business plan - naturescot 2017... · this business plan sets out the intent for snh delivery in...
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Scottish Natural Heritage
Business Plan
2017-18
1
Contents
Introduction 2
Summary of SNH Portfolio and Activity Outcomes 3
Links to Corporate Plan 4
Our Purpose, Vision and Operating Principles 5
‘Caring for the Natural World’ 6
‘Enriching People’s Lives’ 11
‘Promoting Sustainable Economic Growth’ 15
‘Delivering a High Quality Public Service’ 19
Expenditure Proposals by Portfolio 24
2
Introduction
This Business Plan sets out the intent for SNH delivery in 2017/18. It is guided by Government and
Ministerial priorities as set out in the Programme for Government; the Scottish Government’s purpose and
outcomes, as articulated in the National Performance Framework; and our own Corporate Plan which sets
our high level objectives and priorities for delivery, and which contributes to several UN Sustainable
Development Goals.
The purpose of the Scottish Government is 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.
“Scottish government recognises that natural capital contributes to a fairer society, a more sustainable
economy, and a healthier environment”
(First Minister, opening speech to the World Forum on Natural Capital, 2015).
Our ambition is that Scotland’s natural capital generates wealth for all, sustaining us and improving our
health, lifestyles and culture.
We will focus that ambition in two areas:
investing in Scotland’s nature
providing more benefits for more people.
We cannot and do not work in isolation. Our operating principles ensure that we engage with and work
through a wide range of partners and stakeholders. This includes other public bodies, particularly within the
Rural Affairs, Food and Environment (RAFE) family and local authorities, third-sector organisations,
businesses and individuals. All make a significant contribution to the quality and abundance of our natural
heritage and to the public benefits it brings.
We organise our work across four portfolios which allows us to plan, resource, manage and deliver the
specific pieces of work to support the realisation of this ambition. This plan sets out the outcomes, resource
allocation and key deliverables of each of our four portfolios and their constituent activities.
We must remain attentive to the implications of the UK decision to leave the EU, and the likely additional
resource needs that this will necessitate. Our plans therefore need to remain sufficiently flexible to meet this
requirement.
The following table shows our Portfolio aims and Activity Outcomes for the coming year:
3
Summary of SNH Portfolio Aims and Activity Outcomes Caring for the Natural World
Promoting Sustainable Economic Growth
To maintain and, where possible, improve the condition of natural assets where it is most needed so that ecosystems continue to support community wellbeing and economic success.
To generate economic benefits from the sustainable management of natural assets.
Scottish Biodiversity Strategy: Leadership, Co-ordination and Reporting
Scotland’s Biodiversity “2020 challenge” has strong leadership supported by a transformation in the gathering and use of evidence for improved reporting.
Wildlife Management:
Scotland’s wildlife is well managed and wisely used, securing its abundance and welfare and providing the best possible value for people, now and in the future.
Coastal and Marine Management
Clean, healthy, safe, productive and biologically diverse marine and coastal environments that meet the long term needs of people and nature.
Supporting Good Development:
The right development happens in the right place. Good development enhances the quality of people’s lives by maximising the benefits from natural capital. It provides social and economic competitive advantage, supporting Scotland’s sustainable economic growth and its transition to a low-carbon economy.
Protected Areas Scotland's protected areas are recognised and managed as a valuable resource for the people of Scotland, and the benefits they bring are maximised.
Natural Resource Management
Scotland's natural resources deliver a wide range of benefits and essential services to further wellbeing and economic success.
SRDP Support under the Scotland Rural Development Programme (SRDP) is well targeted to sustaining Scotland’s natural heritage and delivering public benefits.
Enriching People’s Lives
Delivering a High Quality Public Service
To improve health and wellbeing and reduce inequalities by creating better places for people and nature, helping a wider range of people to experience, enjoy and look after nature and landscapes.
To be a well-run organisation, using our skills, information, assets and infrastructure to support investment in Scotland’s natural assets and deliver benefits for people.
Creating Better Places
Scotland’s people live in good quality places that help improve physical and mental health and wellbeing, reduce inequalities and benefit people and nature.
Asset Management:
Our workplaces and Information & Communication Technology (ICT) are affordable, fit-for-purpose and efficiently managed to enable staff and partners, with whom we share services, to deliver core business activities. The Activity also aims to reduce SNH’s carbon footprint, delivering on our Low Carbon Vision and contributing to the Scottish Government’s target to cut emissions by 80% by 2050.
Increasing Participation:
Everyone in Scotland has a range of opportunities to experience, enjoy and help look after nature and landscapes, bringing a wide range of health, wellbeing, quality of life and community benefits and reducing inequalities.
People Management:
Our staff lead healthy working lives and are deployed in increasingly flexible ways to meet the needs of the organisation. We engage, motivate, develop and retain our staff to develop their skills for the future and are able to build on our staff’s skills and agility to enhance the organisation’s ability to meet the challenges of the future.
Managing Nature Reserves:
Scotland has well managed, nationally important nature reserves that everyone can enjoy and which help people to connect with nature.
Corporate Governance
SNH is a well-managed and accountable public body making good use of its resources and information, flexible in the face of ever changing demands, clear in the communication of its aims and responsive to its customers’ needs.
Information Management
SNH data and information can be accessed quickly; is trusted and widely used; we make it available to others in line with our Open Data Publication Plan; it has been quality assured and has a clear audit trail.
4
Corporate Plan
Our current Corporate Plan is entering its final year and has been refreshed to reflect the changing operating
environment which has developed over the last three years. In addition, our core cash budget has declined
by £5.4m against original planning assumptions.
In this time we have worked hard to diversify our funding base in order to maintain effort on priority areas of
work. We have achieved this by reducing costs and increasing our income streams through sharing services;
and by leveraging significant funds to deliver, for example, benefits to our most deprived communities
through securing £20m over 5 years through our Green Infrastructure Strategic Intervention.
In addition, in response to our excellent track record in delivering peatland restoration, through the Peatland
Action Programme, we have been entrusted with a further £8m, through the Scottish Government’s Climate
Change Plan. This will enable us, in collaboration with partners, to deliver a further 8,000ha of restored
peatlands this year, adding to the more than 10,000ha already restored.
In 2017/18, our priorities for delivery against our Portfolio aims, as articulated in our Corporate Plan Update,
are to:
Lead the Scottish Biodiversity Strategy by: o Driving forward the 6 Big Steps for Nature and 12 Priority Projects under the Scottish Biodiversity
Route Map. o Improving the condition of protected sites for nature on 400 landholdings across Scotland. o Contributing to government’s vision of clean, healthy, safe, productive and diverse seas, including
a network of well-managed Marine Protected Areas covering approximately 20% of Scotland’s seas.
o Ensuring that the impacts of deer on the natural environment, notably in uplands and woodlands, are well managed by working with partners and stakeholders.
Address Climate Change by: o Leading global-scale investment through the National Peatland Plan to restore 10,000ha of
peatlands. o Promoting walking, cycling and better health by continuing creation of the 8000km National
Walking and Cycling Network, with the improvement and building of 120km of route.
Promote sustainable economic growth by: o Enabling good development in the right place, by providing guidance and advice on over 100
development plan consultations and about 600 planning applications, including renewable energy schemes.
o Enabling £20m-worth of environmental benefits in agriculture and rural development by supporting the Scottish Rural Development Programme, in particular through the Agri-Environment Climate Scheme.
Improve health and addressing inequalities by: o Creating better places for some of Scotland’s most deprived communities with £2.4m worth of
Green Infrastructure projects. o Improving the health and wellbeing of 120,000 people through the Natural Health Service Action
Programme. o Creating opportunities for communities to co-manage or to own 6000 ha of our National Nature
Reserves so local people can become more involved and benefit more directly. o Supporting 80 schools in deprived areas to get pupils learning outdoors in good quality greenspace
regularly and frequently.
Deliver a high quality public service by: o Releasing more resources for nature by continuing to work efficiently, sharing our information,
assets and infrastructure.
5
Our Purpose
Scottish Natural Heritage (SNH) is funded by the Scottish Government. Our purpose is to:
secure the conservation and enhancement of nature and landscapes;
foster their understanding and facilitate their enjoyment; and,
advise on their sustainable use and management.
Our Vision
Our vision defines what we want to achieve, and ensures that all of us understand how our work contributes
towards achieving our long-term objectives:
People value Scotland’s natural assets because they generate benefits for
all, sustaining us and improving our economy, lifestyles and culture.
Operating Principles
We work in partnership, by cooperation, negotiation and consensus, with all relevant interests in Scotland,
including public, private and voluntary organisations and individuals. We operate in a devolved manner,
delegating decision-making to the local level, where we can make the organisation accessible, sensitive and
responsive to local needs and circumstances. We operate in an open and accountable manner in all our
activities.
Our Organisational Values
Our organisational values guide the behaviours we expect from each other within SNH when working together to achieve our business plan. These values underpin the successful delivery of our business plan.
- we do what we’ll say we’ll do
- we communicate clearly and honestly
- we take the initiative and are willing to adapt
- we listen to and respect others’ views
- we treat everyone with dignity and respect
- we encourage people to deliver their best
- we work together and learn from each other
6
Caring for the Natural World
SNH’s founding legislation empowers us to secure the conservation and enhancement of Scotland’s nature and
landscapes. This is a role that is not replicated by other public agencies but offers a distinctive contribution. It is
a role that goes well beyond traditional nature conservation. There is growing understanding of the value of
nature to people in terms of social and economic benefits.
Scotland's nature and landscapes are justifiably of world renown. Scotland has an international image as a
country with abundant nature and places that are green, accessible and free to enjoy and for our leadership on
tackling climate change. Environmental quality and access to nature are increasingly rare on a global scale,
and therefore provide Scotland with promotional and marketing advantages as a place to visit and a place to
locate businesses. Its seas, deep sea lochs and several estuaries also support an internationally important
richness of wildlife. But this perception of "wild Scotland" should not mask the fact that all of it has been
changed by people over millennia. Nor should it prevent recognition of the particular importance of nature in
and around our towns and cities where its benefits can most readily be appreciated and enjoyed by most
people.
We have a responsibility to conserve and enhance these qualities, securing and adding to the benefits we
enjoy from them. We do so by engaging with stakeholders and partners in many ways (planning, land
management incentives and advice, and the special protection afforded to particular places through
designation) that are well established on land and are now being extended to the sea through the
implementation of the Marine (Scotland) Act, 2010. Our work is closely guided by our leadership role in the
"2020 Challenge" of the Scottish Biodiversity Strategy and the complementary Land Use Strategy. Our work is
developed and supported both through research into, and the monitoring of, nature in Scotland. We shall seek
to align public policy better across the many areas that impact on biodiversity. This includes seizing the
opportunity to achieve multiple benefits in an effective and low cost way through improvements to the natural
environment.
SNH is determined to ensure that our protected areas meet international standards and effectively deliver
public benefit and so play their part in delivering the outcomes of the “2020 Challenge”. We shall help ensure
the delivery of schemes under the Scotland Rural Development Programme (SRDP) is well targeted to
sustaining Scotland’s natural heritage. We must ensure that we maintain the evidence base upon which our
advice is based and, as part of this, improve access to data as well as sharing the knowledge derived from it. A
core activity is the regular production of reports on the status of the natural world in Scotland and assessments
of management measures.
Thus, we are focussing our efforts around four activities in 2017/18:
Providing leadership for, and facilitating delivery of the Scottish Biodiversity Strategy’s Route Map.
This includes transforming how we and others gather, secure and share data on biodiversity to inform
the status and distribution of Scotland’s biodiversity.
Helping Scottish Government take forward the implementation of the Marine (Scotland) Act 2010
(primarily in relation to the Marine Protected Area network covering 20% of Scotland’s seas, marine
planning and the Inshore Fisheries Strategy). We shall also continue to work on delivery of a
framework for management and monitoring to deliver good environmental status of Scotland's seas as
required under the Marine Strategy Framework Directive by 2020.
Improving the condition of protected sites for nature on 400 landholdings across Scotland, so that these
areas provide an effective network for conserving wildlife in Scotland. We shall also advise the
Scottish Government on the implementation of the EC Habitats & Species Directive and Birds
Directive.
Working with Scottish Government and partners to deliver schemes under the Scotland Rural
Development Programme (SRDP) 2014-20, securing £20m worth of environmental investment for
agriculture and rural development.
7
Activity: Scottish Biodiversity Strategy:
Leadership, Co-ordination and Reporting Expenditure Proposals
Project
Paybill
£1.152 m
£1.205 m
Outcome: Scotland’s Biodiversity “2020 challenge” has strong leadership supported by a transformation in the
gathering and use of evidence for improved reporting.
The purpose of this Activity is to provide leadership and action in support of Scotland’s Biodiversity “2020 challenge”,
including transforming the gathering and use of evidence relating to biodiversity. This Activity co-ordinates our main
efforts in driving forward delivery of the Scottish Biodiversity Strategy (SBS) at a strategic level – its progress and
success. It provides the focus for effective governance of the SBS through advice on the development of the strategy
and the Route Map to 2020, advising on priorities for action and supporting local biodiversity partnerships and
reporting. The Activity also owns SNH’s surveillance strategy which ensures that we gather the required data to
inform us of the distribution, abundance and health of Scotland’s biodiversity; its ecosystems, habitats and species
and its value in terms of natural capital. A central issue is to have adequate monitoring in place to detect change to
inform policy and assess its impacts – a task closely aligned with delivery of the SBS.
Our key deliverables in 2017/18 are:
1. Provide leadership for, and facilitate delivery of, the Six Big Steps and 12 Priority Projects in the Scottish Biodiversity Strategy’s Route Map to 2020
2. Publish the annual update of the Natural Capital Asset Index and promote understanding of the methodology
3. Develop a suite of indicators to characterise ecosystem health at a regional scale across Scotland
4. Prepare for reporting in 2019 under EC Directives, supporting others to carry out surveys, or commission surveys ourselves, to fill gaps in habitat and species knowledge
5. Continue to develop the Habitat Map of Scotland to a finer scale by 2019
6. Support the development of an effective biological recording structure in Scotland
7. Support management and develop longer term conservation strategies for priority habitats and species which are identified as being in unfavourable condition in EC Directives.
Services
- Biodiversity and Species Advice (KD 1, 7)
- Biodiversity Reporting (KD 2, 3, 4, 6)
Key Projects
- Scottish Biodiversity Strategy Leadership and
Coordination (KD 1, 2)
- Natural Capital Index (Phase 3) (KD 2)
- Development of the National Biodiversity Network
(KD 1, 6)
- 2019 EU Directive Reporting (KD 4)
- Habitat map of Scotland (KD 5)
- Managing the Scottish Raptor Monitoring Scheme
(KD 4)
- Invasive Non-Native Species Co-ordination (KD 7)
8
Activity: Coastal and Marine Management Expenditure Proposals Projects
Paybill
£1.044m
£1.188m
Outcome: Clean, healthy, safe, productive and biologically diverse marine and coastal environments that meet the
long term needs of people and nature.
The purpose of this Activity is to deliver SNH's contribution to achieve Government's vision of "clean, healthy, safe,
productive and biologically diverse oceans and seas". We will help to implement the National Marine Plan and
support the development of regional marine plans which put the marine environment at the heart of the planning
process. We will support further work to complete a network of Marine Protected Areas in Scotland’s seas, and
provide advice to ensure their effective management. Working with key partners (Marine Scotland Policy/ Science,
Joint Nature Conservation Committee and Scottish Environment Protection Agency), we will jointly agree a marine
surveillance and monitoring strategy to enable assessment of trends and status of sites and fulfil our marine
biodiversity reporting obligations. This is a rapidly developing area of work, particularly subject to external influences,
and as a result we may expect changes to our priorities in year.
Our key deliverables in 2017/18 are:
8. Run an effective public consultation on the four remaining MPA proposals, including completing consultations on remaining marine SPA proposals, and advise Scottish Ministers.
9. Develop management measures for existing and proposed sites in partnership with Marine Scotland (MS) and other stakeholders. Completion of conservation objective documentation to guide such measures, as required under the relevant legislation.
10. Implement the Scottish Marine Protected Areas Monitoring Strategy, in partnership with Marine Scotland and others, including: Delivery of a Marine Monitoring Action Plan (through CAMERAS
1); monitoring and
assessment of habitats and species (including mobile species); condition assessments of priority sites; and engaging stakeholders in marine environmental monitoring through delivery of the 3-year European Maritime and Fisheries Fund (EMFF) project.
11. Engage effectively in Regional Marine Planning Partnerships and provide advice to support the development of statutory regional marine plans for Shetland and Clyde. Progress work on integrating MPA management into regional marine plans.
12. Support MS in the delivery of their Inshore Fisheries Strategy, including input to the development of an Inshore Fisheries Bill and supporting the better integration of inshore fisheries management into marine planning.
13. Work with Marine Scotland to complete a review of roles and responsibilities and implement any agreed changes. Input to JNCC’s new approach to identification of Scottish marine work priorities.
14. Implement tasks arising from the Scottish Climate Change Adaptation Programme, including identifying vulnerable habitats through the Coastal Habitat Climate Change Vulnerability Assessment and developing adaptation measures for coastal and marine protected areas.
Services we deliver
- Coastal & Marine Climate Change (KD 14)
- Marine Planning (KD 11, 13)
- Marine Protected Areas (KD 8, 9, 10, 13)
- Marine Survey, Research and Data Management (KD
10)
- Sustainable Marine Fisheries (KD 12)
Key Projects
- 2017/18 SNH-led marine surveys (KD 10)
- Site Condition Monitoring (SCM) on Nature
Conservation MPA , including Moray Firth MPA –
Bottlenose Dolphin (KD 10)
- Harbour Seals Survey of Scotland (KD 10)
- National Coastal Change Assessment (KD 14)
- EMFF - Engaging fishermen in survey & monitoring (KD 10)
1 CAMERAS - A Coordinated Agenda for Marine, Environment And Rural Affairs Science
9
Activity: Protected Areas Expenditure Proposals Projects
Paybill
£ 1.895m
£ 2.617m
Outcome: Scotland's protected areas are recognised and managed as a valuable resource for the people of
Scotland, and the benefits they bring maximised.
The purpose of this Activity is to help owners and occupiers manage protected areas; to ensure they contribute to the
conservation and maintenance of healthy ecosystems and to people’s understanding and enjoyment of the natural
heritage. We remain committed to working with owners, occupiers, public agencies and other partners in improving
the condition of the current suite of protected areas and enhancing the contribution they make within the wider
context of the Scottish Biodiversity Strategy (SBS). Included in this Activity is our work to advise Ministers on
implementation of Natura Directives.
Our key deliverables in 2017/18 are:
15. Complete an appraisal of the current contribution that Protected Areas make to delivery of SBS targets and identify measures gaps which could be developed to provide a better monitoring, evaluation and delivery mechanism in the future.
16. Maintain the proportion of our protected areas for nature that are in favourable condition, using the range of tools available; delivery of a monitoring programme which includes the appropriate and efficient combination of site condition monitoring and Site Check.
17. Development of Conservation Objectives and management measures for terrestrial SACs.
18. Provision of advice to Scottish Government on implementation of EC Directives
19. Administration of the existing suite of protected areas for nature and a revised policy which articulates our approach to new notifications.
20. Completion of the vulnerability assessment of features on protected sites; identification and implementation of management actions for protected areas to address consequences of climate change.
Services we deliver
- Managing Protected Areas (KD 15, 16, 17, 19, 20)
- Protected Areas Casework (KD 18)
- Site Condition Monitoring (KD 16)
Key Projects
- Delivering Favourable Condition (Priority Features)
(KD 16)
- SNH Management Agreement Programme (KD 16)
- National Contracts for monitoring the condition of
features on protected sites (KD 16)
10
Activity: Scottish Rural Development Programme Expenditure Proposals Project
Paybill
£0.347m
£2.178m
Outcome: Support under the Scottish Rural Development Programme (SRDP) is well targeted to sustaining
Scotland’s natural heritage, and delivering public benefits.
The purpose of this Activity is to provide land managers with simple, well targeted measures to support
environmental management, with sufficient funding to deliver natural heritage priorities. This includes supporting the
effective delivery of the Scotland Rural Development Programme 2014-2020 in partnership with Scottish
Government.
Our key deliverables in 2017/18 are:
21. Work with Scottish Government to ensure delivery of schemes under the SRDP 2014-20 (Agri-environment Climate Scheme including access measures and Environmental Co-operation Action Fund).
22. Support outstanding Rural Priorities activity (legacy transition arrangements) for the SRDP during 2017/18.
23. Support the design and management of the SRDP Schemes through participation in the governance structures, to help ensure that the principles, processes, systems and guidance developed to deliver SRDP 2014-20 reflect SNH priorities.
24. Continue to develop the capacity of staff in SNH (and where appropriate other delivery partners) to deliver the schemes under the SRDP 2014-20 in accordance with the Rural Payments and Inspection Division (RPIDs)/SNH Service Level Agreement and SNH’s own customer service standards.
25. Ensure land managers have access to an advice service on land management that contributes to SNH’s priorities, including delivery of favourable condition on designated sites, peatland restoration and sustainable management of deer.
Services we deliver
- SRDP Delivery – Agri-Environment and Climate
Change Scheme (KD 21, 22, 24)
- SRDP Policy Design and Development (KD 23, 25)
Key Projects
- SNH contribution of £1.2m to main programme in
2017/18 (KD 21)
11
Enriching People’s Lives
Scotland’s natural assets make an important contribution to the Scottish Government’s agenda of tackling big
issues such as poor health, deprivation and low levels of physical activity. We aim to improve the health and
wellbeing of 120,000 people through our Natural Health Service Action Programme.
Helping more people to connect with nature is central to improving our quality of life. The work we support in
the deprived urban areas of Scotland, including training and volunteering opportunities and focused
interventions, helps to address inequalities in the attainment of young people and in population life chances
including health outcomes. We will support 80 schools in deprived areas to get pupils regularly learning
outdoors in good quality greenspace.
The Scottish Biodiversity Strategy directs us to improve the ways people currently enjoy nature, as well as
targeting those who could benefit more from what nature offers, such as people with poor health, those on low
incomes, those living in areas of multiple deprivation and young people. We need to create more accessible,
good quality green spaces close to where people live. We will also need to ensure people can enjoy nature
“close up”, for example in parks and reserves. Better places to live and closer contact with nature supports
economic growth through day trip and holiday spend, regeneration and gives people (especially young people)
more and better skills and confidence for seeking employment.
We work with local community planning and other strategic partnerships to develop a shared ambition to get
more people engaged in outdoor activity, and work with a wider range of partners from Central Government
and its agencies through to local communities to deliver this ambition. Our approach needs to be highly
targeted, focussing on where most people live or where we can make the greatest difference. We offer grants
to those best able to help deliver our outcomes. We also offer support and encouragement where groups and
partners need it most. In particular, we work with Government and partners to secure an increase in external
funds from a range of sources to deliver the ambition. Where we own land ourselves, such as our Nature
Reserves, we deliver this ambition directly.
We are focusing our efforts around three activities in 2017/18:
Creating better places that help improve health and wellbeing, reduce inequalities and benefit people
and nature. This includes: delivering £2.4m of green infrastructure projects close to where people live
through the ERDF Green Infrastructure Intervention, particularly where provision is poor; leading
partnership delivery of the National Walking & Cycling Network, promoting walking, cycling and better
health by connecting 8,000km of routes, through the improvement and creation of 120km of route in
2017/18; improving the care and management of our special landscapes; helping to improve degraded
landscapes close to where people live; influencing the outcomes and priorities of other organisations
through community planning and place-making initiatives; and delivering the provisions of Community
Empowerment (Scotland) Act through the actions set out in the ‘SNH Community Empowerment Action
Plan’.
Increasing and widening participation, and helping people to get outdoors and enjoy nature more
easily, generating a wide range of health, wellbeing, quality of life and community benefits, through a
combination of projects, advocacy/influencing and advice. This includes: helping inactive or less active
people to become more active through new recreation, volunteering and outdoor learning opportunities,
working with partners to develop a natural health service and promoting increased levels of physical
activity, promoting places and opportunities, including access rights and responsibilities, promoting the
actions that people can take to help look after our natural assets; and, helping more communities to get
involved in decisions about the places in which they live.
Operating well managed nature reserves that everyone can enjoy and which help people connect with
nature. We will focus on enthusing our target groups about nature, providing a positive visitor
experience and improving ecosystem health. We will support a wider partnership of operators of
National Nature Reserves so that, taken together, National Nature Reserves offer a consistently high
quality nature experience. We will actively explore alternative ways to secure the sustainable future of
our National Nature Reserves, creating opportunities for communities to co-manage or to own 6000 ha
of our NNRs so local people can become more involved and benefit more directly.
12
Activity: Creating Better Places Expenditure Proposals Projects
Paybill
£1.207m
£1.098m
Outcome: Scotland’s people live in good quality places that help improve physical and mental health and
wellbeing, reduce inequalities and benefit people and nature.
The purpose of this Activity is “placemaking” to help make improvements to the environmental and landscape
quality of places where people live, particularly in more disadvantaged communities, maximising those that
reduce health inequalities. It aims to increase people’s awareness of Scotland’s nature and landscape so that
they are more committed to looking after them. It also aims to develop our involvement in community planning
partnerships by focusing on priorities, which emerge through them, that help deliver our outcomes.
Our key deliverables in 2017/18 are:
26. Deliver £2.4m of green infrastructure projects close to where people live through the ERDF Green Infrastructure Intervention to improve the quality, quantity and accessibility of well managed green infrastructure in urban areas, especially for people living in the 15% most deprived areas
27. Support the delivery of the Central Scotland Green Network (CSGN)
28. Continue to make progress on delivering the NWCN and promoting its use, with the improvement and creation of 120km of route, including work on the John Muir way spur to Glasgow, the Clyde Walkway, Fife and Cross Scotland Pilgrims Way, Crook of Devon to Kinross link, the Speyside Way extension, and the South West Coast Path
29. Secure improvements to, and engagement with, landscapes and nature close to where people live through support for landscape partnerships.
30. Promote awareness and understanding of how landscapes are changing and the benefits for people and nature they provide.
31. Ensure a process is in place for supporting participation in decision-making in line with requirements of Community Empowerment (Scotland) Act 2015 and SG guidance
Services we deliver
- Engagement with Community Planning (KD 31)
- Landscape Advice (KD 29, 30)
- Placemaking and Green Infrastructure (KD 26, 27,
29, 31)
Key Projects
- Green Infrastructure Strategic Investment (ESIF)
(KD 26)
- National Network of Walking and Cycling Routes
(KD 28)
- CSGN including Strategic and Long Distance
Routes (KD 27)
- Landscape Partnership Grants (KD 29)
- Landscape Monitoring Framework and
Landscape Character Assessment (LCA) review
(KD 30)
- Seven Lochs Wetland Park (KD 27)
13
Activity: Increasing Participation Expenditure Proposals Projects
Paybill
£1.977m
£0.487m
Outcome: Everyone in Scotland has a range of opportunities to experience, enjoy and help look after nature
and landscapes, bringing a wide range of health, wellbeing, quality of life and community benefits and reducing
inequalities.
The purpose of this Activity is to increase and widen participation, generating a wide range of health,
wellbeing, quality of life and community benefits, through a combination of projects, advocacy/influencing and
advice. The Activity seeks to deliver these benefits for people and help reduce inequalities through: increasing
physical activity and contact with nature; providing more opportunities for people to connect with nature and to
take actions to help look after the environment; and for more people, particularly young people, to obtain better
skills and confidence for seeking employment.
Our key deliverables in 2017/18 are:
32. Lead delivery and co-ordination of the Natural Health Service Action Programme
33. Engage young people in SNH’s work, including support for Reroute - SNH’s Biodiversity Youth Panel
34. Work with 80 schools serving the 20% most disadvantaged areas to make regular use of local green space for outdoor learning.
35. Increase participation from disadvantaged areas and groups in outdoor recreation, volunteering and learning
36. Promote the Scottish Outdoor Access Code and support the National Access Forum
37. Demonstrate how outdoor activity is helping deliver Scottish Government outcomes to improve public health, address inequalities and support communities
Services we deliver
- Recreation, Access and Visitor Management
Advice (KD 36, 37)
- Widening Participation and Health Benefits (KD
32, 37)
Key Projects
- Natural Health Service (KD 32, 37)
- Young People and Nature (KD 33)
- Reroute - SNH’s Biodiversity Youth Panel (KD 33)
- Scottish Outdoor Access Code Promotion (KD 36)
- Monitoring awareness of the Scottish Outdoor
Access Code (KD 36)
- Supporting schools in disadvantaged areas to use
greenspace for outdoor learning (KD 34)
- Delivery of our priorities through grants to delivery
partners, including NGOs (KD 35)
14
Activity: Managing Nature Reserves Expenditure Proposals Projects
Paybill
£ 1.694m
£ 2.325m
Outcome: Scotland has well managed, nationally important nature reserves that everyone can enjoy and which
help people to connect with nature.
The purpose of this Activity is to operate our National (and other) Nature Reserves in a way which enhances
the best of Scotland’s nature, which everyone can enjoy and which helps us to connect with nature We will do
this in a way which supports improving ecosystem health, enthuses our target groups about nature and
provides a positive visitor experience. We will actively seek opportunities for enhanced community
involvement in the planning and delivery of services on our Nature Reserves.
Our key deliverables in 2017/18 are:
38. Deliver high standards of agreed management for nature and enjoyment by visitors across our suite of reserves - including maintaining designated features in favourable condition, providing opportunities for people to visit NNRs, facilitating events, providing educational visits and volunteering opportunities.
39. Complete the production of new management plans for 10 NNRs - , Ariundle Oakwood, Ben Wyvis, Clyde Valley Woodlands, Corrie Fee, Craigellachie, Invereshie and Inshriach, Loch Lomond, Moine Mhor, Rum and St Cyrus.
40. Provide support and guidance to Scotland’s NNR Partnership in the management of the NNR accolade.
41. Complete stage 1 of Sustainable Futures project – present report to MT (Q1) with recommendations for alternative delivery models for NNRs including enhanced community participation and empowerment
42. Develop our approach to community engagement on our landholdings – including implementing the Rural Land Asset Management Plan, de-declaring 6 NNRs, and engaging with communities about the possible transfer of land holdings
43. Further implement the SNH NNR visitor monitoring strategy for 2015-2018, continue visitor satisfaction surveys on 3 SNH-managed NNRs and start surveys on 5 more.
44. Through the NNR Digital and Social Media Communications Plan actively promote the role of NNRs in delivering SNH’s work in support of SBS 2020, Years of History, Heritage and Archaeology 2017 & Young People 2018 and other key messages e.g. on climate change and health and wellbeing.
Services we deliver
- Managing Nature Reserves (KD 38, 39, 40, 41, 42,
43, 44)
Key Projects
- Maintenance of 21 NNRs (to provide quality
destinations for people to experience the best of
Scotland’s nature). (KD 38)
- Facilitate approx. 600,000 outdoor visits and
around 2,000 school learning opportunities (KD
38)
- Support student placements and create
opportunities for people to get involved through
volunteering (KD 38)
15
Promoting Sustainable Economic Growth
Nature is a huge asset for Scotland and makes a major contribution towards Scotland’s prosperity. It is part of
our culture and attracts people and businesses to our country helping to sustain both wellbeing and prosperity.
It supports a wider range of land based businesses and adds value to “Brand Scotland” through attracting
visitors and businesses from around the world and, as such, investment in Scotland’s natural resources is a key
pillar in Scotland’s Economic Strategy.
Sustaining this asset, and making sure that ever increasing demands do not start to erode it, requires careful
management. We shall better integrate the demands being made on our natural resources in line with the 2nd
Land Use Strategy; National Planning Framework 3; the Government’s new Climate Change Plan, and through
major projects and other work with partners in pursuit of the Scottish Biodiversity Route Map. We shall seek to
improve the resilience of natural processes, and where possible, improve their capacity to sustain us,
particularly in the face of climate change. As an organisation we will contribute to the Scottish Government’s
Climate Change Plan, leading global-scale investment through the National Peatland Plan to restore10,000ha
of peatlands. In particular we will deliver 8000ha of restored peatlands through our Peatland Action
Programme.
When making decisions that could affect nature, we shall make them in an informed way, ensuring the benefits
that Scotland gets from nature are sustained in the long term. This requires key decision makers to have the
right information, together with an understanding of potential consequences for natural systems from the
choices they make, both for these systems themselves and for the communities which depend on them.
Our work contributes to ensuring Scotland’s natural assets deliver the National Outcomes in the Scottish
Government’s new National Performance Framework. We champion the value of these assets and
demonstrate the contribution they make to wellbeing and prosperity. We assemble and present evidence,
promote good practice, and help target efforts. We advise regulatory bodies and those developing strategic
land use policies on the implications of different approaches. We have statutory roles in safeguarding the
interests of areas designated for their nature or landscape value and licensing certain activities affecting
wildlife. We seek to understand our customers in order to best meet their needs. We work with a wide range of
partners to help enable the integration of differing objectives for the management, use and enjoyment of our
natural assets.
We continue to focus our efforts around three Activities in 2017/18:
Improving management of wildlife as part of healthy ecosystems to optimise the many benefits they
provide. Our focus is to contribute to the Biodiversity Route Map, and reduce threats, secure and
maintain priority wildlife populations in balance with other parts of the ecosystem. We will achieve this
by working with partners and stakeholders to manage conflicts and minimise adverse impacts on other
benefits, especially in relation to deer in uplands and woodlands. A particular focus during the year will
be to invest additional resources in managing the impacts of deer, sea eagles and geese.
Fulfilling our role as adviser to regulators throughout the planning, land use change and marine
development licensing systems in support of inclusive and sustainable economic growth, the
Government’s Economic Strategy and in line with the Scottish Regulators’ Strategic Code. We help
others to plan, make good decisions and invest in successful, resilient places, rich in natural capital,
and which attract investment and job opportunities. This supports transition to a lower carbon economy
by making wise and increasing use of our renewable energy resources to meet our electricity needs.
We will enable good development in the right place, by advising on at least 600 major planning
applications, including renewable energy schemes.
Strengthening the case for investment in, and enhancing the contribution of Scotland’s natural capital
to inclusive and sustainable economic growth particularly in Scotland’s rural economy, and following
the UK’s departure from the EU. Our priorities are to support implementation of the 2nd
Land Use
Strategy through strategic or catchment-scale projects that demonstrate an ecosystems approach to
the delivery of multiple benefits. This includes targeting support on progressing the Biodiversity Route
Map, particularly where this also contributes to SG’s Climate Change Plan, the National Peatland Plan
and River Basin Management Plan priorities.
16
Activity: Wildlife Management Expenditure Proposals Projects -
Paybill -
£2.914m
£2.342m
Outcome: Scotland’s wildlife is well managed and wisely used, securing its abundance and welfare and
providing the best possible value for people, now and in the future.
The purpose of this Activity is to secure the sustainable management of Scotland's wildlife. This involves
helping ease conflicts so as to secure management that meets shared objectives for wildlife populations at the
same time as economic and social benefits; minimises negative environmental impacts and illegal practices;
addresses public concerns for people's health and safety, and for animal welfare. It requires close and
transparent working with land and wildlife managers, whose role is a key one, founded in shared evidence, and
respect for different interests in order to make the most effective combined use of the voluntary, incentive and
regulatory tools available. It also requires that we help connect people to the land by raising understanding of
how the management and conservation of wildlife contribute benefits to the economy, and people’s wellbeing as
well as to the environment.
Our key deliverables in 2017/18 are:
45. Deliver an effective and efficient licensing service and related functions in line with the principles of the Scottish Regulators Strategic Code of Practice
46. Complete the review of the Greylag Adaptive Pilots, providing options to Scottish Government on how to effectively maintain an adaptive approach to native greylag. Implement the agreed actions arising from
the review of SG Goose Policy which will include the continuation of Goose Schemes, and contributing
to work to develop a flyway approach to managing important barnacle goose populations.
47. Implement priority actions from the ‘Wild Deer a National Approach’ Action Plan, including support to Deer Management Groups for their delivery of Deer Management Plan actions and working with lowland deer managers to develop the necessary approaches and collaboration. Implement any agreed actions requested by SG arising from the 2016 Review of Deer Management.
48. Implement a prioritised approach, using the Wildlife Management Framework ‘investment’ tool, to support strategic control of invasive non-native vertebrates. Co-ordinate or take action in relation to new invasive non-native species (INNS) which pose serious risks, to prevent and minimise the impact on biodiversity and socio-economic interests.
49. Support the development and delivery of conservation and management measures for native and reintroduced species of conservation concern.
50. Support the work of Partnership Against Wildlife Crime Scotland (PAWS) and provide specialist assistance to Police Scotland and Crown Office Procurator Fiscal Service (COPFS) in their investigation and prosecution of wildlife crime.
Services we deliver
- Wildlife Management Advice (KD 46, 48, 49, 50)
- Licensing (KD 45, 49, 50)
- Deer Management (KD 47)
Key Projects
- Deer and their Sustainable Management Project
(KD 47)
- Deer Census Programme (KD 47)
- Hebridean Invasive Mammals Programme (KD 48)
- Saving Scotland’s Red Squirrels (KD 49)
- Goose Management Schemes (KD 46)
- Adaptive management of Annex 1 geese research
(KD 46)
- Sea Eagle Management Scheme (KD 49)
- Beaver Advice and Management (KD 49)
- Wildcat Action (KD 49)
- Wildlife Crime Co-ordination (KD 50)
17
Activity: Supporting Good Development Expenditure Proposals Projects
Paybill
£0.809m
£4.051m
Outcome: The right development happens in the right places. Good development enhances the quality of
people’s lives by maximising the benefits from natural capital. It provides social and economic competitive
advantage, supporting Scotland’s economic growth and its transition to a low-carbon economy.
The purpose of this Activity is to support good development, both on land and at sea. We shall do so by
influencing development through the terrestrial and marine planning systems and through our commitments set
out in our Planning for Development Service Statement. We shall also look to enable development through our
advice on forestry proposals, supporting delivery of climate change targets for woodlands.
We will help others plan for, make good decisions on, and invest in, successful and resilient places that are rich
in natural capital and attract investment and job opportunities. This recognises that Scotland’s environment is
one of our unique selling points – it gives a competitive edge to business. We will also encourage infrastructure
developments that enhance peoples’ wellbeing and tackle climate change. This supports the transition to a
lower carbon economy by helping wise use of Scotland’s renewable resources to meet its energy needs.
The focus for this Activity is work associated with supporting delivery of renewables, transport and housing
infrastructure to meet Scottish Government targets.
Our key deliverables in 2017/18 are:
51. Provide development interests with evidence-based and accessible advice and guidance. We will make greater use our new website and digital technology.
52. Contribute to appropriate strategies and environmental assessment, and support consideration of natural capital in the preparation and implementation of key strategic plans/initiatives, through timely engagement and capacity building with development interests. This includes implementation of our Strategic Environmental Assessment (SEA) responsibilities, and advice on the development of the fourth National Planning Framework
53. Be an active partner in terrestrial Development Planning. This will include contributing to the plan-making process and advising on associated development frameworks, briefs and master plans, supplementary guidance/action programmes and required environmental assessment
54. Provide early, targeted, clear, proportionate and enabling advice on significant natural heritage impacts of development proposals. This includes advice on national developments in National Planning Framework 3, major developments, offshore energy developments, and aquaculture and forestry proposals.
55. Implement continuous improvement to our services that support good development, in response to internal and external initiatives. This includes action from our Planning Performance Framework; the Review of the Scottish Regulators’ Strategic Code of Practice; the Review of the Scottish Planning System; our annual independent customer survey; and the delegation of offshore renewables work from JNCC.
Services we deliver
- Development Advice (KD 54)
- Marine Energy Advice (KD 54)
- Development Planning (KD 53)
- Supporting a Modern Planning System (KD
51, 52, 55)
- Supporting Marine Development (KD 51,
52, 55)
Key Projects
- Update of the EIA Handbook (KD 51)
- Underwater camera monitoring of tidal turbines (KD 51, 54)
- Collaborative SPORRAN research on marine renewables
(KD 51)
- Capacity building with key stakeholders (KD 52)
- Second phase of implementing the Scottish Regulator’s
Strategic Code of Practice (KD 55)
- A9 and A96 Dualling – SNH Input (KD 54)
- Input to Public Local Inquiries (PLIs) (KD 54)
18
Activity: Natural Resource Management Expenditure Proposals Projects
Paybill
£1.266m
£1.161m
Outcome: Scotland's natural resources deliver a wide range of benefits and essential services to further
wellbeing and economic success.
The purpose of this Activity is to secure investment in Scotland's natural capital that reinforces its quality and
strengthens its capacity to underpin Scotland’s prosperity through a wide range of sustainable development
benefits it provides. It seeks to assist delivery of a wide range of benefits including ensuring that decisions
affecting Scotland’s natural capital are better informed about opportunities and impacts through adoption of an
ecosystems approach.
It also seeks to assist improved ecosystem health at the catchment scale contributing to habitat restoration; land
and freshwater managed on a more sustainable basis as a result of improved policy and practice; enhanced
recognition of the contribution natural capital makes to sustainable economic growth; and, more economic
activity based on sustainable use of natural resources.
During 2017/18 a key priority will be the restoration of 8000ha of peatlands through the Peatland Action
Programme, in support of the National Peatland Plan and Scottish Government Climate Change Plan. This will
be resourced through a further £8m of ring-fenced funds.
Our key deliverables in 2017/18 are:
56. Investing £8m to restore 8000ha of peatland through effective management of the Peatland Action Fund.
57. Work with Scottish Government and other partners to influence design of future land use policies to address environmental priorities, with specific work including acting as a partner to SG research on post EU referendum support for agriculture.
58. Contribute to implementation of Land Use Strategy including the role we might play in developing an upland vision, and promoting ecosystems approach principles to land and water management
59. Work with SEPA to implement the River Basin Management Plans, particularly safeguarding Natura features and delivering biodiversity benefits
60. Contribute to SBS Route Map through delivery of identified supporting actions and habitat restoration projects.
61. Contribute to Government Economic Strategy through support for growth sectors including tourism and food and drink, to help demonstrate how sustainable use of natural resources and investment in natural assets contributes to socio economic benefits
62. Support the Scottish Forum for Natural Capital and develop the use of the Natural Capital protocol as an approach to promote investment by land-based and other businesses
63. Produce corporate reports on Climate Change Duties and greening performance.
Services we deliver
- Land Use and Freshwater Policy (KD 57, 58, 59)
- Land use and freshwater management (KD 58, 59,
60)
- Sustainable economic development (KD 61, 62)
- Climate Change Co-ordination (KD 63)
Key Projects
- Peatland Action (KD 56) - Ecological Coherence (EcoCo) LIFE+ Project
(Central Scotland Green Network) (KD 60)
- Scottish Invasive Species Initiative (SISI) (KD 60) - Scotland's Moorland Forum - Service Level
Agreement (KD 58)
- Engaging farmers in Scotland in solutions for Biodiversity (KD 60, 61, 62)
- SWT and RSPB funding framework (KD 60)
19
Delivering a High Quality Public Service
This portfolio includes support services, corporate communications and much of the management effort
necessary for underpinning the organisation’s successful delivery, as well as the corporate governance and
accountability functions required of all public bodies. In addition, this portfolio includes maintaining the evidence
base which supports much of our work, and our support for the Digital Scotland principles of “digital first” in
service design. This helps make full use of the opportunities that technology provides to support collaborative
working, mobilising SNH information in line with the Open Data Strategy.
The imperative continues for us to be smaller, work smarter and be more influential. Smaller is about
responding successfully to the challenge of working with fewer resources and working with other organisations
collaboratively in delivery of support functions or services. Our Workforce Planning will support us to become
more flexible in the way we match skills and talents to the work that we need to do. In the coming year, the
reduction in our operating cash settlement will necessitate reductions in costs to accommodate inflationary and
other pressures. A key thrust of our response to this is the on-going implementation of our Transforming
Workplaces project.
Smarter involves being efficient and effective in the way we do business. We aim to make significant
improvement in the use of information and knowledge as well as in our data storage and interrogation solutions.
This is particularly important as a science-based organisation. Our reputation depends on the quality of our
knowledge base and the professionalism with which we provide evidence-based leadership, facilitation and
support towards securing the value in Scotland’s natural assets. We recognise joint working across the public
sector as an increasingly important means of achieving these goals. We are actively engaged in this approach
through the Rural Affairs, Food and Environment (RAFE) Delivery Board.
More influential is about having good evidence; good people skills; helping to find solutions; building
relationships and providing information to the right people at the right time. We shall continue to establish our
organisation as the focus for advice and information on Scotland’s nature and landscapes. Through our
communications, we shall raise awareness of how nature and landscapes make Scotland a better place in
which to live, work and visit, as well as demonstrating the importance of high quality nature and landscapes.
We are focussing our efforts around the following activities in 2017/18:
Continuing to ensure that we gain the best usage from the physical assets that make up our office
estate, information technology infrastructure and vehicle fleet. We will continue to reduce our overhead
costs through shared service initiatives, office co-locations and energy efficiency measures.
Ensuring that our staff have the right skills, motivation and development opportunities to help the
organisation deliver its corporate priorities. This includes taking forward our Workforce Planning to
enable staff to work in a more flexible and responsive manner, alongside further embedding our
approach to Services and optimising the associated rebalancing of resource time.
Continuing to ensure that the organisation is well-managed and publicly accountable and that it utilises
its resources to the maximum benefit for the natural heritage. We will manage the implications of the
EU referendum result; implementation of our communication strategy; development of our 2018-22
Corporate Plan; and refresh of our Business Model, as needed, to ensure that it remains fit for purpose.
Ensuring that we deliver a strategic Information Management programme aligned to the delivery of our
Information Management Vision: ‘SNH has the right information that can be found, trusted, shared and
used’ as set out in detail in our 2020 Blueprint for Information Management. This will include ensuring
that our systems meet our business needs, as driven by our Corporate Plan, that our data can be
shared effectively both internally and externally and that we are compliant with our statutory
responsibilities.
We will strengthen our approach to communications so that SNH and the work we do are better
recognised and supported.
20
Activity: Asset Management Expenditure Proposals Projects
Paybill
£1.980m
£2.206m
Outcome: Our workplaces and Information & Communication Technology (ICT) are affordable, fit-for-purpose
and efficiently managed to enable staff and partners, with whom we share services, to deliver core business
activities. The Activity also aims to reduce SNH’s carbon footprint, delivering on our Low Carbon Vision and
contributing to the Scottish Government’s target to cut emissions by 80% by 2050.
The purpose of this Activity is to enable staff to deliver effective and responsive services for the natural
heritage. It also involves reducing costs and generating income, making a significant contribution to
‘rebalancing’ of funds to front line business. We aim to enhance SNH’s and co-locatee organisations’ culture
and image and support collaborative working to achieve best value for all, to enable individual wellbeing and to
ensure that SNH is an exemplar of good environmental practice.
Our key deliverables in 2017/18 are:
64. Reduce SNH’s carbon footprint, delivering on our Low carbon Vision and contribution to SG’s target to cut emissions by 80% by 2050.
65. Develop and deliver shared services delivering benefits to all partners as outlined in the business cases and releasing office space at Clydebank, Aberdeen and Inverness.
66. Work up, involving key stakeholders, possible options for the future of Kinloch Castle and its contents in more detail and advise Scottish Government.
67. Continue to support collaborative working across the Scottish Public Sector (e.g. through the RAFE Digital Working Group) in order to share ICT expertise, build resilience across business critical ICT infrastructure and to promote the sharing of public sector data and the simplification of public services.
68. Deliver the Information Technology Implementation Programme (ITIP) programme.
Services we deliver
- Safe and Sustainable Workplaces (KD 64, 65, 66)
- IS Services (KD 67, 68)
Key Projects
- Transforming Workplaces Programme (KD 64, 65)
- SNH Wide Area Network operation (KD 68) - Property & Facilities Management Projects (KD
64, 65, 66)
21
Activity: People Management Expenditure Proposals Project
Paybill
£0.265m
£1.482m
Outcome: Our staff lead healthy working lives and are deployed in increasingly flexible ways to meet the needs
of the organisation. We engage, motivate, develop and retain our staff to develop their skills for the future and
are able to build on our staff’s skills and agility to enhance the organisation’s ability to meet the challenges of
the future.
The purpose of this Activity is to develop a business culture which provides a framework, alongside our
Transforming Workplaces programme, to support our changing business delivery; our need for staff to be
deployed in a more flexible way; for staff to work in an agile way; as well as how we engage, motivate, develop
and retain our staff to develop their skills for the future. Our Workforce Planning captures our practical
response to changing staffing and skills requirements. This Activity also includes the maintenance and
improvement of our safety and wellbeing culture to ensure that staff remain uninjured and well whilst at work,
putting our objective of helping our staff to achieve a healthy working life central to the achievement of the
work that we do.
Our key deliverables in 2017/18 are:
69. Delivering a Workforce Planning programme that supports the development and deployment of skills to meet business needs. We will introduce a new flexible deployment policy that gives us all greater confidence in the redistribution of staff time to priorities.; continue to develop activity resource plans so that we know where staff time and skills are needed; put in place succession plans for business-critical posts; where appropriate use temporary assignments to backfill known retirements; develop a new skills framework to help performance management; and produce new role profiles to support delivery of our Programme Approach.
70. Develop and deliver a pay remit within the guidelines and timescales provided by Finance Pay Policy, taking advantage of monies available to support equalities objectives wherever appropriate
71. Develop our approach to health and wellbeing including further developing H&S, the Healthy Working Lives award and reviewing our contract provisions for Occupational Health and Employee Benefits in accordance with the SG Framework Agreements
72. Further development of shared service provision, for Bòrd na Gàidhlig and also exploring other opportunities for greater collaborations within the RAFE group.
Services we deliver
- HR Services (KD 69, 70, 71, 72)
- Managing People (KD 69)
Key Projects
- Workforce Planning (KD 69)
- Provision of Occupational Health and EAP
Services (KD 71)
- Healthy Working Lives (KD 71)
22
Activity: Corporate Governance Expenditure Proposals Projects
Paybill
£0.640m
£2.636m
Outcome: SNH is a well-managed public body, making good use of its resources and its information, is flexible
in the face of ever changing demands, clear in the communication of its aims, responsive to all its customers’
needs and, accountable to Ministers, Parliament and the people of Scotland.
The purpose of this Activity is to ensure that SNH is a well-managed and publically accountable organisation
that sets clear priorities and allocates resources based on an evidential approach that reflects both need and
strategic priority and that has an agile, strategic response to a changing natural and business environment. We
shall actively participate in any Environment and Forestry Directorate/Rural Affairs and Environment Portfolio
(RAFE) proposals for greater strategic alignment and shared information management and communications
services across participating agencies. SNH will communicate with the public to inspire better use and
understanding of the outdoors and of our natural environment.
Our key deliverables in 2017/18 are:
73. Following the conclusion of the existing 2015-18 Corporate Plan, work with the Board to produce a new Corporate Plan 2018-22.
74. Engage with the ‘RAFE’ delivery board priorities as they emerge, contributing to our corporate and business planning processes, identifying further opportunities for collaboration and consideration of post-EU referendum implications.
75. Implement our communication strategy to deliver the ‘communication is everyone’s business’ approach through both our internal channels and the outward-facing deliverables as outlined in the implementation plan.
76. 2017/18 Outturn against RDEL and CDEL budgets are within 1% and 5% underspends respectively.
77. Achieve an unqualified audit report with respect to the 2016/17 Annual Accounts and an overall internal audit satisfactory assurance level over SNH’s framework of internal control, risk management and governance.
78. Embed and implement the requirements of SNH’s new Procurement Strategy.
Services we deliver
- Portfolio Management (KD 73, 74)
- Good Governance (KD 77)
- Communications (KD 75)
- Finance and Procurement Services (KD 76, 77, 78)
Key Projects
- Strategic media relations and social Media (KD
75)
- Stakeholder Engagement Strategy, stakeholder
surveys and Corporate events (KD 75)
- Gaelic Language Plan (KD 75)
- Internal Audit Plan (KD 77)
23
Activity: Information Management Expenditure Proposals Projects
Paybill
£0.612m
£0.373m
Outcome: SNH data and information can be accessed quickly; is widely used; we make it available to others in line with our Open Data Publication Plan; and it has been quality assured and has a clear audit trail, including metadata on where it came from and its acquisition credentials.
The purpose of this Activity is to ensure that SNH manages its information appropriately and can demonstrate
that it is compliant with the relevant government information security, cyber security, records management and
information management standards. It also aims to ensure that data we collect can be made publically
available to help generate both additional value from the data collected and additional interpretational value on
the public investment. It also seeks to ensure and demonstrate that we manage our information in a way that
gives the best benefit to the natural heritage.
Our key deliverables in 2017/18 are:
79. Implementation of the Information Management programme to deliver our IM blueprint by 2020. This includes: Delivering a multi-year investment programme inclusive of delivering the Strategic Application Review recommendations
80. Development of an Open Data Plan (OPD) including the identification of data sets to be made available under OPD and meeting our obligations under the Re-Use of Public Sector Information Regulations.
81. Ensuring that we continue to be compliant with any legislative requirements for Freedom of Information (FOI)/Environmental Information Regulations (EIR) processes, Data Protection Act (DPA) requirements and GDP Regulation (EU) that will be enforced from May 2018.
82. Ensuring that our information security is aligned with ISO 27001, compliant with Security Policy Framework and the Scottish Government’s Cyber Security standards and meets all other governance controls
83. Overseeing a project to review system compliance checks, System Owner time and escalation routes in relation to the system risk rating.
Services we deliver
- Information Management (KD 79, 80, 81, 82, 83)
Key Projects
- Review our Protected Areas database (KD 79)
- Pilot Wildlife and Habitats Management Database
(KD 79)
- Digital Asset Management Analysis and
implementation (KD 79)
- Delivering SNH Business Intelligence (KD 79)
- Collaboration Platform (KD 80)
- SEWeb Support & Development (KD 80)
- Upgrade our electronic records and document
management system (KD 79, 81)
- Off-site Records Storage (KD 81, 82)
- Contacts database development (KD 81)
24
EXPENDITURE PROPOSALS BY PORTFOLIO
The table below breaks down the proposed expenditure by Portfolio and Activity for 2017/18.
Portfolio Activity Project Costs
(£000)
Capital
(£000)
Paybill
(£000)
Activity Total
(£000)
Caring for the Natural
World
Biodiversity Monitoring and Advice 1,122 30 1,205 2,357
11,626 Coastal & Marine Management 986 58 1,188 2,232
Protected Areas 1,891 4 2,617 4,512
Scotland Rural Development Programme 347 2,178 2,525
Enriching People’s Lives
Creating Better Places 1,207 1,098 2,305 8,788
Increasing Participation 1,977 487 2,464
Managing Nature Reserves 1,694 2,325 4,019
Promoting Sustainable
Economic Growth
Wildlife Management 2,909 5 2,342 5,256 12,543
Supporting Good Development 805 4 4,051 4,860
Natural Resource Management 1,266 1,161 2,427
Delivering a High Quality
Public Service
Asset Management 911 1,069 2,206 4,186
10,194 People Management 265 1,482 1,747
Corporate Governance 609 30 2,637 3,276
Information Management 312 300 373 985
Totals 16,301 1,500 25,350 43,151
SRDP Funding Contribution
JNCC
Peatland Action
Non Cash
1,200
1,183
8,000
1,800
Total Expenditure Proposal 2017/18 55,334
Draft Strategic Guidance Letter (GiA) Allocation
Additional Autumn and Spring Budget Revisions, subject to parliamentary approval*
Expected Paybill Income
46,427
8,228
679
Total GiA including Budget Revisions 2017/18 and Paybill Income 55,334
* Includes additional funding from Scottish Government of £8m for Peatland, £172,764 for grant to Trust for Conservation Volunteers, £55,000 for Coastal Change Work