NC500 boss says: ‘Government’s failure to rise to visitor management challenges resulted in significant issues’
Column by David Richardson, development and engagement manager at North Coast 500.
The north Highlands does not face anything like the same over-tourism challenges as Venice or Amsterdam – business members tell us that they’ve had a quieter year – but that is not to say that we don’t have problems of our own. Aside from the many benefits that tourism brings, the failure of governments and the public sector to rise to the challenges posed by visitor management has resulted in significant issues for some fragile communities, and feelings of frustration and annoyance amongst many in the wider population. The complaints centre not on visitor numbers – it was busier in decades past – but on changing visitor behaviour.
The North Coast 500 (NC500) launched in 2015 following two years of discussions led by the North Highland Initiative on how best to use tourism to boost struggling local economies and help rebalance aging populations. It was devised to attract more visitors north of Inverness and disperse them throughout the area, and local businesses and business organisations, Highland Council, Highlands and Islands Enterprise and VisitScotland were all involved. Marketing and visitor management should go hand-in-hand, but, unconvinced that the NC500 would make a significant difference, the public sector declined to commit financially. A private company, NC500 Ltd, was left to make the collaborative vision reality through marketing alone.
Nearly a decade on, the NC500 has exceeded all expectations, sustaining existing businesses, encouraging new start-ups, investment and growth, and creating jobs – all vital in the battle to increase community resilience and combat serious demographic decline.
However, in recent years we have also seen the rapid surge in campervan tourism and the complexities of "wild camping”, something accelerated by the Covid-19 pandemic. This surge has been felt throughout the UK and world, amplifying concerns about the impact on the environment, on residents and on other visitors. Sadly, instead of reacting quickly to this growing and highly visible trend as some other countries have done, our governments, national and local, and public agencies have done little, leaving many residents feeling abandoned.
Addressing these challenges does not mean discouraging tourism, damaging businesses’ – and therefore communities’ – prospects further in the process. Far from it. Rather, it means investing in better visitor management.
First and foremost, Scotland needs clear, enforceable regulations covering where campervans can stay and what constitutes acceptable behaviour. The current ambiguity around "wild camping" must be addressed, and straightforward rules to prevent misunderstandings introduced. However, rules mean nothing without enforcement. We need visible and consistent monitoring to deter violations, and the imposition of last-resort penalties if required.
Second, managing visitor demand requires investment in essential infrastructure, much of it the responsibility of the public purse. Money is in short supply, but if we believe that the north Highlands deserves a sustainable future it must be found.
Third, we need improved education and guidance for visitors. Tourists generally feel respect for the places they visit but they also need guidance on how to engage. NC500 Ltd’s Visitor Pledge aims to encourage responsible tourism, promoting positive behaviour through education rather than threats. Great, but we cannot do it alone – others must speak out too.
Finally, we need more government support for local communities. Tourism is the critical economic driver for the north’s most fragile areas and the same commitment shown to large-scale projects like the Green Freeport must be extended to these communities to safeguard their long-term viability.
Simply put, the north Highlands’ future depends on collaboration and investment, politicians, governments, policymakers, businesses and communities working together to create strong and sustainable local economies and communities. NC500 Ltd has always been more than willing to engage.
David Richardson, development and engagement manager at the North Coast 500
