Strategy and Action Plan for Sustainable Tourism 2011-2016€¦ · CAIRNGORMS NATIONAL PARK •...

Strategy and Action Plan for Sustainable Tourism 2011-2016 • CAIRNGORMS NATIONAL PARK

Cairngorms National ParkStrategy and Action Plan for Sustainable Tourism

2011-2016

CAIRNGORMS NATIONAL PARK • Strategy and Action Plan for Sustainable Tourism 2011-2016

Published by the

Cairngorms National Park Authority14 The SquareGrantown-on-SpeyMoray PH26 3HG

Tel: 01479 873535

Fax: 01479 873527

Email: [email protected]

www.cairngorms.co.uk

© CNPA 2011. All rights reserved.

ISBN 978-1-906071-64-6

For a larger print version of this publication, please contact the Cairngorms National Park Authority. Tel: 01479 873535.

It can also be viewed at www.cairngorms.co.uk and is available in other formats on request.

Photos: Blair Atholl Estate, David Gowans, Murray Fleming, www.cairngormlandscapes.co.uk, CNPA

AcknowledgementsThe Cairngorms National Park Authority commissioned The Tourism Company (www.thetourismcompany.com)to produce the Sustainable Tourism Strategy and Action Plan under the guidance of the Cairngorms SustainableTourism Forum.

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ForewordFacal-toisich

Tourism is vital to theCairngorms National Park.People have been enjoyingthis very special area forcenturies, and much of thelocal economy depends onvisitors in one way oranother. But how do we

ensure that 1.5 million visitors a year don’tundermine the very things that attract them in thefirst place – the landscape, wildlife, culture andtranquillity?

In 2005, just two years after designation, we weredelighted to become the first UK National Park tobe awarded the prestigious European Charter forSustainable Tourism in Protected Areas. TheCharter was awarded on the basis of our firstSustainable Tourism Strategy which set out whatwe wanted to achieve in our early years as a newNational Park. In 2011, the real test came as were-applied for the Charter and were assessed onwhat had actually been achieved over the previousfive years or so.

We passed with flying colours. This strategy setsout what we would like to achieve on the nextstage of the journey.

The Cairngorms Sustainable Tourism Forum, which includes representatives of local businesses,communities and conservation interests, has beeninstrumental in guiding this strategy and the re-award of the Charter is largely down to theirhard work and commitment.

My preferred definition of sustainable tourism is asimple Gaelic saying: ‘Fàg rudeigin airson an duineeile’ – ‘Leave something for the other man’. I thinkwe should be even more ambitious and aim toleave something better for the other man.

Tha turasachd deatamach do Phàirc Nàiseanta a’Mhonaidh Ruaidh. Tha an sgìre seo air a bhith a’còrdadh ri daoine fad iomadach linn, agus tha tòrrden eaconomaidh ionadail an urra ri luchd-tadhailann an diofar dhòighean. Ach, ciamar a nì sinncinnteach nach dèan 1.5 millean neach-tadhail cronair na dearbh rudan a tha gan tarraing sa chiad dola-mach – tìr, fiadh-bheatha, cultur agus sìth?

Ann an 2005, dà bhliadhna an dèidh ainmeachadhna Pàirce, bha sinn gu math toilichte gum b’e sinnea’ chiad Phàirc Nàiseanta san RA a fhuair anEuropean Charter for Sustainable Tourism inProtected Areas. Chaidh an Còir-sgrìobhte seo athoirt seachad airson ar ciad Ro-innleachdTurasachd Seasmhachd, a mhìnich na bha sinnairson a dhèanamh anns na bliadhnaichean tràthamar Phàirc Nàiseanta ùr. Ann an 2011, bha dùbhlanann nuair a chur sinn iarrtas eile a-staigh airson anCòir-sgrìobhte fhaighinn a-rithist, agus chaidh sinnar measadh a rèir na rinn sinn anns na còigbliadhnaichean a dh’fhalbh. Fhuair sinn e gunduilgheadas. Tha an ro-innleachd seo a’ mìneachadhna tha sinn ag amas air sna bliadhnaichean roghainn.

Tha Fòrum Turasachd Seasmhachd a’ MhonaidhRuaidh, a tha a’ gabhail a-staigh riochdairean àgnìomhachasan, coimhearsnachdan ionadail agusbho thaobh ghlèidhteachais, air a bhith uabhasachcudromach ann a bhith a’ stiùireadh an ro-innleachd seo agus ‘s ann air sgath an obair cruaidhagus an dealas, gun deach an Còir-sgrìobhte a thoirtseachad a-rithist.

‘S e tuairisgeul as fhèarr leam airson turasachdseasmhachd a’ tighinn à abairt Ghàidhlig – ‘Fàgrudeigin airson an duine eile’. Tha mise denbheachd gum bu choir dhuinn a bhith ag amas nasàirde na seo agus a’ fàgail rudeigin nas fhèarrairson an duine eile.

David Green, Convener, Cairngorms National Park AuthorityDaibhidh Green, Neach-gairm, Ùghdarras Pàirc Nàiseanta a’ Mhonaidh Ruaidh

05Contents


Contents

Foreword 03

■ 1. Introduction 06

■ 2. Assessment 09

2.1 Economic, social and environmental context 092.2 Tourism facilities and services 122.3 Tourism performance and visitor response 182.4 Enterprise needs and aspirations 202.5 Progress since 2005 222.6 External influences on the market and product 232.7 SWOT analysis 25

■ 3. Strategy 27

3.1 Policy context 273.2 Aims and vision 303.3 Key principle and strategic objectives 313.4 Priority markets 383.5 Framework of areas for action 39

■ 4. Action 41

4.1 Stakeholder engagement and working together 414.2 Brand awareness and marketing 444.3 Information and interpretation 474.4 Resource management and conservation 494.5 Outdoor access 524.6 Product diversification and distinctiveness 554.7 Business support and investment 594.8 Knowledge gathering and sharing 62

■ 5. Implementation 65

5.1 Delivering annual action plans 655.2 Key players in implementation 665.3 Monitoring and renewal 67

1. Introduction06

The Cairngorms National Park is a majordestination for tourism in Scotland. The Park hasa long tradition of welcoming visitors andcontains some of Europe’s finest landscapeswith a rich biodiversity and cultural heritage. Itsdesignation as one of just two National Parks inScotland underlines its importance as a specialplace to protect and to enjoy.

Likewise, tourism is critically important to thePark, providing the major source of income andemployment. Nowhere else in Scotland is itmore important to the local economy.

For these reasons, it is essential that tourism inthe National Park is promoted and managedwisely and effectively. This is the purpose of thisstrategy and action plan.

Building on the last five years

In 2005 the first Strategy and Action Plan forSustainable Tourism in the Cairngorms waspublished. This new strategy builds on thatfoundation. It does not represent a majordeparture from the approach outlined then, but provides a complete revision andredevelopment, clarifying priorities andrenewing the action plan in the light of thechallenges and opportunities foreseen in thecoming five years.

Much has been achieved since 2005. Inparticular:

• Greater awareness of the CairngormsNational Park supported by a strong brandidentity and active brand management;

• Stronger engagement, co-ordination, andrepresentation of private sector tourismenterprises at the Cairngorms level, throughthe advent of the Business Partnershipcovering the whole Park;

• Ongoing private sector investment in facilitiesand services;

• A stronger Cairngorms National Parkpresence on the web and in other media,including local visitor centres;

• Interpretation guidance in place, reflected innew Park information and orientationmaterials and take up by others;

• A more strategic approach to outdoor access,including the identification of core paths andimprovement of routes, working with localland managers, rangers and otherstakeholders; and

• Training and networking support provided tobusinesses and communities engaging intourism.

A framework and guideline for all

This strategy and action plan has been preparedfor all those involved and interested in tourismin the Cairngorms National Park and shouldprovide a common agenda for everyone tofollow. While the Cairngorms National ParkAuthority (CNPA) and the Cairngorms BusinessPartnership (CBP) are clearly key agents in itsdelivery, it should apply equally to the localauthorities in the Park, local business groupings,local communities, land managers, conservationinterests and individual enterprises.

In order to reflect this wide range ofstakeholders, the Cairngorms SustainableTourism Forum (CSTF) has been establishedreplacing the Visitor Services Information &Tourism (ViSIT) forum from 2005. The CSTF willhave the responsibility of ensuring agreement tothe strategy and overseeing its implementation.


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Meaningful sustainability

This is a strategy for sustainable tourism. The UN World Tourism Organisation definesthis as: “tourism that takes account of itscurrent and future economic, social andenvironmental impacts, addressing the needsof visitors, the industry, the environment andhost communities”.

Increasingly, such an approach is becomingmainstreamed in tourism. It is highlyimportant for the Cairngorms National Parkwith the close interdependency of thesuccess of tourism and the quality of theenvironment in this area.

To be sustainable, tourism needs to becompetitive and profitable as well asenvironmentally and socially responsible. It is important that the terminology should not get in the way here. Sustainable tourismessentially means good, successful andbeneficial tourism – a concept relevant toeveryone.

European recognition

Based on the 2005 strategy, the CairngormsNational Park was the first UK National Parkto be awarded the European Charter forSustainable Tourism in Protected Areas by the EUROPARC Federation. The Charter isincreasingly seen as setting a standard forgood practice in sustainable tourism and now applies to over 80 protected areasacross Europe. The principles of the Charterare listed on page 29. This new strategyprovides the basis for re-awarding theCharter to the Cairngorms National Park.

How was the strategy prepared?

The strategy has been based on extensiveresearch and consultation, including:

• Working through previous and currentpolicy documents, research studies andreports;

• Analysing existing product and market data;

• A visitor survey conducted in 2009/10;

• An online survey of tourism enterprises,achieving 90 completed responses;

• A stakeholder workshop held on 23 June2010 at the Lecht Ski Centre;

• Structured interviews with keyrepresentatives of public, private andvoluntary bodies;

• Consultation on a draft strategy and action plan; and

• A Strategic Environmental Assessment ofthe draft strategy.

The strategy has been prepared alongsidework on a new Cairngorms National ParkMarketing Framework.

What does this document contain?

The document is in three main sections: an assessment of the current position; apresentation of the strategic approach andobjectives; and an identification of prioritiesfor action.

2. Assessment 09


2.1 Economic, social andenvironmental context

Economic profile

The economy of the Cairngorms NationalPark is inextricably linked to its natural assets.The quality of the scenery and the naturalenvironment is crucial not only in terms ofsustaining the tourism industry, but alsosupports and is supported by activities suchas forestry, farming and field sports.

The Economic and Social Health of theCairngorms National Park 2010 (ESH) reportcarried out for the CNPA in 2009/10 statesthat, ‘the structure of the Cairngormseconomy is highly unusual with a distinctivemix of industries – whisky production, forest products, sporting estates andagriculture as well as some of Scotland’s most tourist-intensive areas and, increasingly,new creative industries’.

Tourism is the single most important sector,accounting for almost 30 per cent of all GrossValue Added (GVA) created in the Park(£115m) and employs around 3,600 people.The ESH report estimates that of the 197industries which exist in the Park, 74 havesome relationship to tourism.

According to this analysis, tourism contributesmore to the economy in the Park than in anyother part of Scotland, with Badenoch andStrathspey being the most tourism intensivearea.

Approximately 70 per cent of the CairngormsNational Park is in agricultural use. Althoughthis is not as important as tourism in terms ofemployment generated, it is key to sustainingthe resource and its impact on the landscapeis significant. Increasingly, estates and farmshave diversified their activities into recreation,tourism and conservation sectors.

This section summarises the findings of theresearch and consultation undertaken.

It looks first at the general context for tourismin the Cairngorms and then considers howtourism has been performing, the profile andreaction of visitors, and the needs andperceptions of enterprises. Following a widerlook at external factors, it ends with a summaryanalysis of strengths, weaknesses, opportunitiesand threats.

While the material concentrates on the currentsituation it also refers to changes since theprevious strategy in 2005.

Assessment10


The ESH report identified an emerging clusterof economic activity which provides a potential new dimension to the economic context. There is evidence that the region is becomingan attractive base for ‘new’ industries and acluster of creative, media and knowledge basedindustries contributes around £4m added valueeach year.

Social issues

The provision of affordable housing for localresidents continues to be a key issue in the Park. Although some progress has been made in terms of the sustainability of new housing and increasing the availability of privately rented affordable housing, aspirations toincrease the amount of affordable housing havebeen affected by the economic downturn.Housing therefore continues to be an issueaffecting the labour force.

The high proportion of second home ownershipin some areas, including use of some newhousing provision for second homes, has beenraised as an issue during consultation. Thisinfluences house prices, availability of housingand community life. It is unclear whether this is a problem related to tourism.

The population of the Cairngorms National Park is already, on average, much older thanelsewhere in Scotland and like many other ruralareas there is significant out-migration of olderteenagers seeking education and opportunities.That said, the ESH report states that currently at least 250 more people become residents inthe Park than leave each year, with most of these being of working age.

The Park is generally affluent and scores well inthe index of social deprivation for income,employment, health, education, skills andtraining. However, in terms of access to services

it scores poorly and those without cars areliable to suffer considerable social disadvantage.

Natural and cultural heritage

The Cairngorms National Park is Britain'slargest National Park, covering 4,528 sq km. The Park contains five of Scotland’s six highestmountains and the montane zone above 600mis the largest area of arctic mountain landscapein the British Isles. The lower areas includesome of the most extensive areas of natural andsemi-natural forest in the UK, two of Scotland’spremier fishing rivers (the Spey and the Dee),many scenic straths and glens and a number oflochs, some of which are used for water-basedrecreation.

The Park contains 25 per cent of Britain’sthreatened species – two thirds of these are ofEurope-wide importance. A significantproportion of the land has a natural heritagedesignation. It is one of the best places to seethe Scottish crossbill, red grouse, golden eagle,osprey, dotterel, capercaillie, and crested tit andis home to a wide variety of mammals, includingpine martens, red squirrels, wildcats, watervoleand otters. This richness provides a cleartourism opportunity as well as a majorresponsibility for effective conservation andmanagement. A significant number of wildliferelated attractions, reserves and guide-basedactivities adds to the resource.

Tourism activity can adversely affect habitatsand landscapes. Comprehensive, documentedevidence on the extent and nature of suchnegative impacts of tourism in the Park islimited although some impacts, such as patherosion, have had significant research. However,a number of concerns were expressed duringthe consultation that deserve furtherinvestigation and consideration. The 2005

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strategy identified some problems arising fromthe pressure of large numbers of car-bornevisitors in certain parts of the Park, includingaccess to winter sports facilities, the erosion ofcertain paths as a result of the extent of use,and ongoing fire risk. These issues continue tobe of concern to some people. Some additionalproblems raised during consultation on thisstrategy include:

• The impact of dogs, walkers and cyclists onground nesting birds and especially oncapercaillie;

• The impact of group events, such as outdoorchallenges, on conservation and landmanagement interests and other users,notably on the sensitive plateau;

• Irresponsible camping as a problem in certainglens and upland areas;

• The growth of mountain biking, causingerosion on some paths; and

• General concerns about pressure on land andwater in the Glenmore area.

Another concern is the impact of developmentson the landscape, some influenced by tourismand some more general, which are potentiallydamaging to its visitor appeal. Examples raisedinclude housing developments, roadways andtracks in the mountains, and windfarms andpowerlines – including those outwith the Parkbut visible from it.

The Cairngorms National Park has relatively fewsignificant historic heritage sites. However, theVictorian heritage and Royal connections onDeeside and the concentration of whiskydistilleries in the north and west of the Parkprovide very strong visitor appeal. Moregenerally, aspects of historical and living heritageare brought out through a number of smallheritage museums, historic buildings, events andthemed trails. Since 2005 more work has beenundertaken to support local communities tounderstand, conserve and enjoy their localcultural heritage. The interpretation guide,Sharing the Stories of the Cairngorms National Park,produced in 2008, shows how the NationalPark’s cultural richness can be brought to lifethrough people.

Accommodation

There is no comprehensive database onaccommodation in the National Park, althoughaccommodation audits have been carried out for individual areas that include parts of the Park. The website www.visitcairngorms.comlists 551 accommodation enterprises (whichinclude members of the Cairngorms BusinessPartnership (CBP) as well as other non-memberenterprises).

The website www.discoverroyaldeeside.com lists 165 accommodation enterprises. Manyenterprises may be on both sites. There are 436accommodation enterprises in the Park whichare Quality Assured by VisitScotland. Inspectionof this data shows that:

• There is roughly an even mix of serviced andself-catering enterprises;

• The number of Quality Assured (QA) self-catering enterprises, hostels and caravan/camping sites has increased significantly since2005 and there has also been a small increasein B&Bs, but the number of QA hotels isslightly down. This may reflect both changes inparticipation in the scheme as well as changesin accommodation stock;

• Quality grading is quite high, with mostproperties achieving a 3-star rating or higher;and

• There are 47 properties in the Green TourismBusiness Scheme, the majority (60 per cent) at silver standard with 15 per cent at gold.

Evidence from consultation suggests that quality of accommodation in the Park is quitepatchy. There are many small lifestyle businesses,some run well but others with low professionalskills. The relative scarcity of sizeable, high quality, independently owned and managed hotelsis a weakness.

Visitor attractions

Over 100 attractions are listed onvisitcairngorms.com. Of these 100, 24 attractionswere covered in the VisitScotland AttractionsMonitor in 2009. This showed five attractionsreceiving over 100,000 visitors per year, with afurther five receiving over 50,000. A significantnumber of the attractions in the Park (62) are members of the VisitScotland QualityAssurance Scheme.

Attractions are located throughout the Park,although there is a more dense concentration inand around Aviemore and Grantown-on-Spey.

The quality and range of attractions is a strength,providing a variety of interest and activities forthe whole family. These include heritage andwildlife attractions, theme parks, transport-related attractions and estates providing variousactivities. There are eight distilleries open to thepublic and the Whisky Trail is promotedthroughout the Park. The extension of the Parkto the south brings in Blair Castle as a major,long-established attraction and a new focal point.

There are also a number of folk museums andheritage centres, although there is someevidence of smaller attractions, including heritageones, being under financial pressure.

Assessment12


2.2 Tourism facilities and services

Outdoor sport and recreation

The Cairngorms National Park is a major centrefor a wide range of outdoor activities.

Skiing continues to attract a winter tourist andday visitor market and three of the five Scottishski areas are located within the Park –CairnGorm, Glenshee and the Lecht – attractingaround 80 per cent of the Scottish ski market.However, the resorts are extremely vulnerableto climatic conditions. Mild weather in the2006/07 winter season saw half the number ofskiers than in previous years, but there havebeen good seasons since then. So, whilesnowsports and skiing will continue to be animportant part of the Park’s activity portfolio,there remains an underlying instability amongstoperators.

Traditional field sports, including shooting anddeer stalking, are available on a number ofestates and provide a significant income to the Park each year. Game fishing is a furtherstrength and both the Spey and Dee have long-standing reputations as fishing rivers.

In recent years the range of outdoor activitieshas continued to grow and this is now a majorstrength of the National Park. These include:watersports (with major centres at LochMorlich and Loch Insh); canoeing; rafting;canyoning; wildlife safaris; winter and summerclimbing; horse riding; bushcraft; clay pigeonshooting; and archery. Mountain biking, inparticular, has seen recent investment and fastgrowth, with some provision of dedicatedroutes such as at Laggan and the ski centres.

A number of estates and local operators choose a wide range of activities to chose from and there appears to be a strong demand formulti-activity offers, including from a novice and family market.

A new initiative since 2005 has been theestablishment of the Cairngorms OutdoorActivity Providers group. It had 22 members in2010 and was seeking to attract more fromacross the Park. It has established a code ofconduct and a marketing programme linked tothe Cairngorms brand. An Outdoor ActivitiesForum has been proposed for Royal Deeside.

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Walking and countryside access

The Cairngorms National Park offers a widerange of opportunities for walking, ranging fromshorter low-level walks around the keypopulation centres to high-level treks forexperienced walkers, including some ofScotland’s most challenging high-level walking inthe Cairngorms central massif. The 55 Munrosin the Park are an additional draw.

Many publications and websites containinformation about walks in the Park. Forexample, the Walk Highlands website providesdetails of over 100 walks in the National Park,ranging from 1.5km to 42km. These are fairlyevenly spread throughout the Park and includethe easiest and most difficult gradings.

One official Long Distance Route (LDR) passesthrough the National Park – the Speyside Way(105km from Buckie on Moray Coast toAviemore).

Another four promoted and signed long routespass through the area; Badenoch Way, Dava Way,Cateran Trail and Deeside Way. In addition tothese there are a number of traditional routes –unsigned routes – which pass through themountains.

There are a number of walking festivals in thePark – for example in the Angus Glens (June),Ballater (May) and Tomintoul and Glenlivet(September).

Although the Cairngorms National Park hasbetter provision for cyclists than many otherparts of Scotland, dedicated off-road cyclingroutes remain limited. However two off-roadtrails, on Deeside and between Aviemore andGlenmore, have recently been completed.

The Cairngorms Outdoor Access Strategy,produced in 2007, established priorities for:improving infrastructure; stimulating responsiblebehaviour; improving visitor information; linkingto sustainable transport; and promoting accessas part of the health agenda.

Action has been taken in all these areas.

A key step forward has been the Core PathsPlan which identifies 932km of routes based onextensive consultation including tourisminterests. Work is being undertaken on pathimprovement and information. Issues remainwith the promotion of the paths and achievingthe right balance with respect to mountainaccess.

A range of implementation mechanisms havebeen pursued, including working through theCairngorms Outdoor Access Trust and LocalOutdoor Access Forum, and supportingindividual communities on path identificationand information. The Ranger Services also play acritical role in facilitating responsible access andare now more co-ordinated across the NationalPark within the Cairngorms brand.

Assessment14


Events

A range of events take place across the NationalPark throughout the year. Many of these areoutdoor events such as walking festivals,sporting events (cycling, running etc) andhighland games. There are also a number ofsmall live music and cultural events. The mosthigh profile event is the Braemar Gathering inSeptember which is well-known for its royalconnections.

A number of websites contain information onevents and there is a new Events and FestivalsCo-ordinator for the Park. A free What’s on Guide is published monthly by the CairngormsBusiness Partnership (CBP) and is availableonline. There is also an interactive online eventscalendar. The Discover Royal Deeside websiteincludes information on events.

Recent years have seen considerable growth inthe number of event organisers wishing to holdevents – particularly sporting challenges – in thePark. In some cases this has caused conflict with

land managers, conservation interests and otherusers. The CNPA, with partners, has producedguidance for outdoor events to help organisers,land managers and other interested partieswork together.

Food, crafts and retail

There is a burgeoning creative sector in thePark, reflected in the number of galleries nowopen to the public. Ten galleries across the Parkare listed on the visitcairngorms.com site. Thereare also a number of potteries and artists’studios that sell craft items direct to visitors.

Creative Cairngorms is a group of local artistsbased in the Park whose aim is to increaseknowledge and understanding of the arts withinthe National Park. There are currently around50 members including painters, photographers,sculptors, ceramicists and others. Theorganisation now has semi-permanentexhibition space at the Speyside Heather

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Assessment16


Centre at Dulnain Bridge. Creative Cairngormsproduces a brochure on behalf of its membersand attends local shows. It has its own websiteand e-shop, www.creativecairngorms.co.uk.

There are many places to eat and drink in thePark including restaurants, cafes, tearooms, innsand pubs. Some offer local produce, howeverthis is not widespread and is not well-promotedacross the National Park as a whole. RoyalDeeside and Cairngorms DMO has made localfood a key theme of its marketing, including thelaunch of a Royal Deeside Larder food brand.Some of the estates, such as Rothiemurchus andAlvie, sell their own produce – game, venison,fruit etc – in their own outlets and some localshops. However, there is no Park-wide brandingfor local food and awareness is generally low.

Under the auspices of the National Park, aCairngorms Farmers Market has beenestablished. The market takes place on Sundaysin either Aviemore or Grantown. A list of localproducers has also been published and isavailable in Visitor Centres around the Park.

Development and co-ordination of work topromote local produce is being pursuedthrough a Food for Life Project, with some earlyproject work seeing the creation of food anddrink directories and guides for the cateringindustry and the visitor.

Transportation

Transport connections to some parts of thePark are relatively good compared to manyother upland areas of Scotland. The western andsouthern fringe of the Park is served by the A9corridor and main north-south railway line.Deeside is directly linked to Aberdeen, withregular bus services to Ballater and Braemar.Other areas are more isolated.

Getting around by public transport within thePark is more difficult. The Cairngorms Explorerbrochure gives an overview of bus routes andtimes and goes some way in providing visitorswith information on public transport options.Transport information is also available onvisitcairngorms.com. However, there are manygaps in the service, notably between the westand east sides of the Park. The Heather Hopper,which operated from 2005 to 2008, sought toaddress this issue but was discontinued due tolack of demand.

Cycling is primarily pursued as an ‘experience’rather than a means of transport and there aresignificant barriers to visitors coming on bike,particularly the lack of facilities on trains andbuses to accommodate them.

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Marketing and information services

The Cairngorms National Park brand identity is well-established and is widely visible across the Park. Brand guidelines have been developed.Tourism enterprises can display the brandidentity provided they adhere to brandrequirements relating to quality andsustainability. Qualifying enterprises areprovided with a pack of materials.

The website of the Cairngorms BusinessPartnership (www.visitcairngorms.com) has extensive product information on theCairngorms National Park. A limited amount of promotion for the Park as a whole has beenundertaken, mainly PR, but further activity isbeing addressed in the Cairngorms NationalPark Marketing Framework.

The Royal Deeside and the Cairngorms DMO has a website(www.discoverroyaldeeside.com) andmarketing strategy focussing on the easternCairngorms with Deeside and Donside. Anumber of other organisations are involved with destination marketing and management forparts of the National Park, which may includewider areas outwith the Park. These includeTomintoul and Glenlivet Highland Holidays,Speyside and Moray Coast DMO, HighlandPerthshire DMO, and Angus Council.

VisitScotland produces a destination guide andhas a dedicated section on the National Park on their main website.

A range of printed information is produced bythe CNPA to a standard format usingestablished design guidelines. Identity signing forthe National Park has been established andsystematically installed. An interpretation guide,Sharing the Stories of the Cairngorms NationalPark, has been produced for use by a wide rangeof information providers. Work has beenundertaken with communities on their own

interpretative plans and the creation of localinformation boards which also carry Parkinformation and messages.

There are nine Visitor Information Centres inthe Park, mainly coming under the aegis ofVisitScotland. A programme of work has beenundertaken to upgrade them and to introducestrong Cairngorms National Park brandingtogether with dedicated racking of information.Work has also been done to upgrade rangerbases as a source of visitor information.

Assessment

2.3 Tourism performance and visitor response

Information on tourism performance andvisitors to the Cairngorms National Park isavailable from a range of sources, including theVisitor Survey in 2009/10 (which can becompared with the 2003/04 survey), theEnterprise Survey (2010), annual STEAM(tourism economic model) data, VisitScotlandfigures for attraction performance, the CBP’sBusiness Barometer and stakeholderconsultation.

Growth trends

According to the 2008 STEAM reportcommissioned by the CNPA, there were 1.48million visitors to the Cairngorms National Parkin 2008. This was slightly down on the 1.5million estimated for 2007, but shows anincrease of nearly 3.5 per cent on the numberof visitors in 2003, which was 1.43 million.

Evidence from a range of sources suggests thatthe overriding trend in tourism overnights and day visiting is positive:

• Average length of stay in servicedaccommodation has risen from 1.7 in 2003 to 2.1 days;

• 44 per cent of enterprises surveyed in 2010felt that their business had grown over thepast three years;

• The Business Barometer showed mostbusinesses seeing high season growth(comparing summer 2009 with summer2008), though off-peak periods and 2010 ingeneral were more static;

• From a list of 24 Cairngorms attractions, twothirds had seen growth in visitor numbersbetween 2005 and 2009 and for most ofthese it had been quite strong (more than 5per cent per annum);

• The growth in visitor numbers between 2008and 2009 for most attractions was higherthan the Scottish average of 3.5 per cent; and

• After a bad winter season in 2006/7, the Parkhas seen some of the most successful skiseasons in 2008 and 2009.

There is some evidence to suggest that theaverage spend per person per day was lower in2009/10 than in 2003/04.

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Visitor profiles

The 2009/10 visitor survey and BusinessBarometer indicate that:

• The domestic market predominates (over 80per cent of business), but the overseas marketis important especially amongst longer holidaytakers (43 per cent). The Business Barometerconfirmed that overseas visitors may accountfor 20 per cent of enterprise markets;

• The Scottish market is important, notably inthe non-summer months;

• Approximately 20 per cent of visitors are onday trips, 30 per cent on short breaks and 50per cent on longer holidays;

• Couples (46 per cent) and families (32 percent) are both important;

• Age ranges of visitors are relatively evenlyspread – the Park appeals to all ages;

• According to businesses, first time customerstend to outnumber repeat visitors.Comparing the two visitors surveys, theproportion of first time visitors wassignificantly higher in 2009/10 than in2003/04;

• The main activity is sightseeing (over 50 percent). Of those on long holidays: 41 per centwent on low-level walks; 33 per cent visitedattractions; 25 per cent viewed wildlife; and 16 per cent went on high-level hill walks;

• The pattern of visiting remains highly seasonal.Most visitors come in August, followed by July,June and September; and

• Over three quarters (78 per cent) used a carto get to the Park, which is unchanged from2003/04.

Visitor motivations and reactions

The quality of the landscape dominates as areason to visit and in terms of the aspect most liked:

• There is a noticeably stronger awareness ofthe area as a National Park in 2009/10 (82per cent) compared with 2003/04 (69 percent) and over half (54 per cent) said this was important in their reason to visit (25 percent in 2004). Overall, 46 per cent coulddescribe the National Park brand without anyvisual prompt;

• A large majority (84 per cent) saidinformation on the Park was easy to find (38 per cent in 2003/04). Visitor InformationCentres (VICs) scored better in terms ofcustomer feedback than five years ago and arethe main sources of information when in thePark (albeit only visited by 35 per cent);

• In general, visitor satisfaction is very high andin most areas is marginally higher than in2004. 88 per cent said that the National Parkseems well managed and cared for (74 percent in 2003/04) and 90 per cent agreed thatthere were plenty of things to see and do; and

• The elements where significant percentages of people rated services as average or poorwere retailing and service in pubs andrestaurants.

It is important to note that visitors had quitevarying expectations of the National Park. Facedwith a range of statements, the most frequentlychosen description was ‘a tranquil, unspoiltwilderness area where conservation is the keyaim’ (36 per cent) but an almost similarproportion opted for ‘an area with numerouskinds of attractions’ (32 per cent). The majority(82 per cent) felt that it would be good if thePark attracts lots of visitors.

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Assessment20


2.4 Enterprise needs and aspirations

An insight into enterprise perceptions isavailable from the Enterprise Survey andBusiness Barometer.

Economic performance and outlook

While many enterprises have seen positiverecent growth, there is clearly a need for morebusiness, with 30 per cent saying that this isnecessary for viability and a further 40 per centneeding more business in order to achieve areasonable profit.

Most enterprises are seeking more tourists out-of-season. The main months where morebusiness is sought are March (by 66 per cent)and November, followed by October, December,February and April. However, even in August, 21per cent of enterprises are looking for morebusiness.

Despite these expressed needs, the BusinessBarometer has recorded reasonable levels ofaccommodation occupancy, although there isconsiderable variation between enterprises.

Most businesses have seen cost increases andexpect still higher costs in the upcoming year,notably in supplies.

The Business Barometer indicates a reasonablypositive approach to investment by businessesin the last year, with between 30 per cent and40 per cent seeing an increase in their level ofinvestment in infrastructure and marketingcompared with the previous year. However, theywere far less likely to have invested more instaff training. In all aspects they tend to believethat they will invest more in the year to come,suggesting a positive outlook, but there aresome signs of a recent dip in businessconfidence.

Barriers and influence on business

The Business Barometer has consistently shown‘bureaucracy’ as the most often quoted barrierto growth and almost half the respondents tothe Enterprise Survey pointed to regulations onbusiness as an important barrier.

The Enterprise Survey found that lack oftourists and market growth was an equallyimportant barrier, and the barometer has oftenshown tourism trends as a clear restraint.

Operating costs are also an ongoing concernand have been growing. However, the enterprisesurvey found that few enterprises were heldback by inability to recruit staff (although mostrespondents were small or micro businesses).Provision of accommodation for staff has beenreported as a problem for some enterprises.

Lack of capital and credit appears to be a lessimportant barrier and only a quarter ofbusinesses indicated that planning restrictionson new development was a factor in theirperformance and growth. However, seen as apercentage of those who may be consideringinvestment and physical expansion these aresignificant issues.

The Business Barometer has continued to showthat the presence of the National Park has beena positive influence on business, notably inattracting first time customers. This wasconfirmed by the Enterprise Survey, in whichtwo thirds said that National Park status wasquite or very important in attracting theirvisitors.

Branding and marketing activity for the Parkwas seen by a small majority of enterprises asquite good but with some room forimprovement, whereas around a third found itpoor, believing that it needs to be a lot moreeffective. Websites, advertising and visitorcentres are seen as the most effective channels.

Most enterprises responding to the survey hadalready taken some action in the area ofenvironmental management, with around 80 percent using local produce and engaging in energysaving and waste reduction, although the level ofthis activity was not ascertained. Fewerenterprises were supporting localenvironmental projects or the use of publictransport, but a majority were interested inthese issues and a number not previouslyengaged were planning to take relevant action.

Priorities for the destination

Enterprises were asked a range of questionsabout the level of importance for theirbusinesses that they placed on differentpriorities and actions for the CairngormsNational Park. Some key results are:

• Highest priority was given to theenvironment, including conserving the Park’slandscape and wildlife, encouraging visitors todo so, and improving visitors’ understandingof the impact of their behaviour;

• The second most important priority was seenas attracting more visitors to the NationalPark in general. This was scored equally highlyas attracting more visitors at certain times ofthe year;

• Improving visitor information pre-arrival wasa high scoring priority and seen as slightlymore critical than post-arrival information(though the latter was still important);

• Other issues scoring quite highly includedspreading visitors to different areas of thePark and improving or better promotingpublic transport;

• There was general support for different kindsof product development and improvement,notably interpretation and promotion ofwildlife, followed by events, attractions, localproduce, walking, cultural heritage andrecreational activities; and

• There was considerable support forstrengthening local tourism bodies andassociations as well as a call for improvedcommunication of National Park policies and initiatives.

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Assessment22


2.5 Progress since 2005

It is important to consider the extent to whichtourism in the Park has met the requirementsset out in the previous strategy.

The Cairngorms National Park Authority(CNPA) undertook a detailed review ofactivities carried out against each element of the action plan that supported the strategy. In almost all cases relevant action could beidentified, some quite substantial.

The Sustainable Tourism Strategy 2005 containedthe following statement of expectations for2010:

“The Cairngorms is a leading National Park in Europe for its sustainable management oftourism and the quality of the visitorexperience. People come to the Cairngormsyear-round, to enjoy the fine landscapes,appreciate the wildlife, heritage, and character of the place and engage in a range of activities.They are fully aware of what the Cairngormsarea has to offer, understand the importance ofthe conservation of the Park and are keen tosupport it. Tourism businesses feel part of theNational Park, are benefiting from it, are offeringa quality experience to visitors and are engagedin environmental management. Many visitors arearriving and moving around without a car. Localcommunities feel happy with the level oftourism in the area and feel involved with theNational Park in its management. Checks arekept on the performance and impacts oftourism, and although the former has beenimproving it has not brought adverse changes tothe environment or local quality of life.”

The results of the various surveys andstakeholder consultation suggest that some of these aspirations are on the way to beingachieved, while there has been less progresswith others:

• The greatest progress appears to be in thepresence and profile of the National Park andthe awareness of it by visitors, facilitated by the brand;

• Trends in visitation are upwards and manypeople are coming because of the landscape,natural heritage and other special qualities.There appears to have been some growth out of season, but seasonality remains aproblem. There has been no change in the useof public transport;

• The Enterprise Survey also indicated thatmany of them do now relate quite strongly to the Park. Collectively, the advent of theCairngorms Business Partnership as a keyprivate sector body based in the Park, is amajor step; and

• Involvement of local communities remainspatchy, but some have been supported by local schemes and interpretation and in thatway are involved in tourism management inthe Park.

There has not been sufficient monitoring toprovide definitive statements about impacts.However, in general there does not appear tohave been an increase in adverse impacts oncommunities and the environment, apart fromsome concerns listed earlier.

2.6 External influences on the market and product

It is important for the Tourism Strategy to lookexternally at a range of factors that areinfluencing the market and potential responsefrom destinations. Some are summarised below.

Recession and domestic holidaymaking The economic recession and public sector cutswill have an effect on the supply and demand oftourism over a number of years. On the supplyside, restrictions of public sector spending oninfrastructure, marketing and business supportpoint to the need to strengthen engagement bythe voluntary and private sectors. On thedemand side, there are signs that people areresisting losing their holidays but rather arechanging their travel patterns, providingopportunities for the domestic market.However, levels of spending per head mayreduce, with an increase in interest in lessexpensive facilities offering good value.

Population dynamicsThe UK population is growing slowly butbecoming older. ‘Empty Nesters’ of the babyboom era have been brought up to travel andwill be reluctant to give this up, but may have towork longer to fund their retirement and havemore limited discretionary spending power.

The search for activities and experiencesAttitudes towards holiday taking are changingand consumers are wanting to get more valueout of their leisure time and pack more in.There is a trend to being more adventurous onholiday, seeking and trying out new activities,including different outdoor sports as well aswalking and cycling. Some people are looking forexperiences tailor-made to their own interests,even within the same family group.

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Assessment24


Green and ethical influencesThere has been a rise in the ethically-motivatedconsumer and an increased interest inenvironmental issues. People want to feel goodabout their choices. In only a small minority ofcases is environmentally and socially responsibletravel dictating holiday choice, but for many it isnow an additional factor taken into accountwhen other needs are met. More directly, thereis a notable increase in interest in wildlife, partstimulated by media coverage.

Local distinctivenessIn the face of globalisation and concentration,visitors are likely to become more attracted by destinations that can demonstrate theirdifferences and special qualities and which offervisitors the opportunity to experience them. On the other hand, brands are becomingincreasingly important, conveying messages quickly and providing reassurance and familiarityin an era of seemingly limitless choice. Thispoints to the need for brands which conveylocally distinctive values.

The evolving internetThe internet now dominates holiday choice andinformation delivery. The growth of Web 2.0technology, travel networking websites andsocial media have important implications forcustomer feedback, reviews and broadening thescope of ‘word of mouth’ marketing.

Mobile technologyThis provides a new dimension for more instantinformation delivery within the destination aswell as ways of enhancing the visitor experiencethrough creative interpretation applications. Lack of fast broadband can be an issue in somerural areas.

Climate changeExtremes and unpredictability of weatherconditions will affect basic conditions fortourism. Snow quality may be particularlyaffected. This can have a positive or negativeimpact on different seasons, altering travelpatterns. The effect of mitigation policies andmeasures, including meeting national carbonreduction targets, will also influence supply and demand.

Barriers to travelTraffic congestion will get worse which mayresult in an increase in travel costs throughplans for road pricing and other initiatives. Thereal environmental cost of flying may lead tofurther rises in fares and taxes which will affectboth inbound and outbound tourism. As anantidote to this ‘slow travel’ by public transport,on foot or by bike or horse may become anattractive proposition in its own right.

Competitive destinationsThere is increasing competition in the UK andoverseas between local destinations which havetheir own web presence. Those that are able topresent strong brands and products, supportedby partnership working between the public andprivate sectors, will be the most successful.

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2.7 SWOT analysis

Based on the assessment and knowledge and opinion gained from the consultation, the followingsummary analysis of the strengths, weaknesses, opportunities and threats (SWOT) forsustainable tourism in the Cairngorms National Park over the coming five years is presentedand should be reflected in the Strategy moving forward.

Opportunities

• Developing National Park awareness• Recognition of economic significance

of tourism in the Cairngorms National Park• Domestic market • Growing interest in environment/wildlife• Growing interest in activities/health

related experiences• Search for authenticity and local

distinctiveness• Public sector realignments and need to

work together• Local sense of community as basis for action • National Park expansion• Policy focus on sustainable development

Threats

• Longer recession• Viability of enterprises• Public spending cuts• Continued divisions• Climate change – reliability of snow etc• Impact of development and access on

biodiversity and landscape• Impact of tourism on land management

and other activities• Dependence on car-based travel• Perceived inter-user conflict

Weaknesses

• Quantity and quality of accommodation and catering

• Divided area – physical, historic, institutional

• Public sector co-ordination• Limited cultural offer• Housing for staff• Few large enterprises• Levels of professionalism and service• Public transport• Clarity of outdoor access opportunities

Strengths

• Magnificent scenery• High wilderness plateau• Extensive natural woodland• Straths, rivers, glens• Extensive biodiversity with easily seen

iconic wildlife• National Park designation • Range of outdoor activities• Royal heritage and connections• Relative accessibility• Leading UK ski destination• Cairngorms Business Partnership• Ranger services/events• Strong brand identity

3. Strategy

This section presents the overall strategicdirection for sustainable tourism in theCairngorms National Park from 2011 to 2015,based on the assessment contained in theprevious section and priorities raised during theconsultation. It starts by summarising briefly theexisting policy context. Next, it proposes theoverarching aims and vision. Following this, thekey strategic objectives are identified, which willdirect the shape and approach to tourismduring this period. Finally, a framework of actionareas is outlined.

3.1 Policy context

A wide range of policies and strategies arerelevant to this revised Sustainable TourismStrategy for the Cairngorms National Park. In thisbrief summary, three key sets of policies aresingled out as providing a particularly importantcontext for the strategy.

Cairngorms National Park policy

The Scottish Government’s four aims forScottish National Parks continue to directoverall policy:

• To conserve and enhance the natural andcultural heritage of the area;

• To promote sustainable use of the naturalresources of the area;

• To promote understanding and enjoyment(including enjoyment in the form ofrecreation) of the special qualities of the areaby the public; and

• To promote sustainable economic and socialdevelopment of the area’s communities.

The four aims must be achieved collectively andin a co-ordinated way, and it is the statutoryfunction of the National Park Authority toensure this collective and co-ordinatedapproach.

Current National Park policies are contained inthe Cairngorms National Park Plan 2007. Thisidentifies three strategic objectives: Conservingand Enhancing the Park; Living and Working inthe Park; and Enjoying and Understanding thePark. The Plan also has seven priorities foraction. Tourism cuts across all of theseobjectives and relates to a number of the actionareas. The Plan has therefore proved difficult asa vehicle for driving and guiding tourism.

The vision of the National Park Plan, and one of the outcomes identified in it, refers to thePark being “an internationally recognised, worldclass sustainable destination with fantasticopportunities for all to enjoy”. This concept of ahigh quality destination provides an importantbasis for the new Sustainable Tourism Strategy.

Work on the new Park Plan is about to begin.This may follow a new structure, with one ofthe main components seeking a ‘sustainabledestination’ and with tourism policies asarticulated in this strategy relating directly to this.

The Sustainable Tourism Strategy 2005 didprovide a valuable agenda for the CNPA tofollow and has been taken fully into account inthis new strategy. It was less actively used bywider stakeholders and this should be rectified.The new strategy also seeks to identify someclearer headline objectives to shape futuretourism.

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Other National Park policies and strategies have also been taken on board, notably theOutdoor Access Strategy which has a strongbearing on tourism.

The emerging Marketing Framework for thePark has been developed to dovetail with thisStrategy.

Scottish sustainable development andtourism policy

The Scottish Government’s vision commitsit to sustainable development:

“Economic development should raise the quality of life of the Scottish people through increasingopportunities for all, on a socially andenvironmentally sustainable basis.”

Scotland’s Sustainable Development Strategy 2005 provides a direction. The 2009 review of the strategy recognises positive steps onclimate change, waste, planning and food policy,but underlines that the country has a lot further to go.

Tourism is well placed to deliver both economicdevelopment and quality of life, while respectingand helping to conserve the environment. TheNational Tourism Strategy, A Tourism Frameworkfor Change, (2006) is a strategy for growth(seeking a 50 per cent rise in tourism by 2015)but it also introduced a strong emphasis onsustainability, with an ambition for Scotland tobecome Europe’s most sustainable destination.The review of the Tourism Strategy in 2009confirmed this approach, calling for it to beembraced by the industry.

In 2010 VisitScotland produced a DraftSustainable Tourism Strategy for Scotland forconsultation. This is still being considered. It hasnine strategic objectives, covering: reducingseasonality of demand; reducing the impact oftourism transport; minimising resource use andwaste production; protecting and enhancingnatural and cultural heritage; ensuring quality oflife for communities; improving the quality oftourism jobs; making holidays available for all;adapting to climate change; and building aneffective evidence base for sustainable tourism.Each objective has associated action involvingengaging with visitors, businesses and otherpartners. The objectives and many of the actionsare relevant to the National Parks.

VisitScotland has been actively pursuing naturebased and activity tourism. Research andguidelines in these areas provide an importantcontext. Examples include an advisory guide onAdventure Travel in Scotland, (2010) and researchinto the True Value of Wildlife Tourism, confirmingit as a growing sector.

In 2010 VisitScotland established a new policyposition supportive of local destinationmanagement and marketing bodies that arebased on a partnership approach with strongprivate sector engagement.

Strategy28


European policy and the Charter

The European Union’s Political Framework forTourism in Europe (2010) emphasisescompetitiveness plus sustainability ofdestinations. It calls for stronger images, productdiversification and innovation in destinations,and measures to promote sustainability andtackle seasonality. It builds on its earlier workon sustainable tourism policy, which has beenreflected by VisitScotland.

The European Charter for Sustainable Tourism inProtected Areas is recognised as an exemplaryframework for sustainable tourism indestinations.

The Charter has two underlying aims:

• To increase awareness of, and support for,Europe’s protected areas as a fundamentalpart of our heritage, that should be preservedfor, and enjoyed by, current and futuregenerations; and

• To improve the sustainable development andmanagement of tourism in protected areas,which takes account of the needs of theenvironment, local residents, local businessesand visitors.

This Strategy has been designed to meet therequirements of the Charter which is alreadyheld by the Cairngorms National Park. TheCharter requires that each Park has:

• A stakeholder forum to guide tourism,including representation of the Park, tourismbusinesses, local communities andconservation interests;

• A sustainable tourism strategy and five yearaction plan; and

• Actions which reflect the Charter principles.

The ten principles of the Charter are as follows:

1. To involve all those implicated by tourismin and around the protected area in its development and management;

2. To prepare and implement a SustainableTourism Strategy and action plan for theprotected area;

3. To protect and enhance the area’s naturaland cultural heritage, for and throughtourism, and to protect it from excessivetourism development;

4. To provide all visitors with a high quality experience in all aspects of their visit;

5. To communicate effectively to visitorsabout the special qualities of the area;

6. To encourage specific tourism products which enable discovery and understanding of the area;

7. To increase knowledge of the protectedarea and sustainability issues amongst all those involved in tourism;

8. To ensure that tourism supports and does not reduce the quality of life of local residents;

9. To increase benefits from tourism to the local economy; and

10. To monitor and influence visitor flows to reduce negative impacts.

The Charter also encourages protected areasto recognise tourism enterprises which pursuesustainability and are committed to the Park’sobjectives and strategy.

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Strategy

3.2 Aims and vision

It is important to hold in mind the fundamentalaims for tourism in the Cairngorms NationalPark. What is it that we wish tourism to deliver?This relates back to the four aims for ScottishNational Parks that were set out earlier. Theoverarching aims of this Strategy for tourism inthe Cairngorms National Park are:

• To deliver and maintain a source of livelihoodand economic prosperity for localcommunities;

• To provide a fulfilling and rewardingexperience for visitors, contributing to their health and wellbeing; and

• To maintain and help enhance theconservation and richness of the area’s natural and cultural heritage.

This Strategy also has a national aim:

• To strengthen, through tourism, thecontribution of the National Park toScotland’s economy and social wellbeing.

Vision

The vision for tourism in the CairngormsNational Park builds on the concept of a quality destination, echoing that set out in the first Park Plan.

The Cairngorms National Park is arenowned world class destination, based on an exceptional visitor experience, wellconserved natural resources and a diversecultural heritage, supporting a thrivingtourism economy that delivers year roundjobs and prosperity across the area.

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3.3 Key principle and strategicobjectives

This is a strategy for sustainable tourism,endorsing the international and Scottishunderstanding of this as taking full account of its current and future economic, social andenvironmental impacts.

The following key principle and strategicobjectives drive and shape the approach totourism for the period 2011-15. These havebeen distilled from careful analysis andconsultation. They respect the principles of the European Charter, listed earlier, but havebeen developed and expressed in a way thatreflects current priorities in the CairngormsNational Park.

Key principle

National Park = Opportunity +Responsibility

That the status of the Cairngorms as a National Park provides a powerfulopportunity for developing andpromoting its tourism proposition butone that is matched by a responsibility to deliver an exceptional experience for visitors and give high priority tocaring for the environment.

As currently one of just two National Parks inScotland, the Cairngorms has an opportunity toassert its appeal as a destination that is notavailable to most other areas. It makesconsummate sense to focus the developmentand promotion of tourism in the Park on aNational Park brand. Although National Parksvary in type and definition across the world, theterm is broadly understood to meansomewhere that has been singled out as aspecial place. Evidence gained from surveysamongst visitors and enterprises in the NationalPark clearly points to the deepening awarenessof the area as a National Park and the potencyof this in delivering visitors.

On the other hand, the term raisesexpectations. Successful destinations have tomatch up to what visitors expect to find or theywill not stay long or return. Research has shownthat visitors expect the place to be both anunspoilt wilderness area but also one that offerslots to see and do. Different markets wantdifferent things, but above all there is a need todeliver a quality experience.

A second, equally important implication of theNational Park as a basis for tourism, is the needfor all those benefiting from this status, such asthe local tourism enterprises, to accept theresponsibility it places on them to foster thePark’s special qualities and to play their part inconserving and enhancing the environment.

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Strategy

Strategic Objective 1 (SO1) Tourism growth

To seek significant growth in the value of tourism generated and retained inthe Cairngorms National Park in thenext five years, leading to an increase in the profitability of businesses andlocal prosperity.

The need for many tourism businesses to seemore growth in order to achieve sufficientprofitability was shown in the analysis. Theemphasis is placed on growth in value but thiswill also mean growth in volume of trips andnights and this is accepted and welcomed.

The Strategy embraces some key objectives to:

a) Grow year-round tourism Seasonality of demand should be reduced. This can be critical for profitability. It also canlead to sustainability benefits in terms of resource use. There is a particular need to generate more visits in late autumn andspring. It has implications for both marketingand product development.

b) Increase length of stay in the Park It appears that many people stop off in theCairngorms National Park while in transit oron a wider tour. Some others use the Park asa base but may spend more time touring outfrom the area. While these visitors, as well asthose on day trips and short breaks, arewelcomed, all should be encouraged to staylonger locally on their current or subsequentvisits.

c) Increase spend per head and incomeretainedGross value from tourism will bestrengthened if spend per head on localgoods and services is increased. This requiresproviding more opportunities and incentivesfor visitor spending and also strengtheningthe provision of services and supplies thatcome from the local area.

Outcome: Total tourism spending in the CairngormsNational Park has increased at a rate over 35per cent higher than the equivalent rate forScotland as a whole. Relatively higher growthhas been seen in spring and autumn comparedwith the summer. Average length of stay hasincreased by over 35 per cent. There has beenincreased business turnover (including visits andoccupancy) especially out of season, leading toincreased profitability, confidence, levels ofinvestment and year round jobs.

Indicators/measurement1:

• Total tourism spending – Cairngorms and Scotland (STEAM figures);

• Per cent of enterprises reporting growthcompared with equivalent quarter inprevious year;

• Attraction visitor numbers andaccommodation occupancy levels;

• Per cent of enterprises making investmentscompared with previous year;

• Per cent of enterprise feedback onprofitability.

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1 The detailed measurement mechanisms will be developed with partners in conjunction with ongoing monitoring for theNational Park Plan.

Strategic objectives

Strategic Objective 2 (SO2) Customer focus

To ensure that the expectations andneeds of all visitors to the CairngormsNational Park are fully understood and addressed.

There was a clear call during the consultationon this Strategy to be more customer focussed.Although levels of satisfaction are high, there are still some areas where service delivery falls down.

This objective is particularly important for theeconomic success of the tourism sector in thePark, including winning repeat visits, and relatesclosely to SO1 (tourism growth).

The provision of products, services andinformation should be more alert and flexible to visitors’ needs. This has particularimplications for visitor feedback, marketresearch and keeping abreast of how theCairngorms National Park compares with otherdestinations. This knowledge, linked tocommunication and training, should lead toincreased professionalism in the sector and theway visitors are welcomed and treated.

This objective also requires that all visitors havea quality experience. The Park should be aninclusive place, welcoming and providing for theneeds of a full diversity of visitors, whatevertheir background, age, race, social status, incomeor ability. The objective supports and builds onthe Inclusive Cairngorms initiative and work todeliver ‘A Park for All’.

Outcome: Generally enhanced experience of the NationalPark by all kinds of visitor, leading to greatervisitor satisfaction and improved businessperformance.

Indicators/measurement:

• Per cent of visitors satisfied with experiencein the Park;

• Per cent of visitors making repeat visits;

• Per cent of enterprises collecting and actingon visitor feedback;

• Records of relevant enterprise training;

• Per cent of positive comments on user-generated response websites; and

• Feedback from different types of visitor inresponse to their needs.

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Strategy

Strategic Objective 3 (SO3) Special qualities

To strengthen awareness andunderstanding of the special qualities of the Cairngorms National Park andprovide outstanding, distinctiveexperiences based on them.

This objective is justified in a number of ways.Strengthening awareness and understanding inits own right meets one of the requirementsand purposes of the National Park. It is alsohighly relevant to securing more tourismbenefit, given the clear market trend towardsseeking destinations that are distinctive andseeking new, participatory experiences.

Distinctive and authentic experiences relating tothe National Park’s special qualities can befound through a wide variety of outdoor accessand recreational activity, discovery of the Park’sspecial landscapes and biodiversity, and variedexperiences of the Park’s cultural heritage.

Some of the National Park’s special qualitieshave the potential to truly deliver tourismgrowth. A particular opportunity exists toposition the Cairngorms National Park as aleading destination for wildlife tourism, meetinggrowing market interest in this.

The objective has implications for marketingmessages (from the destination and individualbusinesses), for information and interpretation,for the promotion as well as the provision offulfilling outdoor experiences, and for the typeand range of new product development.

Outcome: There is a greater range and number ofproducts and packages available coveringdifferent experiences in the CairngormsNational Park. In general, visitors have moreawareness of the Park’s special designation andqualities.


• Number of different experiences/ offersfeatured on destination website(s);

• Audit of products and events;

• Media coverage records;

• Per cent of visitors aware of National Parkstatus and of different aspects of the area;

• Per cent of visitors engaging in differentactivities during their stay.

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Strategic Objective 4 (SO4)Geographical diversity

To recognise the different parts of theCairngorms National Park, promotetheir individual qualities, meet theirneeds and help them benefit morefrom tourism.

The Cairngorms is the UK’s largest NationalPark. The presence of the high plateau in itscentre means that the constituent parts arewidely dispersed. There remains considerableconcern that a single platform for tourism, inthe form of the National Park, will notrecognise the needs of the individual elements,many of which have their own distinctivethemes, traditions in tourism, supportstructures and links to adjoining non-Park areas.

This objective seeks to address this concern asa key priority of the strategy. It recognises thatthe Cairngorms National Park is relevant to allareas and can lend considerable strength tothem. It endorses the marketing concept of ‘one dish with five distinct flavours’(Badenoch/Strathspey; Royal Deeside andDonside; Tomintoul/Glenlivet; Atholl & Glenshee;and the Angus Glens).

A clear strategic requirement of the objective isto spread tourism across the Park, encouragingvisitors to go to more than one area. It hasimplications for delivery structures, marketing,information, transportation and productdevelopment.

Outcome: All parts of the Park are well covered inmarketing and have seen appropriate levels ofnew investment in tourism development andprojects. Relatively greater growth in visitornumbers has occurred in less visited areas.Enterprises, communities and representativebodies are satisfied with how their areas arepresented and supported.


• Relative amount of space devoted to differentareas in Cairngorms National Parkcommunication material;

• Per cent of visitors spending time in differentparts of the Park during their stay;

• Visitor numbers at attractions across thePark;

• Occupancy levels at accommodation indifferent areas;

• Product audit and record of newdevelopment/ projects in different areas; and

• Feedback from enterprises, DestinationManagement Organisations and communitiesacross the Park.

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Strategy36


Strategic Objective 5 (SO5)Environmental impact

To minimise negative environmentalimpacts from tourism and gain support for the conservation,management and enhancement of the Cairngorms National Park’s natural resources and heritage.

This objective expands on the concept oftourism’s responsibility towards the naturalresources, environmental quality andbiodiversity of the National Park as articulatedin the key principle above. However, meetingthis responsibility would be rather hollow if itdid not also embrace a wider concern fornational and global environmental policies andtargets, and it is appropriate for a National Parkto show a lead in these matters. The objectiveendorses the concept and implications of a ‘lowcarbon’ Park.

Four important strategic approaches include:

• Strengthening the spatial planning andmanagement of tourism in the National Park. This will require a closer look at theenvironmental and community impacts andcapacities in different areas, strengthening management of the most highly visitedlocations and ongoing investment in infrastructure;

• Spreading and deepening enterpriseinvolvement in environmental management;

• Encouraging an integrated and mutuallysupportive approach between landmanagement and tourism, seeking returnsfrom the latter to meet impacts and costs on the former; and

• Maximising opportunities for gaining positive benefits for conservation from tourisminvestment and activities, including directsupport from businesses and visitors.

The objective has implications for developmentmanagement, the quality of design andconstruction, visitor management andinformation, and the operation of tourismenterprises.

Outcome: Tangible negative impacts on the localenvironment and biodiversity have been avoidedand there are examples where tourism spendingand investment has positively contributed toconservation. More tourism stakeholders aretaking more measures to reduce environmentalimpacts and to support local natural andcultural heritage and further recognition andsupport as been obtained from tourists.


• Landscape and habitat quality/change andspecies numbers in sensitive areas;

• Per cent of enterprises engaged inenvironmental management;

• Records of specific contributions toconservation/management;

• Per cent of visitors using different transportoptions;

• Per cent of visitors satisfied/concerned withquality of environment;

• Feedback from enterprises and communitieson environment and heritage.

Strategic Objective 6 (SO6) Leadership and partnership

To strengthen the engagement of public and private stakeholders in the development, promotion andmanagement of tourism in theCairngorms National Park and provideco-ordination and leadership.

There are many stakeholders with an interest intourism in the Park who can benefit from it andcontribute to its success. The forthcomingperiod will see significant public sector cuts andpressure on funding. It is increasingly importantto focus resources and avoid duplication; clarityof approach towards supporting the CairngormsNational Park as a destination in its own right isessential. Private sector operators may need toplay a greater role in supporting this work andtheir local destinations.

Much will depend on an effective relationshipbetween the Cairngorms National ParkAuthority and the Cairngorms BusinessPartnership (CBP), but it is very important thatrepresentatives of local areas, different businesssectors, land managers, conservation interestsand local communities have a strong say andwork together with them. Local authoritiesmust remain engaged as a number of theirfunctions affect the visitor experience, visitormanagement and enterprise development. Localcommunities can play a strong role in relatingtheir areas to visitors.

This imperative of partnership places an evengreater emphasis on the need for co-ordinationand direction. The need for clear leadership was raised frequently during the consultation.This has particular implications for havingeffective delivery structures which are clear and understood, together with excellentcommunication.

Outcome: The Cairngorms Sustainable Tourism Forum(CSTF), CBP and other related structures areworking effectively with strong participationfrom a wide range of interests who feel wellrepresented and actively involved.


• CSTF meeting and attendance records;

• CBP membership numbers;

• Per cent of enterprises satisfied withengagement/structure;

• Feedback from communities indicatingsatisfaction with engagement; and

• Financial commitment to actions from thestrategy (budgets).

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Strategy38


3.4 Priority markets

The Marketing Framework for the CairngormsNational Park, developed in parallel with thisStrategy, focuses on the UK domestic market. Inthis context, it has been considered appropriateto work with the priority market segments forScotland that have been identified byVisitScotland. These include:

• Affluent Active Devotees: 1.4m households inthe UK with a strong emotional connectionto Scotland. Many empty-nesters andspontaneous travellers.

• Affluent Southern Explorers: 2.3m households,southern UK based. Enjoy outdoors, fit inwith local culture and like to discover newplaces.

• Younger Domestic Explorers: 2m households,mainly Northern UK based and see Scotlandas accessible. One third have school agechildren. Look for traditional, authenticactivities, including general tourist and have an interest in wildlife.

The Mature Devotees segment is also seen asan important grouping to consider.

In working with and refining these segments, it is important to consider some of theimplications of the strategic objectives outlinedabove. For example, the emphasis on generatingbusiness out of season points to a priority on nearer markets, including Scotland andnorthern England.

Overseas visitors are also seen as playing animportant part in the future of tourism in theNational Park and their current significanceamongst longer stay visitors was shown fromthe Visitor Survey. Greatest levels of visits arefrom Germany and the Netherlands, which maybe seen as primary market opportunities.

The 2005 Strategy pointed to the need toprioritise generalist markets rather than morespecific niches, and this approach is still seen ascorrect. However, attention was also drawn tothe particular needs and opportunities ofmarket segments motivated by particular specialinterests, including:

• Activity holiday takers (as main motivation);

• Wildlife enthusiasts;

• Skiers and other winter sports markets;

• Cyclists – including UK and overseas cycletourers; and

• Field sports markets.

The adventure travel market embraces some ofthe above but in a broader context. It should beseen as a particular opportunity fordevelopment in the next few years, building onthe international adventure travel trade andmedia profile gained by the CairngormsNational Park as hosts of the Adventure TravelWorld Summit in 2010.

Group markets are particularly important formany enterprises in the Park, including touringcoach groups, educational groups, outdooractivity groups and incentives.

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3.5 Framework of areas for action

In order to achieve the aims of the strategy andaddress the strategic objectives, priorities foraction have been identified under the followingfunctional headings:

• Stakeholder engagement and working together;

• Brand awareness and marketing;

• Information and interpretation;

• Resource management and conservation;

• Outdoor access;

• Product diversification and distinctiveness;

• Business support and investment; and

• Knowledge gathering and sharing.

Details of these action areas are contained in thenext section.

4. Action

This section takes each of the action areas inturn, considers how they relate to the strategicobjectives (SOs) and to the principles of theEuropean Charter and sets out priorities foraction within them.

The eight action areas and 53 actions provide aframework for delivery of sustainable tourism inthe Cairngorms National Park over the nextfive years. They form the basis for more specificactions to be worked up and implemented bythe stakeholders. This process is describedfurther in section 5 of this document.

Taken all together the actions provide acomprehensive programme. The actions includemany that are already being pursued but whichneed to be continued and in placesstrengthened as indicated in the text.

The descriptions of the actions have been keptpurposefully broad, to enable a degree offlexibility in the more detailed development ofspecific activities and projects and in thesequencing of actions over time.

4.1 Stakeholder engagement andworking together

This is about getting the main players involved,ensuring every stakeholder is informed andproviding leadership and co-ordination.

Actions here relate directly to SO 6 (Leadershipand Partnership) and are also very relevant toSO 4 (Geographical diversity) as they are criticalto understanding the needs of different areasand delivering for them. Having effectivestructures is generally necessary for deliveringthe growth and the other objectives as well.

Most relevant European Charter principles: 1, 2, 8

■ 4.1a: Support and promote an activeCairngorms Sustainable TourismForum (CSTF)

The CSTF will play a critical role in bringingthe different interests together andagreeing priorities and action. Its make upshould be well balanced, so enabling theCNPA, the CBP, tourism business interests,land managers, local authorities,communities and conservation interests tounderstand each other.

The CSTF will have overall responsibility for the Strategy and its implementation,checking on progress with actions andenabling co-ordination of the work.Members should feel fully engaged in theprocess and there should be regularmeetings and feedback.

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■ 4.1b: Maintain an effective privatesector body for the CairngormsNational Park

The advent of a single private sector bodyfor the Park as a whole greatly strengthens the chances of achieving the vision of a world class destination. It is important that the CBP consolidates its position, growingits membership and building up incomefrom the private sector while receivingnecessary public sector support to providelong-term stability.

There is an opportunity to encourage moreinvolvement from enterprises, such asretailers and service providers, that may notsee themselves specifically as tourismbusinesses but which rely partly on tourismspending and are clearly stakeholders in the sector.

■ 4.1c: Establish co-ordination andcollaborative relationships betweenDestination ManagementOrganisations (DMOs)

While the strategy underlines theimportance and central role of the CBP asthe private sector tourism body for theCairngorms National Park as a whole, itrecognises the position and role of otherDMOs that cover different areas andbrands that may include parts of the Park,but have different brand strengths andmarket orientation. Individual businessesshould join and work with those bodiesthat can deliver benefit to them and maywish to be involved with a number ofDMOs and other groupings. However, inorder to maximise benefit and ensureefficient use of limited resources, it isimportant that the DMOs carefully co-ordinate their activities and avoidunnecessary duplication; public sectorbodies that support DMOs also have a keyrole to play.

■ 4.1d: Encourage sector or thematicnetworks

Many destinations have found thatnetworks between similar types ofenterprise have been effective in developingbusiness, raising standards and improvingquality. Existing networks, such as theCairngorms Attractions Group, hostelsnetwork, activity operators group etc, havedemonstrated the value of this. These andother sector or thematic networks shouldbe encouraged and supported. Actionshould seek to spread membership acrossall parts of the Park.

Action42


■ 4.1e: Encourage active local areagroups

Some aspects of stakeholder engagementand destination management may be bestcarried out at a very local level. Active localtourism groups can play a strong role ininvolving local residents, communityorganisations and diverse small businessesin tourism. They are also well placed towork generally on improving theappearance of local areas, strengtheninglocal information and interpretation,promoting events or engaging in specificcommunity based initiatives and projects.Local groups in Nethy Bridge, Ballater,Braemar, Blair Atholl and elsewhere provideexamples. Local structures of this kindshould be encouraged and supported.

There is an opportunity to utilise theexisting frameworks that bring togetherdifferent interests at a local level, including Community Planning Partnership groups (particularly local groups that promoteprojects), the ward forums and theAssociation of Cairngorms Communities.

■ 4.1f: Ensure public and third sectorbodies link into the National Parktourism structures and initiatives

Within the Park, some of the mostimportant resources and managementfunctions for tourism are in the hands of arange of public sector bodies orconservation organisations. Many areimportant landowners with visitor facilities;others are involved in infrastructureprovision, transport, waste management etc.Examples include the local authorities,Forestry Commission, RSPB, National Trustfor Scotland, Historic Scotland etc. Theyshould play their part in delivering an

integrated world class destination withinthe context of the Cairngorms NationalPark brand.

At a national level, strong links withVisitScotland and other public sectorbodies should be maintained, reflecting theNational Park status of the destination.

■ 4.1g: Maintain accessiblecommunication with all tourismstakeholders

Having the right structures is only one partof the story. Strengthening participation atall levels is critical. The approach should beto ensure that:

• All tourism stakeholders are informedand aware of what is going on; and

• The most experienced andknowledgeable people are activelyengaged.

This requires a programme of activecommunication, both targeted andwidespread, including:

• Holding at least one open annual meetingfor tourism interests;

• Maintaining a good quality newsletter ande-mail communication process;

• Strong local PR and media work;

• Excellent feedback on actions taken;

• Generating stories and publicising goodpractice, possibly through an awardsscheme; and

• Maintaining direct communication withkey businesses and other keystakeholders.

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Action44

A strong brand and effective marketing areessential for achieving the growth in tourismvalue (SO 1). The development of a marketingstrategy and tactics should pay particularattention to the key objective of growing valuein the off-season (SO 1a).

To be effective, marketing must be customerfocussed and be based on a clear understandingof market demand and of processes followed bycustomers in selecting destinations and productsthroughout the ‘visitor journey’ (SO 2). In thiscontext, it should also convey the principle of ‘A Park for All’.

The focus on the Park’s special qualities anddistinctiveness (SO 3) and on spreading businessto different parts of the Park (SO 4) should bereflected in marketing activity and messages.

Headline actions are presented below. These will be developed in more detail within thecontext of the Cairngorms National ParkMarketing Framework.

Most relevant European Charter principles: 5, 9

■ 4.2a: Develop and convey the essence of the brand, based on the Cairngorms National Park Authority’score values

In the last few years the CairngormsNational Park brand has been establishedand exposed through the presence of astriking brand identity which has achievedstrong visitor recall. It is now important todeepen awareness and understanding ofwhat the brand stands for and to conveythat in ways that are meaningful to:

• Visitors and potential markets, to securetheir interest and response; and

• Stakeholders and users of the brand, tostrengthen their understanding of what itlinks and commits them to.

Work on the brand essence should relate to three requirements:

• Developing and conveying the personalityattributes of the Cairngorms NationalPark brand in terms of its overallcharacter, for example as a welcomingand authentic place;

• Distilling, capturing and conveying thespecific components of the Park whichdefine its unique selling proposition thatdistinguishes it from other destinations.There should be a close link here to whathave been termed the Park’s specialqualities; and

• Reflecting inclusivity and accessibility ascore brand values.

This brand essence will need to becommunicated to tourism enterprises andother stakeholders together with materials(including text, images etc.) that can beused by them.

4.2 Brand awareness and marketing


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■ 4.2b: Promote further exposure and meaningful use of the brand

The Park brand identity should be furtherrolled out, subject to reasonable controlson its appropriate use.

All public and private sector providers ofservices that are in line with the quality andsustainability principles of the Park shouldbe encouraged to use the brand identity intheir information and interpretation of thearea.

While a principle of seeking to widen thenumber of enterprises coming within thebrand family should be followed, it is alsoimportant that an enterprise’s associationwith the brand should continue to conveysome meaning. This should reflect theobjectives of this strategy relating tocustomer focus and environmentalresponsibility. Therefore a requirement forbusinesses to be able to demonstratecommitment in these areas, such as throughcompliance with quality and environmentalstandards, should continue. Issues relatingto the latter are covered further underaction area 4.4 (see p. 49).

■ 4.2c: Maintain a world classdestination website as the centralvehicle for marketing

A powerful and user-friendly website is akey tool for destination marketing andshould be central to an overall IT strategyfor the Park. The visitcairngorms.comwebsite meets this purpose and can befurther developed and strengthened overtime. A close working relationship needs tobe maintained with the evolvingVisitScotland web-based work.

Some key requirements are that:

• There should be strong links to thiswebsite from other sites related to theCairngorms National Park;

• Up-front pages should clearly convey thebrand and special qualities of theNational Park;

• The site directs enquirers quickly to realexperiences, products and businesses;

• The different parts of the National Parkare highlighted, with relevant links;

• The site reflects the attractions of thedifferent seasons;

• The need for better pre-visit information,identified in the analysis for this strategy,is met by good quality up-to-datematerial with attention to detail;

• Consideration is given to the best waysof harnessing user generated response toenhance the site; and

• The site is accessible and inclusive to alltypes of user, in the language and imagesit uses and in the relevance of its contentto people with a wide range of needs.

The website should provide a key vehiclefor carrying content and messagesstemming from other elements of thisaction plan, relating to access, events, newproduct experiences etc and wider ‘publicinterest information’ on how to help carefor the special qualities.

Action

■ 4.2d: Plan and implement an annualmarketing campaign for theCairngorms National Park

A marketing campaign for the destinationshould be implemented each year, aimed atthe selected target markets and reflectingthe Marketing Framework. It should use avariety of tactics including cost effectiveapproaches offered by website promotion,creative e-marketing, social networking,database development, PR etc.

Within, alongside or in addition to thismore general campaign for the CairngormsNational Park, more focussed campaignsshould be considered and pursued whichaddress seasonality, specific themes, andmore defined markets.

■ 4.2e: Maximise exposure of theCairngorms National Park incampaigns by VisitScotland and others

As a National Park, the Cairngorms shouldbe afforded strong exposure in national and international marketing by VisitScotlandand others. This is particularly relevant in certainmarkets which could not be reached costeffectively by a locally-based destinationcampaign, such as overseas markets.Relevant guidebooks and websites shouldalso be targeted.

Coverage of the Cairngorms National Parkin regional and neighbouring area websites,print and campaigns, should be secured.

Treatment of the Park should be based oneffective use of the brand and associatedmessages and material.

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4.3 Information and interpretation

Effective information and interpretation deliveryare key tools in meeting a number of thestrategic objectives. By ensuring that visitors arefully aware of all that the Cairngorms NationalPark has to offer, they can encourage longerstays (SO 1) and more visitor spending (1c) aswell as visitor spread to the various parts of thePark (SO 4). Action on interpretation is directlylinked to the objective of raising awareness,understanding and enjoyment of the CairngormsNational Park’s special qualities (SO 3).

Information services should be strongly guidedby the objective of customer focus (SO 2) withimplications for issues such as opening times.


■ 4.3a: Follow a strategic approach toinformation and interpretationdelivery

At a time of limited resources, it isimportant to ensure that informationservices are delivering the best possiblereturn on investment. This will require amore detailed information andinterpretation strategy that provides a basisfor prioritisation. Important opportunitiesto address include:

• The practical implementation of theinterpretation guide ‘Sharing the Stories ofthe Cairngorms National Park’, which shouldbe further taken up; and

• The hierarchical role of differentinformation outlets within the network.

■ 4.3b: Review the medium-term position of the Visitor Information Centre network and its relationship tothe Cairngorms National Park

The future level of provision and supportfor Visitor Information Centres (VICs) byVisitScotland remains uncertain. However,visitor and enterprise research in theNational Park has confirmed theimportance of the service they provide.

Their position should be kept under review.There may be a need for more localengagement in the service. Opportunitiesfor strengthening income to the VisitorInformation Centres (VICs) from a varietyof activities and sources should be pursued.There may be opportunities for costreduction and sharing, through partnershipworking, co-location and increased use of ITbased services.

A number of the VICs jointly promote theCairngorms National Park brand identityand have dedicated racking.This presenceshould be completed and maintained,including extending a National Parkinformation presence in gateway locationsin the 2010 southern extension to the Park.

■ 4.3c: Maintain a wider set of information points at key sites and in communities

The CNPA has established a programme ofinformation provision through a range ofoutlets and sites in key locations, includinginformation displays and racks at majorvisitor attractions and information boards ina number of local communities. Flexibleracking has been provided. This could beextended to other locations, including in anumber of local businesses.

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Action

■ 4.3d: Strengthen the provision of Cairngorms National Park information and interpretation by tourism enterprises and other stakeholders

Provision of information and interpretationdirectly by individuals who come intocontact with visitors is considered to be ahighly effective form of delivery.

This should be pursued actively in the Park.Local tourism enterprises should beprovided with training and knowledge aboutthe National Park, including its specialqualities, sources of information for visitorsetc, to pass on to their guests. A ‘ParkAware’ scheme, which embraces thisapproach, has been established by theCairngorms Business Partnership and needs to be developed and extended. Some recognition and identification ofpeople who have received this trainingshould be considered.

Efficient brochure distribution toenterprises, including the use of Park-basedbedroom folders should be maintained.

Visitor centres and attractions that areproviding interpretation of specific sites and themes should be encouraged to place this in a Cairngorms National Parkcontext, including providing information onother Park locations relevant to the storybeing told.

■ 4.3e: Further develop the role ofrangers in information andinterpretation

Good progress has been made incoordinating the large number of rangerservices in the Park and encouraging theuse of joint branding. Ranger bases have alsobeen improved as important outlets forinformation and interpretation within themore remote areas of the Park. This shouldbe further consolidated and expanded.

Rangers should be encouraged to be moreproactive in providing information andinterpretation, including on responsibleaccess (see action area 4.5, p.52). This mayrequire further training provision.

■ 4.3f: Maintain orientation material for the whole Park

An important requirement in achieving thestrategic objectives is for visitors to beaware of the whole Park and its differentfacets. This can be assisted by effectiveorientation material. The Park panoramasintroduced in recent years have beenpopular and serve this purpose well. Theremay be scope for alternative forms ofinformation material, such as a fold out mapleaflet, which clearly identify the differentelements of the Park, their main assets andhow to access them.

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49


■ 4.3g: Develop the use of mobile IT applications

Opportunities for the use of mobileinformation technology in deliveringinformation and adding creatively to thevisitor experience have been expandingrapidly. Particular examples to developfurther include:

• Downloadable map-based routes withinterpretation;

• Downloadable smartphone apps;

• Real time information, for example onevents or weather conditions.

This also relates to investment in general IT connectivity (see 4.7c below).

■ 4.3h: Ensure effective Park identityand directional signing

The previous five years have seen extensivework on National Park identity signing,advance signing and directional signingwithin the Park. However, some gapsremain and the need for furtherimprovement in signing was raised duringthe consultation. An ongoing programmeshould be maintained.

4.4 Resource management andconservation

This action area relates directly to SO 5 onreducing negative environmental effects fromtourism and gaining support for theconservation of the Park’s’ natural resourcesand heritage. This takes a position of concernnot only for the environment and resources of the National Park but also for the globalenvironment and contribution to climatechange. Actions reflect the strategic approach of spatial planning, enterprise engagement inenvironmental management, integrated landmanagement and positive support forconservation. Further related actionsconcerning outdoor access are presented laterin action area 5.

Actions to maintain attractive landscapes,biodiversity and an unpolluted environment arealso important for tourism growth andprosperity (SO 1) as they provide the primaryreason why people visit the CairngormsNational Park.

Most relevant European Charter principles: 3, 7, 8, 10

■ 4.4a: Guard against damaging andintrusive development

Consultation revealed concern about avariety of types of development in theNational Park, some related to tourism butmany only indirectly or not at all, that havespoilt or are threatening the specialqualities of the Park and so could adverselyaffect the National Park’s appeal to visitors. These include housing developments,roadways and tracks in the mountains,windfarms, powerlines and various otherdevelopments.

Action50


Any potentially intrusive development should be carefully assessed, with planningcontrol powers and processes used toensure that new development is sustainable.This has implications for the policies in the Cairngorms National Park Local Planand Local Development Plan, together withtheir implementation.

Issues relating to planning and influence ontourism development are covered in actionarea 4.7(see p. 59).

■ 4.4b: Strengthen spatial tourismplanning and visitor management,based on evidence of impact

A strategic approach to tourism planningshould identify areas which:

• are best able to accommodate moredevelopment, traffic and visitors;

• require most attention in terms ofmanagement and infrastructure; and

• may be at, or near, capacity limits, ingeneral or at certain times.

This requires a more systematic assessmentof evidence on the impact of tourism on theenvironment and communities in theNational Park. Some data sets already existbut may need analysis; others need to begathered. Elements should include:

• The pattern of visitor flows on differentroutes and volumes of visitors at certainsites;

• Basic environmental conditions, such asair and water quality (for example,existing Scottish EnvironmentalProtection Agency monitoring);

• The condition of species and habitats inparticular areas of known sensitivity andpressure; and

• Perceptions of conditions and impact, forexample, via feedback from residents andvisitors.

As well as undertaking a baseline study inselected locations, a system of indicatorsand repeated observation and measurementshould be put in place, partly to act as anearly warning system against developingproblems (see action area 4.8, p. 62).

Particular attention should be paid toplanning and management in areas wherethere is a high concentration of visitoractivity and tourism potential, such as theGlenmore area and in Deeside.

■ 4.4c: Encourage and assist tourismbusinesses to strengthenenvironmental management

Feedback from tourism enterprises hasfound that while many are already involvedin some aspects of environmentalmanagement there is scope for this to bestepped up. Various actions can be taken toassist this.

It is appropriate that Cairngorms NationalPark branding should still be linked toenvironmental management. In order toreach more businesses, there is a need toreview the basis for identifyingenvironmental standards and commitment.This may include continuing to promote theGreen Tourism Business Scheme whileconsidering alternative options including theoutcome of proposals by VisitScotland toinclude environmental criteria in qualityassessment. The CBP can also administerrelevant codes and charters for particulartypes of activity.

Further advice and training should be madeavailable for businesses, building on initiatives already run in some areas.

Peer pressure and demonstration can beeffective, engaging existing businesses thathave already seen the benefits ofenvironmental management to act asambassadors and champions.

Enterprises that are meeting identifiedenvironmental standards should berewarded by greater exposure in marketing.They should also be helped to networktogether, perhaps through a Green BusinessClub or similar grouping.

Simple information materials on how to begreen have been provided for enterprisesfor use with visitors. This could be extendedand used more widely.

The provision of environmental services,including waste collection and recycling, isimportant in enabling green businesspractice and should be improved wherenecessary to ensure a consistent levelacross the Park.

■ 4.4d: Pursue support for conservationand management from enterprisesand visitors

While it may not be possible to raise largesums of money from voluntarycontributions from visitors, this is animportant principle and should be takenforward. A study by the CairngormsNational Park Authority showed that itwould be difficult to introduce acomprehensive Park-wide visitor paybackinitiative at the present time. A more limitedand sensitive approach may involveindividual enterprises (and through themtheir guests) being linked to existingschemes and potential beneficiaries withinthe context of a flexible CairngormsNational Park visitor payback programme. A more systematic approach should bereconsidered in due course.

Alongside raising income from visitors, aprogramme of inviting direct sponsorshipfrom tourism enterprises should bepursued.

Revenue-raising through car parkingschemes has proved successful and shouldbe further developed in the Park.

■ 4.4e: Encourage visitors to usegreener modes of transport

This remains a challenge in the CairngormsNational Park as in most other ruraldestinations and is a key issue for the future.An integrated approach to transportplanning and delivery across different modesof transport should be adopted. It isimportant to maintain action over time togradually develop interest by enterprisesand visitors and build on increasedawareness. Opportunities to pursue include:

• Investing in relevant infrastructure,including rail, bus and the cycling network;

• Addressing timetabling as well asprovision of services, to reflect thecombined needs of visitors, communitiesand transport to work;

• Maintaining and actively promoting publictransport timetables and information;

• Encouraging tourism businesses to informvisitors about how to reach them bypublic transport and working outpossibilities for excursions without thecar, assisting this where possible;

• Continuing to review possibilities ofestablishing strategic bus link services,including a cross-Park service;

• Promoting more cycling opportunities,including bike carriage on trains andbuses; and

• Developing the electric car scheme.

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4.5 Outdoor accessProvision of good quality access to thecountryside is a fundamental resource fortourism in the Cairngorms National Park andcentral to what many visitors will expect of aNational Park. The Outdoor Access Strategy for theCairngorms National Park – Enjoying the Cairngormsprovides a comprehensive overview of accessrelated actions, themes and policies. This actionarea takes account of the Outdoor Access Strategyand considers priorities for access from atourism perspective. This includes theopportunity to promote the destination forquiet recreation and enjoyment. It relatesparticularly to SO 3, the provision of distinctiveexperiences based on the special qualities of theNational Park. The need to grow year-roundtourism (SO 1a), for a customer focus (SO 2)and minimising environmental impacts (SO 5)are particularly important in the approach taken.This also reflects the need for an integratedapproach to land management, linking tourismwith other land uses, identified in SO 5.


■ 4.5a: Maintain a good range of accessroutes based on popular paths

The provision and ongoing maintenance ofroutes that are in good condition isrecognised as the fundamental task inproviding for outdoor access. The Core PathsPlan provides a basic framework for this. Inconsidering routes to prioritise for work,particular attention should be paid to theneed to provide accessible, attractive walks,cycles and rides over a range of path lengthsand types, for visitors with varying needsand abilities.

The need for a partnership approachbetween the Cairngorms National ParkAuthority (CNPA), land managers and otherstakeholders is underlined. This shouldrecognise the issue of maintenance ofroutes and human and financial resourceimplications for managers.

■ 4.5b: Provide guidance to visitors onresponsible access

Visitors should be encouraged and helpedto access the outdoors responsibly. This requires providing knowledge andunderstanding on safety, the environmentand wildlife, land use and management,respect for other visitors and othermatters. Promoting the Scottish OutdoorAccess Code and related general informationshould be undertaken by the CNPA,Scottish Natural Heritage and partners inconsultation with land managers and otherstakeholders.

The way the ‘Code’ is publicised in theCairngorms National Park should takeaccount of local conditions and issues. Inparticular, this should address relationshipsbetween different user groups, includingbikers and walkers, canoeists and anglers.

Action52


All the information delivery processesidentified in action area 3 should be used inputting across the ‘Code’. Rangers are seenas having a particularly important part toplay in this.

■ 4.5c: Work with communities, landmanagers and other stakeholders onthe promotion of access opportunities

Work with communities, and communitiesof interest, on promoting local walks, cycles,horse rides and paddles, identified throughleaflets, downloadable information andsignage where appropriate, should becontinued. Good practice by land managersrangers and third parties on theidentification and promotion of routes,following the “Guidance on the promotion ofrecreational opportunities in the CairngormsNational Park”, should be encouraged andsupported.

Medium and long distance walking routeshave proved an excellent product forsustainable tourism in many parts of theworld, sometimes including the packaging ofaccommodation and various services forusers. Further opportunities for establishing,identifying and promoting long distanceroutes should be pursued.

In addition to information on specificroutes, the full range of accessopportunities available, including walking atall levels and also the many other forms ofoutdoor recreation available in the Park,should be put across clearly to visitors inthe form of composite information which isdetailed enough to be acted upon.

■ 4.5d: Clarify and facilitateopportunities for safe enjoyment ofthe mountains

The central mountain core of theCairngorms is a major feature of theNational Park and of its specialdistinctiveness. While experienced hillwalkers will know how to access themountains, many less experienced visitorsor those on a first time visit to the Scottishmountains may find this unclear. In thisrespect the Cairngorms is different fromNational Parks in most other countries,which have well signed and waymarkedroutes in their mountains. While theScottish tradition of avoiding such anapproach is fully endorsed, it is important toenable visitors who wish to have amountain experience to be able to accessthe mountains clearly, safely and responsibly.Possible actions include:

• Providing and promoting some selectedroutes on certain hills in good conditions, such as outliers to the main massif to theeast and west, that offer easy access andafford excellent mountain views; and

• Promoting guided walking opportunitiesand clarifying how to access them.

■ 4.5e: Provide and promote specificopportunities for cycling andmountain biking

Cycling is an increasingly popular activity bytourists, ranging from people on a cyclingholiday to those seeking a day or half day’sride. Where possible, off-road routes arepreferred. The range of cycling demand canrun from quiet family cycling along broadtracks to technical down hill rides suitableonly for experts. Provision for this latter group already exists and plans are in the

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Action

pipeline to open a further facility to caterfor this sector. Some off-road routes havebeen provided in the Park and this networkshould be extended, including making linksbetween routes. Cycle routes on suitableroads, also linking into a network, should beidentified. Cycling opportunities, includingcycle hire, should be actively promoted.

There has been a rapid growth in mountainbiking and some areas of the UK arecapitalising on this as a significant tourismopportunity. In some parts of theCairngorms National Park there have beenreports of erosion and inter-user conflictrelating to mountain biking.

Actions should include:

• Encouraging and promoting responsiblemountain biking;

• Provision of good information on whereto mountain bike; and

• Provision of a range of dedicated routesin selected locations at all levels ofdifficulty.

■ 4.5f: Seek to address adverse impactsfrom irresponsible camping

While wild camping can provide a specialexperience for visitors and can have lowimpact if carried out responsibly and in theright places, problems from over-use andirresponsible camping have been growing ina number of locations in the CairngormsNational Park. This needs to be addressedthrough information and management, working with the land managers, rangers,police and user groups.

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■ 4.5g: Consider opportunities for promoting water-borne access

The Park offers a number of opportunitiesfor canoeing, kayaking and rafting. The riverSpey has been included in the core pathsnetwork and other rivers also provide aresource for some of these activities.Further consideration should be given tothe capacity for increased use, togetherwith possible impacts and managementissues arising from this. Increasedinformation for visitors on theopportunities may be provided, togetherwith guidance on responsible use.

■ 4.5h: Establish a strategy onbroadening the base for snow sportrelated activities

The National Park is the primarydestination in the UK for skiing and othersnow sports. The sector has been affectedby varying weather conditions and will seethe impact of climate change more directlythan other activities. Snow sport businesses,the CNPA and other relevant public sectorbodies should develop a clearunderstanding of the current and futurecontribution, impact and needs of thesector and seek ways to support and gainmost benefit from it, encouragingdiversification while minimising itsenvironmental impact.

This action area relates directly to SO 3 ondeveloping experiences of the CairngormsNational Park’s special qualities. Provision ofdiverse and distinctive products can help indelivering on the brand promise and addressother objectives of seasonality (SO 1a), spendper head (SO 1c) and spreading benefits todifferent parts of the Park (SO 4). Productsshould be presented in ways that focus oncustomer needs and expectations (SO 2). Work in the areas of natural and culturalheritage should take note of the need forsensitivity and for contributing to conservation,and for strengthening the positive link betweenland management and tourism (SO 5).

This action area should be seen particularly inconjunction with the one above on outdooraccess as many distinctive National Parkproducts include elements of outdoor accessand activities.


■ 4.6a: Support the work of localoperators in providing and packaging offers

A key aspect of product development isabout the way experiences are put togetherand presented to visitors. The role of anumber of tour operators and guideslocated in the Park (or elsewhere butbringing business here) is critical in this.

The Cairngorms Outdoor ActivityProviders Group supports these operatorsand the group should be encouraged andassisted to expand its coverage andactivities, seeking to maintain and improvestandards as well as awareness.

Packaging can be directed at specificaudiences and designed to meet theirinterests and requirements, therebystimulating engagement. This should includepackages aimed at encouraging andfacilitating visits by various minority groupsand people with special needs.

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4.6 Product diversification and distinctiveness

Action

■ 4.6b: Strengthen the range of leadingwildlife tourism experiences

The special biodiversity of the Parktogether with a notable increase in visitorinterest in wildlife, partly stimulated bymedia coverage, present a particularopportunity for the National Park. The National Park has the potential toposition itself as a leading destination forwildlife tourism in the UK. A number ofexisting visitor attractions promote wildlifeexperiences. Much has already been done inthis field but this could be built upon.

Relevant action includes:

• Working with existing wildlife guides, including ranger services, and promotingmore guided walks and interpretedexperiences;

• Further developing and promotingopportunities for visitors to watch andlearn about wildlife at existing sites (such as National Nature Reserves) andidentification of additional sites in suitablelocations;

• Introduction of relevant technology tovisitor centres such as remote links towebcams;

• Promotion of stories and opportunitiesaround specific species; and

• Encouraging participation of visitors inrecording wildlife sightings.

■ 4.6c: Co-ordinate and promote a fullprogramme of events

There are many kinds of event, large andsmall, that can provide visitors with a uniqueexperience of the National Park. The waythey are promoted, programmed and co-ordinated can also help to maximise theirbenefit to the economy across the year,bringing more business out of season, andavoiding over-concentration and pressureon communities and resources.

Actions to pursue include:

• Working with local communities andrangers in different parts of the Park topromote existing events or establish new ones;

• Providing an events co-ordination andenquiry facility;

• Publishing and maintaining an up-to-dateevents timetable, for event planners aswell as visitors;

• Actively promoting events on theCairngorms National Park websites andelsewhere;

• Maintaining regular links with EventsScotland; and

• Ensuring that promoted events are wellmanaged.

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■ 4.6d: Make more of Cairngormsproduce

Using more local food in tourismenterprises and for direct sale to visitors(including those self-catering) can stronglycontribute to a distinctive visitorexperience as well as boosting theretention of income locally. The need topursue this was frequently underlinedduring consultation. The Royal Deeside andthe Cairngorms DMO has identified food asa key theme and has been pursuing thisthrough events and marketing. The CNPAhas undertaken initial work in this area anda Food for Life project has been initiated. A range of stakeholders should worktogether to take this forward. Relevantactions include:

• Maintaining a directory of local produceand a guide for visitors on how to access it;

• Identifying local produce through the Park brand;

• Working on distribution challenges andco-ordinated supply points;

• Encouraging hospitality businesses toengage actively and creatively, includingdeveloping local recipes etc., includingprovision of training; and

• Active promotion, including throughfestivals and events.

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■ 4.6e: Encourage the enjoyment andpurchase of local arts and crafts

The creative sector in the Park has seensignificant growth in recent years and artsand crafts are becoming more accessible toview and to buy. There is an increasingnumber of galleries in the Park. It isimportant that all opportunities are fullycovered in visitor information and that inturn the workshops, galleries and othervenues provide a good level of visitorexperience with high standards and clearreliable opening times. Further art and craftbased businesses should be encouraged.

The Creative Cairngorms group supportsthe work of local artists and craftsmen,linking in with the National Park brand. They should be encouraged and assisted toexpand their coverage and promotion.

■ 4.6f: Strengthen opportunities to experience local cultural heritage

The cultural product in the Cairngorms isstill comparatively weak and there appearsto have been relatively little change in thisarea in the past five years. Some aspects ofliving culture can be presented throughevents (including music, dance etc), produceand arts and crafts as identified above.Opportunities to strengthen access to, andinterpretation of, historic sites and buildingsshould be pursued.

A particular opportunity is to work withlocal community groups and civic societieson heritage projects. There are a number ofexamples of relevant initiatives around thePark. These can be helped with advice andsupport, including feasibility assessment,business planning, interpretation skills andmarketing. This can build on the work of theCommunity Heritage Project which has beenestablished to provide this kind of assistance.

Action58


■ 4.6g: Integrate countryside sportsinto the broader tourism offer

The Cairngorms National Park has alongstanding tradition of visitors coming toparticipate in countryside sports (shootingand fishing). It provides important incometo many estates and the wider communitythrough the provision of services to thismarket. However, it has tended to be seenas an activity that is separate from otherforms of tourism. This should be addressed,as an opportunity for tourism businesses tostrengthen their product offers. Sportingestates could also gain more benefit fromtourism to support traditional land useslinked to the Park’s special environmentalqualities.

Relevant actions include:

• Considering and adding to researchevidence on market trends, needs andgaps;

• Working with estates to further identifyneeds, interests and opportunities;

• Facilitating links between sportingestates, accommodation providers andother tourism enterprises;

• Pursuing opportunities to widenparticipation in countryside sportsincluding deer stalking in line with theScottish Wild Deer Strategy; and

• Providing relevant information to visitors.

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As in all destinations, successful, profitablebusinesses are essential for sustainable tourism.The growth in tourism value called for in thisstrategy (SO 1) will primarily be secured andanchored by the efforts of individual businesses,but in the context of a world class destination.An essential requirement is that the Cairngormsis seen as a place that welcomes and facilitatesinvestment and as a good place to do business.

Many of the strategic objectives are importantto the success of business. The need tostrengthen customer focus (SO 2) and to meetor exceed visitor expectations is particularlyimportant. It is essential that all tourismbusinesses, large and small and irrespective ofprice level, are driven by a need to provide ahigh quality visitor experience.

Businesses will be helped by many of the actionspresented above but they can also be supportedby some direct assistance.


■ 4.7a: Co-ordinate the delivery ofbusiness advice, training and supportservices

Business advice is available in the Parkthrough Business Gateway, local authorities,Enterprise Networks and other servicesand can assist enterprises in all stages fromstart ups to improvement and expansion ofestablished businesses. The CairngormsBusiness Partnership (CBP) could becomerecognised as a one-stop-shop for tourismbusinesses, coordinating and signposting toavailable assistance.

It is important for networks of businessesto work together to identify their futuretraining needs. Again, the CBP is well placedto co-ordinate this. Topics for training andbusiness development should reflect theobjectives of this strategy, and shouldinclude amongst others:

• Market understanding and customer care,including the specific needs of differentmarkets and types of visitor;

• Business management, marketing and useof IT; and

• Environmental management andknowledge of the National Park.

It is important to make sure that assistanceis directed in part to businesses which maynot currently be delivering the level ofquality required by customers. In addition, it is also important to ensure thatentrepreneurial businesses with thepotential to grow and innovate receive thesupport they need.


4.7 Business support andinvestment

Action60


■ 4.7b: Help local people to gainrelevant skills

While for some enterprises labour supply isnot an issue, for others it remains critical.Problems over the availability of housing forstaff are recognised and should be kept inthe forefront of policy and action on thesematters. A further way of addressing thissituation is to promote tourism moreactively as a career option for local peopleand to provide courses locally on relevantskills. This should apply to young people butalso to those of all ages seeking newemployment or a return to work.

■ 4.7c: Support appropriate investmentin infrastructure

There are a number of forms ofinfrastructure that are important for thecontext of doing business in the Park.Investment in them should be supported, asappropriate, bearing in mind widerenvironmental and other impacts. Theseinclude:

• Investment in transport infrastructure toand within the Park;

• Improvement in IT connectivity, includingfast broadband available across the wholearea; and

• Provision of housing affordable for staffworking in the tourism sector.

■ 4.7d: Identify and seek to reduce bureaucracy as a burden on business

The fact that bureaucracy is cited as themain burden on enterprises should beaddressed. From the surveys undertaken itis unclear exactly how this manifests itself. Itis important to understand the extent towhich this relates to factors within localcontrol. This could be addressed through aworking group or panel of tourismbusinesses, which could be co-ordinated bythe CBP.

■ 4.7e: Foster positive engagement withthe planning process

The benefit to tourism of sound planningand development management is recognisedowing to the need to maintain theattractiveness of the Park. However, it isimportant that good quality tourismdevelopment is not unnecessarily hamperedby planning policy and that the process isused positively to promote gooddevelopment. This requires excellent liaisonbetween potential developers and plannersfrom the beginning, so that alternativeoptions, such as on location, design andmaterials, can be discussed constructivelyand creatively at an early stage.

The provision and use of supplementaryplanning guidance can help with this. The CBP should work with the CNPA onclarifying the planning process for itsmembers and encouraging moreengagement. Relevant business trainingsessions involving planners could beprovided.

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■ 4.7f: Encourage improvement in therange and quality of accommodationand catering

The availability of good qualityaccommodation and catering, though notnecessarily luxury or high price, is aweakness in the Cairngorms National Park.To some extent this can be helped by skillstraining etc, as covered above. There is alsoa need to encourage new investment anddevelopment.

Investment in existing properties should beencouraged. This is particularly needed inthe hotels sector, where a number ofenterprises have low trading levels, are rundown or have closed.

There may also be scope for furtheraccommodation development based on newbuilding. This could involve projects ofdifferent types or size. The critical questionis the suitability of location and the use ofhigh quality design and materials that areappropriate to the special environment andcharacter of the Cairngorms National Park.

There are relevant examples in variousparts of the world of innovative,environmentally-friendly design used for alltypes of accommodation, from tents andcabins to more sizeable eco-lodges.

■ 4.7g: Recognise and support the roleof visitor attractions

The wide range of visitor attractions, someof which have sizeable visitor throughput, isa strength of the Park and helps to diversifythe visitor appeal. Their role in generatingvisits, encouraging longer stays and spending,and providing employment is fullyrecognised. It is important to encourageattractions to maintain their quality and toadapt and innovate to meet market needsand opportunities. The development of newevents and attractions should be consideredcarefully in terms of their impact on existingbusinesses and their relationship with thelocal heritage and environment.

Action62


4.8 Knowledge gathering andsharing

Ongoing development of knowledge abouttourism and its performance and impact in theCairngorms National Park is critical for success.This is especially relevant in terms of securingfurther growth and underpinning businessperformance (SO 1) and in meeting theobjective of customer focus (SO 2), as well askeeping on top of impacts on the environment(SO 5). Knowledge sharing can also fosterpartnership (SO 6).

Most relevant European Charter principles: 3, 4,10

■ 4.8a: Keep abreast of enterpriseperformance and needs

The quarterly Business Barometer startedby Cairngorms Business Partnership (CBP)in 2009 provides a developing record. Itshould be maintained and participation in itshould be built up. It should be reviewedfrom time to time to see if improvementsare needed to make the data more relevantto enterprises and for tracking performancetrends.

More extensive Enterprise Surveys, coveringopinion and need as well as performance, asthe one conducted for this Strategy, shouldbe undertaken periodically.

Enterprises should also be encouraged toprovide individual feedback, through theCBP and other channels. A web-basedfacility can assist this process and stimulatebusiness to business exchange.

■ 4.8b: Maintain a programme of regular visitor feedback and surveys

Enterprises should be encouraged to obtainregular feedback from their guests. A programme for this has been started (the Delivering Outstanding Visitor Experienceproject) and should be expanded. Thisfeedback should relate to the individualbusinesses but also cover reaction to thedestination as a whole. More extensivevisitor surveys should be carried out on aperiodic basis.

This visitor research should enable a betterpicture of the range of user groups andtheir specific needs to be built up. It shouldinclude questions on the diversity of visitorsand feedback on accessibility.

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■ 4.8c: Seek feedback from localcommunities

Local people’s views on tourism should besought. This should include information onthe degree to which residents are at allinvolved in tourism and believe they areaffected by it, as well as recording anyconcerns they may have about tourismimpact.

This may be achieved through informalfeedback or occasional household surveys,making use of any surveying on widerissues. Community Planning Partnershipsand local ward forums can also be veryvaluable in providing feedback.

■ 4.8d: Keep records of visitor flows andenvironmental quality and analysetrends

Some relevant data is already recorded, forexample on traffic flows, car park use,visitor centre footfall etc. This needs to beanalysed and extended where necessary.Use should be made of external datasources, such as VisitScotland data on visitsto attractions, which enable comparisons tobe made with other areas.

Systematic measurements and observationson environmental quality and habitatsshould be undertaken, as covered in 4.4babove.

■ 4.8e: Obtain relevant researchfindings on markets and products

It is important to keep abreast of researchundertaken in Scotland and elsewhere onmarket trends and tourism performance,including markets of most relevance to theCairngorms National Park.

The fact that the National Park is used as abasis for a number of academic researchprojects each year provides an opportunity.Where possible, this work should bedirected towards practical issues which canassist in delivering sustainable tourism. The research findings should be madeavailable and disseminated.

It may also be necessary and helpful tocommission specific research from time to time.

Valuable lessons can be learnt fromactivities and good practice in sustainabletourism in other National Parks. TheCairngorms National Park should play anactive part in the European Charternetwork.

■ 4.8f: Encourage effective sharing anddissemination of knowledge

Knowledge gained can only be really usefulif it is properly disseminated and shared.This can be assisted through dedicated web-pages, IT-based networking andcoverage in newsletters.

All tourism stakeholders should beencouraged to share their own data andexperience to help to build up theknowledge base in the Cairngorms National Park.

5. Implementation

This section outlines the process for driving the implementation of the strategy and actionsover the five year period, which runs from 2011to 2015.

The responsibility for ensuring implementationand providing co-ordination rests with theCairngorms Sustainable Tourism Forum (CSTF).Individual actions will be carried out by a rangeof players acting independently and inpartnership.

5.1 Delivering annual action plans

Drawing on the action areas and frameworkpresented in Section 4 (see p. 41), annual actionplans will be prepared. These will be drafted byan executive group, in consultation with keyplayers, for discussion and approval by the CSTF.The plans will concentrate on priority actionsfor the year. Some actions may be repeated each year.

Where relevant actions fall within the ongoingwork of individual organisations, these will benoted in the plan. Particular attention will bepaid to actions which require joint inputs andthe coming together of different players. Animportant task will be to identify them and tosecure their commitment. Lead and supportingorganisations will be identified against eachaction.

The annual action plan will include an indicationof budgetary requirements and sources offunding. For some actions funding may be inplace while for others it may need to beacquired, with the necessary preliminary fund-raising actions indicated in the plan.

Lead organisations will be responsible for takingforward the actions as indicated and formonitoring and reporting on progress.

Each meeting of the CSTF will contain an agendaitem on the action plan, enabling the forum to beupdated on progress across the plan as a whole.Actions which are falling behind will be identifiedand any necessary remedial measures, revisionsand amendments will be discussed.

Towards the end of each year a brief report onthe implementation of the action plan will beprepared and used as an input to the process ofpreparing the subsequent year’s plan.

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Implementation

• Cairngorms Sustainable Tourism Forum

• Cairngorms National Park Authority

• Cairngorms Business Partnership

• Royal Deeside and the CairngormsDestination Management Organisation

• Highland Perthshire DestinationManagement Organisation

• Speyside and Moray Coast DestinationManagement Organisation

• Tomintoul and Glenlivet Highland Holidays

• Outdoor Angus

• Highlands and Islands Enterprise

• Scottish Enterprise

• Highland Council

• Aberdeenshire Council

• Angus Council

• Perth and Kinross Council

• Moray Council

• Association of Cairngorms Communities

• Community Planning Partnerships

• VisitScotland

• Scottish Natural Heritage

• Historic Scotland

• Forestry Commission Scotland

• Scottish Environment Protection Agency

• Business Gateway Scotland

• Scottish Land and Estates

• National Farmers Union Scotland

• Royal Society for the Protection of Birds

• National Trust for Scotland

• The Cairngorms Campaign

• Cairngorms Outdoor Access Trust

• CBP Sector Groups

• Cairngorms Attractions Group

• Creative Cairngorms

• Inclusive Cairngorms

5.2 Key players in implementation

The list of organisations involved in implementing the Strategy and actions is flexible andextendable and will evolve over time. A list of initial key players is presented below.

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5.3 Monitoring and renewal

Indicators of performance against outcomesrelating to each of the strategic objectives werepresented in Section 3 (see p. 27).

The process of knowledge gathering, includingmonitoring through systematic feedback andsurveys, has been integrated into the overallaction framework as action area 4.8 (see p. 62).

Based on the above, the annual action plansshould include specific monitoring actions to beundertaken during the year.

The Strategy and Action Plan for SustainableTourism will run until 2016. A brief mid-termreview of the strategy and action plan will becarried out in 2013, summarising progress,confirming direction and pointing out anypriorities for the remaining period. During 2015a new strategy and action plan will be preparedfor 2016 to 2021, which will provide a basis forreapplication for the European Charter.

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Published by theCairngorms National Park Authority

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