OUTER HEBRIDES COUNTRYSIDE TRUST FEASIBILITY STUDY JUNE 2015 Feasibility Study Outer Hebrides Countryside Trust CONTENTS pages 1. EXECUTIVE SUMMARY 2 2. INTRODUCTION 7 3. OVERVIEW OF COUNTRYSIDE TRUSTS 8 4. CONSULATION FINDINGS 20 5. PROPOSED ROLE AND RESOURCES 26 6. LEGAL STRUCTURE AND MEMBERSHIP 34 7. BUDGET AND SOURCES OF FUNDING 39 Appendices: 1. Sample Charitable Objectives of a Countryside Trust 45 2. Summary of OHCT proposed programme 46 Accompanying reports: 1. Report of the Survey 2. Notes from the stakeholder meetings STAR Development Group 1 Feasibility Study Outer Hebrides Countryside Trust EXECUTIVE SUMMARY Introduction 1. This study was commissioned by CnES and SNH to explore the feasibility of establishing a Countryside Trust for the Outer Hebrides. It is set in the context of the need for CnES and SNH to find a more sustainable partnership mechanism for working together with other key stakeholders to deliver and maintain projects of environmental, economic and community benefit to local communities. Overview of other Countryside Trusts 2. Six Trusts were reviewed as part of this study – Perth and Kinross Countryside Trust, Fife Coast and Countryside Trust, Cairngorms Outdoor Access Trust, Arran Access Trust, Argyll Coast and Countryside Trust and the Loch Lomond & Trossachs Countryside Trust. 3. All of these Countryside Trusts are incorporated charitable organisations. Models for membership and Board of Directors vary. Some Trusts are more closely linked to their funding partners and others are more open and inclusive. Boards often comprise a mix of funding partners, other stakeholder interests, and geographical representation. 4. The role of Countryside Trusts includes developing and managing access projects, environmental preservation and enhancement, promotion and marketing of environmental assets, encouraging use of the countryside for health and recreation, developing training and volunteering opportunities linked to the environment, and helping to raise funds for a wide range of access and environmental projects. 5. They are core funded and supported typically by a group of partners who want to work together to make the most of the local environment. Core funding partners include local authorities, Scottish National Heritage, Forestry Commission, Scottish Enterprise, NHS, and some Charitable Trusts. 6. Core funding usually pays for senior Trust staff members with additional staff being funded through project funding. This has given them the capacity to raise project funding. 7. The Trusts have a good track record in developing, and attracting funds for, large scale environmental projects as well as supporting local groups with their own environmental work. They are also working to develop sustainable strategies to maintain paths – which combine innovative funding, volunteers, training initiatives and employment opportunities. We have highlighted a number of these approaches in the report. 8. Increasingly Trusts seek to raise income to support their work from other sources – including membership, donations, sale of merchandise and services, events and sponsorship, visitor payback schemes, social enterprises, and renewables benefit funds. STAR Development Group 2 Feasibility Study Outer Hebrides Countryside Trust 9. Sustainability depends on this mix of core and project funding and income generation rather than on any one source of funding. Public sector funders continue to support the Trusts in recognition of the benefits that derive from the success of the Trusts in raising external funding for environmental projects and in generating income from other sources. As a result core funding becomes a smaller part of overall turnover – and this can usually be evidenced within the first year or two of Trust trading. Consultation and key findings 10. The consultation for this feasibility study included: A questionnaire A series of consultation events One to one meetings with some key stakeholders 11. The consultation was targeted at stakeholders including land managers, recreation and environmental organisations, tourism related businesses, community and voluntary organisations, and the public sector. It was also promoted and advertised through local media so that other interested parties could participate. 12. In total around 100 people/organisations participated (a full list is in the Appendix to this report). 13. The main findings of the consultation were as follows: The large majority of respondents (79% of survey respondents) were in favour of establishing a Countryside Trust – with only 2 out of 78 survey responses not in favour of setting up the Trust. It was recognised that there was a need for a partnership body that could coordinate, develop and promote environmental projects across the Outer Hebrides. The main priority for the Trust should be the maintenance, development and promotion of the Hebridean Way. It was seen as vital to make sure the Hebridean Way was a success and that social and economic benefits were realised. The Trust should be set up as an independent charitable organisation with an inclusive membership and be able to work across the Outer Hebrides. That the Trust should receive core funding to enable it to appoint staff to fulfil its roles and have the capacity to generate project and other income. That is should be operated in a way that it can serve all the islands – having a base in both the Uists & Barra and Lewis & Harris. It will be essential for the Trust to work in partnership with existing organisations and not compete with them. Proposed Role 14. While other Countryside Trusts now engage in a wide range of activities it was recognised that they all started with a clear focus. It is recommended –taking account of both the research and the feedback from the consultation – that the Outer Hebrides Countryside Trust should focus initially on making the most of the Hebridean Way. STAR Development Group 3 Feasibility Study Outer Hebrides Countryside Trust 15. This should include: Maintaining and developing strong links with and ‘buy in’ from landmanagers along the routes to ensure a shared sense of ownership of the Hebridean Way. Working with landmanagers, communities, voluntary organisations, training organisations and local businesses to establish paths maintenance teams that have a mix of volunteers, trainees, project officers, and local contractors. Involvement and work with recreational, wildlife and tourism businesses and communities to ensure they are able to maximise their benefit from the Hebridean Way and provide services to users of the Hebridean Way. Developing interpretation and educational opportunities along the Way that provide information on local land use, natural and cultural heritage, and community and crofting life. Promotion of the Hebridean Way to visitors, land managers, recreation businesses, communities and local people. Encouraging and supporting events and activities that make use of the Way Encouraging local use of the Hebridean Way for recreation, functional access, education and health. Developing income generation to support the maintenance of the Hebridean Way 16. It will be important for the Trust to work closely with the Outer Hebrides Tourism (CIC) in the promotion of the Hebridean Way and in ensuring that existing and new tourism businesses are supported to make the most of the opportunities that the Hebridean Way offers. Similarly the Trust and Outer Hebrides Tourism should work together to look at ways of encouraging visitor contributions to help maintain and develop the Hebridean Way. Staffing 17. It is recommended that the Trust appoint a senior officer. Their role would include: Developing governance and partnerships Promotion and Participation Project development Business and strategic planning Securing funding and establishing income generation initiatives 18. It is recommended that the Trust should also appoint 2 Hebridean Way Paths Officers. Their role would include: Encouraging volunteering and establishing an Adopt a Path scheme for the Hebridean Way Encouraging local use through work with schools, NHS, communities. Developing and implementing a maintenance programme and supporting the work of paths project teams. Developing the Hebridean Way to enhance the visitor and user experience and to maximise its social and economic benefits. 19. The Trust will need to be able to operate across the Outer Hebrides and it is likely that it will need to have staff and structures that allow it to work effectively in Uists & Barra, and Lewis & Harris. STAR Development Group 4 Feasibility Study Outer Hebrides Countryside Trust Legal Structure and Membership 20. The Trust should be established as a Charitable Company Limited By Guarantee or as a Scottish Charitable Incorporated Organisation (SCIO). All other Countryside Trusts have set up as incorporated charitable bodies and this has served them well in being able to attract a range of funding from public, charitable and private sector funders. 21. It is recommended – following research and consultation – that the membership of the Trust should be inclusive of stakeholders rather than just its funding partners. It is thought that it will work best if it is a genuine independent organisation with strong connections through membership with land managers, tourism businesses, community and voluntary organisations, as well as public sector organisations. 22. Membership should therefore be inclusive of: Land managers, owners and tenants that provide public access on their