Management Plan - North York Moors National Park

Special Qualities of theNorth York MoorsGreat diversity of landscape; sudden dramatic contrasts associatedwith this. Wide sweeps of open heather moorland; distinctivedales, valley and inland headlands. An abundance of forest andwoodland; ancient trees and woodland rich in wildlife. Speciallandforms from the Ice Age; exceptional coastal geology. Majesticcoastal cliffs and sheltered harbours; distinctive coastal headlands.A special mix of upland, lowland and coastal habitats; a widevariety of wildlife dependent on these. Settlements which reflecttheir agricultural, fishing or mining past; locally distinctive buildingsand building materials. Long imprint of human activity; a wealthof archaeology from prehistory to the 20th Century. A rich anddiverse countryside for recreation; an extensive network of publicpaths and tracks. Strong religious past and present; ruined abbeysand ancient churches. Strong feeling of remoteness; a place forspiritual refreshment. Tranquillity; dark skies at night and clearunpolluted air. Distinctive skills, dialects, songs and customs;strong sense of community and friendly people. A place of artistic,scientific and literary inspiration; a heritage of authors, artists,scientists and explorers.2 www.northyorkmoors.org.uk

Welcome……to the North York Moors NationalPark – a special landscape rich incharacter and distinctiveness, wildlifehistory and heritage. Cared for andabout equally by those who live orwork here, those who visit, and alsoby those who don’t, but just want toknow that it is alive and well.The sea breeze and heather; the curlew’s rallyingcall above yellow daffodils; the smell of damp leavesunderfoot upon the earth in autumn. A place where,after 60 years as a National Park, the ethos of harvestingthe wonders, enjoying the productivity, and planning forthe needs of future generations whilst still respecting thelimits and rhythm of nature, has become a culture and aspecial quality in itself. A careful way of working. A codefor sustainability. Something I hope you can use and carrywith you when you leave for wherever you are going.Jim BaileyChairman, North York Moors National Park Authorityb This National Park takes a wider view B b Ambitious positive outcomes B b Production while caring BNorth York Moors National Park Management Plan

PrefaceThe National Park Management Plan is the strategicframework for the future of the National Park. The highquality environment and friendly communities that existtoday are a reflection of the way in which this unique placehas been looked after over the years. Without the care of itscommunities, farmers, land managers and visitors the NationalPark would not be the place it is now, and the future of thePark is dependent on continuing this careful way of working.This Management Plan is pursuing a new and innovativeapproach by looking at the pressures facing the National Parkand society as a whole and the services that the Park canprovide. These services include the production of food, theprovision of opportunities for improving health and wellbeingand responding to the effects of a changing climate, aswell as the more traditional ones of wildlife and landscape.Responding to the challenges of climate change will includeensuring that the Park’s important habitats are well connected.The public and partners have been involved in consideringhow we should address these wide ranging issues. The Plancontains the results of new research and investigation intowhat the Park currently provides and we have tried to answerthe question: what should the Park be producing?This Plan is for everyone whether they live in, work in, visit orsimply value the National Park. It is hoped that in five yearstime, through the dedication of everyone involved in lookingafter the Park and those who live in and visit the Park, we willbe well on the way to meeting the long term aims set by thePlan. There will be more woodland in the Park, more food willbe being produced and more people will be experiencing theopportunities for leisure and recreation that the Park has tooffer. Importantly, the North York Moors will still be valued bymany for its remoteness and tranquillity and the environmentwill still be as exceptional as it is today, continuing to justify itsexistence as a National Park.www.northyorkmoors.org.uk

Contents1 Context 61.1 The North York Moors National Park 61.2 Vision and Special Qualities of the North York Moors 71.3 What is the Management Plan? 91.4 How the Management Plan Relates to Other Plansand Strategies 101.5 Why Review the Management Plan? 121.6 Benefits from Moorland, Woodland, Farmlandand Coast 121.7 Sustainable Development 141.8 Pressures for Change 141.9 How the Management Plan will be Delivered 172 Environment 222.1 Landscape 222.2 Historic Environment 252.3 Habitats and Wildlife 302.4 Tranquillity 382.5 Geodiversity 422.6 Air Quality 442.7 Soils 462.8 Moorland 482.9 Trees and Woodlands 502.10 Rivers and Streams 552.11 Coastal and Marine Environment 583 Understanding and Enjoyment 633.1 A Sustainable Growth in Visitors for theNational Park 633.2 Enjoying the Park 643.3 Promoting the Park 713.4 Understanding the Park 734 Business and Land Management 784.1 Tourism 784.2 Agriculture 824.3 Forestry and Woodland 884.4 Moorland Shooting 904.5 Lowland Shooting 924.6 Local Businesses 944.7 Fishing 975 Communities 1005.1 Involvement 1005.2 Culture and Traditions 1025.3 Facilities 1045.4 Housing and New Development 1065.5 Transport 1085.6 Energy 1125.7 Waste Management 115Acknowledgements 119North York Moors National Park Management Plan

1. Context1.1 The North York Moors National ParkNational Parks worldwide are special places. NationalParks in the United Kingdom have led the way inrecognising the historic impact of humans on the naturalenvironment. The National Parks and Access to theCountryside Act 1949 sought to make sure that our mostbeautiful and distinctive landscapes are protected forfuture generations to enjoy. The North York Moors is aplace where nature and history inspire each other. It wasdesignated as a National Park in 1952 and comprises 1,436square kilometres of a rich variety of landscapes, habitatsand buildings ranging from the largest tract of unbrokenheather moorland in England to spectacular coastline,historic villages and large areas of woodland. It is home toaround 25,000 residents who contribute to the culture,communities, upkeep and evolution of the National Park.There are large urban communities to the north of thePark in Teesside and the smaller towns of Whitby andScarborough to the east.The statutory purposes of National Parks, as set out in the1995 Environment Act, are to:b Conserve and enhance the natural beauty, wildlifeand cultural heritage of the ParkandPromote opportunities for the understanding andenjoyment of the special qualities of the Park bythe public.BIn pursuing these two purposes the 1995 Act also placesa duty on National Park Authorities ‘to seek to foster theeconomic and social well being of local communities’.In addition, the 1995 Environment Act makes it a duty for all‘relevant authorities’ working in the National Park such aspublic agencies, the County Council, District Councils andParish Councils to have regard to the National Park purposes.The Management Plan is therefore important not only forthe National Park Authority but for all organisations whooperate within or have an impact on the National Park. Thevast majority of land and other property in the National Parkis in private ownership and supports farming, recreation andother business activity. The purposes of National Parks andthe aspirations and objectives for its management can onlybe achieved by engaging and working with these interests.The Government’s priorities for National Parks are set outin the National Parks Circular which focuses on five keyoutcomes for 2010 – 2015 1 :● A renewed focus on achieving the Park purposes;● Leading the way in adapting to and mitigating climatechange;● A diverse and healthy natural environment, enhancedcultural heritage and inspiring lifelong behaviourchange towards sustainable living and enjoyment of thecountryside;● Foster and maintain vibrant, healthy and productive livingand working communities;● Working in partnership to maximise the benefitsdelivered.DEFRA has recently reaffirmed the priorities for National ParkAuthorities as being to implement the statutory purposes andto contribute towards achievement of the priorities outlinedin the Circular, and to also contribute to rural growth andsupport the delivery of the Natural Environment White Paper.Beyond its scenic beauty the National Park is a place wherepeople can learn about tackling environmental challenges forexample developing sustainable land management practicesand delivering environmental services such as the provision ofclean water and the storage of carbon.1 English National Parks and the Broads – UK Government Visionand Circular 2010 (DEFRA, 2010)6 www.northyorkmoors.org.uk

Map 1: North York Moors National Park1.2 Special Qualities of the North York MoorsVisionA vision for England’s National Parks to 2030 which all thosewith an interest in the National Parks are encouraged to worktowards is set out in the National Parks Circular as follows:‘By 2030 English National Parks and the Broads will be placeswhere:● There are thriving, living, working landscapes notable fortheir natural beauty and cultural heritage. They inspire visitorsand local communities to live within environmental limits andto tackle climate change. The wide range of services theyprovide (from clean water to sustainable food) are in goodcondition and valued by society.● Sustainable development can be seen in action. Thecommunities of the Parks take an active part in decisionsabout their future. They are known for having been pivotal inthe transformation to a low carbon society and sustainableliving. Renewable energy, sustainable agriculture, low carbontransport and travel and healthy, prosperous communitieshave long been the norm.● Wildlife flourishes and habitats are maintained, restoredand expanded and linked effectively to other ecologicalnetworks. Woodland cover has increased and all woodlandsare sustainably managed, with the right trees in the rightplaces. Landscapes and habitats are managed to createresilience and enable adaptation.● Everyone can discover the rich variety of England’s naturaland historic environment, and have the chance to value themas places for escape, adventure, enjoyment, inspiration andreflection, and a source of national pride and identity. They willbe recognised as fundamental to our prosperity and well being.’North York Moors National Park Management Plan7

ContextThe vision for the North York Moors was developed aspart of the consultation on the last Management Plan butits aspirations are still relevant. Some small but importantadditions have been made for this Plan. The vision is a longterm view of the type of place that the National Park shouldbe. The objectives of the Management Plan and activities ofthe National Park Authority and other organisations working inthe National Park should help towards achieving the vision:The second National Park purpose refers to the promotion of opportunities for ‘the understanding and enjoymentof the special qualities’. The special qualities have been defined as:Great diversity of landscapeSudden dramatic contrasts associated with thisLong imprint of human activityA wealth of archaeology from prehistory tothe 20th Century● A place managed with care and concern for futuregenerations● A place where the diversity and distinctiveness of thelandscape, villages and buildings is cherished● A place where biological and cultural diversity, and otherspecial qualities are conserved and enhanced● A place where the environment and way of life isrespected and understood● A place where communities are more self sustaining andeconomic activity engenders environmental andrecreational benefits● A place that is special to people and that providespleasure, inspiration and spiritual well being; where calmand quality of life are celebrated● A place where visitors are welcome and cultural andrecreational opportunities and experiences are accessible● A place that continues to adapt to change whilst NationalPark purposes continue to be furthered and pursued● A place where natural resources are managed sustainablyand environmental limits are recognisedWide sweeps of open heather moorlandDistinctive dales, valley and inland headlandsAn abundance of forest and woodlandAncient trees and woodland rich in wildlifeSpecial landforms from the Ice AgeExceptional coastal geologyMajestic coastal cliffs and sheltered harboursDistinctive coastal headlandsA special mix of upland, lowland and coastalhabitatsA wide variety of wildlife dependent on theseSettlements which reflect their agricultural,fishing or mining pastLocally distinctive buildings and building materialsA rich and diverse countryside for recreationAn extensive network of public paths and tracksStrong religious past and presentRuined abbeys and ancient churchesStrong feeling of remotenessA place for spiritual refreshmentTranquillityDark skies at night and clear unpolluted airDistinctive skills, dialects, songs and customsStrong sense of community and friendly peopleA place of artistic, scientific and literaryinspirationA heritage of authors, artists, scientists and explorers8 www.northyorkmoors.org.uk

1.3 What is the Management Plan?The National Park Management Plan sets out the vision,strategic policies and outcomes for the National Park over thelong term. It is a Plan for the National Park, its communities,businesses, visitors and organisations and will require allwho have an interest in the National Park to work togetherto achieve its aspirations. It will ensure that National Parkpurposes are being delivered whilst contributing to theaims and objectives of other strategies for the area. ThisManagement Plan is different from its predecessors in that itmore clearly recognises the outputs and role of key industriesand begins to tackle the question of what the National Parkcan produce to meet society’s needs whilst ensuring theachievement of National Park purposes.The Management Plan:● identifies aims for the National Park;● agrees policies to achieve these;● lists the mechanisms and identifies key partners toachieve the policies and targets;● sets clear targets and identifies potential capacity insome areas; and● refers to the range of State of the Park indicators toinform its conclusions and ensure monitoringNorth York Moors National Park Management Plan9

Context1.4 How the Management Plan Relates toOther Plans and StrategiesThe Management Plan takes forward national and localpolicies and other strategies within the framework of NationalPark purposes and duty along with local circumstances. It setsthe context for other documents relating specifically to theNational Park such as the Local Development Framework andLocal Biodiversity Action Plan. The policies in the ManagementPlan will also help to inform both national and other localstrategies, for example those produced by the constituentlocal authorities.‘The Natural Choice’ White Paper 2 outlines the Government’svision for the natural environment over the next 50 years. Thefour key themes of the White Paper are:● Protecting and improving our natural environment;● Growing a green economy;● Reconnecting people and nature; and● International and European Union leadership.National Park Authorities are already delivering many of theambitions set out in the White Paper, for example throughtheir work with volunteers and schools, working with partnerson biodiversity, cultural heritage and local food and adoptingan ecosystems services approach. Ecosystem services aredefined as services provided by the natural environment thatbenefit people. In the National Park these include provisionof drinking water, clean air, food production, open spacefor recreation, sense of place, sense of history and a placefor inspiration. The Plan also takes account of the EuropeanLandscape Convention which establishes a framework forlandscape management.The policies, plans and strategies of other organisationsdealing with specific topic areas have been taken into account.These include plans such as the Uplands Policy Review,Marine Policy Statement and Biodiversity 2020 (the EnglandBiodiversity Strategy), and locally the Yorkshire and HumberHistoric Environment Strategy, Heritage Coast ManagementPlan, Catchment Flood Management Plans and CommunityStrategies. The following ‘themes’ can be identified fromthe five community based strategies developed by the localauthorities covering the National Park:● Conserve and enhance biodiversity, natural and builtenvironments and cultural heritage;● Reduce the risk and mitigate against the impact offlooding;● Reduce carbon emissions and adapt to and plan forclimate change;● Encourage physical activity through use of greeninfrastructure;● Increase visitor numbers especially in off peak months;● Support apprenticeships/local skills, enterprise and localbusinesses;● Improve accessibility and access to public transportincluding community transport;● Improve communications infrastructure; and● Maintain and improve access to services and support andgrant aid for village facilities and community activities.The Authority publishes a Business Plan setting out how it willallocate resources to deliver its share of the Management Planover a three year period in the light of commitments by itspartners. Strategies and plans on specific topics have also beenpublished by the Authority since the last Management Planincluding:● North York Moors Local Development Framework● Recreation and Access Strategy● Communications Strategy● Biodiversity Action Plan● Education StrategyThis Management Plan identifies new strategies and planswhich will be prepared over its lifetime. Some existing plansand strategies will be reviewed or replaced over the lifetimeof the Plan.The Management Plan therefore interacts with a range ofpartners’ plans and strategies to help achieve its aims. Theseare supplemented by bilateral agreements and protocols ondelivery which relate to specific outcomes.2 The Natural Choice: Securing the Value of Nature (DEFRA, 2011)10 www.northyorkmoors.org.uk

How the National Park Management Plan relates to other plans and strategies1995 Environment Act(National Park Purposes)and National Park CircularAgreements and protocolsbetween the National ParkAuthority and partnersNational Park Authority’sBusiness PlanInternational and nationalpolicies and legislation,e.g. EU Habitats Directive,Soil Strategy for England,European LandscapeConventionOther National ParkAuthority strategies andaction plansCorporate plans of partnerorganisationsRegional, sub-regional and local plansand strategies, e.g. Local TransportPlans, Sustainable CommunityStrategiesNorth York Moors Local DevelopmentFramework including Core Strategyand Development PoliciesNorth York Moors National Park Management Plan11

Context1.7 Sustainable DevelopmentThe most widely accepted definition of sustainabledevelopment is that originating from the 1987Brundtland Report – ‘Sustainable development isdevelopment that meets the needs of the presentwithout compromising the ability of future generationsto meet their own needs.’The National Parks Circular states that NationalParks should be exemplars in achieving sustainabledevelopment. This is about ensuring a better qualityof life for everyone, both now and for generationsto come. Within the National Park, conserving andenhancing the landscape, biodiversity, cultural heritage,tranquillity and natural resources and promoting publicunderstanding and enjoyment of these should lie atthe very heart of developing a strong economy andsustaining thriving local communities.1.8 Pressures for ChangeMany of the objectives contained within the lastManagement Plan are still relevant. The two NationalPark purposes and the duty still underpin all thepolicies and activities that affect the National Park.However, some circumstances have changed since thepublication of the last Management Plan in 2004 and itis important that these are identified and taken forwardwithin the policies in the new Management Plan.In 2009, Professor John Beddington predicted thatby 2030 the world could see a number of factorsincluding climate change, population growth andfood, water and energy shortages combining to createa ‘perfect storm’. The consequences of this could beinternational migration and public unrest as peoplemove to find the resources they need to survive. Whilstat a global scale science has a role in developingsolutions to this scenario, we also have a role to play ata local level.Climate ChangeThe precise impacts of climate change on the NationalPark are uncertain. The UKCP 2009 3 projectionsfor Yorkshire and Humber suggest that hotter driersummers, warmer wetter winters, more storms andsea level rise are likely. Significant effects may not beapparent until later in the century, and the NationalPark is facing other more immediate pressures suchas a global demand for food which will have a greaterimpact in the shorter term. However, some changesare already apparent and these could have a range ofeffects that will result in changes to the National Park’slandscape character and special qualities. The NationalPark Authority has produced an assessment of the risksand opportunities for the Park arising from climatechange 4 . The changes include more frequent flooding,increased risk of fire, different forms of vegetation andtree cover, the introduction of new species and the lossor decline of some existing plants and animals to pestsand diseases, whilst important habitats may becomemore isolated.Emissions of CO 2 and other greenhouse gases fromenergy generation, transport and land managementpractices are now widely accepted as making acontribution towards changing the global climate.Through its residents, businesses, visitors and land usepractices the National Park was responsible for emittingover 390 kilotons of CO 2 in 2006. Just over a fifth of thiscan be attributed to the domestic sector, with transportaccounting for nearly half and industrial and commercialusers for around a third. Emissions of other gases inthe National Park are also contributing towards climatechange, particularly nitrous oxide and methane, which isto be expected due to the large agricultural base. In 2006,methane and nitrous oxide emissions from the Park wereequivalent to 314kt of CO 2 . The UK has set a target toreduce CO 2 emissions by 80% (from a 1990 baseline) by2050.Whilst on a global or national scale the National Park isresponsible for only a very small proportion of emissions,efforts should be made to reduce these and there is alsoan important role to play in setting a good example. TheManagement Plan can also provide a framework forthe National Park to adapt to the predicted effects by,for example, protecting and developing well connectedhabitat networks to assist species movement and managingland to store more water upstream. The effects of climatechange and how these can be addressed are consideredthroughout the Plan in relation to individual topics. Figure 2considers how each of the Plan’s aspirations can contributetowards mitigation of and adaptation to climate change.3 UK Climate Projections (www.ukclimateprojections.defra.gov.uk)4 Adapting to climate change in the North York Moors National Park– Assessment of Risks and Opportunities (North York MoorsNational Park Authority, 2011)14 www.northyorkmoors.org.uk

Water Framework DirectiveThe Water Framework Directive 5 requires that all water bodiesachieve ‘good’ status by 2015. Although there has been animprovement in the water quality at river monitoring sites overthe lifetime of the current Management Plan there are stillproblems with diffuse pollution, and many water bodies arefailing due to barriers such as weirs which delay or prevent fishmigration.Food SecurityGreater pressure on land resources and escalating foodprices in recent years has focused attention on the need forsecure food supplies. The need to increase food productionis recognised across Government policy, including in theEngland Biodiversity Strategy 6 . Whilst food production isdriven by global markets it is important that the ManagementPlan recognises the productive capacity of the National Park.A study of farming and farm output in the National Parkundertaken by Askham Bryan College 7 provides an importantpiece of evidence for the Management Plan. One of theissues arising from the report is how to sustain or improvethe productivity of the sector without harming the NationalPark’s special qualities – it is generally accepted that furtherintensification of agriculture for example through increaseduse of fertilisers and pesticides or more intensive factoryfarming would harm the environment and landscape of theNational Park. However, improved skills and practices couldincrease production and profitability without detracting fromthe area’s special qualities as could increased investment incertain forms of agricultural technology.Tourism and BrandingTourism is important to the economy of the National Park,bringing in £416 million in 2010. There is a need for a cleareridentity and ‘branding’ of the North York Moors to maintainits attraction as a visitor destination and support the localeconomy. Without a strong brand, locally produced goodswill not flourish and without awareness of the existence of theNational Park the second purpose relating to understandingand enjoyment of its special qualities cannot be achieved.There is evidence that the value of tourism to the localeconomy has declined since 2007 and this ManagementPlan proposes an increase in visitors and visitor spending inorder to reverse this decline. However, visitor activity needsto be managed to avoid harmful impacts. It is proposed thata new Promoting the Park Plan to sit alongside the existingRecreation and Access Strategy is developed with policies toachieve these objectives.Upland Economy and Common AgriculturalPolicy ReformThe Government has conducted a policy review of the Englishuplands 8 which emphasises their importance in providingbenefits for society such as food production, floodwaterand carbon storage, provision of drinking water, landscapequality and biodiversity. The review document sets out howDEFRA and its partners will work to support the uplandsand its communities. Payments to farmers and landownersfor the delivery of ecosystem services is also beingresearched by DEFRA.Health through NatureHumans evolved in the natural environment and contactwith nature is fundamental to our physical and mentalwell being. People have come to the North York Moorsfor over a thousand years for spiritual refreshment andcontemplation. The health benefits of physical activity inreducing levels of obesity and stress are now a major partof the public health agenda compared with ten years ago.In 2009, almost a quarter of adults in the UK were classifiedas obese 9 . Although physical activity levels amongst adultsare increasing, those achieving the recommended amountsare in the minority. Access to outdoor activities and contactwith nature is seen as increasingly important for children.Walking is Britain’s most popular outdoor recreationalactivity and the rights of way network in the National Parkis an important resource to meet this demand. The NationalPark as a whole provides calm in a busy world and allowspeople to enjoy the non material aspects of life.5 Directive 2000/60/EC6 Biodiversity 2020: A Strategy for England’s wildlife and ecosystemservices (DEFRA, 2011)7 Agricultural Output in the National Park – Current Level and FutureProspects (Askham Bryan College, 2011)8 Uplands Policy Review (DEFRA, 2011)9 Statistics on obesity, physical activity and diet (Health and SocialCare Information Centre / NHS, February 2009)North York Moors National Park Management Plan15

ContextWoodlands and ForestryThere is an ambition nationally to increase the area oftree cover for the multiple benefits this provides includingincreasing resilience to climate change through connectingand buffering existing woodland habitats, storing carbon,reducing the risk of flooding, using wood fuel as a sustainablesource of energy and providing recreation opportunities.LocalismThe UK’s National Parks have always combined a large elementof local governance alongside a national remit. Many of theprinciples of localism are already embedded in the NationalPark culture. A huge range of people and organisations worktogether to make the North York Moors function effectivelywhilst keeping the place a special one for future generations.Localism should allow the special nature of the North YorkMoors to develop further without undue interference. Thechallenge will be to balance local aspirations with the nationalinterests of a protected landscape.SkillsIt is understood that the traditional skills base in theNational Park is declining. Taking forward the policies of theManagement Plan will require, for example, trained craftspeoplewho can work with local materials and understand the subtletiesof the Park’s distinctive heritage features. The agricultural sectorwill need to have access to knowledge of new technology andproduction techniques. The land managers across the NationalPark will need the skills to embrace new ways of working fromgrowing wheat to delivering environmental schemes.16 www.northyorkmoors.org.uk

Contraction of ResourcesThe National Park Authority and most of its public sectorpartners are facing a period of change and shrinking of staffand financial resources. This is a significant change sincethe publication of the last Management Plan and affects theprojects and activities that can be delivered not just by theAuthority but all publicly funded organisations whose activitiesaffect the National Park.1.9 How the Management Plan will beDeliveredThe Management Plan has four sections dealing with theEnvironment, Understanding and Enjoyment, Business andLand Management and Communities. Whilst the concept ofecosystems services is embedded within the Plan, to avoidrepetition the chapters have not been structured aroundthe main ecosystems. There are overall aims for each topicarea and more specific policies setting out the approach toachieving those aims. The means of achieving policies are alsoidentified such as through specific projects, activities or otherstrategies. This includes reference to the important work ofother organisations, communities, businesses and landownersin delivering the policies of the Management Plan. There maybe other projects or organisations which will also help to deliverthe policies which have not been specifically identified at thetime of writing.Actions arising from the policies contained within theManagement Plan must be undertaken in accordance withstatutory National Park purposes and, where necessary, theSandford principle 10 must be applied which requires greaterweight to be attached to the purpose of ‘conserving andenhancing’ if it appears that there is a conflict between thetwo National Park purposes. In line with the requirements ofthe Habitats Directive 11 the Plan should be implemented ina way which will ensure that there will not be any significanteffects that would harm the integrity of Natura 2000 sites(Special Areas of Conservation and Special Protection Areas) inrecognition of the legal status of the Natura 2000 sites. Detailedmitigation measures are contained within the AppropriateAssessment report which accompanies the Management Plan.This should be referred to in producing any further plans orcarrying out any projects relating to the policies of the Plan. Forpolicies which relate to development, planning permission willnot be granted for development that would harm the integrity ofNatura 2000 sites, in accordance with the Habitats Directive.Gaining a clear commitment from partners of all kinds to worktowards the Management Plan’s aims and to prioritise resourcesto achieve the targets as far as possible is essential. Nationaland/or local agreements between the National Park Authorityand other bodies including Natural England 12 , EnvironmentAgency 13 , Forestry Commission 14 and English Heritage 15 are orhave been in place. The National Park Authority has agreed withthese partners that signing up to protocols is the most effectivemeans of delivery. Local protocols and joint action plans havebeen identified against relevant policies where appropriate,some of these are yet to be prepared. In addition the NationalPark Authority manages the rights of way network under aDelegation Agreement with North Yorkshire County Counciland Redcar and Cleveland Borough Council.Regular discussions will be held with key stakeholders to checkprogress on delivering the Management Plan. Alongside the workof the National Park Authority and other stakeholders, there maybe a need to secure wider external funding to deliver the policies.A variety of ways will be used to publicise the Plan and reporton its progress, for example through Moors Messenger.As a new approach which reflects the principles of‘ecosystem services’, and in addition to strategic topic basedpolicies, this Management Plan looks at what the NationalPark could accommodate without harming the specialqualities. The Plan is not specifically aiming to achieve theselevels of change and separate targets have been set basedupon what could realistically be achieved by 2017. Thetable overleaf shows how these changes could be achievedwithout harming the special qualities and without hinderingthe achievement of each other. At this strategic level it isnot possible to quantify or be precise about exactly whatthe impacts might be, but this will help in drawing up moredetailed plans at a later date. The table also flags up whatthe potential negative impacts might be if these changes didnot happen in the correct way, and could act as a guide toimplementing some of the Plan’s policies. It is consideredhowever that the policies in the Management Plan willensure that such issues are addressed.10 Introduced in legislation in the 1995 Environment Act11 Directive 92/43/EEC12 Natural England and English National Parks Authorities Association:Protocol on Collaboration for Environmental Land Management Delivery13 Working Together Agreement between the Environment Agency, theEnglish National Park Authorities Association (ENPAA) and the WelshAssociation of National Park Authorities (WANPA)14 An Accord between the Association of National Park Authorities andthe Forestry Commission and Local Accord Between the ForestryCommission and the North York Moors National Park Authority whichwas updated into a Joint Action Plan 2009-2012 (these have expired butthe intention is to update)15 Joint Statement on the Historic Environment in the National Parks ofEngland, Scotland and WalesNorth York Moors National Park Management Plan17

ContextMonitoring and TargetsIt is recognised that the new approach adopted by the Planmeans that simple monitoring based on objectives, targetsand indicators is not possible or appropriate, and a moresophisticated approach is needed to cover all elements. Thismust reflect the reality that the Plan covers a large area ofmulti-functional land, largely privately owned, is designedto look well ahead into the future and be of value to a widevariety of organisations. The Plan will be monitored in thefollowing ways:● Some of the themes covered by the Plan are aspirationsor informed estimates as to what the Park could produceor accommodate and are therefore not expressed astargets – the conclusions are there to inform widerdecision taking and policy formation;● Certain policies are considered to be achievablebut no target has been set due to the number of factorsassociated with implementation, instead the monitoringrelates to an assessment of progress in a desireddirection of travel;● There are elements of the Plan which are consideredto be achievable and also can be relatively easilycontrolled by partners and the National Park Authority– for these policies specific targets have been set;● In addition, a large number of policies in the Planwill be taken forward via the National Park Authority’sBusiness Plan, in which more detailed targets will be set;● Protocols and agreements between the NationalPark Authority and other organisations are identified asthe means to achieve a number of policies and high leveltargets – these will also contain more detailed targets;● A number of factors, for example ozone levels, arebeyond the control of any organisations working withinthe Park but it is nevertheless desirable to monitor trends.In these areas monitoring will be via a State of the Parkindicator.This approach should allow the Plan to be used by nationaland local policy makers as well as by partners and theAuthority in business planning and target setting. It willalso enable the annual process of recording achievementof the Plan’s aims to be carried out with reference to thespecific targets. The well established process of recordingthe overall State of the Park can also be continued. Thesystem adopted is, in short, a reflection of the integratednature of the Plan. This in turn reflects the integrated natureof the UK’s National Parks. Readers should be aware thatthe indicators listed in the Plan represent only a fraction ofall of the information that is recorded about the Park. This isparticularly true for natural environment indicators.18 www.northyorkmoors.org.uk

Figure 2: Implementing the aspirations of the Management PlanThis table explains the considerations that should be taken into account in delivering the aspirational elements of the Management Plan.Any activities arising from implementation of the Management Plan should be undertaken in a way which furthers National Park purposes.AREA OFASPIRATIONALCHANGETARGET / POLICYBY 2017WHERE SHOULDTHIS BEENCOURAGEDTO HAPPEN?WHERE SHOULDTHIS GENERALLYNOT HAPPEN?WHAT WOULD THEBENEFITS BE?WHAT SHOULD BEAVOIDED?HOW WILLTHIS HELP INADAPTING TOOR MITIGATINGCLIMATE CHANGE?1,000 additionalhectares of speciesrich grassland150 hectares of restoredor created species richgrasslandUnimproved grassland,semi-improved grassland,species-poor improvedgrassland, roadsideverges, field margins,possibly on some coniferplantationsOn the Park’s mostproductive agriculturalland, woodland (exceptfor conifer plantations)or land which couldimprove connectivity ofother important habitats.More and betterconnected habitatnetworks, increasedresilience to climatechange, enhancedlandscapesUnjustified loss of thePark’s most productiveagricultural land, useof land that couldpotentially be suitablefor tree planting, harm tothe natural environment,landscape and culturalheritage and its ‘sense ofplace’.More and betterconnected habitatswill particularly benefitthose species favouringa cooler climate whichmay otherwise becomestranded in smallpockets of suitablehabitat.3,000 additionalhectares of woodland300 hectares ofwoodlandLand of lower agriculturalproductivity, brackencovered slopesOn the Park’s mostproductive agriculturalland, open moorland,important grasslandhabitats or landwhich could improveconnectivity of otherimportant habitats.Better networks ofwoodland, more carbonstored in trees, speciesbetter able to adapt toclimate change, greaterpotential supply ofwoodfuelUnjustified loss of thePark’s most productiveagricultural land, harm tothe natural environmentincluding loss ofimportant wildlife, harmto landscape and culturalheritage and its ‘sense ofplace’, loss of importantopen access land 16 .More carbon storedin trees. More andbetter connectedwoodlands will helpto support woodlandflora and fauna whichmay otherwise becomestranded.An extra 1.6 millionvisitorsIncrease number ofvisitorsParticularly arrivingat ‘hubs’ as set out inthe North York MoorsRecreation and AccessStrategyPlaces currently or thatcould be potentiallyharmed by visitorpressure, tranquil areas.Increased income forthe local economy andbusinesses, increasedunderstanding andenjoyment of the Parkby the public, improvedhealth and wellbeingOver use of sensitiveareas, disturbance anddamage to importantnature conservationsites, loss of tranquillity,inappropriately locatedor designed new tourismrelated developmentsEncouraging people tovisit the National Parkmay reduce the CO 2emissions associated withoverseas travel. Warmerweather may help toattract more people intothe National Park.16 Open access land is land which is mapped as open country or registered common land under the Countryside and Rights of Way Act 2000. If tree planting takes placeon open access land consideration should be given to dedication of open access land under the 2000 Act or dedication of a linear public right of way or permitted access.North York Moors National Park Management Plan19

ContextFigure 2 continuedAREA OFASPIRATIONALCHANGETARGET / POLICYBY 2017WHERE SHOULDTHIS BEENCOURAGEDTO HAPPEN?WHERE SHOULDTHIS GENERALLYNOT HAPPEN?WHAT WOULD THEBENEFITS BE?WHAT SHOULD BEAVOIDED?HOW WILLTHIS HELP INADAPTING TOOR MITIGATINGCLIMATE CHANGE?An extra 6,000 moorsheepIncreased agriculturalproductionAreas of moorlandcurrently undergrazedAreas of moorlandcurrently overgrazed orat optimal grazing levelsIncreased productionof food, increasedprofitability of farming,better environmentalmanagement ofmoorland habitats,support for farminglivelihoods.Increasing sheepnumbers on land alreadyovergrazed or at optimalgrazing levels.Increased availabilityof locally grown andproduced food mayhelp to reduce foodmiles (and thereforeCO 2 emissions).5% increase in cropyieldsIncreased agriculturalproductionLand already inproductive agriculturaluse, land of lowenvironmental valueLoss of importantgrassland habitats,moorland, woodland,land of low productivitywhich could be usedto help to create betterconnected habitatsIncreased productionof food, increasedprofitability of farming,more efficient farmingpractices with lessharmful impacts onthe environment, lessproductivity pressureon areas of highenvironmental value,support for farminglivelihoods.Use of methodswhich may have adetrimental effect onthe environment suchas increasing the use offertilisers, ploughing upof important habitats,inappropriate drainage,diffuse pollution.Increased availabilityof locally grown andproduced food may helpto reduce food miles(and therefore CO 2emissions). Warmerweather may extendthe growing season, butmay also increase thesusceptibility of crops todisease.Offset arounda quarter of theNational Park’s CO 2emissions throughenergy efficiency andrenewable energyDecrease in CO 2emissionsOn existing buildings,in watercourses, withincurtilages of farmbuildingsWhere there would beunacceptable impactson the landscape, builtand cultural heritage,natural environment orbiodiversity.Reduced CO 2 emissions,reduced energy bills forconsumers, expandingthe markets in therenewables industryLarge scale renewableenergy developmentsin open landscapes,loss of or damage tohabitats, species orhistoric assets, as set outin the Renewable EnergySupplementary PlanningDocument.Reduced energy useand an increase inenergy generation fromrenewable sources willhelp to reduce CO 2emissions which aregenerally accepted ascontributing towardsclimate change.20 www.northyorkmoors.org.uk

The MoorsEmpty and openQuiet, unspokenEach tree seems to have a faceIt’s such a beautiful, special placeLaura Thompson, age 9Painting: Wedlands by Sue Slack

EnvironmentAIM■ The landscape character and quality will be maintained and reinforced, in particularthe distinctiveness of the Landscape Character Areas will be conserved.● the impacts of new development, particularly roads,highway infrastructure, tracks, communicationsinfrastructure, wind turbines, large new agriculturalbuildings, visitor facilities, coastal defences, extensionsto villages, urbanisation of settlements and large scaledevelopments outside but close to the National Park’sboundary;● climate change and its implications for increased floodingand coastal erosion, drought leading to increased fire risk,the introduction of non-native species, new pathogens anddiseases and increased demand for renewable energy bothwithin and outside the National Park.POLICIESE1. The landscape character of theNational Park will be maintained andenhancedMEANS TO ACHIEVELandscape Conservation priorities(Action Plan under preparation)National and local grantsLandscape enhancementsJoint Action Plan (local)KEY PARTNERSNational Park AuthorityNatural EnglandNational Park AuthorityNatural EnglandNational Park AuthorityNatural England (for Agri-environmentschemes)Forestry CommissionNational Park AuthorityNatural EnglandIn 15 Years Time…The diverse and distinctive landscape of the National Park isbeing protected and enhanced through measures includingthe conservation of traditional field boundaries, appropriatetree planting and improvements for biodiversity. Newdevelopment contributes to the quality of the landscape.Controlled burning regimes ensure that large scale moorlandfires do not take place.E2. Traditional farmed landscapefeatures will be conserved, enhancedand reinstated where possibleE3. New development will not have adetrimental impact on the landscape ofthe National ParkAgri–environment schemesTraditional Building Skills ApprenticeshipSchemeLocal Development Framework CorePolicies A and GNational Park AuthorityNatural EnglandLand managersUniversity of YorkNational Park AuthorityEnglish HeritageYork CollegeNational Park AuthorityNeighbouring Planning AuthoritiesE4. The visual impact of highwayimprovements and new or replacementhighways infrastructure will beminimisedNorth Yorkshire Local Transport PlanRedcar and Cleveland Local TransportPlanNorth Yorkshire County CouncilRedcar and Cleveland Borough Council24 www.northyorkmoors.org.uk

How Management Plan progress will be reportedSTATE OF THE PARK INDICATORThe status of the landscape 19Percentage of land managed in linewith conservation objectives 20TARGET / DESIRED DIRECTION OF CHANGEThe landscape is identified as ‘changing/enhancing’Percentage has been maintained or increased2.2 Historic EnvironmentThe North York Moors is exceptionally rich in archaeologicaland historical features. The long imprint of human activity andthe wealth of archaeology from pre-history to the twentiethcentury have been identified in the Park’s special qualities.Some of these are protected by legislation but there arealso a very large number of features that have no statutoryprotection. Cultural heritage was cited, in the 1947 HobhouseReport, as one of the reasons for the North York Moors’designation as a National Park. The Report commented on the‘wealth of architectural interest’, and in particular noted thepicturesque villages and monastic ruins.ArchaeologyThe National Park contains thousands of archaeological sites.These represent the activities of human beings from the endof the last Ice Age (around 12,000 years ago) to importantindustrial landscape and military remains from the 20thCentury, including from the Cold War. Evidence for humanactivity from prehistory (the Mesolithic and Bronze Ageperiods), plus remains of early Ecclesiastical and industrial sites,are of particular significance. There are currently records ofover 20,000 historical and archaeological sites and featureswithin the National Park.Many sites survive as upstanding monuments where landmanagement has been less intensive, particularly acrossthe moorland, in forest areas and on the valley fringes. In19 This will utilise the Countryside Quality Counts assessment or itssuccessor.20 Conservation objectives include a broad range of objectives coveringlandscape and nature conservation.North York Moors National Park Management Plan25

Environmentcommon with some other upland areas these remains arenot buried and are therefore extremely vulnerable to surfacedisturbance.Over 800 monuments in the National Park have statutoryprotection as Scheduled Monuments, reflecting the nationalimportance of this resource. In fact 32% of the ScheduledMonuments in the Yorkshire and Humber region are found inthis National Park. Of the Scheduled Monuments, 328 21 arecurrently judged to be at medium or high risk although workis being undertaken to address this through the MonumentManagement Scheme supported by English Heritage. Ofthese 328 there are 136 Scheduled Monuments as well as5 listed buildings identified in English Heritage’s Heritage atRisk Register 2011. This equates to 15% of all Heritage at Risksites in the Yorkshire and Humber register. Understandingof the archaeological potential of the moorland has beensignificantly enhanced from the results of survey andresearch after an accidental fire on Fylingdales Moor in 2003.The historic landscape revealed by the fire included Neolithicrock art, bronze age burial mounds and cultivation remains,evidence of water collection and supply for the alum industryand Second World War slit trenches. All of these phases ofactivity survive side by side, providing a physical record ofsome 5,000 years of use.Although excavation is nowadays generally regarded asa last resort, carefully planned and targeted excavation isimportant for the advancement of archaeological knowledge,an effective mechanism for public participation and is ofconsiderable public benefit. Investigation has taken place atthe plough-levelled Iron Age promontory fort at Boltby Scar,as part of the Lime and Ice project, funded by the HeritageLottery Fund, to help the National Park Authority to betterunderstand and interpret the important prehistoric landscapeof the National Park’s western escarpment.The development of the National Park’s ArchaeologicalResearch and Management Framework has helped tofocus archaeological activity to provide answers to somelong standing questions. The Mesolithic project, involvingthe National Park Authority, Tees Archaeology and EnglishHeritage, is currently helping to re-evaluate the existingmodels of Mesolithic occupation, subsistence and chronologyin north east Yorkshire. At the time of writing, an industrialarchaeology project is also being developed involving localcommunities, to focus on the importance of Grosmont andits associated rail links in fuelling the development of the ironindustry of north east England. It is recognised that furtherresearch is required to develop our understanding of how theearly ecclesiastical history of the National Park area is linked tothe origins and growth of our present villages.The Built EnvironmentThe built environment continues to form an essential partof the National Park’s appeal to visitors, combining with thelandscape to give the area its unique identity.The vernacular building style contributes significantly tothe overall character of the landscape. Stone and pantilesconstitute the vernacular building materials although Welshand some Westmorland slate began to be used from the mid19 th century. The built environment of the area reflects thegeology of the National Park with limestone the predominantbuilding material in the south and sandstone in the north. Thevernacular building form is the longhouse built using cruckconstruction. Although a large number of buildings haveundergone successive improvements and alterations, manycontain residual elements of earlier longhouses, for examplecruck frames in roof spaces. This vernacular has informed thedevelopment of farms, from simple linear farms to the moreloosely developed farmsteads that were added to cumulativelyduring the more prosperous farming periods, up to higherquality estate designed farmsteads.The area’s ecclesiastical heritage, including abbeys,monasteries, priories, nunneries and churches also plays anessential role in defining the character of the area. Whilst notcommon features in the landscape, there are a number ofcastles and similar structures, mostly around the edges of thePark, which provide an insight into the area’s diverse history.These include West Ayton, Whorlton, Helmsley and Danby.The reclusive, monastic tradition combined with coastalsmuggling heritage, small settlements, undeveloped moorlandand the echoes in the landscape of long abandoned industrialactivity creates an enigmatic atmosphere that has inspired along tradition of folklore and legend.The North York Moors has a relatively large number of ListedBuildings compared to other National Parks. 3,012 buildingsin the National Park are currently listed for their specialarchitectural or historic interest. Of these, 95 22 are on theAuthority’s Buildings at Risk register and five of the highestgradings are identified as being at high risk by English Heritage.The reasons for buildings falling into disuse and disrepairinclude their functional replacement by modern agriculturalbuildings, their remote and inaccessible locations and the21 As at May 201222 Annual Performance Report and Plan 2010 /11 (North York MoorsNational Park Authority, 2011)26 www.northyorkmoors.org.uk

ability of owners to keep their buildings in good repair. Workis ongoing to reduce this number and in 2010/11, 11 buildingswere removed from the ‘at risk’ register. This was achievedthrough a mixture of re-assessment, historic buildings grant,enforcement action, planning approvals for change of use andowner action. Listed Buildings are an irreplaceable asset andmust be protected as an integral part of the cultural heritageand distinctiveness of the National Park.There are a variety of sources of funding available forimprovements to Listed Buildings in the National Park –the National Park Authority runs a Historic Buildings GrantScheme for buildings on the ‘at risk’ register and other sourcesof funding include the Landscape Intervention Fund andEnvironmental Stewardship. The National Park Authority alsooffers advice to owners wanting to make alterations or repairsto Listed Buildings. Partnership schemes in Staithes and RobinHood’s Bay have tackled a number of Buildings at Risk anddelivered significant enhancements to the public realm.Conservation of the historic environment often createsopportunities for enhancement which can facilitate theintroduction of viable new uses, having knock-on benefits forthe economy.detailing and materials of traditional buildings all contributeto the distinctive character of each Conservation Area. TheNational Park Authority has a duty to preserve or enhancetheir character and appearance through careful control ofnew development, and it has carried out pioneering workto help protect these Conservation Areas from erosion ofcharacter through the wide-scale introduction of Article4 Directions. This has brought in additional controls overalterations to features such as doors, windows, boundarywalls and gates in 38 Conservation Areas.The National Park Authority has a duty to publish proposalsfor the protection and enhancement of ConservationAreas. Conservation Area Assessments and ManagementPlans have been produced where necessary in responseto particular local issues and pressures. These identify thefeatures that contribute to the character of the area and setout how they will be maintained through managing changein a sympathetic way and securing improvements whereverpossible. Partnership working between various interestsincluding local communities, landowners, local historygroups, schools, English Heritage, Highways Authorities andthe National Park Authority is key to achieving improvementsin the historic environment.The quality of the National Park’s villages is outstandingwith Thornton-le-Dale a regular winner of the title ‘Britain’sPrettiest Village 23 . There are 42 Conservation Areas within theNational Park which are designated because of their specialarchitectural and historic interest. The relationship betweenbuildings and spaces, traditional street layouts and the design23 www.enjoyengland.comNorth York Moors National Park Management Plan27

EnvironmentAIM■ The archaeological and built heritage of the National Park will be conserved for future generationsto understand and enjoy, and for its own intrinsic value.Challenges● Disturbance and damage to archaeological sites,including by cairn building, upgrading of access tracks anddrains, cutting heather, inappropriate moorland burningand wildfires and from recreation such as off-road vehicles,walking, mountain biking or horse riding.POLICIESE5. The archaeological and builtheritage will be conserved or restoredwhere appropriateMEANS TO ACHIEVEHistoric Buildings Grant andConservation Area Enhancement GrantArticle 4 DirectionsKEY PARTNERSNational Park AuthorityNational Park AuthorityProperty owners● Erosion of settlement character through incrementalalterations and small scale developments, and pressure forinappropriate alterations to the built heritage, includingfrom renewable energy installations.Local Development Framework CorePolicy GMonument Management Scheme andJoint Action Plan (local)National Park AuthorityEnglish HeritageNational Park AuthorityEnglish Heritage● Under use or redundancy of certain types of historicbuildings such as traditional farm buildings and churches,which can lead to neglect or disrepair.● A lack of craftsmen trained in conservation buildings skillssuch as the use of lime.E6. Local materials, styles and buildingtechniques will be used in restorationand in new developments whereappropriateCultural Heritage Action PlanLocal Development Framework CorePolicy GHistoric Buildings Grant andConservation Area Enhancement GrantNational Park AuthorityNational Park AuthorityEnglish HeritageNational Park Authority● Raising knowledge and awareness of the historic environment.● Damage to historic assets caused by flooding, storms andcoastal erosion resulting from climate change.E7. New development in the NationalPark will seek to conserve and enhanceheritage assets and their settingsLocal Development Framework CorePolicy GNational Park AuthorityEnglish HeritageIn 15 Years Time…The National Park’s archaeological and built heritage is wellprotected and enhancements and repairs are undertakento Scheduled Monuments and Listed Buildings. Throughpartnership working, the National Park Authority and otherorganisations are working towards the removal of all sitesidentified on English Heritage’s ‘Heritage at Risk’ register(2011).28 www.northyorkmoors.org.uk

North York Moors National Park Management Plan31

EnvironmentMany of the most important habitats and wildlife species in theNational Park are protected by international and/or nationallegislation. The National Park contains 58 Sites of SpecialScientific Interest covering nearly a third of the NationalPark’s area. Five of these are also judged to be of Europeanimportance and have been designated as Special Areas ofConservation, and one as a Special Protection Area, underthe Habitats Directive. In addition there are two NationalNature Reserves which are managed by Natural England inconjunction with the landowners. Priority habitats and speciesin the National Park are identified in the North York MoorsBiodiversity Action Plan along with actions necessary for theirconservation. These actions often apply to land outside SSSIswhere the mix of habitats combines to form valuable areas forwildlife on a large scale.Invasive species have been the subject of increased focus dueto their impact on sensitive habitats. Most problematic areHimalayan balsam which has colonised banks along parts ofthe Seph, Rye and Upper Esk and Japanese knotweed which ispresent on the Lower Esk.There have been cases of illegal persecution of protectedspecies in the National Park. Such incidences will continueto be addressed by the relevant enforcement agencies withappropriate support from the National Park Authority.Improving Habitat ConnectivityIt is the combination and variety of features and habitats inthe environment that taken together make the North YorkMoors special. It is important to consider how these variouscomponents interact and function as an overall ecosystem.The England Biodiversity Strategy takes forward therecommendations of the Lawton Review 24 . This identifiedthat England’s habitats do not currently represent a coherentand resilient ecological network and concluded that areas forwildlife need to be better and bigger, there should be more ofthem and they should be joined up.Work has already been taking place in the National Park torestore PAWS (plantation on ancient woodland sites), improveriparian habitats and to conserve and enhance species richgrasslands, which are some of the Park’s most importanthabitats. These areas together with the SSSIs form the basis ofa network, however some are isolated or lack scale to functionas effective ecosystems. Addressing gaps in connectivitybetween habitats in the National Park is a critical and excitingchallenge and should be central to the work on biodiversityfor the life of this Plan. It will become even more crucial as theeffects of climate change become more apparent. Changingconditions could see current habitats and food sources, suchas moorland and important grassland, threatened by theintroduction of new or invasive species, whilst some species,such as the Duke of Burgundy butterfly or the dwarf cornel,may become stranded in small pockets of suitable habitats andbe unable to migrate to cooler climates as the temperatureincreases or the ground becomes too dry.Improving connectivity involves creating linear links andexpanding habitats to make the areas inter-reliant and morerobust. Improving connectivity requires consideration of thepurpose of the connection and what is most appropriatein an individual location for the species concerned. Withinthe National Park there are also other considerations to bemade regarding the use of land, particularly in relation tothe increasing pressures to produce more from agriculturalland and providing opportunities for recreation. Lookingstrategically at a habitat network can help to ensure that landis put to the most effective use to meet potentially competingobjectives, but this must not detract from the necessity ofimproving conditions for wildlife.A habitat mapping exercise has been undertaken to establishwhere there are the ‘building blocks’ of well connected habitatnetworks in the National Park, potentially with links beyondthe Park’s boundary. The strategic connections map showsat a broad level the potential networks of habitats across andbeyond the Park. Enhancing these will provide the focus forhabitat improvements. It is considered that moorland, formingone large tract, is well connected, and therefore the focus ofimproving connections should be on other habitats whilstrecognising the role of the moorland as a whole. In creatingbetter connected habitats, it is important to focus on thefunction of the connections being made rather than the overallamount of habitat which is created or restored. The map ofthe key connections within and around the Park should be themain driver for work on biodiversity over this Plan period.Challenges● The need to continue to enhance and improve habitatconnection in areas affected by previous land managementpractices. Such practices included moorland reclamation,grassland improvement, drainage, conversion to arable andespecially replacement of native woodland with conifers.This is particularly significant as certain species maybecome increasingly at risk of becoming more isolated as aresult of climate change.24 Making Space for Nature: A Review of England’s Wildlife Sites andEcological Network (Chaired by Professor Sir John Lawton, 2010)32 www.northyorkmoors.org.uk

Map 2: Strategic habitat connections● There has been a nationally recorded decline in pollinatinginsect populations over recent years. The full explanationis not clear but lack of suitable habitat is one of the factors.Habitat enhancement through increasing flowering plantpresence and duration has been shown to help reverse thisdecline.● Increasing sedimentation of rivers causing the choking ofgravel beds and nutrient enrichment.● Storms, droughts and wildfires, floods and increasedtemperatures, brought about by climate change, willrequire natural systems to be more resilient.● Possible impacts on moorland wildlife from increasingactivity for the management of grouse.● Continuing and increasing colonisation by invasivespecies such as Himalayan balsam and Japaneseknotweed, particularly along river banks.● Continuing decline in practical and traditional countrysidemanagement skills such as hedging and walling and hillflock management.● Changes to the means of delivering enhancements forbiodiversity through the introduction of Local NaturePartnerships, Nature Improvement Areas andbiodiversity offsetting.● Addressing wildlife crime.In 15 Years Time…The National Park supports a wide range of habitats andspecies, including large areas designated at internationaland national level. Habitats in the National Park aremuch better connected and native woodland flora andfauna are expanding significantly. New areas of species richgrassland have been created which are helping to increasepopulations of pollinators.North York Moors National Park Management Plan33

EnvironmentAIM■ The North York Moors will continue to support a diverse range of priority species and habitatswith increased extent, connection and resilience. 25POLICIESE10. There will be no net loss of priorityhabitats 26E11. Existing habitats will be conserved,restored and expanded whereappropriate, focusing on enhancinghabitat connectivityMEANS TO ACHIEVENorth York Moors Local BiodiversityAction PlanLocal Development Framework CorePolicy CAgri-environment schemesMarine Plan (to be prepared)Delivery of Habitat Connections MapNorth York Moors Local BiodiversityAction PlanLocal Development Framework CorePolicy CAgri-environment schemesJoint Action Plan (local)Provision of incentives for thedevelopment of habitat networksKEY PARTNERSNational Park AuthorityNational Park AuthorityNational Park AuthorityNatural EnglandLandowners and managersMarine Management OrganisationNational Park AuthorityNatural England and other partners suchas Yorkshire Wildlife Trust and ButterflyConservationNational Park AuthorityNatural England and other partnersNational Park AuthorityNational Park AuthorityNatural EnglandLandowners and managersNational Park AuthorityEnvironment AgencyNational Park Authority and variousother organisations25 Resilience is defined as a species’ or habitat’s ability to adapt to,or withstand, environmental impacts such as climate changeor extreme weather events.26 Also see Trees and Woodlands section34 www.northyorkmoors.org.uk

POLICIESE12. The connectivity and resilienceof habitats will be improved bothwithin and beyond the National Park,particularly in relation to speciesrich grasslands, woodlands and rivercorridors. Additional areas of speciesrich grassland will be restored orcreated on lower productivity grasslandE13. The conditions for wildlife withinstreams, rivers and riparian habitats willbe improvedE14. A more diverse range of habitatswill be supported, particularly throughmanagement of field margins andgrasslandsMEANS TO ACHIEVEAgri-environment schemesJoint Action Plan (local)Delivery of Habitat Connections MapWater Framework DirectiveJoint Action Plan (local)Esk Pearl Mussel and Salmon RecoveryProjectAgri-environment schemesNorth York Moors Local BiodiversityAction PlanAgri-environment schemesKEY PARTNERSNational Park AuthorityNatural EnglandLandowners and managersNational Park AuthorityEnvironment AgencyNational Park AuthorityNatural England and other partners suchas Yorkshire Wildlife Trust and ButterflyConservationEnvironment AgencyEnvironment AgencyNational Park AuthorityLandownersNational Park AuthorityEnvironment AgencyNatural EnglandLand managersRiver interest groupsNational Park AuthorityNatural EnglandLandowners and managersNational Park AuthorityNational Park AuthorityNatural EnglandLandowners and managersNorth York Moors National Park Management Plan35

EnvironmentPOLICIESE15. New development will protectbiodiversity and provide enhancementswhere appropriateE16. Awareness, knowledge andenthusiasm will be raised amongstcommunities, land managers andvisitors about measures necessary toprotect habitats and wildlifeE17. Changes in farming practice willbe sympathetic to the environment anddeliver new features where possibleE18. Measures will continue to beundertaken to reduce the threat of oreradicate invasive speciesMEANS TO ACHIEVELocal Development Framework CorePolicy CAgri-environment schemesEducation Service Review and StrategyInterpretation Plan for Engaging withCasual Visitors to the North YorkMoors National ParkAgri-environment schemesEsk Pearl Mussel and Salmon RecoveryProjectKEY PARTNERSNational Park AuthorityNational Park AuthorityNatural EnglandLandowners and managersNational Park AuthorityNational Park AuthorityNational Park AuthorityNatural EnglandLand managersNational Park AuthorityEnvironment AgencyNatural EnglandLand managersRiver interest groups36 www.northyorkmoors.org.uk

How Management Plan progress will be reportedINDICATORPercentage of SSSIs in favourable orrecovering conditionNumber of missing key ecologicalconnections that have been madeArea of species rich grassland created orrestoredPopulation of wading birds breeding onmoorlandPopulation of merlinTARGET / DESIRED DIRECTION OF CHANGEAt least 90% of Sites of Special Scientific Interest are in favourable or recoveringcondition, and contribute towards the England Biodiversity Strategy target for 50%of SSSIs to be in favourable 27 condition by 2020A high proportion have been madeThe area of species rich grassland has been increased by 150 hectares by 2017,contributing to the connectivity target. This will contribute to the England BiodiversityStrategy target to increase the area of priority habitat nationally by 200,000 hectaresPopulations have been maintainedThe population has not declined27 Agreement on definitions with Natural England to be arrangedNorth York Moors National Park Management Plan37

EnvironmentMap 3: Tranquillity within and around the National Park2.4 TranquillityTranquillity is one of the National Park’s most appreciated specialqualities. In resident and visitor surveys it is repeatedly identifiedas something that people value and concern is expressed overits erosion and loss. The sense of remoteness engendered bythe extensive, open, undeveloped spaces is a valued quality,contributing to people’s enjoyment of ‘getting away from itall’. These qualities have led people to come to the North YorkMoors seeking spiritual refreshment for many centuries asshown by the long and continuing tradition of monastic houses.Tranquillity is difficult to define exactly as it is a combinationof factors but it could be described as ‘the quality of calmnessexperienced in places with mainly natural features and activities,free from disturbance from man-made ones’ 28 .The national mapping of tranquillity undertaken in 2006 29 isbased on a complex modelling process assessing and weightinga wide range of factors based upon what can be heard orseen. This includes positive factors such as remote and wildlandscapes, streams and rivers and native trees, and those thatare considered to be negative such as urban development,people, powerlines and traffic noise.The tranquillity map shows the uplands, including the NorthYork Moors, as being important and extensive tranquil areas innorthern England. The mapping undertaken by the Campaign toProtect Rural England shows that almost 90% of the National Parkcan be classed as relatively tranquil to a greater or lesser degree.The map shows the varying levels of tranquillity within andaround the National Park, with green areas being the mosttranquil, yellow being less tranquil and red being the least tranquil.Source: National Tranquillity Mapping Data 2007 developed for the Campaign to Protect Rural Englandand Natural England by the University of Northumbria. OS Licence number 10001888128 Saving Tranquil Places – How to Protect and Promote a Vital Asset (Campaign to Protect Rural England, 2006)29 Undertaken by Northumbria University for Campaign to Protect Rural England and Natural England38 www.northyorkmoors.org.uk

Most of the National Park is generally considered to benatural, remote, wild and free from human impact, with themost tranquil areas of the National Park being the moorlandand dales. Other elements of the National Park thatcontribute towards its sense of tranquillity include runningwater and, particularly in the south of the National Park, thepresence of native trees and woodland. With the exceptionof some small pockets close to built up areas on the fringesof the National Park, the ability to see stars at night featureshighly across the area.The less tranquil areas of the National Park are broadlycorrelated to the road network and the fringes which areclose to urban areas. Most of the National Park would appearto suffer from at least occasional noise from roads. Noisefrom motorcycles and aircraft including helicopters can alsodetract from tranquillity. In the Esk Valley, central areas, thecoast, fringes and roads of the National Park, tranquillity isreduced due to the concentration of people.The tranquillity of the National Park is also known to beaffected by the use of off-road motorised vehicles forrecreational purposes. In addition to noise, the accumulationof non-natural items can also impact upon the perceptionof tranquillity, such as signs, tracks and structures associatedwith recreational shooting and large structures such as windturbines.Dark night skies mapping produced by CPRE shows thatthe area of skies classed as ‘dark’ declined between 1993and 2000. It is unknown to what extent this trend hascontinued. Dark skies are diminished by road and streetlighting, domestic security lighting, sports grounds, mastlights and other large premises particularly where they arelocated in open countryside. In the case of the North YorkMoors intrusion of light into the dark night skies is thoughtto be generally a result of its proximity to large urban areas,particularly Teesside to the north. The Authority has workedwith the Ministry of Defence over training proposals andissues such as security lighting at Fylingdales which hasresulted in significant improvements. Generally though theNational Park’s night skies are considered to be dark andSutton Bank Visitor Centre has recently been identified as aDark Sky Discovery Centre.Challenges● The potential for increases in levels of light pollution,noise and disturbance from both within and beyond theNational Park.● Increasing levels of traffic.● Managing the potential increase in the number of visitors.● Pressure for large scale developments, particularly windfarms, outside but close to the National Park.In 15 Years Time…Most of the National Park is considered to be a tranquil place.Increases in visitor numbers and new development do notundermine the tranquillity of the National Park.North York Moors National Park Management Plan39

EnvironmentAIM■ The North York Moors will continue to be a place of tranquillity, remotenessand dark night skies, providing opportunities for spiritual refreshment.POLICIESE19. Existing tranquil areas will beprotected, and expanded wherepossibleE20. Dark skies will be protectedand improved. New developmentin the National Park will not causeunacceptable light or noise pollutionE21. Noise from the use of recreationalmotorised vehicles will be minimisedE22. Noise from all types of militaryaircraft will be kept within acceptablelevelsE23. New development outside theNational Park will not affect tranquillitywithin the National ParkE24. The impacts of traffic on thetranquillity of the National Park willbe minimised, and alternatives to theprivate car will be promotedMEANS TO ACHIEVEIndividual projects as resources allowInterpretation and promotion materialLocal Development Framework CorePolicy ALocal Development Framework CorePolicy ANorth Yorkshire Local Transport PlanRecreation and Access Strategy for theNorth York Moors National ParkContinual liaisonConsultations on planning applicationsNorth Yorkshire Local Transport PlanRedcar and Cleveland Local TransportPlanKEY PARTNERSNational Park AuthorityNatural EnglandYorkshire Dales National Park AuthorityNational Park AuthorityNational Park AuthorityNational Park AuthorityNorth Yorkshire County CouncilNational Park AuthorityNational Park AuthorityPoliceNational Park AuthorityMinistry of DefenceNational Park Authority and adjoininglocal planning authoritiesNorth Yorkshire County CouncilNational Park AuthorityRedcar and Cleveland Borough CouncilNational Park Authority40 www.northyorkmoors.org.uk

How Management Plan progress will be reportedINDICATORPercentage of the area of the NationalPark classed as tranquil 30TARGET / DESIRED DIRECTION OF CHANGENo decline in the level of tranquillity30 Future measures of tranquillity may not be directlycomparable with previous measuresNorth York Moors National Park Management Plan41

Environment2.5 GeodiversityThe geology of the North York Moors is predominantly ofJurassic age masked in some areas by glacial and periglacialdeposits. This is particularly evident along the coast wheremany of the cliffs are capped with boulder clay. The Park,particularly the coast, is internationally renowned for its fossilevidence. This includes dinosaur remains which has led to thecoast being termed the ‘Dinosaur Coast’. Other importantgeological features of the National Park include Sutton Bankand the western escarpment which were formed during theice age, the northern escarpment of the Cleveland Hills andthe particularly prominent Roseberry Topping, the numerousDales cutting through the central moorlands and the glacialoutflow channels of Newton Dale, Cleveland Dyke and ForgeValley.geological tourism. The North York Moors is not currentlypart of this network; becoming part of it would beappropriate given the importance of the geological interestacross the Park. Any future Geopark should represent acontinual area of geological interest and should be pursuedif the administrative load is proportionate.Whilst much of the geology of the National Park is generallyconsidered to be static in the short term, there are some placeswhere natural or human processes are leading to changes.Natural processes include the gradual erosion of banksalongside river courses and the deposition of eroded materialdownstream. Dynamic coastal processes actively contribute toThe underlying geology has had an influence on theappearance of the National Park’s buildings and villages– limestone and calcareous grit of the upper Jurassic being themain building material in the south of the National Park, withsandstones of the middle Jurassic in the north.Many features of the National Park are designated for theirgeological importance. Twenty three of the 58 Sites of SpecialScientific Interest in the National Park are designated for theirgeological value. In addition, a series of Regionally ImportantGeological Sites (now known as Local Geological Sites) havebeen designated in the part of the National Park in Redcar andCleveland and work is under way to identify further sites in therest of the National Park.There is a European network of Geoparks which aims toprotect geodiversity, promote geological heritage and support42 www.northyorkmoors.org.uk

AIM■ The National Park will be recognised for its geological interest.natural changes in the coastline including rockfalls, landslips, siltdeposition and undercliff slumping. Non-natural changes to theNational Park’s geology have occurred through the extraction ofminerals such as coal, ironstone, alum, jet, roadstone and ballastfrom the Whinstone dike, sandstone and limestone. Extractionfor aggregates has now ceased at Spaunton and Spiker’sHill quarries leaving just two small building stone quarries inoperation. The National Park is important on a national levelfor its reserves of potash which are mined at Boulby, althoughthe resultant changes to the geology will only be evidentunderground.POLICIESE25. The geological interest of theNational Park will be promoted with aview to obtaining Geopark statusE26. Geological assets will be protectedand enhanced where appropriateE27. Awareness and understanding of theNational Park’s geological assets will beincreasedMEANS TO ACHIEVEPartnership working to meet the relevantrequirements for Geopark statusLocal Development Framework CorePolicy CInterpretation, events and informationKEY PARTNERSNational Park AuthorityNatural EnglandNational Park AuthorityTees Valley RIGS GroupNorth East Yorkshire Geology TrustChallenges● Raising awareness and increasing understanding of thesignificance and interest of the unique geology of theNational Park.● Continuing, and potentially increasing, processes ofcoastal erosion leading to changes in the coastalgeology.How Management Plan progress will be reportedThere are no relevant targets or indicatorsIn 15 Years Time…The North York Moors has achieved Geopark status and isrecognised internationally for its distinctive escarpments, dalesand coastal cliffs, and its significant remnants of the Jurassicera. A network of Sites of Special Scientific Interest and LocalGeological Sites highlights the particularly significant features.North York Moors National Park Management Plan43

Environment2.6 Air QualityAlthough remote and noted for its fresh air the locationof the National Park means that it can suffer from airpollution. Air quality monitoring at High Muffles, a NationalRural Monitoring Site on the edge of Cropton Forest,has revealed widely fluctuating levels of ozone since thepublication of the last Management Plan in 1998 31 . At thissite, ozone levels are measured continuously providinga detailed picture of the air quality. Ground level ozonecan have various effects on animals, plants and humans.Ozone concentrations may occur a long distance from thesource of the pollutants, which makes effective action toprevent high concentrations particularly difficult. Whilst theNational Park has a role to play, effective action needs to betaken at a more strategic level.As the National Park is a largely open, rural environment,there are not considered to be any localised air qualityproblems associated with transport. Nitrogen dioxide,emitted by vehicles along with other chemicals, is monitoredat High Muffles and no exceedences have been recordedover the past decade.Whilst appropriate moorland burning regimes help tosustain the moorland, burning, either controlled or throughaccidental fires, can have localised, temporary impacts uponair quality.There are no Air Quality Management Areas in the NationalPark, reflecting the generally clean condition of the air.Challenges● Air quality is predominantly influenced by activitiesoutside the National Park.In 15 Years Time…The clean, fresh air in the National Park helps to support thehigh quality natural environment.31 UK Air – Annual and Exceedence Statistics (www.uk-air.defra.gov.uk)44 www.northyorkmoors.org.uk

AIM■ The air will remain clean, fresh and unpolluted.POLICIESE28. New development will not lead toan unacceptable deterioration of airqualityE29. Appropriate burning regimes willbe established/maintained to reduce therisk of large scale moorland firesMEANS TO ACHIEVELocal Development FrameworkDevelopment Policy 1Emissions consents and enforcementAgri-environment schemesKEY PARTNERSNational Park AuthorityEnvironment AgencyNational Park AuthorityNatural EnglandLand managersHow Management Plan progress will be reportedINDICATORNumber of days of exceedence of ozonepollution levels at High MufflesTARGET / DESIRED DIRECTION OF CHANGEFewer days where there is an exceedenceNorth York Moors National Park Management Plan45

Environment2.7 SoilsSoil is essentially a non-renewable resource as it takeshundreds of years to form. The National Park supports avariety of soil types from raw peat in the uplands to clay andsilt floodplain soils in lowland areas.Generally the North York Moors do not suffer from peaterosion to the same extent as other upland National Parks.Peat is important as it stores carbon which would otherwisebe released into the atmosphere and contribute to climatechange. There are around 4,100 hectares of blanket peaton the moorland, and around a further 46,000 hectaresof peaty soils. It is estimated that over 6 million tonnesof carbon is stored in peat in the North York Moors 32 .Yorkshire Peat Partnership are restoring a number of areas ofpeatland including Glaisdale, Baysdale and Bransdale. Futurework should focus on maintaining those areas which havebeen restored already and targeting other areas which havenot been restored.Challenges● Ensuring that land management practices do not result inthe loss of soils.● Loss of soils due to wildfires.● Loss of soils due to an increase in droughts and heavyrainfall predicted to result from climate change.● Risk of peat erosion due to wildfire and exacerbated byhistoric damage.In 15 Years Time…The moorland contains large areas of blanket peat and peatysoils, while soils in the rest of the National Park continueto support agricultural production. There are no significantproblems associated with soil erosion and sedimentation inrivers.The land in the National Park is of agricultural grades 3-5ranging from moorland soils to productive arable land inthe south and along the coast. Agricultural and other landmanagement practices can lead to the loss of soil, which isoften washed into water courses leading to further problemsof sedimentation and diffuse pollution. A range of measurescan be adopted to reduce soil loss and sedimentation. Theseinclude the use of buffer strips, catchment areas for run-offand reducing ‘bare soil time’. It is possible to reduce theamount of bare soil time through sustainable managementregimes.32 Draft Estimated Peatland Carbon Storage and Greenhouse GasFlux in English National Parks and Areas of Outstanding NaturalBeauty (Natural England, 2011)46 www.northyorkmoors.org.uk

AIM■ Good quality soils and peat will continue to support the wildlife, agriculture and forestryof the National Park.■ The moors will continue to maintain around 4,100 hectares of blanket peat.POLICIESE30. Blanket peat bog will be managedappropriately to ensure its retentionE31. Soils will be managed sustainablyMEANS TO ACHIEVEPeat restoration projectsAgri-environment schemesAgri-environment schemesCatchment Sensitive Farming InitiativesEsk Pearl Mussel and Salmon RecoveryProjectKEY PARTNERSYorkshire Peat PartnershipNational Park AuthorityNatural EnglandLand managersNational Park AuthorityNatural EnglandLand managersNational Park AuthorityNatural EnglandEnvironment AgencyNational Park AuthorityEnvironment AgencyNatural EnglandLand managersRiver interest groupsHow Management Plan progress will be reportedINDICATORThe area of blanket peatTARGET / DESIRED DIRECTION OF CHANGEArea has been maintainedNorth York Moors National Park Management Plan47

Environment2.8 MoorlandThe North York Moors contains the largest continuous tractof heather moorland in England, and this forms the iconiclandscape at the heart of the National Park. Alongsideenvironmental management, the majority is managed forsheep grazing and red grouse shooting although there aresome extensive moors that are not grazed or shot. Most ofthe moorland is designated at international level as a SpecialProtection Area and a Special Area of Conservation, due tothe importance of the wet and dry heath habitat and the birdpopulations.Nationally, there has been considerable debate over theappropriate use of burning as a management tool and there isclear evidence that too frequent or poorly managed burning isdamaging the conservation value of moorland. On the NorthYork Moors, properly managed burning is considered to beessential for the conservation of the moorland, and rotationalburning can reduce the risk of wildfire. The North York Moorsis lower in altitude and considerably drier than most uplandmoorland in Britain. Heather growth is more rapid and thepredominantly dry nature of the heathland means that extensivestands of tall heather pose a considerable fire risk. Experience ofaccidental fires on unmanaged moors has demonstrated theirdestructive capacity which can lead to long term damage orirreversible loss, not just to vegetation and wildlife but also topeat, soils and archaeological remains.The only alternative to burning is cutting. This is used on somemoors to a limited extent but is not possible on rocky moors orwhere there is no vehicular access. Widespread cutting wouldalso inevitably damage the unique archaeological remains onthe moors. For this reason it is considered that there is usually nofeasible alternative to sensitive and appropriate rotational burningand grazing to deliver conservation benefits for the wildlife,cultural heritage and landscape. In some places it is appropriateto establish ‘no burn’ areas or longer burning rotations.Sheep numbers on the moors were, until recently, in decline dueto the harsh environment for grazing sheep resulting inlow levels of productivity. More recent environmental schemesand initiatives have halted this decline by rewarding theenvironmental role of sheep grazing as a way of managing themoors.Bracken is a poisonous plant for both humans and grazing stock.It can form dense stands which smother out all other vegetation,are of limited environmental value and which create thick layersof persistent litter that provide an ideal environment for tick.Bracken has been a major problem on the moors and althoughits extent has been significantly reduced since the 1980s bylong term programmes of control it still requires management toprevent re-establishment.The moors of the National Park are susceptible to tick and tickborn diseases such as louping ill which can have devastatingeffects on sheep and grouse and Lyme Disease which affectshumans. Well managed sheep flocks can help address theseproblems by reducing the presence of disease and thepopulations of tick. There is also clear evidence that the controlof predators such as fox, stoats, magpie and carrion crow isbeneficial to the conservation of important breeding waders aswell as grouse.The ability of the moorland to store water is becomingincreasingly important. Measures such as the creation of woodydebris dams and blocking moorland drains have been put inplace on some parts of the moors which will help to reducethe effects of run-off on surrounding communities duringheavy rainstorms.Much of the National Park has an important role toplay in holding rainwater and releasing it slowly to areasdownstream beyond the National Park’s boundary therebypotentially reducing flooding and the ‘flashyness’ of therivers. The value of this function, and the means to enhanceit, is of considerable importance given the predicted weatherpatterns associated with climate change.Challenges● Retaining sheep on the moors.● Pressure for additional infrastructure such as tracks,ponds, butts, walls and fences.● Increased frequency and severity of flooding events anddrought as a result of climate change leading to increasedpressure to retain rain water on the moors.● Increasing risk of moorland fires, particularly as droughtsbecome more frequent.● Ensuring that controlled burning is carried out in anappropriate way and does not affect watercourses, andavoiding wildfires.In 15 Years Time…The moorland is managed in a way which retains itsdistinctive landscape, wildlife and heritage. Various measuresare in place which support the role of the moorland inholding rainwater.48 www.northyorkmoors.org.uk

AIM■ The moorland will be managed to maintain its distinctive landscape,wildlife and heritage.POLICIESE32. The moorland will be managedin a way which maintains the openlandscape, supports biodiversity andprotects the cultural heritageE33. The ability of the moorland to storerainwater to reduce run-off and reducethe risk of flooding to communities andenvironments both within and outsidethe National Park will be improvedE34. Appropriate burning regimes will bemaintained and accidental fires will beprevented wherever possibleE35. Grazing levels on the moors will bemaintained at levels required to maintainthe habitat and cultural heritage of theareaMEANS TO ACHIEVEAgri-environment schemesMonument Management SchemeCatchment Flood Management PlansSlowing the Flow and similar projectsAgri-environment schemesAgri-environment schemesHeather and Grass Burning CodeAgri-environment schemesKEY PARTNERSNational Park AuthorityNatural EnglandLand managersEnglish HeritageNational Park AuthorityEnvironment AgencyNational Park AuthorityEnvironment AgencyLand ownersDEFRANational Park AuthorityNatural EnglandLand managersNational Park AuthorityNatural EnglandLand managersDEFRANatural EnglandLand managersNational Park AuthorityNatural EnglandLand managersNorth York Moors National Park Management Plan49

EnvironmentHow Management Plan progress will be reportedINDICATORArea of moorland managed in line withconservation objectivesTARGET / DESIRED DIRECTION OF CHANGEArea has been maintained or increased2.9 Trees and WoodlandsWoodland covers 22% of the National Park and provides avaluable economic and environmental resource to the area.About 20% of woodlands in the National Park are ‘ancient’,having been continuously wooded for at least 400 years,although half of this is plantation on ancient woodland sites(PAWS), having been replanted mainly with conifers. Woodlandis a major component of the National Park’s landscape and hasan increasingly recognised role in storing carbon and reducingthe risk of soil erosion and subsequent sedimentation of rivers.Plantation woodlands are generally concentrated in the largeForestry Commission and private forests in the south-east andon the fringes of the National Park to the south-west, westand north. These forests were mainly planted as a strategictimber resource in the 20th century and design was not alwayssympathetic to landscape appearance due to the angular natureof some of them. They are now increasing in diversity andage structure and opportunities are being taken to improvelandscape as felling programmes proceed. Careful planningand control of operations has given rise to exciting majorimprovements in recent decades through development ofremnant native woodland and heathland networks, protectionof riparian and wetland areas, more sensitive drainage andsoftening of forest edges.The plantation forests are now generally considered to bebeneficial to the biodiversity of the National Park due toincreased structural diversity and increasing opportunitiesfor more sensitive management as the forests have matured.Major gains for biodiversity have been secured through theremoval of plantation woodland at May Moss, Bumble Woodand Southwoods for example. In addition the larger plantation50 www.northyorkmoors.org.uk

forests support nationally important populations of nightjar, aswell as being the main stronghold for some scarce species suchas goshawk, crossbill and pine marten. However, in some forests,particularly on the poorer soils and the more exposed uplandsites, the species currently preferred for timber production canhave an impact on biodiversity and amenity value. New anddeveloping knowledge about species choice, tree provenanceand silvicultural systems must continue to be applied if plantationforests are to contribute positively to biodiversity and landscape,and continue to be an economic resource.Smaller plantations and farm woodland can have a significantimpact on landscape quality and careful consideration ofmanagement and new planting is required. Many plantationsin inappropriate locations have been removed over the past10 years and this has had a very positive landscape impact.There are sites where removal of plantations and restorationto moorland will be a priority on conservation grounds andin any event timber production may no longer be consideredeconomic on inaccessible or demanding ones. Some sites maybecome less economically viable as higher yielding speciesbecome less successful due to climate change. Restoration toopen habitats may be an option to consider but this will need tobe balanced against a range of objectives, including the desire toincrease carbon sequestration. The government’s policy in thisarea requires that compensatory planting should be undertakenelsewhere when woodland is to be converted to open habitat.Ancient semi-natural woodlands, which make up 2% of theNational Park, are more fragmented and have survived onsteeper ground in the valleys and dales with many beingisolated and unmanaged. Although most ancient native woodsare relatively small there are some exceptions, with significantlarger woods at Mulgrave and Roxby in the northern part of theNational Park and Forge Valley in the south east. It is possiblethat an increase in demand for wood fuel could see a resumptionof management in many of these native woodlands and thiscould help improve their condition if done in accordance withthe UK Forestry Standard.PAWS, where conifers have replaced the native trees, are a largeand important element of the biodiversity of the Park. The NorthYork Moors contain the largest concentration of PAWS in thenorth of England. Despite significant restoration schemes by theForestry Commission and some private owners, assisted by theNational Park Authority, the remaining resource is being steadilyeroded and much is in danger of permanently losing its valueas an ancient woodland site as, over time, the surviving ancientnative woodland ground flora and shrub layer will disappear. It istherefore important that PAWS are not replanted with successivegenerations of conifers as this would lead to the permanentloss of an important habitat. Such events should, therefore,only happen in specific circumstances or/and with suitablemitigation. Once restored, PAWS must be maintained to preventconifer re-growth. Restoring PAWS to native species provides amajor opportunity to enhance woodland habitats and increaseresilience, as well as potentially reducing soil erosion, neutralisingpH levels and contributing to improving habitat networks.The Park has nationally important populations of veteran treesand has some of the best sites in northern England for old treesand their associated wildlife. Areas such as Bilsdale and Farndalestill support quite extensive areas of old wood pasture, andsmaller numbers of ancient trees are present in various placesthroughout the National Park. The trees are often centuriesold and it may be necessary to manage them or to maintain afavourable environment around them to help them survive inthe long term. Establishing a new generation of young treesin notable veteran tree areas can be important and there aresignificant opportunities to plant trees to improve habitatconnectivity and to enhance landscape.Some of the National Park’s woodland is protected atinternational level as Special Areas of Conservation and 1,400hectares is designated as Sites of Special Scientific Interest.Priority woodland habitats are identified in the Local BiodiversityAction Plan and actions will be informed by a review of the2002 forest habitat network report 33 , commonly known as thePeterken Report.Trees and woodlands have a valuable role in storing carbon inwood and forest soils. It is estimated that 7.5 million tonnes ofcarbon is stored in the Forestry Commission owned woodland.They also play an important role in mitigating the effects ofclimate change through intercepting rain water which potentiallyreduces the severity of flooding downstream and also lessensthe effects of sedimentation of rivers. Trees also provide shadewhich may become increasingly important for wildlife in riversand on livestock farms if summers become hotter. The role oftrees outside woods, such as infield and field boundary trees, inproviding habitat connectivity and benefitting livestock farmingin response to climate change is starting to be more widelyaccepted.33 Native Woodland Development in the North York Moorsand Howardian Hills (George F Peterken, 2002)North York Moors National Park Management Plan51

EnvironmentProspects for Future Tree PlantingIt is considered that an additional 3,000 hectares ofwoodland could be accommodated in the National Park,taking the total proportion of woodland in the NationalPark from around 22% to around 24%. It is thought thatthis could be accommodated on land of low productivity,including on bracken covered slopes but also throughextending existing ancient semi-natural woodland which willbetter connect existing habitats. New planting may comprisenew tracts of woodland, wood pasture and associatednatural colonisation which will contribute to the creation ofbetter habitat networks. Further work is required to ascertainprecisely where this may be feasible and to avoid conflictswith other environmental and land use interests.● Loss of value of PAWS if steps are not taken to enhance orrestore sites through appropriate and timely management.In 15 Years Time…The woodland in the National Park supports a wide range offlora and fauna. Many conifer plantations have been replantedwith native species. Planting of native trees is taking place onbracken covered slopes and other appropriate areas. There aremore boundary and infield trees.Trees and woodlands play an important role in mitigating andadapting to the effects of climate change through interceptingrainfall, supporting soil structures and storing carbon.Challenges●Increasing demand for wood fuel.● Potential threats to trees from climate change throughextreme weather conditions and new or evolving pests anddiseases, and to woodland flora and fauna, as a result ofclimate change.● Ensuring that all forestry operations do not damage theconservation value of woods and trees and adhere to theminimum standards set out in the UK Forestry Standard.● Potential for increased tree planting.● Finding acceptable sites for new planting on land whichwould produce more timber.52 www.northyorkmoors.org.uk

AIM■ The multiple benefits delivered by woodlands and forests in the National Parkwill be maintained and enhanced.POLICIESE36. Better connected and moreresilient woodland habitat networkswill be created through appropriateplanting, management, restoring PAWSand positive management of otherwoodlands and of veteran treesE37. The removal of plantations frominappropriate sites will be supportedwhere this will deliver landscapeenhancement or other environmentalbenefits.MEANS TO ACHIEVEReview of the Peterken Report andactions arisingJoint Action Plan (local)Delivery of Habitat Connections MapAgri-environment schemesNorth York Moors Local BiodiversityAction PlanEnglish Woodland Grant SchemeReview of the Peterken Report andactions arisingJoint Action Plan (local)KEY PARTNERSNational Park AuthorityForestry CommissionPrivate landownersNational Park AuthorityForestry CommissionForest EnterpriseNational Park AuthorityNatural EnglandForestry CommissionNational Park AuthorityNatural EnglandForestry CommissionLand managersNational Park AuthorityForestry CommissionNational Park AuthorityForestry CommissionPrivate landownersNational Park AuthorityForestry CommissionForest EnterpriseNorth York Moors National Park Management Plan53

EnvironmentPOLICIESE38. When felled, PAWS will bereplanted with species that support therestoration of ancient woodland, in mostcircumstances.E39. Plantation forests will be managedin accordance with sustainable forestmanagement principles taking accountof the high standards needed in aNational Park and best practice regardingdeveloping climate change resilience willbe incorporated into forest planning andmanagement.E40. Individual and groups of trees thatare of amenity and conservation valuewill be protected and new tree plantingwill be encouraged, where appropriateE41. There will be no net loss of prioritywoodland and wood pasture, parklandand veteran tree habitatsMEANS TO ACHIEVEAdvice and grants to private ownersJoint Action Plan (local)Forest Designs PlansForestry Commission regulatory roleGrants and regulationForest Design PlansReview of the PeterkenReport and actions arisingTree Preservation OrdersAgri-environment schemesNorth York Moors Local BiodiversityAction PlanLocal Development Framework CorePolicy CKEY PARTNERSForestry CommissionNational Park AuthorityPrivate LandownersNational Park AuthorityForestry CommissionForest EnterpriseForestry CommissionNational Park AuthorityPrivate landownersForestry CommissionNational Park AuthorityPrivate landownersNatural EnglandNational Park AuthorityNational Park AuthorityNatural EnglandLand managersNational Park AuthorityNational Park AuthorityForestry Commission54 www.northyorkmoors.org.uk

How Management Plan progress will be reportedINDICATORArea of woodland and wood pastureplantedArea of PAWS restorationArea of woodland managed in line withconservation objectivesTARGET / DESIRED DIRECTION OF CHANGE300 hectares has been planted by 2017, contributing towards connectivity targetsAt least 600 hectares of PAWS restoration initiated by 2017Area managed in line with conservation objectives has increased2.10 Rivers and StreamsThe rivers and streams of the North York Moors contributesignificantly to the special qualities of the area. They area source of drinking water for both people and animals, arecreational resource and are valuable, yet fragile, habitats.They form a key habitat network and need to be protectedfrom degradation.The Water Framework Directive is the key driver behindfuture maintenance and enhancement of the NationalPark’s waterbodies. Under the criteria of the WaterFramework Directive only 18% of the National Park’s 79water sources are classified as ‘good’ with 43% ‘moderate’and almost 30% in ‘poor’ condition. The reasons for thisare mainly related to physical obstructions to fish migrationbut also include problems associated with agricultural andmoorland run-off, shading in forested areas, acidity andsedimentation.In general, direct point source water pollution from farmingis no longer a major concern, but diffuse pollution remainsan issue. This includes nitrate and chemical run off andsediment input (which often carries phosphate with it). Thesource of water pollution is not limited to agriculture asmoorland drainage, road run-off, septic tanks and sewagetreatment also contribute to pollution in the National Park’srivers and streams.The Environment Agency is investigating further the causesof failing water bodies, which will identify the actions thatneed to be taken at a local level. It is thought that someinstances of failure are due to natural causes, such as lowpH levels, which cannot be resolved.North York Moors National Park Management Plan55

EnvironmentMonitoring of fish populations by the Environment Agencyshows that the rivers and streams of the National Park areimportant for brown trout, brook lamprey and bullheadand that populations have remained reasonably stable overthe last 10 years. The Esk is a salmon and sea trout riverwhich is important for the economy of the area. Salmonnumbers have improved since a release programme usingEsk provenance stock was introduced in the mid-1990s, butsalmon numbers are still not meeting the River Esk SalmonAction Plan targets, although targets for sea trout are beingattained.Water quality improvements in the Humber Catchmentnow mean that migratory salmon and sea trout canpotentially access all of the Rye and Derwent tributaries inthe National Park. The main restrictions to this are physicalbarriers, such as weirs, outside the National Park boundary.The aim for increasing renewable energy may lead topressure for more hydroelectric schemes along the NationalPark’s rivers. Such installations must include measures toensure that fish migration can still take place and in someinstances measures can be put in place to improve on thecurrent situation.Rivers that flow through the Park can be prone to floodingduring times of heavy rainfall and some communities in andaround the Park have suffered from this. Notable recentincidents in the Park include flooding in Hawnby, Rievaulxand Helmsley in 2005 and floods have also been recordedat settlements along the Esk Valley. There have also beenmany floods in settlements just outside of the National Parkincluding at Pickering, Great Ayton and Skinningrove. Aswell as damage to property and risk to people, floodingincidents in the Park have also damaged roads, rights of wayand farmland. Annual rainfall in the National Park is generallygreater than in the surrounding lower lying areas and can beover 1,000mm 34 per year. The topography of the NationalPark, with steep sided, narrow valleys, means that run-off isoften rapid and rivers can become inundated in times of highrainfall. Measures such as blocking moorland drains are beingput in place to increase the ability of the moorland to storewater and release it slowly.Challenges● Meeting the requirements of the Water FrameworkDirective for all water bodies to achieve ‘good’ status by2015.● Removing barriers to fish migration.● Continuing diffuse pollution of water courses.● Climate change is predicted to bring about an increase inthe frequency and severity of flooding, and also periodsof drought, both of which may affect water levels, qualityand wildlife.● Reducing the risk of flooding both within and outside theNational Park.Rivers are less susceptible to flooding in high rainfall as water isreleased more slowly from the moors.In 15 Years Time…All water bodies in the National Park are achieving ‘good’status under the Water Framework Directive, where this hasbeen possible, which has also led to improvements in thelandscape and for biodiversity more generally. Followingthe removal of some barriers in rivers, salmon and otherspecies are now present in many of the National Park’s rivers. 34 North East Yorkshire Strategic Flood Risk Assessment (ARUP, 2010)56 www.northyorkmoors.org.uk

AIM■ The rivers, streams and other water resources of the National Park will be of a high qualityproviding habitats for wildlife, clean drinking water and places for recreation.POLICIESE42. ‘Good’ status (under the WaterFramework Directive) of all water bodieswill be achieved, where feasibleE43. Watercourses will be protected andrestored for the benefit of wildlifeE44. The National Park’s ability to storerainwater will be improved to reducethe risk and impacts of flooding tocommunities and environments withinand outside the National Park.MEANS TO ACHIEVERiver Basin Management PlansJoint Action Plan (local)Agri-environment SchemesCatchment SensitiveFarming InitiativesEsk Pearl Mussel andSalmon Recovery ProjectJoint Action Plan (local)Agri-environment SchemesCatchment SensitiveFarming InitiativesSlowing the Flow andsimilar projectsCatchment Flood Management PlansKEY PARTNERSEnvironment AgencyNational Park AuthorityEnvironment AgencyNational Park AuthorityNatural EnglandLand managersNational Park AuthorityNatural EnglandEnvironment AgencyNational Park AuthorityEnvironment AgencyNatural EnglandLand managersRiver interest groupsNational Park AuthorityEnvironment AgencyNational Park AuthorityNatural EnglandLand managersNational Park AuthorityNatural EnglandEnvironment AgencyNational Park AuthorityEnvironment AgencyLand ownersDEFRALocal communitiesEnvironment AgencyNorth York Moors National Park Management Plan57

EnvironmentHow Management Plan progress will be reportedINDICATORNumber and percentage of waterbodies identified as ‘good’ under theWater Framework DirectiveTARGET / DESIRED DIRECTION OF CHANGEAll appropriate 35 water bodies are identified as ‘good’2.11 Coastal and Marine EnvironmentThe National Park’s eastern boundary comprises 42km ofcoastline comprising valuable marine habitats and outstandingsea views. The communities and cultural heritage of the coastare strongly linked to the tradition of the sea as a way of life.The dramatic coastal scenery along the Park’s eastern boundaryis enhanced by the open skies and seascape adjoining it.Uninterrupted views over the sea can be gained from varioushigh vantage points along the coast, most notably at Ravenscarand Boulby. Work is currently being undertaken nationally onSeascape Characterisation by Natural England and will be a keyelement of Marine Plans in the near future. The presence andquality of the coast attracts many visitors and the seascape addsa major element to the National Park’s character.The National Park’s distinctive coast is largely wild andundeveloped, characterised by undulating sea cliffs and rockyshores, interspersed with small, traditional fishing villages. Thecoast is significant geologically, containing evidence of theJurassic age and the more recent alum,jet and ironstone industries.The marine environment is important for its reefs, is a major craband lobster fishery and supports a wide range of other flora andfauna including marine algae, sponges, sea urchins, starfish andcold water corals. Rocks, boulders and the many shipwrecksprovide ideal habitats for such species. The rocky coastlineand the sea itself are important for seabird populations such askittiwakes, and grey and common seals live in the waters off theNational Park’s coastline.35 Some are thought to be failing due to natural reasonsand it is not possible or desirable to resolve these issuesApproximately half of the coast and shoreline is designated asSites of Special Scientific Interest and the cliffs near to Robins58 www.northyorkmoors.org.uk

Hood’s Bay are designated internationally as a Special Areaof Conservation, with the inshore waters there defined asa Sensitive Marine Area. Cliffs and slopes, rocky shore andmarine sub-tidal areas are identified as priority habitats inthe North York Moors Local Biodiversity Action Plan. Theentire coastline is defined as Heritage Coast for its naturalenvironment, landscape and opportunities for recreation.There are three bathing beaches as defined by the BathingWater Directive in the National Park - Staithes, Runswick Bayand Robin Hood’s Bay. With the exception of Staithes theyhave regularly passed the bathing water quality assessmentsto date. Problems at Staithes are thought to be caused by anumber of factors not least of which is the fact that the samplepoint is within the harbour wall. The Bathing Water Directive 36requires all bathing waters to be ‘sufficient’ by 2015.The 2009 Marine and Coastal Access Act changes themanagement of the marine environment. Amongst otherprovisions, the Act will lead to the establishment of MarineConservation Zones, and the marine area around RunswickBay has been proposed for designation. The MarineManagement Organisation is responsible for planning andlicensing in the marine area. The Marine Strategy FrameworkDirective aims to achieve Good Environmental Status ofEurope’s seas by 2020.A significant problem for many coastal and marine areas islitter, either from beach users or that is washed up from thesea. The coastline of the North York Moors is no exceptionand there are many instances of material, in particular plastics,washing up on the beaches. One of the requirements of theMarine Strategy Framework Directive is to ensure that litterdoes not cause harm to the marine environment.Integrated Coastal Zone Management is an internationallyrecognised method of managing the coastal zone. The variedinterests of many agencies and local interest groups on thecoast of the National Park are represented through the NorthYorkshire and Cleveland Coastal Forum. The River Tyne toFlamborough Head Shoreline Management Plan 2 sets out thepolicies in relation to coastal management.Challenges● The Bathing Water Directive requires all bathing water,including inshore waters up to a mile out to sea, to achieve‘sufficient’ status by 2015.● Continuing demand for recreational activities such aswalking.● Pressure for development related to aquaculture.● The need for alternative and sustainable forms of energysuch as wave and tidal energy.● Sea level rise may lead to coastal adjustment and cliff lineretreat.● Increased storminess brought about by climate changemay exacerbate coastal erosion processes.In 15 Years Time…The marine environment is healthy and supports sustainablefisheries, and bathing waters are in good condition.36 Directive 2006/7/ECNorth York Moors National Park Management Plan59

EnvironmentAIM■ The natural and historic coastal and marine environment and its distinctivelandscape and seascape will continue to be renowned for its beauty and diversity.POLICIESE45. The wildlife, seascape, tranquillityand historic environment of the coastand marine area will be protected andenhancedE46. Bathing water quality will beimproved where necessary andcurrent standards will be maintained orimproved elsewhereE47. Natural processes will beallowed to continue along much ofthe coastline, with coastal and floodrisk management measures beingmaintained or implemented wherenecessary.MEANS TO ACHIEVENorth Yorkshire and ClevelandHeritage Coast Management PlanNorth York Moors Local BiodiversityAction PlanStrategy for the CoastLocal Development Framework CorePolicies C, D and GMarine Plan (to be prepared)Action Plan between EnvironmentAgency and National Park AuthorityCatchment Sensitive FarmingInitiativesStrategy for the CoastYorkshire Bathing Water PartnershipRiver Tyne toFlamborough Head ShorelineManagement PlanKEY PARTNERSNorth Yorkshire and ClevelandCoastal ForumNational Park AuthorityNorth Yorkshire and ClevelandCoastal ForumNational Park AuthorityMarine Management OrganisationEnvironment AgencyNational Park AuthorityNational Park AuthorityEnvironment AgencyNorth Yorkshire and ClevelandCoastal ForumYorkshire WaterScarborough Borough CouncilScarborough Borough CouncilRedcar and ClevelandBorough CouncilNational Park Authority60 www.northyorkmoors.org.uk

How Management Plan progress will be reportedINDICATORNumber of beaches identified as‘sufficient’ under the revised BathingWater Directive.TARGET / DESIRED DIRECTION OF CHANGEAll beaches are identified as ‘sufficient’North York Moors National Park Management Plan61

Ralph CrossJust wander up as far as RaufOn a fine an’ sunny day:See t’ Cleveland Hills an’ RoseberryA vast o’ mahls away.Drink in that pure, that balmy air,Midst breckon, moor an’ moss;Enjoy that quiet solitudeAroond that ancient cross.An’d whahl ye sit an’ meditateBeneeath a cloodless sky,Ye think hoo men an’ tahms tha changeAs t’ yeears pass swiftly by.But Rauf’s steead there for centuriesAn’ t’ moor sheep roond ‘im rub-He’s fower mahls fra CastletonAn’ tweea fra Blaka’ pub.by Tun ‘Moor Jack’, CastletonLinocut: Ralph Cross by Will Taylor

3. Understanding and EnjoymentNational Parks are for everyone. The freedom to exploreand enjoy beautiful landscapes was a major impetus behindthe creation of National Parks and this was embodied in thesecond statutory purpose for National Parks:b To promote opportunities for the understanding andenjoyment of the special qualities of the Parks by thepublic.BMore recently, the National Parks Circular emphasises theimportance of people in the environment and the rolethat these protected landscapes play in promoting social,economic, spiritual and physical wellbeing.Every year, millions of people make use of the recreationalopportunities provided by the National Park’s environment,from a day’s walk or school visit to a multi-day sightseeing ormore adventurous mountain biking visit. Not only does thisprovide benefits in terms of the health and well-being of thepopulation, it also enhances understanding and knowledgeof the National Park and the environment as a whole and isa major factor in the local economy. However, the benefitspeople gain from being in the Park do not need to beassociated with undertaking an ‘activity’. The fact that thelandscape is designated creates a sense of inherent value andjust being in the Park can offer people a sense of calm, peaceand tranquillity and a rejuvenation of spirit.The proximity of large urban areas, particularly to the north ofthe Park, highlights its importance in providing opportunitiesfor recreation.3.1 A Sustainable Growth in Visitors for theNational ParkDuring 2010, 10.2 million visitor days were spent in and aroundthe National Park, comprising 6.4 million visitors 37 . Since thepublication of the last Management Plan in 1998, there hasbeen an average growth in visitor days by approximately 1-2%each year. During this period, there have been fluctuations bothup and down, however, the most recent period from 2007-2010 has seen a drop of 5% (half a million) in visitor days and5% (350,000) in visitors. Current estimates indicate that if thistrend were to continue a further 4.5% of visitor days and 5.5%of visitors would be lost from 2010 through until 2015 38 . Incontrast, the number of visitors to the Yorkshire and Humberregion has increased over recent years by around 6% 39 .Given the benefits which tourism brings in terms of raisedawareness of the special qualities and the opportunity to enjoythe National Park as well as the financial benefits to the localeconomy, a reduction in tourist days would be seen as having anoverall negative impact on the National Park.VisitEngland’s Strategic Framework for Tourism 40 proposes theprinciples of ‘wise growth’ and identifies a headline ambition of3% real growth in the value of tourism in England year on yearbetween 2010 and 2020. This is growth in the economic value oftourism rather than in visitor numbers.If this ambitious growth rate is achieved for England and mirroredin an increase in the value of tourism for the North York Moors,we anticipate that this might mean an increase on 2010 figuresof 1.6 million visitor days (to 11.9 million) and around 1 millionadditional visitors (to 7.5 million) between 2010 and 2015 in theNational Park 41 . The National Park has already experienced apeak of 10.8 million visitor days in 2007 without major impacton the special qualities.During the summer months, there are some places in theNational Park where current visitor levels do cause congestionand disturbance. However, there are many other places andother times of year when the National Park, its communities andits businesses have the capacity to sustain more visitors thancurrent levels.It is impossible to arrive at a precise measure of what level ofvisitation an area can withstand before communities, othervisitors or the landscape and wildlife are negatively affected.The more diverse the area and the wider the range of visitor itreceives, the more difficult it is to make an accurate forecast ofthe capacity of that area to sustain a certain number or type ofvisitor.The current level of damage and disturbance caused by recreationand tourism is very limited and very localised. There is experienceof managing visitors and facilities to lead to more sustainablerecreation. There is spare capacity at tourism based facilities suchas hotels, youth hostels and camp sites. From this it is considered37 Scarborough Tourism Economic Activity Monitor 2010 Report(Global Tourism Solutions (UK) Ltd, 2011)38 To project further than a 5 year period is not deemed accurateenough, hence revised projections will be calculated in around 3years for the following 5 year period of the Management Plan39 Great Britain Travel Survey / Welcome to Yorkshire, data on VisitorTrends by Purpose of Trip 2006 – 2010.40 England – A Strategic Framework for Tourism 2010 – 2020(VisitEngland, 2011)41 Scarborough Tourism Economic Activity Monitor Projections(Global Tourism Solutions (UK) Ltd, 2011)North York Moors National Park Management Plan63

Understanding and Enjoymentthat the National Park could accommodate a growth in visitor daysbut this will depend upon the nature of activities undertaken, thetiming of the visit and the places visited.Based upon current levels of activity in the National Park, itis considered that, were the levels of growth set out aboveexperienced, each year around 800,000 additional long walksand 510,000 additional short walks may be taken, there would bearound 570,000 further visits to the beach and around 590,000more visits to a country pub. Smaller increases would also be seenin relation to cycling, visiting tourist attractions and people goingshopping.Given the potential benefits of a growth in visitors to the wellbeing of the public and to the local economy, it is proposed thatthe Authority should support and encourage growth, but only inso far as it does not negatively impact on the communities andspecial qualities of the area.It is considered that an additional 1.6 million visitor days and 1million visitors by 2015 can be absorbed by the National Parkwithout detrimental effect. These increases would need to becarefully promoted and managed with the aim that visitorsarrive at the right times, in the right places and in the right wayto minimise impact and maximise benefit. This principle of‘wise growth’ balances growth aspirations with the principlesof sustainability in tourism. Any further growth aspirations forthe latter years of the Management Plan period will need to beconsidered prior to 2015 in line with the circumstances at the time.3.2 Enjoying the ParkThe varied landscapes of the North York Moors offer a greatdiversity of opportunities for recreation and access. People enjoythe National Park for a variety of recreational pursuits includingwalking, cycling, horseriding, a day at the seaside, enjoying thescenery, eating out, sports, visiting cultural and natural heritagesites, visiting museums and visitor centres and participating ina wide range of other outdoor activities from pony trekkingand mountain bike riding to sailing, shooting and fishing. Manypeople also enjoy the National Park through volunteering for awide range of activities including repairing paths and dry stonewalling. In addition, a wide range of events is held in the NationalPark each year which draws in many visitors, such as eventson the North Yorkshire Moors Railway and Robin Hood’s BayVictorian Weekend.Recreation Activities most commonlyundertaken on a visit to the North York Moors 42Longer walk (more than 1 hour) 50%Visiting a country pub 37%Visiting the beach 36%Short walk (less than 1 hour) 32%Car touring 22%Visitor attraction 11%Cycling 6%Special event 6%The North York Moors are relatively well-resourced in terms ofmost types of access and recreation provision, with a 2,300kmnetwork of public rights of way and around 65,000 hectares ofopen access land (45% of the National Park’s area) as well asa number of long distance trails and cycle routes. The NationalPark also contains a wide variety of recreational facilitiesappealing to a broad range of interests, such as the ForestryCommission’s Dalby Forest, Yorkshire Gliding Club, historic sitessuch as Rievaulx Abbey and the North Yorkshire Moors Railway.In addition to facilities, events celebrating the cultural heritage ofthe Park are another way to enjoy its special qualities.The rights of way network is perhaps the most importantphysical resource for enabling the public to directly enjoy thespecial qualities of the National Park. Agreements between theNational Park Authority and North Yorkshire County Counciland Redcar and Cleveland Borough Council delegate to theNational Park Authority the statutory powers and duties relatingto management of public rights of way.The Countryside and Rights of Way Act 2000 introduced theright of access on foot to open country which now coversalmost half of the National Park. The National Park Authority isthe ‘Access Authority’ for the purposes of the Act. In 2009 theMarine and Coastal Access Act introduced the legal frameworkfor a right of public access around the coast. Natural England,with the input of the National Park Authority, is developingproposals for access around the coastline but it is not clear whenthis will be introduced in the North York Moors.The area is also well used for organised recreational events.Every year there are hundreds of these across the NationalPark, ranging from major events such as the Mountain BikeWorld Cup and motor rallies through to small scale orienteeringexercises, cycling enduros, and charity walks and rides.42 North York Moors Casual User Survey, 2011 (Qa Research)64 www.northyorkmoors.org.uk

Two of the country’s most popular long distance walking routescross the National Park – the Coast to Coast and the ClevelandWay National Trail. The Cleveland Way is managed in partnershipwith Natural England and the Coast to Coast is managed alongwith the rest of the rights of way network.There has been major development for cycling and therecreational use of forests over recent years, in particular at Dalbywhere international standard mountain biking facilities now hostthe Mountain Bike World Cup. Lower key cycling improvementsare also being carried out on the former Whitby – Scarboroughrailway line and on the Moor to Sea cycle route. The NationalPark Authority and Natural England have agreed an eventsprotocol to ensure that event organisers avoid sensitive times andlocations and that the nature of the activity is appropriate.This range and diversity of opportunity does however bring with ita need for management, to ensure that the opportunities are wellmanaged and benefits are available to as wide a cross section ofthe population as possible and that the enjoyment of the areadoes not conflict with wildlife, landscape, community and landmanagement interests.Focussed effort by the Authority’s staff and volunteers hasseen the condition of the public rights of way network improvesignificantly over recent years. There is also a continuing drive tomake the network more accessible to disabled people. On accessland, the Authority has drawn up access management planswith all of the major estates with the aim of making the most ofthe access opportunity without damaging land managementinterests. Implementation of these plans is ongoing.The National Park Authority offers advice and support tocommunities, user groups, event organisers and land managers,North York Moors National Park Management Plan65

Understanding and Enjoymentaimed at minimising any impacts on conservation and localcommunities and on enjoyment of the area by others.Whilst most of the activities that take place in the National Parkare undertaken within acceptable limits, some recreationalactivities are having a detrimental impact upon the naturalenvironment and local communities. Work is ongoing to preventunsustainable recreational use. For example, a coordinatedprogramme of joint action by police and the National ParkAuthority’s Ranger Service targeting illegal motorised use and a‘problem solving group’ including community, landowners andthe National Park Authority, tackling misuse of a popular visitorsite. The Natural Environment and Rural Communities Act of2006 introduced new measures relating to off road vehicularrights and gave National Park Authorities the power to makeTraffic Regulation Orders.Unsurfaced Unclassified Roads, some of which are referred to as‘Green Lanes’ are part of the highway network and therefore theduty to maintain them lies with North Yorkshire County Counciland Redcar and Cleveland Borough Council. In exceptionalcircumstances, where vehicular use of these routes is havinga significant impact on conservation of the natural and culturalheritage of the National Park and its enjoyment by the public, theNational Park Authority may consider taking action including theuse of Traffic Regulation Orders. In all other cases, the HighwaysAuthority will act. This agreed division of responsibilitiesreflects the statutory position and the National Park Authority’svery considerable voluntary contribution focussed on themaintenance of the wider rights of way network.In addition to the ongoing work to improve access and recreation,a number of fixed term projects are currently under way. Thisincludes the Community Access Project which provides fundingand support to communities wishing to improve access in their area.93% of visitors are believed to travel to the National Park bycar 43 and in 2006 transport in the National Park accounted foraround 45% of CO 2 emissions. Further, the 2010/11 YorkshireRegional Visitor Survey 44 showed that 57% of visitors to theNational Park listed ‘driving around and sightseeing from the car’as an activity they undertook.Challenges● Reversing the current trend of a decline in the number oftourists and tourist days spent in the National Park.● An increasing need to improve health and wellbeing,particularly in view of increases in levels of obesity and heartdisease, set against increasingly sedentary and technologyledlifestyles of many young people.● Embracing the drive nationally to reconnect people withnature and increase the number of volunteers.● Embracing the development of an ‘experience economy’that focuses on experience over material goods.● The effects of climate change may lead to damage to someof the National Park’s infrastructure such as bridges andrights of way. CO 2 emissions related to tourism must beminimised, particularly if it is considered that the number oftourist days will rise.● Ensuring that recreational activities in the Park do not resultin harm to the natural and historic environment andtranquillity and do not disturb communities and vulnerableor protected wildlife.● Minimising conflicts between different recreational interests.In 15 Years Time…More people of all ages, backgrounds and abilities now havea high quality, enjoyable experience of the National Park.They undertake a range of activities including walking, cycling,sightseeing and other more adventurous activities. Theseactivities bring benefits in terms of people’s health and wellbeingand are undertaken in ways which minimise the impact onthe natural environment.43 North York Moors Recreation and Access Strategy (North YorkMoors National Park Authority, 2008)44 Yorkshire and Humber Regional Visitor Survey, 2010-11(Welcome to Yorkshire)66 www.northyorkmoors.org.uk

AIM■ More people will visit the National Park to enjoy the special qualities.■ There will be increased and improved opportunities for the public to enjoy the specialqualities of the National Park.■ Conflicts between enjoyment of the National Park and other interests will be minimised.POLICIESU1. Opportunities for a range ofrecreational activities will be developedaround existing ‘hubs’U2. The public will be able to enjoy theNational Park using the rights of waynetwork and open access areasU3. Opportunities to enjoy the NationalPark will be available to a wide crosssection of societyU4. Provision of high quality informationon the recreational opportunities in theNational Park will be made availableusing a wide range of mediaMEANS TO ACHIEVERecreation and Access Strategy for theNorth York Moors National ParkRecreation and Access Strategy for theNorth York Moors National ParkDelegation Agreement with NorthYorkshire County CouncilPeople, Paths and Places – the Rightsof Way Improvement Plan for NorthYorkshireRights of Way Improvement Plan for theBorough of Redcar and ClevelandAccess Management PlansContinual liaison and feedback fromunder-represented groupsPublications, interpretation material andwebsiteKEY PARTNERSNational Park AuthorityNational Park AuthorityNational Park AuthorityNorth Yorkshire County CouncilNational Park AuthorityRedcar and Cleveland Borough CouncilNational Park AuthorityLandowners and land managersNational Park AuthorityDisability Advisory GroupCommunity championsNational Park AuthorityNorth York Moors National Park Management Plan67

Understanding and EnjoymentPOLICIESU5. Conflicts between recreation andthe interests of communities, landmanagers and other user groups will beminimisedU6. Conflicts between recreationalactivities and conservation of the specialqualities of the National Park will beminimisedMEANS TO ACHIEVEAnti Social Behaviour Partnership andlocal problem solving groupsEvents protocolsFire liaison partnership and wildfiregroupAccess Management PlansLocal Access ForumAnti Social Behaviour Partnership andlocal problem solving groupsContinued partnership to improvemanagement of green lanesTraffic Regulation Orders wherenecessary to protect the National Park’sspecial qualitiesLocal Access ForumKEY PARTNERSNational Park AuthorityPoliceNational Park AuthorityNatural EnglandNational Park AuthorityNorth Yorkshire Fire ServiceNational Park AuthorityLandownersNational Park Authorityand Forum membersNational Park AuthorityPoliceNational Park AuthorityNorth Yorkshire County CouncilRedcar and Cleveland Borough CouncilNatural EnglandPoliceNorth Yorkshire County CouncilRedcar and Cleveland Borough CouncilNational Park AuthorityNational Park Authority and Forummembers68 www.northyorkmoors.org.uk

POLICIESU7. The public will be able to improvetheir health and wellbeing throughreconnecting with natureU8. Local communities will enjoyimproved access to recreationalactivities and be engaged in developingand managing local accessU9. There will be opportunities forpeople to access the National Parkwithout a carMEANS TO ACHIEVECoast Alive Project and successorprojectsNational Park walks and eventsprogrammesNational Park volunteers schemeProvision of information and facilitiesCommunity Access Project (throughLEADER funding)People, Paths and Places – the Rightsof Way Improvement Plan for NorthYorkshireRights of Way Improvement Plan for theBorough of Redcar and ClevelandRecreation and Access Strategy for theNorth York Moors National ParkDelivery of transport service to targetgroupsNorth Yorkshire Local Transport PlanRedcar and Cleveland Local TransportPlanKEY PARTNERSNational Park AuthorityNational Park AuthorityNational Park AuthorityNational Park AuthorityNational Park AuthorityNorth Yorkshire County CouncilNational Park AuthorityRedcar and Cleveland Borough CouncilNational Park AuthorityNational Park AuthorityNorth Yorkshire County CouncilRedcar and Cleveland Borough CouncilNorth York Moors National Park Management Plan69

Understanding and EnjoymentHow Management Plan progress will be reportedINDICATORNumber of visitor daysPercentage of Public Rights of Way areeasy to usePercentage of Public Rights of Way thatare signposted where they leave theroadPercentage of visitors who enjoyed theirvisit 45TARGET / DESIRED DIRECTION OF CHANGEThe number of visitor days has increased85% are easy to useMaintain percentage signposted where they leave the road at 95%To maintain at at least 95%45 Respondents selecting either 5 or 6, on a scale of 1 to 6, when asked to whatextent they enjoyed their visit. Surveyed through the Casual User Survey.70 www.northyorkmoors.org.uk

3.3 Promoting the ParkIn 2007, the National Park family undertook research 46 acrossthe country to ascertain the awareness levels of National Parksboth in a UK context and individually. The North York Moorswas identified as having a national awareness level of 6% andcame 5 th in the list of National Parks people could name behindthe Lake District, Peak District, Snowdonia and the YorkshireDales. Only around a third of people in the Yorkshire andHumber region are aware of the North York Moors NationalPark 47 .During 2007 research was undertaken by the Yorkshire Moorsand Coast Tourism Partnership into what the brand of theNational Park and surrounding area should be in order topromote tourism. It was recognised that the villages in theNorth York Moors were attractive and appealing and the area‘breathtaking’, ‘unspoilt’ and ‘peaceful’. Recent research 48 showsthat people visiting the Park most commonly described it asbreathtaking, natural, peaceful and inspirational.The National Park Authority plays a crucial role in promotingthe National Park along with other organisations such asWelcome to Yorkshire, the regional tourism body. During 2010,a Communications Strategy was created by the National ParkAuthority which identified the unique selling point of the NorthYork Moors as the strong link between the cultural and builtheritage and the natural landscape, creating a focus for externalcommunications around ‘where nature and history inspireeach other’. This will remain the National Park Authority’s coreapproach to promoting the North York Moors.Websites including the Authority’s and Welcome to Yorkshire’s,plus social media, play an important role in providinginformation to potential visitors to the National Park. TheAuthority’s website, which currently maintains around 310,000unique users, needs to continue to be customer orientatedand interactive, focussed around what there is to see and doin the National Park and include, where appropriate, newtechnological developments which can help us engage withpeople in a way they demand.The National Park Authority has devoted considerable resourcesto work with under-represented groups through its coreactivities and via the Reaching Out, Heritage Connections andall three Mosaic projects. These have enabled the Authority towork with over 65,000 people and to develop a strong groupof community champions. This work has been systematicallymainstreamed to ensure continued support. The Authority hasalso ‘taken the North York Moors to people’ in the surroundingtowns and cities by putting displays in libraries and by fittingout the mobile display unit for urban audiences and using it intown centres. Ongoing monitoring indicates that a very smallproportion of visitors to the National Park are from underrepresentedgroups 49 and so there is clearly much that remainsto be done.Challenges● Increasing awareness of the brand of the North York Moorsto enable achievement of the Park’s second purpose and tobenefit local businesses.● Continuing to increase awareness amongst, and removebarriers for, under-represented individuals andcommunities.● Ensuring that people are engaged in a way which reflectstheir choice, including through the use of new technology.In 15 Years Time…More people are aware of the North York Moors National Parkand what it has to offer. Promotion of the area focuses upon the‘unique selling points’ of the area and leads to an increase inquiet enjoyment of the National Park’s special qualities. Positiveimages are associated with the terms ‘North York Moors’ and‘moors’ by the general public.46 National Parks Awareness Survey, 2007 GfKNOP47 Regional Awareness Survey, 2008 (QA Research)48 Yorkshire Regional Visitor Survey 2010/11 (Welcome toYorkshire)49 30% of users of the National Park Authorities’ visitor centres,website and events were from under-represented groups in2011/12North York Moors National Park Management Plan71

Understanding and EnjoymentAIM■ A wide audience will be aware of and associate positive images with theNorth York Moors National Park.POLICIESU10. The awareness of the National Parkamongst the regional population andvisitors will be increasedU11. Under-represented groups will besupported to increase their awareness ofand access to the National ParkU12. Opportunities to promote thewider North York Moors area and NorthYork Moors National Park brand andsense of place will be created and takenMEANS TO ACHIEVECommunications StrategyPromoting the Park Plan(to be prepared)Partnership agreementOutreach workPromoting the Park Plan(to be prepared)Partnership agreementKEY PARTNERSNational Park AuthorityNational Park AuthorityLocal and regional tourism organisationsTourism providersLocal businessesConstituent local authoritiesWelcome to YorkshireNational Park AuthorityNational Park AuthorityYouth Hostel AssociationCommunity Champions (Mosaic project)Disability Advisory GroupNational Park AuthorityLocal and regional tourism organisationsTourism providersLocal businessesConstituent local authoritiesWelcome to YorkshireNational Park Authority72 www.northyorkmoors.org.uk

How Management Plan progress will be reportedINDICATORProportion of under-represented groupsvisiting the National ParkProportion of the region’s populationwho are aware of the North York MoorsNational ParkTARGET / DESIRED DIRECTION OF CHANGEProportion will have increasedProportion will have increased – see detailed targets below3.4 Understanding the ParkPromoting understanding of the National Park’s special qualitiesis about providing opportunities for people to discover and learnabout the National Park, whilst appreciating the importanceof conservation and the needs of local communities. Havingan understanding of the National Park is part of appreciatingits beauty and fragility and the need for its conservation andprotection. In 2008, 43% of the region’s population were awareof the National Park’s special qualities 50 .Regional awareness of NYMNP (%)Actual2003 200833 34201337201840Targets202343202846203050A variety of media is used to engage with people including use ofthe arts, exhibitions, publications, working with schools, events,as well as interpretive panels, visitor centres, websites and socialmedia. Interpretation must be informative, entertaining, thoughtprovoking, stimulating and be socially inclusive.Yorkshire Dales NP/NYMNPA Regional Awareness Surveys, Qa ResearchActual2004 2011Visitor awareness of the NYMNP (%)n/a 34NYMNPA Casual User Surveys, Qa Research201637Targets2021 202640 43203045The National Park Authority is not alone in its work to promotewhat is special about the National Park. Other government andnon-government organisations such as English Heritage, ForestryCommission, local authorities and the numerous charity andvoluntary sector organisations such as Ryedale Folk Museumall play a role in raising awareness of what is special about theNational Park linked to their organisation’s particular interest forexample, woodlands, birds, cultural heritage or geology.Visitor awareness of being in a NYMNP (%)NYMNPA Casual User Surveys, Qa ResearchActual2004 201183 73201683Targets2021 202685 87203090The National Park Authority is the main organisation with thespecific role for promoting understanding of the special qualitiesand focuses on working with structured groups – such as schoolchildren. The National Park Authority’s Education Service makeslinks with on average 14,000 people each year – 64% of groups50 Regional Awareness Survey, 2008 (QA Research)North York Moors National Park Management Plan73

Understanding and Enjoymentare primary schools, 21% secondary and the remainder othergroups. Links to the National Curriculum are of key importance,and increased emphasis is placed on social inclusion andoutreach work.Other organisations also provide educational activities linkedto their specific focus. Local authorities provide a small numberof outdoor activity centres allowing mainly school children totake part in activities such as canoeing or climbing, while localcharities also deliver environmental education and heritagebased activities through their own education services.Over the past four years, the National Park Authority has expandeda successful and varied events programme and in 2009-10 nearly4,000 people attended the bookable events. The programme isan important means of delivering face to face information aboutthe National Park and is a key aspect to achieving a high level ofunderstanding about the National Park. These events complementother organisations’ events programmes running within theNational Park again focussed around their specialisms such asbirds, cultural heritage and wildlife.Increasing understanding and awareness of the special qualitiesof the North York Moors can lead to changes in people’sbehaviour when visiting the National Park, which in turn can bebeneficial for the environment.Challenges● Continuing to engage with under-represented groups aswell as other visitors.● Changes to the National Curriculum will impact upon theway in which the ‘outside the classroom’ experience isdelivered.● Changes to the provision of resources for lifelong learningopportunities.● Promoting understanding of the special qualities througha range of media to suit people’s choices and expectations,including through technology offering interactivity and realtime information.● Ensuring understanding of all 14 special qualities andcommunicating the idea of local distinctiveness.In 15 Years Time…More people of all backgrounds, ages and abilities understandwhat is special about the North York Moors and they areengaged with in ways which are fun and inspirational and enableenjoyment of the National Park’s environment. A broad rangeof organisations work together to promote understanding ofthe National Park which leads to increased support for theconservation of the special qualities.The National Park Authority currently produces 60 publicationsencouraging people to discover the North York Moors and hasinstalled on site information panels and numerous interpretationpanels about the special qualities at key sites around the NationalPark. The two National Park visitor centres receive on averageover 240,000 visitors per year and are key aspects of the secondpurpose work, both increasing understanding and also enjoymentof the Park. Substantial investment has taken place in the centresover the last five years to improve the offer to visitors. Futureinvestment will continue to ensure a high quality product andservice is offered whilst optimising revenue from the centreswhich can then be re-invested into looking after the National Park.74 www.northyorkmoors.org.uk

AIM■ There will be an increased level of understanding of the special qualitiesof the National Park.POLICIESU13. Children living within and outsidethe National Park will be engaged withduring their school careerU14. Visitors’ and the regionalpopulation’s understanding of the specialqualities will be increasedU15. Opportunities for lifelong learningabout the National Park will be providedU16. Outreach work amongst underrepresentedgroups (both outside andinside the National Park’s boundary) willbe continuedMEANS TO ACHIEVEEducation Service Review and StrategyInterpretation Plan for Engaging withCasual Visitors to the North York MoorsNational ParkVisitor CentresEducation Service Review and StrategyInterpretation Plan for Engaging withCasual Visitors to the North York MoorsNational ParkMuseums and visitor centresEducation Service Review and StrategyNational Park volunteers schemeKEY PARTNERSNational Park AuthorityNational Park AuthorityTourism BusinessesNational Park AuthorityForestry CommissionNational Park AuthorityNational Park AuthorityNational Park AuthorityForestry CommissionMuseum operatorsNational Park AuthorityNational Park AuthorityNorth York Moors National Park Management Plan75

Understanding and EnjoymentHow Management Plan progress will be reportedINDICATORNumber of people who understand thespecial qualities of the National ParkTARGET / DESIRED DIRECTION OF CHANGENumber has increased – see detailed targets belowActualTargetsRegional awareness of Special Qualities (%)2003n/a200843201345201848202351202853203055Yorkshire Dales NPA/NYMNPA Regional Awareness Surveys, Qa Research.ActualTargetsVisitor awareness of Special Qualities (%)2004n/a201118201621202124202627203030NYMNPA Casual User Surveys, Qa Research76 www.northyorkmoors.org.uk

Nature trailsAmazing viewTiring walksInteresting amimalsOn top of the cliffsNear to the SeaAnimals kept safeLarge grassy areaPeaceful picnicsAstonishing cliffsRural landscapesKind walkersPupil from Hackness CE Primary SchoolPainting by Julie McLinden – from the Coast AliveTracker Pack ‘A Bit of Bother with a Boggle’

4. Business and Land ManagementThe economy of the National Park benefits from its protectedlandscape designation. The National Parks Circular indicatesthat National Park strategies should be informed by their localeconomic circumstances and seek to foster improvementsin productivity and incomes through appropriate policy andintervention.The economy of the North York Moors has traditionally reliedon the agricultural, forestry, shooting and tourism sectors, andthis largely remains the case. The tourism industry employs4,485 51 people whilst 2,220 52 are employed in agriculturein the National Park. Many people living in the National Parkcommute to areas outside the boundary for employment.The unemployment rate in the National Park is below theNational and Regional figures however the median earningsof £18,362 are much lower than the median figure forEngland of £21,398 53 .The Economic Assessment 54 for the Moors Sub Regionshows that in the last decade there has been a low level ofjob growth and, in terms of employment structure, high levelsof self employment and micro businesses, a low proportionof younger working people and high dependency onhospitality and retail. The dependency on tourism jobs meansthat many jobs in the Park are seasonal and/or part time. Itis understood that many younger people are moving awayfrom the area for work with consequences for local facilitiesand communities. Future drivers of growth for the sub regionhave been identified in the cultural, creative and visitoreconomy, the higher education and science sector and thelow carbon economy.The York, North Yorkshire and East Riding Local EnterprisePartnership was formally recognised by the Governmentin February 2011 and has identified its priorities as agri-food,tourism, high speed broadband, business support, businessnetworks, coastal regeneration and skills and training.4.1 TourismTourism remains an important element of the economy ofthe National Park both in terms of income generation and asa source of employment. In 2010, tourism was worth £416mto the local economy and supported 7,813 jobs in the area 55 ,including over 4,000 in the National Park itself. However,tourism is particularly seasonal and in 2010 tourism revenuein January was only 19% of that in August. Around half of thetourist days spent in the National Park are made by day touristsyet these only account for around 40% of the economic value.Staying tourists provide greater value to the economy for eachday that they are here. Many of the businesses in the Park areinterrelated with tourism and benefit from people visiting thePark. Many visitors will make combined trips, visiting both thePark and the surrounding area.Equally, residents benefit from visitor facilities and are oftencustomers. Any increase in value to the tourist economyneeds to be mindful of social equity and allow residents andvisitors access to and enjoyment of the National Park’s nonnaturalassets. Tourists visit the National Park for a varietyof reasons including sightseeing and visiting cultural attractionsor to undertake activities such as walking, cycling orhorseriding.The quality of the tourism offer, including accommodation,catering establishments and attractions, as well as the standardof hospitality offered, play an essential role in both attractingpeople to the area and their satisfaction levels from a visit.Recent trends have shown that the value of tourism in theNational Park is decreasing – between 2007 and 2010 thevalue of tourism in the Park declined by 4.4% in real terms.Employment in tourism related sectors has also declined byaround 4.4% over this time. It appears that a decrease in thenumber of tourist days has played a large part in this decline. Ifthis decline were to continue it is projected that there would bea further real terms decrease in the economic value of tourism of6.7% and a further loss of around 400 jobs between 2010 and2015 56 . It is difficult to predict further ahead due to the variablesinvolved.Alternatively, if the ambitious VisitEngland 3% year on yearreal growth target 57 is achieved this will result in an increase inaround 15% (£65 million) in the economic value of tourism by2015 (compared to 2010 values) and around 1,200 additionaljobs 58 . These changes would help to strengthen the NationalPark’s economy allowing businesses directly and indirectlyaffected by tourism to prosper and potentially enable youngpeople to remain working in the National Park.51 Scarborough Tourism Economic Activity Monitor 2010 Report(Global Tourism Solutions (UK) Ltd, 2011)52 2010 Agriculture Census (DEFRA, 2011)53 Annual Survey of Earnings and Hours 2010, ONS54 York and North Yorkshire Economic Assessment 2010 (York andNorth Yorkshire Partnership Unit, 2010)55 Scarborough Tourism Economic Activity Monitor 2009 Report(Global Tourism Solutions (UK) Ltd, 2010) (Full Time Equivalents)(National Park and influence area)56 Scarborough Tourism Economic Activity Monitor Projections(Global Tourism Solutions (UK) Ltd, 2011) 201157 England – A Strategic Framework for Tourism 2010 – 2020(VisitEngland 2011)58 Scarborough Tourism Economic Activity Monitor Projections(Global Tourism Solutions (UK) Ltd, 2011)78 www.northyorkmoors.org.uk

Challenges● Attracting more tourists to the National Park in line with theprinciples of ‘wise growth’ 59 , which recognises that increasesin tourism activity can be achieved alongside protection andenhancement of the natural and cultural environment.In 15 Years Time…The value of tourism to the National Park’s economy is greaterand there are more people employed in tourism. In particular,more tourists visit outside of the peak seasons. There are avariety of quality tourist facilities which respect the specialqualities of the National Park and encourage sustainable waysof visiting the National Park.● Increasing the value of tourist spend whilst in the NationalPark, taking account of VisitEngland’s target for 3% yearon year growth to the tourism economy in real terms.● Attracting people into the National Park in the ‘shoulder’seasons (autumn and winter).● Increasing the number of people employed in the tourismindustry in the National Park.● Increasing the quality of the tourism offer and standard ofhospitality.● Promoting the wider North York Moors area and the NorthYork Moors National Park brand and seeking businessaffiliation.● Rising costs of transport and competition with otherdestinations.● Reducing the environmental impact of tourism businesses.59 England – A Strategic Framework for Tourism 2010 – 2020(VisitEngland 2011)North York Moors National Park Management Plan79

Business and Land ManagementAIM■ The economic value of tourism and the number of people employed in the industryin the National Park will be increased.POLICIESB1. Visitor spend will be increasedB2. Opportunities for visiting the NationalPark outside of traditional peak seasonswill be promotedB3. Overnight tourism in and aroundthe National Park will be specificallypromotedB4. The quality and variety of tourism andrecreation facilities and accommodationwill be improvedMEANS TO ACHIEVEOngoing promotional activitiesLocal Enterprise Partnership prioritiesPromoting the Park Plan (to be prepared)Partnership AgreementPromoting the Park Plan (to be prepared)Ongoing promotional activitiesPartnership AgreementPromoting the Park Plan (to be prepared)Ongoing promotional activitiesPartnership AgreementContinuing improvementsPromoting the Park Plan (to be prepared)Sustainable Development FundKEY PARTNERSYork, North Yorkshire and East RidingLocal Enterprise PartnershipLocal BusinessesWelcome to YorkshireYork, North Yorkshire and East RidingLocal Enterprise PartnershipNational Park AuthorityNational Park AuthorityWelcome to YorkshireNational Park AuthorityWelcome to YorkshireLocal businessesNational Park AuthorityWelcome to YorkshireNational Park AuthorityWelcome to YorkshireLocal businessesNational Park AuthorityWelcome to YorkshireLocal businessesWelcome to YorkshireYork, North Yorkshire and East RidingLocal Enterprise PartnershipNational Park AuthorityNational Park Authority80 www.northyorkmoors.org.uk

POLICIESB5. Tourism businesses will reduce theirimpact on the environment and useresources efficientlyMEANS TO ACHIEVEGreen Tourism Business Scheme and/orother schemesKEY PARTNERSNational Park AuthorityLocal businessesHow Management Plan progress will be reportedINDICATORValue of tourism to the National Park’seconomyNumber of people employed in tourismAverage length of stayTARGET / DESIRED DIRECTION OF CHANGEValue will have increasedNumber will have increasedThe average length of stay will have increasedNorth York Moors National Park Management Plan81

Business and Land Management4.2 AgricultureFarming in the National Park produces food for widerpopulations, has a key role in the local economy and is integralto many rural communities. Unusually for an upland NationalPark, all farming sectors are represented with some 20% offarmland in the National Park being arable. Farming has greatlyinfluenced the landscape of the North York Moors and alsosupports important habitats and wildlife, and helps to sustaintourism.A report carried out by Askham Bryan College 60 on behalf ofthe National Park Authority estimated the output, in quantityand value, for each farming sector in the National Park.Throughout this section the figures for output are based on thecalculations in this report and are subject to the assumptionsthat were made in it. Output values are all net of subsidies andother income and are based on 2009 agricultural census data.From 1990 to 2009 stock numbers declined by; 38% dairyherd, 23% breeding sheep flock and 43% pig breeding herd.The suckler beef herd rose by 14% and ‘other pigs’ by 29%(equating to around 95% of total pigs). It would appear basedon historic data that stock numbers could change significantly ifthere were the political and economic drivers to facilitate it.The total value of output from agriculture in 2009 wascalculated at £56m. Of this the largest proportion was dairy(24%) followed by cropping (23%). Further benefits to the localeconomy are provided by the employment of 2,554 people inagriculture, less than half of which are employed on a full timebasis. The number of people employed in farming has fallensignificantly over the last 20 years with the largest decline beingin full time workers.The farming sector relies heavily on payments provided via theCommon Agricultural Policy, which at the time of writing iscurrently under review. These take two forms, direct paymentsfrom the Single Payment Scheme and agri-environmentpayments made in return for committing to varying levels ofenvironmental management. These are currently the nationalEntry Level, Upland Entry Level, Organic Entry Level and HigherLevel Environmental Stewardship Schemes. Access to theHigher Level Stewardship scheme is restricted to farms of highenvironmental quality. The financial viability of most farms in theNorth York Moors is dependent on the Single Payment Schemeand in some cases on access to agri-environment monies.Current estimated receipts from the Single Payment Scheme toagriculture in the National Park is around £16 million annually.There are currently around 634 Environmental StewardshipScheme agreements active covering some 74,000 hectaresof farmland and moorland, plus a further 90 CountrysideStewardship Schemes. Farm income is also often supportedthrough diversification.There is the potential for growth in energy crops, currentlymiscanthus or willow although the distance from markets islikely to limit this and there may also be adverse visual impactswhilst the overall energy benefits vary hugely. The developmentof biofuel markets could affect the proportion of crop (largelywheat) use between food and energy and may in time prove anincentive to increasing crop production.As stated above, a wide range of food is grown or producedwithin the National Park, including crops such as cereals andpotatoes, dairy products and meat. Initiatives such as marketingof North York Moors lamb have helped to raise the profile offood produced in the Park and a number of shops and cafes inthe Park focus on selling locally produced food. It is consideredhowever that more could be done to promote the NorthYork Moors brand, reduce food miles and support localproducers.Challenges● There is increased demand for food productionnationally to meet demands of a larger populationand also to increase food security and reduce relianceon imports, whilst also improving environmentaloutcomes and enabling habitat networks to beimproved.● Climate change is predicted to result in increasedtemperatures and changing rainfall patterns which willpotentially lead to a longer growing season and theopportunity to grow a wider range of crops but mayalso lead to droughts and increase the risk of pestsand diseases.● The global economy and markets will continue toinfluence agriculture in the National Park and thefuture prospects for farming will be dependent onthe level of financial support farmers receive fromEuropean Union and government grants. Changes tothe Common Agricultural Policy are scheduled to takeplace in 2013 which will have an impact on farmingprofitability in the North York Moors.● Scope to improve the economic performance ofsheep farming and other sectors through the sharingof knowledge and education on good practice.60 Agricultural Output in the National Park Current Level and FutureProspects (Askham Bryan College, 2011)82 www.northyorkmoors.org.uk

● Maintaining the ‘traditional farmed landscapes’ inthe area which contribute to landscape quality andsupporting traditional skills such as dry stone walling andrecognising the costs involved in maintaining the landscape.● Trend for larger farm buildings due to animal welfare, largermachinery and economies of scale, which can have adramatic impact on the landscape.● Reducing emissions of methane and nitrous oxide from thefarming sector together with CO 2 is increasingly important.● Biosecurity will need to be maintained to minimise the riskof disease import and transfer.● Integrating environmental measures alongside commercialfarming to protect and enhance natural resources andwildlife.● Local processing and marketing of produce grown andreared in the National Park.● Matching landowner priorities with the optimum ‘public’use for the land, whilst ensuring provision of public goodsis sufficiently incentivised.North York Moors National Park Management Plan83

Business and Land ManagementProspects for FarmingAn issue for the future is how to sustain or improve theproductivity of farming whilst benefitting biodiversity,reducing greenhouse gas emissions and protecting thelandscape and special qualities of the National Park. Thereis capacity to increase food production from current levelsover the next five years and potentially large increases inthe future though this will be dependent on successfulresearch programmes. Many of the suggested measuresmay also help to increase farm incomes. Suggested waysof achieving increased productivity, given the financialincentive and assuming the management techniques, skillsand capital investment are available could include:● Moorland sheep could be increased by up to 6,000giving an increase of around 24 tonnes of meat and500 breeding lambs at current performance. Thisfigure is based on an average stocking rate of oneewe per hectare. This could contribute positivelyto the conservation of moorland providing sheepwere properly re hefted onto those areas currentlyundergrazed at stocking rates appropriate to thehabitat type and carrying capacity on the individualareas of moorland.● Livestock and milk output could be increased throughbetter animal nutrition, stock selection, geneticimprovements and health regimes with, in general, noenvironmental drawbacks. These measures wouldhelp improve liveweight gain and average milk yields,reduce stock replacement rates and help produceproducts more suited to the market. Zero grazing andwholecrop silage can offer agricultural rewards but arelikely to have environmental drawbacks.● Increases in crop and grass output could be achieved bybetter crop management bringing average performancecloser to the higher performing units. Plant breeding,adopting new technology and precision farmingtechniques to optimise the use of fertilisers, manuresand other inputs in ways that minimise their impact onthe environment are all measures that could be taken.● Better use of crop rotations and more informed decisionmaking on appropriate land uses will help make bestuse of increasingly finite inputs to deliver optimumoutputs. Greater assessment of land use through usingadvancements in technology such as N sensing, soil andyield mapping and GIS technologies will enable landmanagers to identify those areas that respond to inputsparticularly in an arable context and those areas of landthat are more suited to a pastoral or environmentallyfocused land use.It is considered that appropriate application of the abovemeasures could result in a 5% increase in crop yields equatingto around an additional 2,200 tonnes of wheat, 1,800 tonnesof winter barley, 620 tonnes of spring barley and 580 tonnesof potatoes based on current production figures.The suggested measures above are not intended to be aprescription for any individual farm. The measures could beachieved without impacting on the special qualities of theNational Park provided that:● Any new buildings are appropriate in scale, design andlocation● Changes in land use and field size are in keeping withthe landscape character and do not damage existinghabitats of high environmental value● Inputs and waste are managed in a way that avoidsdiffuse pollution and damage to soils● There are no incidences of overgrazingBy implementing the above measures to increaseagricultural productivity in ways that optimise the use ofresources, particularly our finite land resource, it providesspace to increase biodiversity on areas less suited tointensive agriculture. This might be for nectar rich marginson unproductive arable headlands or increasing thewoodland resource on some unproductive bracken slopes.Farmers are already embracing this with environmentalstewardship arable options covering 938.5ha or 5.8% of theNational Park’s arable land.84 www.northyorkmoors.org.uk

In 15 Years Time…Farming in the National Park is viable and productive andcontributes to the maintenance and enhancement of thelandscape and natural environment and supports biodiversity.Best practice in animal husbandry and management techniquescontribute to an increase in the amount of food that isproduced without harming the special qualities and there aremore training and employment opportunities in the sector.North York Moors National Park Management Plan85

Business and Land ManagementAIM■ Food production within the National Park will be increased and the farming sectorwill become more resilient and capable of adapting to changing economic circumstanceswhilst contributing to the National Park’s special qualities.POLICIESB6. The production and profitabilityof agriculture will be increasedthrough improved use of appropriatetechnology and transfer of knowledge,without harming the Park’s specialqualitiesB7. High levels of engagement inEnvironmental Stewardship and othergrant schemes will be soughtB8. Proposals for the diversificationof agricultural enterprises will besupported where there is no harm tothe National Park’s special qualitiesB9. The market for locally producedfood will be expandedB10. Campaigns integrating goodfarming and environmental practiceswill be promotedMEANS TO ACHIEVEKnowledge transferInvestmentSpecialist campaignsAgri-environment schemesLocal Development FrameworkDevelopment Policy 13Partnership workingPartnership workingIndustry led initiativesVarious specific campaignsKEY PARTNERSLand managersLand management organisationsNational Park AuthorityLand and business ownersLand management organisationsNational Park AuthorityNatural EnglandLand managersNational Park AuthorityFarmersLocal businessesLand management organisationsPublic sector organisationsFarmersBusinessesLand management organisationsPublic sector organisationsNational Farmers’ UnionCountry Land and Business AssociationFarmersLand managersNational Park AuthorityNatural EnglandLand management organisationsLand managers86 www.northyorkmoors.org.uk

POLICIESB11. Traditional farming skills such as drystone walling and hedgerow restorationtechniques will be promotedMEANS TO ACHIEVEAgri-environment schemesNational Park Authority ApprenticeSchemeKEY PARTNERSNational Park AuthorityNatural EnglandLand managersNational Park AuthorityHow Management Plan progress will be reportedINDICATORThe area of farmland managed in line withconservation objectives 61Number of moorland hill flocksNumber of people employed inagricultureLevels of agricultural outputTARGET / DESIRED DIRECTION OF CHANGEArea has been maintained or increasedNo declineNumber has been maintained or increasedn/a – indicator only61 Conservation objectives include a broad range ofobjectives covering landscape and nature conservation.North York Moors National Park Management Plan87

Business and Land Management4.3 Forestry and WoodlandTimber production from both private and publicwoodlands is important to the economy and managementof the National Park. Many estates run forestry operationsand there are a number of small independent sawmillswhich process local timber thereby adding value andcreating employment. Forests and woodlands are alsoimportant for supporting biodiversity and landscape (seeEnvironment chapter).● Large scale forestry activity has the potential to be damagingand needs to be carefully planned, not least in terms oftimber traffic and the road network.● There are a number of currently unmanaged privatewoodlands in the National Park which may have potentialfor timber and wood fuel production.In 15 Years Time…More woodlands are being managed sustainably for theproduction of wood fuel, timber and environmental benefits.Figures for the total volume of timber produced in theNational Park are not available and will vary from yearto year dependent upon felling cycles, managementincentives and the timber market. The largest single timberproducer in the National Park is the public forest estatewhich produced 115,000m 3 in 2009. The total outputvalue of this is estimated as £10 million. The public forestestate provides employment for 150 people in timberproduction and woodland management and associatedforest based recreation and tourism sectors.The recent growth in demand for timber as fuel, inparticular the development of the biomass generator onTeesside, has put a ‘floor’ in timber markets. In additionthere is a growing recognition of timber as a sustainablebuilding material and of the uses for recycled timber.Challenges● Increased use of timber for fuel is likely to continue,driven by a range of factors including oil price andincentives for renewable energy. This may improve theviability of managing woodlands but it is importantthat such management is sensitive and appropriate.88 www.northyorkmoors.org.uk

AIM■ Woodlands will be managed sustainably to ensure that timber production can be maintainedwithout damage to the National Park’s special qualities.POLICIESB12. The use of timber as a sustainableproduct and the re-use and recycling ofwood products will be increasedB13. New markets for sustainablewoodland products including wood fuelwill be promotedB14. Best practice in forest managementwill be promoted. Resilient forests whichdeliver a range of services to the publicand which are able to cope with theeffects of climate change will be createdB15. The appropriate management ofpresently unmanaged woodland will besupported and encouragedMEANS TO ACHIEVEOngoing involvementOngoing involvementPartnership workingJoint Action Plan (local)Timber Freight Quality PartnershipsCompliance with UK Forestry StandardOngoing involvementKEY PARTNERSLocal businessesForestry CommissionForestry CommissionLocal businessesForestry CommissionNational Park AuthorityPrivate landownersForestry CommissionNational Park AuthorityForest EnterpriseNorth Yorkshire County CouncilNational Park AuthorityHaulage operatorsPlantation operatorsNational Park AuthorityForestry CommissionPlantation operatorsPrivate landownersNational Park AuthorityForestry CommissionHow Management Plan progress will be reportedThere are no relevant targets and indicators. See 2.9 Trees and Woodlands for other targetsNorth York Moors National Park Management Plan89

Business and Land Management4.4 Moorland ShootingThe majority of the National Park’s moorland is managedfor grouse. This involves rotational heather burning, ideallycoupled with sheep grazing at appropriate levels, the control ofpredators and management of invasive vegetation, particularlybracken.Moorland management for wild grouse shooting dependslargely on investment by private owners and/or shootingtenants and is an important factor in the maintenance of thelandscape, archaeological remains and a range of moorlandbird species. Income from agri-environment schemes hasrecently become more important.The activity brings significant investment to rural communitiesand in some upland areas has overtaken agriculture as theprimary economic land use. Moorland management for grouseshooting requires the employment of 45 full time keepers andover 560 extra days of work for local contractors 62 . On average130 grouse shooting days are run each year across the NationalPark. On shoot days an average of 23 extra staff are employedon each estate, which amounts to an extra 3,000 work days peryear for local people. Grouse shooting also has an impact onthe wider rural economy through some 340 hotel bed nightsper season and the associated expenditure on eating anddrinking in local establishments.Challenges● Moorland burning can have localised adverse impacts onair quality.● Inappropriate burning of the moorland can have wideradverse impacts on air quality, wildlife, cultural heritage, soilsand water quality as well as visual impacts.● There is likely to be continued pressure for upgrading tracksand other infrastructure. It is important that these changesare carried out only where appropriate and in a sensitiveway to maintain the distinctive quality of the NationalPark’s moorland landscape, biodiversity and the naturalenvironment.In 15 Years Time…Moorland management for grouse shooting continues togenerate income in the rural economy without damaging themoorland environment, wildlife, landscape, heritage and tranquiland remote character of the moors.Management for grouse and sheep requires the maintenanceand in some cases establishment of infrastructure such astracks, grouse butts and boundary walls and fences. Generallythis does not detract from the landscape and environmentalvalue of the moors if it is carried out sensitively and in keepingwith the landscape.62 Figures supplied by the Moorland Association90 www.northyorkmoors.org.uk

AIM■ Game shooting will continue to provide benefits to both the environment and economyof the National Park, avoiding damaging developments.POLICIESB16. Support and encouragement will begiven to the grouse shooting industry forits positive environmental and economicimpactsB17. New infrastructure for grouseshooting will be supported where it islocated and designed to ensure thereare no adverse impacts on the landscapeand environmentMEANS TO ACHIEVEPartnership workingCode of Good Shooting PracticeLocal Development Framework CorePolicy A and Planning Advice Note 6‘Agricultural, Forestry and RecreationalTracks.’KEY PARTNERSNational Park AuthorityMoorland AssociationLand managersNational Park AuthorityLand managersHow Management Plan progress will be reportedThere are no relevant targets and indicatorsNorth York Moors National Park Management Plan91

Business and Land Management4.5 Lowland ShootingLowland shooting, based primarily on pheasant and partridge,occurs over significant areas of farmland and woodland in theNational Park. These shoots vary from low key syndicates tohighly organised commercial operations. In almost all casesthey rely on the release of reared game birds. In common withupland shooting, most lowland shoots carry out varying degreesof predator control.Further research on this will be undertaken in partnership withlandowners and other organisations in order to develop a‘baseline’ for the activity against which future changes can bemeasured and environmental impacts assessed.Challenges● Intensification of shooting with greater densities of birdsreleased, more shooting days and higher bag numbers withassociated visual impacts and disturbance.In 15 Years Time…Management for reared bird shooting has been broadlybeneficial to the National Park’s environment.The wooded and steep sided valleys on the fringes of theNational Park have made the North York Moors internationallyknown for driven pheasant shooting and this brings significantincome to the area.Management for lowland shooting can be beneficial to theNational Park’s environment in particular where the focus is onwild rather than released game. However, there has been anincrease in shooting intensity in some areas of the National Parkwith larger numbers of birds released, inappropriate releasing andfeeding practices and more shooting days. This has had negativeimpacts including greater disturbance for local communities, thevisual impacts of rearing and release structures and cover crops,effects on highway safety and habitat degradation.The Code of Good Shooting Practice 63 and Guidelines forSustainable Game Bird Releasing 64 includes guidance onsustainable gamebird release and wider shoot management.These are based on minimising biodiversity loss, balancing it withimprovements elsewhere, good neighbourliness and maximumstocking densities.There is no readily available data on pheasant numbers in theNational Park or on the economic benefits of lowland shooting.63 Produced and updated by a range of shooting andland management organisations64 Produced by the Game and Wildlife Conservation Trust92 www.northyorkmoors.org.uk

AIM■ Lowland shooting will provide benefits to both the environment and economy of the National Park,avoiding damaging developments.POLICIESB18. The shooting industry willbe supported where there areenvironmental and/or economicbenefits which do not harm the specialqualities of the National ParkB19. The management of lowlandshooting will be improved so as toprovide environmental benefitsMEANS TO ACHIEVEPartnership workingResearch on numbers of released gamebirds and economic benefits in theNational ParkResearch on environmental impact ofreleased game birdsCode of Good Shooting PracticeOngoing involvementGuidelines on Sustainable Game BirdRelease and Shoot ManagementKEY PARTNERSNational Park AuthorityLand managersNational Park AuthorityNational Park AuthorityLand management organisationsLand managersGame and Wildlife Conservation TrustLandownersLand managersGame and Wildlife Conservation TrustLand managersHow Management Plan progress will be reportedThere are no relevant targets and indicatorsNorth York Moors National Park Management Plan93

Business and Land Management4.6 Local BusinessesThe two biggest single employers in the National Park are BoulbyPotash mine and RAF Fylingdales. The Boulby mine is the UK’sonly commercial potash mine and employs over 800 workers,making it the largest employer in the National Park. Explorationof other potash reserves is currently under way between Whitbyand Scarborough. RAF Fylingdales provides a ballistic missileswarning and space surveillance service for the Government.Apart from employing around 360 people, it is also responsiblefor the protection and management of 1,200 hectares of theNational Park.Many local businesses are supported either directly or indirectlyby tourism and recreation, including shops, accommodationproviders, and food and drink establishments. There is a closerelationship between tourism in the National Park and some of thesettlements outside but close to the National Park such as Whitby.There are a number of small scale industrial estates, officesand workshops serving the National Park including Hinderwelland Helmsley Industrial Estates 65 and Hutton le Hole craftworkshops, however the largest site is Whitby Business Park.The Business Park straddles the boundary of the National Parkand there are a number of employment uses on the BusinessPark including coach companies, tool hire, garages and seafoodprocessing businesses. Other towns close to the National Parkprovide employment opportunities including Thirsk, Stokesley,Guisborough, Pickering and Kirkbymoorside.A number of local businesses are selling and marketing localproduce, which has wider reaching benefits in terms ofsupporting local producers, helping to establish a North YorkMoors brand and reducing food miles.Proposals for a wind farm 134km offshore at Dogger Bank willextend over an area similar to the size of North Yorkshire andwill be capable of delivering around 10% of the total projectedUK electricity requirements. Whitby is considered to be ideallyplaced to provide a significant element of the requirements ofthe industry for support vessel operation being the closest portto the proposed development. Good quality industrial units willbe essential for the ‘second tier’ industries associated with thewind farm. The National Park Authority is drafting an Area ActionPlan for Whitby Business Park in conjunction with ScarboroughBorough Council as a means to improve some of the existinginfrastructure, open up new areas for development and diversifyemployment opportunities in the Whitby area.The policies contained in the Local Development Frameworksupport new rural business and training opportunities and theextension of existing enterprises where they do not harm thespecial qualities of the National Park. Businesses that have beengranted permission recently include micro breweries, an equinelaundry and farm butchery units.Challenges● Recognising that the National Park contributes greatly to theregional and national economy and this should beencouraged and maximised where it complements NationalPark purposes.● Supporting business in the National Park to create moreemployment, diversify the rural economy and create moreopportunities to live and work in the National Park.● Improving access to good broadband speeds – at thepresent time 25% of households are still reliant on dial upinternet access.● The high number of self employed people living in theNational Park reflects their entrepreneurial skills and thispotential needs to be nurtured and encouraged.In 15 Years Time…Businesses within the National Park provide a wider range ofemployment opportunities for local people and the economy ofthe National Park is diversified and strengthened.65 Helmsley Industrial Estate is outside of the National Park Boundary94 www.northyorkmoors.org.uk

AIM■ There will be a range of business and employment opportunities available which benefit local people and whichdraw upon and enhance the special qualities of the National Park.■ The high quality environment of the National Park will continue to contribute towards the attractiveness of thesurrounding area as a place for investment.POLICIESB20. Economic development will besupported where it is related to thespecial qualities of the National Park andthe amount of allocated employmentland will be increasedB21. The employment and trainingopportunities available to people inthe National Park will be increased andmaintainedB22. Improvements to broadbandservices will be supportedB23. Modern and traditional skills will bedeveloped within the workforceB24. Opportunities for the productionand sale of good quality local food andproducts will be increasedMEANS TO ACHIEVELocal Development Framework CorePolicy H and Development Policy 11Whitby Business Park Area Action Plan(to be prepared)Local Enterprise Partnership prioritiesLocal Development Framework CorePolicy H and Development Policy 11Ongoing involvement including businesssupportConnecting North Yorkshire (whichincludes NYnet)Broadband provision across Tees ValleyOngoing involvementOngoing trainingNational Park apprenticeship schemeOngoing supportKEY PARTNERSNational Park AuthorityConstituent local authoritiesNational Park AuthorityScarborough Borough CouncilYork, North Yorkshire and East RidingLocal Enterprise PartnershipNational Park AuthorityConstituent local authoritiesYork, North Yorkshire and East RidingLocal Enterprise Partnership Constituentlocal authoritiesNorth Yorkshire County CouncilConstituent local authoritiesPrivate sectorTees Valley UnlimitedPrivate sectorYork, North Yorkshire and East RidingLocal Enterprise PartnershipLocal businessesTraining providersNational Park AuthorityYork, North Yorkshire and East RidingLocal Enterprise PartnershipNorth York Moors National Park Management Plan95

Business and Land ManagementHow Management Plan progress will be reportedINDICATORPercentage of residents of the NationalPark ‘in work’Percentage of residents of the Parkclaiming unemployment benefitArea of allocated employment floorspaceTARGET / DESIRED DIRECTION OF CHANGEn/a – State of the Park indicatorPercentage has reduced (from the current 1.9%) 66Area has increased66 March 2012. Relates to the part of the National Park within NorthYorkshire, figures supplied by North Yorkshire County Council96 www.northyorkmoors.org.uk

4.7 FishingCoastal FishingAlthough there are several villages located along the coast whichdeveloped as fishing communities, the industry has largelyceased in these settlements, with only 11 boats now operatingfrom Staithes, Runswick Bay and Robin Hood’s Bay employinga total of 22 people. However the coastal waters adjoining theNational Park are used by fishing boats from Scarborough andWhitby and are an important fishery especially for crab andlobster. In recent years, warmer sea temperatures have resulted inother species, such as velvet crab, becoming commercially viable.These and other catch species are often exported, providingvaluable income to the wider National Park area.River FishingThere are two river catchments in the National Park supportingpotential sports fisheries – the Esk and the Derwent.The river Esk is currently Yorkshire’s only Salmon Action Plan riverand is an important salmon and sea trout fishery. Sedimentationin the Esk has impacted on salmon reproduction but since theintroduction of a stocking programme in the 1990s using Eskprovenance stock the salmon catch has increased although is stillnot reaching target numbers. The Salmon and Trout Associationsuggests that the overall income to an area arising from salmonfishing is £2,500 per fish. Fishing on the Esk therefore has thepotential to bring significant economic benefits to a remoteupland area.The Derwent catchment is significantly larger, and drains themajority of the southern area of the National Park. Most of therivers within the National Park are small but support good, andpotentially valuable, wild trout and grayling populations. Wildtrout fishing is at a premium but, with a few exceptions, theeconomic potential of sports fishing is not exploited.Recent improvements to water quality in the river Humberhave meant that salmon and sea trout have started to run intothe Humber catchment, including the Derwent. The mainconstraint on migratory fish entering the Derwent and Rye arephysical barriers in the form of weirs. If these problems can beaddressed, there is a strong possibility that the small rivers withinthe National Park will become increasingly valuable as sportsfisheries.Challenges● Removing physical obstructions to fish migration in the Eskand Derwent and supporting measures to increase thediversity and number of fish in the National Park’s rivers.● Increasing the potential for sports fishing in the National Parkand its contribution to the rural economy.In 15 Years Time…There are salmon present in the upper river Derwent and moresports fishing takes place on the National Park’s rivers.North York Moors National Park Management Plan97

Business and Land ManagementAIM■ The economic opportunities for sports fishing which are based on soundenvironmental practices will be supported.POLICIESB25. Sports fishing will be supportedwhere it will have environmental andeconomic benefitsMEANS TO ACHIEVEOngoing involvementKEY PARTNERSRiparian owners and fishing interestsHow Management Plan progress will be reportedINDICATORNumber of salmon and sea trout in theUpper DerwentTARGET / DESIRED DIRECTION OF CHANGESalmon and sea trout are present98 www.northyorkmoors.org.uk

WallSilent and still the stone wall winds its wayThrough the bracken of the moors.Seeing things come, stay and go.Tom Adams, age 14, PickeringPainting: Dale Head, Rosedale by Andrew Cheetham

5. CommunitiesThe remote nature of the National Park and its dispersed patternof small rural settlements with limited services, facilities andpublic transport are key challenges. The policies in the LocalDevelopment Framework allow for some limited developmentopportunities to improve the sustainability of communitiesincluding new facilities, housing and employment. There arestrong cross boundary relationships with the larger towns andcities outside the National Park which provide services andfacilities for a large rural hinterland, for example Whitby providesemployment and facilities for the communities in the northernpart of the National Park. The National Park has the potentialto deliver some of the energy requirements for its communitiesfrom renewable and low carbon sources.The culture and traditions of National Park communities are partof the cultural heritage that are to be conserved and enhancedunder the first National Park purpose.5.1 Involvementfor volunteering in the National Park, such as the CountrysideVolunteer Service run by North Yorkshire County Council.The National Park Authority has worked with two communities,Hutton Buscel and Osmotherley, to prepare Village DesignStatements which have been adopted as SupplementaryPlanning Documents. There will be continued close workingwith other communities such as Helmsley in the preparation ofa Development Plan Document for the town. The Localism Acthas introduced legislation which enables local communities toproduce their own Neighbourhood Plans.Challenges● Integrating Neighbourhood Plans and NeighbourhoodDevelopment Orders within the planning system.● Addressing the introduction of the ‘community right tochallenge’ in the Localism Act which enables voluntarygroups, social enterprises, Parish Councils and others to runlocal authority services.In 15 Years Time…Communities have taken greater ownership of activities in theNational Park and are more involved in the provision of services.The National Park Authority has a strengthened element of localrepresentation via Parish Councils.Communities and individuals are more likely to support activitiesin the National Park if they have been involved in discussions andhave had some influence over the development of proposals.The National Park Authority has a long track record of workingwith local communities in all areas of its work. The Authorityconvenes four Parish Forums which are a way of ensuring aregular dialogue between Parish Councils and the National ParkAuthority and other organisations working in the National Park.There are also opportunities for involving local people in thework of the Authority through the Volunteer Service whichprovides the opportunity to experience a diverse range ofcountryside management activities as well as helping at eventsand visitor centres. Other organisations also offer opportunities100 www.northyorkmoors.org.uk

AIM■ Communities will be better able to influence the deliveryof services and decisions affecting the National Park.POLICIESC1. Local views will be sought indeveloping policies, priorities andactivities in the National ParkC2. Opportunities for volunteering willbe createdC3. Communities will be involved inplan-making and in delivering services,facilities and projects where appropriateMEANS TO ACHIEVEContinual involvementConsultation on Local DevelopmentFramework / Local Plan documentsVarious volunteer programmesOngoing involvementKEY PARTNERSNational Park AuthorityParish ForumsLocal Strategic PartnershipsArea ForumsLocal authoritiesNational Park AuthorityNational Park AuthorityLocal councilsVoluntary sectorCommunitiesResidentsNational Park AuthorityConstituent authoritiesHow Management Plan progress will be reportedThere are no relevant targets and indicatorsNorth York Moors National Park Management Plan101

CommunitiesAIM■ The National Park will be distinguished from other placesthrough its locally distinctive culture and traditions.5.2 Culture and TraditionsPOLICIESMEANS TO ACHIEVEKEY PARTNERSConservation of the unique cultural heritage is one of the purposesof National Park designation. This heritage creates many of the specialqualities which set this place apart from other National Parks andother parts of the country, and is an important element of the appealof the National Park to visitors. Interest from tourists can also help tosustain cultures and traditions which may otherwise be lost.The vernacular buildings and the unique villages are the mostrecognisable element of the National Park’s cultural distinctivenessbut it is the less tangible elements of culture, local communities,traditions and customs, dialect and local speech, folklore, legendsand memories, that are some of the most precious yet vulnerableparts of the local culture.C4. Local communities will be supportedto maintain and celebrate local heritage,customs, traditions and skills and recordtheir social, cultural and economic historyC5. The interpretation of the landscapeand cultural heritage of the North YorkMoors will be encouragedProjects through LEADER fundingYork and North Yorkshire CulturalStrategyNational Park Events ProgrammeYork and North Yorkshire CulturalStrategyRedcar and Cleveland Cultural StrategyMuseums and visitor centresNational Park AuthorityYork and North Yorkshire CulturalPartnershipNational Park AuthorityCommunity groupsYork and North Yorkshire CulturalPartnershipRedcar and Cleveland Borough CouncilNational Park AuthorityMuseum operatorsIn order to safeguard and promote this social heritage it is importantto work with local community groups, individuals and organisationsto develop projects and initiatives, which celebrate and developelements of culture such as festivals, local artists and crafts and localproduce.Challenges● Dialect and speech which have traditionally varied from daleto dale are losing their distinctiveness.How Management Plan progress will be reportedThere are no relevant targets and indicators● Budget cuts will affect spending on cultural and arts services.In 15 Years Time…The North York Moors is a distinctive, well known brand of whichlocal traditions and culture are an important part. The NationalPark is known for more than just its moorland. Traditions havebeen well documented for the benefit of future generations.High profile festivals celebrate local culture.102 www.northyorkmoors.org.uk

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Communities5.3 FacilitesOutside the larger settlements, most villages have a limited rangeof facilities. There has been a loss of general stores, Post Officesand pubs over the lifetime of the last Management Plan, howeverthere has been an increase in the provision of village halls andplay areas. Post Office closures have resulted in the loss of somevillage shops where the two were run together. Local facilitiesare also often supported by tourism, and a declining number ofvisitors to the National Park may also contribute to the loss ofcommunity facilities. The loss of facilities can increase the needto travel which can have significant implications for those withoutaccess to transport, as well as leading to an increase in emissions.Change in community facilities (1995 – 2009)General Store –30%Post Office –63%Village Hall +16%Pub –4%Children’s Play Area +29%Some smaller meeting rooms and chapels have been lost throughconversion to residential and other uses, however some villagehalls such as Lythe, have benefited from improvements fundedby a combination of sources including community fundraising,Heritage Lottery Fund, District and Borough Council grants and theAuthority’s Sustainable Development Fund and LEADER funding.There is no control over the closure of facilities such as pubs andshops. However, in its role as Local Planning Authority, the NationalPark Authority can refuse planning permission for alternative useswhere it has not been robustly demonstrated that the originaluse cannot continue. The Authority can also grant planningpermission for different community or commercial uses, ensuringthe continuing provision of services. The Localism Act introducespowers for local communities to identify assets of communityvalue, which would provide the community with possible furtheropportunities to purchase these in the future.Many communities across the National Park still have little or noaccess to high speed broadband. This is an important service forlocal enterprise and to enable better access to services acrossthe National Park. Connecting North Yorkshire aims to bring theadvantages of high speed broadband to 100% of businesses andcitizens in North Yorkshire by 2015. A similar project led by TeesValley Unlimited covers the Redcar and Cleveland part of the Park.There are significant areas of the Park which suffer from poor or nomobile phone reception.Challenges● Declining local services and facilities could undermine thesustainability of rural communities and have adisproportionately greater impact on those who rely on themsuch as the elderly, disabled and those without access to a car.● The potential introduction of the ‘community right to challenge’will enable different groups to run local services and couldexpand the role of the voluntary sector and social enterprises inrunning services.● Expanding the role of Post Offices including longer openinghours, facilities to access bank accounts and information for jobseekers could improve their long term future.● Ensuring access to broadband to help to compensate for theloss of some other community facilities, particularly shops, andimproving mobile phone coverage.In 15 Years Time…Those living in the National Park have access to a range of facilitiesto meet their everyday needs. Communities are actively involved inthe operation of many local facilities and are using innovative waysto provide services, such as through the shared use of premises.Everyone living in the National Park has access to broadband.104 www.northyorkmoors.org.uk

AIM■ The sustainability of local communities will be improved by supporting the provision of new facilitiesand resisting the loss of uses which provide an important service to local communities.POLICIESC6. The loss of existing facilities invillages including commercial premisessuch as pubs and shops will be resistedC7. Innovative ways of providing newcommunity facilities including highspeed broadband will be supported/enabledC8. Improvements to mobile phonecoverage in the Park will be investigatedMEANS TO ACHIEVELocal Development Framework CorePolicy IConnecting North Yorkshire (whichincludes NYnet)Broadband provision across Tees ValleyCommunity initiativesNational programme to improve mobilephone coverageKEY PARTNERSNational Park AuthorityNorth Yorkshire County CouncilConstituent local authoritiesPrivate sectorTees Valley UnlimitedPrivate sectorLocal communitiesNorth Yorkshire County CouncilHow Management Plan progress will be reportedSTATE OF THE PARK INDICATORPercentage of households and businesseswho have the opportunity of access tobroadbandPercentage of villages with key facilities(general store, Post Office, village hall,village pub, children’s play area)TARGET / DESIRED DIRECTION OF CHANGE100% of households by 2017Percentage has been maintained or increasedNorth York Moors National Park Management Plan105

Communities5.4 Housing and New DevelopmentThe policies for new development in the National Park arecontained in the North York Moors Local DevelopmentFramework which was adopted in 2008. The principles ofsustainable development underpin its policies. In a NationalPark, sustainable development involves putting specialemphasis on conserving and enhancing the landscape,biodiversity, cultural heritage, tranquillity and natural resources.Promoting public understanding and enjoyment of theseshould lie at the very heart of developing a strong economyand sustaining thriving local communities 67 .The spatial strategy in the Local Development Frameworkfocuses new development in the more sustainable settlementsin the National Park whilst allowing for some small scaledevelopment in the smaller villages to maintain their vitality.It also seeks to reconcile potentially competing pressures– conserving and enhancing the National Park’s natural beautywith meeting the development needs of local communitiesand encouraging opportunities for the understanding andenjoyment of the National Park.There has been a significant increase in house prices overthe life of the current Management Plan from an average of£119,000 in 1998 to £250,879 in 2010, although prices havedropped slightly following a peak in 2008. Affordability is anacute issue for newly forming households and young peoplemany of whom move away to find more affordable properties.This is leading to an imbalance in the age and social structurein rural communities with less support for services such asschools and shops and a loss of social networks. The LocalDevelopment Framework makes provision for affordablehousing and since 2006 77 affordable houses have beenbuilt through partnership working between the National ParkAuthority, Rural Housing Enablers, Housing Providers and theconstituent Housing Authorities. The North Yorkshire StrategicHousing Market Assessment 68 identifies an ongoing need foraffordable housing in the National Park.Affordability problems are exacerbated by second homes whichin the 2001 census were 12% 69 of all properties in the NationalPark, though in some communities the proportion is muchhigher. The planning process cannot prevent second homepurchase unless a local occupancy condition is in place.The Authority has also produced a number of SupplementaryPlanning Documents covering design, housing and renewableenergy and is currently producing a Helmsley Plan jointly withRyedale District Council and a plan for Whitby Business Parkjointly with Scarborough Borough Council.Challenges● Dealing with the implications of the Localism Act which couldlead to significant changes for the planning system includinga more community led approach with more responsibilitydevolved to the town and Parish Councils.● Cuts in public spending which will have a significant impacton the capacity of partner organisations to support ruralservices and deliver rural housing, for example grant fundingto support rural affordable housing schemes on exceptionsites.● Pressure for development outside but affecting the setting ofthe National Park, particularly wind farms.In 15 Years Time…The number of people in need of housing has decreased throughthe provision of more affordable homes. New development haspreserved and reinforced the special qualities of the National Park.67 Adapted from English National Parks and the Broads –UK Government Vision and Circular 2010 (DEFRA, 2010)68 North Yorkshire Strategic Housing Market Assessment(North Yorkshire Strategic Housing Partnership, 2011)69 Defined as households with no occupants and includesholiday lets and second homes106 www.northyorkmoors.org.uk

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AIM■ More affordable homes to meet local needs will be provided and new developmentwill protect and enhance the National Park’s landscape and built heritage.POLICIESC9. Opportunities for affordable housingschemes to meet the needs of localpeople will continue to be identifiedand delivered through partnershipworkingC10. All new development will be of ahigh quality design and will conserveand enhance the built heritageC11. Development proposed outsidebut close to the boundary of theNational Park will be assessed toestablish whether there will be any harmto the setting of the National ParkMEANS TO ACHIEVELocal Development Framework CorePolicy KPartnership workingLocal Development Framework CorePolicy GLiaison with adjoining Local PlanningAuthoritiesHow Management Plan progress will be reportedKEY PARTNERSNational Park AuthorityRural Housing EnablersHousing AuthoritiesRegistered ProvidersParish CouncilsNational Park AuthorityArchitects and agentsNational Park AuthorityAdjoining planningauthorities5.5 TransportThe scattered settlement pattern and population of the NationalPark means that services and facilities are dispersed andgenerate the need to travel, not just between settlements butacross the National Park boundary to larger outlying urbancentres such as York, Middlesbrough and Scarborough. Aconsequence of this is that car ownership within the NationalPark is relatively high with 87% of households owning at leastone car compared to the regional and national averages of 70%and 73% respectively 70 . Conversely, some urban communitiesjust outside the Park have far lower levels of car ownership.For many residents there are limited transport choices toaccess services. In rural areas the use of private vehicles is oftenthe only means of transport and this is likely to remain the casefor the foreseeable future. Where public transport servicesoperate they do not always meet the needs of the user bothin terms of scheduling and affordability. The Esk Valley Railwayprovides a service between Middlesbrough and Whitby,connecting the villages in between.INDICATORNumber of affordable homesbuilt per yearAverage house pricesTARGET / DESIRED DIRECTION OF CHANGEAt least 75 built by 2017n/a – State of the Park indicatorIt is believed that 93% 71 of the 6.4 million tourists who visit theNational Park each year arrive by private vehicle. Traffic dataindicates a 23% increase in the number of vehicles travellingthrough or to the National Park between 1998 and 2009 72 ,however there has been a decrease of 13% between 2009and 2010. Future monitoring will show whether this is thebeginning of a downward trend or an anomaly.70 2001 Census Data: Table KS1771 North York Moors National Park Recreation and AccessStrategy (North York Moors National Park Authority, 2008)72 Saltergate Traffic Counter108 www.northyorkmoors.org.uk

The Highways Authorities covering the National Park are NorthYorkshire County Council and Redcar and Cleveland BoroughCouncil. North Yorkshire County Council, which covers most ofthe Park, has worked closely with the National Park Authority onthe production of its Local Transport Plan.Challenges● Accessing services from the more remote areas of theNational Park where public transport is limited, particularly forthe elderly, families with children, people with disabilities, lowincome households and the young. This issue may becomemore widespread if more local facilities and services close.● Operating integrated, efficient and equitable public transportservices in rural areas which are under threat because ofreduced passenger numbers and escalating costs.● Increasing role for the voluntary and community sector intransport provision.● Dealing with the adverse impacts of transport on people andthe environment such as visual intrusion, loss of tranquillity,road sign clutter, air pollution, CO 2 emissions and highwaysafety.In 15 Years Time…Whilst the car is still the predominant form of transport in theNational Park, better links between buses and trains have led toan increase in the use of these. Community transport schemesenable more people to access the services and facilities theyneed. There are opportunities for tourists to use different types oftransport such as electric bikes.North York Moors National Park Management Plan109

CommunitiesAIM■ A safe and efficient sustainable transport network will be provided whichis compatible with the National Park’s high quality landscape.POLICIESC12. Local community transport projectswill be supported together with aninnovative approach to small scale publictransport initiatives linking the mainvillages, surrounding towns and visitorattractionsC13. Attractive and viable alternativemeans of transport to the private car willbe promoted to enable people to travelin and around the National Park in amore sustainable and integrated wayC14. The demand for travel will bereduced through;• encouraging home working;• promoting the use of high-speedbroadband for both business andleisure purposes, and• encouraging the uptake of videoconferencing as an alternative tolong-distance travel.MEANS TO ACHIEVEOngoing involvementLocal Sustainable Transport Fund orequivalentProvide and promote well developedsmart travel choices including safecycling and walking routes.Focused bus servicesNorth Yorkshire Local Transport PlanRedcar and Cleveland Local TransportPlanLocal Sustainable Transport FundLocal Development Framework CorePolicy MConnecting North Yorkshire (whichincludes NYnet)Broadband provision across Tees ValleyVideo conferencingKEY PARTNERSNational Park AuthorityNorth Yorkshire County CouncilNational Park AuthorityNorth Yorkshire County CouncilRedcar and Cleveland Borough CouncilNational Park AuthorityNational Park AuthorityNorth Yorkshire County CouncilRedcar and Cleveland Borough CouncilNorth Yorkshire County CouncilNational Park AuthorityNational Park AuthorityNorth Yorkshire County CouncilConstituent local authoritiesPrivate sectorTees Valley UnlimitedPrivate sectorNational Park Authority110 www.northyorkmoors.org.uk

POLICIESC15. Initiatives which decarbonisemobility and reduce CO2 emissions willbe supportedC16. The visual and environmentalimpacts of highway improvements andnew or replacement infrastructure willbe minimisedC17. The safety aspects of transport andbenefits of more sustainable modes oftravel will be highlightedMEANS TO ACHIEVEEncouraging low emission vehicles andcyclingLocal Development Framework CorePolicy MNorth Yorkshire Local Transport PlanRedcar and Cleveland Local TransportPlanDesign Guidance (to be prepared)Campaigns and literatureKEY PARTNERSNational Park AuthorityNorth Yorkshire County CouncilRedcar and Cleveland Borough CouncilSustransNational Park AuthorityNorth Yorkshire County CouncilRedcar and Cleveland Borough CouncilNational Park AuthorityNorth Yorkshire County CouncilNorth Yorkshire County CouncilRedcar and Cleveland Borough CouncilNational Park AuthorityHow Management Plan progress will be reportedINDICATORNumber of vehicles passing trafficcounters in the National ParkPercentage of households who own a carTARGET / DESIRED DIRECTION OF CHANGEn/a – State of the Park indicatorn/a – State of the Park indicatorNorth York Moors National Park Management Plan111

Communities5.6 EnergyThe businesses, residents and visitors to the National Park all useenergy – for electricity, for heating and for transportation. Thereare some particularly large energy users in the National Park,specifically Boulby potash mine and Fylingdales early warningstation. This use of energy results in the release of CO 2 emissionswhich are leading to changes in the climate. Transport accountsfor nearly half of all emissions, industrial and commercial foraround a third and domestic around 20%.To put the level of emissions into perspective, if every farm inthe National Park had a 6kW wind turbine and every house hadphotovoltaic panels this would offset the National Park’s CO 2emissions by less than 4%.As well as resulting in emissions of greenhouse gases, energy usealso has a financial cost to the consumer. In 2009, it is thoughtthat around 20% to 30% of households in the National Park werein fuel poverty 73 .Reducing energy use and generating energy from sustainablesources will help to address issues of fuel poverty and offsetsome of the damage being caused by emissions, but it must beacknowledged that efforts must be made globally to have anyreal effect. It is considered that the National Park can becomean ‘exemplar’ in creating opportunities for energy generationthrough wood fuels, micro-hydro, anaerobic digestion andwind and solar power installations appropriate to the nationalvalue of the landscape, whilst at the same time reducing its ownemissions.In recent years, efforts have been made to reduce energy use inthe National Park and to use the National Park’s natural resourcesto generate sustainable forms of energy. The National ParkAuthority’s Community Renewable Energy Project supportedcommunities in the Esk Valley and Appleton and Spaunton byproviding funding and support for the community to implementenergy efficiency measures and develop renewable energyschemes, including the development of a 50kW hydroelectricscheme on the River Esk at Ruswarp. Outside of this project,a range of renewable energy schemes have been installed inlocations across the National Park including domestic scale windturbines, solar hot water and photovoltaic panels, biomass boilers,air and ground source heat pumps and hydro energy schemes.Further, all of the Forestry Commission’s surplus timber goesto SembCorp on Teesside where it is used to generate energy.Nevertheless, it is considered that a great untapped potential stillexists in the National Park.Probably the easiest way to reduce CO 2 emissions is to simplyuse less energy, which will leave no visual impact upon theNational Park, has no upfront costs and will lower energy coststo the consumer. Energy efficiency measures can help with thisand many buildings in the National Park already accommodatea range of these such as double or secondary glazing, loftinsulation and draught proofing, but it is considered that thereis potential to do a lot more. Wasting less energy and installingenergy saving measures could save around a third of the NationalPark’s domestic CO 2 emissions.The importance of using less energy is clear when it is consideredthat to offset all of the CO 2 emissions in the National Park wouldrequire, for example, over 90,000 6kW wind turbines or nearly500,000 PV panels. Nevertheless, there is a role for expandingthe use of renewable energy in the National Park. It is consideredthat, provided they are installed in appropriate locations, acombination of domestic scale wind turbines, solar panels (bothPV and solar hot water), ground source heat pumps, air sourceheat pumps, wood pellet boilers and farm based hydropowerschemes, along with increasing the use of energy efficiencymeasures and using less energy, could offset all of the NationalPark’s domestic CO 2 emissions. Domestic emissions account foraround 20% of the National Park’s CO 2 emissions.Whilst wind and solar technologies can clearly make animportant contribution, it is considered that a great deal ofpotential exists for the use of air source and ground source heatpumps and wood fuel, all of which can have little or no impactupon the National Park’s special qualities. In particular, woodpellet boilers installed in half of the National Park’s dwellingscould offset more than 10% of the National Park’s total CO 2emissions. Take up of wood fuel may also provide an impetusto put some currently unmanaged private woodlands into use.In addition to the potential for some medium scale hydropowerdevelopment on the River Esk, there are a number of farmswhich have water courses that could accommodate a small scalehydropower installation.Many small scale renewable energy installations now benefitfrom Permitted Development rights, meaning that they do notrequire planning permission. Take up of renewable energy isoften driven by subsidies, and therefore future funding schemesare likely to largely dictate the amount and type of renewableenergy that comes forward in the Park.73 Based on Department of Energy and Climate Change statistics forHambleton District, Redcar and Cleveland Borough, RyedaleDistrict and Scarborough Borough Councils, 2009)112 www.northyorkmoors.org.uk

Challenges● A continuing drive to reduce greenhouse gas emissions.● Rises in energy prices may motivate residents and businessesto use less energy and to look to generate their own energyfrom renewable sources.● Government initiatives such as the feed-in tariff, RenewableHeat Incentive and the Green Deal may also provide anincentive for people to generate their own energy,depending upon the price offered for purchasing theenergy generated.Prospects for Future Energy GenerationIt is considered that around a quarter of all of the National Park’sCO 2 emissions may be able to be offset without harming thespecial qualities of the National Park through using energy morewisely and the installation of:● A range of energy efficiency measures including loftinsulation, wall insulation, draught proofing and doubleor secondary glazing where this will not cause harm toimportant historic buildings;● Wood pellet boilers in around half of all houses andsupplementary biomass heating in most houses;● Small scale wind turbines in association with farmbuildings, where this is appropriate in the landscape;In 15 Years Time…Less energy is used in the National Park and more use is beingmade of energy efficiency measures. More people generatetheir own energy from renewable sources. Small scale windturbines as part of a farm complex and appropriately locatedsolar panels have become accepted features in the landscape.The demand for wood fuel has significantly increased andas a result many previously unmanaged private woodlandshave been put into use. New developments meet much oftheir energy needs from renewable sources and the sensitiveredevelopment of Whitby Business Park has increased theopportunities for renewable energy generation.● PV and solar water panels on south facing, non-prominentroof slopes;● Ground source heat pumps in dwellings with sufficientspace;● Air source heat pumps where these can be located innon-prominent locations;● Small scale hydropower plants on some watercourses,many of which are associated with farms;● There may be potential to generate energy from farm waste.There is likely to be scope for other installations, which wouldfurther offset CO 2 emissions.North York Moors National Park Management Plan113

CommunitiesAIM■ Residents and businesses will use less energy and will contribute to theirenergy needs through the generation of energy from renewable sources.POLICIESC18. Residents, visitors and businesseswill be encouraged to reduce theiruse of energy and the installation ofappropriate energy efficiency measuresin buildings will be supportedC19. The wood fuel industry in theNational Park will be further developedC20. The installation of renewableenergy technologies will be encouragedand supported where there is no harmto the National Park’s special qualitiesMEANS TO ACHIEVESustainable Development FundLocal Development FrameworkDevelopment Policy 3Advice and finding fundingPartnership workingSustainable Development FundLocal Development Framework CorePolicy DKEY PARTNERSNational Park AuthorityPrivate sectorNational Park AuthorityPrivate sectorEnergy Saving TrustNational Park AuthorityForestry CommissionPrivate landownersNational Park AuthorityNational Park AuthorityHow Management Plan progress will be reportedINDICATORCO 2 emissions attributed to theNational ParkTARGET / DESIRED DIRECTION OF CHANGEDecrease in CO 2 emissions (from 2006 base of 396kt per year)114 www.northyorkmoors.org.uk

5.7 Waste ManagementCommunities and businesses in the National Park generaterelatively low levels of waste. Local Development Frameworkpolicies allow small scale waste facilities where they willcontribute to meeting the targets of the waste managementauthorities, manage waste that has been generated fromwithin the National Park and enable waste to be managedas close to its source as possible. Within the North YorkMoors National Park the waste disposal authorities are NorthYorkshire County Council and Redcar and Cleveland BoroughCouncil, and the waste collection authorities are the Districtand Borough Councils.● It is considered that there may be potential for energy tobe generated from some agricultural waste, possibly throughanaerobic digestion facilities.● Potential growth in the spreading of industrial waste onagricultural land, which generates odour problems.In 15 Years Time…A high proportion of the waste generated in the National Parkis re-used or recycled, and in some places community recyclingschemes have been successfully set up. Litter problems in theNational Park have been improved and all of the National Park’sbeaches are of a good standard.Consultation feedback has shown that litter, includingroadside littering, is of great concern to residents and has anadverse effect on the natural beauty of the National Park. Flytipping, from domestic or industrial sources is also a concernin remote areas. Plastic drift along the coastline is a particularproblem in the National Park.Rates of recycling and composting of household waste havebeen increasing over recent years.Challenges● As well as being of concern to people, litter is visuallyharmful and a potential danger to wildlife.● Increased recycling and re-use of waste may requireadditional facilities which would need to be designed andsited to minimise the impact upon the environment of theNational Park.North York Moors National Park Management Plan115

CommunitiesAIM■ Waste produced from within the National Park will be reused or recycled whereverpossible, and overall levels of waste will be reduced.■ The environment of the National Park will not be degraded by littering and illegal dumping.POLICIESC21. The cleanliness of beaches will beimprovedC22. Particular locations where litteris a problem will be identified, andaddressed if feasibleC23. The illegal dumping of rubbish willbe enforced againstC24. There will be increasedencouragement of and opportunities forre-using and recycling wasteMEANS TO ACHIEVEPartnership workingOngoing involvementOngoing involvementGreen Tourism Business Scheme and/orother schemesBusiness Waste HandbooksLocal Development Framework CorePolicy FLet’s Talk Less Rubbish - Municipal WasteManagement Strategy for the City ofYork and North YorkshireTees Valley Joint Waste ManagementStrategyKEY PARTNERSNational Park AuthorityEnvironment AgencyScarborough Borough CouncilRedcar and Cleveland Borough CouncilNational Park AuthorityVolunteersWaste collection and disposal authoritiesNational Park AuthorityLocal businessesLocal councilsNational Park AuthorityYork and North Yorkshire WasteManagement PartnershipRedcar and Cleveland Borough CouncilHow Management Plan progress will be reportedThere are no relevant targets and indicators.116 www.northyorkmoors.org.uk

Local ParadiseSpiky gorse andPurple heatherBright, cloudless sky,The perfect weather!Swooping lapwingsIn the airThey dangerously diveAs fast as they dare.Dippers and KingfishersJust by the streamThe fish are all silky, smallAnd hard to be seenEmma, age 12, MiddlesbroughPainting: West Beck by James McGairy

AcknowledgementsPhotographsNorth York Moors National Park Authority 4, 12, 18, 29, 35, 36, 40, 41, 42, 47, 50, 53, 54, 57, 65, 67, 75, 79, 86, 89, 94, 98,100, 101, 105, 106, 107, 108, 111, 113, 114, 115Chris Ceaser 28, 44Colin Dilcock 87Discovery Photography 60, 68, 69, 70, 81, 83, 95, 104, 109, 110Game and Wildlife Conservation Trust 93Forestry Commission 70Janet Burdon 4, 61Mike Kipling 3, 4, 5, 6, 9, 15, 16, 23, 25, 27, 45, 46, 49, 52, 59, 66, 71, 72, 80, 91, 97, 103, 116Peter Thompson 92Shockthesenses 31, 56Tessa Bunney 5, 74, 76, 85, 88, 90, 96Wildstock Images 37, 55, 58York Astronomical Society 39Illustrations page 34: Hedgehog – Hovingham Primary School. Ladybird / flowers – St. Benedict’s Primary School, AmpleforthThe text of this document can be made available in large print.Please contact the Planning Policy team on 01439 772700, email policy@northyorkmoors.org.uk orcall in at The Old Vicarage, Bondgate, Helmsley, YO62 5BP if you require copies in another format.North York Moors National Park Management Plan119

North York Moors National Park AuthorityThe Old VicarageBondgateHelmsleyYork YO62 5BPTel: 01439 772700www.northyorkmoors.org.ukPublished by North York Moors National Park Authority