CAIRNGORMS NATION­AL PARK AUTHORITY

Form­al Board Paper 3 — 12 June 2020

²⁰²⁰⁄₂₁ BUDGET AND OPER­A­TION­AL PLAN REVIEW – FOR DECISION

Title: ²⁰²⁰⁄₂₁ BUDGET AND OPER­A­TION­AL PLAN REVIEW

Pre­pared by: DAV­ID CAMER­ON, DIR­ECT­OR OF COR­POR­ATE SERVICES

Pur­pose

This paper presents a review of the Authority’s budget and Oper­a­tion­al Plan for ²⁰²⁰⁄₂₁ in light of the impacts of COV­ID-19 affect­ing the Author­ity since the com­mence­ment of the fin­an­cial year. The paper presents an over­view of the Authority’s income and expendit­ure pos­i­tion to date. The expendit­ure pos­i­tion focuses primar­ily on payroll to date, which rep­res­ents a key indic­at­or of the reli­ab­il­ity of ini­tial budget estim­ates at such an early stage in the year. The paper con­siders the pos­i­tion of the ²⁰²⁰⁄₂₁ Budget and Oper­a­tion­al Plan invest­ment pro­pos­als in con­text both of the man­age­ment of invest­ments between ²⁰¹⁹⁄₂₀ and ²⁰²⁰⁄₂₁ fin­an­cial years, and of the assessed impacts of COV­ID-19 restric­tions on oper­a­tions. The paper fol­lows con­sid­er­a­tion of these mat­ters by the Fin­ance and Deliv­ery Com­mit­tee at its meet­ing of 22 May 2020.

Recom­mend­a­tions

The Board is reques­ted to:

a) Note that payroll costs are on budget for ²⁰²⁰⁄₂₁ and there are no areas of risk of over­spend cur­rently iden­ti­fied with­in cur­rent year budget mon­it­or­ing; b) Agree that £0.271 mil­lion iden­ti­fied in this paper can be released from cur­rent year budget pro­vi­sions; c) Agree to redeploy­ment of £0.266 mil­lion to Green Recov­ery Plan actions iden­ti­fied in this paper (para­graph 12 and sub­sequent expan­ded detail); d) Agree to com­mis­sion the Glen­more NMU route exten­sion should cap­it­al fund­ing be secured for this pro­ject (para­graph 25 and sub­sequent detail).

Update on Fin­ance and Deliv­ery Com­mit­tee Budget Considerations

²⁰²⁰⁄₂₁ Income and Expendit­ure Position

1. The Authority’s grant in aid fund­ing for the ²⁰²⁰⁄₂₁ fin­an­cial year was con­firmed by let­ter dated 9 April, with rev­en­ue fund­ing of £4.779 mil­lion and cap­it­al fund­ing of £0.240 mil­lion. This is fully in line with expect­a­tions built into the ²⁰²⁰⁄₂₁ budget approved by the Board at its meet­ing of 27 March 2020.

2. While the months of April and May are typ­ic­ally light on com­mit­ment of resources against the new Oper­a­tion­al Plans, this pos­i­tion has been sig­ni­fic­antly exacer­bated this year as the Author­ity oper­ated remote work­ing for all staff and wider COV­ID-19 busi­ness con­tinu­ity responses through­out the peri­od to date of the cur­rent fin­an­cial year. Our policy devel­op­ment and pro­ject plan­ning oper­a­tions have con­tin­ued effect­ively, as have our cred­it­or pay­ment pro­cesses. How­ever, there has been an under­stand­able and expec­ted down­turn in the level of fin­an­cial trans­ac­tions and budget com­mit­ments made in the peri­od of the year to date.

3. Giv­en that staff payroll levels rep­res­ent a key ele­ment of the Authority’s fixed and com­mit­ted cost base, expendit­ure on employ­ment costs rep­res­ents a key test of the robust­ness of fin­an­cial estim­ates in the early part of the year. As noted in the budget paper to the Board at its pre­vi­ous meet­ing in March 2020, staff salar­ies are pro­jec­ted to util­ise some 58.9% of resources made avail­able to the Author­ity in ²⁰²⁰⁄₂₁. https://cairngorms.co.uk/resource/docs/boardpapers/27032020/200327CNPABdPaper2AABudget%20Cover%20Paper.pdf

4. With April and May payroll now fully pro­cessed and paid, includ­ing pay awards due for ²⁰²⁰⁄₂₁ imple­men­ted and back­dated to 1 April 2020, we can now estab­lish staff employ­ment costs for the first two months of the year against budget based on the first two months’ actu­al fig­ures. Res­ults of this ana­lys­is are sum­mar­ised in Table One.

Table One: Pro­jec­ted Out­turn for Employ­ment Costs Based on April and May Actuals

Item	£000
Fore­cast full year employ­ment costs pro­jec­ted out­turn based on April and May 2020 actuals	3,357
Recov­er­able from extern­al pro­ject funding	-334
Net pro­jec­ted full year out­turn employ­ment costs fall­ing on CNPA resources	3,023
Budget as approved at Board meet­ing 27 March	2,978
Cur­rent pro­jec­ted over­spend against budget	45
Planned total vacancy sav­ings to achieve over course of year, as approved with­in 2020⁄21 Budget	64
Reduc­tion in vacancy sav­ings tar­get achieved to date	19

1. Employ­ment costs after the first two months of the year are there­fore close to expect­a­tions and give no cause for con­cern in terms of man­aging a bal­anced out­turn against budget by the end of the year. If cur­rent employ­ment costs were to con­tin­ue at cur­rent rates to the end of the fin­an­cial year, a pro­jec­ted over­spend of £45,000 against budget, equi­val­ent to 1.5% of the salar­ies budget, would be incurred. As in pre­vi­ous years, we have estab­lished our budget based on inclu­sion of an assumed vacancy sav­ings tar­get, with a tar­get of £64,000 in man­aged vacancy sav­ings set for the full year. The cur­rent pro­jec­tions indic­ate that around £19,000 of sav­ings against budget have been secured in the peri­od of the year to date, leav­ing a remain­ing £45,000 to secure a bal­anced budget for employ­ment costs.

2. Oth­er aspects of expendit­ure cause no cause for con­cern of any sig­ni­fic­ant over-spend against budget at this point in time.

²⁰²⁰⁄₂₁ Budget Review

1. Fin­an­cial man­age­ment of con­trac­tu­al and pro­ject fund­ing com­mit­ments between ²⁰¹⁹⁄₂₀ and ²⁰²⁰⁄₂₁ fin­an­cial years, togeth­er with ini­tial assess­ment of budget impacts arising from COV­ID-19 restric­tions on activ­it­ies, does war­rant con­sid­er­a­tion of poten­tial under­spends and con­sid­er­a­tion of resource real­loc­a­tion, which the fol­low­ing sec­tion of this paper outlines.

2. As out­lined in the budget paper to the Board on 27 March, the Authority’s stand­ard year-end fin­an­cial man­age­ment pro­cesses to max­im­ise util­isa­tion of avail­able fin­an­cial resources, we may make some pay­ments against pro­ject com­mit­ments in the cur­rent rather than the com­ing fin­an­cial year. Such pay­ments are only made when war­ran­ted by exist­ing con­trac­tu­al arrange­ments and / or in sup­port of vol­un­tary or char­it­able bod­ies, when the receipt of fin­ances due from the Author­ity provide them with cru­cial work­ing cap­it­al in addi­tion to sup­port­ing deliv­ery of agreed out­comes. Our resource man­age­ment activ­ity over Feb­ru­ary and March 2020 has enabled the invest­ment sum­mar­ised in Table Two to be imple­men­ted in the pri­or fin­an­cial year, res­ult­ing in equi­val­ent reduc­tions in resource require­ments in the ²⁰²⁰⁄₂₁ Oper­a­tion­al Plan.

Table Two: Poten­tial Reduc­tions in ²⁰⁄₂₁ Oper­a­tion­al Plan Invest­ment Requirements

Item	£000
Catch­ment Man­age­ment Part­ner­ships: Core Funding	20
Year 1 Wild­cat Pro­ject Contribution	12
Waders and Wet­lands Pro­ject Contribution	18
Spey­side Way Improve­ments and Exten­sion Finalisation	90
Path Main­ten­ance grant funds	20
Sup­port­ing Com­munity Networks	50
Enabling busi­ness sup­port and busi­ness collaboration	25
Total reduc­tion in 20⁄21 Oper­a­tion­al Plan Invest­ment Requirement	235

1. Addi­tion­ally, assess­ment of budget require­ment after around 7 weeks of the cur­rent fin­an­cial year neces­sar­ily con­duc­ted under COV­ID-19 oper­a­tion­al restric­tions has iden­ti­fied oth­er areas of our budget where expec­ted under­spend can be taken from budget pro­vi­sions and real­loc­a­tion. These impacts have been iden­ti­fied as sum­mar­ised in Table Three.

Table Three: Poten­tial Reduc­tions in ²⁰⁄₂₁ Budget Provisions

Item	£000
Cairngorms Nature ​“Big Week­end” sav­ings after provid­ing for vir­tu­al events	7
Ranger grants not pay­able dur­ing ranger COV­ID-19 fur­lough period	16
Cur­tail­ment of Vis­it­or Survey	2
Travel, sub­sist­ence, accom­mod­a­tion and meet­ing cost savings	11
Total poten­tial reduc­tions in 20⁄21 budget provisions	36

1. In total, some £0.271 mil­lion is avail­able to release from ori­gin­al ²⁰⁄₂₁ budget pro­vi­sions. As the early fin­an­cial mon­it­or­ing over the first two months of the fin­an­cial year does not indic­ate any over-spend risks in oth­er areas of the Authority’s fin­an­cial pro­vi­sions, these resources made free from budget man­age­ment actions and from impacts of COV­ID-19 oper­a­tion­al delays are avail­able to con­sider for real­loc­a­tion with­in the Authority’s budget require­ments and invest­ment priorities.

Green Recov­ery Plan

1. The fore­go­ing ana­lys­is indic­ates that the Author­ity has in the order of £0.27 mil­lion avail­able from budget man­age­ment and delay of plans to fin­ance actions in deliv­ery of short-term ele­ments of the Green Recov­ery Plan with­in ²⁰²⁰⁄₂₁ budget resources. This sum is avail­able without the sus­pen­sion of ongo­ing ele­ments of the Oper­a­tion­al Plan set out to the Board in March 2020. The Green Recov­ery Plan will be con­sidered in its entirety as a sep­ar­ate item on the Board’s agenda. This sec­tion of the Budget and Oper­a­tion­al Plan Review papers con­sidered the spe­cif­ic items that have begun to evolve from the Green Recov­ery Plan with the poten­tial for invest­ment and ser­vice deploy­ment in the short term, i.e. with­in the cur­rent fin­an­cial year, and which may be fin­anced from the Authority’s resources avail­able in ²⁰²⁰⁄₂₁.

2. There are three key areas for detailed con­sid­er­a­tion of resource redeploy­ment at this stage of ²⁰²⁰⁄₂₁ by the full Board, fol­low­ing con­sid­er­a­tion by the Fin­ance and Deliv­ery Com­mit­tee. The Com­mit­tee agreed that fur­ther work by officers in devel­op­ment of pro­pos­als in these poten­tial areas of resource deploy­ment was mer­ited while, recog­nising that this work and asso­ci­ated input of staff time remained at some risk depend­ing on cur­rent full Board decisions. These three ini­tial areas of invest­ment in the short term to sup­port the Authority’s Green Recov­ery Plan deliv­ery are:

a) A sea­son­al ranger ser­vice: pro­vi­sion of a sea­son­al ranger ser­vice between the end of June 20 and end of Octo­ber 20 would require invest­ment of an estim­ated £0.126 mil­lion, to poten­tially provide 3 staff in Aber­deen­shire and 4 staff in High­land areas of the Cairngorms. b) Estab­lish­ment of a Cairngorms Recov­ery Fund of £0.100 mil­lion to provide an alloc­a­tion of resource to sup­port essen­tial com­munity and busi­ness recov­ery actions, where such actions are not sup­por­ted from oth­er, exist­ing nation­al pro­gramme funds and fin­an­cial alloc­a­tions. c) Pro­vi­sion of devel­op­ment funds of £0.040 mil­lion to sup­port the devel­op­ment of the Tomin­toul and Glen­liv­et Dark Skies Obser­vat­ory Project.

1. Addi­tion­ally, one cap­it­al pro­ject iden­ti­fied in the Cap­it­al Pro­gramme ele­ment of the Green Recov­ery Plan has pro­gressed through ini­tial screen­ing with­in the Scot­tish Government’s cap­it­al recyc­ling / real­loc­a­tion pro­cesses: the poten­tial invest­ment in the Glen­more Route for Non-Motor­ised Users (NMU).

Sea­son­al Ranger Ser­vice Proposals

1. The Sea­son­al Ranger Ser­vice pro­pos­al was con­sidered as part of the Board’s work­shop dis­cus­sions on the devel­op­ment of the Green Recov­ery Plan. The Author­ity anti­cip­ates that as the Scot­tish Government’s COV­ID-19 recov­ery roadmap con­tin­ues to allow for more flex­ib­il­ity for people to resume trav­el­ling for leis­ure and oth­er pur­poses, there will be a need to man­age how people access the Cairngorms Nation­al Park to ensure that phys­ic­al dis­tan­cing and wider health guid­ance is adhered to, our envir­on­ment is pro­tec­ted and our com­munit­ies feel safe. The pro­posed sea­son­al ranger ser­vice will provide prac­tic­al sup­port for land man­agers respons­ible for man­aging key sites, through employ­ing 7 sea­son­al rangers to start on 15 June with a view to being fully oper­a­tion­al at the end of June. We plan to hire 3 sea­son­al rangers in Deeside and 4 in Badenoch & Strath­spey for a 4 month peri­od until the end of Octo­ber 2020. This is to ensure that we have a flex­ible, skilled resource on the ground to help deal with vis­it­or man­age­ment issues with­in the Nation­al Park, link­ing closely with the exist­ing ranger services.

2. The total cost­ing for this ser­vice is estim­ated at £0.126 mil­lion, with the sum­mary break­down of costs set out in Table Four.

Table Four: Sea­son­al Ranger Ser­vice Sum­mer / Autumn 2020 Cost Estimate

Item	£000
7 x Sea­son­al Ranger Posts mid-June to end Octo­ber 2020	100
Pro­vi­sion for intern­al man­age­ment costs	16
Pro­vi­sion for oper­at­ing budget	10
Total cost provisions	126

1. In order to deliv­er a sea­son­al ranger ser­vice with­in an extremely tight timetable, and avoid delays whereby sig­ni­fic­ant vis­it­or pres­sures could mount for sev­er­al weeks pri­or to the ser­vice being recruited, trained and deployed, the timetable for ser­vice devel­op­ment has been estab­lished to seek to dove­tail the con­firmed appoint­ment of these new staff to the day of the Board meet­ing. Staff will start from Monday 15 June for two weeks of train­ing pri­or to deploy­ment should the ser­vice receive final approv­al from the Board.

Cairngorms Recov­ery Fund

1. The Green Recov­ery Plan provides for a ​“Cairngorms Recov­ery Fund” of £0.100 mil­lion aimed at provid­ing sup­port to Cairngorms com­munit­ies and busi­nesses in their recov­ery from the wide­spread social and eco­nom­ic impacts of COV­ID-19. Care will be needed to ensure such a fund does not duplic­ate the range of sup­port mech­an­isms made avail­able from nation­al gov­ern­ment sources and is a tailored fund to meet the spe­cif­ic, rur­al needs of the Cairngorms com­munit­ies and their busi­nesses. The Green Recov­ery Plan high­lights that ​“fair­ness” will be embed­ded in the fund as a key principle.

2. The Cairngorms Loc­al Action Group Trust (“Cairngorms Trust”) have also made a decision at their Board meet­ing of 26 May 2020 to reori­ent their char­ity focus for the time being from work­ing with busi­ness and com­munit­ies to seek sup­port for char­it­able work in envir­on­ment and access schemes, to using their resources to sup­port pub­lic bene­fit and com­munity led loc­al devel­op­ment (includ­ing busi­nesses) as they recov­er from COV­ID-19. The Author­ity pro­poses to work in part­ner­ship with the Trust, and also with oth­er com­munity and busi­ness rep­res­ent­at­ive bod­ies, in devel­op­ing object­ives and cri­ter­ia for the Cairngorms Recov­ery Fund which can be oper­ated on a com­ple­ment­ary basis by the Author­ity and the Cairngorms Trust.

Dark Skies Obser­vat­ory Pro­ject Support

1. The Cairngorms Dark Skies exper­i­ence is the pro­ject name to con­struct and oper­ate an Obser­vat­ory and Plan­et­ari­um to attract vis­it­ors to the area and enhance the loc­al eco­nomy. The phys­ic­al asset will be owned by Crown Estate Scot­land and the facil­ity oper­ated by a com­munity led Social Enter­prise Oper­at­ing Com­pany (SEOC) that has been instru­ment­al in devel­op­ing this project.

2. The object­ive of the pro­ject is to secure fund­ing in the order of £1.8 mil­lion to con­struct the obser­vat­ory and plan­et­ari­um, as a sig­ni­fic­ant tour­ism asset to the Tomin­toul and Glen­liv­et area and, more widely, to the Cairngorms Nation­al Park as a whole. This pro­pos­al there­fore focuses on a longer-term bene­fit to the Cairngorms’ tour­ism eco­nomy with the poten­tial cre­ation of an asset bring­ing sig­ni­fic­ant addi­tion­al interest to the tour­ism eco­nomy of the Nation­al Park.

3. The poten­tial Green Recov­ery Plan invest­ment at this junc­ture is the pro­vi­sion of £0.040 mil­lion in grant sup­port as part of a £0.120 mil­lion fund to fully spe­cify and secure per­mis­sions required to enable full con­tract award and build. It is anti­cip­ated that many of these costs could be recovered from the cap­it­al grants for the full deliv­ery pro­ject should these be secured. How­ever, the out­lay is needed at this junc­ture to pro­gress the pro­ject spe­cific­a­tion and poten­tially sup­port the gain of this asset for the loc­al com­munity and the Cairngorms more widely. With no guar­an­tee of recov­ery of the out­lay from future fund­ing at this junc­ture, the pro­posed invest­ment would there­fore fall as a call on ²⁰²⁰⁄₂₁ rev­en­ue resources.

4. The fund­ing is inten­ded to sup­port the pro­ject pro­pos­al through the remain­ing form­at­ive stages of devel­op­ment and spe­cific­a­tion, through to secur­ing all fund­ing sup­port for the full con­struc­tion pro­ject. This will require all aspects of design and devel­op­ment activ­it­ies includ­ing: spe­cific­a­tion and design; busi­ness plan­ning; site explor­a­tion and acquis­i­tion; all appro­pri­ate land and plan­ning per­mis­sions and deal­ing with vari­ous require­ments of all poten­tial match fun­ders. While the final­isa­tion of these pro­pos­als is there­fore some time away, the injec­tion of devel­op­ment fund­ing provides a sig­ni­fic­ant sup­port to this poten­tial longer-term eco­nom­ic and tour­ism devel­op­ment while provid­ing the vari­ous busi­ness bene­fits asso­ci­ated with the evol­u­tion of a large scale cap­it­al pro­ject of this type.

Cap­it­al Investment

1. The out­line cap­it­al pro­gramme which forms a key ele­ment of the draft Green Recov­ery Plan is also set out in the Plan doc­u­ment con­sidered else­where on the Board’s agenda.

2. The cur­rent items iden­ti­fied for the cap­it­al pro­gramme is repro­duced at Annex I to this paper, restruc­tured into a dia­gram show­ing those pro­jects that are ​“shovel ready”, i.e. ready to be deployed sub­ject to fund­ing avail­ab­il­ity. The dia­gram indic­ates the devel­op­ment­al stages of oth­er cap­it­al invest­ment ideas on the basis of the degree to which per­mis­sions (plan­ning, land own­er) have been secured and the degree to which the detailed spe­cific­a­tion of the pro­ject has been completed.

3. One pro­ject, the Glen­more route for Non-Motor­ised Users, with estim­ated invest­ment require­ment of £0.150 mil­lion, has pro­gressed through a first and second cut of poten­tial pro­jects under con­sid­er­a­tion by Scot­tish Gov­ern­ment for any in-year real­loc­a­tion of cap­it­al funds. This pro­ject seeks to build on invest­ment already secured for Glen­more through the Stra­tegic Tour­ism Invest­ment Fund by provid­ing a fur­ther path exten­sion in Glen­more to sup­port act­ive travel.

4. There is some poten­tial there­fore that this pro­ject will be com­mis­sioned in the year, and this may be at short notice. The Board’s approv­al to this pro­ject being added to its approved cap­it­al pro­gramme and oper­a­tion­al plan is there­fore reques­ted at this juncture.

5. The wider cap­it­al pro­gramme will remain sub­ject to ongo­ing mon­it­or­ing and devel­op­ment: updat­ing on the status of pro­jects as their situ­ation evolves around devel­op­ment of spe­cific­a­tion and secur­ing plan­ning per­mis­sions required. We will update the Fin­ance and Deliv­ery Com­mit­tee on the evol­u­tion of the cap­it­al pro­jects on an ongo­ing basis, with any spe­cif­ic fund­ing decisions being taken by the Com­mit­tee or the Board as appro­pri­ate to scale of invest­ment and extent to which there has been pri­or Board approv­al to the activ­it­ies involved.

Pro­cure­ment Strategy and Sup­port­ing Loc­al Businesses

1. A key aspect of con­vert­ing the Authority’s gen­er­al invest­ment and more spe­cif­ic ​“Green Recov­ery” actions into loc­al eco­nom­ic bene­fit involves both staff salar­ies which help drive the loc­al eco­nom­ic mul­ti­pli­er of the Cairngorms Nation­al Park, and also let­ting con­tracts to loc­al con­tract­ors and suppliers.

2. The Authority’s Pro­cure­ment Strategy, approved by the Audit and Risk Com­mit­tee in 2018, already sets out a focus for our con­tract­ing activ­ity to sup­port the loc­al eco­nomy of the Cairngorms Nation­al Park as far as is pos­sible with­in the wider para­met­ers of pub­lic pro­cure­ment reg­u­la­tions. https://​cairngorms​.co​.uk/​r​e​s​o​u​r​c​e​/​d​o​c​s​/​b​o​a​r​d​p​a​p​e​r​s​/​0​2​0​2​2​0​1​8​/​1​8​0​2​0​2​A​u​C​t​t​e​e​P​a​p​e​r​6​A​n​n​e​x​J​o​i​n​t​N​P​A​s​P​r​o​c​u​r​e​m​e​n​t​S​t​r​a​g​e​g​y.pdf

3. The pro­cure­ment strategy recog­nises that a sig­ni­fic­ant pro­por­tion of the Cairngorms eco­nomy com­prises micro busi­nesses and small / medi­um sized enter­prises, and that appro­pri­ate steps need to be taken to sup­port loc­al busi­nesses in tak­ing oppor­tun­it­ies to secure con­tract offers put for­ward by the Author­ity. Such steps can include being mind­ful of the lots made avail­able with­in the tender spe­cific­a­tion, allow­ing where pos­sible for a num­ber of smal­ler lots to be pro­cured rather than a single large con­tract and hence allow­ing bids by a num­ber of smal­ler sup­pli­ers. We will also con­sider the most appro­pri­ate route to mar­ket for the con­tract sup­ply on a case by case basis to ensure we can max­im­ise the expos­ure of our con­tracts to loc­al businesses.

4. Care must always be taken to ensure that the Authority’s actions and use of pub­lic funds remain with­in the para­met­ers of pub­lic pro­cure­ment reg­u­la­tions. We have taken some ini­tial leg­al advice to sup­port the Authority’s work mov­ing for­ward in ensur­ing that we can max­im­ise the scope avail­able to us in pro­mot­ing loc­al eco­nom­ic activ­ity through our pub­lic procurement.

5. In the con­text of the Green Recov­ery Plan, our Pro­cure­ment Strategy also sets out our approach to sup­port­ing action on cli­mate change and seek­ing to ensure that our con­tract­ing activ­ity sup­ports our wider object­ives of a more sus­tain­able economy.

Next Steps

1. The Dir­ect­or of Cor­por­ate Ser­vices and Fin­ance Team will make appro­pri­ate amend­ments to the ²⁰²⁰⁄₂₁ approved budget based on decisions taken by the Board on the con­tent of this paper.

2. Final approv­al to the Sea­son Ranger Ser­vice will res­ult in con­tract awards to selec­ted indi­vidu­als and com­mence­ment of the ser­vice with effect from 15 June.

3. The Man­age­ment Team will con­tin­ue to work with­in the revised budget para­met­ers agreed to deliv­er the exist­ing Cor­por­ate Plan object­ives while also amend­ing deliv­ery plans to accom­mod­ate the suc­cess­ful deliv­ery of the addi­tion­al object­ives estab­lished by decisions on this paper.

Dav­id Camer­on, davidcameron@​cairngorms.​co.​uk 28 May 2020