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Cairngorms ViSIT Forum 
31.01.07 Paper 1 


Delivering the National Park Plan 

Prepared by: Jane Hope 

Purpose: To seek views from the ViSIT Forum on the mechanisms 
for industry engagement in delivering the National Park Plan. 


Background 

o National Park Plan is a plan for the Park, delivered by range of partners, not just 
CNPA. Equally wide range of stakeholders have an interest in the outcomes. 

o CNPA need mechanisms for engaging with the right people and organisations to 
ensure: 

-short term delivery of actions ; 
-medium term assessment of progress in achieving objectives (indicators); 
-medium to long term view of future challenges, and implications for Park and Plan. 

o Industry need voice for issues / opportunities, less duplication of meetings, focus 
for their effort & time, 2 way communication 


Framework Suggested/Agreed by Board 

Delivery Teams(7) 
Management/oversight of delivery of action plans.
One Team for each
Priority for Action

Advisory Groups(3)
How well strategic
objectives are being delivered. 
One group for each Strategic Objective.
Meet one or twice a year? 

CNPA Board 


Strategy Group 
-challenges ahead; what needed 
in the future by private and 
other sectors. 
Meet once a year? 



Factors to Consider 

1. The above framework aims to draw a distinction between the various “levels” of 
engagement, from working on the detail of delivery of action plans, to strategic 
planning. In reality these overlap, but in order to make good use of people’s time, 
we need to be clear on the purpose of each of the groups. 

2. Most of the resources for delivery lie within the public sector bodies;. But need a 
balance of private, voluntary and public, and move towards enabling all sectors to 
deliver. The CCC, DMOs, tourism groups etc are key and without them investing 
time and money in skills, GTBS etc the Park Plan won’t be effective. So delivery 
teams must have a mix. 

3. Members of the industry very clearly have a role to play on the Advisory Groups 
and the strategy group, both of which will take more of a role of standing back 
and analysing/advising on direction of travel, without getting into the detail. 

4. The above mechanisms need to recognise that public sector officials attend these 
meetings as part of their job; members of the industry give up their time as a 
direct cost to their business, and therefore there is a judgement to be made on 
the appropriate frequency of meetings. The above scheme offers some thoughts 
on this. 


Questions for the ViSIT Forum 

1. Is this framework helpful, distinguishing between monitoring delivery on action 
plans; advising on how well objectives are being met; and looking to the future? 
Are there any better alternatives? 

2. How can the most successful aspects of the ViSIT Forum be transferred to the 
proposed new arrangements? 

3. What level of involvement would be useful? 

4. How do ViSIT forum members engage with various priorities/objectives and what 
mechanisms might work for sharing information between various advisory groups, 
delivery teams and the wider industry? 


Notes for Information: 

Priorities for Action (7) in NPPlan (proposal is to have a Delivery team for 
each of these) 

#  Conserving and enhancing Biodiversity and landscapes 
#  Integrating public support for land management 
#  Supporting sustainable deer management 
#  Providing high quality opportunities for outdoor access 
#  Making tourism and business more sustainable 
#  Making housing more affordable and sustainable 
#  Raising awareness and understanding of the Park 


Strategic Objectives (3) in NPPlan 
(Proposal is to have an advisory group for each of these) 

#  Conserving and enhancing the Park 
#  Living and working in the Park 
#  Enjoying and understanding the Park 

Local Outdoor Access Forum 
The existing Local Outdoor Access Forum, while having an advisory role, is a 
statutory requirement under the Land Reform Scotland Act and is therefore likely to 
remain unchanged.