to all those who say it wasn't them, they will have potentially witnessed inappropriate behaviour, or known it has gone on, not called it out or reported it. "That's why I'm talking about a leadership school and an induction process. If you haven't taught people a framework of behaviour, said 'These are our standards and this is what what what we espouse, if you don't have a leadership cadre and say 'these are the values that we have in this service' and include courage, which is physical courage of going into buildings but the harder version of courage, which is moral courage then..." ‌ That moral courage is, he accepts, hard but what has been lacking. "Just the other day I was on a fire station and someone used an inappropriate word and I was in that position where I was about to intervene., but the individual said, 'I shouldn't have said that' and then the crew intervened to say 'No, that was an inappropriate use of language'. "That was them coming together as a team. Rather than being sort of angry and 'you shouldn't have done that' and it going to grievance, it was the team all agreeing that wasn't an appropriate word to use. ‌ "I thought, I'm really proud of you, that you were able to step back from that'. Some of the discussions that we're having that are breaking through." Changing the whole organisation is a huge ask, but adversity and defying the odds is something else he knows about. "After I got diagnosed [with cancer], I did a PhD, I got my yacht master offshore qualification. I got back to flying, which no one thought I would, commanded operations again. "There is life beyond a diagnosis of an incurable cancer. I'm now in approaching year 17, when originally I was told probably a couple of years, maybe five, but, it wasn't great. I had really successful treatment and I am now surfing the wave of medical technology," he says, producing the lunchbox containing medication he takes daily. ‌ He was, he admits, into extremes before his diagnosis. "I'm a fighter pilot, I've flown low level, gone on combat operations. Joined the Air Force at 18. when I was at university. I'm really into the outdoors. I'm really into exploration. "I love travel, I love life. 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