Scotland's first coastal and marine national park: A consultation

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THE ADDED VALUE AND BENEFITS OF A COASTAL AND MARINE NATIONAL PARK

Introduction

There are a number of potential benefits that could be derived from a Coastal and Marine National Park in terms of biodiversity, support for communities, tourism and other aspects of economic development.

The general approach to National Parks on land, enshrined in the National Parks (Scotland) Act 2000, can be applied to the coastal and marine environment. There are, however, some differences that need to be considered or addressed if benefits are to be accrued:

The more dynamic physical nature of the marine environment and boundaries between the terrestrial and marine environment.
The system of common and property rights which exist, some of which are the subject of international and UK law.
Differences in regulatory and strategic planning frameworks.
Site-based mechanisms for conservation of natural and cultural heritage interest can differ or are at an earlier stage of development.
The specialist nature of some marine recreation activities.

The potential added value of a Coastal and Marine National Park will also depend on a number of factors such as location, the powers and functions of the Park Authority, local community involvement and the potential for a Park to contribute significantly to the environmental, social and economic development of the communities of the area. No decisions have been taken on the location of the Park or the functions and powers
of the Park Authority and potential options are covered in other sections of this consultation paper.

Examples of Benefits and Added Value

Ministers believe a Coastal and Marine National Park could add value in four main ways.

Opportunities to enhance understanding, enjoyment and care of the area, including conservation of natural and cultural heritage;
Better planning and management;
Social and economic benefits;
Best practice and innovation.

Some of these activities are overlapping and potentially mutually reinforcing.

A Coastal and Marine National Park could have an important role in helping to support several activities within the area but some would be dependent on the functions and powers of the Park Authority and the location of the Park:

Encouraging sustainable tourism and the growth of new businesses - more people will want to go to the area as a result of its national and international status;
Providing an opportunity to increase enjoyment
and understanding of Scotland's coastal and marine environment;
Provision of recreational activity - the development and promotion of visitor and recreational infrastructure will be key, as will accessibility;
Co-ordinated approach in considering economic, social and environmental issues;
Potential new approaches to rural housing issues;
Clearer information for businesses on their operating environment as well as better signposting for industry, new portals for consent applications and better co-ordination between regulators;
Potential simplification of existing regulatory arrangements;
Potential contribution to the management of fishing activity - supporting local fisheries and aquaculture and developing product branding, e.g. local seafood.

Some of these benefits are likely to be realised irrespective of decisions on locations and functions as they flow from the principal attributes of a National Park:

It creates an integrated framework for sustainable economic and social development and conservation through the preparation of the National Park Plan which is agreed with major public sector bodies and which they are required to have regard to in their activities;
Developing best practice in resource management and building on potential synergies between sustainable use and maintaining a high quality environment;
Enhancing economic stability through increased opportunities for training, development and diversification;
Increased awareness and appreciation of the cultural, social and economic importance of traditional industries to coastal communities.

We can also look to international experience and the experiences of the terrestrial National Parks in Scotland to show some of the benefits Parks can bring to address local problems. A Coastal and Marine National Park is a long term commitment to stewardship of resources. Further details on benefits, as well as costs, are outlined in the draft regulatory impact assessment contained in Annex A.

Australia

Great Barrier Reef National Park

Local communities along the coast are encouraged to contribute to management through Local Marine Advisory Committees and other programmes. Each has representation from a wide range of community groups, including the tourism sector.

The broader context of management is addressed by long-range, 25-year strategic planning. In 1993-4, over 60 community and interest groups took part in a process that identified long-term goals and established objectives for the management of the Great Barrier Reef World Heritage Area.

The Great Barrier Reef brings billions of dollars into Australia's economy - estimated at over $5 billion each year. This translates to many jobs and livelihoods both along the Great Barrier Reef coast and around Australia. Tourism is by far the largest industry on the Reef, followed by commercial and recreational fishing. Tourists visiting the Reef contribute to its management by paying the Environmental Management Charge. In 2003-04, they paid over $7 million to management, education and research in the Great Barrier Reef Marine Park.

The GBR Marine Park Act 1975 provides the framework for the establishment, care and ongoing management of the Marine Park. It includes a reef-wide system of zoning which defines in broad terms a set of management objectives for each zone along with a description of what activities, especially extractive activities, may or may not take place, including those that require a permit.

Canada

In all of Canada's National Parks, ecosystem monitoring and the preparation of State of the Park Reports ( SOPRs) are essential tools to monitor and assess ecological integrity. In the Clayoquot Sound Biosphere Reserve, Vancouver Island, a partnership between the community and University of Victoria has produced information on community sustainability issues and in particular how the community is responding to the transition from resource extraction to a more service-based economy.

Clayoquot Sound Biosphere Reserve, Vancouver Island

In this reserve, there has been an effective partnership between government (federal and provincial), First Nations, and private sector organisations concerning land use with the integration of a wide range of objectives stemming from the various stakeholder groups in the region.

The traditional economic activity of the region is resource extraction with an emphasis on logging and fishing. Since the designation of the region as a Biosphere Reserve, however, tourism and eco-tourism initiatives have become the cornerstone of the region's economy injecting approximately $21 million annually into the surrounding communities. Growing reliance on tourism has discouraged logging or other resource extraction activities at unsustainable levels, thus promoting biodiversity and conservation.

Estonia

Vainameri Project Biosphere Reserve

This project illustrates the advantages of a holistic programme developing the essential interdependencies of landscape, biodiversity and economic development based upon handicrafts, local produce and tourism. As a result, the management and sustainable use of the natural heritage of the area is seen as a key resource for rural development, rather than an impediment.

Finland

South Western Archipelago National Park

In this Park, voluntary cooperation agreements and codes of conduct have been established between the National Park service and private sector commercial operators (e.g. fishing trips, tours, accommodation providers) on the principles of sustainable tourism development across the Park area, based on stewardship of the Park's heritage.

A network of local and community-based attractions such as Local History Museums has been established in the Park. These have generated civic pride, local ownership and involvement, and provided tourists with distinctive visitor experience. This Park has established a series of pilot projects to demonstrate good practice locally, involving local communities and drawing down funding from various sources.

France

Parc Naturel Regional D'Armorique ( PNRA)

A number of successful outcomes in this Park have resulted from the principled yet pragmatic leadership
of the Park Authority. This has gained acceptance among stakeholders because of its track record on delivery and because of the steps it has taken to ensure that the statutory, private and voluntary sectors are all involved in the governance and management of the Park area.

The Park has been active in establishing the Charter 'seal' - a registered trademark for marketing local products including buckwheat whisky, seafood, earthenware, beer, textiles, vegetables, sea salt, etc. 'Business tourism' kicked off in 2002: small parties join guided tours of local companies with the intention of establishing marketing networks.

The Park assisted directly in the creation of 101 small businesses in five years, which together employed over 4,000 people. The Park has also been influential in drawing up inshore fishing agreements for the Rade de Brest and the Mer d'iroise.

Germany

Wadden Sea National Park

The Park has established a partnership programme with a regional brand - National Park Partner. As long as they adhere to good practice and a voluntary code of conduct, enterprises, communities, tourist associations, etc can become a partner of the National Park. They have to fulfil basic environmental standards set down by Viabono, the new brand for all operators offering nature tourism services in Germany. In addition, the partners commit themselves to support and communicate the aims and philosophy of the National Park. In return, partners are able to use the logo and receive free information materials.

Scotland

Both Park Authorities have produced comprehensive State of the Park Reports ( SOPRs) as the first stage in preparing their National Park Plans and Park Local Plans. Working together with VisitScotland and SNH, they have also carried out comprehensive visitor surveys. Both Parks are taking forward the implementation of Local Biodiversity Action Plans ( LBAPs) for their areas, with the draft Loch Lomond & The Trossachs Park Plan identifying priority areas for habitat enhancement and work on invasive species as key objectives. In the Cairngorms, the draft Park Plan has identified the establishment and management of habitat networks across the Park as a key priority. The Park Authority also provides advice on biodiversity on each planning application within the Park. A Park-wide approach to landscape is being developed through work on identifying the special qualities of the area and mapping its historic landscapes.

In Loch Lomond & The Trossachs, the Park maintains visitor services and employs an extensive ranger and visitor management service. In the Cairngorms, these services are provided through others, including a number of private, voluntary and public sector rangers. In 2007, the Park Authorities and SNH will be taking forward a project which is looking at the barriers to participation in the Parks, particularly focusing on socially excluded communities.

The Cairngorms National Park has recently gained international recognition for its work on tourism having been awarded the European Charter for Sustainable Tourism. Both Parks have also benefited directly from enhanced European funding.

Long-standing and difficult issues now being tackled in both Parks include recreation and upland management in parts of these areas. The consistency and effectiveness of planning decisions across the Park areas has also been improved, with the Park Authority in Loch Lomond & The Trossachs recently taking enforcement action against a developer.

In both Parks 5 of the 25 Board are directly elected by local people while a further 10 are local councillors with wards in or close to the Park. 22 of the 25 Board members live within or close to the National Park.

Loch Lomond & the Trossachs and the Cairngorms National Parks have annual budgets of £6 and £4 million respectively. The former has managed to attract £6 million of additional funds since 2000 for investment on natural heritage, recreation and visitor management projects in the area.

In Loch Lomond & the Trossachs, work is commencing on the development of a National Park brand, on potential outlets for National Park produce and also for timber products. In the Cairngorms, a National Park brand has been developed and has currently been adopted by some 20 businesses that meet the quality criteria.

Both Parks have employed local community facilitators to help build community capacity to engage in the planning
and management of their areas and to deliver community projects. In Loch Lomond & The Trossachs, a 'Play in the Park' scheme has carried out best practice events and delivered a number of innovative play areas within and around the Park area.

In addition to local environmental improvements, a key priority identified in both National Parks is the development of more affordable housing provision. The draft Park Plan in Loch Lomond & the Trossachs identifies a range of community-led proposals for local projects. In the Cairngorms, a major theme of the emerging Park Plan is tackling affordable housing. A small grant scheme has also been established to enable communities to tackle local projects.

Both Parks have run successful training programmes for land managers and are actively looking at the potential of developing a local apprentice scheme. Both Parks are also involved in the development of tailored land management contract schemes within their areas. Other innovative work includes the development of the solar powered boat service for visitors to Loch Lomond National Nature Reserve. In the marine environment, relevant examples in Scotland include the Loch Torridon gear management project and the tourism, education and involvement aspects of the Sound of Arisaig SAC management scheme.

USA

Gulf of Farallones National Marine Sanctuary

In this Marine Sanctuary, environmental education was seen as having a key role at outset. Objectives proposed include: increasing public awareness; provision of first hand experience, appreciation and involvement; and developing strong networks of local support. The education programme aimed to reach as many members of the public as possible, building the identity of the area and widespread recognition of its ecological importance.

Monteray Bay Marine Sanctuary

This Park has an Advisory Council with local stakeholder representatives. This Council promotes public stewardship of the Sanctuary and acts as community mediator and advisor.

Florida Keys National Marine Sanctuary

This large area uses zoning to manage the balancing of interests and resolution of conflicts. Five types of zones reflect different priorities for different areas and allow economic and environmental benefits to be realised. Zoning is seen as critical to achieving Sanctuary's primary goal of resource protection. This is complemented by other management schemes which are not specific to particular areas, e.g. water quality protection programme.

Views are invited on the potential benefits a Coastal and Marine National Park could bring:

How could a Coastal and Marine National Park help communities develop in a more sustainable way and meet community aspirations?
What problems could a Coastal and Marine National Park address?
Are there any other examples of benefits that a Park could bring?

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