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4 MANAGEMENT STRATEGIES
Managing change
4.1 National Scenic Areas are areas of land and water which represent the very best of the landscapes for which Scotland is renowned. Ministers consider that they are of such outstanding natural beauty and amenity that they should be managed and safeguarded as part of Scotland's national heritage. Within them, the aim is to manage change arising from development and land management decisions in ways that are consistent with this goal. The recent piloting of management strategies for NSAs in Dumfries and Galloway and Highland has shown that the preparation and implementation of these strategies can be a vital means of achieving this aim.
4.2 We therefore propose that all local authorities and national park authorities where appropriate should be encouraged to prepare a Management Strategy for each NSA. There would be no statutory requirement to prepare such strategies and the decision whether and when to invest the time and resource necessary to produce a strategy should reflect the needs and circumstances of each area. A strategy should describe the special qualities of the NSA, set out a vision for its future management, together with the objectives and actions to deliver them. This would provide a basis for subsequent monitoring of the effectiveness of the actions identified in the management strategy. The strategy itself could be reviewed and updated at not more than seven year intervals. Our aim would be to have a strategy in place for each NSA within the next five years.
4.3 The economics of land use and other activities have played a fundamental role in shaping all our landscapes including those valued and designated as NSAs. Future management must continue to take this into account. The actions proposed in the management strategies should therefore be generally consistent with the economic viability of land management and other rural businesses while also securing the protection and enhancement of the special qualities of the NSA which may itself provide support and value to some of those businesses.
4.4 At the same time, the NSA designation itself can act as an important accolade for an area which will help to generate social and economic benefits, notably through tourism and recreation but also by 'adding-value' to local produce. To make the most of these opportunities, the development of positive planning policies in keeping with Scottish Planning Policy ( SPP) 15 Rural Development and the targeting of financial and other support for land managers to meet specific objectives identified in the strategy will be important components in the implementation of the management strategies.
Contents of Management Strategies
4.5 A typical Management Strategy will consist of five key components:
- The landscape of the NSA - description of the physical, cultural and economic influences that shaped the landscape of the NSA
- What is special about the NSA - description of the special qualities for which the NSA has been designated and a vision for their care and enhancement
- Issues and opportunities - identification of key issues causing change and opportunities for better landscape planning, management and enhancement
- Making it happen - a programme of targeted and costed actions required to address the issues and maximise the opportunities identified.
- Reviewing progress - selection of measures to monitor progress and to assess impacts for landscape change
4.6 An extract from the action plan for the management strategy prepared for the Nith Estuary NSA in Dumfries and Galloway is attached at Annex A
4.7 Different types of management strategy may be appropriate for different NSAs. NSAs which are small and present relatively few management challenges may only require a light touch. Larger NSAs, or those where there is a greater complexity of management issues or competing needs, may require a more comprehensive approach. We propose to ask SNH to prepare further guidance on the development of management strategies and to report to Ministers annually on progress with their preparation and implementation. We also propose to encourage the close involvement of VisitScotland and Historic Scotland in the development of the appropriate national guidance and in providing input to the individual management strategies.
Preparation and review of management strategies
4.8 Local authorities are central to making the designation more effective and SNH will need to work closely with them to support the preparation of new management strategies for each NSA. Premium grant rates are available from SNH for preparation of management strategies, including the costs of employing NSA project officers, and for implementation. Further information on SNH grants can be found on their web site ( www.snh.org.uk).
4.9 The preparation of management strategies must be an inclusive process involving a range of local and national stakeholders, with participation required at key stages in their development. Equally, responsibility for implementing management strategies will fall on many organisations and individuals, with particularly relevant knowledge, interests and capabilities. A draft Policy/ Programme Appraisal is attached at Annex B. This identifies the most relevant agencies or individuals to carry out such work and also begins to quantify the costs to them of taking the necessary actions.
4.10 An on-going biannual review of progress on the implementation of management strategies will be required to ensure their action plan remains relevant. Less often, but nonetheless regularly, there will need to be a more fundamental review of the management strategy to make sure that its underlying vision, aims and objectives remain relevant. As mentioned above, we propose that this should be at no more than seven year intervals.
Consultee views are invited on:
The proposed approach to the preparation and implementation of NSA management strategies, including:
- The target of preparing management strategies for all of Scotland's NSAs by 2010
- The biannual review of progress on implementation of management strategies with a more fundamental review at no more than 7-year intervals
- The roles envisaged for local authorities, SNH, VisitScotland, Historic Scotland and other local and national stakeholders in the preparation and implementation of management strategies; and
- The contents of management strategies, and the costs suggested by the draft appraisal for their preparation and implementation
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