WARNING - By their nature, text files cannot include scanned images and tables. The process of converting documents to text only, can cause formatting changes and misinterpretation of the contents can sometimes result. Wherever possible you should refer to the pdf version of this document. Introduction The purpose of this corporate plan is to: .. Set out how we will allocate our resources in the 3 years 2008-2011; .. Inspire and guide the work of staff and Board Members; .. Explain how we are helping to deliver, with partners, the Cairngorms National Park Plan for 20072012, and .. Show the special contribution which the Park and the Park Authority can make to the Scottish Government’s delivery Framework, which sets out a common set of objectives and outcomes for the whole of the public sector in Scotland. It is therefore set out in three parts: Part A: The Cairngorms National Park and Our Role; Part B: Our Contribution to the Cairngorms National Park Plan Part C: Our contribution to the National Performance framework Part A: The Cairngorms National Park and Our Role The Cairngorms National Park The Cairngorms National Park has exceptional wild, natural and cultural qualities. Established in 2003, it is the largest National Park in Britain and as a living, working landscape it is managed so that future .. to create a renowned international destination with fantastic opportunities for everyone to enjoy its special places and .. to be an exemplar of sustainable development showing how people and place can thrive together. to create a renowned international destination with fantastic opportunities for everyone to enjoy its special places and .. to be an exemplar of sustainable development showing how people and place can thrive together. Collectively we want to create a National Park that we are all proud of and which makes a significant contribution to our local and national identity and economy. The National Parks (Scotland) Act 2000 sets out four aims for National Parks in Scotland: • To conserve and enhance the natural and cultural heritage of the area • To promote sustainable use of natural resources in 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’s statutory purpose is to lead and co-ordinate the collective delivery of the national Park aims. The long term success of the Park depends on this integrated approach to managing the Park, and in order to achieve it, a National Park Plan has been prepared in partnership with a wide range of interested parties. An Integrated Approach to caring for the Park The Cairngorms have evolved over many thousands of years strongly influenced by environmental changes and local land uses over the centuries. Due to climate change and social and economic pressure for growth and development the Park is constantly evolving and if this change is to be managed effectively an integrated approach focused on achieving sustainable development within the Park must be achieved. The landscape, habitats and species that give the Park its special character continue to be shaped by environmental changes, land management practices and the local communities which have close connections and dependence on these characteristics and practices. The linkages between these mutually dependent interests call for an integrated approach to managing the Park which means we must work in partnership if we are to achieve our shared vision and create a world-class National Park. The Cairngorms National Park Authority acts essentially as an ‘enabling’ organisation. It has a small budget and small staffing complement and achieves it effects by promoting partnership working and coordinating the work of all those involved in caring for the Park. In particular the Park Authority works closely with a number of public sector partners, local businesses, land managers, communities and 1. We provide a strategic framework for the Park, so that delivery by a wide range of partners is focused on agreed priorities to create a world class National Park. Crucial to this is the Cairngorms National Park Plan, agreed by partners and approved by Ministers in 2007. We coordinate delivery, ensuring effective partnership and good use of resources. 2. We support and add value to activities by those who live and work in the Park, public private and voluntary sector, and which support the National Park Plan. This role can take a number of forms: o Providing the strategic basis for consistent and joined decision making (Local Plan, Core Path Plan, Outdoor Access Strategy, Forest & Woodland framework, Interpretation Strategy, etc) o Acting as coordinator and catalyst for projects and initiatives which are significant contributors to the Park Plan, and which provide a basis for others to build on (such as the Cairngorms Brand, established for businesses and communities to use as a marketing tool, raise awareness of the Park and it special qualities and raise quality and environmental standards of service); o Levering in funding (creating a sustainability fund, a Cairngorms Outdoor Access Trust and other contribution schemes); o Supporting actions/projects with funding (such as the Heather Hopper, Local Biodiversity action Plan delivery); o Facilitating with help/ advice/training (such as the Land Based Business Training Project and support for SRDP) o Influencing and persuading others (participating in Community Planning, catchment management planning) o Piloting new and innovative ways to manage rural areas and become exemplars in sustainable development and land management 3. We deliver functions directly where appropriate: Context The First Five Years Since the CNPA’s establishment in 2003, our efforts have been concentrated on: • Getting ourselves established as an effective operational body; • Setting out how we would prepare an effective strategic framework for the Park, in the form of National Park Plan, Local Plan, Strategic Environmental Assessments, Core Paths Plan, Interpretive strategy, Outdoor access strategy, etc • Significant progress in establishing an identity for the Park, through creation of a Cairngorms brand; award of the European Charter for Sustainable Tourism, installation of high quality entry point markers; • Establishing the ethos of our “enabling” role which would determine how we focused our limited resources. This is described as: adding value to (not duplicating the role of) others/ filling gaps/ supporting and facilitating through funding and advice/ acting as a catalyst for projects which benefitted the Park. Looking forward Those first goals have largely been achieved, with a strong strategic platform now in place for activity in the Park, and working relationships established with a range of partners. With those “building blocks” in place, and the organisation up and running, we are moving into a new phase in which we concentrate on ensuring implementation of the National Park Plan, continuing to develop awareness and appreciation of the Cairngorms National Park, and developing even further the partnership working with others. At the same time, other changes will be taking place which will impact on the organisation’s work: • The first quinquennial review of both Scottish National park Authorities; • A new 7 year Scottish rural development programme will be taking effect; • E-government becoming embedded; • Efficient government targets (2% per annum) set by Government for the organisation; • Scottish Government proposals for simplifying public services, with potential impact on public sector partners and how we work with them; • Introduction of the SEARS initiative in June 2008; • Scottish Government Strategic Delivery framework in place, and the move towards outcome agreements as a means of focusing and monitoring delivery by public sector organisations. Strategic Priorities/Principles for the CNPA 2008/11 Providing a strategic framework for the Park, so that delivery by a wide range of partners is focused on agreed priorities to create a world class National Park. Supporting and adding value to activities of public private and voluntary sector, and which support the National Park Plan, by: - Acting as coordinator and catalyst - Levering in funding; - Supporting actions/projects with funding - Facilitating with help/ advice/training - Influencing and persuading others - Acting as a source of innovation, encouraging and initiating new approaches and new ideas for sustainable care and management of a special place Delivering functions directly where appropriate: - Planning and development management - aiming to ensure a well designed sustainable place to live and work. - Access management - aiming to ensure and facilitate responsible access in the area, which respects the rights of land managers and access-takers. Combining those principles with the vision and objectives agreed with partners in the National Park Plan leads to a number of strategic objectives for the work of the CNPA over the Corporate Plan period. These are the drivers for our decisions on what we do and how we do it, against a background of high expectations and limited resources: a) Ensure the NPP outcomes are aligned to and make the biggest possible contribution to support the Scottish Government strategic priorities and outcomes and coordinate delivery of National Park light touch to give others the best opportunities possible to get involved and benefit from the National Park) d) Develop an effective partnership with land managers for delivery of public benefits in tackling climate change, providing access opportunities, supporting the rural economy through the production of high quality local produce and services, tackling biodiversity loss, and conserving and enhancing the natural and cultural heritage of the Park. e) Ensure communities and businesses are engaged with and benefit from the Park, helping to build their capacity to deliver actions in the National Park Plan and create opportunities for them to flourish. f) Ensure the Cairngorms National Park is used as a major tool for inspiration and education on climate change and the area’s natural and cultural heritage which helps position the Park and Scotland as a high quality sustainable tourism destination that people are proud of. g) Provide an effective, efficient and responsive CNPA service to the public that meets people’s needs, and delivers the objectives of the Single Environment and Rural Services (SEARs) project. Part B: What we aim to achieve in 2008/11- Our contribution to the cairngorms National Park Plan Driven by these 7 strategic priorities, over the next three years the CNPA will deliver the achievements set out in Appendix 1which reflect our statutory duties and our contribution towards delivering the National Park Plan. These achievements are shown under the headings of our corporate functions and the seven Priorities for Action in the Cairngorms National Park Plan, so that the monitoring and reporting arrangements are more easily synchronised. Those seven Priorities for Action in the Park Plan are: 1. Conserving and Enhancing Biodiversity and Landscapes; 2. Integrating Public Support for Land Management; 3. Supporting Sustainable Deer Management; To which we have added for purposes of this Corporate Plan, three further strands of work which apply to all of these priorities: 8. Strategy and Communications 9. Planning and Development Management 10. Corporate Support functions Part C: National Performance Framework – Scottish Government Outcomes The CNPA has a particular contribution to make to the delivery of the Scottish Government’s national performance framework, because of the special qualities of the Cairngorms National Park and the collaborative nature of the CNPA’s role, involving a wide range of stakeholders – public, private and voluntary sector. CNPA Corporate Cairngorms Plan National Park Plan ACTIONS AND ACTION PLANS & ACHIEVEMENTS OUTCOMES National Performance Framework OUTCOMES monitoring monitoring The CNPA’s work for the next three years is presented in Appendix 1 in terms of its contribution to the way they are expressed may be different. Appendix 3 presents a proposed Outcome Agreement, showing how the CNPA’s Grant in Aid will help to deliver the Scottish Government’s outcomes in the National Performance Framework. Because this represents a common approach for all public bodies, expressing our work plans on this basis provides a means, through a common “language”, of reinforcing the partnership working between public sector organisations in the National Park. they are expressed may be different. Appendix 3 presents a proposed Outcome Agreement, showing how the CNPA’s Grant in Aid will help to deliver the Scottish Government’s outcomes in the National Performance Framework. Because this represents a common approach for all public bodies, expressing our work plans on this basis provides a means, through a common “language”, of reinforcing the partnership working between public sector organisations in the National Park. CNPA can make a particularly significant contribution to nine of the fifteen national outcomes (highlighted below): We live in a Scotland that is the most attractive place for doing business in Europe. 1. We realise our full economic potential with more and better employment opportunities for our people. 2. We are better educated, more skilled and more successful, renowned for our research and innovation. 3. Our young people are successful learners, confident individuals, effective contributors and responsible citizens. 4. Our children have the best start in life and are ready to succeed. 5. We live longer, healthier lives. 6. We have tackled the significant inequalities in Scottish society. 7. We have improved the life chances for children, young people and families at risk. 8. We live our lives safe from crime, disorder and danger. 9. We live in well-designed, sustainable places where we are able to access the amenities and services we need. 10. We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others. 11. We value and enjoy our built and natural environment and protect it and enhance it for future generations. 12. We take pride in a strong, fair and inclusive national identity. peop OUR CONTRIBUTION TO THE CAIRNGORMS NATIONAL PARK PLAN CONTRIBUTION TO THE CAIRNGORMS NATIONAL PARK PLAN 1. Conserving & Enhancing Biodiversity and Landscapes to sustain our natural and cultural heritage – in its leadership role, the CNPA will establish a landscape scale framework that supports land management of all areas within the Park to deliver better outcomes for people and the environment. In addition, the CNPA will provide information that is accessible to anyone on biodiversity and cultural heritage resources in the Park and provide direct support for action on the protection of priority species and habitats that other organisations are unable to provide. These achievements will support a number of Scottish Government outcomes including: • We value and enjoy our built and natural environment and protect it and enhance if for future generations • We take pride in a strong, fair and inclusive national identity Achievements What impact will this achievement make A landscape framework is in Future planning and management decisions can be proactive place which supports the and integrated across the Park area. This is a key tool to management of the Park’s address the potential conflicts and tensions inherent in forests, woodland, moorland, managing a variety of natural and cultural resources to upland and farmland areas. achieve sustainable growth within the Park. A mechanism is in place which allows biodiversity information to be collated and accessed by anyone interested in the Park. People can be engaged in collating information that is made available to all to inform proactive management, decision making, and help develop understanding and enjoyment of the biodiversity in the Park. This will allow us and others to prioritise our efforts and resources to best effect. Action on priority species and Encourage and co-ordinate a range of people and habitats most at risk has been organisations to take action to protect and enhance the Park’s stimulated/initiated to stop biodiversity and ensure it is in a good position to adapt to further loss and enhance climate change. biodiversity. Information on the cultural The cultural heritage of the Park has a higher profile, can be heritage resource within the managed more proactively to protect and conserve it, and is Park is collated, accessible more widely enjoyed and understood. This will allow us and and used to conserve and others to prioritise our efforts and resources to best effect. promote the cultural heritage. g gpp to tackle climate change through land management action will also be encouraged by taking a landscape scale approach. These achievements will support a number of Scottish Government outcomes including: • Our public services are high quality, continually improving, efficient and responsive to local people’s needs • We value and enjoy our built and natural environment and protect it and enhance if for future generations • We realise our full economic potential with more and better employment opportunities for our people • We reduce the local and global environmental impact of our consumption and production Achievements What impact will this achievement make Tailored public support Public investment in land management in the Park is co-ordinated to and advice for land best effect so that it helps land managers take the opportunities open managers within the to them to meet their needs and deliver high quality public benefits Park meets their needs on a landscape-scale including benefits which help to mitigate or and is co-ordinated at a adapt to climate change, protect and enhance the Park’s natural and landscape scale. cultural assets and provides public access to and enjoyment of the Park. Proactive advice enables land managers to make the most of the SRDP and other funds to deliver outcomes for the National Park. The Scottish Rural Development Programme has successfully supported land managers and other beneficiaries to deliver a range of public benefits that contribute to the aims of the Park while helping their businesses remain or become more viable and sustainable. Land management Land managers know what action they can take to reduce carbon action on climate emissions and be proactive in adapting to the effects of climate change has been change and how their collective actions can make a significant encouraged/initiated to contribution towards climate change mitigation and adaptation which deliver the best is essential to achieve sustainability. possible impact on tackling climate change. g pp businesses and communities while also needing to be effectively managed to achieve sustainable land management objectives. The CNPA’s role is to encourage interested parties to come together to facilitate an inclusive approach to deer management within the Park that builds understanding and trust and delivers benefits for a range of different interests. These achievements will support a number of Scottish Government outcomes including: • We value and enjoy our built and natural environment and protect it and enhance if for future generations • We realise our full economic potential with more and better employment opportunities for our people Achievements What impact will this achievement make There will be a large-scale patchwork of deer densities across the National Park underpinned by an inclusive deer management planning process Conflict about deer management objectives is reduced, the opportunities for deer management to deliver benefits for a range of interests is realised and the integration necessary to manage deer in the context of other objectives across the Park is delivered. Greater public understanding of deer management So that people are able to engage in discussions about deer management, help reduce conflict about deer management objectives, ands make the most of the resource for local communities and businesses. Opportunities to increase the economic value of wild deer are actively promoted. Deer management contributes as effectively as possible to successful rural businesses and communities. 4. Provide High Quality Opportunities for Outdoor Access to encourage more people to actively enjoy the outdoors – the CNPA is the Outdoor Access Authority for the Park and also provides considerable direct support to deliver this priority for action. The CNPA has a statutory duty to produce a Core Paths Plan for the Park which will focus our collective efforts to ensure a ‘sufficient’ core paths network is managed for everyone to enjoy. These achievements will support a number of Scottish Government outcomes including: • We live in well-designed, sustainable places where we are able to access the amenities and services we need • We value and enjoy our built and natural environment and protect it and enhance if for future generations Outdoor Access Authority The Park Authority delivers its access authority duties to meet duties are delivered people’s needs so that people who visit, live and work in the Park effectively and efficiently are more likely to understand their outdoor access rights and act and advice and support on responsibly when enjoying the outdoors outdoor access rights and responsibilities is promoted and upheld The Core Paths Plan is adopted which identifies over 850 km of key links in the Park’s path network, including around 25 km new paths that will be built and open for public use by 2011 People find it easier to get out and about on the lower ground and to enjoy the special qualities of the Park. Public sector support and investment is prioritised and co-ordinated to ensure the core paths network in the Park is ‘sufficient’, maintained in ‘favourable condition’ and linked to public transport services The Speyside Way is The profile of the Speyside Way, the Cairngorms National Park extended from Aviemore to and the surrounding area will be raised and a wider range of Newtonmore users will be encouraged to actively enjoy this part of the Park which will also stimulate the local economy A Park-wide Trust is in place which provides a mechanism to manage outdoor access projects on a cooperative basis The flexibility provided by a Trust and their dynamic relationships with funding partners will help deliver a wide range of improvements to visitor infrastructure so that people can enjoy the Park in way that does not damage its special qualities. Comprehensive Good quality visitor information is provided for the whole of the information about outdoor National Park and people who may be or feel excluded from recreation opportunities visiting and enjoying the Park have more information about the across the Park is available opportunities available for them to do so. – especially for young people, disabled people and people on low incomes Healthy walking groups are available in every community More residents in the Park who have not actively enjoy the Park are more likely to do so 5. Making Tourism & Business more Sustainable to create a high quality sustainable destination -in its bli lthCNPA ti l d tl lb i d iti tbildth i g, pp pppy own actions and how they affect others own actions and how they affect others • We take pride in a strong, fair and inclusive national identity • We value and enjoy our built and natural environment and protect it and enhance if for future generations • We reduce the local and global environmental impact of our consumption and production Achievements What impact will this achievement make Businesses within the Park Encourages businesses that do not already have quality or provide a high quality, environmental accreditation/standards in place to seek these and environmentally friendly helps the area present a coherent identity raising the profile of the service and benefit from National Park whilst creating commercial benefit for businesses. using the Park brand Businesses within the Park have environmental plans in place Improves standards of environmental management, creates environmental benefits (including reduction in carbon emissions) and increases business profitability through reducing operating costs and demonstrating corporate social responsibility. It also helps underpin the Park’s positioning as a sustainable destination. A voluntary contribution Captures resources to channel towards conservation and scheme for visitors and enhancement of the Park and other activities that maintain and sustainability fund is in improve the visitor experience and local quality of life and creates place to collect funding for a better sense of ‘connection’ with the area for visitors and other conservation initiatives supporters. within the Park. All communities within Enables communities to work with partners in identifying the Park have community prioritised actions for their areas and agreeing who leads on these. action plans in place Allows better targeting of grant resources and other development support. Active support for LEADER has successfully supported local communities and other communities and other beneficiaries to deliver a range of public benefits that contribute to potential beneficiaries the aims of the Park including involving local people in the within the Park to make promotion and enhancement of the cultural and natural heritage the most of of the Park, raising understanding and awareness of the Park and LEADER/other funding providing opportunities to access and enjoy the Park’s special opportunities to lever qualities. extra funds into the Park g • Our public services are high quality, continually improving, efficient and responsive to local people’s needs • We have tackled the significant inequalities in Scottish society • We reduce the local and global environmental impact of our consumption and production Achievements What impact will this achievement make The Local Plan is Provides consistency across the Park and certainty for those using the adopted and planning system. Will help create a well designed, sustainable, area of implemented by the high environmental quality that compliments the built heritage and CNPA and the four landscape of the Park and helps provides affordable places for people Local Authorities to to live and work. help deliver affordable and sustainable housing in the Park Potential sites have Public and private investment in affordable housing cannot be been identified for programmed until there is a certainty of land being available that is housing including likely to receive planning permission. Identification of land in the affordable housing local plan will increase certainty and encourage that investment. Land identified for deposit housing development could create an additional 1640 new houses within the Park of which 25% would be affordable. Action to make a wider range of affordable housing available in the Park has been stimulated/initiated to help people living in the Park Affordable housing has been identified as a priority and 75% of households in the Park can not afford to buy a house in the Park with the affordability gap increasing. In addition, the population profile is an aging one making it harder for businesses to find employees. CNPA initiatives have delivered mechanisms that can deliver a broad range of affordable housing, low and mid cost, via public and private sector that will meet people needs across the Park. This, along with increased and enhanced employment opportunities, will allow more people to remain within the Park who wish to stay, and encourage others to come in who wish to contribute to the Park. In the long run this achievement will contribute to a more balanced demographic profile within the Park. The sustainable design There will be a shared desire to improve the quality of design in terms guide has been of aesthetics and all aspects of sustainability. Once adopted and in adopted to provide a use for decision making the guidance will provide assistance and consistent basis for certainty for those submitting planning applications. It will provide a sing high standards consistent basis f impro i standards the Park Ultimately 7. Raising Awareness & Understanding of the National Park to encourage the people of Scotland to take pride in this special place – as a relatively new National Park the CNPA is expected to lead and facilitate others to raise awareness of the Park and its special qualities. To create a sustainable approach to managing the Park people who visit, live and work in the Park are encouraged to actively get involved in caring for this special place. These achievements will support a number of Scottish Government outcomes including: • We take pride in a strong, fair and inclusive national identity • We value and enjoy our built and natural environment and protect it and enhance if for future generations • We realise our full economic potential with more and better employment opportunities for our people • We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others Ranger services, Tourist A more coherent identity helps raise the profile of the National Information Centres and Park and information about the whole Park is available at other visitor centres across various centres across the Park which will encourage people to the Park are using the Park enjoy other areas within the Park and stay longer brand in a high profile way A National Park web portal is in place and working effectively to meet customers/users needs It is easy to find information about the Park on the web through a single portal which meets/exceeds user expectations and allows them to find out more about the Park and how they can enjoy it and get involved in/contribute towards caring for it Cairngorms National Park is well sign-posted and promoted across Scotland More people are aware of the National Park and how to get there Educational resources have More people have an awareness and understanding of the Park. been developed and a The Park will have added value to the delivery of specific variety of formal and educational and self-development outcomes. informal Park-related learning opportunities have been delivered A co-ordinated, Park-wide programme of events promoting the special qualities of the Park is available and publicised for everyone to enjoy There is joined up approach to promote the Park at events by public & private sector partners and easier for people to learn about and enjoy the Park and its special qualities A research programme is in place to provide information about the State of the Park Information is available that will allow effective strategic decision making about the future management of the National Park and help prepare future National Park Plans 8. Strategy & Communications to deliver our role effectively and efficiently: the CNPA’s role is to lead and co-ordinate the collective delivery of the National Park Plan. Considerable effort is made to establish and manage implementation and communication mechanisms which encourage and support all our partners to get involved in the delivery of the National Park Plan and to add value by ensuring an integrated approach delivers best value from our collective resources, skills and expertise. These achievements will support a number of Scottish Government outcomes including: • We live in well-designed, sustainable places where we are able to access the amenities and services we need jy p generations • We take pride in a strong, fair and inclusive national identity • We reduce the local and global environmental impact of our consumption and production • Our public services are high quality, continually improving, efficient and responsive to local people’s needs Achievements What impact will this achievement make Lead & co-ordinate the implementation of the National Park Plan and make significant progress towards achieving the plan outcomes by 2012 Encourage and support all our partners in the delivery of the National Park Plan and ensure an integrated approach is taken to managing the Park in order to meet the Park aims and make best use of public money in achieving agreed outcomes for the National Park and Scottish Government outcomes for Scotland. Deliver and report on CNPA Corporate Plan Public and staff are clear what achievements the CNPA will deliver by 2011 and how these will contribute towards the National Park Plan outcomes and Scottish Government outcomes for Scotland. Communications to People understand and support the Cairngorms National Park as a support effective major part of Scotland’s identity and through the Park Plan we partnership working achieve effective partnership working to enhance its reputation on a world stage. Using the Cairngorms National Park as the inspiration, and collating work by partners, our communications function has been deployed to publicise and promote awareness and understanding of climate change, and actions individuals can take. Residents, local businesses and visitors to the Park are more aware of climate change issues that affect the Park and what actions they can take to help reduce our ecological footprint. Information and initiatives will encourage and provide opportunities and support so people do take positive action to help tackle climate change. 9. Planning and Development Management to ensure the Park is a well designed and sustainable place (PDM) - the CNPA is responsible, in partnership with the local authorities, to promote sustainable development in the Park through sustainable economic and social development of its communities the gq y • We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others • We value and enjoy our built and natural environment and protect it and enhance if for future generations • We reduce the local and global environmental impact of our consumption and production • Our public services are high quality, continually improving, efficient and responsive to local people’s needs Achievements What impact will this achievement make Planning & In partnership with the local authorities, rigorous and consistent Development decision making and high quality development is delivered across the Management service Park. This in turn ensures that the planning process is playing a delivered which is pro-significant role in delivering a well designed, sustainable place to live active, efficient and and produces maximum benefit for communities. It also provides a effective and mechanism for community involvement in the future development of contributes to the Park the Park. aims & delivery of the National Park Plan Local Plan is in place Implementation of the local plan is essential for delivery of the and used as a basis for National Park Plan and in particular in contributing to the delivery of encouraging and the levels of affordable housing needed for thriving and managing sustainable demographically balanced communities within the Park. development in the Implementation of an adopted local plan reflecting the aspirations in Park the National Park Plan will also make a significant contribution towards the achievement of the aims of the Park. Supplementary guides are in place including sustainable design guide, renewable energy To provide additional help for those submitting and determining planning applications in the Park, supplementary guidance on a range of issues will provide detail and advice that will result in higher quality applications and reduce the time taken to determine applications and contribute to the reduction in carbon emissions. Enforcement Monitoring and enforcement are essential to ensure that development monitoring of the local takes place in accordance with planning approvals, and hence is plan and planning and helping to deliver a high quality environment and a sustainable and development equitable place to live. The role of enforcement is enhanced in the management process new Planning Act and it is essential to ensure that the aspirations of and conditions communities as expressed in the Local Plan are not diluted by the actions of individuals on the ground. E Planning regime It is Scottish Government policy and the CNPA’sdesiretomakethe authority and consultees. Applicants will be able to submit applications electronically and consultees/communities etc. will be able to obtain details and comment by the same means. Information on development plans will also be available on an interactive basis via the CNPA website. As well as being more sustainable this process will increase access to planning information, increase the opportunities for inputting to the planning process and speed up decision making to benefit communities and businesses in the Park. 10. Corporate Services – as a public sector body the CNPA has a statutory duty to deliver a high quality, continually improving, efficient and responsive service that meets people’s needs and supports the Scottish Government’s outcomes. These achievements will support a number of Scottish Government outcomes including: • Our public services are high quality, continually improving, efficient and responsive to local people’s needs • We reduce the local and global environmental impact of our consumption and production • We have tackled the significant inequalities in Scottish society Achievements What impact will this achievement make Lead, co-ordinate & The Authority will play its part in contributing to high quality, deliver service continually improving public services in Scotland that are efficient improvements and responsive to local people’s needs. It will also support the Single Environment and Rural Services (SEARs) project to help deliver better services that specifically meet the needs of land managers. Staff trained and able to participate in SEARS; working arrangements with other public bodies to facilitate seamless service to public (such as shared service points; secondments of staff) The Authority will play its part in contributing to high quality, continually improving public services in Scotland that are efficient and responsive to local people’s needs. It will also support the Single Environment and Rural Services (SEARs) project to help deliver better services that specifically meet the needs of land managers. Lead own internal The Authority’s business activities have a reduced environmental organisational impact and provide a lead for others to follow. greening initiatives to identify and Realise 2% efficiency savings Implement internal equalities action plans Encourage others to deliver equality action plans and meet best practice standards The Authority’s operations meet government expectations of annual efficiency improvements and outcomes are achieved within the agreed resource allocations. The Authority’s policies and procedures address any potential inequality of access to the organisation or the Park, while our operations fit with and are complementary to development of a strong, fair and inclusive society. All businesses, private, public and voluntary are actively encouraged to operate in a way that meets the highest equality standards to develop a strong, fair and inclusive society CORPORATE PLAN 2008 2011 INDICATIVE BUDGEPLAN 2008 2011 INDICATIVE BUDGET Budget (£000) Budget (£000) Budget (£000) Budget (£000) 2008/09 2009/10 2010/11 Total Biodiversity and Landscapes 387 405 376 1168 Integrated Land Management 372 351 320 1043 Sustainable Deer Management 100 102 104 306 Outdoor Access 652 686 774 2112 Sustainable Tourism / Business 826 836 748 2410 Affordable / Sustainable Housing 422 346 314 1082 Awareness and Understanding 672 626 565 1863 Sub-total Priorities for Action 3431 3352 3201 9984 Strategy and Communications 424 439 468 1331 Planning and Development Management 618 635 653 1906 Corporate Services 512 571 675 1758 Sub-total central services 1554 1645 1796 4995 Total Current Projections 4985 4997 4997 14979 auditing mechanisms. Quarterly operational plan reports are presented to the Board which give detailed information on the progress made against agreed milestones set out in the Corporate Plan. The Park Authority’s audit committee reviews the organisation’s overall performance and decision making processes while the Finance Committee closely reviews the organisations financial performance. In addition, Audit Scotland reviews the Park Authority’s efficiency and standards of service. Finally, a quinquennial review will take place during 2008 on behalf of Ministers to ensure the governance structures are effective and that the organisation is providing best value for its public ‘grant in aid’ funding allocation. To support these mechanisms and provide relevant information to help monitor progress and the delivery of the three E’s – economy, efficiency and effectiveness – a monitoring framework has been put in place which measures our progress against agreed milestones and achievements as well as measuring key performance indicators or specific desired outcomes. These have been presented as performance indicators reflecting our strategic objectives, listed below, and as a performance monitoring table against which each achievement in the plan can be measured. These measures and indicators link into both the National Park Plan’s monitoring framework and, where possible, the Scottish Government’s Strategic Framework performance indicators and targets, to ensure we avoid duplication and align our monitoring processes. Strategic Objectives performance indicators: 1. % of NPP outcomes delivered & contribution made to national outcomes (NPP monitoring framework) 2. level of engagement & support for the National Park by our public sector partners (Macaulay Research & references to National Park in public sector corporate plans & annual reports) 3. Area of the Park where management practices are consistent with the NPP, Local Plan and Landscape Framework and % of priority species & habitats and historic buildings, monuments & environments are in ‘favourable or good condition’ (NPP monitoring framework) 4. Number of RDCs delivering public benefits derived from the NPP and supporting the national outcomes (NPP monitoring framework) 5. Reduced overall ecological/carbon footprint per household, business & visitor (NPP monitoring framework & climate change survey) 6. Social economy turnover and number of VAT registered businesses (& start-ups), number of new and affordable houses available and the number of communities (adults) who rate their neighbourhood as a good place to live (NPP monitoring framework & opinion poll survey) 7. Positive attitudes and high levels of awareness of the Cairngorms National Park, its special qualities and its reputation as a high quality sustainable place to visit, live and work that people are proud of (exemplar in sustainable living) (NPP monitoring framework & visitor surveys) 8. Number of people who actively enjoy the outdoors of the Park making one of more ‘visits’ per week (NPP monitoring framework & visitor surveys) CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 CNPA Corporate Plan 2008-2011 Monitoring & Measurement Framework – v3 27 February 2008 6.1 Con & enhancing Performance Monitor Performance Monitor Performance Monitor Impact on CNPA biodiversity & landscapes 2008/09 2009/10 2010/11 Outcomes Monitor 2011 Achievements Milestone Year 1 Milestone Year 2 Milestone Year 3 Final Measure Landscape framework in place Landscape character assessment carried out Modelling of public perceptions carried out Framework in place to direct development and allow consistent decision making across the Park. to enhance the natural and % of consented developments that comply with the Landscape Framework (NPP) cultural heritage Biodiversity information Gaps in research and Research and records Research and records No. of people engaged in collated and accessible opportunities for public collated accessible to all collating and using input identified biodiversity information Priority species and habitat Level of additional work Level of additional work Level of additional work % of priority species in action stimulated addressing priority species addressing priority species addressing priority species ‘favourable condition’ and habitats stimulated or and habitats stimulated or and habitats stimulated or (NPP) levered in levered in levered in Accessible information on the cultural heritage resource Gaps and knowledge requirements identified. No. of knowledge gaps filled Information available to inform conservation and understanding of cultural heritage No. of people engaged in collating and using cultural heritage information to improve the state of Scotland’s Historic buildings & monuments 24 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 6.2 Integrating public support for land mgmt Performance Monitor 2008/09 Performance Monitor 2009/10 Performance Monitor 2010/11 Impact on CNPA Outcomes Monitor 2011 Achievements Milestone Year 1 Milestone Year 2 Milestone Year 3 Final Measure Support co-ordinated at landscape scale SRDP regional priorities consistent Alignment of support with Landscape Framework % of public investment in land mgt contributing to delivery of the NPP and landscape framework No. of RDCs delivering public benefits derived from the NPP (NPP) SRDP levered in extra funds Value of funds invested in NP Value of funds invested in NP Value of funds invested in NP Total value of funds invested in the Park Land management advice tailored to the NP LMSOs in place No. of RDCs in place No. of RDCs in place No. of RDCs delivering public benefits derived from the NPP (NPP) Land management action on climate change No. Green Farm Audits No. Green Farm Audits No. Green Farm Audits Reduction in carbon emissions from land-based businesses (NPP) 6.3 Sustainable Deer Management Performance Monitor 2008/09 Performance Monitor 2009/10 Performance Monitor 2010/11 Impact on CNPA Outcomes Monitor 2011 Achievements Milestone Year 1 Milestone Year 2 Milestone Year 3 Final Measure Inclusive deer management plans Area covered by inclusive process Area covered by inclusive process Area covered by inclusive process % of NP covered by an inclusive deer mgt plan (NPP) Promote increased economic value of deer Socio-economic study completed Changes against socioeconomic sample baseline Changes against socioeconomic sample baseline Increase in value of stalking, deer-tourism and venison (NPP) 25 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 6.4 Provide high quality Performance Monitor Performance Monitor Performance Monitor Impact on CNPA opps for outdoor access 2008/09 2009/10 2010/11 Outcomes Monitor 2011 Achievements Milestone Year 1 Milestone Year 2 Milestone Year 3 Final Measure Access Authority Services No. & type of access cases No. & type of access cases No. & type of access cases No. & type of access cases reported to CNPA reported to CNPA reported to CNPA reported to CNPA (NPP) CPP adopted and 850km easy CPP adopted X% of paths in favourable 10% increase of paths in Number of people actively to access paths in place condition favourable condition enjoying the Park 3 new low ground routes Glenmore off-road route Speyside way extension in 25km of new paths in place Number of people actively in place place enjoying the Park A park-wide trust is in place Cairngorms Outdoor Total spend (£) invested in Total spend (£) invested in Total spend (£) invested in Access Trust established outdoor access projects outdoor access projects outdoor access projects Visitor info. available for all Cairngorms on a 50% of TICs & Ranger bases 100% of TICs & Ranger Number of visitors and especially young people, shoestring available use branded information bases use branded people from excluded disabled people and people about the Park information about the Park groups actively enjoying the on low-incomes Park Healthy walking groups are No. of communities with a No. of communities with a No. of communities with a Number of residents in place in every community healthy walking group healthy walking group healthy walking group actively enjoying the Park 26 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 6.5 Making tourism & Performance Monitor Performance Monitor Performance Monitor Impact on CNPA business more sustainable 2008/09 2009/10 2010/11 Outcomes Monitor 2011 Achievements Milestone Year 1 Milestone Year 2 Milestone Year 3 Final Measure Businesses using the brand 120 businesses awarded 80 businesses awarded 70 businesses awarded Visitor satisfaction average brand brand brand (200% increase over 3 score equals a min of 8.6 out year period) of 10 (NPP) Business with environmental 40+ businesses developing 40+ businesses developing 40+ businesses developing Reduction in carbon plans in place envtl plans envtl plans envtl plans (% increase over emissions from local 3 year period) businesses (NPP) Visitor ‘payback’ scheme in Scoping study completed Roll out of scheme Scheme evaluation Total spend (£) from the place schemes invested in the Park Community action plans in 3+ new action plans 3+ new action plans 3+ new action plans and 10+ Proportion of community place for every community community-led projects councils/groups that feel delivered quality of life in the Park is improving (NPP) LEADER & other funding LEADER allocation spent LEADER allocation spent & LEADER allocation spent & Total spend (£) from the mechanisms in place & other funding extra funding (£) levered extra funding (£) levered schemes invested in mechanisms in place into the Park into the Park community-led projects 27 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 6.6 Making housing more Performance Monitor Performance Monitor Performance Monitor Impact on CNPA affordable & sustainable 2008/09 2009/10 2010/11 Outcomes Monitor 2011 Achievements Milestone Year 1 Milestone Year 2 Milestone Year 3 Final Measure Local Plan adopted Modifications agreed/consulted on, Local Plan adopted and programme in place for Framework in place to direct development and 100% of consented developments comply with Local Plan Inquiry held. active implementation allow consistent decision the new Local Plan (NPP) making across the Park. Land identified for Sufficient land allocated Reporter accepts land Programme identifies roll Number of new affordable Affordable Houses across the Park to meet allocation and it is included out of land. houses applications identified needs for next 5 in adopted LP. received years. Wider range of Affordable Policies and allocations in Reporter accepts policies for Programme identifies No of private affordable Houses available local plan reflect range of range of housing and it is provision of range of rented accommodation housing needed. included in adopted LP. housing on sites across the units supported by public Park grants (NPP) Sustainable design guide is in Design guide prepared, % of planning decisions 100% of planning decisions % of households & place and being used consulted on, adopted as taken on basis of design taken on basis of design businesses using renewable effectively supplementary guidance. guidance. guidance. energy (NPP) 6.7 Raising awareness & understanding of the Park Performance Monitor 2008/09 Performance Monitor 2009/10 Performance Monitor 2010/11 Impact on CNPA Outcomes Monitor 2011 Achievements Milestone Year 1 Milestone Year 2 Milestone Year 3 Final Measure Brand used in ranger visitor centres and TICs 50% of ranger centres & TICs use the Brand 75% of ranger centres & TICs use the Brand 100% of ranger centres & TICs use the Brand % of visitors know they are in the National Park (NPP) Park web portal in place Park web portal launched & phase 1 complete (visitors) Phase 2 complete (local business & communities) Phase 3 complete (education & research) Web statistics 28 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 6.7 Raising awareness & understanding of the Park Performance Monitor 2008/09 Performance Monitor 2009/10 Performance Monitor 2010/11 Impact on CNPA Outcomes Monitor 2011 Tourist signs to the Park in place across Scotland X signs in place X signs in place X signs in place % of visitors know they are in the National Park (NPP) Education schemes in place Increase in volunteers & JMA awards Increase in volunteers & JMA awards Increase in volunteers & JMA awards No of volunteer days & JMA Awards (NPP) Co-ordinated programme of events in place No. of events held promoting the Park No. of events held promoting the Park No. of events held promoting the Park % of visitors know they are in the National Park (NPP) Research programme in place Gaps and knowledge requirements identified No. of knowledge gaps filled No. of knowledge gaps filled % of information gaps in the state of the Park report addressed (NPP) Strategy & Communications Performance Monitor Performance Monitor Performance Monitor Impact on CNPA 2008/09 2009/10 2010/11 Outcomes Monitor 2011 Achievements Milestone Year 1 Milestone Year 2 Milestone Year 3 Final Measure Lead & co-ordinate NPP implementation NPP Annual Report NPP Annual Report NPP Annual Report % NPP outcomes on track (NPP monitoring reports) Corporate Plan in place and CNPA Annual Report & CNPA Annual Report & CNPA Annual Report & Corporate plan being implemented & Annual operational plan updates operational plan updates operational plan updates achievements delivered (CP Reports published monitoring reports) Communications Opinion Former Survey & Partner engagement Partner engagement Effective partnership mechanisms in place partner engagement (attendance figures) (attendance figures) working (Macaulay (attendance figures) Research Study reports) Promote awareness and Carry out climate change No. of local business & No. of local business & Reduction in carbon understanding of climate survey & produce community led initiatives in community led initiatives in emissions across the Park change and what actions promotional materials for place to tackle climate place to tackle climate (NPP) people can take events & on websites change change 29 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 Planning & development management Performance Monitor 2008/09 Performance Monitor 2009/10 Performance Monitor 2010/11 Impact on CNPA Outcomes Monitor 2011 Achievements Milestone Year 1 Milestone Year 2 Milestone Year 3 Final Measure Deliver PDM duties All applications determined within 3 months of call in where necessary information to allow decision available. Maintain Year 1 Milestone in context of adopted CNP Local Plan Assessment of call in levels in context of adopted CNP Local Plan and decisions of 4 LAs. 100% of consented developments comply with the new Local Plan(NPP) & all applications determined within X months of call in Supplementary guides Sustainable design guide, open space strategy, Aviemore Masterplan prepared and adopted Housing, Renewables, Developer Contributions, Development Briefs for allocations. Settlement Design Statements, Community Engagement Charter, Conservation Areas/Listed Buildings. 100% of consented developments comply with the new design guides. Local Plan adopted & implemented Modifications agreed/consulted on, Local Plan Inquiry held. Local Plan adopted and programme in place for active implementation Framework in place to direct development and allow consistent decision making across the Park. 100% of consented developments comply with the new Local Plan (NPP) Enforcement monitoring actively taking place Enforcement Charter and Enforcement post in place All development actively monitored in accordance with programme. All development actively monitored in accordance with programme. % reduction in planning contraventions 30 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 Corporate Services Performance Monitor Performance Monitor Performance Monitor Impact on CNPA 2008/09 2009/10 2010/11 Outcomes Monitor 2011 Achievements Milestone Year 1 Milestone Year 2 Milestone Year 3 Final Measure Service improvements “Best Value” service “Best Value” service Updated Best Value service Opinion Poll Survey shows delivered improvement action plan improvement action plan assessment indicates high % of customer delivered satisfactorily delivered satisfactorily significant progression in satisfaction in relation to quality of services. CNPA services CNPA greening initiatives 2% to 3% annual 2% to 3% annual reduction 2% to 3% annual reduction % reduction in carbon reduce carbon emissions reduction in carbon in carbon emissions from in carbon emissions from emissions by CNPA (NPP) emissions from CNPA CNPA business travel. CNPA business travel. business travel. 2% efficiency savings made per annum 2% efficiency savings delivered 2% efficiency savings delivered 2% efficiency savings delivered 2% efficiency saving p.a. Internal equality actions Internal equality actions Internal equality actions Internal equality actions Opinion Poll Survey shows implemented implemented satisfactorily implemented satisfactorily implemented satisfactorily high % of customer and in line with Equality and in line with Equality and in line with Equality satisfaction in relation to Schemes Action Plan Schemes Action Plan Schemes Action Plan CNPA services 31 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 Appendix 3 OUTCOME AGREEMENT CAIRNGORMS NATIONAL PARK AUTHORITY AND THE SCOTTISH GOVERNMENT 2008-2011 Contribution of CNPA over 2008-2011 to the Scottish Government Performance Framework This outcome agreement presents the CNPA’s corporate plan for 2008/11 in terms of how this will contribute to the delivery of the Scottish Government’s National Performance Framework. The framework, comprises of a single purpose, 5 strategic objectives, 15 outcomes, and 45 national indicators, and a list of the 15 outcomes is attached. This agreement focuses at the level of outcomes, and shows how the National Park Plan for the Cairngorms, and the CNPA’s role in delivering this, contributes to the 15 National outcomes. The CNPA has a particular contribution to make to 9 of these outcomes. In the following tables, one for each National Outcome, the CNPA outcomes highlighted in red are those set out in our corporate plan which we have direct responsibility for, as opposed to having a co-ordinating or supporting role in partnership with others. 32 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 OUTCOME: We value and enjoy our built and natural environment and protect it and enhance it for future generations Ref NPP Outcomes What impact will this outcome make? 6.1 A landscape plan for the Park is in place which identifies the natural, cultural and built landscape qualities and the factors influencing them to direct positive management actions A landscape scale approach will take a holistic view and focus available resources on the special qualities in the Park that need active management to maintain what we currently value and to enhance the landscape, historic environment, biodiversity and geodiversity of the Park. HLM A landscape framework is in place which supports the management of the Park’s forests, woodland, moorland, upland and farmland areas. Future planning and management decisions can be proactive and integrated across the Park 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. 6.1 The key areas for the experience of wild land qualities have been identified, protected and enhanced as a major source of enjoyment of the Park Wildland is one of the unique qualities of the Park which makes it so special. By identifying the areas where people can access and enjoy the experience of wildland and what actions can enhance this experience while protecting these natural qualities, people will be able to benefit from this experience now and in the future. 6.1 The location, scale, layout and design of all new development will make a positive contribution to the natural, cultural and built landscapes of the Park and the adverse impacts of some existing developments will be reduced. Future planning applications will benefit from planning guidance and support to ensure new developments and changes to existing developments enhance the natural, cultural and built landscapes of the Park which in turn will enhance the experience and enjoyment of those visiting, living and working in the Park. 6.1 Species and habitats identified as the highest priorities in the Cairngorms will be protected under proactive conservation management The Park is home to a significant amount of our rare and protected species and habitats with 39% of the Park identified as designated protected sites. A co-ordinated, proactive conservation management plan ensures these natural assets are cared for through the best use of resources to benefit people now and in the future. HLM A mechanism is in place which allows biodiversity information to be collated and accessed by anyone interested in the Park. People can be engaged in collating information that is made available to all to inform proactive management, decision making, and help develop understanding and enjoyment of the biodiversity in the Park. This will allow us and others to prioritise our efforts and resources to best effect. HLM Action on priority species and habitats most at risk has been stimulated/ initiated to stop further loss and enhance biodiversity. Encourage and co-ordinate a range of people and organisations to take action to protect and enhance the Park’s biodiversity and ensure it is in a good position to adapt to climate change. 6.1 There will be enhanced connectivity within habitat networks Enhanced connectivity within habitat networks will ensure rare and protected species have the best chance of surviving the changing climate and environment. 6.1 All the designated nature conservation sites in the Park will be in favourable condition or under positive management to bring them into favourable condition. Designated nature conservation sites represent some of the most special places in the world. Positive management will ensure these places are cared for so that they remain special for the benefit of people and the environment. 33 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 Ref NPP Outcomes What impact will this outcome make? 6.1 The habitat and water quality of rivers and wetlands will be enhanced through positive management initiatives Enhanced water quality of rivers and wetlands will allow all species to thrive and encourage migrating species which in turn will enhance the enjoyment of people visiting, living and working in the Park. 6.1 The diversity of rocks, minerals, landforms and soils of international, national and regional value will be safeguarded and more widely appreciated There will be greater understanding of the role geodiversity can play in the environmental management of the Park and more people will be aware and able to enjoy the internationally acclaimed qualities of the geodiversity of the Park. 6.1 An active programme will be underway to safeguard and manage priority historic landscapes and archaeology sites and to promote them to the public The management of cultural heritage sites in the Park will be co-ordinated so as to prioritise available resources to best effect and more people will be aware and able to enjoy the history of this part of Scotland through the historic landscapes and archaeology sites within the Park. HLM Information on the cultural heritage resource within the Park is collated, accessible and used to conserve and promote the cultural heritage. The cultural heritage of the Park has a higher profile, can be managed more proactively to protect and conserve it, and is more widely enjoyed and understood. This will allow us and others to prioritise our efforts and resources to best effect. HLM There will be a large-scale patchwork of deer densities across the National Park underpinned by an inclusive deer management planning process Conflict about deer management objectives is reduced, the opportunities for deer management to deliver benefits for a range of interests is realised and the integration necessary to manage deer in the context of other objectives across the Park is delivered. 6.3 Designated sites will be protected and enhanced and the deer range throughout the Park will be managed to a good environmental standard appropriate to the management unit. Deer management will contribute to achieving national biodiversity targets for the favourable condition of designated sites. The natural heritage impacts of deer management in the wider countryside will also be addressed so that it contributes to a good environmental standard across the Park as a whole. HLM There will be good communication and understanding between all sectors involved in deer management. Better understanding of objectives, requirements and deer management activities should reduce conflict between different sectors. Conflict about deer management objectives is reduced and those with an interest are sufficiently informed and able to participate in discussions about deer management so as to maximise the benefits to a range of interests. 6.3 There will be more opportunities for a wider range of people to enjoy deer stalking More people will be able to participate in deer stalking which in turn will allow them to value and enjoy Scotland’s historic culture and traditions and its natural environment 6.4 (2in1) More people will have the opportunity to actively enjoy the outdoors and people will know their outdoor access rights and responsibilities and behave responsibly People of all ages, abilities and interests will be able to get outside and enjoy the countryside which in turn will make a significant contribution to people’s health and well-being and provide an opportunity for people to learn and understand more about Scotland’s natural environment. VSM Outdoor Access Authority duties are delivered effectively and efficiently and advice and support on outdoor access rights and The Park Authority delivers its access authority duties to meet people’s needs so that people who visit, live and work in the Park are more likely to understand their outdoor access rights 34 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 Ref NPP Outcomes What impact will this outcome make? responsibilities is promoted and upheld and act responsibly when enjoying the outdoors VSM The Speyside Way is extended from Aviemore to Newtonmore The profile of the Speyside Way, the Cairngorms National Park and the surrounding area will be raised and a wider range of users will be encouraged to actively enjoy this part of the Park which will also stimulate the local economy VSM Comprehensive information about outdoor recreation opportunities across the Park is available – especially for young people, disabled people and people on low incomes Good quality visitor information is provided for the whole of the National Park and people who may be or feel excluded from visiting and enjoying the Park have more information about the opportunities available for them to do so. VSM A co-ordinated, Park-wide programme of events promoting the special qualities of the Park is available and publicised for everyone to enjoy There is joined up approach to promote the Park at events by public & private sector partners and it is easier for people to learn about and enjoy the Park and its special qualities Measuring the effectiveness of our contribution to this outcome: % of priority species & habitats in ‘favourable condition’ % of historic buildings, monuments and historic landscapes in ‘favourable condition’ % of consented developments comply with the National Park Plan, Local Plan and Landscape Framework No of people actively enjoying/contributing to caring for the Park 35 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 OUTCOME: We reduce the local and global environmental impact of our consumption and production Ref NPP Outcomes What impact will this outcome make? HLM Land management action on climate change has been encouraged/initiated to deliver the best possible impact on tackling climate change. Land managers know what action they can take to reduce carbon emissions and be proactive in adapting to the effects of climate change and how their collective actions can make a significant contribution towards climate change mitigation and adaptation which is essential to achieve sustainability. 6.4 There will be more path networks so that everyone can enjoy the outdoors and move around the Park in a way that minimises reliance on motor vehicles More people will be able to enjoy the special qualities of the Park without reliance on their cars which reduces carbon emissions, provides access for people on low incomes who may need to rely on walking, cycling or the use of public transport and encourages people to be more active which enhances their health and well-being. 6.4 There will be more effective connections between public transport and places with outdoor access opportunities More people will be able to enjoy the special qualities of the Park without reliance on their cars which reduces carbon emissions, provides access for people on low incomes who may need to rely on public transport and encourages people to be more active which will enhance people’s health and well-being. 6.5 More businesses will meet environmental management criteria of the Park brand More businesses will have environment management plans in place which will reduce carbon emissions, provide them with a competitive advantage and help position the Park and Scotland as a sustainable tourism destination. ESD Businesses within the Park have environmental plans in place Improves standards of environmental management, creates environmental benefits (including reduction in carbon emissions) and increases business profitability through reducing operating costs and demonstrating corporate social responsibility. It also helps underpin the Park’s positioning as a sustainable destination. 6.5 There will be an increase in use of local suppliers and produce Increased use of local produce will benefit both the environment and the local economy which will help the rural communities to flourish 6.6 New housing will be of a more sustainable design Sustainably designed housing will reduce energy consumption which in turn will reduce carbon emissions and the cost of fuel to the householder PDM The sustainable design guide has been adopted, and actively promoted, to provide a consistent basis for pursing high standards of sustainable design across the Park. There will be a shared desire to improve the quality of design in terms of aesthetics and all aspects of sustainability. Once adopted and in use for decision making the guidance will provide assistance and certainty for those submitting planning applications. It will provide a consistent basis for improving standards across the Park. Ultimately, over a period of time, it will raise the quality of development within the Park and contribute toward reducing carbon emissions and achieve developments that complement the built heritage and landscapes within 36 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 Ref NPP Outcomes What impact will this outcome make? the Park. CS Lead own internal organisational greening initiatives to identify and implement sustainability improvements in policies and practices The Authority’s business activities have a reduced environmental impact and provide a lead for others to follow. SC Using the Cairngorms National Park as the inspiration, and collating work by partners, our communications function has been deployed to publicise and promote awareness and understanding of climate change, and actions individuals can take. Residents, local businesses and visitors to the Park are more aware of climate change issues that affect the Park and what actions they can take to help reduce our ecological footprint. Information and initiatives will encourage and provide opportunities and support so people do take positive action to help tackle climate change. Measuring the effectiveness of our contribution to this outcome: Reduction in carbon emissions from local businesses and communities Reduction in carbon emissions from the CNPA No of public supported initiatives that help address the impact of climate change (SRDP) Levels of public awareness and changes in behaviour in relation to climate change (survey) 37 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 OUTCOME: We realise our full economic potential with more and better employment opportunities for our people Ref NPP Outcomes What impact will this outcome make? 6.2 A diverse, viable and productive land management sector in the Park will provide high quality primary produce such as food and timber whilst delivering public benefits and making a growing contribution to employment and the local economy More people will be supported to help them manage the land in a way that allows them to deliver valuable public benefits, such as helping to adapt and mitigate against the impact of climate change, whilst at the same time running a successful business which supports the local economy and helps the rural communities to flourish 6.3 The economic value of the deer resource in the Park will be enhanced More people will benefit financially from the deer resource in the Park HLM Greater public understanding of deer management So that people are able to engage in discussions about deer management, help reduce conflict about deer management objectives, ands make the most of the resource for local communities and businesses. HLM Opportunities to increase the economic value of wild deer are actively promoted. Deer management contributes as effectively as possible to successful rural businesses and communities. 6.5 An increasing proportion of economic activity will be based on the special qualities of the Park Currently a significant proportion of the local economy is dependent on tourism. Focusing economic activity on the special qualities of the Park will develop new skills and job opportunities in the area and help diversify economic interests 6.5 The visitor experience will consistently exceed expectations and drive repeat visits/more business opportunities. Scotland and the Park will have a positive national and international reputation which will encourage more people to visit which in turn will boost Scotland’s tourism industry and national economy 6.5 There will be a more even distribution of visitor numbers throughout the year Local businesses will have more consistent levels of business which will help them to flourish and provide permanent rather than seasonal jobs 6.5 More businesses will meet the quality standards and environmental management criteria of the Park brand and achieve commercial advantage through its use More people will be aware of the National Park and the services they experience in the Park will be of the highest quality and environmental standards which will help position Scotland and the Park as a high quality and sustainable place to live, work and visit ESD Businesses within the Park provide a high quality, environmentally friendly service and benefit from using the Park brand Encourages businesses that do not already have quality or environmental accreditation/standards in place to seek these and helps the area present a coherent identity raising the profile of the National Park whilst creating commercial benefit for businesses. 6.5 There will be an increase in use of local suppliers and produce Increased use of local produce will benefit both the environment and the local economy which will help the rural communities to flourish 6.6 There will be a reduction in the number of businesses identifying housing as a barrier to staff recruitment and retention More people of all ages and income levels will be able to live and work in the Park helping local businesses to find suitable employees 6.7 More people who have visited the Park will have high quality Scotland and the Park will have a positive national and international reputation which will 38 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 experiences and will tell positive stories about the area encourage more people to visit which in turn will boost Scotland’s tourism industry and national economy Measuring the effectiveness of our contribution to this outcome: Total value of funds invested/levered into the Park through the SRDP (other funding initiatives? ) Social economic turnover and number of VAT registered businesses (& new start ups) No of business using the Park Brand 39 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 OUTCOME: We live in well-designed sustainable places where we are able to access the amenities and services we need Ref NPP Outcomes What impact will this outcome make? SC Coordinated delivery of the National Park Plan by range of partners; substantial delivery of 2012 outcomes by 2011. Encourage and support all our partners in the delivery of the National Park Plan and ensure an integrated approach is taken to managing the Park in order to meet the Park aims and make best use of public money in achieving agreed outcomes for the National Park and Scottish Government outcomes for Scotland. PDM Planning & Development Management service which is proactive, efficient and effective and contributes to the Park aims & delivery of the National Park Plan In partnership with the local authorities, rigorous and consistent decision making and high quality development is delivered across the Park. This in turn ensures that the planning process is playing a significant role in delivering a well designed, sustainable place to live and produces maximum benefit for communities. It also provides a mechanism for community involvement in the future development of the Park. PDM Local Plan is in place and used as a basis for encouraging and managing sustainable development in the Park Provides consistency across the Park and certainty for those using the planning system. Will help create a well designed, sustainable, area of high environmental quality that compliments the built heritage and landscape of the Park and helps provides affordable places for people to live and work. PDM Potential sites have been identified for housing including affordable housing Public and private investment in affordable housing cannot be programmed until there is a certainty of land being available that is likely to receive planning permission. Identification of land in the local plan will increase certainty and encourage that investment. Land identified for deposit housing development could create an additional 1640 new houses within the Park of which 25% would be affordable. PDM Supplementary guides are in place including sustainable design guide, renewable energy To provide additional help for those submitting and determining planning applications in the Park, supplementary guidance on a range of issues will provide detail and advice that will result in higher quality applications and reduce the time taken to determine applications and contribute to the reduction in carbon emissions. PDM Enforcement monitoring of the local plan and Planning & Development Management process and conditions Monitoring and enforcement are essential to ensure that development takes place in accordance with planning approvals, and hence is helping to deliver a high quality environment and a sustainable and equitable place to live. The role of enforcement is enhanced in the new Planning Act and it is essential to ensure that the aspirations of communities as expressed in the Local Plan are not diluted by the actions of individuals on the ground. PDM E-Planning regime established and widely used It is Scottish Government policy and the CNPA’s desire to make the planning system more accessible, efficient and easy to use. This will be done as part of the wider community 40 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 Ref NPP Outcomes What impact will this outcome make? engagement process within the Park, but also specifically by involvement in the Scotland wide e planning regime that is being rolled out to involve every planning authority and consultees. Applicants will be able to submit applications electronically and consultees/communities etc. will be able to obtain details and comment by the same means. Information on development plans will also be available on an interactive basis via the CNPA website. As well as being more sustainable this process will increase access to planning information, increase the opportunities for inputting to the planning process and speed up decision making to benefit communities and businesses in the Park. VSM The Core Paths Plan is adopted which identifies over 850 km of key links in the Park’s path network, including around 25 km new paths that will be built and open for public use by 2011 People find it easier to get out and about on the lower ground and to enjoy the special qualities of the Park. Public sector support and investment is prioritised and co-ordinated to ensure the core paths network in the Park is ‘sufficient’, maintained in ‘favourable condition’ and linked to public transport services SC A research programme is in place to provide information about the State of the Park Information is available that will allow effective strategic decision making about the future management of the National Park and help prepare future National Park Plans Measuring the effectiveness of our contribution to this outcome: % of consented developments that comply with the National Park Plan, Local Plan and Landscape Framework % of core paths in ‘favourable condition’ No. & type of access cases Customer satisfaction survey in relation to CNPA’s planning and access authority services 41 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 OUTCOME: We live longer, healthier lives Ref NPP Outcomes What impact will this outcome make? 6.4 A wider range of people will have the opportunity to actively enjoy the outdoors People of all ages, abilities and interests will be able to get outside and actively enjoy the countryside which in turn will make a significant contribution to people’s health and wellbeing 6.4 There will be locally based healthy walking groups throughout the National Park and active promotion of outdoor activity by health professionals in order to contribute positively to the physical, mental and social health of residents and visitors People of all ages, abilities and interests who are visiting or live in the Park will be encouraged to get outside and actively enjoy the countryside which in turn will make a significant contribution to people’s health and well-being and provide an opportunity for people to learn and understand more about Scotland’s natural and cultural environment. VSM Healthy walking groups are available in every community More residents in the Park who have not actively enjoy the Park are more likely to do so Measuring the effectiveness of our contribution to this outcome: Number of people who actively enjoy the Park (adults/week – visitor survey) Number of people who actively help care for the Park (volunteering/conservation projects) Total value of funds invested/levered into footpaths maintenance and development in the Park No. of community healthy walking groups 42 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 OUTCOME: We have tackled the significant inequalities in Scottish society Ref NPP Outcomes What impact will this outcome make? 6.6 There will be a reduction in the gap between housing need and supply in the Park to meet community needs People of all ages, abilities and income levels will be able to live and work in the Park helping to boost the local economy and balance the population demographics which currently reflect a rapidly increasing aging population which if continued could threaten the sustainability of many of the rural communities in the Park 6.6 There will be more good quality private rented sector accommodation available at affordable rents to meet local need People of all ages, abilities and income levels will be able to live and work in the Park helping to boost the local economy and balance the population demographics which currently reflect a rapidly increasing aging population which if continued could threaten the sustainability of many of the rural communities in the Park ESD Action to make a wider range of affordable housing available in the Park has been stimulated/initiated to help people living in the Park People of all ages, abilities and income levels will be able to live and work in the Park helping to boost the local economy and balance the population demographics which currently reflect a rapidly increasing aging population which if continued could threaten the sustainability of many of the rural communities in the Park PDM Local Plan is in place and used as a basis for encouraging and managing sustainable development in the Park, including affordable housing Implementation of the local plan is essential for delivery of the National Park Plan and contributes to increasing the level of affordable housing needed for thriving and demographically balanced communities within the Park. Implementation of an adopted local plan reflecting the aspirations in the National Park Plan also makes a significant contribution towards the achievement of the aims of the Park. 6.7 There will be more opportunities to learn about and enjoy the Park and its special qualities - especially for young people, people with disabilities and people on low incomes People of all ages, abilities and interests will be able to get outside and actively enjoy the countryside which in turn will make a significant contribution to people’s health and wellbeing and provide an opportunity for people to learn and understand more about Scotland’s natural and cultural environment. CS Implement internal equalities action plans The Authority’s policies and procedures address any potential inequality of access to the organisation or the Park, while our operations fit with and are complementary to development of a strong, fair and inclusive society. CS Encourage others to deliver equality action plans and meet best practice standards All businesses, private, public and voluntary are actively encouraged to operate in a way that meets the highest equality standards to develop a strong, fair and inclusive society Measuring the effectiveness of our contribution to this outcome: No. of new affordable housing made available within the Park No. of young people, disabled people and people on low incomes who actively enjoy the Park (visitor survey) 43 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 OUTCOME: We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others Ref NPP Outcomes What impact will this outcome make? 6.4 There will be greater involvement of communities, land managers and visitors in the management and maintenance of paths People of all ages, abilities and interests from within and outside the Park will be encouraged to actively support the National Park and its management, building their capacity to do so and encouraging active citizenship. People will gain new skills and experiences and benefit from an opportunity to learn and understand more about Scotland’s natural and cultural environment. Through their active involvement people will also gain a sense of achievement and pride for their work. 6.5 A greater percentage of visitors will contribute to the conservation and enhancement of the Park People of all ages, abilities and interests from within and outside the Park will be encouraged to actively support the National Park and its management, building their capacity to do so and encouraging active citizenship. People will gain new skills and experiences and benefit from an opportunity to learn and understand more about Scotland’s natural and cultural environment. Through their active involvement people will also gain a sense of achievement and pride for their work. CS A Park wide Trust is in place which provides a mechanism to manage outdoor access projects on a co-operative basis The flexibility provided by a Trust and their dynamic relationships with funding partners will help deliver a wide range of improvements to visitor infrastructure so that people can enjoy the Park in way that does not damage its special qualities. 6.5 Communities will feel that quality of life is improving and that they are able to influence the direction of economic growth within the Park Engagement with local communities will encourage people to actively support and get involved in managing the National Park and participate in consultation and discussion forums which influence decisions made about the future management of the Park. ESD All communities within the Park have community action plans in place Enables communities to work with partners in identifying prioritised actions for their areas and agreeing who leads on these. Allows better targeting of grant resources and other development support 6.7 Residents and visitors will appreciate the special qualities of the Park and understand more about their special management needs People of all ages, abilities and interests will be encouraged to actively enjoy the special qualities of the Park which in turn will make a significant contribution to people’s health and well-being and provide an opportunity for people to learn and understand more about Scotland’s natural and cultural environment. 6.7 There will be more opportunities for people to become practically involved in caring for the Park and its special qualities People of all ages, abilities and interests from within and outside the Park will be encouraged to actively support the National Park and its management, building their capacity to do so and encouraging active citizenship. People will gain new skills and experiences and benefit from an opportunity to learn and understand more about Scotland’s natural and cultural environment. 44 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 Ref NPP Outcomes What impact will this outcome make? Through their active involvement people will also gain a sense of achievement and pride for their work. VSM Educational resources have been developed and a variety of formal and informal Park-related learning opportunities have been delivered. More people have an awareness and understanding of the Park. The Park will have added value to the delivery of specific educational and self-development outcomes. ESD A voluntary contribution scheme for visitors and sustainability fund is in place to collect funding for conservation initiatives within the Park. Captures resources to channel towards conservation and enhancement of the Park and other activities that maintain and improve the visitor experience and local quality of life and creates a better sense of ‘connection’ with the area for visitors and other supporters. ESD Active support for communities and other potential beneficiaries within the Park to make the most of LEADER/other funding opportunities to lever extra funds into the Park LEADER has successfully supported local communities and other beneficiaries to deliver a range of public benefits that contribute to the aims of the Park including involving local people in the promotion and enhancement of the cultural and natural heritage of the Park, raising understanding and awareness of the Park and providing opportunities to access and enjoy the Park’s special qualities. Measuring the effectiveness of our contribution to this outcome: Total value of funds made available for community-led initiatives (SRDP) No. of community-led initiatives/projects delivered No. of community healthy walking groups No. of ‘learning opportunities’ delivered % of community councils/groups that feel their quality of life is improving 45 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 OUTCOME: We take pride in a strong, fair and inclusive national identity Ref NPP Outcomes What impact will this outcome make? 6.7 More people across Scotland will be more aware of the National Park, what makes it special and the opportunities it offers them More people will be aware of the National Park and its special qualities and will benefit from the opportunities to actively enjoy the Park and learn and understand more about Scotland’s natural and cultural environment. Through their experiences people will gain a sense of pride for Scotland’s national identity and be inspired to care for Scotland’s environment and live in a more sustainable way. VSM A National Park web portal is in place and working effectively to meet customers/users needs It is easy to find information about the Park on the web through a single portal which meets/exceeds user expectations and allows them to find out more about the Park and how they can enjoy it and get involved in/contribute towards caring for it 6.7 Everyone will know when they have arrived in the National Park and have a positive feeling about arriving in a special place More people will be aware of the National Park and feel a sense of pride for Scotland’s national identity. VSM Ranger services, Tourist Information Centres and other visitor centres across the Park are encouraged to use it in a high profile way. A more coherent identity helps raise the profile of the National Park and information about the whole Park is available at various centres across the Park which will encourage people to enjoy other areas within the Park and stay longer VSM Cairngorms National Park is well sign-posted and promoted across Scotland More people are aware of the National Park and how to get there Measuring the effectiveness of our contribution to this outcome: % of visitors know they are in the National Park (visitor survey) Level of awareness of the National Park and its special qualities (visitor survey/opinion poll) 46 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 OUTCOME: Our public services are high quality, continually improving, efficient and responsive to local people’s needs Ref NPP Outcomes What impact will this outcome make? 6.2 Public support for land management will be better integrated and directed at delivering tangible public benefits More land managers will benefit from public support which will allow them to deliver valuable public benefits such as helping to adapt and mitigate against the impact of climate change. HLM Tailored public support and advice for land managers within the Park meets their needs and is co-ordinated at a landscape scale. Public investment in land management in the Park is co-ordinated to best effect so that it helps land managers take the opportunities open to them to meet their needs and deliver high quality public benefits on a landscape-scale including benefits which help to mitigate or adapt to climate change, protect and enhance the Park’s natural and cultural assets and provides public access to and enjoyment of the Park. 6.2 Public benefits delivered with public sector support will be determined through an open process involving land mangers, communities and other stakeholders Local people will feel public support is provided in an open, inclusive and fair way that responds and meets people’s needs HLM Proactive advice enables land managers to make the most of the SRDP and other funds to deliver outcomes for the National Park The Scottish Rural Development Programme has successfully supported land managers and other beneficiaries to deliver a range of public benefits that contribute to the aims of the Park while helping their businesses remain or become more viable and sustainable. VSM Outdoor Access Authority duties are delivered effectively and efficiently and advice and support on outdoor access rights and responsibilities is promoted and upheld The Park Authority delivers its access authority duties to meet people’s needs so that people who visit, live and work in the Park are more likely to understand their outdoor access rights and act responsibly when enjoying the outdoors SC Communications support effective partnership working: communications working group in Park; joint press releases; mutually supportive arrangements for presence at shows. People understand and support the Cairngorms National Park as a major part of Scotland’s identity and through the Park Plan we achieve effective partnership working to enhance its reputation on a world stage. PDM Planning & Development Management service delivered which is pro-active, efficient and effective and contributes to the Park aims & delivery of the National Park Plan In partnership with the local authorities, rigorous and consistent decision making and high quality development is delivered across the Park. This in turn ensures that the planning process is playing a significant role in delivering a well designed, sustainable place to live and produces maximum benefit for communities. It also provides a mechanism for community involvement in the future development of the Park CS Lead, co-ordinate and deliver service improvements The Authority will play its part in contributing to high quality, continually improving public services in Scotland that are efficient and responsive to local people’s needs. It will also support the Single Environment and Rural Services (SEARs) project to help deliver better services that specifically meet the needs of land managers. CS Realise 2% efficiency savings The Authority’s operations meet government expectations of annual efficiency improvements and outcomes are achieved within the agreed resource allocations. 47 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 Ref NPP Outcomes What impact will this outcome make? CS Staff trained and able to participate in SEARS; working arrangements with other public bodies to facilitate seamless service to public (such as shared service points; secondments of staff) The Authority will play its part in contributing to high quality, continually improving public services in Scotland that are efficient and responsive to local people’s needs. It will also support the Single Environment and Rural Services (SEARs) project to help deliver better services that specifically meet the needs of land managers. Measuring the effectiveness of our contribution to this outcome: No. & type of access cases reported (no. of cases resolved within X months and with a favourable outcome for the Park) PDM statistics (no. of applications determined within 3 months and with a favourable outcome for the Park and applicant) Effective Partnership working (Macaulay Research Project) Opinion poll survey shows high % of customer satisfaction in relation to CNPA services 2% efficiency savings delivered per annum 48 CAIRNGORMS NATIONAL PARK AUTHORITY Paper 1 Annex 1 20/03/08 NATIONAL PERFORMANCE FRAMEWORK – 15 OUTCOMES 1. We live in a Scotland that is the most attractive place for doing business in Europe. 2. We realise our full economic potential with more and better employment opportunities for our people. 3. We are better educated, more skilled and more successful, renowned for our research and innovation. 4. Our young people are successful learners, confident individuals, effective contributors and responsible citizens. 5. Our children have the best start in life and are ready to succeed. 6. We live longer, healthier lives. 7. We have tackled the significant inequalities in Scottish society. 8. We have improved the life chances for children, young people and families at risk. 9. We live our lives safe from crime, disorder and danger. 10. We live in well-designed, sustainable places where we are able to access the amenities and services we need. 11. We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others. 12. We value and enjoy our built and natural environment and protect it and enhance it for future generations. 13. We take pride in a strong, fair and inclusive national identity. 14. We reduce the local and global environmental impact of our consumption and production. 15. Our public services are high quality, continually improving, efficient and responsive to local people’s needs. 49