Scottish Natural Heritage Dualchas Nàdair na h-Alba ... Plan 2012-15.pdf · Supporting Government’s Purpose 4 ... eil sònraichte a thaobh SNH no dhan chòrr den roinn ... an dà

Scottish Natural Heritage

Corporate Plan 2012-15Dualchas Nàdair na h-Alba

Plana Corporra 2012-15

Contents

Introduction 1Who We Are, What We Do 3Supporting Government’s Purpose 4Our Strategic Aims 6Leading and supporting the changingnature of Scotland 8– Our objectives 9– Changing how we work 21Delivering the Plan – What change will look like 22Milestones for 2012-2015 26

Clàr-innse

Ro-ràdh 2Cò Sinn, Na Tha Sinn a’ Dèanamh 3A’ Cur Taic ri Rùn an Riaghaltais 4Ar n-Amasan Ro-innleachdail 6A’ stiùireadh is a’ cur taic ri nàdar caochlaideach na h-Alba 8– Ar n-amasan 9– Ag atharrachadh ar dòigh-obrach 21A’ lìbhrigeadh a’ Phlana – Coltas an atharrachaidh 22Clachan-mìle airson 2012-2015 26

www.snh.gov.uk | 1Corporate Plan 2012-15

Introduction

This Corporate Plan describes how Scottish Natural Heritage supports the Government’s Economic Strategy: “to focus the Government and public services on creating a more successful country, with opportunities for all of Scotland to flourish, through increasing sustainable economic growth”, especially the benefits of securing: “a high quality environment and a sustainable legacy for future generations”. Our ambition is set out in our Corporate Strategy, in terms of four strategic aims which support delivery of several National Outcomes in the Government’s National Performance Framework. The twelve Objectives set out in this Plan provide further detail of what we shall do, and how we shall do it, over the next three years.

We face two particular challenges over the period 2012-15. The first is to secure optimal economic and social benefits from Scotland’s ‘natural capital’ (the nature and landscapes and the goods and services that they provide such as carbon storage and wildlife) through our pioneering work centred on a Natural Capital Asset index for Scotland. These goods and ‘ecosystem services’ are significant building blocks in Government’s ambition to create a more successful country and improve the health and well-being of its people. These services also provide the backdrop in support of sustainable economic growth, for example through our early engagement with renewable energy proposals.

The second challenge is to turn the uncertain economic outlook into an opportunity, which is not unique to SNH nor the rest of the public sector in Scotland. Key to addressing this challenge is the pooling of effort and resources across the public,

private and third sectors towards a common agenda for Scotland’s natural environment. To meet the challenges ahead, both financial and environmental, a ‘business as usual’ approach is not an option. Change at the margins – shaving a bit off here and there – will not be enough. We must find new and better ways of working. In taking forward change, our intention is to bring about:

– A clearer shared understanding with our partners and the public of the priorities for action, identified through reference to public value and a proportionate, risk based approach.

– Closer alignment of our work with other parts of Government; we need to realise more shared objectives and clearer roles in their delivery, adopting a ‘Team Scotland’ approach which recognises that all parts of the ‘Team’ have an individual and shared responsibility in securing natural heritage benefits.

– A greater sense of collaboration and shared purpose between land managers, businesses and ourselves.

– An improved service culture in SNH both in our transactional work with customers and partners, and in relation to what we deliver to the public.

This Plan presents a response to the challenges that we know we must address as well as being flexible enough to allow us to respond to new changes and opportunities. We seek more radical approaches to achieve secure stewardship of nature focused on the services our ecosystems provide, centred around collaboration on shared outcomes and clear priorities. Implementing this Plan will bring about a positive transformation in the way we support and drive change through delivery of a national service, delivered locally.

2 | www.snh.gov.uk Corporate Plan 2012-15

Ro-ràdh

Tha am Plana Corporra seo a’ mìneachadh mar a tha Dualchas Nàdair na h-Alba a’ cur taic ri Ro-innleachd Eaconamach an Riaghaltais: “gus an cuimsich an Riaghaltas agus seirbheisean poblach air dùthaich nas soirbheachail a chruthachadh, le cothroman cinneachaidh dha Alba air fad, tro fàs seasmhach eaconamach”, gu sònraichte: “na sochairean a thig an cois àrainneachd de shàr chàileachd agus dìleab sheasmhach dha na ginealaichean ri teachd.” Tha an rùn againn mìnichte nar Ro-innleachd Chorporra, ann an ceithir amasan ro-innleachdail a tha a’ cur taic ri lìbhrigeadh grunn Bhuilean Nàiseanta ann am Frèam Coileanaidh Nàiseanta an Riaghaltais. Tha an dà Amas deug a th’ anns a’ Phlana seo a’ dèanamh barrachd mìneachaidh air na nì sinn, agus mar a nì sinn e, thairis air na trì bliadhna ri teachd.

Tha dà dhùbhlan sònraichte romhainn ann an 2012-15. ’S e a’ chiad fhear na sochairean eaconamach is sòisealta as fheàrr fhaighinn bho ‘calpa nàdarra’ na h-Alba (nàdar is cruthan-tìre agus am bathar is na seirbheisean a tha iad a’ tabhann, leithid stòradh carboin agus fiadh-bheatha) tro ar n-obair thionnsgalach a tha cuimisichte air clàr-amais Tochradh Calpa Nàdarra dha Alba. Tha am bathar agus na ‘seirbheisean eag-shiostaim’ sin nam blocaichean togail cudromach ann an rùn an Riaghaltais airson dùthaich nas soirbheachail a chruthachadh agus airson slàinte is fallaineachd an t-sluaigh. Tha na seirbheisean sin cuideachd a’ suidheachadh cùisean airson taic a chur ri fàs seasmhach eaconamach, mar eisimpleir tron obair tràth againn co-cheangailte ri molaidhean lùtha ath-nuadhachail.

’S e an dara dùbhlan an suidheachadh eaconamach mì-chinnteach a thionndadh na chothrom, rud nach

eil sònraichte a thaobh SNH no dhan chòrr den roinn phoblaich ann an Alba. Airson dèiligeadh ris an dùbhlan seo tha e cudromach gun tèid obair is goireasan a chur an ceann a chèile thairis air na roinnean poblach, prìobhaiteach is treasach a dh’ionnaigh prògram coitcheann dha àrainneachd nàdarra na h-Alba. Airson dèiligeadh ri na dùbhlain, ionmhasail is àrainneachd, a tha mu ar coinneamh, chan urrainn dha dòigh-obrachaidh, ‘business as usual’ a bhith ann. Cha bhi e gu leòr nithean atharrachadh air an iomall – a’ dèanamh beagan leasachaidh an-siud ‘s an seo. Feumar dòighean obrachaidh ùr is leasaichte a lorg. Ann a bhith ag adhartachadh atharrachadh, tha sinn an dùil na leanas a dhèanamh:

– Co-thuigse nas soilleire a bhith againn mu prìomhachasan gnìomhachaidh le ar com-pàirtichean is leis an t-sluagh phoblach, comharraichte a thaobh luach phoblach agus dòigh-obrachaidh co-roinnte a tha mothachail mu na dùbhlain a dh’fhaodadh nochdadh.

– Co-rèiteachadh obrach nas dlùithe a bhith ann le pàirtean eile den Riaghaltas; feumar a bhith mothachail mu tuilleadh cho-amasan agus dleastanasan nas soilleire a thaobh an lìbhrigidh, a’ gabhail ri dòigh-obrachaidh ‘Sgioba Alba’ a tha ag aithneachadh gu bheil dleastanas fa-leth is roinnte aig gach pàirt den Sgioba a thaobh a bhith a’ glacadh sochairean dualchais nàdarra.

– Barrachd faireachdainn co-obrachaidh is co-rùnachadh a bhith eadar manaidsearan fearainn, gnothachasan agus sinn fhìn.

– Cultar seirbheis leasaichte a bhith ann an SNH, an dà chuid, nar n-obair gnothachail le luchd-cleachdaidh is com-pàirtichean, agus a thaobh na tha sinn a’ lìbhrigeadh dhan t-sluagh.

Tha am Plana seo a’ toirt freagairt dha na dùbhlain ris am feum sinn dèiligeadh a thuilleadh air a bhith sùbailte gu leòr gus cothrom a thoirt dhuinn atharrachaidhean ùra is cothroman ath-fhreagairt. Tha sinn a’ sireadh dòighean-obrachaidh nas bunaitiche gus stiùbhartachd thèarainte nàdair a choileanadh, agus a tha cuimsichte air na seirbheisean a tha ar n-eag-shiostaman a’ tabhann, socraichte air co-obrachadh mu co-amasan is prìomhachasan soilleir. Coileanaidh buileachadh a’ Phlana seo atharrachadh cinnteach san dòigh sa bheil sinn a’ toirt taic is adhartachadh dha atharrachadh tro sholarachd seirbheis nàiseanta, a th’ air a lìbhrigeadh gu h-ionadail.


Who We Are, What We Do

Cò Sinn, Na Tha Sinn a’ Dèanamh

Established in 1992 by Act of Parliament, since 1999 we have been responsible through Ministers to the Scottish Parliament, and are funded by the Scottish Government. Our core purposes, as stated in our Corporate Strategy, are to:

– secure the conservation and enhancement of nature and landscapes;

– foster their understanding and facilitate their enjoyment; and

– promote their sustainable use and management.

The central message of our Corporate Strategy is that Scotland’s natural assets are a superb inheritance that sustains all our lives and well-being. It highlights the public value in Scotland’s nature and landscapes and our role in securing their sustainable use.

In August 2010 we merged with the Deer Commission for Scotland, reinforcing our purposes also to secure sustainable wildlife management in Scotland.

These core purposes are delivered with a significant dependency on others across the public, private and third sectors and are expressed in our brand identity:

All of nature for all of Scotland

Nàdar air fad, airson Alba air fad


This Plan sets out our objectives for nature and landscapes and how we shall develop our capacity to deliver them more effectively and efficiently. The Plan starts in parallel with a refresh of Scottish Government’s Economic Strategy and National Performance Framework (NPF).

Our aims and objectives, read with those of others in the public, private and third sectors, combine to bring about delivery of the Government’s National Outcomes (NO). Thus Outcomes are expressions of complex systems – they emerge from direct and indirect activities. It is not a simple matter to link the contribution of a single activity or objective to an outcome or outcomes, although techniques such as contribution

analysis and benefits mapping provide explanatory insights.

For example, the health and sustainability of ecosystems underpin their ability to deliver a range of outcomes. Protecting and enhancing the habitats and landscapes of local importance through positive management help people to value and enjoy their local environments (NO 12). A high quality environment makes a direct contribution to everyone’s quality of life (NO 10) and increases the viability of primary industries such as farming, forestry and fisheries (NO 2). It can also enhance mental health and wellbeing (NO 6). Using volunteers to carry out this work helps to build stronger communities (NO 11) and develop individuals’ skills (NO 3). The physical activity involved

also contributes to health outcomes (NO 6) and high quality local environments encourage more visits to the outdoors and provide incentives for inward investment (NO 6 and 2). Good quality nature and landscapes also provide a local curriculum resource for schools (NO 4). These inter-dependencies drive our contribution to other agendas such as tourism, enterprise and health.

Our Corporate Strategy recognises that well managed natural assets directly affect the delivery of at least seven of the National Outcomes in the Scottish Government’s National Performance Framework. Key contributions follow for reference as well as the three National Performance Indicators we report on against Outcome 12:

Supporting Government’s Purpose

A’ Cur Taic ri Rùn an Riaghaltais

National Performance Framework (NPF) National Outcomes (NO) impacted by well managed natural assets

Our indicators of success against National Outcomes with NPF Indicators we report on to Government

1 We live in a Scotland that is the most attractive place for doing business in Europe

Promote sustainable development through recognition of natural asset values in NPF3 and ensure supporting published guidance for renewable energy development continues to meet customer needs.

6 We live longer, healthier lives Deliver new recreational, volunteering & outdoor learning opportunities, particularly targeted at young people and under-represented groups, to contribute to increasing people’s use of Scotland’s outdoors.

10 We live in well-designed, sustainable places where we are able to access the amenities and services we need

Support the work of Community Planning Partnerships, measured by our level of engagement and use of the suite of local outcome indicators for the environment in future single outcome agreementsLead, with FCS, the development of CSGN, measured by progress on delivering key commitments.

11 We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others

More people will be taking active steps to help look after the environment, measured by their involvement in volunteering in the outdoors (including “citizen science”), other pro-environment behaviours, and in planning and managing their local environments.


National Performance Framework (NPF) National Outcomes (NO) impacted by well managed natural assets

Our indicators of success against National Outcomes with NPF Indicators we report on to Government

12 We value and enjoy our built and natural environment and protect it and enhance it for future generations.

National Performance Indicators (NPI)

SNH Measure in support of NPI

Increase people’s use of Scotland’s outdoors

Delivery of up to 400,000 outdoor recreation, volunteering and outdoor learning opportunities

Improve the condition of protected nature sites

Significant improvement on condition of protected nature sites (cf 2012)

Improve the abundance of terrestrial breeding birds: Biodiversity

Publish annually the abundance of terrestrial breeding birds indicator.

Secure a growth in positive management of the natural heritage with an emphasis on increasing the number of rural development contracts under RP09 that replace Natural Care management schemes.

Submit proposals to Ministers on the number and location of nature conservation Marine Protected Areas and subsequently progress actions towards programmes of measures to achieve Good Environmental Status

14 We reduce the local and global environmental impact of our consumption and production

Reduce the local and global environmental impact of our consumption and production by beating our annual 4% target for Carbon Management Plan

16 Our public services are high quality, continually improving, efficient and responsive to local people’s needs

By further development of SNH’s web services and sharing our data with other organisations we will increase the species and environmental information available to the public


High quality nature and landscape that is resilient to change and delivers greater public value.

Nàdar is cruth-tìre de shàr inbheachd a tha seasmhach fa chomhair atharrachaidh agus a tha a’ lìbhrigeadh luach poblach nas motha.

Scotland’s health and prosperity depend on the quality of its natural environment – our nation’s natural assets. Nature and landscape are key components of our natural environment, and we guide investment and action in these to support recreation and well-being in order to prevent longer-term social and environmental costs. Working more with natural systems and processes can offer lower carbon approaches to delivering a wide range of services, whilst at the same time making our natural assets more resilient, helping reduce both contributions to climate change, and the risks arising from it and other environmental changes.

Nature and landscapes that make Scotland a better place in which to live, work and visit.

Nàdar is cruthan-tìre a tha a’ dèanamh Alba na àite nas fheàrr airson fuireach is obrachadh ann agus airson tadhal air.

Attractive landscapes and rich, varied nature are a source of national pride and international esteem. They underpin a local sense of place and can be a focal point for activities and uses that lead to stronger community engagement. Good quality nature and landscapes contribute to improved physical and mental health and wellbeing. Conversely, degraded nature and landscapes are a factor in lowering self-esteem and motivation. Well-designed sustainable places attract more people and businesses to Scotland and strengthen the commitment people have for the places in which they live and work.

Our Strategic Aims

Ar n-Amasan Ro-innleachdail

Our Corporate Strategy 2012-2015 establishes the strategic framework for this Corporate Plan. It is based on four high-level aims:


More people experiencing, enjoying and valuing our nature and landscape.

Barrachd dhaoine a’ cur eòlas, a’ mealtainn is a’ cur luach nar nàdar is ar cruth-tìre.

Achieving our aims depends on our success in helping more people to connect with nature throughout Scotland. Contact with nature through recreation, volunteering, outdoor learning and other activities delivers a range of benefits including improved well-being through enjoyment of the natural heritage and better health through increased physical activity. Improving on-line access to data and information about the environment will help make it easier for people to engage with nature and help to support citizen science – enabling people to get involved in contributing valuable information about the environment. Greater awareness of nature and landscapes increases its value to society and leads to a stronger commitment to look after it.

Nature and landscape as assets contributing more to the Scottish economy.

Nàdar is cruth-tìre mar ghoireasan a tha a’ cur barrachd ri eaconamaidh na h-Alba.

Nature and landscapes contribute more than 10% of Scottish economic output and support 1 in 7 of all full time jobs. They are worth more than £17.2 billion to the Scottish economy. They are part of Scotland’s distinctive brand image and attract people and businesses to Scotland. They can be the source of paid employment and voluntary work, helping to build the skills and confidence required for employment. We can help to increase the breadth of products that rely on a healthy environment and to deliver good development in the right places to support all of our aims. But not all of the benefits of nature and landscapes can be fully measured by putting a price on them. There are many other less tangible ways in which our natural assets sustain us, contributing to our health and wellbeing, enjoyment, sense of place and who we are as a nation. We need better ways to value these ecosystem services and to incorporate these values in decision-making.


We have identified 12 key objectives in support of our aims. These objectives focus our efforts on the key outcomes that we believe are necessary for Scotland’s natural heritage. The detail on what we will deliver, and how, for each objective will be articulated in our annual Business Plans which follow the annual Grant in Aid settlement. Much of our work on nature and landscapes represents preventative spend, in terms of economic, health and environmental benefits, and involves tackling problems at their root cause, so there is not a long-term legacy of curative expenditure and correcting past mistakes. As well as setting out our objectives, a further section considers ‘Changing how we work’, capturing the organisational changes necessary to achieve the full span of our objectives.

Leading and Supporting the Changing Nature of Scotland

A’ Stiùireadh is a’ Cur Taic ri Nàdar Caochlaideach na h-Alba


Our Focus

Scotland’s natural assets such as its wildlife, landscapes and seas make an essential contribution towards sustainable economic growth. These assets support jobs and investment in such industries as farming, fisheries, food and drink processing, energy generation, forestry and forest products, field sports and tourism. Many of these are of particular importance to more fragile rural economies and the communities they support. Our work will continue to demonstrate the significance of this ‘Green Economy’ contribution and how the opportunities it provides can be maximised.

With the aim of supporting sustainable growth, we will continue to play an active role in the continuing reform of the planning system – part of the Better Regulation agenda. We will engage early in the planning process, focus on contributions to local strategic and development plans, and give proportionate and targeted advice that seeks constructive solutions to conflicts of interest. A key Government target is for Scotland to achieve 100% of electricity generation from renewable sources by 2020 and for Scotland to become a leader in marine renewables. We will support this, notably by working closely with Marine Scotland and other public sector partners to ensure our collective capacity to offer proportionate advice on the location and design of marine renewable developments and how any negative impacts can be mitigated where required. For on-shore renewables development we will continue to work with planning authorities and renewable energy developers to identify the best locations and designs for renewable energy.

Our focus will be to:

– Contribute to the revision of the National Planning Framework, adopting proactive Team Scotland approaches, and providing early, targeted and proportionate advice;

– Meet the standards set out in our Service Level Statement to ensure we play an active role in supporting both decision-makers and others involved in the planning system;

– Continue to work with lead agencies and key sectors and businesses, to develop the commercial benefits of natural-assets, whether this is through quality standards, branding and cross-selling of tourism, or food and other rural products.

Objective One

Show how Scotland’s sustainable economic growth is supported by its natural capital, and help realise the contribution these assets make.

Seall gu bheil calpa nàdarra na h-Alba a’ cur taic ri a fàs eaconamach seasmhach agus cuidich ri aithneachadh na tha na goireasan sin a’ cur ris.


Objective Two

Halt the loss of biodiversity in order to ensure that, by 2020, ecosystems are resilient and continue to provide the essential services on which community wellbeing and economic success depends.

Cuir casg air call bith-iomadachd gus dèanamh cinnteach gum bi eag-shiostaman seasmhach ann an 2020, agus gun lean iad orra a’ toirt seachad nan seirbheisean riatanach ri bheil fallaineachd coimhearsnachd is soirbheachadh eaconamach an urra.

Our Focus

Biodiversity and its associated ecosystems are essential to provide the services that we all depend on. Goals exist to enhance biodiversity across government and society (for example, through the “biodiversity duty” on all public bodies in Scotland). These are necessarily long-term and we will assess progress by using the Scottish Biodiversity Indicators. New targets have been agreed within the Convention of Biodiversity at Nagoya in 2010, and these underpin the effort we will make over the plan period. To be successful, this objective needs to be addressed across government and society by adopting the ecosystem approach promoted by the Convention that puts the benefits of nature’s services to society at the heart of conservation action. Our partnerships with non-governmental organisations (NGOs) will continue to be significant in this respect as will our wider role in promoting good biosecurity practice in the wider countryside and designated sites. We have an important role to provide clear leadership both in the development of strategy and in delivery on the ground.


– Promote the adoption of a refreshed Scottish Biodiversity Strategy (SBS) from 2013, that helps mainstream biodiversity action into land use and development policies and pursue measures for ecosystem health that, at a catchment level, inform priorities for action to help restore and build the National Ecological Network and Natural Capital;

– Deliver our surveillance strategy to identify significant change in the natural environment to provide information that helps determine advice and action and to underpin reports to Government on progress;

– Renew the set of Scottish Biodiversity Indicators;– Increase the connectivity of habitats across Scotland

as measured by DEFRA’s connectivity indicator through action in the wider countryside.


Our Focus

Nearly 25% of Scotland’s land area has special protection for wildlife, habitat and landscape reasons. These places play an important role in protecting and enhancing our environment for future generations and help to ensure that economic development is sustainable. The vast majority of this area is privately owned. We help land owners, occupiers, local communities and local authorities to manage the Sites of Special Scientific Interest (SSSI) network and the suite of National Scenic Areas (NSAs) through advice and funding (for SSSIs this is mainly under the Scottish Rural Development Programme (SRDP)). At the international level, we take the lead on behalf of Scottish Government for European sites. We manage National Nature Reserves (NNRs) where people can experience nature first hand and provide support to voluntary organisations and others in the public sector to do the same.

Over the three years of this plan our focus will be to:

– Improve the condition of protected nature sites, including publishing the results of the second six year cycle of site condition monitoring results;

– Improve the cost-effectiveness of the way that we monitor and report on condition;

– Promote the value to Scotland of land protected for nature and guide investment to realise more of these benefits;

– Improve the visitor experience of Scotland’s nature reserves, including those run by SNH, so that more people experience the best of Scotland’s nature;

– Help local authorities and communities to deliver stronger management action in National Scenic Areas and to build stronger links to local products and marketing.

Objective Three

Maximise the value of Scotland’s protected places as a resource for Scotland’s people.

Barraich luach ionadan dìon na h-Alba mar ghoireas dha sluagh na h-Alba.


Our Focus

We will support the development of a broad strategy for the sustainable use of Scotland’s land and fresh water in partnership with government, other public agencies and land use stakeholders. We aim to encourage an approach to the management of these natural assets that benefits wildlife, creates attractive landscapes and respects geodiversity – in ways that are compatible with the other goods and services that the land and fresh waters provide. Such an approach will increase the benefits that the natural heritage brings to sustainable economic development – by making connections with tourism, outdoor recreation and the processing and marketing of food and timber products.


– Support the implementation of the Scottish Government Land Use Strategy, and contribute to cross-Government agendas such as the woodland expansion targets;

– Lead on development of the National Ecological Network, particularly through building broader ecosystem objectives into catchment management planning which brings together objectives for land and freshwater;

– Assist Scottish Government in the development of the next Common Agricultural Policy to maximise the opportunities for the delivery of environmental outcomes;

– Provide advice and guidance to land managers to facilitate delivery of natural heritage objectives;

– Deliver the current SRDP within the SEARS partnership and help to develop and implement a replacement programme that supports simpler and more flexible environmental measures.

Objective Four

Encourage sustainable use of land and fresh water and action to reinforce the quality of Scotland’s natural environment.

Brosnaich cleachdadh seasmhach fearainn is fìor-uisge agus gnìomhachadh gus inbheachd àrainneachd nàdarra na h-Alba a dhaingneachadh.


Objective Five

Secure the sustainable management of Scotland’s wildlife maximising its value in helping make Scotland a better place to live, work and visit.

Dìon riaghladh seasmhach fiadh-bheatha na h-Alba, a’ barrachadh a luach ann a bhith a’ cuideachadh a’ dèanamh Alba na àite nas fheàrr airson fuireach ann, obair ann is tadhal air.

Our Focus

Scotland’s wildlife represents an important economic asset, as well as being a source of national pride and identity. Many species are positively managed to the benefit of all, but others are less well-managed, often resulting in conflict and environmental problems. To help realise the fullest public value from our wildlife resource, we will focus on supporting management which provides the widest possible public benefit. We will continue to reduce conflicts and negative impacts while addressing public safety, health and welfare concerns associated with wildlife. Continued close working relationships with key land and wildlife management organisations will be essential, recognising their shared sense of common stewardship, and the vital link they offer with their members who, collectively, have an important role to play.


– Provide a lead co-ordination role in relation to Invasive Non-Native Species, and review our wildlife licensing service to ensure it is customer-focused, transparent, and proportionate, and in line with Better Regulation principles;

– Promote the ‘Deer Code’, Reviewing both Scotland’s Wild Deer: A National Approach and the voluntary approach to ensuring deer management practitioner competence;

– Prioritise action on individual species through a Wildlife Management Framework which helps steer resources to where there is the greatest public value;

– Work with the Partnership Against Wildlife Crime to reduce wildlife crime and with others to reduce socio-economic losses;

– Supporting implementation of National Goose Policy through delivery of simplified Goose Management Schemes targeted on vulnerable species while encouraging adoption of more robust, but flexible, approaches to management of successful species.


Our Focus

Scotland’s diverse coasts and seas support a wealth of habitats and species. They generate more than £2.2 billion for the Scottish economy, and are a key part of our culture, history, landscape and recreation. To maintain this valuable asset base, a prerequisite is the Government’s vision of clean, healthy, safe, productive and biologically diverse oceans and seas. To achieve this we will work closely with Marine Scotland and the Joint Nature Conservation Committee. In 2011 Marine Scotland published a strategy for nature conservation in Scotland’s seas. It sets out a clear basis for collaboration, defining our complementary roles. We will increasingly form joint teams drawing on the skills and responsibilities of both organisations, working on shared objectives. We will assign a high priority to work related to identifying a suite of nature conservation Marine Protected Areas (MPAs) and associated guidance and advice. We will also continue to deliver work related to national and regional marine plans and at the same time continue to deliver good advice in relation to marine development and fisheries. Despite budgetary constraints over the plan period, we will prioritise our capacity for marine work, but also strive hard to ensure that we work in a focussed way.


– Identify a suite of nature conservation MPAs by the end of 2012 and produce draft guidance on their consequent management;

– Support Government in the development of National and Regional Marine Plans including spatial measures that help provide ecological coherence to the suite of MPAs and contribute to Good Environmental Status (GES);

– Assist National and Local Government in completing the process of bringing pre-2007 consented fish farms into the planning system;

– Establish and begin to implement a monitoring programme for the ongoing assessment of GES under the Marine Strategy Framework Directive.

Objective Six

Contribute towards Government’s vision for clean, healthy, safe, productive and biologically diverse oceans and seas.

Cuir ri lèirsinn an Riaghaltais airson cuantan is uisgeachan eadar-mheasgte, glan, fallain, sàbhailte, torrach is bith-eòlasach.


Objective Seven

Raise awareness of the effects of climate change on the natural heritage and contribute to climate change mitigation and adaptation.

Tog mothachadh mu bhuaidh atharrachadh gnàth-shìde air an dualchas nàdarra agus cuir ri lùghdachadh is gabhail ann an atharrachadh gnàth-shìde.

Our Focus

Climate change is one of the biggest challenges for Scotland’s nature and landscapes over the coming decades. It is also likely to have major social and economic implications for people in Scotland and elsewhere. Nature helps us cope with climate change for example by storing carbon, and so reducing the effects of CO2 emissions or through ecosystems which, if kept healthy, provide our food and water. Ecosystems also help control floods, diseases, pests and pollutants, and provide a natural resilience to the effects of climate change. We want Scotland’s nature to continue to thrive despite a changing climate. We want to help combat greenhouse gas emissions and make Scotland’s environment and communities more resilient.


– Work to restore key peatland areas, promote sharing of peatland expertise, and experience on management to support a peatland restoration programme;

– Take forward adaptive measures in response to climate change in support of protected areas and the Natura network;

– Publishing a set of SNH ‘Trends Notes’ describing the implications of climate change for nature, landscapes and people;

– Use best practice to deliver our Low Carbon Vision for 2020; reducing our emissions by at least 4% per year, adapting our business to climate change and acting sustainably in our operations.


Our Focus

We are committed to ensuring that partners, policy makers, academia and the wider public have access to good quality information about Scotland’s nature and landscapes. Our data and information must be accessible, accurate and relevant, reinforcing our role in providing advice, supporting action and promotion relating to our environment. To achieve this, we will continue to collect data and information on Scotland’s environment and develop new ways of measuring the health and use of Scotland’s natural capital. We will develop our approach to ‘citizen science’ through which people can be encouraged to collect and contribute their own data and information about nature and landscapes. We will develop our ‘SNHi’ databases to allow easy access to information about nature and landscapes, and support delivery of the Scottish Environment Web.


– Produce regular measures of natural capital and promote their use to inform understanding of Scotland’s performance in achieving sustainable economic growth;

– Improve public access to the high quality data and information we hold on the state and value of Scotland’s nature and landscapes through SNHi and the Scottish Environment Web;

– Support the development of ‘citizen science’, enabling people to get involved in collecting information about the environment;

– Ensure we comply with all legislative requirements on freedom of information, environmental information and data protection, including working towards compliance with standards under the EU INSPIRE Directive on infrastructure for spatial information.

Objective Eight

Help people connect with nature by ensuring they have access to information on nature and landscapes.

Cuidich daoine le dèanamh ceangal ri nàdar le bhith a’ dèanamh cinnteach gu bheil cothrom aca air fiosrachadh mu nàdar is cruthan-tìre.


Objective Nine

Help more people to experience, enjoy, and value nature through outdoor recreation, volunteering, outdoor learning and other activities.

Cuidich barrachd dhaoine gus eòlas a chur air nàdar, a mhealtainn is luach a chur ann tro chur-seachadan a-muigh, obair saor-thoileach, ionnsachadh air a’ bhlàr a-muigh agus gnìomhan eile.

Our Focus

Helping more people to experience and enjoy the outdoors delivers a range of benefits for Scotland’s population. The contribution that these activities make to health and well-being, including helping to prevent chronic diseases, is being increasingly recognised by the health sector and policy makers. The economic benefits are also considerable for example, the spend associated with outdoor recreation supports jobs and the economy which in turn strengthens our tourism industries. Activities such as volunteering in the outdoors can help people to grow in confidence and skills, and be better prepared for paid employment. Enjoying the outdoors and contact with nature helps people to be more aware of the environment and its value, and to take active steps to look after it. In Scotland, access rights provide the basis for people’s enjoyment of the outdoors and over the plan period our resources will be prioritised towards helping more people, particularly from young and disadvantaged groups, to enjoy the outdoors responsibly. This work depends on strong engagement with the health sector, local authorities and a range of NGOs and the use of carefully targeted grant support. We also need to evaluate progress in delivery, changing tactics where necessary whilst continuing to build a stronger commitment to the long-term care of Scotland’s nature and landscapes.


– Contribute to increasing people’s use of the outdoors by supporting the delivery of up to 400,000 new outdoor recreation, volunteering & outdoor learning opportunities;

– Support projects that help people from young and disadvantaged groups to enjoy the environment and to learn wider skills needed for life and employment through volunteering;

– Work in partnership with Scottish Government to deliver the Year of Natural Scotland 2013 and contribute to delivery of Homecoming Scotland 2014;

– Work with partners to create a new John Muir Coast to Coast Trail across central Scotland by 2014 and to promote Scotland’s Great Trails;

– Ensure that awareness of the Scottish Outdoor Access Code amongst those who visit the outdoors is at least 75%.


Our Focus

Scottish Government policy aims to create attractive and well-designed sustainable places where people want to live and work, which promote better health and enable Scotland’s transition to a low-carbon economy. Essential elements of such places include well-managed and accessible green space and paths, and good-quality landscapes. These, in turn, lead to more opportunities for people to get involved in decisions about their local environment, and a stronger contribution to Scotland’s economic prosperity. This is a wide-ranging agenda, so we will focus our activity on the Central Scotland Green Network (a priority within National Planning Framework 2), engagement with Community Planning Partnerships and development planning, and our work on Scotland’s special landscapes.


– Lead, with Forestry Commission Scotland, the delivery of the Central Scotland Green Network, including the implementation of key actions, such as the John Muir Coast to Coast Trail, integrated habitat networks and strategic landscape enhancement;

– Strengthen our engagement with Community Planning Partnerships and ensure that our local outcome indicators for the environment are used in more than 50% of new single outcome agreements;

– Support better planning and land use decision-making by promoting the principles in Scotland’s Landscape Charter, refreshing our information on landscape character and developing a better framework for monitoring landscape change;

– Promote greater public understanding and appreciation of Scotland’s rich landscape heritage;

– Help to develop a better planning and policy framework for our nationally important areas of wild land and support the management of wildness qualities more generally throughout Scotland.

Objective Ten

Supporting regeneration and the better care of Scotland’s landscapes so that more people live in attractive, well-designed and sustainable places, particularly in central Scotland.

A’ cur taic ri ath-nuadhachadh agus cùram nas fheàrr dha cruthan-tìre na h-Alba gus am bi daoine a’ fuireach ann an àiteachan, seasmhach, taitneach, deagh-dhealbhaichte, gu sònraichte ann am meadhan na h-Alba.


Our Focus

To be successful, we need to be seen as a positive, relevant, influential and visible resource for Scotland’s nature and landscapes. This includes being a valuable contributor to public and professional life in Scotland, particularly in relation to sustainable economic growth, tourism, health and well-being. To meet this objective, we will focus on the national outcomes we aim to support, rather than on specific mechanisms and processes to achieve these, or the merits of established positions or existing practice. It is this results-focused approach that will characterise our engagement with stakeholders. We seek to use an evidence-based approach as much as we can. We will also recognise that data alone cannot answer every problem and that decisions also require judgement. We are committed to working in partnership and putting our customers at the heart of what we do.


– Present SNH as a positive, relevant, influential and visible organisation that looks after nature across Scotland, for everyone;

– Maintain constructive and effective engagement with a range of key stakeholders;

– Raise awareness and positive action in favour of nature and landscapes with a number of target audiences;

– Maintain our European and International profile through targeted communications and engagement with key bodies.

Objective Eleven

SNH is seen as a key partner and valuable contributor to sustainable economic growth, regeneration, health and well-being.

Tha SNH na prìomh chom-pàirtiche is na tabhartair luachmhor ann am fàs eaconamach, ann an ath-nuadhachadh, slàinte is am fallaineachd.


Our Focus

We will increase our overall efficiency and reduce our running costs, in particular reducing our property portfolio whilst benefiting from our work to reduce carbon emissions and reduce waste. We remain committed to an open and transparent way of working. We will be a leader in supporting shared services initiatives and partnership with other public bodies through ‘Team Scotland’ approaches. We will continue to support the SEARS Partnership with the aim of reducing the costs of our output to the public purse while at the same time improving the quality of the services we provide. We will work on improving the wellbeing of our staff and become more flexible in the way that resources are deployed through workforce planning and service delivery. We will continue to demonstrate the value of what we buy and in how we work with the aim of maximising delivery of our objectives.


– Ensure our staff are supported, trained, enthusiastic and able to continue to provide authoritative advice on Scotland’s nature and landscapes;

– Maintain the organisation’s success in delivering annual efficiency savings, as well as continuing to track improving efficiency;

– Continue to deliver Best Value whilst also improving our service delivery in accordance with ‘Better Regulation’ agenda.

Objective Twelve

SNH is a modern public service organisation, responsive to our customers and the political, economic and social context in which we operate.

’S e nuadh bhuidheann seirbheise poblaiche a th’ ann an SNH, co-fhreagarrach do ar luchd-cleachdaidh agus dhan t-suidheachadh phoilitigeach, eaconamach is shòisealta sa bheil sinn ag obrachadh.


Key to successful delivery of this Plan is a critical approach to how we deploy our limited resources to maximise the impact of our Plan both at our own hand but more importantly through partnership and closer working with others.

Recognising economic constraints, we plan to be smaller, smarter and more influential over the period 2012-2015:

– Smaller is about responding successfully to the challenge of working with fewer resources.

– Smarter involves both using our information and knowledge as effectively as we can and working smartly so that we are efficient.

– More influential is about having good evidence, about good people skills, about helping to find solutions, building relationships and allies, and providing information to the right people at the right time.

The transition to a smaller, smarter and more influential organisation, necessitated by a reduction of Grant-in-Aid of about 20% over the plan period, will require reconfiguration of the way we deliver services to our customers. We will do this by improving our understanding of what our customers want and need from us, and then applying what we learn to the delivery of services to these customers.

We will build on the opportunity that exists from work recently completed under the UK National Ecosystem Assessment (NEA) to help shape how we provide our services. This places emphasis on the value of the services that nature provides and draws economy and ecology onto the same platform. In order to support this shift in emphasis we will place an increasing reliance

on our surveillance work in order to provide a robust authoritative evidence base to indicate the health or our ecosystems and their capacity to accommodate change. The ecosystem approach provides new tools for identifying and prioritising action; and perhaps more importantly, for developing a shared agenda.

Important opportunities to align change across several areas of work are already underway and they form the core of the transformation we expect to see over the period of this plan, for example:

– the refresh of the Scottish Biodiversity Strategy;– progressing the National Ecological Network through

the second round of River Basin Management Planning;

– development of Regional Marine Planning;– reviewing and renewing the Scottish Rural

Development Programme;– developing our Wildlife Management Framework

(involving a “public value triage" approach to determine which particular species merit attention and resources from us (and others) by looking at the costs, benefits and risks of action and inaction and the costs and benefits of action);

– working closely with Community Planning Partnerships and promoting a suite of local outcome indicators for the environment, endorsed by the Convention of Scottlish Local Authorities (CoSLA) and the Improvement Service;

– reviewing, jointly with SEPA and the Royal Society for the Arts, approaches to involving people in the design and delivery of services that are of consequence to them, thus helping to deliver the recommendations of the Christie Commission and the public services agenda.

Changing how we work

Ag atharrachadh ar dòigh-obrach


The objectives and business change we have set out in this Plan will be delivered through a programme structure. This allows us to build maximum flexibility into our Plan and provides a means for becoming a more influential organisation.

For the annual business plan 2012-13, we will operate under eight Programmes, each of which contributes to delivery of the focused set of Objectives stated in this Plan. The Programmes are managed by a team of Programme Managers, working collectively to co-ordinate delivery. Our annual business plans will present resource allocation against our Programmes in support of this Plan.

The preceding sections describe what we will deliver and how we will deliver it. The following section provides a description of what change will look like in response to this Plan. In addition it includes timelines with milestones as an indicator towards progress as well as a costed presentation of Objectives over the period of the plan. Implementing change, we will:

Organise our business around fewer, but strategically more important activities grouped under the 12 objectives within this plan

Our urgent priority is to both align our activities with the objectives of this plan and do this in the most effective and efficient way. We will continue to ensure that our internal structures (including organisational geographical boundaries) are not a barrier in our drive towards fewer strategic priorities, increased flexibility and efficiency.

Maintain flexibility through a Programme Approach to delivery

For the annual Business Plan 12/13, we will operate under eight programmes, each of which contributes to delivery of the objectives stated in this Plan. Our Programmes will remain flexible, responsive to changing pressures and demands and will be key to setting direction, allocating resources and measuring progress against this Plan. We will keep under review our portfolio of Programmes and where necessary reconfigure to support delivery of our 12 Objectives. These Programmes will also be the mechanism for delivery of wider changes in the public sector (for example implementing the recommendations of the Christie Review on the future delivery of public services).

Better integrate environmental objectives, notably through greater engagement with our key stakeholders

We will invest effort and drive commitment towards a clearer list of priorities working across sectors and with Government to the benefit of nature and landscapes. This will include moving towards fewer larger integrated projects specifically in relation to shared responsibilities for nature backed up by a stakeholder engagement plan.

Streamline service delivery maintaining a national service delivered locally, focussed on customer needs

We will reconfigure delivery of our services placing an emphasis on the casework support we provide to our customers. This will drive our focus towards a national perspective, reduce our need to maintain costly internal information exchanges and significantly reduce the numbers of staff engaged in similar work in order to realise improvements in consistency and enhance standards. These changes are essential in order to help us maintain our unique position of advising, delivering action and promoting ‘All of Nature for All of Scotland’ in the context of local circumstances. This transition will also be crucial to responding to future uncertainties in budgets.

Delivering the Plan – What change will look like

A’ lìbhrigeadh a’ Phlana


Reinforce a proportionate and risk-based approach

We will work to ensure our regulatory action and advice is evidence-based and proportionate and that the latter is both concise and helps decision-makers by showing as clearly as possible the levels of risk and uncertainty to which they may be exposed. We will streamline our guidance to deliver national and local priorities, simplify regulation and speed up decision-making. For example, our advice in relation to Natura will focus on outcomes for nature rather than placing an over emphasis on interpretation of underlying legislative requirements. We will review this approach in the context of wider services delivery changes we introduce.

A drive to optimise the use of our property holdings alongside a change in Information Technology use

We will continue implementing our Strategic Property Review in order to release cash savings to both offset declining budgets but also to reinvest in support of the objectives set out in this Plan. In tandem, we will drive maximum benefits from our Information Technology resources supporting shared data and filing in areas that support our integrated, strategic priorities between partners. These changes will be framed within the McClelland Review of ICT infrastructure across the public sector in Scotland. To guard against misplaced deference to ICT solutions, our approach will be based on a sound understanding of the problems we need to solve including how best to meet customer demand.


Corporate Plan Objectives

Millions (£)

Indicative

2012/13 2013/14 2014/15

Supporting sustainable economic growth 6.7 6.3 6.2

Halt the loss of biodiversity 5.3 5.3 4.9

Valuing protected areas 13.1 12.4 11.7

Sustainable management of land and fresh water 3.5 3.7 3.6

Sustainable wildlife management 5.0 4.7 4.6

Biologically diverse oceans 2.1 2.1 2.1

Raising awareness of climate change 0.6 0.6 0.6

Access to information on nature 2.3 2.0 1.9

Experiencing, enjoying and valuing nature 5.0 4.2 4.1

Supporting sustainable places 3.1 2.8 2.7

Valuable contributor to public life 2.3 2.3 2.3

Delivering a modern public service 0.6 0.7 0.7

SRDP contribution 2.0 2.5 2.0

JNCC contribution 1.5 1.4 1.4

Operating 53.2 50.9 48.7

Capital 1.5 1.2 1.2

Depreciation 3.1 3.1 3.1

Total 57.8 55.2 53.0

Corporate Plan 2012/15 Budget


We live in a Scotland that is the most

attractive place for doing business in

Europe

We live longer, healthier lives

We live in well-designed, sustainable places where we are able to access the

amenities and services we need

We have strong, resilient and supportive

communities where people take responsibility for their own actions and how they affect others

We value and enjoy our built and naturtal

environment and protect it and enhance it for future generations

We reduce the local and global

environmental impact of our consumption and

production

Our public services are high quality, continually

improving, efficient and responsive to local

people’s needs

Key to Corporate Plan Objective / National Outcome contribution table

Major Contribution to National Outcome

Significant Contribution to National Outcome

Moderate Contribution to National Outcome

National Outcomes (NO) impacted by delivery of this Plan


High quality nature and landscape that is resilient to change and delivers greater public value

Milestones for 2012-2015 – Mapped against our Aims

Clachan-mìle airson 2012-2015 – Clàraichte an aghaidh ar n-Amasan

Proposals to ministers on number and location of nature conservation Marine Protected Areas

Conclude implementation review of Scotland’s Wild Deer: A National Approach 2008-2013

Saving Scotland’s Red Squirrels Strategy review concluded

Completion of half of Site Condition Monitoring 3rd Cycle

Invasive Non-Native Species Code of Practice

Completed consultation of Special Area of

Conservation network

Mink effectively eradicated from Hebrides – project aftercare in place

Peatland Restoration Programme established

Finalisation of Scotland’s first National Marine Plan

Third Habitat

Directive Report

deliveredArrangements to ensure continuity of funding for assured management of SSSI/Natura features in place

Programme of measures to achieve Good Environmental Status devised and adopted

Scottish Beaver Trial reports

2012 2013 2014 2015


More people experiencing, enjoying and valuing our nature and landscape

Report on people’s use of Scotland’s outdoors

2012 2014 2015

John Muir Trail opens

Delivery of up to 400,000 outdoor

recreation, volunteering and outdoor learning

opportunities

Year of Natural Scotland 2013 starts

Launch a new survey of how people enjoy and value the natural environment

Access to environmental data fully compliant under INSPIRE Directive

Increased visitor numbers on National

Nature Reserves compared to 2012

2013


Launch new local outcome indicators for the environment

New national park plans published

Inclusion of Central Scotland Green network policies and maps in relevant development plans, associated action programmes and development management decisions

Local actions to be confirmed through supplementary planning guidance and partnership agreements

Conclude a review of the effectiveness of industry-led approach to ensuring the competence of those who control deer in securing welfare and public safety

Pilot projects to take forward the

Ecosystems Approach

established

Scottish ecosystem health targets identified

Homecoming Scotland 2014 starts

2012 2013 2014 2015

Nature and landscapes that make Scotland a better place in which to live, work and visit


Nature and landscape as assets contributing more to the Scottish economy

Revised SNH Guidance on

Visualisation for Windfarms published

Marine Licencing Manuals published

Revised Strategc Locational Guidance for Onshore Windfarms published

Scottish ecosystem

health targets identified

Marine Scotland Sectoral Plans published

Refresh of National Planning Framework concluded. Will include further development of National Ecological Network

Natural Capital Asset Index published

Scottish Land & Estates’ Wildlife Estates Scotland initiative rolled out

SNH’s role in delivering Scottish Rural Development Programme 2014+ agreed

Nature and landscape incorporated into

selected Catchment Management Plans

2012 2013 2014 2015

Using targeted and proportionate Action, Promotion and Advice, our aims are:

– High quality nature and landscapes that are resilient to change and deliver public value.

– Nature and landscapes that make Scotland a better place in which to live, work and visit.

– More people experiencing, enjoying and valuing our nature and landscapes.

– Nature and landscapes as assets contributing more to the Scottish economy.

Our actions involve:– Securing the management of Scotland’s natural

assets to deliver the National Outcomes in the Scottish Government’s National Performance Framework.

– Assembling and presenting evidence and interpretation to shape the way that natural assets support investment and secure public benefits.

Our success depends on working with others including national and local government, national park authorities, other public bodies, land managers, businesses, voluntary organisations, community groups and individuals.

We welcome diversity and value building on the differences individuals bring.

Looking after all of Scotland’s nature and landscapes, across all of Scotland, for everyone

Delivering a national service, locally

Our work supports the Scottish Government’s Purpose: to focus government and public services on creating a more successful country, with opportunities for all of Scotland to flourish, through increasing sustainable economic growth

www.snh.gov.uk© Scottish Natural Heritage 2012

ISBN: 978-1-85397-874-6

All images: © Lorne Gill/SNH except p3 © George Logan/SNH

Design: Kenneth Gray, Edinburgh

Documents

Scottish Natural Heritage Dualchas Nàdair na h-Alba ... Plan 2012-15.pdf · Supporting Government’s Purpose 4 ... eil sònraichte a thaobh SNH no dhan chòrr den roinn ... an dà