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The development of a well-being economy – where society and nature live in harmony, where people enjoy a fair distribution of resources and live in healthy and resilient communities – is central to ensuring that we have a National Park that works for everyone. It is crucial that the Cairngorms National Park continues to be a place where people can live and work, and that young people have opportunities to stay and thrive.
There will be significant changes to the economy over the coming decade and we need to ensure that people have the skills that are needed for these changes. The communities of the National Park continue to play a central role, and we are committed to supporting their aspirations and delivering on their key priorities as part of this Partnership Plan.
The People section of this draft plan sets out the overall outcome we are seeking to achieve, alongside a series of long-term objectives for the National Park. These are supported by a detailed policy framework and a series of actions we plan to take over the next five years.
The consultation on the draft Cairngorms National Park Partnership Plan is now closed. You can still view the plan objectives below, or click here to download a pdf version.
Check out our latest news section for all the latest updates or email haveyoursay@cairngorms.co.uk if you have any queries or comments.
Outcome: A well-being economy that works for all the people of the Cairngorms.
- Objective
B1. Work to ensure the resident population of the National Park stabilises and reflects a diversity of backgrounds, enabling our communities to flourish.
Target / IndicatorThe overall population stabilises between 2020 and 2045.
A stable population that maintains a strong working age component (see objective B2) and is equal, diverse and inclusive will support thriving and sustainable communities and a successful local economy.
National policy context:
A Scotland for the future: opportunities and challenges of Scotland's changing population- Objective
B2. Work to stabilise or increase the proportion of young and working age people in the National Park relative to the total population.
- Target / Indicator
The proportion of young people and working age people in the National Park stabilises or increases between 2020 and 2045.
Young people are a key part of a sustainable population but require access to education, training, development, employment and housing in order to remain in (or indeed migrate to) the National Park. The need to ensure a strong working age population is also key to the delivery of many of the objectives set out in this plan.
National policy context:
A Scotland for the future: opportunities and challenges of Scotland's changing population Skills Action Plan for Rural Scotland
Reverse the forecast decline in the working age population within the Cairngorms National Park.
Comment from the informal consultation- Objective
B3. Develop a well-being economy that encourages diversification, attracts sustainable inward investment and builds on the existing strengths of the Cairngorms. Economic activity in the National Park is based on its special qualities; we will prioritise opportunities that provide year-round employment and well-being for communities across the National Park, as well as those that promote a circular economy, helping reduce waste and our wider impact on the environment.
- Target / Indicator
There will be a change in the percentage breakdown of different economic sectors within the National Park.
Develop Cairngorms Cornerstone Indicators for a well-being economy.
An increase in employee-owned or managed businesses in the National Park.
The development of a well-being economy is key for the Cairngorms. There is a need to move to an economic model that benefits people and nature, aiming for a more equitable distribution of wealth, health and well-being; promoting local expenditure and investment whilst protecting the planet's resources for future generations and other species.
There is also need for good quality jobs in the National Park that are less seasonal in nature. Overall this means building on existing strengths but looking for opportunities to help change the economy for the benefit of the people who live and work in the National Park.
National policy context:
Growing the economy
Circular economy - Zero Waste Scotland- Objective
B4. Increase the number of Living Wage employers in the National Park.
- Target / Indicator
The Park will have the highest proportion of Living Wage employers in rural Scotland by 2030.
The Living Wage is an indicator of quality of life, allowing people to access housing and other essential services. It is the only UK wage rate that is voluntarily paid by over 7,000 UK businesses who believe their staff deserve a wage which meets everyday needs – like the weekly shop, or a surprise trip to the dentist.
National policy context:
Scottish Business Pledge
- Objective
B5. Significantly increase skills and training opportunities for people in the National Park – with a particular emphasis on the land use sector – to ensure opportunities created by the growth in green jobs can be filled by local people.
- Target / Indicator
There are an increasing number of apprenticeships within the National Park.
An increasing number of people living in the National Park pass through skills training programmes for nature-based solutions.
The nature of many jobs will change in the National Park over the coming years as a low carbon economy is created. This means that there are opportunities for new jobs, but also that some traditional jobs in land use may evolve over time. There will also be a need to ensure that there are training opportunities to enter into expanding areas of traditional work like deer management, as well as the support to retrain as part of a ‘just transition’ (a shift to a greener economy where the benefits are shared as widely as possible).
National policy context:
Just Transition Commission
Skills Action Plan for Rural Scotland
Nature-based Jobs and Skills Action Plan- Objective
B6. Increase the area of land in the National Park that is in community ownership, or where the community is directly involved in its management.
- Target / Indicator
All major estates in the National Park involve communities in developing their long-term plans by 2025, in line with Scottish Land Commission guidance.
Increase the area of land in the National Park directly owned and managed by communities by 2030.
Increased community ownership and involvement in management of land will improve the delivery of public benefits to communities, supporting their health, well-being and the wider economy. This has been shown in places across Scotland where the community has become more involved in the management of land in which they live.
National policy context:
Community Empowerment Land Rights and Responsibility Statement
Considering ways of supporting community-led land management, eg through supported community buy-outs.
Comment from the informal consultation- Objective
B7. Empower individuals to make decisions about their local community through citizens’ assemblies and juries. Support community councils to become stronger local democratic bodies that plan for their local areas and allocate resources.
- Target / Indicator
Citizens’ assemblies and juries are established.
Citizens’ assemblies and juries will help empower local communities, build participation and get them more directly involved in making decisions that affect their local area. This will include decisions on the delivery of services provided by the public sector.
National policy context:
Community Empowerment- Objective
B8. Support communities across the National Park to access funding for their community-led local development priorities and encourage community-led activities that help achieve priorities identified in the Partnership Plan.
- Target / Indicator
Community-led local development funding equivalent to at least 2014 (EU-based) programme levels is made available for distribution through a National Park-based governance mechanism.
We will maintain the Cairngorms Local Action Group’s excellent record of supporting community groups to realise their own local ambitions, while contributing at a community level to the collective priorities of the Cairngorms National Park Partnership Plan.
National policy context:
Rural Economy and Communities policies (currently in development)
- Objective
B9. Increase the number of assets in community ownership and support the development of social enterprises that generate a profit within the National Park.
- Target / Indicator
The numbers of assets in community ownership or management triples from 2021.
The percentage of community organisations’ income from social enterprises increases.
A foundation of a sustainable and resilient community is to have an asset that can be used and valued by the community. Where a social enterprise generates profit, other projects and services for the community can be supported.
National policy context:
Cities and regions: community wealth building- Objective
B10. Encourage greater use of Gaelic in the National Park.
- Target / Indicator
Increased opportunities for individuals and communities to engage with the language.
More businesses and community groups using Gaelic in their promotional material.
Gaelic is part of the cultural and natural heritage of the National Park and has a vibrant part to play in its future. There is a need to support the continued use of Gaelic and maintain it as an active language and culture within the communities of the National Park.
National policy context:
Scottish Government Gaelic Language Plan
Getting people outdoors into nature - more outreach in schools, more opportunities for people who are less physically able. More engagement with local communities.
Comment from the informal consultation- Objective
B11. Help improve the mental and physical health of the people of the National Park.
- Target / Indicator
The physical activity levels of the 25% least active National Park residents will have increased by 2030.
Appropriate mental health indicator(s) to be identified and tracked over the course of the plan - we are seeking views on this metric.
As we all know, healthier individuals have an improved quality of life, and this in turn helps reduce the demands on our already stretched public health system. Preventative action at an early stage can have an impact on long-term public health outcomes, but we need a systemic change to how we address these issues. Through Heritage Horizons we believe the National Park can provide a rural exemplar in this area. There is also a need to ensure consistent public health messages, for example around issues like Lyme disease.
National policy context:
Scotland’s Public Health Priorities Mental Health Strategy- Objective
B12. The visitor profile to the National Park will be more diverse, with a greater proportion of visitors from disabled groups, lower socio-economic backgrounds and minority and ethnic groups. Targeted support will be provided to programmes and projects that reduce inequalities for residents and visitors alike and help to make the Cairngorms ‘a Park for All’.
- Target / Indicator
The breakdown of visitors from Scotland to the National Park will more closely resemble the overall demography of Scotland.
Increased participation from under-represented groups.
Anyone, no matter who they are, their beliefs or their needs should be able to visit and enjoy the National Park. There is also a need to provide targeted support across the National Park to ensure that programmes and projects contribute to reducing inequalities for residents and visitors alike.
National policy context:
Scotland Outlook 2030 – Responsible Tourism for a Sustainable Future
- Objective
B13. Engage with people across the National Park through formal and informal education, increase the number of volunteer days spent caring for the National Park, and ensure that young people have a significant role in helping to manage the National Park.
- Target / Indicator
At least 200 volunteer rangers in the National Park by 2030.
Increase the number of National Park volunteer days every year up to and including 2045.
An increase in the number of John Muir Awards undertaken within the National Park.
Volunteering delivers tangible benefits to the management of the National Park, as well as to the physical and mental well-being of those participating in volunteering. It also provides excellent training opportunities and experience for future employment. There are currently around 36 volunteer rangers in the National Park.
National policy context:
Volunteering for All: national framework
This engagement phase has finished
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