CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
CAIRNGORMS NATIONAL PARK AUTHORITY 
DRAFT CORPORATE PLAN 2004-2007 
EXECUTIVE SUMMARY 
The Cairngorms National Park Authority (CNPA) became fully operational on 1 September 
2003. This is its first corporate plan. It sets out the CNPA’s vision for the next 5 years as 6 
main themes: 
o To develop a Park for All; 
o To encourage the enjoyment, understanding and appreciation of the special qualities of 
the area; 
o To develop clear, cohesive strategies for the stewardship of the natural resources of the 
National Park; 
o To develop balanced, thriving, stable communities in the Park; 
o To ensure an integrated approach to the Park’s 4 statutory aims by all public bodies 
through the preparation and implementation of the National Park Plan for the Cairngorms; 
o To develop an enabling organisation that is trusted and respected. 
The corporate plan sets out the actions planned to deliver a range of objectives within these 
broad themes. The plan acknowledges that it is difficult to be precise at this early stage of the 
CNPA’s life, and that action plans will be refined over the next few years as the National 
Park Plan is developed and working relationships with stakeholders and partners become 
clearer. 
The proposed funding levels for the corporate plan period are: 
2004/05 2005/06 2006/07 
Total Core Funding £3.76m £4.67m £5.47m 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
CAIRNGORMS NATIONAL PARK AUTHORITY 
DRAFT CORPORATE PLAN 2003-2007 
SETTING THE SCENE 
The National Park 
The Cairngorms National Park, created as the second national Park in Scotland in 2003, has 4 
aims as set out in its founding statute (The National Parks (Scotland) Act 2000): 
• To conserve and enhance the natural and cultural heritage of the area; 
• To promote sustainable use of the natural resources of the area; 
• To promote understanding and enjoyment (including enjoyment in the form of recreation) 
of the special qualities of the area by the public; 
• To promote sustainable economic and social development of the area’s communities. 
The Cairngorms National Park Authority (CNPA) is charged with the statutory purpose of 
ensuring that these National Park aims are collectively achieved in relation to the National 
Park in a co-ordinated way. This integrated approach to the four aims is fundamental to the 
way in which the CNPA sets its priorities and how it goes about its work. It means working 
closely with partners, making sure that the many different policies and funding streams being 
deployed by public agencies in the area are properly “joined up” to maximise their 
effectiveness and efficiency in delivering the Park’s aims. This is explained further below. 
The Board of the National Park Authority 
The CNPA comprises a board of 25 members, as set out in the National Parks (Scotland) Act 
and the relevant designation order, which provides for the establishment of the Cairngorms 
National Park (The Cairngorms National Park designation, Transition and Consequential 
Provisions (Scotland) Order 2003, No.1). Of the 25, 5 are directly elected, 10 are appointed 
on the nomination of the four relevant local Councils, and 10 are directly appointed by 
Scottish Ministers. As required by the legislation, at least 10 members are local; in fact, 18 
members live within the Park. The Convener (Andrew Thin) and Deputy Convener (Eric 
Baird) are chosen from among the membership by the Members of the Board. 
Funding and the Corporate Plan 
As a statutory Non Departmental Public Body, the CNPA is directly funded by the Scottish 
Ministers and is accountable to them. It is therefore required each year to prepare an annual 
report on its activities (which Ministers must then lay before the Scottish Parliament). In 
addition to the core funding received from Scottish Ministers, the CNPA expects to maximise 
funding as appropriate from other sources in delivering its objectives. This could entail the 
CNPA securing funding from other partners in a joint project; acting as the lead organisation 
to secure funding for a project from outside sources (European funding, for example), or 
assisting another organisation or body to secure such funding. 
The CNPA is required by Ministers to prepare a corporate plan for (generally) 3 years ahead 
setting out its aims, how it plans to deliver these, and the funding it considers it requires. This 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
document will generally set out key objectives and associated key performance targets, and 
its strategy for achieving those objectives. It will also generally set out a review of 
performance in the previous financial year. 
However, this is the first corporate plan of the CNPA, prepared within a few months of 
becoming fully operational. It reflects the Board’s early thinking on what it sees as priorities, 
both long and short term for the Park, and in both operational and policy terms for the CNPA 
as an organisation. In the longer term the objectives of the CNPA will be largely determined 
by the National Park Plan which is the statutory strategic plan for the whole National Park; it 
will therefore also reflect the outcome of discussion with a wide range of partners and 
stakeholders. 
So this first corporate plan is to that extent preliminary in nature, and will be updated and 
refined over the coming 3 years as the National Park Plan develops, and as the partnership 
between CNPA and other stakeholders matures. For the moment, however, it sets out the 
CNPA’s priorities, ambitions, its direction, and its plan of work for the coming 3 years. 
THE CNPA AN “ENABLING” ORGANISATION 
The legislative framework under which the CNPA was established makes clear that the 
CNPA is essentially an enabling organisation. It has very few regulatory powers – it can callin 
and determine some planning applications if these have significant implications for the 
Park; and it can make byelaws. It also has statutory duties as the Access authority under Part 
1 of the Land Reform (Scotland) Act. Apart from these, the powers of the CNPA are enabling 
– it can provide assistance, advice and training, it can carry out research, give grants, acquire 
land, enter into contracts, provide (or arrange provision of) information or educational 
services or leisure facilities, it can facilitate access, and generally do anything to facilitate the 
accomplishment of its purpose. 
A complex mosaic of public sector bodies already exists operating within the National Park, 
each with a specific and relatively narrow remit (either in geographical terms of operational 
terms). By contrast the CNPA has a very broad and general remit, covering the whole area of 
the National Park. There is little sense in the CNPA duplicating the functions already being 
delivered by these other statutory bodies; it therefore sees its role as being to add value and 
leadership by “joining up” the activities of the range of other organisations, bringing a degree 
of synergy by coordinating the overlapping responsibilities of other bodies. In some cases a 
function is delivered across the National Park by several different organisations, each only 
active in part of the Park. Here again, the CNPA is able to bring about a degree of 
coordination to issues that need to be addressed on a pan-Park basis, and where a benefit can 
be realised by operating at the level of the National Park. 
There will also be cases where the CNPA’s broad remit means that it is the only statutory 
body able to take an overview of a complex situation in which the viewpoints of other 
organisations are conflicting, simply as a consequence of their relatively narrow and specific 
remit. 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
PRIORITIES 
These are early days for the CNPA, and a detailed plan of our ambition and how we will 
deliver these, remains to be worked up. An important task over the next few years, as for any 
new organisation, will be to build up the sort of organisation – and that means structure as 
well as culture – which is needed to deliver the long-term vision and objectives for the 
National Park. Establishing that long term vision will be a fundamental part of preparing the 
National Park Plan, and is something that we cannot do in isolation or in short order, but is a 
task which we expect to do through engaging with all the stakeholders and partners in the 
Park. So in this, our first year, our priorities in terms of activities for the next 3 years can be 
stated as: 
o To continue what we are doing/have inherited from the Cairngorms Partnership in 
terms of projects and partnership working; 
o To build up the new organisation, and refine our ways of working, including robust 
internal control systems and forward planning systems; 
o To build the NP Plan, local plan and long term policies; 
o Deliver our statutory functions on Planning and Development Control, and as the 
Access Authority; 
o Influence others to deliver the National Park aims. 
Within that context, four policy themes which encapsulate the statutory aims of the Park and 
purpose of the National Park Authority, reflect the Board’s emerging thinking. These themes 
will be refined as the National Park Plan is developed over the next 18 months to 2 years, but 
currently they are the priorities which will drive and guide the work of the CNPA, and 
underpin the 3 year budget attached to this plan. These four priority themes are: 
o To foster a Park for All 
o To encourage widespread enjoyment, understanding and appreciation of the special 
qualities of the area; 
o To develop clear, cohesive strategies for stewardship of the natural resources in the 
Park; 
o To encourage and support a balanced, thriving, stable communities; 
• In addition to these 4 policy themes, we have 2 organisational themes: 
o Integration across the 4 aims of the Park will drive our approach on everything as we 
develop the National Park Plan and the local plan. 
o Create an organisation which is trusted and respected, and works effectively in 
partnership as an enabler. 
OUR AIMS AND OBJECTIVES 
Under each theme, we report on: 
• what we are trying to achieve; and 
• what we have done so far and what we will do in the next 3 years 
In due course we would expect to report on progress as measured against selected indicators. 
For this first corporate plan it is too early to be specific about indicators, but these will be 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
developed as part of our first year’s refinement of the Corporate Plan and work on the NP 
Plan. 
BUDGET 
Annex 1 sets out our proposed expenditure for the corporate plan period 2004-2007. It also, 
for comparison, shows the revised budget for the current year. The budget heads are 
essentially in two categories – operational/organisational costs, and programme expenditure. 
The operational costs cover staffing, board running costs, support and administration. The 3year 
plan period shows modest growth in staff numbers, with the 60 staff proposed for year 3 
still being relatively low compared with comparable national park authorities in the UK. This 
reflects our intention to operate as an enabling organisation, delivering where possible 
through existing organisations and individuals, and buying in expertise when needed to help 
deliver particular initiatives and projects. The staffing levels in corporate support have been 
kept at modest levels, with specialist professional support being purchased under contract. A 
number of major items of expenditure in our first year (2003-04) were necessary as part of 
building the new organisation (office refurbishment, pay and grading review, corporate ID, 
new IT and telephone systems). These costs were one-off, and are not repeated in the 
corporate plan period. 
The programme costs are shown in more detail in Annex 2. These are the “variable” costs 
associated with actually delivering the various outcomes within the 4 priority themes. They 
reflect the costs of giving grant/incentives, running projects, conducting research, buying in 
expertise to advise on/deliver particular outcomes, providing infrastructure (such as core 
paths, for example). Included in these costs are our statutory duties as the Access Authority, 
the Local Plan authority, and the authority responsible for producing the National Park Plan. 
Delivery also, of course, requires staff – these and the other “fixed” or overhead costs of the 
organisation are shown in Annex 1. The total cost of delivery of a priority theme therefore is 
the total of the variable programme costs and the fixed organisational costs - Annex 3 gives 
estimates of the total cost of delivering the various themes, by apportioning the staff costs in 
Annex 1 to the programme costs in Annex 2. While inevitably approximate, this gives some 
feel for the cost of the outcomes covered by the CNPA’s budget. 
The budget costs are our current best estimates - they are difficult to predict with accuracy at 
this early stage, and we will continue to refine them. Our various working groups, recently set 
up, will help to define more clearly how we will progress our various priorities, and may also 
identify new work needed to deliver our themes. Bearing this in mind, there is an item 
“other” under each heading. Another relevant factor is that monies are currently provided by 
partner agencies to help deliver the Park aims (ranger services for example, and path 
infrastructure). We will continue to work with partners to ensure that delivery is coordinated, 
and focused on agreed aims (which will in due course be set out in the National Park Plan), 
and while it may not be important whether it is the CNPA or another agency that the funding 
is delivered through, it is important that the total funding coming into the National Park is 
adequate to deliver the Park Plan, and does actually increase as a result of creating the Park. 
The budget shown in Annex 1 and 2 aims to reflect additional funding coming to the CNPA 
which will be added to that coming from other partner agencies to deliver a particular 
outcome in a better, more focused way for the benefit of the whole park. Notes are added to 
the relevant annexes to explain these assumptions where appropriate. 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
FOSTER A PARK FOR ALL 
Policy theme: 
The Cairngorms National Park must be a Park which is accessible to and able to be enjoyed 
by everyone. It is not a Park just for the fit and the few, or just for the better-off. Making it 
genuinely a Park for All means that the CNPA will take a lead role in making sure that: 
-there is widespread awareness of the Cairngorms National Park: why it is there, its special 
qualities, and what it has to offer (see policy theme 2). 
-there is an integrated transport strategy in place and working to enable visitors and 
residents of all abilities and background to get around within the Park, with minimal 
impact on the enjoyment of the Park by others; 
- people have access to the information they need about the National Park. 
-everyone, including the less able, can exercise and enjoy their right of responsible access 
under the Land Reform Legislation, while respecting the needs of landowners and land 
managers for whom the land is also the basis of their business. 
To deliver this theme we will be focusing on the following over the next 3 years: 
• Infrastructure -We will work with partners to develop an integrated transport strategy, 
and a strategy for signage, information centres, and possibly some Gateway centres at 
entrances to the park. As the statutory Access Authority under the Land Reform 
(Scotland) Act, we will implement and maintain a core path network which is sufficient 
for giving the public reasonable access throughout the Park. We will also work to ensure 
that information about the path network is accurate, helpful and widely accessible, and 
signage of paths is effective. 
• Access Management - As the Access Authority under the Land Reform (Scotland) 2000, 
we will set up a local access forum to advise on and assist with disputes about the 
exercise of access right, the existence and delineation of rights of way, and the adoption 
of a core path network. The CNPA will publicise the Scottish Outdoor Access Code. 
• Ranger Services – the CNPA will work with the many different (approximately 12) 
ranger services (public, private and voluntary sector-run) that currently exist within the 
National Park to agree how best to provide the equivalent of a pan-Park ranger service, 
and what functions this would deliver. 
• Information provision -as mentioned under the next policy theme, the CNPA will take a 
lead in ensuring a coordinated approach to information provision to ensure that 
information for is accurate, up to date, innovative and accessible, and uses a full range of 
media as appropriate. 
• All Abilities-The CNPA will work to ensure access for all abilities becomes integrated 
into thinking across Park by all organisations. It will also work to ensure that recreational 
facilities and in particular paths provide for the needs of people of all abilities. 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
• Youth – the CNPA recognises the importance of ensuring that young people are able to 
get involved in the National Park, to feed in their ideas, and to understand and enjoy it. 
Programmes of youth involvement will be developed, including local schools, the Youth 
Parliament, and universities, tailored to their needs. 
• Health and Fitness – The CNPA will be looking to encourage enjoyment of the outdoor 
recreation opportunities of the Park as a means of enabling people to improve their health 
and fitness. 
• Social Inclusion –the CNPA will look at ways of reaching out to socially excluded 
groups within and outwith the CNP to increase their understanding and appreciation of 
the natural environment 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
FOSTER A PARK FOR ALL 
Aim Progress so far (end ’03) Actions in next 3 years 
Put infrastructure in place: Gateways and core 
path plan (CPP) 
As the statutory Access Authority implement 
and maintain a core path plan and facilitate 
the implementation of the statutory right of 
responsible access. 
Access management and implementation of 
access legislation through discretionary 
powers. 
Gateways and information working group set 
up. 
Access working group set up. 
Access working group set up. 
Involvement of CNPA in Upper Deeside 
Access Trust. 
Put up roadside signs to the Park and 
marking Park entry points. 
Agree strategy for information and 
interpretation, and for gateway centres, and 
help implement. 
Agree criteria for CPP in consultation with 
Scottish Executive and neighbouring access 
authorities. 
Establish CPP and agree maintenance 
programme. 
Contribute to development and maintenance 
of Speyside Way LDR and possible 
extension. 
Set up one or more Access forum(s). 
Uphold the rights of responsible access. 
Promote the Scottish Outdoor Access Code. 
Ranger Services Rangers working group set up. Audit of ranger Agree on delivery of pan-Park ranger 
functions underway. functions, probably through existing ranger 
Annual rangers conference being held. services, and put into effect with partners. 
Information provision: websites, written Being considered by Gateways working group. Coordinate provision of comprehensive and 
tourist guides; signage. readily accessible information about the 
Park for visitors. 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
Aim Progress so far (end ’03) Actions in next 3 years 
All Abilities-work to ensure access for all 
abilities becomes integrated into thinking 
across Park by all organisations. 
All abilities network in place. Park for All 
working group set up. Integrated Public 
Transport working group set up. 
Specific actions to be proposed by working 
groups, but to include: 
-.Improve access for all across the CNP 
using sustainable tourism charter standards 
and models of best practice; 
-Prioritise sites involved in survey by 
Cairngorms Partnership/Woods for All;. 
Programmes of youth involvement. Youth manifesto published Feb 2002. Youth 
group with representatives from local schools. 
Involvement with the Scottish Youth 
Parliament. Youth website being developed. 
Conference in 2004 involving schools and 
SYP. 
Identify and take forward ideas in Youth 
Manifesto. Consider setting up junior ranger 
scheme. 
Develop links between schools and CNPA. 
Health and Fitness Cairngorms Health and Fitness project Encourage similar projects to develop 
underway in Badenoch & Strathspey. throughout the Park. 
Social Exclusion John Muir Award project underway. Continue John Muir award, encouraging 
young people to discover and explore wild 
places, and conserve their special qualities. 
Develop social inclusion strategy for the 
Cairngorms. Identify priority groups to 
reach out to and develop programmes to 
increase their participation in the National 
Park. 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
ENCOURAGE ENJOYMENT, UNDERSTANDING AND 
APPRECIATION OF THE SPECIAL QUALITIES OF THE AREA 
The policy theme: 
We believe that we must ensure that everyone who comes to the Park can fully appreciate, 
understand and enjoy its special natural and cultural heritage and its recreational 
opportunities. In particular this must be a place where people from the more populous areas 
can come and enjoy the mountains, forests, rivers, lochs and wildlife. That 39% of the Park is 
designated for its natural heritage interest is an indication of the national and international 
importance of the area. For a sustainable future it is essential that visitors, local businesses 
and local residents alike understand and respect those special qualities which underpin much 
of the local economy, management of recreation, the quality of the tourism experience, and 
decisions on planning and development control. 
To deliver this theme we will be focusing on the following over the next 3 years: 
• Balance: The CNPA’s statutory purpose is to take a collective and coordinated 
approach to delivering the four statutory aims of the National Park. We will in 
conjunction with partner organisations develop effective decision-making frameworks 
for addressing perceived conflicts between conservation and social/economic 
development. 
• Information: We will ensure an integrated approach to providing orientation, 
information and interpretation about the National Park to visitors. Information is 
provided by a range of partners (tourist boards, individual attractions, local 
authorities, SNH, etc) in a variety of forms (websites, leaflets, newsletters and 
articles, etc) and covering various requirements (maps, where to eat, where to stay, 
what is on, etc). The CNPA will provide a lead in a coordinated approach to ensure 
that interpretation is effective and helpful to visitors, and conveys accurate and 
consistent messages about the National Park. We will put in place arrangements for 
measuring understanding and appreciation by establishing an early baseline, and 
subsequent measurement at intervals. 
• National Park brand: We aim to develop a brand and enable and manage its use by 
businesses (for example, for quality assured food produced within the Park). 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
ENCOURAGE ENJOYMENT, UNDERSTANDING AND APPRECIATION OF THE SPECIAL QUALITIES OF THE AREA 
Aim Progress so far (end ’03) Actions in next 3 years 
Balance: Put in place effective 
decision –making framework for 
dealing with conflict. 
Need identified for a project with partners, bringing in 
appropriate range of expertise, to develop a structured 
process for decision-making which can be used by 
CNPA and other bodies. 
Complete a project to develop decision 
framework incorporating section 9 principle 
(“Sandford”). Aim to develop in partnership 
and to publicise so decision making is 
transparent and evidence-based. 
Orientation, Information & 
Interpretation: Ensure an 
integrated approach. 
Gateways working group to consider. Deliver a comprehensive programme of 
information provision which is coordinated 
across the Park, which dovetails with 
provision by other organisations, and which is 
of the highest standard. 
Develop a brand, and Tourism working group and Food marketing working Create a brand and logo. 
enable/manage use by businesses group set up to consider. Develop criteria for ensuring the quality of 
(e.g. food production) and products promoted under the brand. 
tourism bodies Specific actions to be identified by working 
groups. 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
DEVELOP CLEAR, COHESIVE STRATEGIES FOR 
STEWARDSHIP OF THE NATURAL RESOURCES OF THE 
NATIONAL PARK 
The policy theme: 
We believe that we must have structured and focused strategies for the stewardship of the 
natural resources of the Park, coupled with effective visitor management systems. This will 
ensure that this wonderful landscape can be enjoyed by everyone and yet at the same time be 
managed in a way that provides for good local food production, timber production, traditional 
field sports where appropriate, and protects and enhances a diversity of key species and their 
habitats. Key to this will be the appropriate balance of regulation, incentive and best practice 
to deliver public expectations. 
To deliver this theme we will be focusing on the following over the next 3 years: 
• Land management schemes. We will be working with the Scottish Executive and our 
partners and land managers in the Park to ensure that land management support schemes 
are developed which are integrated and appropriate to the needs and aims of the National 
Park. 
• As part of this, we will be taking a lead in developing a shared understanding of the 
“public goods” which the public sector will purchase from land managers, and incentive 
schemes that may be developed to achieve the management of farmed as well as nonfarmed 
land in ways that will help deliver these. 
• We will work with partners to develop an effective mechanism for integrating effective 
land and water management in the context of river basin management planning within 
the Park. 
• We will aim to find ways of ensuring streamlined administration, providing assistance 
with access to schemes by working with partner organisations which already offer land 
management incentive schemes. 
• We will help develop best practice guidance on sustainable natural resource stewardship 
by initiating research projects. 
• We will develop planning policies which support the conservation and enhancement of 
the natural heritage, including minimising the use of energy, water and other resources 
and reduce production of waste. 
• Biodiversity -we will help to maintain and enhance biodiversity in the National Park 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
DEVELOP CLEAR, COHESIVE STRATEGIES FOR STEWARDSHIP OF THE NATURAL RESOURCES THE NATIONAL PARK 
Aim Progress so far (end ’03) Actions in next 3 years 
Land management schemes. Agriculture working group set up. 
Discussions on-going regarding the value of 
targeted land management contracts to 
deliver Park aims. 
Re Agriculture: Dependant on outcome of discussions on 
CAP reform. 
Discuss with key partners mechanisms to achieve the best 
balance of incentive /regulation /best practice in other land 
management sectors. 
Develop with partners mechanisms to ensure nature 
conservation designations benefit wildlife and land 
managers. 
Work with SEPA and SEERAD to develop an effective 
mechanism for integrating effective land and water 
management 
Shared understanding of the Informal discussions started with Set up forum in which to develop and coordinate thinking 
“public goods” which the public stakeholders. among stakeholders. 
sector will purchase from land Specify and implement research project to define the 
managers “public goods”, identify how current schemes deliver 
these, and how to fill gaps. 
Streamlined administration of the Need identified for piece of work to set out Draw up report on comprehensive list of current schemes. 
various incentive schemes total range of schemes in operation. Set up working groups with partners to analyse and 
operated by public bodies and identify scope for pilot scheme within Park to provide 
assistance with access to schemes. improved access to schemes and streamlined delivery. 
Best practice guidance on None so far. Work with partners to identify what currently exists, and 
sustainable natural resource scope for additional guidance tailored to the Park. 
stewardship. 
Biodiversity Local Biodiversity Action Plan (LBAP) 
inherited for the area; steering group has 
continued to oversee implementation. 
Continue the implementation of the LBAP. 
Consider how CNPA can ensure aims of the project can 
best be continued after end of funding period. 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
ENCOURAGE AND SUPPORT BALANCED, THRIVING, STABLE 
COMMUNITIES IN THE PARK 
The policy theme: 
We want to ensure vibrant, balanced and stable communities throughout the National Park. 
This must be a Park where young people can see a good future for themselves, where they 
can find work, training, affordable housing, and where they wish to and are able to bring up 
their families. We want to encourage and enable businesses and local communities to build a 
thriving local economy which has the natural and cultural heritage at its heart, and which as a 
result is sustainable both environmentally and commercially – businesses will not destroy the 
fabric which underpins their activities, and businesses which thrive locally will result in more 
money being spent in local garages, restaurants, shops, etc, which in turn helps to create 
thriving communities. And in order to thrive, businesses need a skilled workforce, who in 
turn need affordable houses to live in. 
To deliver this theme, we will be focusing on the following outcomes over the next 3 years: 
• Housing -We are, and will continue, working with partners to implement the 
Cairngorms Housing Strategy. We will also develop and pilot a scheme(s) for 
providing affordable housing through housing investment and ownership based on as 
yet undefined residency criteria (i.e. measures in addition to the existing Cairngorms 
Housing Strategy and focused on promoting private investment in and ownership of 
houses within the CNP by local people.) A Housing Development Working group has 
been set up to take this work forward. 
• Capacity building in Communities -A successful National Park will be one in which 
communities (local communities as well as communities of interest) are able to play 
an active and effective role working with and advising the CNPA and other agencies. 
The CNPA aims to help communities develop the capacity to be effective partners 
and consultees on a range of important issues such as the National Park Plan and local 
plan. Effective use of electronic communications (possibly including wider 
availability of Broadband), training in its use, and effective systems of making the 
right information available in readily accessible forms, will be areas the CNPA will 
focus on. 
• Business-the CNPA aims, in conjunction with the enterprise networks, to help create 
a business environment that can sustain quality employment and enable businesses to 
expand and develop while protecting the natural and cultural heritage. It will work 
with business to create career opportunities, linked to the Park’s aims and to this end 
aims to develop and pilot a Park-oriented apprenticeship scheme(s). 
• Tourism – the Cairngorms National Park is a large area with tremendous tourism 
potential. The CNPA aims to establish, working with Tourist Boards and local 
businesses, a co-ordinated Park-wide approach to sustainable tourism through the 
preparation and implementation of a sustainable tourism strategy including a 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
marketing strategy and brand for the whole Park, based on the special qualities and 
attractions of the area and the establishment of a hallmark of quality. 
• Planning and development Control – The CNPA will call in and determine those 
planning applications which are of general significance to the Park’s aims, with a 
view to ensuring a consistent approach to sustainable development, and to good 
design. Decisions will be based initially on the development plans inherited from the 
4 local authorities, but over the next 3 years a local plan for the National Park will be 
prepared. 
• Cultural heritage – the CNPA aims to develop and implement a strategy for 
encouraging participation in and raising awareness of the area’s rich cultural heritage. 
• LEADER+ programme - The overall aim of the LEADER + programme in Scotland 
is to “pilot and communicate innovative approaches to rural development that will 
promote the sustainable economic, environmental and social development of 
Scotland’s rural communities”. The Cairngorms programme is focusing on “helping 
the local communities make best use of natural and cultural resources”. 
Approximately £200,000 is available each year to support local projects through these 
funds. The programme in the National Park runs to 2005. 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
ENCOURAGE AND SUPPORT BALANCED, THRIVING, STABLE COMMUNITIES IN THE PARK 
Aim Progress so far (end ’03) Actions in next 3 years 
Housing Cairngorms Housing Strategy in place. Project 
group, with partners, established to implement. 
Working group established to develop scheme for 
affordable housing to purchase. 
Help to coordinate delivery of Housing 
Strategy. 
Develop and implement a pilot scheme for 
new approaches to affordable housing 
through housing investment and 
ownership based on residency criteria. 
Capacity building in Communities Support officer provided for Cairngorms 
Community Councils Group. 
Community communication and development 
survey in hand. 
Involvement in community planning by local 
councils. 
Consider best way of supporting/enabling 
Community Councils so they can be 
effective in helping to deliver Park aims. 
Look to implement recommendations 
flowing from survey of Community 
Communication and Development 
(completed Nov 03). 
Continue involvement in community 
planning. 
Business Application made for land based business training 
scheme – to help land-based businesses be more 
competitive, improve the quality of their jobs. 
Seminar with business community. 
Continue to look for ways of ensuring 
constructive dialogue with view to 
enabling rural businesses to thrive and 
help deliver Park aims. 
Consider hw to put in place a Parkorientated 
apprenticeship scheme. 
Consider facilitation of Broadband 
provision. 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
Aim Progress so far (end ’03) Actions in next 3 years 
Tourism Tourism working group set up. 
Work started on investigation of potential for 
European charter for Sustainable Tourism 
Marketing strategy commissioned for whole NP. 
Proposal for coordinating function on pan-Park 
tourism issues to be taken on by CNPA, working 
with VS and ATBs. 
Development of a sustainable tourism 
strategy with 5-year action plan, with 
possible application for European Charter 
status. 
Implementation of marketing strategy. 
Provision of pan-Park information for 
tourism industry. 
Strategy for promoting National Park as 
visitor destination. 
Planning and Development Control. Planning Committee set up, meeting fortnightly. 
Working protocol agreed with local authorities. 
Criteria for call-in to be refined over time 
in light of experience. 
Protocol and working arrangements to be 
kept under review. 
Good design guide. 
Cultural heritage Audit of cultural assets in hand. 
Senior Feis development in Badenoch and 
Strathspey. 
Develop cultural heritage strategy. 
Prepare Gaelic language plan to see how 
use of the language can be strengthened 
and encouraged in the Park. 
LEADER + We continue to manage the programme and 
promote its uptake through the area. 
Continue to support the LEADER+ 
programme through officer support and 
accommodation. 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
INTEGRATION – THE NATIONAL PARK PLAN 
Policy theme: 
The CNPA’s statutory purpose is to take a collective and coordinated approach to delivering 
the four statutory aims of the National Park. The four aims cannot be considered in isolation 
as they are all inextricably linked one with another. The major vehicle for delivering this 
integrated approach will be the National Park Plan, which the CNPA must prepare, setting 
out “its policy for managing the National Park and coordinating the exercise of the CNPA’s 
function and the function of other public bodies and office holders so far as they affect the 
National Park, with a view to accomplishing the CNPA’s statutory purpose.” The National 
Park Plan must be approved by Scottish Ministers, and all public bodies will be required to 
have regard to it in exercising their functions (insofar as they affect the National Park). 
We will be working closely with public, private and voluntary sector organisations to put 
together a National Park Plan which sets out a strategy for delivering a number of key 
objectives for the National Park – these will be objectives which have been agreed by a wide 
range of public, private and voluntary sector organisations, and which will be delivered not 
just by the National Park Authority, but by a range of other organisations. The document will 
represent a partnership agreement for the National Park. In preparing the National Park Plan, 
we will be looking to develop effective ways of consulting others and seeking constructive 
input; it will also be looking to develop effective indicators and means of monitoring progress 
with an integrated delivery of the aims of the Park over the subsequent years. 
To deliver this theme we will be focusing on the following over the next 3 years: 
• Prepare a National Park Plan – we aim to present a draft National Park Plan, in 
accordance with the provisions of the National Parks (Scotland) Act, to Scottish 
Ministers in April 2005. 
• Preparing a Cairngorms National Park Local Plan – The CNPA now has the 
statutory responsibility for local plan(s) in the National Park. Four local plans 
currently cover the National Park, and the CNPA will produce a new local plan for the 
Park providing consistency across the area and helping to deliver the 4 aims of the 
National Park. It will be a major tool for delivering the National Park Plan, and will 
flesh out the strategic framework provided by the Park plan. 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
INTEGRATION – THE NATIONAL PARK PLAN 
Aim Progress so far (end ’03) Actions in next 3 years 
Prepare National Park Plan General approach and timetable approved by 
Board 12/9/03. 
Staff being recruited. 
NP working group set up by Board. 
Preliminary scooping discussions at officer 
level started to engage stakeholders. 
Prepare: 
-A State of the Park report – to collate and analyse 
existing knowledge of Park and its assets. It will 
suggest indicators of change. 
-Policy context – report pulling together the range of 
national policies 
-Public Funding streams – report on the various 
streams of funding flowing into the Park through public 
sector agencies. 
Set up an advisory panel on joined up government 
within the Park. 
Conduct a series of meetings and consultations 
throughout 2004. 
Aim to submit a draft plan to Scottish Ministers spring 
2005. 
Prepare Local Plan Staff recruited. 
Working groups set up by the CNPA. 
Carry out public consultation exercise (possibly with a 
specifically appointed community worked), aiming to 
synchronise with consultations on the National Park 
Plan as far as possible. 
Formulate policies and proposal maps. 
Aim to publish a finalised draft Plan for comment in 
2005. 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
DEVELOP AN ENABLING ORGANISATION THAT IS TRUSTED 
AND RESPECTED 
Policy theme: 
The issues that face the Cairngorms National Park are complex. Finding solutions where 
there are several competing interests requires an organisation that has the ability to take an 
overview; bases its conclusions on sound evidence and analysis; is even-handed and is 
competent. This requires the organisation to have very able, experienced and well qualified 
staff, but importantly, staff who are able to engage effectively, and if necessarily robustly, 
with all parties to an issue. 
As a public body, the CNPA must also be mindful of the need to be open and transparent in 
its decision making processes, and to account for use of public funds. 
To deliver this theme we will be focusing on the following over the next 3 years: 
• Recruitment – we will identify priorities for the organisation and recruit able staff to 
take these forward. Recruitment will be on the basis of competition to ensure high 
quality staff. 
• Organisational structure-we will establish arrangements which create and maintain a 
cohesive organisation which recognises and rewards good performance, and which 
provides for staff development. In particular, we will put in place a bespoke pay & 
grading system; an annual staff appraisal system; training and development plans; 
encourage secondments and loans between the CNPA and other organisations 
(private, public and voluntary sector). 
• Culture – we will work to create an organisation which values its staff and Members 
and their contributions to the National Park; which has a clear understanding and 
recognition of its “customers” (i.e. who the organisation is there to serve); and is 
outward facing in everything it does. 
• Partnership Working – we will work closely with partners, in the public, private and 
voluntary sectors, to deliver the aims of the Park and the National Park Plan. We will 
clarify with partners our role as an enabling organisation, not duplicating or 
substituting for the work of others, but coordinating and facilitating activities of 
others in ways which bring added value, making things happen which otherwise 
would not have done, and helping to find solutions in cases of conflict. The overriding 
aim will be to benefit the National Park and meet its aims. 
• Communication- we will establish efficient communication systems within and 
without CNPA involving the use of electronic communications where possible, an 
informative and accessible website (with good linkages), and a newsletter to all Park 
residents. Effective communications are also important for staff and Members, 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
operating across such a large Park area, and in view of the constraints imposed by bad 
weather in the winter. All staff and members will have access to e-mail, the intranet, 
and a video conference link between the CNPA offices. 
• Openness and Accessibility – we will ensure the organisation is accessible to the 
public and to other organisations who wish to engage with us. This will include 
ensuring that formal board meetings and committee meetings are publicised and open 
to the public; that board papers and other information are readily accessible (though a 
variety of means), and that the CNPA has an appropriate presence at different 
locations in the Park. 
• Operational Effectiveness and efficiency – we will ensure arrangements are in place 
(principally through the establishment of Committees), to enable the Board to have a 
level of oversight of the operation of the organisation compatible with their taking 
responsibility for the organisation. We will also ensure that effective internal control 
systems are in place and are used, to provide accountability and efficient use of 
resources. We will establish an effective internal greening policy within the CNPA. 
• Training – we will ensure a continuous programme of training for board members 
and staff is implemented. 
• Perception – we will aim to be justly seen as a trusted and respected organisation, and 
will establish systems for assessing and monitoring how we are perceived. 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
DEVELOP AN ENABLING ORGANISATION THAT IS TRUSTED AND RESPECTED 
Aim Progress so far (end ’03) Actions in next 3 years 
Staff recruitment Senior management team recruited by Dec’03. 
Further staff recruitment completed Jan’04 
taking staff numbers up to 42. 
Recruitment as required, expected to take staff 
complement up to 60 by 2006/07. 
Organisational structure: Put in 
place a pay & grading system; 
annual appraisal system; training 
and development plans. 
In progress – due for implementation April 
2004. 
Put in place arrangements for monitoring 
effectiveness of appraisal system and training uptake. 
Culture: be an outward facing 
organisation. 
Board agreement to setting up of advisory 
groups, working groups, and seminars to ensure 
involvement of stakeholders. 
Continue to monitor effectiveness and remit of 
outward facing groups (working groups, advisory 
groups), and need for additional groups. 
Partnership working: work closely 
with partners. 
Meetings at officer and Convener level with 
major partners. 
Continue to foster close working contacts. 
Seminars planned with staff of major partners to 
establish clear understanding of role of CNPA. 
Establish efficient and effective Head of Communications in post Feb ’04. Communications strategy to be put in place. 
communication within and without Bespoke website in place. Newsletter to all Park Website to be developed to maximise use as a 
CNPA residents started. communications forum. 
All Members on e-mail. 
Openness and accessibility. Formal meetings of Board and Committees 
publicised and open to public. Open evenings 
for Board to meet public each month in 
different community. 
Put in place systems to gather feedback and monitor 
effectiveness. 
Put in place internal control systems 
and keep under review. 
Range of internal control systems in place. 
Audit committee in place. External auditor 
appointed – internal auditor to be appointed by 
end financial year. 
Rolling programme of internal audit reviews to 
ensure economy, efficiency, effectiveness. Continued 
use of audit committee in challenge role. 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
Aim Progress so far (end ’03) Actions in next 3 years 
Operational effectiveness and Committees established for Finance, audit, and Put systems in place to monitor. 
efficiency. Staffing & Recruitment. 
Establish an effective internal greening policy within 
the CNPA. 
Training: put in place a programme Board training completed on planning, being an Regular review of Board requirements, and 
of continuous training. NDPB board member (disability awareness requirements for training as an organisation (staff and 
training planned early 2004). Members). 
To be justly perceived as a trusted Early days. Find ways of monitoring perceptions. 
and respected organisation 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
APPENDIX 1 – 3 YEAR BUDGET 2004-2007 
BUDGET HEAD 
Staff numbers 
Staff Salaries 
Other Staff Costs 
Staff recruitment 
T&S (2%) 
Pool Car 
Training 
Sub total 
Board Costs 
Member salaries 
T&S for Board Members 
Member training 
Board meeting costs 
Committee Meeting costs 
Adv Gp and Wkg Gp costs 
Sub-total 
Accommodation 
Office rent - GoS 
Office rent - Ballater 
Temporary Accommodation 
Rates/refuse/water 
Insurance 
Cleaning 
Heat & Light 
Office maintenance and refurbishment 
Furniture, fittings, equipment 
Ditto 
IT hardware 
Sub total 
Office Services 
Telephone 
Postage 
Stationery, p'copying, gen office svcs 
Ditto 
Ditto 
Printed stationery 
Library and newspapers 
Sub total 
Publications and PR 
Corporate ID (including website)
PR adviser
Publications
l i0 0 
498 
2003-04 2003-04 
OriginaRevsed 
523,456 573,159 
70,000 160,231 
9,402 37,014 
7,976 10,926 
6,000 8,873 
93,378 217,044 
173,358 189,717 
37,500 10,893 
20,500 17,503 
3,500 5,699 
3,600 7,243 
6,400 6,375 
244,858 237,430 
72,500 30,714 
61,130 3,162 
2,175 5,565 
18,199 20,521 
6,935 6,553 
5,280 5,701 
97,880 264,273 
46,000 7,003 
52,316 
117,500 114,840 
427,599 510,648 
8,846 9,278 
8,125 7,247 
10,474 7,203 
5,253 
5,000 4,155 
1,384 2,941 
33,829 36,575 
169,500 51,584 
33,492 18,952 
30,000 36,313 
2004-05 2005-06 2006-07 
40 50 60 
1,416,503 1,850,809 2,228,293 
50,000 50,000 50,000 
35,000 37,000 44,565 
16,000 25,500 25,500 
50,000 57,000 65,000 
151,000 169,500 185,065 
199,212 204,192 209,297 
37,500 37,500 37,500 
10,000 10,000 10,000 
15,000 15,000 15,000 
12,000 12,000 12,000 
273,712 278,692 283,797 
40,000 40,000 40,000 
6,500 6,500 6,500 
0 0 0 
30,000 30,000 30,000 
0 0 0 
15,000 15,000 15,000 
15,000 15,000 15,000 
5,000 5,000 5,000 
15,000 15,000 10,000 
20,000 20,000 15,000 
146,500 146,500 136,500 
20,000 20,000 20,000 
16,000 16,000 16,000 
20,000 20,000 20,000 
10,000 10,000 10,000 
4,000 5,000 5,000 
70,000 71,000 71,000 
5,000 5,000 5,000 
5,000 5,000 5,000 
50,000 60,000 60,000 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
ilii 
(l) 
) 
() 
(i) 
liiii0 
illan iiiBUDGET HEAD 2003-04 2003-04 2004-05 2005-06 2006-07 
Othernfo, events 8,060 27,646 10,000 10,000 10,000 
Sub total 241,052 134,495 70,000 80,000 80,000 
Support Services 
HR Support 95,000 39,735 10,000 10,000 10,000 
Lega support 10,000 7,350 15,000 15,000 20,000 
Accountng support 4,000 4,000 10,000 10,000 10,000 
Accountng supportAnnua Accounts5,000 
IT support (Internet) 6,260 1,034 10,000 10,000 10,000 
(Computers18,481 
Web page8,782 
MiscOther Professonal Support30,250 29,256 20,000 20,000 20,000 
Annua Audit 10,000 12,000 15,000 15,000 15,000 
Subscrptons 5,000 4,370 5,000 5,000 5,000 
Sub total 160,510 130,008 85,000 85,000 90,000 
Programme expenditure 
Existng Commtments 223,750 159,190 316,000 64,420 
New programme spend 1,230,000 1,928,000 2,395,000 
Natona Park P58,500 n new prog. n new prog n new pog 
Sub total 282,250 159,190 1,546,000 1,992,420 2,395,000 
TOTAL 2,006,932 1,998,549 3,758,715 4,673,921 5,469,655 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
APPENDIX 2 – PROGRAMME EXPENDITURE 
j/04 /05 /06 /07PROGRAMME - proects, research, grants. 2003200420052006
Existing commitments 
TOTAL
New Projects, research, initiatives 
PARK FOR ALL 
Signage 
Information centres, info provision 
Core path network (infrastructure) 
Ranger services 
Access management (access forum, etc) 
All abilities projects 
Youth involvement 
Other projects- TBC 
TOTAL 
UNDERSTANDING & APPRECIATION 
Integration of information provision (see Park for All) 
151,373 
316,255 64,420 0 
150,000 200,000 50,000 
30,000 70,000 70,000 
70,000 164,000 190,000 
50,000 150,000 150,000 
30,000 74,000 115,000 
30,000 60,000 60,000 
30,000 30,000 30,000 
20,000 80,000 200,000 
410,000 828,000 865,000 
Awareness raising, education liaison 70,000 90,000 160,000 
Brand development 40,000 90,000 150,000 
TOTAL 110,000 180,000 310,000 
COHESIVE STEWARDSHIP STRATEGIES 
"Public goods" - Research 30,000 50,000 50,000 
Better access /streamlined schemes 30,000 120,000 150,000 
Demonstration and best practice 30,000 50,000 80,000 
Pilot schemes/grants 30,000 80,000 200,000 
Biodiversity project(s) 50,000 50,000 50,000 
TOTAL 170,000 350,000 530,000 
BALANCED THRIVING COMMUNITIES 
Affordable housing - research etc 30000 30000 30000 
Capacity building 50,000 50,000 50,000 
Business 30,000 30,000 30,000 
Apprenticeship scheme 10,000 70,000 150,000 
Tourism - coordination/strategy 100,000 150,000 150,000 
Planning local 
plan and DC research 80,000 80,000 80,000 
Cultural heritage 40,000 60,000 100,000 
First anniversary community events 100,000 0 0 
TOTAL 440,000 470,000 590,000 
INTEGRATION 
National Park Plan 15,000 100,000 100,000 50,000 
TOTAL 15,000 100,000 100,000 50,000 
Sub total - new spend 1,230,000 1,928,000 2,395,000 
TOTAL 1,546,255 1,992,420 2,395,000 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
Notes on Appendix 2 
1. Access Management: this refers to the costs associated with the delivery of duties as the 
Access Authority under the Land Reform Act. It includes the costs of setting up and 
running one or more Access Forums, legal advice, upholding access rights, promoting the 
Scottish Outdoor Access Code, supporting research projects, consulting on the Core Path 
Plan. 
2. Core Path network (infrastructure): this refers to the costs of creating paths and 
maintaining them as the Access authority. During the years covered by this corporate 
plan, ECAP/UDAT continue to make significant contributions to revenue and capital 
costs, but this project will come to an end in 2006. Funding levels required by the CNAP 
to maintain the core path network may therefore need to increase in the years following 
this corporate plan. 
3. Rangers: These figures assume that funding levels currently provided through public 
sector agencies will continue – the figure shown here is the additional amount considered 
necessary to provide an enhanced and coordinated ranger service across the Park. Further 
discussion will be needed with those public sector partners to clarify and agree how the 
totality of funding should be delivered to provide the equivalent of a pan-Park ranger 
service. 

CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Annex 1 5/12/03 
APPENDIX 3 – TOTAL COSTS OF DELIVERING PRIORITY THEMES 
2004/05 % 2005/06 % 2006/07 % 
Park For All 980,000 26 1,177,000 26 1,600,000 29 
Understanding & 
Appreciation 
433,000 11 538,000 12 649,000 12 
Stewardship of 
Natural Resources 
560,000 15 789,000 17 961,000 17 
Balanced & 
Thriving 
Communities 
1,198,000 32 1,391,000 30 1,574,000 29 
Integration 534,000 14 592,000 13 542,000 10 
Developing the 
Organisation 
127,000 4 170,000 4 143,000 3 
TOTAL 3,760,000 4,567,000 5,469,000 
Note: Totals slightly different from totals in Annex 1 because of rounding effects.