172

To: LEISURE SERVICES COMMITEE Subject: TOURISM AND THE ENVIRONMENT TASK FORCE: DRAFT ACTION PLAN

From: DIRECTOR OF LEISURE SERVICES

Date: 7 October 1996 Ref: CMISJM

AOENDAITEMNG-. b -

NORTH LANARKSHIRE COUNCIL

REPORT

1 . Introduction

This Action Plan has been prepared by the Tourism and the Environment Task Force and has been forwarded to the Council, both by COSIA and the Task Force Manager, as part of the consultation process and is in Appendix 1. It emerges from the Scottish Tourism Co- ordinating Group’s 1994 Scottish Tourism Strategic Plan, and outlines the Task Force’s proposed activities over the next 3 years. The context for the task force is set out in Appendix 2.

The plan has been distributed widely for comment and should be read in conjunction with the Task Force’s published report ”Review and Future Directions”, which is also contained in Appendix 1 .

Comments are sought by the Task Force to arrive by 31 October 1996.

2. MISSION

The Task Force’s mission statement is as follows:

“To promote sustainable use of Scotland’s world class natural and built environment in order to maximise the wealth of opportunities for the Scottish Tourism industry.’’

3. OBJECTIVES

The action plan has four main objectives:

Promote awareness and understanding of the interactions between tourism and the natural and built environment.

Develop a planned approach to tourism development which addresses visitor management and other tourism and the environment issues in an integrated way.

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Market Scotland as a tourism destination based on the sustainable use of our natural and environment.

built

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Promote adoption of environmentally sensitive practices by tourism business.

4. COMMENTS

4.1

4.2

4.3

This plan should be welcomed as it highlights the need for environmentally, sustainable tou rism development.

North Lanarkshire Council is currently represented by officials on a Lanarkshire Tourism Strategy Development Group. The group are preparing a draft tourism strategy for Lanarkshire which will be presented to members once it is completed. The need to develop a tourism industry which is environmentally, economically and socially sustainable has been recognised by the group.

It would be beneficial if local authorities were integrated more closely in the development of the Task Force’s action plans, and given the opportunity to become key players in appropriate projects. This can be demonstrated by the following points in the consultation document’s Action Plan and Associated Activities ( See Appendix 3) where local authorities are not listed as key partners.

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Develop and implement a rolling programme of research to improve understanding of the interaction between tourism and the environment.

It should be recognised that local authorities undertake their own programmes of research both as major providers of visitor attractions and as a planning and development body.

Prepare guidelines for LECs, ATBs and others on integrating tourism and environment issues into area tourism strategies.

These draft guidelines should be forwarded to local authorities as part of the consultation process.

Ensure that the environment is effectively marketed to visitors as Scotland’s tourist asset.

Local authorities have a role to play in town centre management, the regeneration of town centres and in the development and marketing of visitor attractions.

Develop Green Tourism Business Scheme

Local authorities should be key partners as they provide a significant number of small business training schemes.

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Visitor Attractions Development Strategy

As providers of visitor attractions, local authorities should be key partners and should be consulted during the development of this document.

Code of Conduct for Sport/motorised water sports

As providers of water sports facilities, local authorities should be consulted during the development of this document.

4.4 The following area requires clarification:

B2 Promote the adoption of new Tourism Management Programmes for sensitive sites or locations where there ore particular opportunities.

A definition of 'sensitive site or location' requires to be clearly established

5. Local Initiatives

5.1 There are a number of relevant local initiatives that are at various stages of development. These are summarised below. Force aware of these initiatives within North Lanarkshire. The North Calder Heritage Trail will be subject to a separate report to the Leisure Committee.

It would be appropriate to advise the Task

5.2 North Calder Heritaae Trail

In 1991 / 92 the Ash Consulting Group were commissioned by Central Scotland Countryside Trust, Lanarkshire Development Agency and Monklands District Council to examine the possibility of creating a Heritage Trail along the North Calder Valley. Following this report the development of the project has been complex involving funding from a number of sources including LDA, MKDC, SNH, European Regional Development Funds and the private sector.

Whilst significant footpath construction and up-grading has been achieved along the 1 1 km route of the trail from Summerlee Heritage Park to Hillend Reservoir, some remaining work on the track and connecting paths and bridges is needed to complete the physical infrastructure of the path. This should be achieved from the funding currently committed from NLC, LDA, and SNH for 1996/97.

Capital works to interpret the industrial heritage to visitors and tourists along with extensive signage and waymarking is now required, and this is seen as the next phase of the Project.

5.3 Central Scotland Forest Central Scotland Countrvside Trust

North Lanarkshire i s a key part of the creation of the new 'Central Scotland Forest', an ambitious plan to make the 620 square miles (1 600 sq kms) between Edinburgh, Glasgow, Lanark and the Firth of Forth, a more pleasant and prosperous place to live and work.

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The main task is to increase the amount of tree planting for woodland creation on private and public land within the Forest area. A steadily improving and maturing environment in the Forest area, will, it is hoped, attract new businesses as well as boosting the traditional rural industries of farming, forestry, countryside recreation and tourism.

The Central Scotland Forest is funded by national and local organisations, including North Lanarkshire Council and Lanarkshire Development Agency. This partnership project is coordinated by the Central Scotland Countryside Trust (CSCT) based in Shotts.

5.4 Millennium Forest Proiect Palaceriaa Countrv Park

Following the development of an Exhibition on Scotland’s Lowland Forest, and the opening of an aerial tree-top walkway, the former Cumbernauld and Kilsyth District Council applied for funding through the Millennium Forest for Scotland. The project approved at Palacerigg Country Park was for the development of a woodland craft and training base, with support also given from LDA and a local employment training agency.

The Palacerigg project is reaching the end of its first stage, and has involved the design and construction of two unique longhouse buildings made from Scottish home-grown plantation timber. These sustainable buildings will be used to display and develop woodcraft skills and business, and to serve as a training base and facility for group activities.

5.5 Other Proiects

Other projects involving North Lanarkshire which have links to environmentally sustainable tourism include the Sustrans cycle route from Glasgow to Edinburgh; the Clyde Walkway; the Kelvin Valley Countryside Project, and community projects at the Local Nature Reserves at Perchy Pond, Wishaw, and Dumbreck Marsh, Kilsyth.

6. The Millennium Link

The Millennium Link Project is being led by British Waterways in response to public demand and on behalf of a broad partnership of public organisations and interest groups.

The project aims to restore the Lowland waterways into a green corridor of safe open space across Scotland. The core of the project is to develop the Canal system. (Forth and Clyde Canal and Union Canal), so that by the year 2000, it would be fully navigable from sea to sea and from Edinburgh to Glasgow, with improved towpaths and access throughout its length, and a great Millennium Wheel at Falkirk.

7. Recommendation

1 . That a response is sent to both COSLA and the Tourism and the Environment Task Force Manager incorporating the above comments and advising on local area

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6 August 1996

To, Chief Executives

CQSLA Promoctng Scoictsh Local Covnnmcn:

Your Ref:

Dear Chief Executive

CONSULTATION ON THREE YEAR TOURISM AND ENVIRONMENT ACTION PLAN

I attach a three year action plan which has been prepared by the Tourism and Environment Task Force for the Scottish Tourism Co-ordinating Group. Convener under cover of a letter of 16 July by John Grant, Chairman of the Tourism and Environment Task Force.

A copy of this action plan was sent to your

The Task Force. on which COSLA represents councils, is very keen to receive as full feedback on the action plan as possible, and I would encourage you to submit a response to Duncan Bryden, Tourism and Environment Manager at the address show in the draft action plan.

I would be gratehl if you could copy your comments to me so that I am aware of the general response made by councils to the document.

Yours sincerely

A

Policv Oficer

Enc

WHEN CALLING PLEASE ASK FOR: Euan Dobson (0 13 1 474 9265)

Convention of Scottish Local Authorities

Roabery H o w 9 Haymarket T c m a Edinburgh EH12 5 x 2 Fuc C131 4749292

DX No. E m 7 Edinburgh Telephone 0131 4749200

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Duncan Brvden. Project Manager, c io Highlands P Islands Enterprise Bridge House 20 Bridge Street Inverness I V I I Q R Scotland Telephone 0463 244.435 Fax 04663 2 U 2 l l

ENVIRONMENT S U S T A I N I N G SCOTLAND S LATUR4.L A D V 4 N T 4 G E

July 1996

Dear Colleague

CONSULTATION ON 3 YEAR TOURISM & ENVIRONMENT ACTION PLAN

The Tourism and Environment Initiative is jointly funded by Hghlands and Islands Enterprise. Scottish Enterprise. Scontsh Natural Heritage and the Scotush Tourist Board. In adhtion. the steering committee has private, public and voluntary sector representatives.

We are keen that all those interested in secunng the future of our tounsm industry become involved in &us dxcussion We need to frnd out d we are on the nght track correct any errors or O ~ S S I O N , seek fresh ideas, m m a s e awareness of the oppom~~t les in tounsm and most importantly help pnonnse delNery

The c o d t a b o n period wdl extend to 31 October 19%. to g n e plenty of bme for the paper to be d a t e d widely. It is especially important that 1t reaches pnvate sector and elected representawes and 50 I would be grateful if yuur Board/coUncll Members could be sent copies. These can be provided direct to your office or posted o\lt to yonr address list on request.

If you would like to &scuss this further, please do not hesitate to telephone me; otherwise please send your written comments to Duncan Bryden, address above, to arrive by 3 1 October.

JOHNGRANT 0 CHALRMAN TOURISM AND THE ENVIRONMENT TASK FORCE

Rothiemurchus Estate Office By A\iemore Inverness-she PH22 1QH Tel: 01479 810647

A joint initiative by:- HIE, SEN. SNH and STB

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TOURISM AND THE ENVIRONMENT TASK FORCE DRQFT ACTION PLAN

trod uction

T h s Action Plan has been prepared by the Tourism and Environment Task Force. It emerges from the Scottish Tourism Co-ordinating Group's 1994 Scottish Tourism Strategic Plan. and outlines our proposed activities over the next three years. The Strategic Plan highlighted the need to 'build on Scotland's real advantage in terms of scenery, environment, history, culture and opportunities for activities and special interests', and to 'be environmentally sensitive and sustainable'. The Action Plan, builds on the experience that we, the Task.Force, have gained over the last three years. It redefrnes our existing objectives, along with the broad national strategic aims, into a more focused mission and objectives It also describes the next practical steps.

,

At the core of our Action Plan is the recognition that much good environmental tourism work is already being carried out by the public, private and voluntary sectors. Many of our proposals, therefore, involve building partnerships with established and emerging groups, and we will place particular emphasis on identifylng opportunities for tourism businesses.

We already have some f300,OOO committed to specific activities under the Plan, but through the various Task Force organisations, we seek to influence collective budgets and staff resources worth many milIions more.

We are distributing the Plan widely for comment. It is best read in conjunction with our recently published report, Review and Future Directions, which outlines the work of the Task Force over the last three years.

There are two annexes to the Plan. The first provides supplementary information on specific projects within the Action Plan. The second lists a range of associated projects which relate to the work of the Task Force.

MISSION

'To promote sustainable use of Scotland's world class natural and built environment in order to maximise the wealth of opportunities for the Scottish tourism industry.'

. . CONSULTATION

This draft plan is open for consultiltion until the 3 1st of October 1996. We are keen that there is wide consultation and discussion with all those interestested in developing a secure future for our tourism industry. Should you have any comments on the plan please convey them to: Duncan Bryden, Tourism and Environment Manager, do Highlands and Islands Enterprise, 20 Bridge St, Inverness, IV1 1QR. TeI 01463 244435. Fax 01463 244241

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OBJECTIVES

.A. Promote awareness and understanding of the interaction between tourism and the natural and built environment.

B. Develop a planned approach to tourism development which addresses visitor management and other tourism and the environment issues in an integrated way.

C. Market Scotland as a tourism destination based on the sustainable use of our natural and built environment.

D. Promote adoption of environmentally sensitive practices by tourism businesses.

ACTION PLAN

A Promote awareness and understanding of the interaction between tourism and the environment.

1 Promote the Review and Future Directions report as a basis for highlighting issues addressed by existing Tourism Management Programmes, and ,for consultation to identify issues of concern to those involved in local partnerships.

Develop a rolling programme of research and monitoring to improve our understanding of the interaction between tourism and the environment, and to identify UK and International best practice.

Implement a broadly based communications strategy to raise awareness and disseminate good practice.

2

3

B Develop a planned approach to tourism development which addresses visitor management and tourism and the environment issues in an integrated way.

1 Prepare guidelines for Local Enterprise Companies, Area Tourist Boards and others on how to integrate tourism and the environment issues into area tourism strategies. The guidelines will cover: - visitor management, including traffic management, signposting,

access, footpaths, etc

information on the environment - interpretation

- marketing of 'environmental' holidays

- environmental improvements. - assessment and monitoring of environmental impacts

2 Promote adoption of new Tourism Management Programmes for sensitive sites or locations where there are particular opportunities.

Promote pilot projects to tackle specific problems or opportunities. 3 G PIPh'G;P-D'DE~~JA\MISC\TkE-PLAN S A M 2

1.80

C Market Scotland as a tourism destination based on the sustainable use of our natural and built environment.

1 Ensure that the environment is effectively marketed to visitors as Scotland's prime tourist asset.

- 7 Undertake market research to identify niche markets and promotional mechanisms for specific environmental products.

3 Develop products that respond to these niche market opportunities, such as specific interest and activity holidays.

4 Ensure the availability of comprehensive environmental information for visitors through Tourist Information Centres and tourism businesses.

D Promote adoption of environmentally sensitive practices by tourism businesses.

1 Develop Quality Assurance and related schemes.

2 Support tourism operators in realising the full business potential of the environment.

3

'TOUItISM & ENVIIWNMI<N'I' TASK FORCE ACTION PLAN Ol~, l l<C' l lVl~ : I'IWMOTE AWAIWNISSS ANI) IJNDIS1WI'ANI)ING OF 'IIIE I N'I'ISIUCTION UET W EEN TOURISM AN I) I1 I E EN VI RON M ISN'I I

~ DTHER KEY PARTNERS

\II Task Force Members to listribute within own nehvorks

FUNDING ANI) OTIIER RESOURCE:

'I'iniescsle CURIIENT STATUS

LEAI) PARTNER 96 97 98 - ACTION

Promote "Review arid Iuture Direction" report and consult on Action Plan.

~~

tesources committed J 'romotion sub-Group

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L 1 . 1

i2

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tesources committed J l & E Manager ,ocal 'IMP Partners SeininadWorkshop for TMl's to be arranged as part of "Review" consultation process.

Tunding to he committed J J J ;IB/SE/I IIE/SNH to advise Develop and implenient a rolling programme of research to improve understanding of the interaction between tourism and the environment.

I'&E Manager

' J J

- J

~

J

Implenient a communications strategy to raise awareness and disseminate good practice.

'ask Force to gree best iractice rrangements by iov 1996

Promotion Pub-Group of l & E Task Force

i3

43.1

\3.2

Jext issue ummer 1996

T&E Manager STB to distribute. Tunding committed J

- J

Publish a newsletter for the industry (at least hi-annually) featuring examples of best practice and news about sustainable tourism.

T&E Manager $11 Task Force Members tesources conimitted Present to relevant industry groups on Tourism and the Environment, disseminating examples of best practice.

I \TYPING\P-D\DEVNIA\hflS~T~F~l.ANT SAhll

Underway LIFE Programme

'I'iinescale CURRENT STATUS

O I I I E R KEY PARTNERS

FUNDING ANI) OTH ER I t ESOU ItCES 96 97 98 ACTION

Ironlotion of award schemcs for sustainable tourism, >articularly STWs 'l'histle Awards and preparation of idvisory note on all toiirisrii and environment awards.

Tourism & Environment 'Thistle Award established

~

iN t3 ill members of Task Force to ncourage participation

Funding and resources committed

,3.3

L3.4

SI'I3

3rganise a journalists' familiarization trip with a tourism ind the environment theme.

Ill Task Force Members 'rivate Sector

Funding and resources committed

STU/Promotion Sub-Group

Place editorial on sustainable tourism in STB main guides to raise awareness among consumers and motivate to visit. Also target key publications by HS, SNII, NTS, FE, etc.

Funding committed 'Task Force Members to meet cost for own publications

L3.5

~ 3 . 6

1\11 Task Force Members

Organise a national conference on sustainable tourism to disseminate principles and examples of best practice.

T&E Manager I 411 Task Force Members Funding to be committed All Task Force Members to contribute

i3.7 ~

Review existing promotional material (Going Green + video) with a view to editing and re-issue.

411 Task Force Members Resources committed l & E M a n a g e r /Promotion Sub-Group

i3.8 Place Tourism & Environment on agenda for all appropriate agencies.

All Task Force I Members

J J J i3.9 Arrange for tourism and environment literature and/or display boards at appropriate events.

Resources committed T&E Manager

J i3.10 Produce and distribute a handbook on interpretive planning as a guide to current best practice.

HIE/SE/STB Funding committed

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OIIJECTIVE: 1)EVELOI’ A PLANNEI) AI’PROACII TO TOURISM I)EVELOI’MENT WIIICII ADDRESSES VISITOR MANAGEMENT ANI) OTllER TOURISM AND TIIE ENVIRONMENT ISSUES IN AN INTEGRATED WAY.

TOURISM & ENVIItONMEN‘T TASK FORCE ACTION PIAN

Timescale 97

CURRENT STATUS

FUNDING ANI) OTI IER RESOURCES

.esources committed

LEAD PARTNER

[ & E Manager

OTHER KEY PARTNERS

STB, SE, IIIE, SNH to advise Eonsultation needed with LECs/ATBs

96 98 ACTION

Prepare guidelines for LECs, ATBs and others on integrating tourism and environment issues into area lourism strategies.

J

12 Promote the adoption of new Tourism Managerment Programmes for sensitive sites or locations where there are particular opportunities.

Task Force lask Force to consider following responses to consultation on Review locumen t

knding to be committed J

- J 12.1 Develop framework for sustainable tourism indicators

which can be adapted by TMPs to suit local needs.

J J J 12.2

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Develop mechanisms for monitoring and evaluating TMPs. 3NI 1

6sk Force Task Force to consider following responses to consultation on Review document

J J J Funding to be committed on z project by project basis

Promote pilot projects to tackle specific problems or opportunities.

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IOUHISM & ISNVII~ONMIZN'I' TASK IWRCE ACTION PLAN OB.1ISC'lIVE : MARKKT SCOTLAND AS A TOURISM DESTINATION, BASED ON TIIE SUSTAINABLE USE OF OUR NATURAL AND BUILT ENVIRONMENT

1 I Ensure that the environment is effectively marketed to visitors as Scotland's prime tourist asset.

:2

:2. I

Undertake market research to identify niche markets and promotional mechanisms for specific environmental products.

Integrate findings from C2 into future national and local marketing plans.

:3 Develop and implement product development programmes relative to the niche markets identified by C2 above, eg specific interest and activity holidays.

14 Ensure Comprehensive information for visitors on the environment through TICS and tourism businesses.

FUNDING ANI) OTHER RESOURCES

Tim esca le 97

CURHENT STATUS

LEAD PARTNER

STB ATBs

OTHEH KEY PARTNERS

'rivate Sector

96 98 ACTION

Existing budgets J J J

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Funding to be confirmed J J J Outline proposals by Sept I996

STB

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Funding to be confirmed J J J STB 4TBs 'rivate Sector

SE/H IE/STB l ther Task Force members. 'rivate Sector

Funding to be confirmed J

-

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Outline proposals by November 1996

STB (TICS) S E M E (businesses)

Funding to be confirmed

'TOURISM & ENVIRONMEN'I' TASK FORCE AC'TION PLAN ~

O l ~ , l l ~ C T l V E : PROMO'TE A1)OI'I'ION OF ENVlRONMI<N'TALI,Y SENSI'I'IVE I'HACI'ICES BY TOURISM I3USINISSSES

DI

D1.l

D1.2

D2

D2. I

D2.2

D2.3

D2.4

CURRENT STATUS

FUNDING ANI) o r t I ER RESOURCES

Timescde 97

LEAD PARTNER

S'I'D

OTHER KEY PARTNERS

SE/tI IE/LECs/ATBs Private Sector

96 98 ACTION

Develop Quality Assurance and related schemes Funding to be confinned I J J

Develop Green Tourism Business Scheme Pilot Stage S'I'IJ SEA IIE/LECs Private Sector

J

- J

- J

J

-

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Pilot funding committed

Funding cornniifted

Funding to be convirnied

Produce and publish Guidance for Wildlife Operators Undenvay SNI 1 STB

SE Private Sector Support tourism operators to realise the full business potential of the environment

Produce reference sheets on sustainable tourism Existing funding J J J ' I&E Project Manager

T&E Project Manager

Private Sector Existing funding J

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J

J

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Undertake seminars to raise awareness on T&E issiies J

Undertake training needs analysis on environmental issues T&E Project Manager

Funding to be confinned

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Existing fiinding J J Prepare and siipply 'I'&E inatcrials for SCOTVEC accredited coiirses

T&E Project Manager

J

J

J

J

J

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J

J

J

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_____ 013.1EC'lIVE : ASSOCIATED AC'IIVITIES (See Annex 2) TOURISM & ENVIRONMICNT TASK FOHCIS ACTION PLAN

I I

I ASSOCIA'IED ACTIVITY 'rimescale CURRENT

SEIIIIEISTB

OTHER KEY PARTNERS 96 97 98

Visitor Attractions Development Strategy I lSNll Visitor Centre Guidance I SNI 1

Dolphin Space Prograniriie I J SN H / I I I E/ I ligliland Council

Various

COSLA

I

Paths for All J

Countryside Access and Recreation Strategies I __

LECs

SEN SNH

Compendium of Good Environmental Practice for Business

Codes of Conduct for Spodmotorised water sports J ssc I

SN t.1 J Various

Various Towards an Accessible Countryside

Tourist Routes in Scotland c Streetscapes Best Practice Guide

SEN

Fife Enterprise Demonstration Project

I SEN

2 Trossachs Trail Monitoring I Trossachs Trail TMP

J

Aonacli Mor: Limits of Acceptable Change 3 1 SNI-1 Information Digest Published

I

4 I Loch Lomond Monitoring ssc 5 ICapacity Assessment for Outdoor Recreation SN H

Various J Wide range of local initiatives (see Appendix in Review & Future Direction Report)

I \ T Y P I N G W - D U ) E V N J A \ I S ~ T & E P L A ~ SAMQ

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76 I U L 1996

TOURISM AND ENVIRONMJ?NT ACTION PLAN Annex 1

This annex provides supplementary information on certain specific projects within the Action Plan.

Thistle Awards - environment category (Action Point A3.3)

b: To reward sustainable tourism projects, and to use the Award winners to promote the sustainable tourism ethos further.

. . Project Descnptaan : Scotland's tourism industry in ail areas and at all levels. The Tourism and the Environment award is one of twelve and is sponsored by Scottish Natural Heritage.

The Scottish Thistle Awards for Tourism reward excellence in

Resources: representative and the Tourism and Environment Project Manager sit on the judging panel.

SNH - f 5K 1996-97. STB is the lead body for organisation, but an SNH

Awards Review (A3.3)

Aim: and to encourage participation in pursuit of quality.

To advise the tourism industry of the various tourism and environment-related awards

. . P r 0-i ect D est- : To prepare an advisory note highlighting the range of tourism and environment-type awards with contact names, entry criteria, etc. A summary would be published in the form of an article in Positive Impact - the newsletter of the Tourism and Environment Initiative.

Outputs: To encourage an increase in award entries, in particular for the Thistle Award scheme. Advisory note to be available for June 1996.

Resources: To be prepared by the Project Manager's assistant within existing budget.

Interpretive Planning Handbook (A3.10)

Aim: handbook, with case studies, for wide distribution into the community.

To improve the process of interpretive planning through the production of a

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Pro!ect DescnDtlon . .

: To produce a handbook that describes the mechanics of interpretive planning (in terms of assets, audience and evaluation), with different chapters drawing on the knowledge of experts in different areas. The handbook will be distributed to all community councils and agencies and will include an evaluation sheet.

Outputs: The handbook will be completed by August and accompanied by a number of training workshops.

Resour ces: The cost of the project has been estimated at f20k with equal contributions from STB, HIE, SE and LIFE programme.

A

Framework for Sustainable Tourism Indicators (B2.1)

m: Indicators are tools to measure, evaluate and report on the state of complex systems and the pressures that bring about change. A fiamework of indicators for sustainable tourism will help to define whether TMPs are achieving their aims.

. . Proiect Desc- : Indicators help to determine the direction of progress with respect to policies, objectives, targets and actions. They measure the extent to which actual performance meets pre-determined objectives. This process is an important part of management reporting. Indicators help to focus monitoring activities which are necessary for assessing and auditing any part of the management cycle. The development of indicators is therefore inextricably linked to the development of monitoring t echques (see below).

The DOE has recently published Indicators of Sustainable Development for the UK. Similarly, the Local Government Management Board has developed indicators of sustainable development for local authorities, which have been piloted in Strathclyde and Fife, among other places. However, as the DOE report states, most of the impacts of leisure activities are localised and do not lend themselves to national monitoring. Therefore, the development of indicators for sustainable tourism would have to be done at TMP level.

The Task Force will develop a framework for indicators which could be adapted by each TMP to suit local requirements. However, the development of this framework must be linked to the development of monitoring techniques and so can only be taken forward once the monitoring programmes described below have been established. This action will draw upon the work undertaken by the DOE and Local Government Management Board, as well as ongoing work by SNH on natural heritage indicators, and work by SE on indicators for economic activities.

Ournut a d k e s c a l e : This action will proceed in parallel with the guidance on monitoring. Depending on the development of the local monitoring programmes, guidance could be produced by the Task Force in 1998/99.

Resources: as for monitoring techniques

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189

Mechanics for Monitoring and Evaluating TMPs (B2.2)

b: Methods must be developed to monitor the changes that are caused by tourism in the TMP areas. These methods would be used to determine whether the TMPs have indeed enabled tourism to be developed in their localities w i h the limits of acceptable environmental change.

. . Project D e s c n p u : The environment is dynamic and it is difficult to distinguish between changes caused by different human activities and those brought about by natural processes. In order to be satisfied that an activity does not damage the environment, a long-term view must be taken. Therefore, monitoring techniques must be tested over long periods of time before they can be considered to be successful.

No programme has yet been running long enough in Scotland to be accepted as an example of best practice in the monitoring of tourism impacts. However, a number of such programmes are being developed for particular situations in the Loch Lomond and Trossachs and the Caimgorms areas, based on overseas (particularly American) experience, and the impacts of the Nevis Range ski development have been monitored since it opened in 199 1

The Task Force instigated a framework for monitoring in the Trossachs Trail TMP, which was widely distributed. Given the current state of the art, the Task Force will take an overview of how this and the other programmes develop. l k s information can be relayed to TMPs which are considering monitoring programmes themselves, and the Task Force should encourage further efforts in this area. However, there is insuscient experience for the Task Force to be in a position to produce guidance on monitoring techques in the next two years. The situation will be reviewed in 1998.

OutDuts and Tlmescales : Production of guidance on monitoring techniques to be considered in 1998.

Resources : Ad hoc monitoring programmes carried out as part of local area projects. Resources for production of Task Force guidance may be required in 1998/99.

SCP Conservation Holidays Feasibility Study (C3)

a: To investigate the opportunity for SCP to diversify into conservation holidays.

. . Project Desc- : conservation work and environment education. The feasibility study will look at the demand for this type of holiday and advise on the most suitable mode of operation.

SCP are exploring the development of holidays incorporating

OutDuts and Tugscales : could be in time for the following visitor season.

An assessment to be prepared by August 1996. Implementation

Resources: be finalised.

SCP are the lead body with STB support. STB funds committed, SCP funds to

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Bird of Prey Trail (C3)

b: species in a variety of locations throughout Scotland.

To set up a self-guided trail with viewing points to enable visitors to see bird of prey

Project DescnDtlon : Initially, the trail will be set up and promoted as a winter and early spring attraction. Existing facilities and observation areas will be promoted where visitors are likely to view buzzards, peregrines, golden eagles, etc.

. .

Oumuts and Timescaies : A leaflet promoting the initial trail will be produced by April 1997. Further developments will be dependent on funding.

Resources : LECs. ERDF funds area possibility. RSPB is the lead body, with support from STB and other agencies as appropriate.

Funds have been committed but need to be confirmed by partners which include

Promotion of Holidays with Walking (C3)

h: recognises that visitors must be managed in order to avoid environmental damage wherever possible. A walking strategy has therefore been developed to take into account both marketing and product development management, concentrating mainly on low level walks.

STB recognises the economic value of holidays with walking in Scotland. It also

. . Project Descnption : The strategy covers a wide range of activities, including the promotion of walker-hendly accommodation and improving the quality of walks promotional material.

OutDUts and Tmsca le s : The strategy sets out a three-year programme.

Resources: STB is leading the project but will work with SNH and other agencies as appropriate.

Green Tourism Business Scheme 0 1 )

b: To improve environment management within tourism businesses to reduce impacts and enhance efficiency.

. . Project Descnptun : against whch tourism businesses, particularly accommodation providers, can be measured. Nine standards have so far been identified, including energy, waste and water. The benefits to individual businesses will be highlighted in terms of cost savings, market opportunities and image. An 18-month pilot will run in five areas, some of which are TMPs, to refine the criteria and identify distinct benefits. The long-term intention is to include the scheme within the umbrella of the STB G&C system in order to ensure ongoing independent accreditation.

The scheme will provide a set of environmental performance standards

'

4

191

Outputs: The results from five pilot areas.

Resources: One-tlud of resources for the pilot schemes are being sought from Task Force partners. T h s is estimated to be in the order of €10-15k.

Wildlife Operators Guidance 0 1 . 2 )

&: a way which is sensitive to the natural environment, and which enhances understanding of it by visitors.

Wildlife tourism operators need guidance to enable them to carry out their activities in

: Proiect Descn- information about techniques used to accommodate wildlife tourism in other parts of the world. This research, together with the expertise available through SNH, will be used to develop a Code of Practice for operators. In the fist instance, ,an outline Code will be discussed in a workshop for operators in the Minch area as a useful means of gathering information and gauging interest in best practice guidance. A broader consultation process with the industry and other interest groups will then follow, before the Code is adopted and promoted by the Task Force.

Part of the study of wildlife tourism in the Minch involved gathering . .

The main tasks for the production of this Code are: seeking advice from specialists; consulting the operators and other interested parties; refining the guidance based on this process; adoption of the Code by the Task Force; and finalising illustrations and publication.

Q ) d I m s c a l e s : A workshop for operators was held in April, and a paper outlining possible contents of the Code was produced for that meeting. The wider consultation process is taking place over the summer, allowing the draft Code to be submitted to the September Task Force meeting, with publication by the end of 1996.

Resources: STB has committed €5k to sponsor the workshop and other actions. SNH and Minch project staff time has been committed to the project, and the publication costs could be met by SNH and STB, although this has not been finalised.

Training (D2-D2.4)

a: Support tourism operators to realise the full business potential of the environment.

. . Pro-i ect Descnptim:

I....

5

192

Resource Material:

Co-ordination of an index of current material, including case studies, concerning opportunities for businesses to better use the environment as a marketing and promotional tool. The purpose of th~s is to provide a repository of best practice information for distribution via reference sheets, rather than as copies of original reports.

QutDut: Reference sheets on sustainable tourism

0 Targeted Awareness Raising:

The Task Force should seek to increase industry knowledge of tourism and environment issues and of the work of theTourism and Environment Initiative through participation in appropriate seminars and through contact with industry organisations.

Output: Fifteen presentations to be given by the Tourism and Environment Project

Manager, one hosted by each by Task Force member.

0 VocationaYOn-the-Job-type Training:

There is a knowledge gap within the tourism industry regarding environmental issues. The project proposal is to identify the extent of the gap and seek to create new or adapt existing measures where required. These might include introducing environmental considerations as part of schemes such as Welcome Host, improving the skills and knowledge of TIC staf f and those working in tourism businesses. In particular developing local environmental awareness of issues such as access and wildlife disturbance.

OutDut: Analysis of training needs with identification of priorities.

0 Academic Courses:

The Task Force should seek to ensure that the content of SCOTVEC accredited courses and those offered by FE Colleges and Universities adequately reflects the importance of tourism and environment issues.

Output: input to five key providers. Influence through SCOTVEC tourism board.

Preparation and supply of materials, contact with course providers and

Resources: Environment Project Manager. Training needs analysis will require an outside consultancy estimated at €1 Ok-12k. VocationaVOn-the-Job training will be the responsibility of Task Force Partners involved in tourism training. Academic course providers will be contacted by the Project Manager. Task Force members should also seek to influence through their own contacts.

Seminars and resource material will be handled by the Tourism and

6

193

ASSOCIATED ACTIVITIES ANNEX 2

Ths annex lists a range of associated projects which relate to the work of the Task Force.

1

2

3

4

5

6

Visitor Attractions Development Strategy

Ths aims to formulate a development plan for visitor attractions in Scotland. It will provide a strategic framework within which the sector can evolve and Within which funding applications and appraisals can be judged on a more informed basis.

SNH Visitor Centre Guidance

In March 1996 SNH published a guide for all those involved in planning. designing or managing visitor centres in March 1996. SNH, HIE and SE grant aided the ASVA Guide on Interpretation in 1995.

Dolphin Space Programme

This is an accreditation scheme for dolphin-watching boats, launched in 1995 under the auspices of the LIFE programme with support from SNH, HIE and Highland Regional Council. Four boats of the six current operators in the Moray Firth follow an agreed Code of Conduct, and are consequently accredited. The Programme has the full support of the Task Force.

Footpaths Networks / Paths for All

Paths for All is a national partnership project led by SNH and including SE, STB, HIE, SSC, FA, COSLA and SLF. It will provide a focus for advice on footpath development and management, with a central project team and grant aid for the development of local path networks. Dr Bob Aitken provides a footpath management advisory service for SNH, and is producing written guidance. This service is mainly used for projects grant-aided by SNH, but it could also be used to ensure that management regimes are appropriate for other Paths for All footpaths footpaths.

Countryside Access and Recreation Strategies

SNH and COSLA are publishing advice on thls subject for local authorities.

Compendium of Good Environmental Practice by Businesses

Thls document has been compiled by the Centre for Environment and Business in Scotland with sponsorship from SE, SNH and a number of LECs. It includes case studies of best practice by businesses in different economic sectors including tourism. It was published in March 1996.

1

194

7 Codes of Conduct for Sport/Motorised Water Sports

A range of Codes of Conduct for a variety of sports is currently being prepared. The aim is to promote sustainable use of natural resources for sport and leisure of all kinds. Publication of the Codes will be ongoing.

8 Access Forum

The Forum, which includes SNH, SLF, STB, the Ramblers Association and others, is producing guidance on the minimum impact of access to hills, walking and red deer, and access over water. The proposal to develop a Scottish Country Code is being considered.

9 Towards an Accessible Countryside

This document has been prepared by the Scottish Activity Holiday Steering Group and provides advice on planning, managing and promoting acces to the countryside for activity tourism.

10 Tourist Routes in Scotland

A demonstration project, completed last year, offers a new method of assessing tourist routes. The project sought to establish:

+ what attracts visitors to an area + what are the problems of and opportunities for improvement

what improvements would be desirable and cost-effective + what improvements would increase tourism on the route + what level of economic benefit might result

The method combines a professional assessment of tourist amenity on the route with a market assessment using site base questionnaires. It is proposed to develop this work through a pilot project in Fife.

1 1 Streetscapes Best Practice Guide

This guide, to be published in summer 1996, reports on research into streetscaping undertaken in two distinct but interrelated phases over a two-year period. Phase 1 was concerned with overall issues of context and design. Phase 2 dealt with detailed issues of design, construction. management and maintenance of streetscape projects.

The aim of the guide is to help realise quality streetscape projects, improve value for money and reduce waste.

2

195

12 Trossachs Trail Monitoring

Following the production of a framework for the monitoring of key sites along the Trail, a monitoring programme is now being put in place. This includes visitor surveys and the monitoring of footpath condition and other environmental indicators.

13 Aonach Mor: Limits of Acceptable Change

m: Proiea: Prepare Information Digest

OutDut:

Public use of LACs for recreation

Publish and distribute digest by April 1996.

14 Loch Lomond Monitoring

As well as formally monitoring compliance With the bylaws covering the use of motor boats and jet skis, the Loch Lomond ranger service will monitor erosion on the shoreline. The populations of shore breeding birds are also being monitored, and SSC has commissioned research on the impact of leisure and sporting boats on fish behaviour.

15 Capacity Assessment for Outdoor Recreation

This is a research proposal for SNH's 1996/97 programme which would investigate how the capacity of a site for outdoor recreation can be assessed. Funding has not been confirmed.

3

T I V E

T ' A G E

197

R E V I E W A N D F U T U R E D I R E C T I O N ~

198

In t roduc t ion The report proposes those policies which the Task Force

. - v-. believes will offer the best route to sustainable tourism

- J

- .A

\Pb/kcrs 011 t hc Arrarf / f ; / / s . Background 5 The Tourism Management Initiative. at national level. and Tourism Management Programmes, a t local level, are the chosen means o€ addressing the issues presented by a complex tourism industry and an increasingly pressured environment.

Objectives 8: Principles 7 Increased awareness and positive action on environmen- tal issues are the route to maximise sustainable tourism development. Nationwide initiatives on priority issues. the promotion of good practice, and support for local projects are the principal means to achieve this.

T.II;IR; .Action 6 Iiq. t a s k s for t h c Task Forcc members a r c t o dc\.clop understandin: ot’ cnvironmt‘n- tal isues. to idcntif!. sensitive areas. to develop intcrprtxation and other means of communication. to set new^

standards. and to ensure value for money.

b

’

10 The F u t u r c Guided by national strateg), as embodied in the Tourism Management Int i t iat ive. local-level TMPs are the fir. step towards industry-wide acceptance of the environment as an integral consideration in all tourism planning and development. There is already encouraging evidence of a shift in perception.

Appcndiccs:

Tourism M a n a g e m e n t Programmes And O t h e r Init iatives 11

Description And Evaluation Of Individual T M P s 16

Publicat ions ?4 Task Force Members 3

199

, The careful use of Scotland's renoLvned natural and built environment presents a wealth

Scottish tourism industry. In this report. we. the Tourism and Environment Task Force. set ou t the policies w e believe

. will encourage the industry t o make the most of those opportunities.

- of opportunities for the

The report also presents a review of the work. instigated i the Task Force.that is n o w

being carried out through the nationwide Tour ism ivianagement Initiative. In particular w e highlight t he progress of the local-level To u ri s m Manage men t Programmes. and review a wide range of associated , C r e e n Tourism ' pro j ec t s .

. . , . . . , . ,. . . . :. . . I . -.

O u r reuort is not a f u l l \ com3rehensiLe re\'ie* of all sustainable tourism proiects Ratner i t reflects the scale of current programmes and prolects.and points to a framework of those policies which in our opinion will offer the best balance between the needs of tourism and the en vir o n m e n t

200

THF. T A S K F O R C F . -_

In 1990. the Government se t out its environmental policy oblectives and intentions for action in y : , : L ; ~ ~ ; ~ ~ : . I

the Environment. As a result. the Scottish Tourism Co-ordi- nating Group (STCC) asked the Scottish Tourist Board (STB) t o commission a review and lead a supervisory Steering Group. The brief was "to consider h o w the development of tourism in Scotland can be reconciled with the need to conserve and protect the e nv i r o nm e n t " .

, . . .... . . , .';.!:,'.. the White Paper on

Following the review. a report entitled T<: ; ! , :S; I ; .!li,/ r/;: >LL-!:!.:,

:I:', l ' : l ! I ' : < ! : : ' 2. > : , s i . ; ; ! ; , ; : " L

/'.*.-I!~.*G;!I:. ' i , was endorsed by the then Scottish Office Minister responsible for Tourism. Lord Strathclyde. and launched in February 1992.

T h e report concluded tha t the countryside is Scotland's main tourism asset. However. it noted that tourism pressure. especially from day visits by resident Scots. was having a widespread impact on the environment. although serious problems were only apparent in a few localised areas. The report identified the need for greater environmental awareness amongst tourisrs and visitors. and proposed that this should be fostered through tourism promotion and development.

. .

?-OffViSJff 2 1 InffnqCJJf C f f f

In conclusion. the report advocated a 'Sustainable Tourism approach wi th a new Tourism Management initiative (TMI) forming its national framework'. At a local level the T M I would be delivered through Tourism Management Programmes (TMPs). providing the link between local and national priorities.

,+ Task Forcc \\'as sc't up to t a k for \va r d t h c s c U r o p o s a I s

Dra\vn from t n c orieinal steering group. t h L Task Forcc comprised Scottish. Tourist ,* Board Li:..:! . Scottish Enterprise 5 - . Highkinds & Islands Enterprisc 5:: , Scottish Natural Hrritagc 5hi-i . Forest Authority L i ,-

Scottish Sports Council S > L Historic Scotland b ! > ) . Scottish Office Industr!, Department Soil) . and the Convention of Scottish Lor-I Authorities ,C:@SL.-\'. Followinp a review of membership in December 1994. four other organisations were invited t o join: National Trust for Scotland i N T S ) . Scottish Landowners Federation :SLF'. Scottish Wildlife and Countryside Link S\\'CL; and a representativc of the Area Tourist Board ..iTT. network.

appointed a Tourism and the Environment Manager for Scotland. He has been charged wi th producing this review and developing a strategy to deliver the maximum benefit to all parties from a productive relationship between the tourism industry and the environment.

In April 1994 the Task Force

20 1

. Toriristrr . Tourism in Scotland is a

complex industry comprising ' some 10.000 businesses. T h e

iarpe malority of these are small enterprises. although a number of major companies and public sector agencies are also involved. Tourism embraces a very broad spectrum of activities. from transport t o retail. but its relationship wi th the environ- ment is the one most vital to a .i ea 1 thy industry. Environmental quality underpins much O F what is good about Scotland. and is clearly valued by visitors. This is recognised in the vision statement from the Scottish Tourism Strategic Plan:

-To enhance Scotland's established reputation as a high quality tourist destination. by building on its history. culture. environment and the hospitality oi its people."

Other agencies also recog- nise the value of t he environ- ment in tourism terms. The Scottish Enterprise Network Strategy regards i t as an economic strength:

,-Scotland offers a generally hish quality of life. and its natural environment and cities

. generate significant tourist and business visitor opportunities.'

. Thc , E ~ I I * ~ ~ O ~ I I ~ I C U ~ - O u r environment is no less complex than the tourism i t supports. Scotland's natural heritage is made up of a multipiicir). of dynamic ecosystems. some rare and iraeile. others more robust. and r..ar.\' 0 ; ..\:n:cn ha\.e l i fe :yc!es ~ , . ,

measured in centuries. Meanwhiie. the built heritage and antiquities that form part of. the fabric of our towns and cities are subject to the ever increasing pressures of everyday use.

Visitors tend to be attracted to sites offering the unusual and the rare. But it is precisely these sites - old buildings. mountains and wetlands - t h a t are most susceptible to the impact of visitors. Furthermore. visitors frequent- ly outnumber residents in the summer months. and their sheer volume can place undue strain on elements of local infrastructure such a s traffic systems. water and waste management.

Tlr c Iri it in ti1.c Against this background we have established the Tourism Management Initiative. We identify areas wi th existing or potential problems of visitor pressure. then advocate the Tourism Management Programme approach to bring about a solution at local level. T h e TMPs w e have set up so far have developed at different rates. but i t is early yet and most are only part way to meeting their primary objec- tives. There are currently ten TMP areas. They attract a total of over 9 million visitors and have programmed €3.8 million of projects.

Tackiing tourism and environment issues in an integrated fashion calls for complex and sometimes ingenious management s:ucwres We have seen

valuable management partnerships established through the TMPs. Work on some projects is underwa), and w e are beginning to highlight instances of best practice. One particularly important task is to encourage every provider of tourist facilities. from the humblest bed and breakfast t o the grandest hotel. t o recognise that they have a significant impact o n the environment through energy and water use and was te production. We must convince them that by addressing this issue they can turn it into a business opportunity. w i t h reduced overheads and t h e chance to attract a new breed of environ- mentally aware customers.

I t is also clear that there are a number of parallel initiatives in progress across Scotland. Local authority schemes. in particular. m a n y of which include Task Force member organisations. are addressing the issues of sustainable- tourism and making considerable progress in meeting local needs.

At this stage the manage- ment initiatives are not yet far enough advanced for us to make a n y very comprehensive evaluation. and w e need anyway t o develop our evaluation methods. Nevertheless. while w e should not set our initial expectations too high. t he signs are very positive. There is a summary of theTMPs in the appendices.

Trrh .IJor Iroirdni propcrrv i~orrd r r r rlrr Trossachs aird rrs Rccd % c d Scu,nqc Trcnrrrrcrir SI srcni

202

Tire Issrrcr Forming the backdrop t o our national and local management initiatives are a number of key strategic issues. Some of them directly inform the more specific activities. others have broader or longer-term significance. All of them help define the major roles w e have to play.

f<ey Des t ina t ions T h e pres- ence of visitors changes every tourism destination. We need t o identify key destinations and evaluate the likely impacts. then establish management procedures tha t will avoid costly environ- menta1 damage in the future.

Effective Communicat ion Communicating the environ- mental issues. priorities and solutions facing our industry is essential. We must influence decision-makers in the public sector. and encourage the tourism trade to recognise the benefits of adopting sound environmental practices. and the penalties of disregarding environmental impacts.

Dut?. Of Care Visitors and local people alike must be encouraged to adopt a d u t y of care for the environment. Good interpretation pro- grammes provide the means to promote these important messages in an entertaining and educational way. By passing on the experience w e pain from TMPs and o ther projecrs t o rhr grass roots of :hc :our isz~ ir.dus:rv. w e wi!! hei? 10 ensu re wider participa- :ion and 2:ca:er mor:vation.

R ~ c u l ~ r Evaluation To use ou r resources most effectively. w e need to be able to assess their condition regularly and objectively. Current ecological. economic. sociaI and market indicators enable us to identify some obvious environmental 'hotspots ' where visitor pressure is causing problems. But none of these are designed specifically as indicators of sustainable tourism. and w e therefore need t o develop our o w n . They will have to be sophisticated enough to detect small changes. but sufficently robust t o stand u p to external scrutiny and t o indicate trends over time.

Assessing tourism projects in terms of environ- mental sustainability. and identifying acceptable levels of trade-off. is a complex task. In this context w e see indicators playing a useful guiding role. but not necessar# a determining one.

Economic SiFnificance Wherever possible w e must identify economic links between tourism development and pure environmental values. such as scenic beauty or wildlife interest. and use t h e m to ensure tha t resources are allocated to conservation a s well as to development. T h e environment. after all? is a major factor in the competi- tiveness of destinations, and the key underlying asset in most tourism infrastructure develooments.

need i n order to t a i k l c complcs enrironmcnral i ssues . . \\re must ensurc tnar appropri- - ate training takes its place within existing indus tn . pros r a m ni e s,

, I

Spccific Prioriric. Certain specific issues have already been identified in the 1992 Tourism and the Scottish Environment - A Sustainable Partnership report. which went some way to establishing priorities for action in relatir to erosion and litter. We hav. now gone o n to consider the wider environmental .foot- print ' of tourism facilities. transport and services - for example. t he way they affect energy use. raw materials and waste.

Sk i l l s and I<noLvicdgc I f w e are ro cieveiop :he crucial skills and knowiedgc that people :h:ougsocr :he inc!us:r), will

203

O R J E C T I V F S

. .%s the Tourism and Environment Task Force. our over riding objective is t o maximise. in a sustainable fashion. the tourism opportunities presented by Scotland's environment.

In broad terms. w e will

awareness and positive action on environmental issues within Scottish tourism for the mutual benefit of visitors, host communities and the environment .

. achieve th i s by increasing

Prior it ics Certain priorities have emerged which help us to shape the Tourism Management Initiative. and which will be reflected in Tourism and the Environment

. activities a t all levels:

Focus It is important t ha t w e focus the attention of visitors and providers alike on the vital inrerdependency between

- tourism and the environment. People must not only be aware of this critical relationship. but understand i t and feel committed to i t .

Idcntification Some parts of .:,L .;.=.-..L a n c bc:i: env i ron - . / . , , - - I / , - - 8

ment are particuiarl!. sensitive to pressure from visitors. We must ensure that priority is given to conservation at heritage sites of national importance. and that visitors t o these sites are managed accordingly. We must also be aware of opportunities t o repackage or develop existing attractions. and also to create new products tha t meet the demands both of tourism and conservation.

S t anda rds Although the environment is rightly seen as a common good. available to all. its capacity to absorb human pressure is finite. We need to promote recognition of this crucial fact. and to define that capacity. Our industry stands to gain significant commercial advantage by adopting standards that not only meet environmental legislation and consumer demands. but are also geared to quality. sustainable use of our most precious resource.

Values I t is unwise to view increased tourism revenue as the sole barometer of the health of our industry. There are intangibles - t he scenery. wildlife. clean air. peace and quiet - w h i c h tourists value very highly, yet whose condition is poorly measured by economic indicators. We must encourage the tourism trade to recognise and help conserve these intangible qualities. and to appreciate the corresponding value of en vi ro n rn e n t a1 1 y sou nd operating practices. In the long t e r n this is t h e ~ v 2 y our indus- t ry will attract more business zrrri nrcome more ?:oi:rzbie , ,

?i.iirci!-ics For the Tourism Management Initiative to work most effectively. w e clearlv need the co-operation of everyone involved in tourism. A s a start- ing point w e have established a set of guiding principles to stand as a framework within which w e believe our industry should function:

Tlrc rrntiirnl, h i l t nrrd ciilrirr nl clit-iroirrrrcrir of Scotlnnd is i rs grcnrcsr ro i i r isn i nsscr.Wc

~r~cll-l~cirrg, nrrd i ts crrjoi,rrrcirr fiiriirc gciicrLzrioris. to hc

prcjiidiccd It\* short-tcrrrr iorrsidcrntiorrs.

bririg hcrrcfits to rlrc lrosr coiirirriirrir\~, rlrc \,isitor, arid

nltc,n\.s ciisiirc rlrnt porcrrrial is frill\, rcnliscd. Erfiiclztiorr r/rroirglioirt rlrc toirrisirr iridiisrri, I S \-irnl if 17coplc nrc t o dc\*clop A

rcsprrsil~lc nttiriidc 10 tlic rrnrirrnl crri*iroiirricrrr, nrrd n rcnl corrririiriirciit to rcdiicirrp C I I ~*irorrtncn rnl i t f r p c r s . Toririsrrr nctivitics A r i d dcttcl- O ~ ~ I I I C I I ~ S slioiild bc npl7ropi- nrc 10 rhc s i x nrid clrnrnctcr of tlrcir locntiori. Wlrcrcr-cr possiLlc, crrvirori i n c r r rnl irr ir in t i\tcs slr oii id be rilli nr locnl lcvel so tlinr corrr nr i i ir i t ies, irrdividiinls A rfd locni biisinesses ynrticiyntc ns sclf- rnorivnred stakeholders. Tirc errvirorrment is n dyriamic sysrenr. Chairgc is irrcvitnble nrrd cnir ~ A V C rrreasiirn6ic Dcrrefirs. W c must be 17rcpnrcd to ndnyr to clinrrge, D U I 1101 nr tire expense of our guiding yrirrciyles. Public secror agerrcics must ndop A /orye-term t i c w of irr~*esrrrrenr iri tourisin. Al l rourisnr r f ~ ~ ~ e / 0 ~ 7 r n c i i t , I ICU'

nrrd irr rlrc fiiriirc. i i r i i s t bc ~l!:~!.c!!~.!~!ii..il'~~ ~ 1 ! ~ : . 7 1 1 1 ' ~ ~ 7 / c

l l l l l S 1 1101 A!/OU' I f s / O l l ~ - I C ~ l l ~

Tolir islr l lrns rlrc /'0rcllrinl ro

rlrc /&lcc irsclf: W C rrr11st

204

T A K I N G A C T I O N .- .- -

+

0

P i t i o c h r r Tourism . ~ ~ A i l A p e m c i r f

Progrnivmc. i s ,I good esamplc 0: n local t o u r i s m ~ w r r n c r s h r l 7

.

Part of the purpose o f this review is to identify the objectives of the Tourism and the Environment Initiative. The other, equally important, part is to suggest how w e go about meeting them. These recommendations are set out below. It is our job as the Task Force to see them put into action by our member agencies.

We intend to produce a n action plan for the next three years which will set d o w n in more detail, under each of the objectives, priority actions, targets, monitoring and evaluation measures. indicative costs, processes and lead agencies.

W e can surrtntarise the objectives u n d e r f ive headings:

EsraIrlislr a series of Scorlarrd-wide irritintives Alnxirnise thc potential for si~sraInnb/e tourisnr introduce local support nrecharr isms Disseminate best practice experience Oversee the Tourism Management Ini t iat ive .

The key tasks we must under- take to meet these objectives can be summarised as follows:

Delvelop our urtdersrarrdirrp of the e r r vi ro ririr ert ra I issues fncirrg tourisin Idenriflr sensitiife arens Dec*elop inrerpretariort and other commuriicutiorr opyorturtities Set environmerrrnl srnrrdnrds Ettsure value for money arid sustainable developnrerrt

Scotlarid-ci*icic l i i i t intil'cs We should promote,the broad concepts .behind the Tourism and Environment Initiative, and the benefits t o be had from it, throughout the indus t ry We will:

Pronrote the Tourism Management Prolect approach *.-[,or. A L L

qualrt t assurance srarrdard for rhc accommodation and wrsrror attraction secrors. i r i i n r , 5Tt;

Develop a 'Green Mark '

We should seek to co-ordinate the development and management of key environ- mental and heritage facilities, particularly those that feature free access such as footpaths, historic towns, open water and beaches. We must:

+ Identify prucrical indicators of sustarnable tourism. Consider good pracryce models such AS

rhe ROVA/ Mile improvements, Wester Ross Footpaths Survey, Trossachs Environmental :\lonrrorrng frogrammc, and Lrrnrrs of Acceprable Changc r r q r o m r n e 0,: ,Levis Range Ski Centre

We must provide expertise and financial support for a co-ordinated. on going research programme linked to existing work . Priorities should include:

Encouragitrg TlIIPs and nssociated pro lccts 10 scr iip n framework for niorritoring artd evalrin t iorr . ..ii I ion . A L L Disseniirratirrg results of new and existing resenrck in rrrnriapeable form to those thar cnrr best use the f i n d i n g 4L-:lo!: .ILL identifying ecorroniic l inks bctu~een the enrironmcrrt arid tourism spend. .i.-:!on S i H l t S V H Liaising wirlr other Working. Croups such as Activity Holidays, Tourism and Arts,

and Tourism Trnrrrirrg to *

err sir r e co rnple mc n t m y work. . . ,

-?;: ' < I :: -, !-.

5 I I 5 1 A I I I A i7 1 c TO I I I is 111

To maximise the potential fqr sustainable courlsm w e mu5t drve !a~. :rter3reta:loz a n d encourzge [ne sensii ivr uptake

205

T A K I N C , A C . T T O N

- of nem' environmental tourism

activity holidays. and arts and e nv i r o n m e n t p a c ita g e s We shotifd:

- opportunities such as

Bcsi Prncticc I t is important that examples of good practice are dissemi- nated as widely as possible. We must also promote appropriate award schemes. We slroiild:

There is a need for indusrry g c : c e ! : z ? s . pzrticularlv in : E S D C ' C ~ o f pri.\.en:ac!\:r

. , .

measures for areas which have nor yet experienced damaging tourism pressure. Wc cmr:

6 LC17r i l frorri otircrs i i r t l ic L'K 1 7 1 r l f n l~ ro , i d . \t,lro /rni'C c s / ~ c r i CIICC of 'sirsrnrrrnblc prncricc', nhoiir rlie stnrrdnrds tltetf crr tp lo~. nrd uhnr rlrcir visitors

Zcnlnrrd of fcr good csnnrldcs. Sir/7\7orr irri/~lcrrrcritnriorr of those stntrdnrds. .Action: -ALL Dc\*elop codcs of prncticc for wi ld l i fe- rc ln tcd toirrisrrr. Action: STB. S K H

CSIICCt. G C f f r l A l f \ ' AIId iVCtr*

LOCAI Siij7port S\fstcrrts I t is on the ground. a t local level. where much of our work will come to fruition. I t is therefore essential tha t w e help establish and support local tourism and environment Initiatives. We nrrrst:

6 Co-ordir inrc arid si//7/7ort progress witlrirr rhc I @ T,IlPs, nrid errcorirngc n rvidcr ndop

rlrcrc arc csisririg or A ! l I i C l / m f

cd /7roblcrrrs. Actior.: ALL Eiicoi/mpc rlic tourist trndr 10 /;ilk \rtif/r /OCA/ nltf/IOrifiCS nrfd Agcridn 2 / t o /7roirrorc 'prccrr' desrirrnrioris. Good p A C 1 iCC

rrrodcls nrc St i r l i r rp Dis t r ic t 's Toiirisirr Biisirrcss Eizcrg\* Pro jccr, n i ~ d Hig/ i /n rrd Rcgiorr '5

L I F E projcct. .Action: COSLA. STB ATBs.

f i O l l Of TiI.IfS i l l AWnS W/lCfC

We must place a high priority on training t o improve the direction. skill level. environmental knowledge and expertise of tourism's users and providers. We will achieve this by:

T.111 . l i A f l A ~ C f ! t C f t ?

To keep the initiative moving forward. we must regularly monitor and evaluate achievements. and reappraise

targets on a n n u a l basis. To gauge the overall impact of the initiative we must consult everyone involved. and w e must regularly reappraise timescales. along wi th the allocation of staff and budgets

Tlrc j r , \ \ , l / t c r j , o r r . Loclr korr

: ...,~- * 1 , .. . . I . :\iL

206

T H E F I J T I J R F ___ -

I f the environment is to remain our industry s prime asset . we must conserve and manage i t in a positive manner. This report is intended to guide Task Force members. and the industry a t large. towards a co-ordinated response to tourism and environment issues - a response that has real impact.

We. the Task Force. will act as interim facilitators for locally based projects. We will use our experience of these projects to refine and develop the TMP approach. We will also consider support for research that may lead to re-packaged or new products.

a national. strategic role, drawing on the strengths of our member organisations to address key nationwide issues such as transport . footpaths, coastal management. and interpretation. At local level. multi-issue TMPs will offer the most effective means of management . Project-based TMPs are a first step towards the point where the environ- ment is automatically considered at all stages of tourism and related development. everywhere.

The Tourism and Environment Initiative is the mechanism by which we will achieve this endemic process. There is already evidence of a shift in perception. and we are encouraged by the positive rather than passive att i tude to tourism and t h e environment thzt is now emerging

We will continue to develop

207

. Tourism Management . Programmes were conceived

by the Task Force as an - integrated local method of increasing visitor enjoyment and understanding of an area. protecting and improving its environmental quality. and encouraging responsible interactions between tourism and the environment.

TMPs are an important part of the 'green tourism' product, but they do not monopolise he sector. There are a number

of associated initiatives which also make an important contri- bution t o Scottish tourism.

The Tourism Management Programme approach is central to the nationwide Tourism Management Initiative and is being pioneered in 10 Scottish locations.

TMP priorities include: iderrrif\,irrg roiirisrrt relared errvirorrrrrerrtal problems arrd oy/7ort1i nit ies

ynrrricrsh ips

lriiild A problern-solving frame tvorb with a sorrnd sirstainnble crllos

p r r icipnrion

tiorr process

+ Esrablishing local / ) , based

+ Using tlresc ynrrrrershiys to

Errcoirraging yciblic

+ Establislrirrg rlre implemenra

+ iLlorritorirrg, reviewing and a re -0ppra is ing

E stn 1 7 1 islicd n ird

Established and .developing' TMPs are spread across Scotland and include those identified by the Task Force in 1995.

' f i C t ~ C 1 0 , l ~ i l l ~ ~ 7.11Ps

A P P E N D I C E S \:- - . - .

. . . . . . . . . . - . . . I . ~ . . . . - _ - - . . . . _ -

A I ~ . - . m s c d proorammcl + St A n d r e w s - Errior?r/msrrip

rlrc touw arid 17nrrs of t he Ensr A'eiik

rnrrrrcdrntel\, nroirrrd rirc Srarrdrrig Srorres

+ Grea t Glen - Inverricss to Fort willinrrr

+ Loch D o o n - Frorrr f l i t

access offA713 to sotrfh eird of loch Trossachs - A m ndincent to the Cnllnrrdcr, Loch Katrirre arid Dourre triangle

Loc/rgil/7lrend

tTylnnd Foorgnrlrs

+ Calanais (Callanish) - Arcn

+ Kilmar t in Glen - iVortlr of

+ Skye and Lochalsh -

5 c I f- s t n r t ir r g TII ZPs There are also a number of areas which have developed their own programmes following promotion of the TMP process.

In opcra:ion: + Nairn - Senfrorrt irrclrrdirrg

+ Cai rn C o r m - Sitnrnrit

+ Pi t lochry - P i t l o c h ) - arrd

Cirlbin Forcst

nbove car pork

District Toitrisnr Mnrrngcnrent Groiri7

Cndcr discussion: Isle of A r r a n -Arrnrr Discovery Cenrre

+ Bute - Bute Toirrism Mnnagenienr Initiative

+ Kintyre - Southend ro Tarbet + O r k n e y + Iona + River Tweed + Beauly

+ Caravan Parks - ~ . j ~ ! . : : . . i i . .

+ National Tour is t Routes + Walking Promot ion + Green Tour ism Business

+ In t e rp re t a t ion S tanda rds

C.-iir;.x:

Scheme

Siistaiirnblc torrrisirr at t l r c T.1lP ici-cl Some TMPs are progressing faster than others in te rm of spending and projects. but this does not necessarily mean that they are 'bet ter ' . Each is tailored to individual situations and there is no ideal approach. However. the review makes clear that there are factors common to some successful TMPs. and other TMPs have been encouraged to learn from these successes. Conversely. there are common weaknesses emerging which need to be addressed.

Success factors: + Project Officcrs, tvlrcre rlic).

nrc peserrt, /rnc+c corrtriltirrcd sigtrificnrrrl!, ro progress Orrr rirc\* rrecd effccrivc support nrrd bnck try. Irr other locntiorts n pojecr cknnryiorr orr the steering groir17 lrns driveri tlrc T M P forward.

+ A clcnr missiori srnrcrrierrr wirh supporting aims nrrd 06jecrives 10 which all parrrrers cntr reinre.

errsure grass roots particiyation arid ulrirnnrcl>* self-rrrorivation.

+ Crention of aii ideririrL9 for tlrc TAIP which trntrscerrds poterr- rial ~7flrtrwrS!1i+ r i t *n / r ] ' arrd t G

itdr iclr corn rir unit ics cnir relnrc . + .A clear s r r a r e g , for comrnurri-

.

+ Conrnruniry involvenrent to

carirrp 7.1,IP iderrrlr\~ t o tire U'.': C i C G l l ? l1:ill;I I l,'.

208

A P P F. N D T C. F. S -- - -.

Emerging weaknesses: O I ~ C ~ - C I I I / ~ / I L I S ~ S or/ irrfrnsrriictiirc. Lnck ofirirrrrnrr resource dc~*eloprrerr t , /7nrticiilnrli~ r t h c r c coriririiirrrt\~

~ ~ n r t i c i p n r i o r i is irrvo/r*cd. Fni i i i rc t o docaetnil tritlr otl icr nc r i i i t i cs Leirig irridertakcrr I!?\.

ynrtr ier orgnrrisnriorrs with i r r t i re TillP nrcn.

sir stn itlflbilit\~ nlld

dcriroristrnrc i ts n/7plicatiorr. 4 Fnil irre to rccorrcilc tirc riccd

for rrrnrkerirrg trsitlr t i re krroivrr cnlrnciti* of a s i r c or artmctiorr. Fniiure to rrrnkc thc ccoriorrric iirrks 1vtu.ccii rlrc crri~iroirrricrrr '71rd tiic toiirisrri r r r t i i t s t r 1'.

4 Lack ofnrterrrpt to dcfiric

Susta inable tourism - the Scottish picture T h e sheer scale and diversity of prolects under the tourism and the environment banner gives some indication of the importance of the initiative National and local public agencies are key players in both TMPs and associated projects Community groups and the private sector are involved a t a local level.

ThL \IZ:I\LL Surveys suggest visitors are becoming more discerning and willing to embrace the environmental agenda For example. young people. German visitors. and those involved in outdoor pursuits are shown to be more sens!ii\. e to c r - ~ ~ i r o n ~ e n r a ! impacrs

- . z\.~.:s::ia:. The TMPs and most of the complementary initiatives are at an early stage of development and the process of objective evaluation is still being refined. However. there is clear progress. The combined results of all these intitiatives are having a n effect o n existing products and processes. w i th the result tha t they are now being re-evaluated in the context of sustainability. Each initiative is evolving in a different way. adapting to local circumstances and embracing local strengths. The Task Force can take credit for forcing tourism and the environment u p the agenda.

F:.ric:xincc. Incicarors. Objective measurements are difficult t o determine for such long-term goals as ours. However. some performance indicators can be isolated such as the number of 'green attrac- t ions ' (farm parks, cetacean watching trips, wildlife observation locations etc) showing an increase over time, and the number of kilometers of well repaired footpaths. Beaches are standing u p better to assessment under the EC Bathing Waters Directives since 1988. and there is a decrease in visitor damage to sand dunes since surveys began in 1983. Pedestrianised streets and traffic calming measures have become more common in towns and cities. there is a greater re-use of old buildings. and more considera- t ion is given to local identity.

3 c j : Przc::c:. .in encouraging number of instances of besi

-. pra;ti:~. art' emergin;. I ncsc includc. iootpath rcpairs in thc M:est Highlands. no\,ci interpretation st!'lc, and techniques in S t AndrcL5.s and 5 ky e : be a c h re ins t 2 t c-ni c n r and management. environmcntal charters in hotels such as Cleneagles: reed-bed was te treatment systems in the Trossachs and Dumfries: use of recycled plastic for countryside furniture at Loch Doon: and environmcntal monitoring in the Trossachs. Programmes tackling a bio. logical or heritage issue. such as the TWeed Forum on the catchment of the River Tweed. or the Kilmartin Glen project, have presented a more rounded approach than those where a n administrative boundary has dictated the composition of the partnership.

~

L -

.i s so i 13 tea ini t ia t i\ .cs Running parallel and complementary to the TMPs a;e a broad spectrum of other 'green tourism initiatives' in Scotland. m a n y of which involve Task Force members. Local authorities, w h o have an important role this field. are significant initiators of these types of projects.

initiatives identified below - follow a TMP-type approach and are taking the principles of- Tourism and the Environment - forward in their own areas. The list is intended to suggest the variety of these initiatives and is by no means definitive. Projects are identified by region a n d no: in any order o i ?r:c:i:y

The .green tourism'

A P P E NDT C E S

209

. HIGHLANDS & ISLANDS:

operators supporting dolphin

(accreditation scheme): shore based interpretation: research and dolphin adoption scheme. Ben Leyshon. Scottish Natural Heritage. Cordon Ireland. Ross and Cromarty District Council

. . \~arzs ?:::r. Local boat

. and cetacean pcjpulation

C.;3!SP.i (Conservation and Development in Sparsely Populated Areas) Jordan-hill College initiative (funded by EU and W F ) carried out in Caithness. Sutherland and the Western Isles. Coordinator. Ceoff Fagan. CADISPA 2 being planned for Ross-shire and Skye.

~ . . . , L.. , i rl ; 7, I :'>' I r :: s t q . . < - .,--

Development of a series of initiatives aimed atimproving the visitor experience to Shetland through low cost accommodation.landscape enhancement and heritage interpretation.

-

Ler\\.:cl< T o v . ~ Centre Management Croup Safeguarding and enhancing theenvironment of Lerwick's historic t own centre. Fergus Murray. Shetland IslesCouncil.

0 : i.: n c !.' I m pr ov eme n t programme throughout t h e islands aimed a t paths. birdhides. dyke reinstatement and interpretation. as a t Skarabrae and Old Man of Hov path.

c ,i I r ngc : r-, s Pzr r nc r s h I p S e w management structure brought together on behalf of the

LICE Promoting sustainable development in rural economies within Highland Region. A three-year project w i th a management group. Project Officer. Ceorge Campbell. Ilrclrldirrg:

\Vest Loclrniicr - dct.clol)irrg fi locnl irrrcrlvctit,c 17inrt.

0 Rnlin - A 9 gfitc\\*a\. \r.ith tolrclr scrcc 11 irrt c rprc tn t iorr .

0 rlss\.rrr . I11cltrrndfinrrr~7lr l w r c cntvs, Ass!*rrt \ , is i tor i cr i t rc .

0 Clcrr Affric - iisiror rrinrrngc rrrcffr irrit int itsc.

0 Air r\rnirrrrc - tlrc Gncl nrrd tlrc r inrurnl cir\,iroriirrcrrr.

South Loch Srss Marketing consortium for the area also looking a t improving small scale visitor facilities. Chairman. Donald Campbell

>92u:, ioo:~::?.; Access a t Loch Friese and Craignure. SNH.

E nio r i' P; ri nc : j b. : c Improving appearance and village scapes in Aviemore. Project Manager. Creg Munro.

Ca:thncss 2 Surhi'riznd Foctpatk. lnitiati\,c 60 footpath projects. mainly around communities. Footpath Officer, John Shepherd.

'Crcen Tourlsm .\n.ards for Ross and Cromarr!. Cordon Ireland, Ross and Cromarty District Council.

Ro>,al Socier:,. for rne F:ott.c;ion oi Sircs i I F E P:o!cc: Based on Forsinard Estate. Project Manager, Pat Thompson.

TAYSIDE: -.-:. . L . ~ - - Diversification in agricultural communities in Angus glens Prolect Officer. John Grieve

L s c L j An interpreti\re project based o n a converted church in Aberfeldy .encompassing trails throughout Highland Perthshire. Project Manager. BrendanMurphy.

D 'i n i;; l i 3 :I ;i E I 1' 112. T. r 2 i' i i'.-. : h 1 Perth 8: Kinross District Council. John Dunn.Senior Ranger.

Dunarc LIL,C:-. C ivcu i~ : Walkway/cycleway plans to encircle t he city.

i?c r I h j h Ir i C \.< ;i KO U I i' : Ian Reynolds. Scottish Enterprise Tayside.

Lo;!.. T.ih- :; Lo;:i E a r i ? \\ 2 : : ' :

1 ' c c :, ,\ J :x. ;i m i!i : Planning Dept. Perth 8: Kinross District Council.

- 12)' Estuar! L Coastline Fi r ths 1 n i r i L i r i \ r c Tony Johnston. Tayside Regional Council.

2 I 1.'. 7 : ro i: 1 Tc d C'S r I' 1'3 fi .in ri En \, i ro nm L' I: t 2 i 1 n: D ro\'L'nicn t s To create an attractive environment between Unicorn and Discovery. Cordon Fleming, Tayside Regional Council.

D u n d c c Cir!, Ccntrc lnirisri\.c. Improving economy. appear- ance and image. Steve Carter. Scottish Enterprise Tayside.

21 0

A P P E N I3 1 C: E S ----

5 r L : 7. : r. E 2 l a . : 7 3 7.2; 2 :: : 2 : i n: 2 ro ( , e >?e r. : 5 Frosr.; XEIL

Enhancing physical attractive- ness of the historic core of Brechin to encourage more tourism interest. Peter Whyte. Scottish Enterprise Tayside.

LOTHIANS & BORDERS Ed;r,i-urgn Oid Too\:.: Townscape development on Royal Mile aimed a t improving quality OF experience for visitors and residents by traffic calming and pedestrianisation. Fiona Creamer: Lothian 8: Edinburgh Enterprise Limited.

ii*:~rt EO:UIT. Have prepared an interpretive strategy. staged a Tweed Festival. engaged in habitat restoration. Guided by a working group. Nigel Sergeant. Scottish Borders Enterprise.

5c ;$ y i \'\'Z r;! r.c 3(\'< :c 3 "1 c r 3!:1:,:: Aims to bring economic benefits to the area by co-ordinating and improv- ing the walking Facilities For visitors. Co-ordinator. Roger Smith. Scottish Borders Enterprise.

D u n s To\(.n Ccr.::; Restoration of historic environment of central area of Duns.1an King. Borders Regional Council.

Scocr's \ 'ieu* Improvements t o classic viewpoint. Ian King. Borders Regional Council.

C a r r c r E?: Providing a clearly identified border crossing point. Jim Knight. Borders Regional Council .

I / i i , - s : L:Y.:JY. Waking Festival.

CENTRAL >;;;.;i..c .. . . i - . - . - . .

Redevelopment and marketing o f Stirling. in particular the 'Top of the Town' . Co-ordinator, Jim Maxwell.

....I &..\ i

F;G:~.: 511~ i i cc P?.::nc,rji::? An alliance between the local business community and the key economic development agencies, aiming to improve cooperation and integration of sustainable economic develop- ment objectives. Project Manager.Hugh Lightbody.

Ts c r i s rL B u s in t s s E nc rg\. Project To activate and promote energy efficiency in tourism related businesses. Co-ordinator. Angela Kearney. Stirling District Council

GRAMPIAN .A r i ::'! t'o : i n ;; Creative project to bring a wider appreciation of Cordon's archaeological heritage. Karen Smith, Cordon District Council.

. . . .

E j c n m c h c Ccntre for t h r En\.i:onnirn: To explain the natural and social history of Bennachie hill. Chris White, Cordon District Council.

H u nr 1). Foot pa t li I ni r iat ivr

Developing a new range of pa ths around the town. Raye Marcus.

Cle:iii\.tr Crown estate property wi th integrated management policy encourag- ing sustainable development. Andy Wells. Ranger.

. . ... ~ '~~ .~ .... . . ( . .... . . . . . . . . . . s . . .. . :... . . .. . .:' Carried out revit \ \ ' of access opportunities . and subsequent&, sipnposted routes. Michacl Daividson. i

-',..L.> J.'\ \ ,-,:\:*;.- ::: L ' : : : . . L '

Cordon District Council Will help to complete the District's three middle distance ways. Colin Millar. Gordon District Council.

E; .. . . . . . . . ..\ ._..... ci\ 1; Trcs :

Environmental improvements in vicinity of village. Derek Petrie. Chairman.

Thi Dci.>iciL \\.if. A walking and cycling route from Aberdeen to Braemar. Heather M a s h . Crampian Regional Council.

1; 1 2 L ? 1' i: :I L .i 11,: I, i.L, I c! L

O:i-ro>.li C:..;il;l; toru:n Tackling problems associated wi th off-road cycle use. David Hancock, Kincardine and Deeside District Council.

STRATHCLYDE Lc\.cn \ 'aile\. l n i r i J t i w Usi the environment and interpre- tation to encourage regeneration. Particularly includes Glasgow to Loch Lomond cycle track. - Leven Valley Ranger, Tom Young.

Carradaic Drama performance and other forms of interpreta- tion by and wi th members of *

the local community. Bill Middlemiss. Argyll and Bute Countryside Trust.

21 'T

A P P F N D 1 C . F . S

Dcscr,ilTrioir arid c i ~ ' 7 i i i ~ i t o i i

of iirdit*idiifil T.IIPs S T ANDREWS T h e S t Andrews T,\ZP w a s launched in 1993 as a two-year pilot initiacive. This followed two reports. The f i r s t . com- missioned in 1990 by North East Fife District Council from Peter Page Pianning. was entitled Sr .4/idrcit,s Ail f i i tcgrntci i .4/7/7ronc/i Ta D~c~clopt i ie t i t P inti ii i rig. The second. in 1992 by PIEDA. entitled Thc 5r .4ridrcws Tourism 5fudi.. formed the basis of the subsequent background state- ment t o the S t Andrews TMP.

T h e objectives are broad and mainly relate t o enhancing visitor experience and economic benefits. Improving and protecting the quality of life of residents is a stated objective as is conserving the built environment of S t .Anarews.The natural environment is nor seen as a key issue ?a::ners in :fit.

Ex:erpr:sr. S:o:::sn ~ ~ 2 : : s :

- S: .intJ:i;c,s : ?"I? 1 ~ 2 ?!!< . -

_,- ,--, --;- . .- . . . . . . .. _. .

A development officer is employed on a rolling two- vear contract from April 1993.

Strcirgtlrs Considerable progress in traffic management has been made through the creation of fringe car parks and t h e implementation of a parking voucher scheme in the town centre. Interpretation. including static boards. print and living history performances, is being used successfully to guide and inform visitors t o the town. and great care is being taken to ensure it is appropriate. Consideration is being given t o 'other ' market segments, provision for a children's guide to St Andrews being one example. T h e T M P has promoted floral displays, lighting and pedestrian access improvements. and has reviewed provision of street furniture.

has encouraged Welcome Host training, supported the specialist retail sector, increased accessibility for visitors to the university facilities. and developed n e w events. T h e T M P has extended its involvement to substantial environmental and safety improvements a t the West Sands. resulting in Seaside Awards, enhanced visitor dispersal in the East Neuk via work on the Fife Coastal Path. and Car Tour leaflets.

Agencies are using the T M P to provide a focus wi th in their own organisation Fife Region. For example. is now establish- ing Fr:crities in other dcpait- ments such a s Roads. Agencies

Further TMP involvement

\vithin F i k arc Lvorkinp hettcr togethcr on tourism issues. and thc T h l P has pro\,ided ;i vehicle for imapc burldinp for tourism within the I

community. The private st'ctor. through the St Andrews Merchant's Association. have contributed to t h c interpret ivc scheme.

The TMP has devised a particularly effective local appreciation campaign. follow- ing which local groups and societies have been consulted and kept informed on a regular basis through meetings and local press coverage.

St Andrews T M P carried out a review to consider t he validity of the original objectives and how they might be refined. From this process has emerged a more cohesive partnership and a greater appreciation of the critical factors the TMP will have to address if i t is to move forward successfully.

Ftitiirc Cltdlcrtges The Community Council and the Preservation Trust, while supporting the principle of the TMP. are keen to see measures in place to .allay local fears of increased visitor numbers. The T M P has developed links wi th other European walled towns and is promoting a programme of activities. While the T M P has successfully promoted co-operation there is scope to improve communication between some departments of partner agencies. Little effective intelligence exists in regard to rhe value of rourism. although .STEAM'. an eco- noriic ixcde! conceived for Scarbourgh . is n o w being

* 2 1 2 '

A P P F. N l3 1 C. F. S

~:~~r.~,~:;:,,~~ Training and development initiative on sustainable principles developed by Cumbernauld and Kilsyth Enterprise Trust . Project Coordinator. Irene Taylor.

:'~r.:r.~:r. I;:::, Glasgow. Restored city space.

L:::.. L>r,c?.c 2: Trosj;:ns .,, i - . ' . . - - ..-,.,.., Parr!. Working party set up on behal€ of Secretary of State t o consider integrated management of t he area.

_ _ _ _ . -&... -.... Developing the potential of t he natural environment around Loch Lomond as part of the Scottish Tourism product. Project Manager. David Coulter. Dumbartonshire Enterprise.

I - - e-----

' , . initrative fo r wildlife tours. walks. cruises etc wi th in Argyll and funded under LEADER 1. David Howar th , Argyll and IslandsEnterprise.

5as:ran; Roctc i - Ccntrsl ?:ot~~.ii?. Part of cycle link between Edinburgh and Glasgow. Tony Grant. Sustrans.

\GT::. Cziac: Hc:itagc Trail From Summerlee in Coatbridge to Caldercruix.

. ) 1. Marketing

. . '

Cl\ d c River \'aIlc\. Project To enhance and protect landscapes and t o realise recreational potential. Steve EdwardsiJennifer Cough. Renfrew District Council.

\ I - - .. ,~ ,.. I .._,._. c . . i : 3;s:::;: Lrc;,:. L::.., To link all natural resource sites by a network of walkwavs.

- - :,. -. ...,.. To deveiop area as a recreational resource and to facilitate the Clyde walkway.

7\3:: . : 3 2 ; :

DUMFRIES 8: CALLOWAY ,,\- -,. -.- 5 Glen Luce to Newton Stewart. Community develop- ment initiative considering local tourism. Meta Maltman, Dumfries 8: Galloway Regional Council.

i?.;arLj South o€ Stranraer. Community tourism initiative. Colin BeLDumfries 8: Galloway Enterprise.

C; : ; : z : !r. C;:.lio\\.?.\. Dumfries 8: Galloway Area Tourist Board.

SCOTLAND-WIDE IN IT I A T IVES E c \ , I r o 11 .T L' n :a i .\ i 2. n 3 c c m c n: for Hotcis Demonstrating the commitment of key hotel groups to implementing good environmental practice, as well as encouraging others to do the same. Prince's Business Trust.

Transuort JTIC :nL Tourist Two-year project led by Scottish Tourist Board to examine ways of improving sustainability wi th public transport network where it interacts wi th the visitor.

_..-.. _?.. : . a ; . . > ... A.. .\',::-.<:. ::>'::' Scottish Natural Heritage project officers covering Minch. Moray Firth. Firth of Forth and Solway have brought toget her partners t 0 identify common objectives. Co-ordinator. Steve Atkins. Scottish Natural Heritage.

Eores: Encc:pr!s. ?roiL: ts Glen Affric. Glenmore. Trossachs. Cowal, Calloway. Tummel. Aberdeenshire. Alan Stevenson. Forest Enterprise Inverness. and Ian Forshaw. Forest Enterprise Dumfries.

Lpland Foorp t i : \\'ark British Upland Footpath Trust (British Mountaineering Council and Mountaineering Council of Scotland). Scottish Mountain Trust, Scottish Natural Heritage. National Trust for Scotland. Dr Robert Aitken. SNH Footpath Project.

British i ta te rways Encouraging use of canals for leisure and tourism wi th in a strong environmental policy. Jim Stirling, Manager, Scotland.

To\l.ns and \'ills;cs There are a number of town centre and village improve- ment schemes throughout Scotland led by local author- ities and Local Enterprise Companies. These schemes have aimed to enhance the amenity of the site in question. capitalise on local heritage and encourage use by visitors and residents alike.

- . - - 2 . i j 1 i ' i LO\\':. C c ~ ~ r c I R : : ~ J ! I ~ . L To revitalise the central area of Paisiey.Crawford Russel!. Renfrew District Council.

21 3

A P P E N D I C, E S

introduced for Fife and the TMP is crucial in i t s contribu- tion ot the longer te rm vision of how tourism in S t Andrews might develop Effective moni- toring o f the work of the T M P IS being carried out but main- taining a monitoring structure I S essential

GREAT GLEN The concept of a development plan for Loch Ness has been around for some time. T h e TMP was originally subsumed as part of a much larger development strategy for Loch Ness. The area of the project- was reviewed. in 1994 and n o w covers the entire Great Glen and some adjacent satellite locations. The tourism and the environment element has been reappraised in light of the Development Officer's work and I S now a more clearly identified part of the overall s tra t egy.

Development Options in the 1993 Loch Ness Development Strategy ircclirde:

, , .-..:,:.. . I . i o i i r r i l ~ i r r i i r g

The objectives identified by

IC rlrcir i - i rn/ i t \ , nrid sirsin iriirrg scrrsices

ccorrorrzic aciic*ii), ncross n rnrrgc of sccrors arid pror~idirig rhc iiccessnri' ir ifrastrircrirrc 10 nclricr*c tlrc srrnregr'c oi 7 i cciii'es

ccor ior i i ic n c r i i ~ i r r , t o ~vor.idc 1 cnr roiirrd C I I I ~ ~ ~ O ~ ~ ~ ~ C I I I

. ' ' ":' , . . '.' rrinrirrnjriirie rlic iiniirrni criivrorirricirr ns rlrc nren ' s prcnrrsi nsser

+ , . , I ' . ':- ','. iricrcnsiirg

+ ' ", c ' ; , ' ! : ' C.Y /7 f l 1 Id i l l ~

The 1 9 5 4 Grezr G!en Tourism Desrlc;mrr.x Strategy reT,resenrs a n extension and

strengthening of the existing Loch Ness Development Strateg).. The main partners in the Tourism Development Strategy are Inverness and h'airn Enterprise. Lochaber Ltd. Highland Regional Council. Inverness District Council. Lochaber District Council. Forest Enterprise. Scottish Natural Heritage. British Waterways Board. Historic Scotland and Inverness. Loch Ness and Nairn Tourist Board. A Steering Group has been set u p to manage and implement the strategy. The Great Glen Project Officer has been appointed on a year t o year basis and is employed by INE.

The impact of the strategy will be monitored on a project- by-project basis under three broad headings which reflect the overall aim of the initiatrve: economic. environmental and social, community impacts.

S r r ' c I 1 g r i? s There have been some notable achievements. The Great Glen Cycleway is all but complete and common information signs have been agreed by all the partners. Environmental work. and work on Footpaths and car parks. is being undertaken. The Project Officer's work has focused particularly on the provision of loch-based facilities. Additional berthing is seen as a priority and Objective 1 funding has been approved for a facility in Urquhart Bay. Other projects include positive moves to solve the craific congestion a t Castie Lirquhart and the d ~ v e l o ? ~ . e ~ . : of a IieriTige Centre a t Fort Augusrus .? 0 5 ? .,, . 1

The Great Glen and Loch Lcss ha\ve a very strong appeal for \*isirors. T h e terrain is such that visitors are channeled along narrow lines of commu- nication and are relatively easy t o manage. The partnership includes all t he main agency players and should be strong. Support will be sought from the private sector. The local communities were involved in the consultation process and have been informed through a Loch Ness newsletter.

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The Development Strategy is very ambitious. I t will require substantial resources and commitment from the agencies. T h e partnership will need to be wary of unequal resource allocation. and 'own- ership' by the agencies. Monitoring will need to be developed to ensure weighting appropriate to all the aims of the initiative. There is as yet little involvement from the private sector.

T R O S S A C H S T h e Trossachs have been iden- tified as a n ,environmental ' tourism destination since Victorian times. They are wi th in easy reach of Glasgow. T h e T M P approach was initiated in 1992 following firstly the Trossachs Trail Tourism Management Programme. a background s ta tement prepared by Cobham Resource Consultants: and secondly a Trossachs Tourism Management Strategy by Peter Scott Planning Services.

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214

The Trossachs partnership comprises Scottish Natural Heritage. Stirling District Council. Forth Valiey Enterprise. Scottish Tourist Board. Central Regional Council and Rural Stirling Partnership. The Tourism Management Strategy identifies its overall aim as being: *To manage and develop tourism and day visit opportunities in the Trossachs. in a manner which brings maximum benefit t o local communities and the local economy. while sustaining and enhancing the quality of the Trossachs' environment. which comprises the area's prime attraction'.

To s n f c p a r d nrid eiilrnrrcc thc crr~~i ror r r i rcr i in l nsscts of tlic Tros sn chs . To strcrrgtlierr tlrc \* idbi i i t \ . of t l rc iocnl toirrirrii iridirsrr\~. To i i r r ~ ~ r o ~ ~ c t l ic qunlitr. of tlrc

To iricrcase \.isitor corirribrr tiorr to rlie corirrii i irtir\:

ccoIIoIrI\' nrld rlrc C l l ~ ~ ~ r 0 l l l ~ l e l l t .

To iricrensc I f i s i to r irrincr

srnridiry nrrd respect for Iniid l l S C nrrn corrllrllrrlirics.

To rrrorriror irirpncts. To estnblislr rr~nrragcrrierrt rriechnriisrirs.

l~isiror cspcr icrrcc.

S t IT rr gt It s The partnership is functioning well together. Each agency has contributed to a central funding package of €600.000 in year 1 and E1.3rn in vear 2. Progress has been facilitated by the Iarpe landholding of Fores: Erterprise in the area Th:c 5;s ei?au!ec faci!iries to be deveioped swiftly.

. 1 .

Initially. much of the co-ordination has been carried out by the Rural Stirling Economic Partnership. However. a Proiect Officer has been appointed to oversee works under the Trossachs Trail TMP. The projects identified under the Trossachs Trail TMP were allocated fund- ing priority through the use of a computer model. Major projects have included enhancement and repair work on car parks, forest and hill paths. These access points have provided locations for interpretation. and further provision for trail literature has been made.

for village improvement and litter management. T h e TMP overlaps wi th other initiatives in the Stirling area such as the 'Going Green' initiative aimed at tourism businesses and the .Trundler' . an imaginative public transport system in the area. A pilot monitoring process has been designed t o assess visitor impacts o n vulnerable sites, and trafficc ounters are positioned o n popular routes.

Fzi trrrc Clrnllcirgcs Much of t he work tha t has been carried out is infrastruc- tural and there is little private sector involvement to date. There is a degree of scepticism within some local communi- ties and the partnership will need to continue to rally support from the trade and the public.

LOCH DOON Ti-..e Loch Doon T M P is parr. of the wider Doon Valley Heritage in i r i s rwe . A s a \wi tor

Future projects are planned

dcstination. i t is compicmen- tar!. to other sites in rhc arc2 such as Dunaskin Hcritagc Centre and r h c Stcam Railiva). facility in nearh!. Dalrncllinpton. :

Around thc shore of Loch Doon there is a Ions history of informal local recreation. The robust environment (the loch is part of a hydro power scheme and has a drawdown scar around the shore) has not suffered unduly from the comparatively small number of visitors the area receives. There are however some issu beginning to emerge which prompted the TMP approach. The Loch Doon Action Group commissioned Cobham Resource Consultants t o producea Loch Doon Tourism and Recreation Development Strategy. T h e partners in the Loch Doon Action Croup Cumnock 8( Doon Valley District Council. Enterprise Ayrshire. Strathclyde Regional Council. Forest Authority. Scottish NaturalHeritage. Scottish Power, Craigengillan Estate and Cumnock 8r Doon Valley Initiative - are keen to retain the loch as an inform?' recreation destination and t ensure tha t a n y facilities should be low key. The main focus of the area is Dunaskin Heritage Centre, w i th Loch Doon a s a satellite site. Caravans 'have long been a summer feature at l o c h Doon. There are many informal pitches occupied by caravans belonging to residents of Dalmellington w h o s tay there for much of the summer. Unfortunatly the caravans do - present a strong visual impact on whar is a n oper: si.s,ecDinp landscape.

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5 ;;‘L I: ??!! - To date. much of the u.ork has been on small facilities such as car parks. interpretation. picnic furniture and short [rails to vie\r. points. Forest Enterprise ha\.e proceeded - ivith their o w n schedule of work including the forest drive. mountain bike trails. leaflets. and forest edge restructuring.

on designing a logo for the Loch Doon area in order to provide i t w i th a n identity. To date the parrnership has spent almost E80.000.

hiany of the natural ele- ments are in place to fashion an attractive destination a t Loch Doon. N’ithin day visit range of the Glasgow conurba- cion. the area demonstrates many of the hill. water and forest attractions of Loch Lomond or indeed the Lake District to the south . although the visitor servicing infra- structure is much less well developed.

Work has been carried out

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The parrnership appears to have something of a dilemma. There is a wish to develop tourism in the area. but not before facilities adequate to cope wi th visitor pressure are fully in place. But to justify facilities from a commercial point of view. there need t o be more visitors. Hence there is a need for interim marketing and management to attract new visitors but a t the same rirne minimise their effects on the natural environmnet.

Thew is poten:iai for a confusion of i cen~ l r ) . as the z:?,: is p a r : of rke Gailolvay

Forest Park. w,hik Scottish Power also have a ranpe of signs in piace.The partnership will need to address the issue of monitoring since. apart from sales of forest drive tickets. there is little information o n the numbers of visitors coming u p to the loch. Tackling the caravan situation. to include landscaping. and addressing the issue of permanent occupancy. require priority.

CALANAIS (CALLANISH) Where other programmes generally cover a wider geographical area. Calanais is a TMP focused on a single site. It is concentrated on the development of facilities aimed at reducing impact on the Standing Stones and enhancing the visitor experience.

It is likely that the project would have progressed well without T M P status. how ever such status has attracted Scottish Tourist Board support and wider recognition. The partnership involved in conserving the site consists of Western Isles Enterprise. Western Isles Islands Council. Historic Scotland. Scottish Natural Heritage. and the European Union initiative. LEADER. as main funding partners: it also includes the Calanais Working Group. com- prising Calanais Residents Committee. the University of Edinburgh and the Western Isles Tourist Board.

Consultants. Centre for Environmental interpretation. were commissioned to prepare a business and management pian Foi an in:erpret!ve centre adlaceilr to r h e site L‘rras nan Tursachan. the S:ar..’ing

Stones Trust. a c h x i t a b i ~ ~ cornpan!’ limited b?‘ guaranrcL.. has, been formed to increasc public understanding of the ancient monuments through- out the Western Isles and in particular t o run the incerpre- tive centre. Calanais will become a base for the archaeological study of the surrounding area. Overlooking East Loch Roag. behind Calanais farm. the centre opened in June 1995. I t provides interpretation of t he stones. and includes a coffee shop: toilet facilities and a craft shop selling locally produced goods. The intention is to attract u p to one third of t h e total number of visitors to Lewis.

T h e local community were involved in the consultation process and a representative of the Calanais Residents Commit tee chairs the Trust. T h e community will be able to use the facility outwi th peak periods. Much of the work is of direct benefit t o the Calanais community. Traffic congestion will be relieved, the ambiance of the site improved. and i ts capacity increased.

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Calanais has enjoyed a strong partnership and there is a will to see the project be successful. T h e site has a strong identity and is already a popular destination for visitors.

Fir t i r rc Ciin1iciigc.s The centre is still developing its operational activities fol- lowing a successful first visitor sezson. It v.~ill be important to na iz ta i r . \‘:sz:c: nzmbrrs beyond the first t w o or three

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Lien \\ori<ins Croup emc.racd. This cornzriscd Scottish Larural Hcritagc. Hisroric Siotiand. Eores: Enterprisc. Br l t l s i : \f'ater\va\.s Board. ,+, t gy 11 and I s i a n a s En t e r pri sc . . ~ r g ~ ~ l l and Bute Disrrii: Councii. Strathclyde Regional CO u n c il . Scottish Tourist Board and various non-govern- mental organisations. cornrnu- nir?. proups and land o\vners. Land Vse Consultants were commissioned to carry out a TMP development study for Kilmarcin Glen. The group n y r c of thc opinion that Drrsenr probiems shouid be soived before encouraging more \*isicors into the area. Hon.ever. Lvitn Sational Tourist Rou te signing. and s i g n 1 n g p rov id e d b !' i nd iv id ua I agencies for rheir o\vn sites. \ ' isi tor numi7ers appeared ro be risin?.

From t h e Lirorkinp group a Steerins Group \vas formed. comprising S t ra t hcl yde Regional Council. Scottish Xatural Heritage. Historic Scotland. Argyll and Islands Enterprise. Argyll and Bute District Council and Scottish Tourist Board. Chaired by the local district council r L' pr e s c n t a t i v e . the steer i n s group commissioned Land Use Consulrants to prepare a Management and Interpretation Study. With funding from all six members. the Steering Group has empioyed a deveiopment officer. based wi th the District Councii. on a tivo-year contract to carry our the reconmencarions in the Land L S C Ccr,sciran:s rezort. 7 :

' r , c!'.-:;,'> Fundine ior t h c posr and for tnc lie!. proiccts in the report nas becr . put in place. Funds to the ordcr oi E'0.000 havc been piedged b!. the partners. Tht, Le!. components of the initiative appear t o be a sound partnership Ivhich has in c 1 u d e d c ommu n i t !. inv o Ive - ment. and projects such as linking paths rhat are modest in scale. appropriate to the landscape. and make best use of existing assets.

Kilrnartin is almost unique in i ts blend of features and ideal for demonstrating an effective T.VP in a location tha t is en\rironrnentall>* and economically frapile. I t is still ver!. early to evaluate progress but the planning process has been carried o u r tvith some diligence and should provide a firm basis for prosress.

C' - r I i :'i /i i! //:,T! ccs Chalienges for the Kilmarrin Glen Working Group include gaining landowner support for impro\ving visitor access. producing a unified signing svstem. instaliing an effective monitoring system. and co-ordinating the private sec:or's involvement . T h e Working G r o u p will need to ma in ta in i t s o w n cohesion if t hese challenges a re t o be m e t successfully. T h e longer- t e r m issues of income e n h a n c e m e n t . maintenance cos ts . and a fu tu re ranger- t>*pe service. w i l l need to be tackled as a second phase.

NAIRN SEAFRONT Sai rn . on tnc c;rs:L'rn cdcL, O! Hiyhland Rcgion. oiicrs s diffcrcnt prociucr to rhar normall!. assoiiarcd \\.irh f l i t ,

Highlands and Islands of Scotiand. I t is a farnil?. oricntated. seasidc acstination. A 1392 visitor surve). con- firmed rhr vietv rhar thc bcach and seafront were thc to\vn's most popular asset. clcari?. demonstrating the economic value of the beach and its environs to the town.

of w*ork - the Harbour Enhancement Study. and adoption of the Dolphin imapc and 'Nairn Naturally' tagline as the new Nairn identity - the District Council decided to invesrieate the TMP approach for Nairn's seafront and the western portion of Culbin foresr. PIEDA were commis- sioned to prepare a Nairn Seafront TMP plan.

Following t w o other pieces

217'

h T.MP action team com- prising Sa i rn District Council. In\.erness s' Kairn Enterprise. Highland Regional Council. Scottish i'iatural Heritage. Royal Society for the Protection of Birds. Forest Enterprise. Scottish Tourist Board. Inverness. Loch Ness & Nairn Tourist Board. along with community councils and local business representatives. has been set u p to tackle the key elements via t w o sub- groups. the Interpretive Working Group and the Traffic and Parking Working Group.

5 r rcrigt i r 5 The District Council as prolect champions have embraced the TMP concept whole-heartedly and are actively promoting the concept of sustainability

Funding in the order of f ~ S . 0 0 0 has been pledged by the action team members This

I

money was matched by assistance from the European Regional Development Fund (ERDF). An interpretive con- sultant from the Centre for Environmental Interpretation was commissioned to d raw up a n interpretive plan for the seafront and to work together w i th existing plans for Culbin by Forest Enterprise and the Royal Society for the Protection of Birds. T h e interpretive plan is almost complete. David Bellamy and local school chil- dren carried out the formal 'opening'.

ii significant strength of the Nairn approach is the presence of community. non-governmen- tri orsar?isation and private sector re3resen:arives on the sterr:2L; c:o'a?. i nc ?,:cyai Society for :he Protection of

7 .

Birds have committed nioacst iundins to the project. but thc holiday corn pan >' Pa rkd en r have notably committed f2.000 to the project. more than a tok'en amount and sutficient to encourage others.

As wi th other recentl!. launched TMPs. evaluation is difficult. but enthusiasm. commitment and local owner- ship are there to maintain the initial momentum.

FIi tlI1'5 Ciir7 I l C IJg C.; The agencies involved in Culbin. particularly Forest E n t er p r i s e. have a 1 re ad y mad e some progress towards inter- pretive planning and recreation management in the forest. This effort must be sustained within the TMP to ensure that the links between Nairn town seafront and Culbin are strengthened. The Action Team still wish to find a way of addressing the issue of water quality which is fundamental t o public use of the beach. Plans are also in place for a seafront visitor centre to pro- vide a focus for the interpre- tive effort.

CAIRN CORM SUMMIT The proposals for Cairn Corm summit have arisen out of the ASH Consultants'report - Cairn Corm Summit T M P March 1994. All projects of this nature are influenced by the Secretary of State 's Cairngorm Working Party final report and the work of the resulting Cairngorms Partnership set up in early 1995. T h e chairlift compzny also has a major development plan under dis- cussicn for a fun:cc:sr rziiway to repiace the existins chairiift.

1 r \ i ~ b ;onsidcrci. t h J r th l I s j u c > rl.i.itin; to t n ~ summi: \\'er<' su f: i< ic n 1 I \. p r c > j i n q tor action to PL' C J ~ L , R \\ .iiicii

could. a t J l a rc r ci;itc. lx incor- porared into thc Cairn,- "or nib

Parr ne r s hi p rcc o n? ni cnd ;I r I o n >

Thc ASH report idcntiticd ;I number of issues that nccdcd to be addressed. sonic of \\.hich. such as monitoring. arc still being int.estipatcd. Fi\,c projects art. currcntl!. being tackled: c I i i r c r i ~ ~ s r r i t i o r r i ~ r t l rc D'ri.

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The partnership set up to oversee the TMP comprises Cairngorm Chairlift Company. Highlands S: Islands Enterprise. Mora!, Badenoch S: Strathspey Enterprise. hviemore SC Spey Valle). Tourist Board. Scottish Natural Heritage. Scottish Tourist Board. Highland Regional Council and Royal Society for the Protection of Birds , Funds allocated to date are in the order of €125.000.

Str.cJrgrir.* The partnership has made rapid progress wi th some of the projects. Of particular significance is the interpre tation in the Day Lodge which should provide an introduction to visitors t o Cairn Corm. Welcome Host training for all s ta f f will provide a sound basis for enhanced customer awareness Environmental management of the entire hill bxr spec!ii:a!i;; s u x x 1 7

zone. is of cri: icai importance

and the T.VP sets out to address this i s s u t .

FI : T 1 I !'c C;! '7 !i C' I I c c j Grampian Region's support is impor tan t . The validity of Some of the methodology has also been questioned in terms of visitor management in the summit zone.

The size of the T M P is also a n issue. There is a view that Cairn Corm and Clenmore are an ecological unit and should be managed as such. Forest Enterprise are planning a major extenzion to their exist- ing visitor centre a t Glenmore. The Chairlift Company plans include a large interpretive. retail and catering centre at the top terminus of the pro- posed funicular. Co-ordinated interpretation is vital. The Da?. Lodge and the Sheiling \vi11 also be redeveloped under the plan. The TMP is being relied on to provide solutions to the threats resulting from increased visitor use of Cairn Corm. but i t has still t o tackle the capacity issues.

The TMP is still constrained by limited information. and survey work on visitor charateristics and interpreta- tion planning is underway.

PI TLOC H RY Pitlochry and District Tourism Management Croup. comprising agency. community and private sector representatives. adopted a T M P approach for the town and district in late 1994.

Pitlocnry's high level of traffic is inappropriate for a small rural town. Signposting a d srreerscapes are gene:a!l). poor and there are a nuinbe: of 2 : ~ ' ~ s cF ?COT \.isua! appe2ran:e

LVith man!. \.:ictorian or E d \Y a r d i a n b u i I d i n g s. Pi t loc hr !. has a need to develop in keeping wi th its heritaFe.

Development must also be in keepins \\pith the high quality of the surrounding country- side.Tourism is of particular significance to the area and wi l l continue as a majorpart of the Pitlochry economy.

The Pitlochry Tourism Development S tudy was pre- pared by Penny Cousins. and the group wish to take for- ward some of her recommen- dations in the form of a TMP. They have recruited a Development Officer. to be funded for t w o years by Scottish Enterprise Tayside and Perth 6 Kinross District

Council. The Perthshire Tourist Board will provide an office and in-kind administra- tive support . Local traders and the Pitlochry Tourism Trust will contribute to a small projects budget,

St 1'C I l ~ t h 5

This is a project which has strong support from the local community and private sector and there is a will t o tackle some of Pitlochry's probiem areas. The group wish to address a range of larger issues. from sta€f accommoda- t ion to a major visitor centre. as well as some more modest i t ems ranging from a'What's O n ' brochure to local footpath development.

Fri t 1it.c Ciin iicrrgcs It is impor tan t tha t the group continues to view the TMP approach as one of v,.o:k:ng roLvarcs s sustainajie fcrure for Pirlochr\.'s tourism. rather

than as a short-tcrm devciop- mcnt project aimcd mcrei!. a t encouraging morc' visitors to the town.

I t is not possiblc to evaluatc the ThIP approach at this carly stage. The Management Croup will have to identify clear objectives and a sound environmental base for their intended priorities.

:

BUTE Under the Bute Tourism Management Initiative. the Bute Partnership have commissioned Cobham Resource Consultants' to develop a strategic frame- work for t he coordinated man- agement and interpretation of - the natural and built environ- ment of rural Bute'.

The Bute Partnership are currently considering a bid to Objective 1 for funding for a package of measures including footpaths. car parks and inter- pretation. Work is going on to establish the economic link- ages between tourists and the Bute environment via a visitor survey targeted a t walkers.

ARRAN Cunningham Distrcit Council. Strathclyde Regional Council and Argyll 8( Islands Enterprise commissioned a n extensive study from Parkin Consultants into the potential for enhanc- ing the tourism product o n Arran through a Discovery/ Archaeological centre on the west coast of t h e island. at Machrie. Phase two of the plan is to have a ranger/manage- ment team based a t the centre and covering the entire island. An application has been made for Obiective 1 funding. through A!E. for developing the centre.

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TTCT OF M F M R F R C

Jim Allison

~ c o r d o n Adams (Chair of Tusk Forcc unrrl Oci i 9 4 i j

Seaton Baxter

Eddie Brogan

Marsa i l idh Chisholm

Simon Fraser

John Gran t

Jon Har r i s

(Chair of Task Forcc from Nov f 995)

Iain H a r t

J e n n y Hess

Hea the r Johns ton

Alistair Jones

Ar thu r Keller

Jack M u n r o

Neil S t e w a r t

Chr i s T h o r n t o n

John Ward

D u n c a n Bryden

Deputy Director - Development

Director of Planning & Development

President

Head of Tourism

Planning Officer

Director

Proprietor

Assistant Secretary

Head of Environment

Marketing Manager

Development Manager

Development Officer

Policy Directorate

Chief Executive

Head of Tourism Branch

Head of Travel Trade & Commercial Department

Senior Project Executive

.

Tourism and Environment Manager

Scottish Tourist Bonrd

Scottish Tourist B o n d

Scot t ish Wldlifc & Courrtri,sidc Lirik

Scottish Erirerrrisc

Scottish Syorts Courrcil

Scottish Laridowriers Federn t iori

Rorhietnurclius Estate

Corrcwriori of Scortish Local Aurliorities

Scortislr Eriterpise

Historic Scotlarid

Scottish Tourist Board

Forest Authorit\*

Scottish Natural Heritage

Greater Clnspou* Tourist B o n d

Scottish Office

National Trust for Scorla rid

Higlrlarids &? Islands Enterprise

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The Task Force:

STB ‘Scot t rs t Tourist Board) SE HIE SNH FA ssc HS

Scotr!jk. Enterprise; Highiandj 2 Islands Enterprise; Scottish Natural Heritage) F o re s t r). Au t nor i t y ) Scottish Sports Council) Historic Scotland)

SOID (Scottish Office Industry Dept ) COSLA (Convention of Scottish Local

NTS ‘Nationai Trust for Scotland) S LF SWCL (Scottish Wildlife and Countryside

ATB (Area Tourist Board)

Authorities)

( S cot t is h Land owners Federation)

Link)

I f \ S O U wish t o k n o w more about the Toirrisrn .Ilnringenzcrzt Init iative o r the Tour i sm ilInirngemerrt Programmes please contact:

Duncan Bryden, Project Manager, c ’o Highlands & Islands Enterprise. Bridge House, 20 Bridge Street, Inverness IV1 1QR. Scotland. Telephone: (01463) 244435. Eax: (01.463) 244241.

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