Scottish Natural Heritage
Business Plan
2016-17
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Contents
Introduction
3
Summary of SNH Portfolio and Activity Outcomes
5
Our Purpose, Operating Principles and Relationship with Government Priorities
6
Relationship with Government Priorities
7
Contribution to the National Performance Framework and Indicators of Success
8
Corporate Plan Outcome Measures
9
‘Caring for the Natural World’
10
‘Enriching people’s lives’
15
‘Promoting Sustainable Economic Growth’
19
‘Delivering a High Quality Public Service’
24
Expenditure Proposals by Portfolio
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Introduction
This business plan describes the second year of delivery against our Corporate Plan 2015-18, pursuing the
ambition of our Corporate Strategy, that Scotland’s natural capital generates wealth for all, sustaining us and
improving our health, lifestyles and culture. It highlights our contribution towards the delivery of the Scottish
Government’s purpose and outcomes described in the National Performance Framework (NPF) and
Programme for Government, aligning our resources and priorities towards the achievement of benefits for all
of Scotland. We aim to do this by working closely with our public sector partners through the Rural Affairs,
Food and Environment (RAFE) Delivery Board, which co-ordinates Government’s priorities from a rural and
environmental perspective. This plan aligns our efforts and contribution towards the RAFE outcomes and
strategic priorities. Everything we do to deliver this Business Plan requires us to work with people. As an
organisation, we must therefore be concerned at least as much with people, their understanding, values and
actions towards nature as we are with nature itself. This Business Plan is therefore both a one year
snapshot and part of our longer-term corporate plan; one which places us working with others and at the
heart of a “Team Scotland” approach to deliver the breadth of national ambitions.
2016/17 will be a challenging year. Our budget is significantly smaller than was anticipated by the Corporate
Plan, resulting in a 7% reduction in Operating budget and, given our fixed costs, necessitating a reduction of
around 15% in expenditure on projects.
This plan is presented based on delivery through four portfolios. These portfolios are used as the basis for
planning and managing our work during the year and also provide the structure against which progress can
be measured. Some of our key objectives such as delivery of the Scottish Biodiversity Strategy (SBS) and
Route Map are managed across the portfolios and this is reflected in portfolio priorities. Each portfolio
comprises a small number of activities and each activity is delivered through a prioritised set of projects and
services.
The following is a summary of the key areas of focus for 16/17:
Caring for our natural world (budget £ 9.900m)
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Maintain our support for our statutory advice functions to Scottish Ministers, including advice under
the EC Habitats and Birds Directives, Nature Conservation (Scotland) Act 2014 and the Marine
(Scotland) Act 2010.
Continue with our leadership role on Biodiversity and facilitating delivery of the existing priority
projects set out in the Scottish Biodiversity Strategy’s (SBS) Route Map.
Seek to improve the condition of protected site features
Continue to support the implementation of the National Marine Plan; especially developing proposals
for management measures for Marine Protected Areas (MPAs).
Support the effective delivery of the Scotland Rural Development Programme (SRDP) 2014-2020 in
partnership with Scottish Government and Forestry Commission Scotland
Enriching people’s lives (budget £7.617m)
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Secure improvements to the quality, quantity and accessibility of green infrastructure in the more
deprived areas of Scotland (particularly through the ERDF Green Infrastructure Challenge Fund),
through advice on strategic planning documents such as development frameworks, briefs and
master plans.
Promote the Natural Health Service to encourage more outdoor activity and engagement with
nature.
Demonstrate how outdoor activity is helping deliver Scottish Government outcomes to improve
public health, address inequalities and support communities through completion of the Scottish
People and Nature Survey (SPANS) to increase our understanding of trends in public attitudes and
behaviours to inform action by SNH and other partners.
Encourage education and outreach activities through partnerships with the third sector, especially in
areas of multiple deprivation.
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Lead, with partners, the implementation of an agreed project plan for the National Walking & Cycling
Network and increase the benefits generated by its use.
Continue to provide place for people to experience the best of Scotland’s Nature through the
management of our National Nature Reserves (NNRs).
Review the use of our grant mechanism to ensure we utilise available funding to best effect in
delivering our Corporate Plan priorities.
Promoting sustainable economic growth (budget £11.149m)
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Continue to provide our planning and development advice service to Scottish Ministers and local
authorities and continue to look for further efficiencies in our handling of planning casework.
Continue to fund the National Goose Management Schemes and provide leadership for the Wild
Deer National Approach, reflecting Ministerial priorities. The latter will involve making full use of our
powers under Sections 7 and 8 of the Deer (Scotland) Act 1996, to contribute to Biodiversity Route
Map targets for the condition of protected areas and other habitat restoration.
Report to Ministers by October 2016 on the extent to which there has been a step-change in the
effectiveness of deer management. The follows through on the support we have provided to Deer
Management groups and their development of Deer Management Plans.
Work with partners to secure and make the most of available resources and focus on priority work to
address some of the pressures identified in the Biodiversity Route Map. This includes being able to
respond to new threats from invasive non-native species (INNS), which may have implications for
some projects to control established INNS.
Co-ordinate delivery of peatland restoration action under the National Peatland Plan.
Delivering a high quality public service (budget £16.112m)
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Continue to meet the governance requirements for a public sector body in an efficient way, including
fulfilling our legal commitments on health and safety, carbon emission reductions, equality and
diversity duties, Gaelic language duties and IT software licences.
Continue to look for opportunities for savings through developing shared service models, our
Transforming Workplaces programme and the Digital Scotland transformation agenda. There is a
high dependency on the RAFE radical reform agenda to secure these savings.
Continue our workforce planning activity to ensure that the skills and capacity of our staff resource
are directed more flexibly to the delivery of current and future priorities and objectives.
Responding to the community empowerment and land reform agendas and securing more investment in
Scotland’s natural assets are seen as important, cross-cutting priorities for SNH over the next few years.
During 2016/17, we will complete work on two strategic reviews looking at these issues and start
implementing recommendations. These will cut across all four portfolios.
A summary of portfolio and activity outcomes is presented overleaf.
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Promoting Sustainable Economic Growth (con’t)
Summary of SNH Portfolio and Activity Outcomes
Planning & Development: The right development happens in the right places. Good
development enhances the quality of people’s lives by
maximising the benefits from green infrastructure, supporting
Scotland’s sustainable economic growth and its transition to
a low-carbon economy.
Natural Resource
Scotland's natural resources deliver a wide range of benefits
Management:
and essential services to further well-being and economic
success.
Climate Change:
A Scotland with a productive, healthy and diverse natural
environment which is able to adapt to climate change and
mitigate its affects.
Caring for the Natural World
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.
Biodiversity Monitoring To provide leadership and action in support of Scotland’s
and Advice:
Biodiversity “2020 challenge”, including transforming the
gathering and use of evidence relating to biodiversity.
Marine Management:
Clean, healthy, safe, productive and biologically diverse
marine and coastal environment that meets the long term
needs of people and nature.
Protected Areas:
To maximise the value of Scotland's protected areas as a
resource for the people of Scotland.
SRDP:
Support under the Scotland Rural Development Programme
(SRDP) is well targeted to sustaining Scotland’s natural
heritage, including its contribution to achieving NPF Indicator
44, and delivering public benefits from the programme
Delivering a High Quality Public Service
To be a well-run organisation, delivering a high quality public service – focused on the
needs of our customers, to improve our services and to make sure that every public
pound is spent wisely – that helps to free-up resources to invest in Scotland’s natural
assets and the benefits they support.
Asset Management:
Our workplaces and 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.
People Management:
Staff are deployed in increasingly flexible ways to meet the
needs of the organisation, and to engage, motivate, develop
and retain our staff to develop their skills for the future.
Finance Management: High quality financial management within the framework
agreed with Scottish Government that is transparent and
enables delivery of the strategic outcomes of the
organisation.
Corporate Governance: SNH operates high standards of governance for the
systems, processes and culture and values by which SNH is
directed and controlled. SNH actively manages its
information resources and ensures that it is available to the
public, and that they are aware of the benefits of the natural
heritage and environment.
Enriching People’s Lives
To improve health and wellbeing and reduce inequalities by creating better places for
nature and helping a wider range of people to experience, enjoy and look after nature
and landscapes.
Creating Better Places: Improve people’s physical and mental well-being and reduce
inequalities by helping to create better places for people and
nature.
Increasing Participation: Improve people’s physical and mental health and well-being
and reduce inequalities by helping a wider range of people
to experience, enjoy and help look after nature and
landscapes.
Managing Reserves:
Well managed, nationally important nature that everyone
can enjoy and which helps us to connect with nature.
Promoting Sustainable Economic Growth
To generate economic benefits from the sustainable management of natural assets.
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.
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Supporting Government’s Purpose
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. Sixteen National Outcomes which form part of the National Performance Framework
describe what the Government seeks to achieve over the next ten years, articulating more fully the
Government’s Purpose. The work described in this Business Plan sets out how we will contribute towards
seven of these National Outcomes.
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.
Our Corporate Strategy Aims
SNH’s Corporate Strategy sets out the strategic framework under which we operate, and forms the basis for
the Corporate Plan and Business Plan. The Corporate Strategy identified four high-level aims for the
organisation:
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.
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.
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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
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we work together and learn from each other
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SNH 2016-17 Business Plan
Relationship between Government Priorities and SNH’s Corporate and Business Plans
National Performance Framework
Government’s:
 5 Strategic Objectives
 7 High Level Targets
 16 Outcomes
National Indicators tracking how
“Scotland Performs”
SNH Corporate Plan
SNH Business Plan
Sets out our longer term plans towards
realising the four high-level aims of the
corporate strategy
Sets out how we will deliver out Corporate
Plan Outcomes.
Structured around four Portfolios and 15
Activities each with a specific outcome we
want to achieve.
Measures performance against 19
outcome measures
SNH leads reporting on three
National Performance Indicators
and makes a contribution to a
further three.
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Set of key deliverables for each
Activity delivered by a suite of
projects and services
Contribution to the National Performance Framework and Government Indicators of
Success
Our Corporate Strategy and Corporate Plan recognise 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 (NPF). The key deliverables that follow and their impact on our corporate plan
will be measured against the suite of Outcome Measures noted below:
National Outcomes (Scotland Performs) impacted
by delivery of this plan:
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We live in a Scotland that is the most
attractive place for doing business in
Europe
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We live longer, healthier lives
Example of the interrelated contribution between
deliverables within this plan and National
Outcomes
The health of ecosystems underpins their ability
to support a range of Outcomes. Protecting and
enhancing local habitats and landscapes through
positive management helps people to value and
enjoy nature in their neighbourhoods.
10 We live in well-designed, sustainable
places where we are able to access the
amenities and services we need
A high quality environment makes a direct
contribution to everyone’s quality of life and
increases the viability of primary industries such
as farming, forestry and fisheries. It can also
enhance mental health and wellbeing.
Volunteering to carry out this work helps to build
stronger communities and develop individuals’
skills.
11 We have strong, resilient and supportive
communities where people take
responsibility for their own actions and
how they affect others
12 We value and enjoy our built and natural
environment and protect it and enhance it
for future generations
The physical activity involved also contributes to
health outcomes and high quality local
environments encourage more visits to the
outdoors and provide incentives for inward
investment. Good quality nature and landscapes
also provide a local curriculum resource for
schools. As these outcomes emerge, so they also
reinforce other outcomes in tourism, enterprise
and health.
14 We reduce the local and global
environmental impact of our consumption
and production
16 Our public services are high quality,
continually improving, efficient and
responsive to local people’s needs
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Corporate Plan Outcome Measures
Corporate Plan Outcome Measures used to assess progress against the corporate plan
Caring for the natural world
Promoting sustainable economic growth
- Contribute to an effective network of protected
nature sites by maintaining and improving their
condition, having regard to their potential
contribution to wider ecosystem health and
functionality.
- Improve understanding of, and action to,
address declines in Scotland’s terrestrial
breeding birds.
- Restore peatlands, native woodlands and
freshwaters in line with Scotland Biodiversity - a
Route Map to 2020.
- Contribute to clean, healthy, safe, productive
and diverse seas.
- Develop and apply a set of measures of
ecosystem health to help inform steps required
to maintain and/or enhance their health.
- Maintain or enhance natural capital as
measured by the Natural Capital Asset Index.
- Engage proactively with developers and
planning authorities to help ensure that the
right developments are in the right places.
- Increase the wider public benefits associated
with the management of wildlife resources.
- Reduce the loss of public benefits associated
with invasive non-native species and where
necessary be more effective in controlling
them.
Enriching people’s lives
Delivering a high-quality public service
- Encourage an increase in weekly visits to the
outdoors for our target groups (young people,
for people living in 15% most deprived areas, for
people with poor health or for people
experiencing exclusion.
- Improve the quality and increase the extent of
accessible, well managed greenspace in urban
areas especially for people living in 15% most
deprived areas.
- Increase in the percentage of adults who are
engaging with environmental issues.
- Increase in the number of community planning
partnerships whose activities reflect the benefits
of nature for people.
- Continue to reduce carbon emissions in line
with an 80% reduction by 2050.
- Engage effectively with other national and local
partners, especially through the Rural Affairs,
Food and Environment Delivery Board, to align
joint working to the National Outcomes.
- Share more services (accommodation, data
management, information technology and
operational services) with other public bodies.
- Show progress to creating a multi-skilled,
flexible workforce to improve the delivery of the
Corporate Plan outcomes.
- Improve the management of and accessibility
to natural heritage and internal business
information.
- Raising awareness of the benefits and services
supported by nature and landscapes and the
practices required to sustain them.
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Caring for the Natural World
Scotland's nature and landscapes are justifiably of world renown. 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 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.
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 through a range of mechanisms
(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 other goals 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 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 2016/17:
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Providing leadership for, and facilitating delivery of the Scottish Biodiversity Strategy’s Route Map.
This includes seeking to transform how we and others gather, secure and share data on biodiversity to
inform the status and distribution of Scotland’s biodiversity.
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Helping Scottish Government take forward the implementation of the Marine (Scotland) Act 2010
(primarily in relation to Marine Protected Areas and Special Protection Areas). 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.
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Seeking to improve the condition of features on protected areas 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 including work to amend
the network of Natura sites as necessary.
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Working with Scottish Government and partners to ensure delivery of schemes under the Scotland
Rural Development Programme (SRDP) 2014-20, as well as supporting monitoring and evaluation.
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Activity: Biodiversity Monitoring and Advice
Expenditure Proposals
Project
Paybill
£1,409m
£1.112m
Outcome: 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 provides 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, advising on priorities for action and supporting local biodiversity partnerships.
The Activity also owns SNH’s surveillance strategy to ensure we gather the required data to inform us of the status
and distribution of Scotland’s biodiversity and its values – natural capital, ecosystems, habitats and species –
distribution, abundance and health. 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 priority deliverables in 2016/17 are:
 Provide leadership for, and co-ordinate delivery of, the Big Steps and 12 Priority Projects in the Scottish
Biodiversity Strategy’s Route Map.
 Submit a report to Ministers by September 2016 on progress on the Route Map, identifying any areas of slippage
and the work required to address this and proposals for areas of further work that might be required to help meet
the 2020 biodiversity targets.
 Support others to carry out surveys, or commission surveys ourselves, to fill gaps in habitat and species
knowledge needed to support reporting in 2019 under EC Directives, all as informed by our surveillance action
plans.
 Support development of a EUNIS/Annex 1 map of Scotland’s land habitats for publication in 2019, in particular by
reporting in 2016 on a pilot project on how to map upland habitats, a significant gap to date.
 Support the development of an effective and efficient biological recording structure in Scotland, which, along with
other partnerships and networks, can play an important role in supplying information about Scotland’s
environment and how it is changing.
 Support management of selective habitats and species which are identified as being in unfavourable condition in
EC Directives so as to develop longer term conservation strategies.
 Submit a report to Ministers by June 2016 on progress on the Achi targets.
 Support development and use of Atlas of Living Scotland, Scotland’s Environment Web and Biodiversity Action
Recording System as mechanisms for the public and decision makers to access quality assured information
about Scotland’s environment and how it is changing.
 Support reporting on Scotland’s biodiversity indicators as a summary of Scotland’s biodiversity status and the
annual report card.
 Support development of an initial set of future indicators to provide information on ecosystem health at a regional
scale across Scotland.
 Lead delivery of improvements to the methodology of the Natural Capital Asset Index, and supervise its
publication in January 2017.
Services
Key Projects
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Biodiversity and Species Advice
Biodiversity Reporting
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Freshwater Pearl Mussel project (Life+ funded)
Scottish Raptor Monitoring Scheme
National survey of Hen Harriers
Surveys of key species prioritised under our
Surveillance Action Plans
Further development of upland habitat mapping for
Habitat Map of Scotland
Support to local record centres
Natural Capital Asset Index (Phase 3)
Activity: Coastal and Marine Management
Expenditure Proposals
Projects
Paybill
£0.760m
£1.011m
Outcome: Clean, healthy, safe, productive and biologically diverse marine and coastal environments that meets 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 Scottish 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 the further work to establish a coherent 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.
Our key deliverables in 2016/17 are:
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Run effective public consultations on proposed Special Protected Areas (SPAs) and proposed Special Areas of
Conservation (SACs) for harbour porpoise, including reviewing responses and providing recommendations to
Scottish Ministers post-consultation. Complete post-consultation advice on possible SAC and MPAs.
Provide management advice to Marine Scotland (MS) and other stakeholders on existing sites (nature
conservation Marine Protection Areas, SACs and SPAs), proposed sites and supporting MS officials in running
effective consultation on management proposals.
Work with MS and other key partners to agree a Scottish Marine Survey and Monitoring Programme which
integrates our various monitoring & surveillance obligations.
Review issues relating to SNH’s storage of marine and coastal data and their availability and implement an action
plan to address these.
Undertake Site Condition Monitoring of marine features within Mousa SAC and initiate new research /
collaborative surveys to inform future management and effectiveness assessments e.g. within the Sound of Barra
SAC, Loch Sunart to the Sound of Jura MPA and in relation to protected areas in Orkney waters.
Engage effectively in Regional Marine Planning Partnerships and provide advice to support the development of
statutory regional marine plans for Shetland and Clyde. Undertake pilot project on integrating conservation
objectives for Marine Protected Areas and Priority Marine Features into regional marine plans.
Support MS in implementing their new approach for Inshore Fisheries Groups (and develop better links to
management arrangements in Orkney & Shetland).
Work with Marine Scotland and JNCC to complete a review of roles and responsibilities, particularly around high
profile areas of work (e.g. renewables) but also in relation to areas where resource requirements are as yet
unclear (e.g. invasive non-native species, marine litter and seaweed harvesting).
Work with Marine Scotland and others to explore European and other funding opportunities to support high
priority work on MPA management, monitoring, data management and research.
Review and implement a programme of engagement with key stakeholders and communities in order to develop
our understanding of stakeholder perspectives and to promote widespread understanding of the benefits of wellmanaged marine and coastal environments.
Services we deliver
Key Projects
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Coastal and Marine Management Advice
Marine Planning
Marine Protected Areas
Marine Survey, Research and Data Management
Sustainable Marine Fisheries
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Consultations over new Natura sites and new Marine
Protected Areas
Site condition monitoring surveys
Basking Shark survey
Harbour Seal survey
Supporting local communities and industry to carry
out surveys
Revision of Scottish Marine Wildlife Watching Code
Activity: Protected Areas
Expenditure Proposals
Projects
Paybill
£1.725m
£2.432m
Outcome: To maximise the value of Scotland's protected areas as a resource for the people of Scotland.
The purpose of this Activity is to engage with owners and occupiers of protected areas to help them manage them
sustainably. This will contribute to the conservation of biodiversity, geodiversity and maintenance of healthy
ecosystems and to peoples' 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 Sites of
Special Scientific Interest (SSSI) and Natura sites. Also included is our work with partners, including JNCC, to
develop our approach to identification, monitoring and reporting on protected areas, seeking to recognise other
benefits they bring in the context of the Scottish Biodiversity Strategy’s “2020 Challenge”. Included in this activity is
our work to advise Ministers on implementation of Natura Directives. We shall follow up the Panel Report on
protected areas, seeking to define the terms of ‘a better bargain for the public good’, placing protected areas in the
wider context of the Biodiversity “2020 Challenge”.
Our key deliverables in 2016/17 are:
 Maintain and enhance the proportion of our protected nature sites that are in favourable condition through
implementation of the Delivering Favourable Condition (DFC) Action Plan in partnership with public bodies,
NGOs and land managers.
 Monitor 500 SSSIs/Natura features as part of the 3rd cycle of site condition monitoring and complete rapid
assessments of another 450 features using our "Site Check" approach.
 Produce Natura Plans for a range of Natura sites to be agreed with Management Team as priorities for plan
production.
 Advise Scottish Government on the implementation of the EC Habitats & Species Directive and the Birds
Directive, including production of Departmental Briefs to allow Ministerial consideration of additional Special
Protection Areas (SPAs) for merlin followed, as appropriate, by consultations
 Take forward consultations over proposed extensions to Special Areas of Conservation (SACs) as required by
Scottish Government.
 Develop options for improving the sufficiency of the UK terrestrial and marine SPA networks for bird species that
occur in Scotland.
Services we deliver
Key Projects
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Managing Protected Areas
Protected Areas Casework
Site Condition Monitoring
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Delivering Favourable Condition Project
SNH management agreement programme
National contracts for monitoring condition of
features on protected sites
Developing new management plans for priority
Natura sites
Consultations over new Natura sites
Activity: Scotland Rural Development Programme
Expenditure Proposals
Project
Paybill
£0.146m
£1.305m
Outcome: Support under the Scotland Rural Development Programme (SRDP) is well targeted to sustaining
Scotland’s natural heritage, including its contribution to achieving NPF Indicator 44, and delivering public benefits
from the programme
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 and
Forestry Commission Scotland.
Our key deliverables in 2016/17 are:
 Work with Scottish Government and partners to ensure delivery of schemes under the SRDP 2014-20 (Agrienvironment Climate Scheme including access measures, Environment Co-Operation Scheme and Advisory
Services.
 Support outstanding Rural Priorities activity (legacy transition arrangements) for the SRDP during 2016/17.
Specifically support RSPB to manage corncrake interim transitional management.
 Work with Scottish Government’s Futures Programme, through participation in the governance structures, to help
develop processes, systems and guidance for SRDP 2014-20 which meet the requirements of SNH’s staff and
customers.
 Continue to develop the capacity of staff in SNH (and where appropriate other delivery partners) to deliver the
new schemes under the SRDP 2014-20 in accordance with the Rural Payments and Inspection Directorate
(RPIDs)/SNH Service Level Agreement and SNH’s own customer service standards.
 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
-
-
Key Projects
SRDP Delivery – Agri-Environment and Climate
Change Scheme, Leader and Environmental Cooperation Action Fund Scheme
SRDP Policy Design and Development
-
14
SNH contribution of up to £1.5m to main programme
in 2016/17
Corncrake Management
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. Helping more people to connect with
nature is central to improving our quality of life.
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 aspirations. We also offer support and encouragement where groups and
partners need it most. In particular, we work with Government to secure an increase in external funds from
European, Lottery or other 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 2016/17:

Creating better places that help people to get outdoors and enjoy nature more easily. Priorities include:
helping to create and improve green infrastructure 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; improving the care and management of our special landscapes; helping to
improve degraded landscapes close to where people live; and, influencing the outcomes and priorities of
other organisations through community planning and place-making initiatives.

Increasing and widening participation, generating a wide range of health, well-being, quality of life and
community benefits, through a combination of projects, advocacy/influencing and advice. Priorities include:
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 give priority to 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.
15
Activity: Creating Better Places
Expenditure Proposals
Projects
Paybill
£1.341m
£0.865m
Outcome: Improve people’s physical and mental health and well-being and reduce inequalities by helping to
create better places for people and nature
The purpose of this Activity is to help make improvements to the environmental and landscape quality of
places where people live, particularly in more disadvantaged communities, and to maximise the impact of
environmental factors that address health inequalities. We will seek to increase awareness of and engage
people with Scotland’s nature and landscapes, leading to a stronger commitment to looking after them. We
will help communities to get actively involved in environmental issues and decisions which affect them, and
continue to look to strengthen our engagement in community planning.
Our key deliverables in 2016/17 are:
 Secure improvements to the quality, quantity and accessibility of green infrastructure in the more deprived
areas of Scotland (particularly through the ERDF Green Infrastructure Challenge Fund), through advice on
strategic planning documents such as development frameworks, briefs and master plans.
 Support the delivery of the Central Scotland Green Network through support of the CSGN Programme
Committee, CSGN Trust and other delivery partners and through development fund support for delivery of
CSGN strategic routes.
 Lead, with partners, the implementation of an agreed project plan for the National Walking & Cycling
Network and increase the benefits generated by its use (implementation of action plan on track).
 Empower local communities to engage in their local nature and landscapes, and seek to engage in the
most appropriate way with each community planning partnership (particularly through local outcome
improvement plans and making more local information available through Scottish Environment Web
(SEWeb)).
 Secure improvements to, and engagement with, landscapes close to where people live through support for
landscape partnerships.
Services we deliver
Key Projects
-
-
Engagement with Community Planning
Landscape Advice
Placemaking and Green Infrastructure
-
16
National Network of Walking and Cycling Routes
Green Infrastructure Strategic Investment (ESIF)
Central Scotland Green Network
Support for Landscape Partnerships
Supporting schools in disadvantaged areas to
use greenspace for outdoor learning
Scotland’s Greenspace Map
Support for Scottish Environment Link
Activity: Increasing Participation
Expenditure Proposals
Projects
Paybill
£2.036m
£0.507m
Outcome: Improve people’s physical and mental health and well-being and reduce inequalities by helping a
wider range of people to experience, enjoy and help look after nature and landscapes.
This activity is focussed on increasing and widening participation amongst our target groups and in our target
areas. As part of this, we are looking to make improvements to young people’s skills, confidence and
employability. Through physical activity and contact with nature, we aim to both increase people’s health and
contribute to economic growth. We also seek to promote responsible provision and exercise of access as
measured by awareness of the Scottish Outdoor Access Code (SOAC).
Our key deliverables in 2016/17 are:
 Oversee the implementation of the “natural health service” action plan agreed with RAFE delivery board
and the National Strategic Group for Sport & Physical Activity, and work with national partners, target
health boards, local authorities and communities across Scotland to deliver the green exercise
interventions included in the plan.
 Make a clear, measurable contribution to increasing the number of adults visiting the outdoors at least
once a week through provision of opportunities to enjoy the outdoors focussed on our target groups and
areas, through promotion using web-based and other information, together with targeted campaigns and
projects.
 Lead and co-ordinate work with schools in the 20% most disadvantaged areas to make regular use of local
green space for outdoor learning and support teachers in developing the role of outdoor learning across
the Curriculum for Excellence
 Help more communities to engage in issues about nature and landscapes close to where they live,
particularly in the CSGN area, through the community dialogue toolkit, landscape partnerships and other
initiatives.
 Engage young people in SNH’s work through the establishment and development of the Biodiversity Youth
Panel with Young Scot and the continued implementation of the SNH employment, skills and volunteering
agenda for young people.
 Demonstrate how outdoor activity is helping deliver Scottish Government outcomes to improve public
health, address inequalities and support communities through completion of the Scottish People and
Nature Survey (SPANs) to increase our understanding of trends in public attitudes and behaviours to
inform action by SNH and other partners.
Services we deliver
Key Projects
-
-
-
Recreation, Access and Visitor Management
Advice
Widening Participation and Health Benefits
-
17
Green Health Implementation Programme
Simple Pleasures Easily Found Campaign
Young People and Nature
Strategic commission on community
empowerment
Scotland's People and Nature Survey
Scottish Outdoor Access Code General
Promotion
Monitor awareness of the Scottish Outdoor
Access Code
Delivery of our priorities through grants to delivery
partners, including NGOs
Activity: Managing Nature Reserves
Expenditure Proposals
Projects
Paybill
£1.202m
£1.666m
Outcome: Well managed, nationally important nature that everyone can enjoy and which helps us to connect
with nature.
This Activity operates SNH’s National Nature Reserves as places where everyone can engage and enjoy high
quality nature helping us strengthen people’s connection 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.
Our key deliverables in 2016/17 are:
 Provide support and guidance to the NNR Partnership in the management of the national accolade of
NNRs.
 Deliver high standards of agreed management for nature and enjoyment by visitors across our suite of
reserves.
 Complete the production of new management plans for 14 National Nature Reserves. Plans to be
completed are: Cairnsmore of Fleet, Corrie Fee, Loch Leven, Caerlaverock, Creag Meagaidh, Rum,
Ariundle Oakwood, Blawhorn Moss, Ben Wyvis, St Cyrus, Clyde Valley Woodlands, Loch Lomond, Moine
Mhor and Invereshie & Inshriach.
 Produce a Rural Land Asset Management Plan to support the findings of our land holding review.
 Further implement the SNH NNR visitor monitoring strategy for 2015-2018, continue visitor satisfaction
surveys on 5 SNH managed NNRs with the possibility of extending to up to 5 more.
 Develop an NNR Communications Plan, including developing our approach to community engagement in
light of the Community Empowerment (Scotland) Act 2015 and reviewing our instruction note on NNR
management planning.
 Ensure process is in place for handling asset transfer requests. Engage with communities about the
possible transfer of land holdings (in support of the findings of our land holding review).
Services we deliver
Key Projects
-
-
Managing Nature Reserves
-
18
Maintenance of 31 NNRs (to provide quality
destinations for people to experience the best of
Scotland’s nature).
Facilitate approx 600,000 outdoor visits and about
2,000 school learning opportunities
Support student placements and create
opportunities for people to get involved through
volunteering.
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 well-being 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.
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
nd
newly updated 2 Land Use Strategy; National Planning Framework 3; in pursuit of the Biodiversity Route Map
rd
to 2020; and the Government’s 3 Report on Policies and Proposals under the Climate Change Act. 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. 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 well-being 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, and 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, and 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 four Activities in 2016/17:

Managing wildlife as part of healthy ecosystems to optimise the many benefits it provides. Our
priorities contribute to the Biodiversity Route Map and are to reduce threats, secure and maintain
wildlife populations in balance with other parts of the ecosystem, managing conflicts and minimising
adverse impacts on other benefits.

Fulfilling our role as adviser to regulators throughout the planning, land use change and marine
development licensing systems in support of the Scottish 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.

Strengthening the case for investment in, and enhancing the contribution of Scotland’s natural capital
to the Scottish Economic Strategy, particularly in the rural economy and growth sectors including
tourism and food and drink. Our priorities are to support strategic or catchment-scale projects that
demonstrate an ecosystems approach to the delivery of multiple benefits, targeting support on
nd
implementation of the 2 Land Use Strategy and progressing the Biodiversity Route Map.

Showing how nature helps us both to cope with the effects of climate change and to mitigate its impact.
Priorities include supporting delivery of the National Peatland Plan to contribute to carbon storage, and
the delivery of priority commitments within the Scottish Climate Change Adaptation Programme.
19
Activity: Wildlife Management
Expenditure Proposals
Projects Paybill -
£2.926m
£2.304m
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 and in so doing
contribute to the Biodiversity Route Map to 2020. This involves supporting conflict resolution 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 well-being as well as to the environment.
Our key deliverables in 2016/17 are:
 Deliver an effective and efficient wildlife licensing service and related functions in keeping with the principles
of the Scottish Regulators Strategic Code and in line with the RAFE Digital Strategy.
 Implement the agreed Goose Schemes from August 2016 and review the Adaptive Pilots across key
locations. Undertake a wider review of Scottish Goose Policy as directed by Ministers and develop action
accordingly.
 Implement priority actions in the first new ‘Wild Deer a National Approach’ Action Plan, including working
with Deer Management Groups to strengthen their performance.
 Provide a report to the Environment Minister by October 2016 on the effectiveness of deer management
activity in the wider countryside and within designated sites.
 Develop a prioritised approach to support strategic control of invasive non-native vertebrates. Co-ordinate or
take action as appropriate in relation to new invasive non-native species (INNS) which pose serious risks
and require rapid response to prevent and minimise their impact on biodiversity and socio-economic
interests.

Take steps to conserve vulnerable or reintroduced species including the Scottish wildcat, Red Squirrel and
develop management strategies for Sea-eagles and (in line with Ministerial decisions) Beavers.
 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.
 Provide strong and supportive leadership for the Moorland Forum to develop widely recognised best practice
standards for moorland management and building on the findings of our Scientific Advisory Committee
(SAC’s) evidence review and the outcomes of the Understanding Predation Project.
Services we deliver
Key Projects
-
-
Wildlife Management Advice
Licensing
-
20
Langholm Moor Demonstration Project
Wildcat Action – Heritage Lottery Project
A Methodology for Counting Mountain Hares
Wildlife Management - impacts of feral pigs
SNH Goose Schemes
Sea Eagle Management Scheme
Hebridean Mink Project – Monitoring Phase
Saving Scotland’s Red Squirrels – Phase 3
Supporting Collaborative Deer Counts and
Collaborative Deer Management
Beaver Advice and Management
Activity: Planning and Development
Expenditure Proposals
Projects
Paybill
£0.271m
£3.005m
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, supporting Scotland’s sustainable economic
growth and its transition to a low-carbon economy.
This Activity encompasses our role as adviser at all levels in the planning system (as per out commitments set
out in our Planning Service Statement and other built development regulatory regimes). It also includes our
work to support implementation of Scottish Planning Policy and the 2020 Renewable Energy Routemap.
We aim to 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. We promote peoples’ well-being, supporting
the transition to a lower carbon economy by helping wise use of Scotland’s renewable energy resources to meet
its electricity needs. We also aim to make the most of our natural capital by fulfilling our role as adviser
throughout the planning and marine development licensing system in support of Scottish Government’s new
Economic Strategy. Our approach and supporting ways of working are in line with the requirements of the
Scottish Regulators’ Strategic Code of Practice.
Our key deliverables in 2016/17 are:








Deliver SNH’s Action Plan for implementing the Scottish Regulators’ Strategic Code of Practice. This
will include review of operational policies and pursuit of continuous improvement alongside other
agencies.
Be an active partner in development planning. This will include contributing to the plan-making process
and advising on associated supplementary guidance/action programmes and required environmental
assessment.
Provide early, targeted, clear, proportionate and enabling advice on significant natural heritage impacts
of development proposals, including national developments in National Planning Framework 3 (NPF3),
major developments and offshore energy development.
Report on our Planning for Development service and supporting ways of working through our annual
Planning Performance Framework.
Through timely stakeholder engagement and advice on appropriate environmental assessment, support
consideration of natural capital in the development and implementation of key strategic infrastructure
plans/initiatives (including the National Renewables Infrastructure Plan, the offshore wind, wave and
tidal energy Sectoral Plans, the new repowering policy statement, and City Investment Plans).
Build greater capacity in local authorities and onshore and off shore development interests to facilitate
early consideration of natural heritage assets. This will include evaluation of training needs and delivery
of a targeted programme of events.
Ensure our evidence base is fit for purpose and our guidance facilitates good practice. We will make
these easy to find and use through digital technology. This will include delivery of an improved webbased “Development and the natural heritage” resource.
Continue to improve our service in response to internal and external initiatives. These include the
Review of the Scottish Planning System, our annual independent customer survey, and the
recommendations our Scientific Advisory Committee sub-group review of marine renewables.
Services we deliver
Key Projects
-
-
Development Advice Services
Marine Energy – Advice Services
Development Planning
Supporting a Modern Planning System
Supporting Marine Development
-
Second phase of implementing Scottish Regulators
Strategic Code of Practice
Capacity Building with Key Stakeholders
Guidance on assessing repowering applications
Marine Scotland – Casework Working Arrangements
Review of effectiveness of SEA in Scotland
21
Activity: Natural Resource Management
Expenditure Proposals
Projects
Paybill
£1.192m
£0.852m
Outcome: Strengthen the capacity of Scotland's natural resources to deliver a wide range of benefits and
essential services to further well-being 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 the wide range of sustainable development
benefits it provides. We will focus on supporting implementation of the Scottish Biodiversity and Land Use
Strategies, and the ongoing reform of the EU Common Agricultural Policy. To achieve this, we will work in
partnership with Scottish Government, other public agencies, land managers, and stakeholders in the primary
production and other key business sectors most heavily reliant on the quality of ‘Brand Scotland’, such as
tourism and food, to secure appropriate policy, and to guide management and action. Demonstrating the
benefits of a broader ecosystems-based approach is a priority, particularly through building both biodiversity and
business objectives into catchment management planning alongside other environmental and social ones, and
encouraging land managers to work collectively to deliver them. There are three core areas of work covered by
this Activity including land use policy, land management practice, and economic and rural development.
Our key deliverables in 2016/17 are:







Work with Scottish Government on the implementation of Common Agricultural Policy reform to maximise
delivery of environmental outcomes through input to delivery of key actions from Future Vision for Scottish
Agriculture.
Contribute to development and implementation of second Land Use Strategy including the role we might
play in developing a vision and strategy for achieving sustainable upland land use.
Work with SEPA to improve the role that River Basin Management Planning plays in improving ecosystem
health, particularly safeguarding Natura features and delivering biodiversity benefits.
Contribute to SBS Route Map Priority Projects 2, 3, and 10 by supporting development, funding and delivery
of projects and actions.
With RAFE partners, develop and take forward priorities for involving people in integrated land and water
management to deliver multiple benefits including strategic demonstration projects such as development of
biosphere reserves.
Demonstrate how investment in natural assets and growth sectors of food and drink, and tourism, contribute
to Government Economic Strategy by continuing to run Scotland’s Natural Larder (scale to be confirmed)
making links with Good Food Nation and the health agenda.
Develop the use of the Natural Capital Index and related accounting approaches as a strategic performance
measure; as well as developing tools for evaluating natural capital investment decisions at different scales.
Services we deliver
Key Projects
-
-
-
Influencing Policies for Land and Freshwater
Promoting the Role of the Natural Heritage in
Sustainable Economic Growth
Supporting Sustainable Management of Land and
Freshwater
-
22
Ecological Coherence (EcoCo) LIFE+ Project
(Central Scotland Green Network)
Inner Forth Landscape Initiative
Tweed Forum – Integrated catchment
management plan
Scotland’s Moorland Forum – Service Level
Agreement
Increasing Investment in Scotland’s Natural Assets
Biosphere support in Wester Ross and Dumfries &
Southern Ayshire
LUPG collaborative research – reform of the CAP
Activity: Climate Change
Expenditure Proposals
Projects
Paybill
£0.237m
£0.362m
Outcome: A Scotland with a productive, healthy and diverse natural environment which is able to adapt to
climate change and mitigate its affects.
The purpose of this Activity is to raise awareness of how nature helps us cope with climate change, what climate
change means for nature and how we can help it cope. It also includes the implementation of SNH's public body
climate change duties. Peatland restoration action will now primarily be delivered through the Scotland Rural
Development Programme (SRDP) Agri-Environment & Climate Scheme (AECS) as part of our wider support for
that programme but we will follow through on the completion and post-project monitoring of recent
investments. We will continue to provide mainly advisory support for the Scottish Peatland Group and the
National Peatland Plan and explore opportunities to secure additional funding to support its delivery. The activity
seeks to deliver the following benefits:




Enhanced natural capacity for long term carbon storage in peatlands, soil and marine ecosystems
Increased awareness of how nature can help us cope with the effects of climate change
Improved understanding of the consequences of climate change for nature
Increased profile/awareness of SNH as leader in Mitigation and Adaptation practice
Our key deliverables in 2016/17 are:
 Support the Scottish Peatland Group to deliver the National Peatland Plan including management of
peatland restoration funds;
 Support national partnership action and reporting on climate change by contributing to:
a) the RAFE Board’s development of a partnership approach to climate change (building on or replacing
the 4 agencies statement) including the drafting of the Third Report on Policies and Proposals (RPP3)
aimed at reducing greenhouse gas emissions to meet Scotland's statutory emission reduction targets;
and the delivery of priority commitments within the Scottish Climate Change Adaptation Programme;
b) Contribute to drafting of Second UK Climate Change Risk Assessment: chapter on Natural Environment
and a summary for Scotland;
 Produce and disseminate corporate reports on Climate Change Duties and greening performance;
 Support implementation of the results of National Coastal Change Assessment
 Promote use of the e-learning package to build SNH staff capacity to be able to adapt SNH advice and
action to reflect climate change better.
 Complete the roll out of the vulnerability assessment of features on protected sites, including SSSIs, Natura
sites and MPAs
Services we deliver
Key Projects
-
-
Managing Climate Change
-
23
Support to the ‘Flow to the Future’ project
Support to funding PhD’s relating to Freshwater,
Carbon and Climate change
Inventory of blue carbon resources in MPAs
Environmental Change Network, Cairngorm Site
Snowbed vegetation change network – re-survey
Green Stimulus Peatland Restoration project
Marine Protected Areas and Climate Change
Delivering a High Quality Public Service
Outcome: Meeting the high standards expected of a public body, we embrace three principles of public service
delivery: user focus (putting the customer first); public interest (focusing on real improvements through services
delivered for the people of Scotland) and value for money (making sure that every public pound is spent wisely)
All staff are engaged with and deliver towards the outcomes of “delivering a high quality public service”. This
portfolio includes support services, corporate communications and much of the management effort necessary
for the organisation’s delivery as well as the corporate governance and accountability functions required of all
public bodies. In addition, this portfolio includes the main costs of maintaining the evidence base supporting
much of our work, and our support for the Digital Scotland principles of “digital first” in service design, making
full use of the opportunities that technology provides to support collaborative working, mobilising SNH
information in line with the Open Data Strategy, as well as a more general drive for transparency.
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 Plan 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 will be to implement the Transforming Workplaces project. We
will also continue our work to more explicitly set out SNH’s expression of its risk appetite.
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 where our reputation depends on the quality of
our knowledge base and 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 and 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 2016/17:

Continuing to ensure that we gain the best usage from the physical assets that make up our office
estate, information technology infrastructure and vehicle fleets. Our priorities are to 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. Priorities include taking forward our Workforce Plan 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.

Ensuring that financial advice, data and analysis is provided in time to support effective financial
decision-making. We will ensure that the organisation continues to operate in accordance with the
financial framework agreed with Government and any relevant financial policies and procedures.

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. Priorities include implementation of our
refreshed communication strategy, work to upgrade aspects of our information management and
collaborating with other bodies to allow its easy access, and further the implementation of our
stakeholder engagement to increase our collaborative work with other bodies.
24
Activity: Asset Management
Expenditure Proposals
Projects
Paybill
£3.957m
£3.842m
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 allowing the ‘rebalancing’ of funds to front line
business. We aim to enhance SNH’s 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 2016/17 are:
 Develop and deliver shared services delivering benefits to all partners as outlined in the business cases.
 Develop Transforming Workplaces – income generated through co-locations, reductions in space
requirements and increases in agile working.
 Present draft business case on the options for Kinloch Castle to Scottish Government during 2016/17





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.
Contribute strategically to the Scottish Public Sector ICT landscape as a member of the Central
Government Sector ICT Leaders forum, the mygov.scot Steering Group and the Board for the Digital
Transformation Service.
Implement recommendations of the ICT storage review.
Deliver Information Technology Implementation Programme (ITIP) programme.
Ensure a process is in place for handling asset transfer requests (to cover land holdings and other assets).
Services we deliver
Key Projects
-
-
Safe and Sustainable Workplaces
IS Services
-
25
Transforming Workplaces
Business Improvement - ISS Infrastructure
Project
SNH Wide Area Network operation
Shared service initiatives (including shared
eBusiness suite support and development of
Property/Fleet Management).
Projects (aligned to any SNH Activity) that will
reduce SNH’s carbon emissions
Kinloch Castle - Future Options
Activity: People Management
Expenditure Proposals
Project
Paybill
£0.459m
£2.027m
Outcome: Staff are deployed in increasingly flexible ways to meet the needs of the organisation, and to
engage, motivate, develop and retain our staff to develop their skills for the future.
The purpose of this Activity is to develop a business culture which provides a framework to support our
changing business delivery, our need to deploy staff in a more flexible way, as well as how we engage,
motivate, develop and retain our staff to develop their skills for the future. Our Workforce Plan captures our
practical response to changing staffing 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.
Our key deliverables in 2016/17 are:

Develop a revised competency framework based on the skills required to deliver our corporate
objectives.

Produce a revised performance approach that further embeds our values and builds upon the new
competency approach.

Negotiate a Pay Remit for 2016/17, within the parameters set by SG, taking into account the
implementation of changes to National Insurance and continuing the development of a more modern pay
framework (August 2016).

Develop workforce analysis and metrics to deliver trends in staff numbers, skills base, age profile and
succession plan risks.

Improve the mechanisms which enable more flexible use of available staff capacity, as part of an
overarching workforce planning delivery project.

Deliver a co-ordinated response with other RAFE bodies on the HR implications of the outcome of the
spending review assessment over the next 3 years, insofar as it affects our ability to deliver changes to
our staff numbers, range of skills etc. where collaborating with other bodies may deliver greater value for
money and making best use of shared services.
Services
Key Projects
-
-
HR Services
Managing People
26
Workforce Plan
Activity: Finance Management
Expenditure Proposals
Projects
Paybill
£0.008m
£0.934m
Outcome: High quality financial management within the framework agreed with Scottish Government that is
transparent and enables delivery of the strategic outcomes of the organisation.
The purpose of this Activity is to provide timely, accurate & relevant financial advice, data and analysis to help
manage the organisation. It also includes the development of finance systems and processes to meet business
needs and deliver efficient and effective transaction services. The Activity supports financial compliance and
ensures that we operate within the financial framework agreed with Scottish Government.
Our key deliverables in 2016/17 are:




Development and implementation of a finance business partnering model which supports effective
financial decision-making
Achievement of an unqualified audit report with respect to the 2015/16 Annual Accounts
Embed the requirements of the Procurement Reform (Scotland) Act 2014
Achieve in the range of 50-60% in the Procurement and Commercial Improvement Programme (PCIP)
improving the overall effectiveness of procurement activity in SNH
Services we deliver
Key Projects
- Finance and Procurement Services
-
27
Annual Accounts preparation and submission
Spend Profile Review Project
Activity: Corporate Governance
Expenditure Proposals
Projects
Paybill
£0.909m
£3.976m
Outcome: SNH operates high standards of governance for the systems, processes and culture and values by
which SNH is directed and controlled. SNH actively manages its information resources and ensures that it is
available to the public, and that they are aware of the benefits of the natural heritage and environment.
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 also seek to contribute to a more equal society through advancing equality and good relations in our dayto-day business. We shall actively participate in any Environment and Forestry Directorate (ENFOR) /Rural
Affairs and Environment Portfolio (RAFE) proposals for greater strategic alignment and shared information
management and communications services across participating agencies. We shall ensure our information is
managed as per best practice guidance and endeavour to give public access via the internet to the majority of
our natural heritage data holdings. Our core information management co-ordination will be driven through this
Activity as led by the Information Management Delivery Board and Steering Group. SNH will communicate with
the public to inspire better use and understanding of the outdoors and of our environment.
Our key deliverables in 2016/17 are:
 Review priorities and approach to delivery of our corporate plan in light of Spending Review 2015 and
in preparation SR2016.
 Engage with the RAFE delivery board priorities for action as they emerge relevant to corporate and
business planning including key areas around alignment of planning cycles and effective collaboration
between RAFE partners.
 Maintain robust governance of information management (IM) through IM Steering Group and Delivery
Board, maintaining a clear perspective on our business needs for information and information
management, using these to prioritise improvements in data, applications and technology.
 Deliver a replacement SNH website by Q4 in support of wider intent to engage effectively with
stakeholders, support campaigns and expand our social media presence.
 Accelerating the availability of environmental data to the public by 2017, in line with our Open Data
Plan.
 Implement phase I of the Business Intelligence (ERP) project, and the preparation for Phase II
(bespoke application reporting)
 Deliver the eRDMS Forward Look project to ensure that there is a clear direction and solution for
electronic records management up to 2020.
 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
Services
Key Projects
-
-
Portfolio Management
Good Governance
Knowledge and Information Management
Communications
28
Business Intelligence
Web Contents Management
eRDMS Forward Look/Upgrade
System Owners Survey Outcomes
SEWeb – Support & Development
Storage Strategy
SNH website review and delivery
Gaelic Language
EXPENDITURE PROPOSALS BY PORTFOLIO
The table below breaks down the proposed expenditure by Portfolio and Activity for 2016/17.
Portfolio
Caring for the Natural
World
Enriching People’s Lives
Promoting Sustainable
Economic Growth
Delivering a High Quality
Public Service
Activity
Biodiversity Monitoring and Advice
Coastal & Marine Management
Protected Areas
Scotland Rural Development Programme
Creating Better Places
Project Costs
(£000)
1,409
760
1,721
146
1,341
2,036
1,202
2,904
271
1,192
237
3,186
459
8
505
17,377
Increasing Participation
Managing Nature Reserves
Wildlife Management
Planning and Development
Natural Resource Management
Climate Change
Asset Management
People Management
Finance Management
Corporate Governance
Totals
SRDP Funding Contribution
JNCC
Non Cash
Capital
(£000)
Paybill
(£000)
4
22
770
404
1,200
1,112
1,011
2,432
1,305
865
507
1,666
2,304
3,005
852
362
3,842
2,027
934
3,976
26,200
Activity Total
(£000)
2,521
1,771
4,157
1,451
2,206
2,543
2,868
5,230
3,276
2,044
599
7,798
2,486
942
4,885
Total Expenditure Proposal 2016/17
9,900
7,617
11,149
16,111
44,777
1,500
1,230
1,800
49,307
Draft Strategic Guidance Letter (GiA) Allocation
Additional Autumn and Spring Budget Revisions, subject to parliamentary approval*
Expected Paybill Income
Total GiA including Budget Revisions 2016/17 and Paybill Income
* Includes additional funding from Scottish Government of £179,600 for grant to Trust for Conservation Volunteers, £40,000 for Marine Protected Areas (MPA) Work
29
48,397
220
690
49,307