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. PAGE EIGHTY EIGHT & EIGHTY NINE 6. PRIORITIES FOR ACTION 2007-2012 Image: Loch Pityoulish PAGE NINETY 6. PRIORITIES FOR ACTION 2007-2012 In working towards all of the strategic objectives, all sectors in the National Park can make significant progress towards the vision. However, even a wide range of partners working together cannot immediately tackle all areas and try to achieve all objectives within the next five years. There is a need to prioritise where we collectively focus effort and resources in order to ensure that the most pressing issues are tackled and that we focus the collective resources available on making a difference in these areas. The Priorities for Action identified here set out a programme of work in key areas for the next five years, 2007-2012.They do not try to plan for every action needed to deliver the strategic objectives – implementation is an ongoing process for all involved. Instead, they set out what difference we seek to make in these areas of priority over five years and the headline actions that are needed to achieve this. They are targeted at the most pressing issues and challenges that have been identified during consultation and preparation of the plan.There is either an important need to address the issue now, or a valuable opportunity which should be grasped. To support integration across sectors, the five year outcomes for each priority will contribute to strategic objectives across several sections.The relevant sections of strategic objectives to which the outcomes contribute are listed under each priority. The Priorities for Action for 2007-2012 are: • 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. For each action, the partners that need to deliver it are listed (in alphabetical order). These will form the basis of the delivery group for each priority. However, this list may not be exhaustive and implementation of these priorities should involve all those necessary to achieve the outcomes most effectively. Section 7 describes the process for implementation in more detail. The following sections set out these details for each priority: Why is this a priority? A description of the need or opportunity to address this issue in the next five years. Outcomes for 2012 What the priority seeks to achieve in five years. Contribution to the strategic objectives The strategic objectives of the plan to which these five year outcomes will contribute. Contribution to national strategies The key national strategies and their vision/policy aims/objectives to which these five year outcomes will contribute. Action programme 2007-2012 The headline actions needed to achieve these outcomes and who is needed to deliver them. PAGE NINETY ONE Image: Oystercatcher 6.1 Conserving and Enhancing Biodiversity and Landscapes Why is this a priority? The biodiversity and landscapes of the Cairngorms National Park are prime reasons for its designation.The combination of biodiversity, geodiversity, landscape and the historic environment create an outstanding natural and cultural environment in the Park that is a combination of both natural processes as well as past and present management.These special qualities are prized by many for their innate value and are also of fundamental importance to land management and tourism, underpinning the wider economy. However, these qualities need active management to conserve and enhance them in a changing environment with many potential threats. Climate change, biodiversity loss, policy changes and in some cases a lack of knowledge mean the conservation of these qualities is by no means guaranteed.These qualities need active management to maintain what we currently value and to enhance the landscape, historic environment, biodiversity and geodiversity of the National Park. This priority can make a significant contribution to Scotland’s efforts to meet the UK’s international obligations to protect and restore the functioning of natural systems and to halt the loss of biodiversity by 2010. Outcomes for 2012 – what does this seek to achieve in five years? i. A Landscape Plan for the Park will identify the natural, cultural and built landscape qualities, the factors influencing them and underpin actions for positive management. ii. The key areas for the experience of wild land qualities will be identified, protected and enhanced as a major source of enjoyment of the Park and wild land qualities throughout the rest of the Park will be safeguarded. iii. 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. iv. Species and habitats identified as the highest priorities in the Cairngorms Local Biodiversity Action Plan, the UK and Scottish Biodiversity Strategies and Action Plans and the Scottish Species Framework will be protected and under active conservation management. v. There will be enhanced connectivity within habitat networks through practical implementation of a planned, landscape-scale approach, with early emphasis on lowland agricultural habitat networks and forest networks. PAGE NINETY TWO 6. PRIORITIES FOR ACTION 2007-2012...cont Cairngorms National Park Plan 2007 6.1Conserving and Enhancing Biodiversity and Landscapes vi. All the designated nature conservation sites in the Park will be in favourable condition, or under positive management to bring them into favourable condition.This will be enhanced further by the appropriate management of the surrounding land to increase the ecological integrity and viability of these sites. vii. The habitat and water quality of rivers and wetlands will be enhanced through commencement of positive management initiatives guided by catchment management planning. viii. The diversity of rocks, minerals, landforms and soils of international, national and regional value will be safeguarded and more widely appreciated, together with the natural processes underpinning them. ix. An active programme will be underway to safeguard and manage priority historic landscapes and archaeology sites and to promote them to the public. Contribution to Strategic Objectives These five year outcomes will be important milestones in working towards the longer term strategic objectives in the following sections: • 5.1.2 Conserving and Enhancing the Natural and Cultural Heritage; • 5.1.4 Integrated Land Management; • 5.2.3 Economy and Employment; • 5.3.2 Sustainable Tourism; • 5.3.3 Outdoor Access and Recreation; • 5.3.4 Learning and Understanding. Contribution to National Strategies Strategy / Aim/Objective Scottish Biodiversity Strategy Species and Habitats:To halt the loss of biodiversity and continue to reverse previous losses through targeted action for habitats and species. People:To increase awareness, understanding and enjoyment of biodiversity and engage many more people in conservation and enhancement. Landscapes and Ecosystems:To restore and enhance biodiversity in all our urban, rural and marine environments through better planning, design and practice. Integration and Co-ordination:To develop an effective management framework that ensures biodiversity is taken into account in all decision making. Knowledge:To ensure that the best new and existing knowledge on biodiversity is available to all policy makers and practitioners. Scottish Rural Development To safeguard and enhance the distinct identity, the diverse character and special qualities of Scotland’s landscapes. The distinct cultural and historic identity of each area is recognised, valued and safeguarded. To support the conservation and enhancement of biodiversity through measures that halt and reverse loss and deterioration. Passed to the Future: Policy for Sustainable Management of the Historic Environment Key Principles: Recognising value; good stewardship; assessing impact; working together. PAGE NINETY THREE ACTION PROGRAMME 2007-2012: Conserving and Enhancing Biodiversity and Landscapes To achieve the five year outcomes the following actions are needed: Ref / Action / Who? 1 Landscape 1a Prepare a Landscape Management Plan based on a systematic review of the existing natural, historic and cultural landscape character assessments, which will form the basis of decisions related to planning control, land management and enhancement actions. CNPA, HS, RCAHMS, SNH 1b As part of the formulation of the Landscape Management Plan, identify core areas of the Park where wild land experiences are especially significant and quantify the levels of wild land experience throughout the rest of the Park. CNPA, Land Managers, NGOs, SNH 1c Identify detractors from wild land qualities and begin a programme of action to mitigate their impacts including down-grading of unnecessary vehicle tracks to paths, upland path repairs and extending control over the construction of new developments including telecommunication masts, electricity lines and construction or upgrading of vehicle tracks. CNPA, Land Managers, NGOs, SNH 1d Ensure that all approved developments are based on a site design plan to make a positive contribution to their local natural and cultural landscape setting and character. CNPA, LAs 1e Provide guidance on design and encouragement for innovative design to enhance landscapes and townscapes as part of a Sustainable Design Guide. CNPA, HS, LAs, SNH 1f Identify existing detractors from natural and cultural landscape qualities through the systematic update of the Landscape Character and Historic Land-use Assessments and begin a programme of action to mitigate them. 2 Historic Environment 2a Carry out an audit of significant historical, cultural and archaeological landscape features within the Park, such as Designed Landscapes and Historic Gardens, battlefields, field systems, townships, farmsteads, mills, drove roads, village squares. CNPA, Communities, HS, LAs, Land Managers, Local Cultural Heritage Groups, NTS, RCAHMS, SCT 2b Assess the vulnerability and management requirements of the historic environment resource and prepare and implement management plans to conserve and further research as appropriate. CNPA, Communities, HS, LAs, Land Managers, Local Cultural Heritage Groups, NTS, RCAHMS, SCT 2c Provide a central point of information on the archaeological interest that will be readily available to all interested parties and underpins active promotion, awareness and enjoyment of the archaeology of the Park. CNPA, HS, LAs, RCAHMS, SCT 2d Safeguard the features and landscapes of archaeological, historical and cultural interest through planning and development control including design guidance and identification of buildings at risk. CNPA, HS, LAs, SCT PAGE NINETY FOUR 6. PRIORITIES FOR ACTION 2007-2012...cont 6.1Conserving and Enhancing Biodiversity and Landscapes Ref / Action / Who? 3 Biodiversity 3a Develop a programme, to be shared between a wide range of bodies, setting out priorities for biodiversity research addressing significant gaps in knowledge of the threats to the ecology and the distribution of priority LBAP species and habitats that prevent effective conservation management. (drawn from Local Biodiversity Action Plan list). CEH, CNPA, LBAP Group, LLTNPA, MLURI, SAC, SEERAD, SNH, Universities 3b Establish a central biological recording system for the National Park which collates and manages all species and habitat records for the Park, is linked to the national biodiversity network and is readily accessible to all. CNPA, Communities, FCS, LAs, LBAP Group, NESBReC, NGOs 3c Complete gaps in survey requirements for prioritised species and habitats, including completion of surveys of in-bye farmland, grasslands and fens, montane willows. CNPA, Communities, LAs, LBAP Group, NESBReC, NGOs, SNH 3d The Local Plan and development control procedures will ensure that all approved developments protect the Park’s special habitat and species qualities and site design plans for development will make a positive contribution to biodiversity as appropriate to their location. CNPA, Communities, LAs, NGOs 3e Establish or continue, as appropriate, conservation projects to undertake active management targeted at prioritised species and habitats, including water voles, capercaillie, black grouse, red squirrel, breeding waders, wild cat, semi-natural grasslands. CNPA, Communities, FCS, GCT, LAs, Land Managers, LBAP Group, NGOs, SEERAD, SNH 3f Develop a system for effective action to control or remove invasive non-native species such as mink, grey squirrel, giant hogweed, Japanese knotweed and water crowfoot and to prevent the introduction of other potential problem species not native to the Park. CNPA, FCS, GCT, LAs, Land Managers, LBAP Group, NGOs, SEERAD, SNH 3g Identify and encourage realisation of economic benefits from the Park’s diversity of habitats and species for land managers, communities and local businesses. BASC, Businesses, CNPA, Communities, GCT, Land Managers, NGOs, SNH 3h Extend the Raptor Watch project across the Park to increase the populations of native raptors on productive grouse moorlands and other habitats through the active collaboration of land managers, public agencies, NGOs and communities to manage and resolve the conflict between raptors and sporting and other land management interests. Within this initiative, increase the golden eagle population so that it reoccupies its historic range and realises its potential high levels of productivity. CNPA, Communities, LAs, Land Managers, NGOs, Police, SEBG, SGA, SNH, SRPBA 3i Establish partnerships across the Park to combat and reduce all forms of wildlife crime including game poaching, salmon poaching, fresh water pearl mussel fishing and egg stealing. CNPA, Communities, LAs, Land Managers, LBAP Group, NGOs, Police, SEBG, SGA, SNH, SRPBA PAGE NINETY FIVE 3j From the Local Biodiversity Action Plan identify species that have suffered serious decline or local extinction in the Park and which could be subject to reintroduction or translocations to boost populations such as fresh water pearl mussels and alpine saw-wort. CNPA, LAs, LBAP Group, NGOs, SNH 3k In the context of national initiatives, identify and address the likely land management and other issues that may arise from the reintroduction of extinct native species that could have broad ecological and economic benefits for the Park. CNPA, Communities, FCS, Land Managers, LBAP Group, NGOs, SEERAD, SEPA, SGA, SNH, SRPBA 3l Develop a programme of survey to fill gaps in knowledge of existing habitat networks such as woodland, moorland, juniper scrub, blanket bog, wetlands and grasslands together with an assessment of condition.The results to inform the application of land management incentives and other support mechanisms. CNPA, DCS, FCS, SEERAD, SNH 3m Use maps of existing habitat networks to target incentives for enhancing networks through favourable management or new linkages, as a means of improving habitat viability and to make them more able to cope with the impacts of climate change. CNPA, DCS, FCS, SEERAD, SNH 3n By agreement with land managers, implement a programme to reinstate selected wetland areas, including a reconnection between sections of rivers and their floodplains, to enhance natural river processes, increase riparian wetlands and reduce catastrophic flood pressures downstream. Fishery Boards, LAs, Land Managers, SEPA, SRPBA, SW 3o Identify existing in-stream and bank-side engineering works/structures that are detrimental to river processes, species and habitats, and undertake a prioritised programme to remedy them. CNPA, Fishery Boards, Land Managers, LAs, SEPA 3p Collate and publicise the results of ongoing climate change monitoring and research in the Cairngorms to help increase awareness of this issue and its impacts upon the Park and wider environment. Climate Change Network, CNPA, SNH 3q Promote the active involvement and training of volunteers from all sections of society to assist in survey, monitoring and practical management of the Park’s special natural and cultural heritage. BTCV, CNPA, NGOs, Ranger Services, SNH 4 Geodiversity 4a Based on existing information sources and bespoke survey as appropriate, prepare a comprehensive Geodiversity Audit and Action Plan for the Park. Include links between geodiversity and biodiveristy and the role of geodiveristy in environmental management. BGS, CNPA, LAs, Land Managers, Ranger Services, SNH 4b Increase education and interpretation initiatives which raise awareness and enjoyment of the Park’s geodiversity. BGS, CNPA, LAs, Land Managers, Ranger Services, SNH PAGE NINETY SIX 6. PRIORITIES FOR ACTION 2007-2012...cont 6.1Conserving and Enhancing Biodiversity and Landscapes Ref / Action / Who? 4c Safeguard the Park’s geodiversity and the natural processes underpinning them through planning policies and development and control. BGS, CNPA, LAs, SEPA, SNH 4d Land management support will be applied to safeguard and protect the geodiversity of the Park and the natural processes underpinning it. BGS, FCS, SEERAD, SNH 4e Promote management for soil protection and enhancement within the Park including prevention of degradation and erosion of organic soils; prevention of soil acidification and eutrophication; and mitigation of climate change impacts on soil functionality. NFUS, SEERAD, SEPA, SNH 4f Ensure geodiversity issues are included at all levels of planning, land management and water management within the Park and that all management is carried out in ways compatible with conservation and enhancement of geodiversity. CNPA, NFUS, SNH, SRPBA KEY BASC British Association for Shooting and Conservation • BGS British Geological Survey • BTCV British Trust for Conservation Volunteers CEH Centre for Ecology and Hydrology • CNPA Cairngorms National Park Authority • DCS Deer Commission for Scotland • FCS Forestry Commission Scotland • GCT Game Conservancy Trust • HS Historic Scotland • LAs Local Authorities • LBAP Group Local Biodiversity Action Plan Group • LLTNPA Loch Lomond and the Trossachs National Park Authority • NESBReC North-East Scotland Biological Records Centre NTS National Trust for Scotland • MLURI Macaulay Landuse Research Institute • NFUS National Farmers Union of Scotland • NGOs Non-Governmental Organisations • RCAHMS Royal Commission on Ancient and Historic Monuments in Scotland • SAC Scottish Agricultural College • SCT Scottish Civic Trust • SEBG Scottish Estates Business Group • SEERAD Scottish Executive Environment and Rural Affairs Department • SEPA Scottish Environment Protection Agency • SGA Scottish Gamekeepers Association • SNH Scottish Natural Heritage SRPBA Scottish Rural Property and Business Association • SW Scottish Water. Image: Snow covered Cairngorms PAGE NINETY SEVEN Image: Silage cutting 6.2 Integrating Public Support for Land Management Why is this a priority? The management of land for food, timber, sport, tourism, recreation and conservation is one of the principal influences on and providers of the special qualities of the Park.The qualities that are valued today result from a combination of past management practices. Land management is also a significant part of the economy and employment in the area. It is important for the future of the Park to maintain and develop a profitable land management sector that not only continues to contribute to the economy by producing high quality food, timber and other primary products, but also maintains and enhances the Park’s special qualities and their enjoyment by the public. To this end, land managers should be supported by the public sector, the business sector and others in their efforts to grow their businesses and deliver public benefits. Innovation plays an important role in shaping future forms of diversification within land management and should seek to address the sector’s current economic disadvantages. Relevant actions to support this are also contained in the priority for action ‘Making Tourism and Business More Sustainable’ (6.5). Actions to raise awareness of how the special qualities are managed are incorporated in ‘Raising Awareness and Understanding of the Park’ (6.7). Many public benefits delivered by land managers depend on public sector intervention and support, in the form of regulation, advice, training and incentive schemes. Currently, these are the means by which society can influence management practices and so secure a range of public benefits which may not otherwise be achieved through the private objectives of land management alone. Changes in European and Scottish rural policy in the coming years herald a period of uncertainty with some concern that benefits associated with current support and management systems may not be built upon, or indeed could be lost. There is an opportunity to move to a simpler system of support that is more integrated across sectors, more clearly linked to delivery of tangible public benefits and more closely tailored to the needs and priorities in the National Park.This is a current opportunity for all involved in land management within the National Park to grasp and make significant progress in the next five years towards the strategic objectives for land management and by extension, many other objectives in the plan that are influenced by land management. It is therefore a priority for action in the period 2007-2012. PAGE NINETY EIGHT 6. PRIORITIES FOR ACTION 2007-2012...cont 6.2 Integrating Public Support for Land Management Outcomes for 2012 – what does this seek to achieve in five years? i. A diverse, viable and productive land management sector will continue to provide high quality primary produce such as food and timber, whilst delivering public benefits which are compatible with the Park’s special qualities and will make a growing contribution to employment and the local economy. ii. Public support for land management will be better integrated and directed at delivering tangible public benefits. iii. The public benefits which land managers are asked to deliver with public sector support in the Park will be informed by sound information and determined through an open process involving land managers, communities and other stakeholders. Contribution to Strategic Objectives These five year outcomes will be important milestones in working towards the longer term strategic objectives in the following sections: • 5.1.2 Conserving and Enhancing the Natural and Cultural Heritage; • 5.1.3 Sustainable Use of Resources; • 5.1.4 Integrated Land Management; • 5.2.3 Economy and Employment; • 5.3.2 Sustainable Tourism; • 5.3.3 Outdoor Access and Recreation; • 5.3.4 Learning and Understanding. Contribution to National Strategies Strategy / Aim/Objective Scottish Rural Development To create a rural development policy that capitalises on the assets of Programme 2007-2013 rural Scotland – its resourceful people and its outstanding landscapes and natural heritage. Image: Ewe with triplet lambs PAGE NINETY NINE ACTION PROGRAMME 2007-2012: Integrating Public Support for Land Management To achieve the five year outcomes the following actions are needed: Ref / Action / Who? 1a Identify the various public benefits that are priorities in the National Park and tailor public support mechanisms to deliver them. CC, CNPA, Communities, DCS, FCS, LECs, Land Managers, NFUS, NGOs, SCF, SEBG, SEERAD, SEPA, SNH, SRPBA 1b Move towards public support for land management that is based on specified outcomes and the delivery of high quality public benefits appropriate to the land through simplifying current mechanisms, for example through a single contract that draws together a range of objectives and funding sources. CC, CNPA, Communities, DCS, FCS, LECs, Land Managers, NFUS, NGOs, SCF, SEBG, SEERAD, SEPA, SNH, SRPBA 1c Establish a landscape scale approach to targeting support for public benefits, so that the varying priorities in different parts of the Park are recognised. CC, CNPA, Communities, DCS, FCS, LECs, Land Managers, NFUS, NGOs, SCF, SEBG, SEERAD, SEPA, SNH, SRPBA 1d Find ways to recognise and capture the ‘non-market’ value of the special qualities created and maintained by land managers. CC, CNPA, Communities, DCS, FCS, LECs, Land Managers, NFUS, NGOs, SCF, SEBG, SEERAD, SEPA, SNH, SRPBA 1e As part of the landscape scale approach, encourage whole unit and collaborative land management planning in order to realise benefits that are most effectively achieved across neighbouring land holdings, such as habitat connectivity, species management, access and recreation. CC, CNPA, Communities, DCS, FCS, LECs, Land Managers, NFUS, NGOs, SCF, SEBG, SEERAD, SEPA, SNH, SRPBA 1f Establish an effective advisory mechanism to support land managers to deliver priority public benefits.This mechanism will include clear guidance about the priorities and their implementation as appropriate to location and environmental conditions and the provision of training courses to provide support to land managers in delivering the priorities. CC, CNPA, Communities, DCS, FCS, LECs, Land Managers, NFUS, NGOs, SCF, SEBG, SEERAD, SEPA, SNH, SRPBA 1g Make assistance available to facilitate improved communication between land managers, peer groups, local communities, public agencies and other interest groups about management objectives and practices and to inform the evolution of priorities and support requirements. CC, CNPA, Communities, DCS, FCS, LECs, Land Managers, NFUS, NGOs, SCF, SEBG, SEERAD, SEPA, SNH, SRPBA 1h Work together to monitor the delivery of the priority public benefits by land managers and use this as a basis to feedback and review priorities, the advisory network, unit management plans and practices. CC, CNPA, Communities, DCS, FCS, LECs, Land Managers, NFUS, NGOs, SCF, SEBG, SEERAD, SEPA, SNH, SRPBA KEY CC Crofters Commission • CNPA Cairngorms National Park Authority • DCS Deer Commission for Scotland • FCS Forestry Commission Scotland • LECs Local Enterprise Companies • NFUS National Farmers Union of Scotland • NGOs Non-Governmental Organisations SCF Scottish Crofting Foundation • SEBG Scottish Estates Business Group • SEERAD Scottish Executive Environment and Rural Affairs Department • SEPA Scottish Environment Protection Agency • SNH Scottish Natural Heritage • SRPBA Scottish Rural Property and Business Association. PAGE ONE HUNDRED 6. PRIORITIES FOR ACTION 2007-2012 Image: Roe deer doe 6.3 Supporting Sustainable Deer Management Why is this a priority? Native red and roe deer are valuable natural assets within the National Park.They are an important part of our natural heritage and bring economic and employment benefits. Grazing is a vital ecological process which shapes the landscape of the Cairngorms and influences the condition of many habitats and associated features. Red deer are the dominant grazing animal throughout much of the Park and at appropriate levels grazing has a positive management effect, but excessive grazing in some places can prevent native woodlands from regenerating and can obstruct the achievement of other natural heritage objectives. Deer management has long been the subject of debate amongst deer managers, public agencies and the wider public leading to specific legislation, currently the Deer (Scotland) Act 1996. Red deer are managed for a range of objectives within the Park and deer population densities vary depending on those objectives. Objectives range from the regeneration of unfenced native woodland, which usually requires densities of less than five deer per km2, to commercial deer stalking which typically requires 10-20 deer per km2.This mix of natural heritage and socio-economic objectives creates a patchwork of red deer densities within the National Park. The current patchwork of red deer densities can cause conflict in some places between natural heritage and socio-economic objectives, particularly on sites designated for nature conservation. Although hill sheep numbers have declined significantly in recent years owing to changes in support systems, they are still an important grazer in parts of the Park. In some areas sheep are returning to the hill as a management tool to reduce ticks on grouse moors. Like deer, sheep grazing can influence moorland vegetation and woodland dynamics and deer and sheep often graze the same range. Where they do, there is a need to understand and manage their combined impact on natural heritage features and to consider the impacts of sheep grazing in deer management plans. The delivery of sustainable deer management throughout the Cairngorms needs to focus on reducing conflict between socio-economic and natural heritage objectives.This must build on the existing work of Deer Management Groups and public agencies to develop a high quality deer management planning process, which involves the range of relevant stakeholders PAGE ONE HUNDRED AND ONE and seeks agreement on a large-scale patchwork of densities to meet a range of objectives appropriate to different parts of the Park. In particular, while deer management should continue to contribute to socio- economic development, sustainable deer management requires populations to be managed at levels which conserve and enhance the special natural heritage qualities of the National Park. Reconciling these objectives through supporting a sustainable approach to deer management is therefore a priority for action. Outcomes for 2012 – what does this seek to achieve in five years? i. There will be a large-scale patchwork of deer densities across the National Park underpinned by an inclusive deer management planning process. ii. 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.This standard will be agreed as an integral part of the deer management planning process. iii. There will be good communication and understanding between all sectors involved in deer management including public agencies, local communities and other interest groups. Better understanding of objectives, requirements and deer management activities should reduce conflict between different sectors. iv. The economic value of the deer resource will be enhanced. v. There will be more opportunities and fewer perceived barriers for a wider range of people to enjoy stalking. Contribution to Strategic Objectives These five year outcomes will be important milestones in working towards the longer term strategic objectives in the following sections: • 5.1.2 Conserving and Enhancing the Natural and Cultural Heritage; • 5.1.4 Integrated Land Management; • 5.2.3 Economy and Employment; • 5.3.2 Sustainable Tourism; • 5.3.3 Outdoor Access and Recreation; • 5.3.4 Learning and Understanding. Contribution to National Strategies Strategy / Aim/Objective Choosing Our Future: Scotland’s Sustainable Development Strategy A Scotland where biodiversity loss has been halted; natural resources are managed sustainably; and the environment is protected effectively on the basis of evidence and using the best available science. PAGE ONE HUNDRED AND TWO 6. PRIORITIES FOR ACTION 2007-2012...cont 6.3Supporting Sustainable Deer Management ACTION PROGRAMME 2007-2012: Supporting Sustainable Deer Management To achieve the five year outcomes the following actions are needed: Ref / Action / Who? 1a Exchange information and advice on deer management through the Cairngorms Deer Advisory Group and use the group as a forum to improve communication between managers, public agencies and communities. ADMG, CNPA, Communities, DCS, DMGs, FCS, Land Managers, NGOs, SEERAD, SGA, SNH 1b Develop and implement an inclusive deer management planning process that underpins a large-scale patchwork of deer densities across the Park to meet a range of natural heritage and socio-economic objectives. ADMG, CNPA, DCS, DMGs, FCS, Land Managers, NGOs, SEERAD, SGA, SNH 1c Where relevant, take account of the combined grazing impact of deer and sheep in deer management planning. ADMG, CNPA, Communities, DCS, DMGs, FCS, Land Managers, NGOs, SEERAD, SGA, SNH 1d Work to prevent populations of muntjac and fallow deer becoming established in the Park and to prevent the further spread of sika deer. ADMG, CNPA, DCS, DMGs, FCS, Land Managers, NGOs, SEERAD, SGA, SNH 1e Investigate opportunities to increase the socio-economic value of deer will be explored including greater co-operation in marketing of sport and venison and increased opportunities for people to learn about and take part in deer stalking. ADMG, DCS, DMGs, Land Managers, LECs 1f Ensure regular access to good practice demonstration events for those involved in all aspects of deer management within the Park. ADMG, CNPA, DCS, DMGs, FCS, Land Managers, SGA, SNH KEY ADMG Association of Deer Management Groups • CNPA Cairngorms National Park Authority • DCS Deer Commission for Scotland DMGs Deer Management Groups • FCS Forestry Commission Scotland • LECs Local Enterprise Companies • NGOs Non-Governmental Organisations • SEERAD Scottish Executive Environment and Rural Affairs Department • SGA Scottish Gamekeepers Association SNH Scottish Natural Heritage Image: Deer in winter PAGE ONE HUNDRED AND THREE Image: Walkers, Loch an Eilean 6.4 Providing High Quality Opportunities for Outdoor Access Why is this a priority? To enjoy and understand the Park, residents and visitors of all ages, abilities and interests need to be able to get outside and enjoy the countryside.There is a good existing network of land and water access in many places, but more work is needed to bring the opportunities for access up to the excellent standard that is expected in a National Park. Improving these opportunities can make a significant contribution to people’s enjoyment, health, learning and understanding. The designation of the National Park brings an opportunity to integrate access management across different areas and sectors within the Cairngorms.The relatively new right of responsible access under the Land Reform (Scotland) Act 2003 gives Scotland some of the best access legislation in the world. It now creates a need for all access takers and access managers to develop an effective understanding of responsible access and access management and to provide excellent access and recreation opportunities in the National Park. Outcomes for 2012 – what does this seek to achieve in five years? i. A wider range of people will have the opportunity to enjoy the outdoors. ii. Land managers and those enjoying the outdoors will have a better understanding of their respective rights and responsibilities which will positively influence behaviour and enable all to enjoy the special qualities of the National Park. iii. There will be a more extensive, high quality, well maintained and clearly promoted path network so that everyone can enjoy the outdoors and move around the Park in a way that minimises reliance on motor vehicles. iv. There will be greater involvement of communities, land managers and visitors in the management and maintenance of paths. v. There will be more effective connections between public transport and places with outdoor access opportunities. vi. 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. PAGE ONE HUNDRED AND FOUR 6. PRIORITIES FOR ACTION 2007-2012...cont Cairngorms National Park Plan 2007 6.4Providing High Quality Opportunities for Outdoor Access Contribution to Strategic Objectives These five year outcomes will be important milestones in working towards the longer term strategic objectives in the following sections: • 5.1.2 Conserving and Enhancing the Natural and Cultural Heritage; • 5.1.4 Integrated Land Management; • 5.2.5 Transport and Communications; • 5.3.2 Sustainable Tourism; • 5.3.3 Outdoor Access and Recreation; • 5.3.4 Learning and Understanding. Contribution to National Strategies Strategy / Aim/Objective Let’s Make Scotland More Active – A Strategy For Physical Activity To increase and maintain the proportion of physically active people in Scotland. Scottish Rural Development Programme To increase people’s quality of life through confident participation in and enjoyment of responsible outdoor access in a welcoming countryside. ACTION PROGRAMME 2007-2012: Providing High Quality Opportunities for Outdoor Access To achieve the five year outcomes the following actions are needed: Ref / Action / Who? 1 Improving path condition and quality 1a Submit the draft Core Paths Plan to Ministers for approval by February 2008 and implement the actions arising from it (including actions relating to the wider path network). CNPA, Land Managers, Recreation Users 1b Complete Park-wide survey of upland paths and popular setting-off points, using both field survey and stakeholder input, to develop targeted repair and maintenance programmes. CNPA, Land Managers, Recreation Users, SNH 1c Review the different approaches and techniques to path repair and maintenance in the uplands to improve performance and agree standards, techniques and styles for the future. CNPA, Land Managers, Recreation Users, SNH 1d Establish a Park-wide Trust or similar mechanism to improve and maintain path condition and quality and provide information about access opportunities. CNPA, Land Managers, Recreation Users, SNH 1e Improve/extend strategic routes: • Extension of Speyside Way to Newtonmore; • Ensure Speyside Way is more suitable for widest possible variety of users; • Complete Aviemore to Glenmore off-road route; • Complete Deeside Way to Ballater. CNPA, FCS, LAs, Land Managers, LECs, Recreation Users, SNH 1f Review opportunities for people of all abilities against the relevant policy in the Outdoor Access Strategy and put plans in place to promote existing opportunities and address shortcomings. CNPA, FCS, Land Managers, Recreation Users, SNH,VS PAGE ONE HUNDRED AND FIVE 1g Identify and remove physical barriers that unnecessarily restrict opportunities for outdoor access or make appropriate modifications to encourage greater access. CNPA, Land Managers, Recreation Users 1h Improve provision for horse riders through removal of unnecessary barriers and specific marketing initiatives to promote opportunities. CNPA, Land Managers, LECs, Recreation Users,VS 1i Provide more cycling opportunities through provision of off-road facilities, removal of unnecessary barriers and by developing specific marketing initiatives. CNPA, LAs, Land Managers, LECs, Recreation Users 1j Improve access opportunities to water by providing low-key, appropriately sited infrastructure at popular access and egress points. CNPA, Land Managers, Recreation Users, SS 1k Improve availability and use of functional walking and cycling routes, especially near schools and work places. CNPA, LAs, Land Managers, Recreation Users 1l Develop use of electronic maps system (CAMS) for path management throughout the National Park. CNPA 1m Promote community involvement in path development and maintenance though grant schemes, training and capacity building, sponsorship and other support. CNPA, Communities, FCS, LAs, LECs, SNH 1n Encourage feedback from residents and visitors about path condition and about outdoor access opportunities generally with a view to improving opportunities in future. ACCC, CNPA, Communities, DMOs, Land Managers, Recreation Users 1o Collect and collate better information on the economic, social and environmental value of paths (and outdoor access opportunities more generally) and the benefits of their active management. ACCC, CCC, CNPA, DMOs, LAs, LECs 2 Promoting responsible outdoor access and management 2a Promote and distribute the Scottish Outdoor Access Code (and the specially targeted versions of it) to ensure all key audiences are aware of its contents. CCC, CNPA, Communities, DMOs, LAs, Land Managers, LOAF, SNH,VS 2b Develop programmes of promotional activity about responsible behaviour targeted at specific groups and reviewed on an annual basis. CNPA, LAs, Land Managers, Recreation Users, SNH 2c Encourage all parties to report problems related to outdoor access to CNPA who will investigate, assist with resolution and regularly feed back. CNPA, FCS, Land Managers, Recreation Users, SNH,VS 2d Further develop and promote the Local Outdoor Access Forum as a valuable source of advice and expertise for CNPA and others. CNPA, Communities, FCS, Land Managers, Recreation Users, SNH, SS 2e Develop groups to share good practice about management of outdoor access across the National Park (based on the model of the Deeside Access Group). CNPA, Communities, FCS, LAs, Land Managers, Recreation Users, SNH, SRPBA PAGE ONE HUNDRED AND SIX 6. PRIORITIES FOR ACTION 2007-2012...cont 6.4 Providing High Quality Opportunities for Outdoor Access Ref / Action / Who? 2 Promoting responsible outdoor access and management...cont 2f Promote regular exchanges of experience and communication between land managers and recreational users and encourage each group to promote good practice amongst their peers. CNPA, Land Managers, Recreation Users, SRPBA 2g Provide feedback about the implementation of the Scottish Outdoor Access Code for future review. CNPA, Communities, FCS, Land Managers, Recreation Users, SNH, SRPBA 2h Promote best practice in the use of signs for management of outdoor access. CNPA, FCS, Land Managers, SNH, SRPBA 2i Promote the Park-wide policy on organised outdoor access events and develop further specific guidelines for event organisers. CNPA, DMOs, FCS, Land Managers, SNH, SS,VS 2j Discourage camping alongside public roads at un-managed sites and improve provision of managed campsites in the National Park. CNPA, LAs, Land Managers, LECs,VS 2k Promote the policy on car-park charging in the National Park and encourage its adoption by land managers. CNPA, FCS, Land Managers, SNH,VS 2l Enhance the role of ranger services, tourist information centre staff and other key professional groups who have contact with public in the promotion of responsible behaviour. CNPA, FCS, Ranger Services, SNH, SS,VS 3 Promoting visitor information about outdoor access opportunities 3a Develop and promote a hierarchy of visitor information about outdoor access opportunities – with general information about opportunities at Park-wide level and more specific information available about opportunities in parts of the National Park. CNPA, DMOs, LAs, Ranger Services, SNH,VS 3b Develop and promote technical guidance for way-marking of paths in line with Park-wide policy. CNPA, FCS, SNH, SS,VS 3c Promote Core Paths and other paths with appropriate visitor information and marketing to encourage their use. CNPA, FCS, Land Managers, SNH,VS 3d Promote awareness and encourage use of shorter or easier outdoor access opportunities, especially around communities, within the National Park. CNPA, LAs, Ranger Services, SS,VS 3e Specifically market the outdoor access opportunities that have good links to public transport. CNPA, LAs,VS 4 Promoting sustainable transport for enjoyment of the National Park Ref Action Who? 4a Identify and address gaps in public transport provision in the Park. CNPA, DMOs, HITRANS, LAs, Nestrans,Transport Operators 4b Work towards universal cycle carriage and provision for other outdoor recreation equipment such as skis, snowboards and rucksacks on public transport and greater use of environmentally friendly fuel options. CNPA, CTC, Cycling Scotland, DMOs, HITRANS, LAs, Land Managers, Nestrans, SUSTRANS, Transport Scotland PAGE ONE HUNDRED AND SEVEN Ref / Action / Who? 4 Promoting sustainable transport for enjoyment of the National Park...cont 4c Promote better provision of public transport to link with popular start and finish points for outdoor recreation routes. Accommodation Providers, Activity Providers, CNPA, DMOs, LAs, Land Managers 4d Develop more integrated ticketing between different transport modes in association with activity/visitor attractions. Accommodation Providers, Activity Providers, CNPA, DMOs, LAs, Land Managers 4e Provide more safe routes to school in communities. CNPA, Cycling Scotland, LAs, SUSTRANS 4f Identify roads with low traffic volume and associated off-road routes and promote them to residents and visitors for both recreational and functional use. CNPA, Cycling Scotland, LAs, SUSTRANS,VS 4g Manage car parks, through both charging regimes and provision of information, to encourage longer stays and to fit with other more sustainable modes of transport. Activity Providers, CNPA, LAs, Land Managers, Transport Operators 5 Promoting healthy lifestyles 5a Provide local ‘Paths to Health’ type schemes to encourage people in all communities to get active within the National Park, where possible working with local walking groups. ACCC, CNPA, Paths to Health, RA, SS 5b Highlight the ‘green gym’ opportunities the National Park provides and extend the use of active referrals by GPs and other health professionals. CNPA, NHS, SS 5c Review the Physical Activity Directory for Badenoch and Strathspey with a view to coverage of the whole Park. CNPA, LAs, NHS 5d Promote messages about the National Park as a destination for healthy activity as part of the overall marketing approach, particularly identifying opportunities for young people, disabled people and people on low incomes. CNPA,VS 5e Broaden the range of activities included in physical education strategies in schools to include outdoor activity, working with Active Schools Co-ordinators and Outdoor Education teams to identify outdoor opportunities in the National Park. CNPA, LAs, SS KEY ACCC Association of Cairngorms Community Councils • CCC Cairngorms Chamber of Commerce • CNPA Cairngorms National Park Authority • CTC National Cyclists Organisation • DMOs Destination Management Organisations • FCS Forestry Commission Scotland HITRANS Highlands and Islands Transport Forum • LAs Local Authorities • LECs Local Enterprise Companies • LOAF Local Outdoor Access Forum • Nestrans North-East Scotland Transport Forum • NHS National Health Service • RA Ramblers Association Scotland SNH Scottish Natural Heritage • SRPBA Scottish Rural Property and Business Association • SS SportScotland • SUSTRANS Sustainable Transport Charity • VS VisitScotland PAGE ONE HUNDRED AND EIGHT 6. PRIORITIES FOR ACTION 2007-2012 Image: Snowboarders, CairnGorm Mountain 6.5 Making Tourism and Business More Sustainable Why is this a priority? The long-term sustainability of the National Park requires a diverse and vibrant economy, an economy that is based on, and actively works to conserve and enhance, the special qualities of this area and one that involves and benefits local communities. Tourism generates £169million across the Park, creating jobs for over 5000 people. Nearly 1.5million people visit the Park each year for a wide range of business and leisure trips.Tourism has a key role to play in supporting economic growth, encouraging enjoyment and understanding of this special area and in helping to promote Scotland on a world stage as a place to live, work and enjoy. The National Park Authority, with partners, is committed to the national tourism ambition to grow tourism revenues by 50 per cent in a sustainable manner by 2015.Tourism is ‘everyone’s business’ and more needs to be done to embed this thinking across the whole National Park. In addition to tourism there is a wide range of other business opportunities, linked to the special qualities of the area such as building design, food and drink, land management and small-scale renewable energy.There is a need to encourage and support a range of interested parties to make the most of these opportunities. Outcomes for 2012 – what does this seek to achieve in five years? i. An increasing proportion of economic activity will be based on the special qualities of the Park. ii. The visitor experience in the National Park will consistently exceed expectations and will drive repeat visits/more business opportunities.The Park will compare well against the rest of Scotland and other National Parks. iii. There will be a more even distribution of visitor numbers throughout the year. iv. A greater percentage of visitors will contribute to the conservation and enhancement of the Park. v. A greater percentage of businesses will meet the quality standards and environmental management criteria of the Park brand and achieve commercial advantage through its use. vi. There will be an increase in use of local suppliers and produce. vii. Communities will feel that quality of life is improving and that they are able to influence the direction of economic growth within the Park. PAGE ONE HUNDRED AND NINE Contribution to Strategic Objectives These five year outcomes will be important milestones in working towards the longer term strategic objectives in the following sections: • 5.1.2 Conserving and Enhancing the Natural and Cultural Heritage; • 5.1.3 Sustainable Use of Resources; • 5.2.3 Economy and Employment; • 5.3.2 Sustainable Tourism. Contribution to National Strategies Strategy / Aim/Objective The Next Decade: A Tourism Framework for Change A 50 per cent increase in tourism revenue by 2015 that is sustainable. Increased membership of the Green Tourism Business Scheme. The proportion of businesses in the VisitScotland accommodation quality assurance schemes increased to 90 per cent. Smart Successful Scotland Growing businesses; global connections; learning and skills. Green Jobs Strategy To seize the business opportunities and advantages arising from our belief in, and commitment to, sustainable development. Scottish Rural Development Programme 2007-2013 Increased diversification and capacity to add value to primary products. Forward Strategy for Scottish Agriculture: Next steps Scottish food producers, food processors, retailers and the food service sector should work together to identify, inform and meet market demand, drawing on business advice and sharing resources and experience to control costs and increase incomes. ACTION PROGRAMME 2007-2012: Making Tourism and Business More Sustainable To achieve the five year outcomes the following actions are needed: Ref / Action / Who? 1 Making tourism everyone’s business 1a Support annual tourism industry meeting to share good practice. CCC, CNPA 1b Develop and support effective mechanisms for two-way communication with business stakeholders. CCC, CNPA, DMOs 1c Conduct omnibus tourism enterprise survey. CCC, CNPA,VS 1d Explore opportunities for getting a range of people involved in understanding and contributing to enhancement of the special qualities of the Park through visitor payback. CNPA, DMOs 1e Develop stronger links between tourism and transport, land management, food and drink, retail and other key sectors. CNPA, LAs, LECs,VS 1f Ensure communities are represented in tourism planning and are able to generate positive benefits from the tourism industry. ACCC, CNPA, LECs, VS PAGE ONE HUNDRED AND TEN 6. PRIORITIES FOR ACTION 2007-2012...cont 6.5 Making Tourism and Business More Sustainable Ref / Action / Who? 2 Encouraging business excellence and quality 2a Promote economic opportunities created by National Park status and ensure expert advice is available in relation to sustainable development. CNPA, LECs,VS 2b Increase use of environmental management plans and accreditation by businesses. CCC, CNPA, LECs,VS 2c Strengthen awareness and spending on local crafts and produce by carrying out research on producers, branding and visitor information. CNPA, DMOs, LECs,VS 2d Develop training and other measures to better support the vocational skills requirements of businesses and residents in the Park. CCC, CNPA, HIE, LECs, SE, Springboard Scotland 2e Strengthen Chamber of Commerce and network of Business Associations. BAs, CCC, CNPA, LECs 2f Encourage businesses to collaborate and network through groups such as Creative Cairngorms. CNPA, LECs 2g Encourage benchmarking of performance to improve quality of customer experience. CNPA, DMOs, LECs,VS 2h Provide more advice and support for business development, including the marketing and processing of primary produce and add further value through appropriate use of the Cairngorms brand. CNPA, FCS, Land Managers, LECs, Scottish Food and Drink 2i Develop innovative schemes to assist land management units develop their economic and environmental sustainability. CNPA, FCS, Land Managers, LECs, NFUS, SEBG, SRPBA 3 Promoting sustainable enjoyment of the Park 3a Work with partners to promote the National Parks as a key part of Scotland’s tourism product. CNPA, LLTNPA,VS 3b Work with industry to provide additional high quality experiences (including events and festivals) outwith peak season. CNPA, DMOs,Tourism Groups,VS 3c Collate Park-wide information on visitor numbers (vehicle counters, car park usage, visitor attraction numbers and people counters) and regularly disseminate. FCS, LAs, SNH,Tourism Businesses,VS 3d Make information on specific resource protection issues available to managers and users. CNPA, SEPA, SNH KEY ACCC Association of Cairngorms Community Councils • BAs Business Associations • CCC Cairngorms Chamber of Commerce CNPA Cairngorms National Park Authority • DMOs Destination Management Organisations • FCS Forestry Commission Scotland HIE Highlands and Islands Enterprise • LAs Local Authorities • LECs Local Enterprise Companies • LLTNPA Loch Lomond and the Trossachs National Park Authority • NFUS National Farmers Union of Scotland • SE Scottish Enterprise • SEBG Scottish Estates Business Group • SEPA Scottish Environment Protection Agency • SNH Scottish Natural Heritage • SRPBA Scottish Rural Property and Business Association • VS VisitScotland PAGE ONE HUNDRED AND ELEVEN Image: Dinnet - affordable housing 6.6 Making Housing More Affordable and Sustainable Why is this a priority? The lack of access to affordable and good quality housing has been identified by many communities as a key issue facing the National Park.Young people and those on low incomes in particular have difficulty in securing suitable accommodation in their communities.The lack of access to good quality affordable housing is one of the key challenges to creating and maintaining sustainable communities in the long-term, so it is a priority to address now. The demand for housing must also be managed to ensure high environmental and sustainability standards. Provision must be consistent with conserving and enhancing the area’s special qualities, but should also seek more sustainable use of resources including water, energy and materials. Outcomes for 2012 – what does this seek to achieve in five years? i. There will be a reduction in the gap between housing need and supply in the Park to meet community needs. ii. There will be a reduction in the number of businesses identifying housing as a barrier to staff recruitment and retention. iii. There will be more good quality private rented sector accommodation available at affordable rents to meet local need. iv. New housing will be of a more sustainable design. Contribution to Strategic Objectives These five year outcomes will be important milestones in working towards the longer term strategic objectives in the following sections: • 5.1.3 Sustainable Use of Resources; • 5.2.2 Sustainable Communities; • 5.2.3 Economy and Employment; • 5.2.4 Housing. PAGE ONE HUNDRED AND TWELVE 6. PRIORITIES FOR ACTION 2007-2012...cont Cairngorms National Park Plan 2007 6.6 Making Housing More Affordable and Sustainable Contribution to National Strategies Strategy / Aim/Objective Homes for Scotland’s People (A Scottish Housing Policy Statement 2005) Promote low-cost home ownership schemes to help first-time buyers get a foot on the property ladder. Public investment along with private finance will provide over 16,500 social rented homes and nearly 5,000 low cost homes in Scotland. An increase in government investment in affordable housing in rural areas. A Policy on Architecture Principle:What we build now has a key role to play both in for Scotland conserving and extending that which is of value in our built heritage and in achieving our objectives for a sustainable future. ACTION PROGRAMME 2007-2012: Making Housing More Affordable and Sustainable To achieve the five year outcomes the following actions are needed: Ref / Action / Who? 1 Increasing supply and accessibility 1a Record local communities/housing market preferences in a consistent and comparable manner, for example through Local Authority and Housing Association allocation policies and Common Housing Registers. ACCC, CNPA, CPPs, HAs, HSCHT, LAs 1b Increase the supply of quality, affordable private rented properties and privately owned housing for rent (for example through a rural leasing scheme). CNPA, CS, HAs, LAs, Mortgage Lenders, Private Developers, Private Landlords, SRPBA 1c Use the full range of low cost home ownership mechanisms to increase the level of affordable housing that remains affordable in perpetuity. CNPA, CS, LAs, Low Cost Home Ownership Housing Providers (public or private),Mortgage Lenders 1d Review the impact of second and holiday homes and put into place any additional agreed action required. CNPA, Communities, CS, LAs 1e Continue support for Local Authorities who are considering or re-applying for pressured area status. CNPA, Communities, LAs 2 Effective co-operation and co-ordination 2a Co-ordinate work on housing within the Park and share information through the Cairngorms Housing Group. ACCC, CNPA, CS, HAs, HIE, Highlands & Grampian Residents Association, Homes for Scotland, HSCHT, LAs, LECs, SRPBA 2b Agree and introduce a consistent and comparable approach and set of indicators for tracking housing system trends, housing needs and other housing issues across the National Park. CNPA, Communities, CS, HAs, LAs, Private Rented Sector PAGE ONE HUNDRED AND THIRTEEN Ref / Action / Who? 2 Effective co-operation and co-ordination...cont 2c Agree a planned and prioritised affordable housing programme with Local Authority Development Forums taking into account the development of the Strategic Investment Framework. CNPA, Communities, CS, HAs, LAs, Private Rented Sector 2d Undertake research on the impact of the housing market on businesses in the Park. CCC, CNPA, CS, HIE, LAs, Scottish Executive, SRPBA 3 Improving quality and sustainability 3a Prepare a sustainable design guide to encourage new development and infrastructure to complement the built and landscape character of the Park and meet high standards of energy efficiency and sustainable design. CNPA, Communities, CS, LAs, Private Developers, SEPA, SNH 3b Introduce a programme of innovative activities to promote and increase awareness and understanding of sustainable and energy efficient design. CNPA, Communities, CS, LAs, Private Developers 3c Introduce measures to improve house condition and management practices. CNPA, CS, LAs, Private Landlords, SRPBA 4 Effective land and infrastructure 4a Make provision for effective land and policies for housing in the Local Plan and regularly review. CNPA 4b Increase supply and accessibility of infrastructure for future developments through agreement with Scottish Water and SEPA. CS, LAs, SEPA, SW 4c Monitor effectiveness of the introduction of Rural Housing Burdens (Titles Condition (Scotland) Act 2003) on delivering affordable housing in the Park and devise alternative method of valuation for rural housing burden to better reflect market value (not going to open market value). CNPA, CS, HSCHT, LAs, Other Designated Bodies under the Titles Conditions (Scotland) Act 2003 4d Identify land and means of procurement for housing development, including private/public partnership. CNPA, FCS, LAs, Land Managers, Other Public Bodies, SRPBA KEY ACCC Association of Cairngorms Community Councils • CNPA Cairngorms National Park Authority • CCC Cairngorms Chamber of Commerce • CPPs Community Planning Partnerships • CS Communities Scotland • FCS Forestry Commission Scotland HAs Housing Associations • HIE Highlands and Islands Enterprise • HSCHT Highlands Small Communities Housing Trust LAs Local Authorities • LECs Local Enterprise Companies • SEPA Scottish Environment Protection Agency • SRPBA Scottish Rural Property and Business Association • SNH Scottish Natural Heritage • SW Scottish Water PAGE ONE HUNDRED AND FOURTEEN 6. PRIORITIES FOR ACTION 2007-2012 Image: People taking part in the Cairngorms Moorland Project 6.7 Raising Awareness and Understanding of the Park Why is this a priority? As a new National Park, the next five years are a critical time for the Cairngorms National Park to establish itself locally, nationally and beyond. It is important that people locally and across Scotland develop an increasing awareness of the National Park, why it is a special place and why it is a national asset that has particular management and investment needs. Promoting a strong sense of place is crucial to much of what is in the National Park Plan. It is important to the vitality of communities, the attraction to visitors and to the need for good communication and information in managing the area. Developing this sense of place is therefore a priority for the next five years. Outcomes for 2012 – what does this seek to achieve in five years? i. More people across Scotland will be more aware of the National Park, what makes it special and the opportunities it offers them. ii. Residents and visitors will appreciate the special qualities of the Park and understand more about their special management needs. iii. Everyone will know when they have arrived in the National Park and have a positive feeling about arriving in a special place. iv. More people who have visited the Park will have high quality experiences and will tell positive stories about the area. v. There will be more opportunities for people to become practically involved in caring for the Park and its special qualities. vi. 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. vii. There will be more comprehensive and detailed information about the special qualities available in order to provide a better basis for conserving and enhancing them in the future. Cairngorms National Park Plan 2007 Contribution to Strategic Objectives These five year outcomes will be important milestones in working towards the longer term strategic objectives in the following sections: • 5.1.2 Conserving and Enhancing the Natural and Cultural Heritage; • 5.1.3 Sustainable Use of Resources; • 5.3.2 Sustainable Tourism; • 5.3.4 Learning and Understanding. PAGE ONE HUNDRED AND FIFTEEN Contribution to National Strategies Strategy / Aim/Objective Choosing Our Future: Scotland’s Sustainable Development Strategy A Scotland where learning for sustainable development is a core function of the formal education system; there are lifelong opportunities to learn; and the sustainable development message is clear and easily understood. Scottish Rural Development Programme To raise awareness, respect and understanding of our countryside, food and farming through ‘first hand’ experience. ACTION PROGRAMME 2007-2012: Raising Awareness and Understanding of the Park To achieve the five year outcomes the following actions are needed: Ref / Action / Who? 1 Signage 1a Install point of entry markers on all remaining roads entering the National Park. CNPA, LAs, LECs 1b Install pre-arrival signage for the National Park on key roads to the National Park. CNPA, LAs, LECs, Scottish Executive,VS 1c Use the National Park brand image to signpost some natural features and attractions, and to encourage responsible behaviour. CNPA, LAs, Scottish Executive, SNH 1d Produce guidance to raise standards and consistency of business and community sign-posting and reduce the risk of proliferation of signs. ACCC, CCC, CNPA, LAs,VS 2 Key places for information transfer and interpretation 2a Support the existing Tourist Information Centres, visitor centres and ranger bases as some of the key places to get information about the Park and visibly link these places to the Park in a significant way. CNPA, DMOs, LAs, Ranger Services, SNH,VS 2b Identify the other key places in and around the Park where there is a need or opportunity to get messages across and then make suitable modifications. CCC, CNPA, DMOs, LECs,Visitor Attractions, VS 2c Publish guidance, based on the Interpretation Framework and in a popular format, for use by funders and interpreters and establish mechanism for ongoing implementation of interpretation. CNPA, DMOs, FCS, HS, LAs, Land Managers, NTS, RSPB, SNH,VS 2d Install visitor information and Park-wide interpretation at key entry points to Park. CNPA, Communities, LAs, Land Managers, LECs PAGE ONE HUNDRED AND SIXTEEN 6. PRIORITIES FOR ACTION 2007-2012...cont 6.7 Raising Awareness and Understanding of the Park Ref / Action / Who? 2 Key places for information transfer and interpretation...cont 2e Promote and interpret the suite of National Nature Reserves as being best suited for the experience of special natural qualities in the Park. CNPA, Land Managers, SNH 2f Identify and promote a suite of themes to be integrated with the Interpretation Framework which will best exemplify, allow access to and interpret the influence of man on the National Park. CNPA, Communities, HS, LAs, RCAHMS, SCT 2g Make information available about the key, easily accessed features in the Park that best represent the special qualities of the area. CNPA, DMOs, FCS, Land Managers, Ranger Services, SNH,VS 2h Communities tell and present their stories about their place in the Park. ACCC, Community Councils and Associations, CNPA, DMOs, SNH 3 People and the Park 3a Develop a cohesive approach to management of ranger services that meets needs of visitors, land managers and communities and of the National Park. CNPA, Land Managers, Ranger Services, SNH, VS 3b Provide opportunities to share good practice and for land managers, communities and service providers to raise awareness and understanding of the special qualities and promote the benefits of looking after and enjoying them. ACCC, CNPA, Land Managers, LECs 3c Develop a programme of practical volunteering opportunities that link people to the special qualities of the Park. BTCV,CNPA,Local Interest Groups (community and voluntary sector), SNH,VDS 3d Extend the use of the John Muir Award to encourage more people to experience a sense of wildness in the Park and to share their experiences. CNPA, LAs, JMT, Outdoor Activity Providers, SNH 3e Develop a programme of activity to encourage people to become ambassadors for the Park, promoting messages about care, active enjoyment and wise use. ACCC, CNPA, HS, LAs, Ranger Services, SNH, Social Inclusion Groups, VS 3f Work with residents and visitors to identify and capture what is special for them about the Park and how these qualities change over time – for example through an oral history project. ACCC, CNPA, HS, LAs, SNH 3g Develop the Park-wide programme of events run by ranger services and others to interpret the special qualities. CNPA, DMOs, Ranger Services, SNH,VS 3h Develop an outreach programme of activity that encourages people throughout Scotland, regardless of age or background, to engage with the National Park. CNPA, CS, JMT, LAs, LLTNPA, SNH, Social Inclusion Groups, SYHA 3i Make greater use of the formal education sector and the ‘Curriculum for Excellence’ and other mechanisms as a path to enthusing Scotland’s young people about the Cairngorms National Park and involving them in its future development. CNPA, Colleges, LAs, SEERAD, SQA PAGE ONE HUNDRED AND SEVENTEEN Ref / Action / Who? 4 Print and web resources 4a Develop a customer-oriented website about the Park that meets needs of visitors, residents and others, acting as an entry level portal to other websites. ACCC, CCC, CNPA, LAs, LECs,VS 4b Use other significant websites to provide high quality information that is high profile and easily searchable in the context of the National Park. ACCC, CCC, CNPA, DMOs, FCS, LAs, SNH,VS 4c Develop a suite of publications about the special qualities of the National Park and how to enjoy them responsibly. CNPA, Communities, DMOs, HS, RCAHMS, SCT, SNH,VS 4d Co-ordinate print and web material about the National Park to meet visitors’ information needs, from pre-arrival through to their destination. CCC, CNPA, DMOs, LAs, VS 4e Provide specific information to meet needs of people who find it difficult to access the Park – especially young people, people with disabilities and people living on low incomes. CNPA, DMOs, HS, LAs, SNH,VS 4f Develop style/design templates that can be used on different series of publications to promote the overall identity of the Park. ACCC, CNPA, DMOs, LAs,VS 4g Develop a range of educational resources based on the Park’s special qualities, linked to the Curriculum for Excellence and other appropriate learning frameworks. CNPA, HS, LAs, SNH 5 Marketing the National Park 5a Provide a co-ordinated and collective approach to marketing and promoting the identity of the Park using the brand image, marketing materials and campaigns. ACCC, CCC, CNPA, FCS, SNH,VS 5b Roll out the use of the National Park brand image on appropriate publications, signs and visitor information for use by businesses, community associations and other sectors in order to promote the overall identity of the Park, encourage high quality standards and environmentally sound practices. ACCC, CCC, CNPA, DMOs,VS 5c Market the attractions, places or areas in the Park in a way that promotes the overall identity and integrity of the National Park. CCC, CNPA, DMOs,VS PAGE ONE HUNDRED AND EIGHTEEN 6. PRIORITIES FOR ACTION 2007-2012...cont 6.7 Raising Awareness and Understanding of the Park Ref / Action / Who? 6 Developing our collective understanding of the special qualities 6a Address key gaps in baseline information identified in the State of the Park Report 2006. CNPA 6b Promote the Park as a case study and pilot area for research and educational projects and as a destination for visiting special interest groups. All 6c Understand more about the special qualities of the Park and how these are valued and share information about the special qualities between public bodies, land managers, businesses, communities and others with an interest. All 6d Find new ways to make the information, data and collective knowledge about the Park available for everyone to use. All KEY ACCC Association of Cairngorms Community Councils • BTCV British Trust for Conservation Volunteers • CCC Cairngorms Chamber of Commerce • CNPA Cairngorms National Park Authority • CS Communities Scotland • DMOs Destination Management Organisations FCS Forestry Commission Scotland • HS Historic Scotland • JMT John Muir Trust • LAs Local Authorities • LECs Local Enterprise Companies • LLTNPA Loch Lomond and the Trossachs National Park Authority • NTS National Trust for Scotland • RCAHMS Royal Commission on Ancient and Historic Monuments of Scotland • RSPB Royal Society for the Protection of Birds • SCT Scottish Civic Trust SEERAD Scottish Executive Environment and Rural Affairs Department • SNH Scottish Natural Heritage • SQA Scottish Qualifications Authority • SYHA Scottish Youth Hostels Association • VDS Volunteer Development Scotland • VS VisitScotland Image: Point of entry marker, Glenlivet