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CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 4 20/03/09 

CAIRNGORMS NATIONAL PARK AUTHORITY 


FOR DECISION 


Title: Operational Plan for 2009-10 

Prepared by: Jane Hope, Chief Executive 
David Cameron, Head of Corporate Services 

Purpose 

To present the proposed plan of work and associated financial allocations for 
the coming financial year. 

Recommendations 

That the Board: 

a) Approve the proposed operational plan for 2009/10; 

b) Note the particular challenges highlighted at paragraphs 13-16, and 
the proposed approach to these in the coming year. 

Executive Summary 

The proposed Operational Plan for 2009/10 sets out the range of activities 
through which the CNPA will deliver the second year of the approved 
Corporate Plan for 2008/11. 

The Operational Plan has been prepared by Management team, through the 
various internal Programme teams set up to coordinate our work 
programmes and ensure these are lined up with the work of partners in 
delivering the National Park Plan – the governing principles for us are 
supporting and adding value to the work of other partners, as well as 
delivering functions ourselves where appropriate. 

The Operational Plan’s detailed budgets will be presented to the finance 
Committee in advance of the Board Meeting. The Operational Plan itself is 
presented to the Board to allow members to ensure that the overall direction 
and scope of activity is in keeping with the overarching framework set out in 
the Authority’s three year Corporate Plan. 
The Operational Plan will provide the basis for work by staff over the coming 
year, and the approval of associated expenditure. 


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OPERATIONAL PLAN FOR 2009-10 - FOR DECISION 

Introduction 

1. The Organisation’s Corporate Plan 2008-11 sets out our strategic 
objectives - what we aim to achieve over the 3-year period. The 
Operational Plan sets out the detail of how we will do that in a 
particular year – the activities, and associated financial allocations. 
The Corporate Plan, and hence the operational plan takes its structure 
from the approved National Park Plan’s its seven priorities for actions, 
with a further three added to account for the corporate and statutory 
activities. 

2. A summary of the 1009/10 Operational Plan is shown below 

Major Achievement Headings in Corporate Plan 
Total CNPA cost * £000 
Ex* cost to CNPA £000 

Priorities for Action inNational Park Plan

1. Conserving & enhancing Biodiversity and Landscapes 315 172 
2. Integrating public support for Land  Management 408 244    
3. Supporting sustainable deer management 69 32 
4. Providing high quality opportunities for outdoor access 492 347 
5. Making tourism and Business more sustainable 666 433 
6. Making Housing more affordable and sustainable 446 133 
7. Raising Awareness and Understanding of the Park 769 569 

Internal and statutory functions

8. Strategy and communications 421 133 
9. Planning and Development Management 839 36 
10. Corporate Services 442 65 

Total 4,867  2,164 

*Total cost = CNPA staff costs, plus “external” costs, which are the monies 
paid to out other parties for work done, or as contributions to projects or 
grant. 


How the Plan is put together 

3. In essence the Operational Plan sets out the organisation’s human and 
financial resource “inputs”, to achieve the outputs/outcomes set out in 
the 3 year corporate plan. The plan is put together by Management 
Team, in conjunction with the various programme and project teams 
by: 


PAGE 3

a) considering the CNPA’s contribution to the National park Plan, 
based on our guiding principles in the corporate plan of: 

i. acting as coordinator and catalyst; 
ii. supporting actions/projects with funding; 
iii. facilitating with help/advice/training; 
iv. influencing and persuading others; 
v. acting as a source of innovation, encouraging and initiating 
new approaches and new ideas for sustainable care and 
management of a special place; 
vi. delivering actions and functions directly where appropriate 
(e.g. planning and development management, and access 
management). 

b) Estimating how much money we need to put into activities/projects 
etc delivered by external parties (“operational” costs); 

c) Estimating the staff time needed to deliver various actions in the 
plan. Although not precise, this does provide a check on the 
“deliverability” of the plan within our staff capacity; it also allows us 
to calculate a total cost of delivering the various sections of the Plan 
(i.e. cost of staff time plus “operational” costs). 
Using the Plan 

4. The plan is a key element of the organisation’s financial management 
process, through which our activities and our expenditure plans are 
established and then monitored. This is done through regular reports to 
the Finance Committee on budgetary performance, regular updates 
to the Board on delivery of the Corporate/Operational Plan, and 
through the role of the finance Committee in approving items of 
expenditure. 

5. The Operational Plan is also a core component of the performance 
management framework. It sets out at a detailed level what activities 
and projects we will undertake; it is therefore a key element for staff 
appraisal, in which targets for the year are established and training 
and development needs identified. 

6. The detailed budgets in the Operational Plan will be considered by the 
Finance Committee prior to the Board’s consideration of this paper. 
The Committee’s delegated responsibility is to ensure that we are 
deploying our staff and financial resources to achieve the outcomes 
and outputs sought in the Corporate Plan, and hence the operational 
Plan. 


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7. This Operational Plan paper presented to the Board does not include 
the same level of detail; it is presented so that the Board can ensure 
that the overall direction and scope of activity proposed for the 
coming year are in keeping with the overarching vision set out in the 
Corporate Plan. Regular reports will be put to the Board on delivery of 
the Corporate Plan/Operational Plan throughout the year. 

Reporting and Monitoring 

8. The Operational Plan must be viewed in the context of the Corporate 
Plan, the National Park Plan, and Scottish Government Performance 
Framework (the overarching purpose and 15 national outcomes). This 
makes for a uniquely complex set of reporting arrangements (already 
established) but an inevitable reflection of our coordinating role: 

a) Four-monthly reports to the finance committee on budgetary 
monitoring; 
b) Four-monthly reports to the whole Board on delivery of the 
Corporate Plan and Operational Plan lines of activity, as well as 
progress towards the corporate plan milestones; 
c) As part of these in-year corporate plan reports, a report on 
progress with key performance indicators to show how we are 
contributing to Scottish Government Outcomes; 
d) Four-monthly reports to the Board (at the same time as the 
above) on delivery of the National Park Plan (which includes 
delivery by partners, not just CNPA); 
e) Full year reports on Corporate Plan (our annual report) and 
National Park Plan (annual Park Plan report). 

Financial Implications 

9. The recommended Operational Plan for 2009/10 seeks to establish a 
balance in resource allocation across the Authority’s relatively wide 
range of activities, while recognising that some aspects of delivery are 
inherently more resource intensive than others (see Annex 1). The 
prime examples of this are the planning and development 
management function, and the job of coordinating and overseeing 
the delivery of the National Park Plan. Both of these are functions 
which statutorily fall to the CNPA, and which depend on input of staff 
time rather than payment of funds to outside parties. The balance of 
financial allocation also reflects the anticipated availability of other 
potential funding partners for various aspects of activity (this is 
considered later under Specific Issues). 

10. In line with financial management policy agreed with the Finance 
Committee, the Operational Plan for 2009/10 is “over-programmed”: 
i.e. the total of financial allocations assigned to activities is in excess of 


PAGE 5

the amounts currently available to the Authority from Scottish 
Government grant and other income. This practice allows for slippage 
in the progress of projects with financial implications, which often arise 
through delays in agreement of multi-partner funding contributions 
and/or project delivery timescales. It also allows for initial financial 
allocations to be made to projects while third party income levels are 
uncertain. 

11. The key financial implications arising from the Operational Plan will 
continue to be considered by the Finance Committee. 

Presentational Implications 

12. The Operational Plan is presented in Annex 1 in the format of the 
Cairngorms National Park Plan and its Priorities for Action It is important 
to keep a focus on those priorities for the duration of the National Park 
Plan (2007-2012)given they form the basis of our shared commitment to 
action with partners, and have been approved by Ministers. 

13. We also show how we are contributing to the Scottish Government’s 
National Performance Framework, and in particular how we are 
delivering the Scottish Government’s National Outcomes. Each line of 
activity in our operational plan is allocated to one of the Scottish 
Government outcomes, and we can therefore show how our 
Operational Plan is aligned with the Scottish Government’s 
performance framework. In reality there are multiple links between our 
objectives and the national outcomes; for simplicity we have sought to 
identify the closest alignment. 

14. We have therefore identified (as in our Corporate Plan) an alignment 
with 9 of the 15 National outcomes, and through these to the Scottish 
Government’s purpose (to create a more successful country, with 
opportunities for all of Scotland to Flourish, through increasing 
sustainable growth). This is shown in Annex 2. 

Specific Issues for 2009/10 

15. Partnership Working: It has become increasingly challenging recently 
to implement our principle of stimulating partnership projects, and 
encouraging our partners to play their part in delivering the Park Plan 
(and hence satisfying section 14 of the National Parks Scotland Act, 
requiring all public bodies to have regard to the National Park Plan). 
Increasing budget pressure all round is leading to partners either not 
contributing in the first place to projects and initiatives, or pulling out at 
a late stage. We aim to tackle this through mid-term Park Plan 
discussions with partners, to establish a clear understanding of what 
projects can still be delivered by the end of the Plan period. 


PAGE 6

16. The corollary is that we are increasingly left in the position of having 
initiated successful projects several years ago with partner funding, and 
with those sources of funding drying up we either have to agree to 
continue as sole funders, terminate the project/initiative, or 
alternatively find a fundamentally new approach. 

17. There may, in addition to the budgetary pressures, be a waning of 
interest in and focus on the Cairngorms National Park. After successful 
establishment, the National Park may have “slipped off the radar”; it is 
quietly doing well, and is not a campaigning issue in the headlines. We 
need to consider our stakeholder engagement, and how we renew 
enthusiasm for the UK’s largest National Park and its potential for 
significant delivery of benefits for Scotland, and for the Scottish 
Government’s national purpose. 

18. Coordination. The role of coordinating the delivery of the National Park 
Plan is largely “hidden”, but nevertheless crucially important. It 
depends on input of staff time across the whole organisation; it is the 
essence of our “leadership” role; it is something for which we probably 
get little credit on a day to day basis (it isn’t high profile or 
newsworthy), but our success on this front will determine how good a 
story we can tell on behalf of everyone about the partnership working 
in the Cairngorms National Park. It follows that we must be effective in 
this role now that we have the National Park Plan in place, which 
means we must be increasingly good at developing the right working 
relationships with our partners and stakeholders – it is as much about 
working with people as with issues. 

19. A number of consequences flow from this analysis for how we operate 
in 2009/10: 

a) We must think much further ahead about innovative solutions to 
the projects whose funding is known to be drying up in the short 
to medium term: LBBT/CAP is one example of an excellent 
project which we do not want to lose. The finance Committee 
has already identified that a fundamentally new approach is 
needed if we are to continue, and will be receiving a further 
report in due course, which may have some wider applicability 
to other projects. More generally, there is scope for using our 
informal Board discussion sessions to brainstorm new approaches, 
well in advance of seeking finance committee approval. 

b) Staff will need to be increasingly conscious of these challenges, 
and will need to work with Finance Committee in a more 
proactive way, based on presenting real options to the 
Committee for consideration well in advance of approvals for 


PAGE 7

significant expenditure. Management Team are currently reviewing 
the programme/project management arrangements to 
reflect this, and will be bringing a paper to Finance Committee. 

c) We must concentrate on looking for ways of giving ownership to 
other stakeholders of much of what we have undertaken at the 
start of the National Park’s life. The establishment of the 
Cairngorms Outdoor access Trust is a good example of how to 
do this, involving a degree of “letting go”, but at the same time 
the creation of a mechanism which will have access to funds 
that the CNPA would not, and hence achieve more. Another 
good example is the support to the Cairngorms Business 
Partnership proposal, which should lead to a stronger 
organisation of stakeholders capable to taking forward the work 
which would otherwise stay with CNPA in perpetuity. 

d) We must continue to establish a good understanding with our 
partners of the value and importance of National Parks to 
Scotland, and turn that into effective working partnerships for the 
benefit of the Cairngorms National park. This implies a role for 
both staff and Members. 

Jane Hope 
March 2009 




PAGE 8

Annex 1: CNPA Operational Plan 2009/10 : Delivery of National Park Plan 

Priorities for Action / Summary of Key activities and deliverables in 2009/10 / Total CNPA Cost*

1.Conserving & 
enhancing Biodiversity 
and Landscapes

-Progress Landscape framework - Landscape character assessment complete; special 315 172 
qualities assessment complete. 
 -Biological records system for NP in place through NESBReC, including website; 
-Deliver, facilitate and support projects on priority species and habitats delivered through LBAP 
-Expand raptor watch to Highland 
-Establish Community Heritage Project with project officer in place. 
315
172

2.Integrating public 
support for Land
Management 

-LBBT continuation – consider future development 
-Second year of LMSOs – review of SRDP in National Park; n/o RDCs in place; 
-Deliver catchment management actions on Spey and Dee 
-Projects on mitigation/adaptation to climate change: Low Carbon estates; woodfuel 
development plan; land management for carbon capture capability; sustainable land 
management demonstrations; Case study in CLIM-atic project. 
408 
244 

3.Supporting 
sustainable deer
management 

-open days with estates and schools 
 -continue socio economic study of estates; measure changes vs baseline 
-support CDAG; develop strategic deer framework to reduce conflict and establish habitat monitoring. 
69 
32 

4.Providing high quality 
opportunities for 
outdoor access 
-complete Local Inquiry; adopt Core Paths Plan; 
-support path work by assisting development and delivery of COAT business plan; 
492 
347 



PAGE 9

Priorities for Action / Summary of Key activities and deliverables in 2009/10 / Total CNPA Cost*

-prepare for Speyside way extension(depending upon Ministerial approval); 
-Service and support CLOAF; uphold access rights; 
-Hold training and guidance events on outdoor access; refresh publicity material on SOAC; 
-promote guidance on directional path signs; 
-template for community path leaflets; 
-Support H Hopper and C explorer ; consider long term solutions; 
-Promote health benefits of outdoor access; further develop paths to health schemes; 


5.Making tourism and 
Business more
sustainable 

-support DMOs, CCC and others in forming Cairngorms Business Partnership as umbrella for 
 business voice and action in National Park; 
-Roll out visitor payback scheme; 
-Economic baseline study (comparator with 2003); 
-continue delivery of ec/social benefits through LEADER; 
-roll out Community Action Planning; 
-develop food &drink strategy; 
-visitor survey (comparison with 2004/5) ; 
-businesses develop environmental plans (target 40) 
666 
433 


6.Making Housing more
affordable and
sustainable 

 -support Rural Housing enablers; 
 -Collect/interpret housing data; 
-complete sustainable water guide; 
-complete and adopt sustainable design guide; 
446 
133 


PAGE 10

Priorities for Action / Summary of Key activities and deliverables in 2009/10 / Total CNPA Cost*

-housing policy in Local Plan adopted following PLI; implemented through development 
management function, including major development projects in Park. 


7.Raising Awareness 
and Understanding of 
the Park 

-feasibility study on point of entry markers as part of boundary extension; 
-installation of pre-arrival signs; 
-roll out use of park Brand at TICs; 
-install CNP info and panoramas in communities and other key places; 
-roll out interpretation workshops and DVD; 
-grant aid 8 ranger services; coordinate work of 12; 
-Support and deliver Cairngorms awareness and Pride courses; 
-John Muir Award: continue support and delivery; plan future ; 
-develop outreach programmes following joint study by SNH, CNPA, LL&TTNPA; 
-develop curriculum for excellence programme based on action plans from 5 Las; continue 
work on education website 
-support various publications; 
-launch web portal for Park; 
-research on special qualities – fill gaps. 
769 
569 


8.Strategy and 
communications 

-coordinate delivery of NP Plan with partners, and monitoring of progress, with delivery 
teams and strategy Group. Mid-term “health check” on progress. 
-publish second annual report on progress with NP Plan; 
-hold state of the park seminar. Start thinking on preparation for next NP Plan; 
-publish annual report; Gaelic language plan; other corporate publications 
421 
133 


PAGE 11

Priorities for Action / Summary of Key activities and deliverables in 2009/10 / Total CNPA Cost*

-stakeholder engagement events; opinion poll; publish Parklife 
-ongoing management of effective website and intranet; 
-media relations. 


9.Planning and 
Development 
Management 

-complete and publish range of supplementary planning guidance; 
-complete LPI, consider reporters’ findings, and adopt Local Plan; 
-develop implementation strategy; 
-continue delivery of PDM service – internal review of arrangements after 5 years; 
-continue development of fully functional e-planning regime by 2010. 
839 
36 


10.Corporate Services

 -continue coordination and delivery of good governance, internal control systems, staff 
consultative processes, monitoring of performance management systems; securing Best 
Value in service delivery; 
-support organisational service delivery through training and development; 
-develop long term accommodation plans; 
-continue to contribute as appropriate to SEARS; 
-develop plan to meet needs of requirement from Strategic review of for “shared services” 
with LL&TT NPA; provide support to LL&TT on formalised basis; 
-implement greening plan and initiatives; 
-realise 2% efficiency savings; 
-implement internal equalities plan; encourage others to meet best practice standards. 
442 
65 


TOTAL 4,867 2,164 


PAGE 12

*total cost – CNPA staff costs, plus “external” delivery costs, namely those monies paid to outside sources (grant, contributions to partner 
projects, consultancy etc) 



PAGE 13

Annex 2: CNPA Operational Plan 2009/10: Contribution to Scottish Government Outcomes 

*Total investment represents staff costs as well as operational costs. 

CNPA Total costs 2009/10 (£000)* 

2 
We realise our full economic potential with more and better employment opportunities for our 
people. 
474 

6 
We live longer, healthier lives 
437 

7 
We have tackled the significant inequalities in Scottish society 
390 

10 
We live in well designed, sustainable places where we are able to access the amenities and 
services we need 
908 

11 
We have strong, resilient supportive communities where people take responsibility for their own 
actions and how they affect others. 
483 

12 
We value and enjoy our built and natural environment and protect it and enhance it for future 
generations 
1,005 


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13 
We take pride in a strong, fair and inclusive national identity 
351 

14 
We reduce the local and global impact environmental impact of our consumption and 
production 
260 

15 
Our public services are high quality, continually improving, efficient and responsive to peoples’ 
needs. 
558 

Total investment from Scottish Government Funds Allocated to Cairngorms National Park Authority
4,867