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CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 4 22/01/10 

CAIRNGORMS NATIONAL PARK AUTHORITY 


FOR DECISION 


Title: Landscape Framework Update 

Prepared by: Frances Thin, Landscape Adviser 

Purpose 

To provide an update on the Landscape Framework and propose a project brief (appendix 
1). 

Recommendations 

That the board 

a) Note the update 
b) Endorse and approve the project brief 
c) Endorse the formation of the Board Steering Group (Sue Walker, Duncan Bryden, 
Eleanor MacIntosh, Lucy grant) 

Executive Summary 

This paper provides an update on the Landscape Framework. It explains the strategic 
context, introduces the model that is being developed, and describes the key building 
blocks. The draft Project Brief is referred to in this paper and is tabled as appendix 1. 



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LANDSCAPE FRAMEWORK UPDATE – FOR DECISION 

Introduction to the Landscape Framework 

1. What is it for? Ultimately the purpose of the Landscape Framework is about 
conserving and enhancing the special qualities and addressing the range of values that 
different people attach to the National park. The Landscape Framework will allow us 
to look at a part of the park, or the whole park, and using areas that make sense 
geographically and culturally, plan for change. 

2. What is it? The CNP Landscape Framework will be a spatial tool used to address 
complex issues at a variety of scales. The basic structure of the Framework will be 
provided by the landscape character assessment (LCA) as this incorporates both 
geographical influences and an understanding of place. GIS will be an essential aspect 
of the Framework. 

3. What is it not? The Landscape Framework is not a specific site-based set of 
proposals such as one might find attached to a planning application, nor is it about 
managing ecological processes at a habitat scale. 

4. How will it be used? It will be used by CNPA in our planning and development 
work, it is the missing layer in the work we do. It will allow us, and others, to be 
more strategic, coherent and integrated in our approach to issues such as renewable 
energy generation, woodland expansion and other programmes such as land 
management suport. 

Background and Policy Context 

Supporting the Scottish Government’s Strategic Priorities 

5. The first and primary aim of the National parks in Scotland is to conserve and 
enhance the natural and cultural heritage of the area. The concept of landscape 
encompasses both natural and cultural heritage, and being about people as well as 
place, it offers a great opportunity to contribute to all 4 aims and make an important 
and positive contribution to the economic, cultural and social well-being of Scotland. 

6. The Landscape Framework will be developed within the existing legislation and 
administrative systems. It will fulfil the requirements of the European Landscape 
Convention (2006) by encouraging the active participation of stakeholders to: 
a) improve current landscape practice 
b) fulfil the objectives to raise awareness 
c) identify and assess landscapes and landscape change 
d) set landscape quality objectives 
e) implement landscape policies. 

7. Improving the natural environment and the sustainable use and enjoyment of it, is 
one of the Scottish Government's strategic objectives. Consistent with this is a clear 
move towards the management of land for a range of public benefit objectives, the 
well being of an area and the maintenance and creation of high quality places. The 
Landscape Framework fits comfortably within this context. 


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Delivering the Park Plan and Corporate Plan 

8. The Landscape Framework will contribute to all the Park Plan Strategic Objectives 
for Landscape, built and cultural heritage but most significantly to 

a) Maintaining and enhancing the distinctive landscapes across the park 
b) Raising awareness and understanding of the influences of natural processes, 
land management and culture on the landscape character. 

9. The corporate plan describes the Landscape Framework as an achievement that will 
mean that future planning and management decisions can be proactive and integrated 
across the park’s area. This is a key tool to address the potential conflicts and 
tensions inherent in managing a variety of natural and cultural resources to achieve 
sustainable growth within the park. 

The Model 

10. In response to this strategic context the model that is being developed for the 
Landscape Framework will; 

a) Consider all landscapes in the park, NSAs and elsewhere. It will be local 
landscape character-led and land management-driven. 
b) Consider both the natural and cultural components of the landscape 
c) Seek to deliver a tool that facilitates the practical integration of a range of 
expectations and outcomes for any given area of land in the park. 
d) Provide a tool that supports decision-making relating to settlements, as well 
as the park’s countryside areas. The quality of settlements in the park 
influences the experience of the wider landscape and the experience of the 
majority of people who live in the park. 
e) Recognise that landscapes evolve. The Landscape Framework will respond to 
issues such as climate change, economics and demographics with the aim of 
facilitating positive landscape change whilst maintaining and enhancing its 
distinctive character. Specifically the Landscape Framework will be helpful in 
addressing some of the major challenges presented by current and future 
climate change mitigation, including an increase in the area of woodland, the 
balance between moorland and forest, flood storage and renewable energy 
developments. 
f) Raise awareness and respect the range of values that people have for their 
landscapes. 
g) Be inclusive in its approaches to engagement, consultation and 
communication. 
h) Provide material to support evidence-based landscape policies, as objectives 
and actions within the Park Plan and as general and area-based policies in the 
Local Plan. 
i) Provide source material for CNP strategies on land use, interpretation etc 
The LF will identify those areas where the landscape is sensitive to a 
particular land use change or where there are opportunities for landscape 
enhancement through land use change. Landscape sensitivity/opportunity will 
be established according to the positive or negative effects on the special 
qualities of the park and the landscape character of the area. The LCA 
identifies the landscape characteristics and landscape experience of individual 
landscape character areas. These could form the basis for interpretation of 
the local area, or using the Landscape Framework one could look at selected 

PAGE 4

characteristics across the whole park identifying areas where for example 
prehistoric land use and settlement, or glacial deposits, are readily 
experienced in the landscape. 

A Flexible Framework (see diagram) 

11. The Landscape Framework will have 3 key building blocks; landscape character, land 
management issues, and the values that people attach to their landscapes. These 
three building blocks can be considered as ‘the landscape of an area and what makes 
it distinctive’, ‘the requirements of, and pressures on, the land’ and ‘some of the 
public benefits gained’ from that bit of the park. 

12. Each building block will have several different components and employ a range of 
processes to pull these together. 

Please refer to the PDF version for the full flow chart 


Landscape Character 

13. Landscape character gives the basic structure using the landscape character areas. 
These areas can be grouped or organised in a variety of ways to ensure compatibility 
of data/information and a scale that is appropriate to practical action in whatever 
context. 

Management Issues 

14. Much of the character of a landscape is determined by how that landscape is, and has 
been, managed over time. To understand how a landscape may change in the future 

PAGE 5

means understanding something of the past land use but also the strategies, issues 
and policies that will influence future land management. This will include climate 
change and in particular climate change mitigation, the national land use strategy, 
SRDP, biodiversity programmes and projects. Informed by discussions with land 
managers, colleagues and partners, the output from this element will be a distilling 
out of the possible landscape consequences for a range of management issues. 

Community Values 

15. The information we collect as part of this building block will give us an insight into 
how people value the landscapes of the park, and where possible what they value 
and where. We do not have the resources to undertake a statistically valid park-
wide piece of research but we do have the opportunity to ‘piggy back’ on (and 
contribute to) the Park Plan consultation process, and the resource to design and 
undertake some engagement with key groups across the park. We will also be able 
to trawl existing sources (community needs assessments, visitor surveys etc) for 
relevant information. 

Landscape Sensitivities and Opportunities 

16. An analysis of the above landscape assets, issues and values will enable us to identify 
landscape sensitivities and opportunities. The process will be an iterative one, 
judgements will inevitably have to be made but these will always be accompanied by 
an explanation of criteria and assumptions. These will be presented at a park-wide, 
catchment or individual landscape character area scale. 

17. By way of a fictional example; imagine a landscape character area where the 
determining characteristics are the open strath, meandering river and views to 
nearby hills, the evidence of early cultivation on side slopes and a prominent lodge 
set in a designed landscape. The community consultation and engagement exercises 
revealed that the public value the open views along the strath to the hills and see the 
lodge and its specimen trees as a local landmark. The area is currently in permanent 
pasture and is lightly grazed. Future management pressures in an area like this might 
be for increased riparian woodland planting, cropping, or wetland expansion. Of 
these three, the latter two options present opportunities that would work without 
adversely affecting the landscape character or its local importance. 

18. The options that are most appropriate in any one LCA would of course be 
influenced by what is happening in adjoining areas, by strategic priorities for land 
management and other interests such as tourism. Considering an individual character 
area and its sensitivities and opportunities in the context of surrounding areas will be 
possible using GIS mapping techniques, and this will provide some of the basic 
documentation for discussion with partners and wider consultation. 

Delivering Sustainability 

19. The Landscape Framework with its emphasis on the landscape resource, users and 
management, effectively straddles the environmental, social and economic aspects of 
sustainability. The process of delivering the Landscape Framework will engender a 
greater awareness and sense of collective ownership. The availability of the 


PAGE 6

framework will make for more sustainable decision-making for both CNPA and 
partners. For example by providing the evidence and support for high quality 
mitigation proposals in a situation where a development has significant social and 
economic benefits. 

Delivering a Park For All 

20. The process of building and delivering the Landscape Framework will raise the 
awareness, expectations and confidence of our partners and the public to have their 
say and to contribute themselves to the conservation and enhancement of the 
landscapes of the National Park. 

Delivering Economy, Effectiveness and Efficiency 

21. Having the Landscape Framework in place will streamline some processes and 
facilitate integration and effective decision-making. For example we can be more 
strategic about landscape inputs to the local plan and casework advice, we can advise 
on the targeting of SRDP measures or on the development of new measures. It is 
also highly likely that the preparation of the framework will reveal opportunities, not 
just for the landscape conservation and enhancement, but also for associated 
development and marketing initiatives at both a local and strategic scale. 

Financial Implications 

22. Developing and producing the Landscape Framework will take time, resources and 
commitment from the CNPA and its key partners. A bid allocation is identified in 
next years financial plan to support the activities outlined in the draft project brief 
and project plan for the year 2010/11. This will principally cover for the out-sourcing 
of elements of the community engagement work. In addition Frances Thin will be 
spending a minimum of 2 days a week on this work and there will be substantial 
input required from other CNPA staff, particularly from HLM staff. 

Presentational Implications 

23. Building a Landscape Framework for the Park ensures that the CNPA is striving for 
joint up thinking in its processes and integration in its outcomes. It will allow the 
CNPA and partners to capitalise on the resources that the park has to offer and 
make it easier for people to value and enjoy the built and natural environment and 
protect it and enhance it for future generations. 

24. For example we will be able to identify those landscapes where historic land use and 
settlement play a key role in determining character, the landscapes people like to 
look at and those they like to be in, those areas of the park where the landscape 
character is dominated by woodland or a sense of wildness, where the views out are 
a critical part of the character within. 

25. Using this kind of park-wide landscape knowledge we can focus our management 
efforts and those of others, reveal opportunities for education, interpretation, access 
and promotion and help more people to get more enjoyment from the park. 
Implications for Stakeholders 


26. For our local authority and agency partners the notion of managing landscapes is not 
new but the degree of integration, discussion and consultation sought will require 
dedicated input. Good communication will be essential to facilitate productive 


PAGE 7

partnership working. For community stakeholders much of this will be new. There is 
a major challenge in designing and developing the engagement process to be inclusive 
but not too resource-intensive. 

Key Questions for the Board 

27. The issues involved in the Landscape Framework are clearly complex. In the light of 
this it would be helpful if board members could consider; 

a) How we best communicate our intentions? 
b) How we get the relevant communities of interest on board? 


Next Steps 

28. The next steps are:
 
a) as detailed in the project brief and project plan, 
b) submit full project plan to Board Steering Group by end January 2010 
c) return to the CNPA board with progress report in June 2010 

Recommendations 

29. That the board: 

a) Note the update 
b) Approve the project brief 
c) Endorse and approve the project plan 
d) Endorse the formation of the Board Steering Group (Sue Walker, Duncan 
Bryden, Eleanor MacIntosh, Lucy grant) 

Frances Thin 
January 2010 

francesthin@cairngorms.co.uk