Overview

Cairngorms 2030 is an ambitious programme that will see the Cairngorms become the UK’s first net zero National Park, turning all the talk about tackling climate change into positive action on the ground. Made up of 20 long-term and impactful projects (Annex 1), Cairngorms 2030 is on a bigger scale than anything previously attempted in the UK. With over 90 partners involved, and more than £42 million of funding, we’re focussed on delivering the transformational changes necessary to deliver on our collective climate and nature responsibilities. Cairngorms 2030 seeks to provide both inspiration that change is possible, and models that rural and urban communities can learn from. The programme is inspired by the Gaelic word Dùthchas, reflecting a deep-rooted connection between people and nature. It emphasizes co-design, participation, and partnerships and engaged with over 4,000 local people in its development phase.

Gap the project addresses

Cairngorms 2030 responds to the climate, nature, and public health emergencies. It targets systemic challenges: sustainable land use, greenhouse gas emissions, community empowerment, fragmented rural transport systems, and health disparities. Key issues include above-average per capita emissions, overreliance on private vehicles, biodiversity loss, and socio-economic pressures, especially in an aging population. The programme aims to create scalable, inclusive solutions by empowering communities to co-design and lead actions aligned with nature restoration, sustainable transport, and wellbeing.

Ownership model

Cairngorms 2030 is managed by the Cairngorms National Park Authority, a non-departmental public body.  The programme is delivered in partnership with over 90 organisations, ranging from government agencies to community groups, NGOs, and private sector stakeholders.

The Park Authority provides strategic leadership, while individual projects are implemented collaboratively, often with community ownership through development trusts and social enterprises.

The governance structure includes dedicated project staff (24 core plus 26 in-kind roles), project boards, and advisory forums to ensure broad oversight and inclusive participation.

Policy and funding

The programme is backed by nearly 20 funding sources. Major contributors include:

• Peatland Action (£12m)
• National Lottery Heritage Fund (NLHF) (£12.5 m)
• Transport Scotland (>£4m)
• Scottish Forestry Grant Scheme (£4m)
• Park Authority (£2.75m), plus £3m in-kind contributions

Policy alignment is strong with Scottish and UK climate and biodiversity strategies, the UN Sustainable Development Goals, and the Cairngorms National Park Partnership Plan (2022–2027).

The programme is positioned as a strategic testbed to trial innovative approaches under national and regional frameworks.

Impact to date

The knowledge exchange and research strand of the Cairngorms 2030 programme ensures a robust programme-wide approach to monitoring, evaluation and research. This allows us to demonstrate what we achieve during delivery, learn from the processes of change and share that with others across a range of contexts.

Indicators are monitored and evaluated through a dedicated research strand to ensure continuous learning and global knowledge sharing. This includes:

• 20 diverse projects with outcomes such as increased wellbeing, climate action, skills development, and net GHG reductions
• Involvement of 4,000 residents and 700 students during development phase.
• Ensuring that change is demonstrable and supported by evidence.
• Tracking the process of achieving the project and programme aims, so that we continue to learn and adapt throughout the delivery phase.
• Developing a coordinated approach to the diverse research taking place across Cairngorms 2030 and in the National Park more broadly.
• Independent carbon accounting specialists, Small World Consulting reports that Park residents’ GHG emissions is 14.4 tCO₂e per person/year (above UK average) and visitor travel emissions are 232,591 tCO₂e annually (2022).
• Peatland restoration target: 1,300 ha of peatland restored per annum
• Woodland expansion target: 1,000 ha of woodland to be restored over five years
• Supporting a PhD Studentship in Sociology: Just and Sustainable Transitions: An Interdisciplinary Approach to Understanding Behaviour Change In The Cairngorms National Park.
• Sharing information and experiences in diverse networks across research, policy and practice at all geographical scales.

Contribution to just transition

Cairngorms 2030 embodies the Scottish Government’s Just Transition Outcomes by delivering climate action that is inclusive, equitable, and community led.

• The programme focuses on empowering local communities to co-design and implements solutions that reduce emissions and enhance biodiversity while ensuring fair distribution of benefits and responsibilities.
• The programme promotes fair work through green job creation, builds local capacity via volunteering and training, and places a strong emphasis on equality, diversity, and inclusion—especially reaching marginalised groups.
• Projects like the £1m community-led climate grant scheme – which is being fully co-designed with the communities of the National Park – as well as sustainable transport, and wellbeing economy development ensure no one is left behind.
• By integrating environmental, social, and economic wellbeing, Cairngorms 2030 helps ensure the transition to net zero also enhances quality of life across the region.

Local and regional industrial heritage

The Cairngorms National Park has a rich cultural landscape shaped by centuries of land use including forestry, farming, hunting estates, and tourism.  Cairngorms 2030 is deeply rooted in this context, respecting the “hand on the tiller held lightly” tradition—balancing stewardship of nature with community needs. Many of the programme’s projects aim to evolve historical practices into sustainable models, such as transforming farming to carbon-negative operations or supporting forestry and peatland industries to become ecological restoration leaders. The programme draws inspiration from the Gaelic concept of Dùthchas, highlighting the deep, ancestral bond between people and the land in the region. This historical identity is integral to shaping a resilient and regenerative future.

Benefits to the local area

Cairngorms 2030 offers extensive environmental, social, and economic benefits:

• Climate and nature: Annual restoration of 1,300 hectares of peatland and planting/regeneration of 1,000 hectares of woodland will sequester carbon and enhance biodiversity.
• Health and wellbeing: NHS prescribed access to nature-based therapies and UKs first outdoor dementia support centres improve public health, while reducing pressure on healthcare services.
• Transport: Improved active travel infrastructure and sustainable transport options reduce car dependency, lower emissions, and increase accessibility.
• Empowerment and inclusion: Over 4,000 residents and 700 students engaged in co-design; climate learning initiatives empower youth; and underrepresented groups are prioritised. Testing of participatory democracy models will empower communities to take ownership of climate action through climate grant co-design.
• Economy: The shift toward a wellbeing economy supports fair work, resilience, and community wealth building, while attracting inward investment and enhancing tourism sustainability.
• Legacy: The programme acts as a replicable model for other regions and supports national policy goals on climate, biodiversity, and inclusive growth.

Together, these benefits ensure the Cairngorms region becomes a global exemplar of how people and nature can thrive in a just, low-carbon future.

Lessons learned

The Cairngorms 2030 programme is only a third of the way through its 5 year delivery phase but has already yielded several key positive learning points. These insights are crucial for shaping future workplans and ensuring long-term success. Here are the most significant learning outcomes to date:

Stronger, more connected internal team and partnership group

• The development phase fostered a more skilled, confident, and collaborative team.
• Staff now have a deeper understanding of the interrelationships between different project strands, enhancing cross-project synergy.

Effective community engagement

• Over 4,000 people (a quarter of the Park’s population) and 700 high school students were engaged.
• The team learned that in-house engagement (rather than consultancy outsourcing) is more effective, leading to the creation of a dedicated engagement team helping us build long-term relationships with key stakeholders and embed learnings within the programme
• Innovative methods like engaging parents during extracurricular activities proved successful in reaching underrepresented groups.

Test-and-learn culture

• The programme embraced a test-and-learn approach, allowing for adaptation and innovation.
• Projects like the Outdoor Dementia Resource Centre, Cycle-Friendly Cairngorms, and Green Finance evolved significantly based on real-world testing and feedback.

New models and tools

• Developed new engagement models, including citizens’ juries and mobile outreach (e.g., Dementia Centre “Tipi on Tour”).
• Introduced conjoint analysis to understand how communities value landscapes—an innovative application of marketing tools in environmental planning.

Stronger partnerships

• The number of partners grew from 45 to over 90, including strategic collaborations with NHS Scotland, Alzheimer Scotland, and equality-focused organisations.
• These partnerships are now more aligned and committed to shared outcomes.

Increased awareness and community buy-In

• Stakeholders report greater awareness and acceptance of the climate emergency.
• There is a growing sense of ownership and trust among communities and partners.

Improved systems and processes

• The team implemented new tools for project management (e.g., ClickUp, MS Teams, SharePoint, RAID logs).
• Procurement, contracting, and reporting processes were streamlined and standardised.

Innovation in project design

• Projects were adapted to better suit local contexts, such as shifting from a rigid e-bike network to a more flexible, community-based cycle hub model.
• The Climate Learning and Education project successfully embedded climate action into school improvement plans.

Knowledge sharing and evaluation

• A robust monitoring and evaluation framework has been developed, including partnerships with academic institutions like Edinburgh University and UHI.
• Plans for a knowledge exchange platform will ensure lessons are shared locally and globally.

Legacy planning and sustainability

• The programme has already identified legacy projects and funding pathways to ensure continuity beyond 2028.
• A strong focus on capacity building and resilience ensures the Park Authority and its partners are better prepared for future challenges.

Challenges

The Cairngorms 2030 programme has several key constraints and challenges:

Complexity and scale

• The programme comprises 20 interconnected projects across themes of nature, people, place, and wellbeing. Managing such a large and diverse portfolio requires robust coordination, governance, and communication.
• The geographic scale of the Cairngorms National Park (the largest in the UK) adds logistical complexity.

Behaviour change

• Achieving systemic change requires deep and sustained behaviour change across diverse communities, land managers, and visitors. This is inherently difficult, especially in rural areas with entrenched practices and limited alternatives.

Community engagement

• Ensuring inclusive and equitable engagement is a major challenge. The programme targets underrepresented groups (e.g., ethnic minorities, disabled people, LGBTQ+ individuals, and those in poverty), but reaching and involving these groups meaningfully requires time, trust-building, and tailored approaches.
• There is a risk of consultation fatigue due to the scale of engagement required.

Funding and financial management

• The programme has a budget of £42.3 million, with funding from over 20 sources. Managing this complex funding landscape, ensuring cash flow, and meeting funder requirements (e.g., NLHF, Transport Scotland, Peatland Action) is a significant administrative burden.
• Inflation and cost uncertainties, especially in construction and transport projects, pose financial risks.

Capacity and staffing

• Recruiting and retaining skilled staff in a rural area is challenging. The programme required 24 new posts, and staff turnover or shortages could impact delivery.
• There is also a need for specialist training in areas like green finance, biodiversity monitoring, and community facilitation.

Policy and regulatory environment

• The programme must align with evolving Scottish and UK policy frameworks (e.g., biodiversity targets, land reform, climate legislation). Changes in policy or political priorities could affect delivery.

Legacy and sustainability

• Ensuring that the benefits of the programme are sustained beyond 2028 is a key challenge. This includes maintaining infrastructure, continuing community engagement, and embedding new practices in land management and healthcare.

Replication and scaling

Cairngorms 2030 is designed to be replicable and scalable, and it explicitly aims to serve as a national and international exemplar of how people and nature can thrive together. Key Enablers of Replication and Scaling:

• Modular project design: The 20 projects are designed to be interconnected but also function independently, allowing for selective replication.
• Knowledge exchange and research: A dedicated project within the programme focuses on monitoring, evaluation, and sharing lessons. This includes partnerships with universities, a knowledge-sharing platform, and plans for academic publications and mentoring.
• Policy alignment: The programme aligns with Scottish Government priorities (e.g., net zero, biodiversity, wellbeing economy), making it a model for other regions.
• Community co-design model: The emphasis on co-design, partnership, and widening participation offers a replicable framework for inclusive environmental and social change.
• Innovative approaches: Projects like Public Health and the Outdoors, Outdoor Dementia Resource Centre, Green Finance and Community Wealth Building, andClimate Learning in Schools are pioneering and could be adapted elsewhere.
• One project that has already been scaled at a national level is the Outdoor Dementia Resource Centre. It has been a catalyst for change and inspired Alzheimer Scotland to invest in opening a second centre of dementia care excellence in Edinburgh in June 2025.

Barriers to Replication:

• Context specific: Some elements (e.g., land ownership patterns, cultural heritage, ecological characteristics) are unique to the Cairngorms and may not translate directly to other areas.
• Resource intensity: The programme is resource-heavy in terms of funding, staffing, and time. Replication would require significant investment and long-term partnership commitment.
• Governance complexity: The multi-partner governance model may be difficult to replicate in areas without strong institutional frameworks or existing partnerships.

The Park Authority has delivered similar projects including previous large-scale initiatives such as the Tomintoul and Glenlivet Landscape Partnership and Badenoch Great Place Scheme, which provided foundational learning. Internationally, the programme draws inspiration from Nature-Based Solutions (NbS) frameworks promoted by IUCN and the Wellbeing Economy Alliance.

Cairngorms Connect: a partnership of neighbouring land managers, committed to a bold and ambitious 200-year vision to enhance habitats, species and ecological processes across a vast area within the Cairngorms National Park.

Working conditions and fair work practices

Featured organisations and initiatives were asked to supply the following information regarding working conditions:

• Alignment with Scottish Government Fair Work First criteria
• If they have gone beyond Fair Work First by incorporating broader values on fair work
• For larger organisations, whether a union recognition agreement is in place.

This did not apply to co-operatives structures and membership-based initiatives, though all projects and initiatives were given room to provide any detail on fair work practices deemed relevant.

The following information was provided:

The Cairngorms National Park Authority fully supports the implementation of the Scottish Governments Fair Work First policy. It has also chosen to go beyond Fair Work by incorporating broader values of fair work. Workplaces practices including and going beyond FWF are:

• Payment of the real living wage as a minimum. All Park Authority posts meet the real living wage as a minimum and are highly competitive to other government and non-government sectors.
• No zero-hour contracts
• Investment in workforce development and training
• Action to tackle the gender pay gap and creating a more diverse and inclusive workplace
• Flexible and agile working options for all staff
• Trade union recognition. We recognise unions and have a Prospect representative in the workplace
• No compulsory redundancy policy
• Fair work criteria are embedded in Park Authority procurement and grant award selection. We have scheduled over £20m of invitations to tender over the next few years and confirm that procurement bids are assessed to ensure contractors meet FWF criteria
• Over the past year, the Cairngorms 2030 programme have been trialling new approaches to engagement, with the aim of widening participation through co-design. An aspect of this trial and test phase has involved recompensing people for their time provided to us, in addition to more standard payment of any travel and other expenses. As our collaborative work expands, we will establish a consistent framework for offering payment, expenses, or incentives to third-party participants involved in community co-design or stakeholder engagement.