Scottish Forestry - corporate plan: consultation analysis

Strategic Objective 3

Questions: To what extent do you agree with Strategic Objective 3 as a priority for our work over the next three years?

Strategic Objective 3 - Become a more innovative, efficient and accessible organisation by delivering process improvements, and harnessing digital and technological solutions.

Most (36) of the respondents who answered the tick box question said they agreed with Outcome 3, with just over half saying they strongly agreed. Just 6 said they disagreed.

General Comments, Priorities and Activities.

A number of common themes came out of comments made in general and in relation to the priorities and activities, and these are summarised together below.

• Forestry to meet a wide range of goals: There was considerable feedback on the need to take into account the wider environmental, social and sustainability requirements of forestry, and not solely productivity and efficiency. This includes making an assessment of the carbon emissions of the forestry industry at each stage, and balance decisions with potential of environmental/social harm; and creating smaller, wildlife friendly habitats.
• Feedback on Grant Processes: There was extensive feedback on grant processes, with the main areas of concern being faster; more flexible payments which take into account tree planting and can be delayed for many reasons; making it easier for people to access grants (for smaller planting schemes); to develop an outcomes based approach and linking grants to wider Scottish Government goals/policies; ensure grants reflect a collaborative and integrated land management approach; and take into account post EU membership issues.

• Ensuring that Scottish Forestry is compliant with relevant laws and regulations: There was considerable concern expressed over this – most people felt that this should be a ‘given’.
• Engagement: Feedback included the need for local experienced personnel to be consulted as processes are changed and developed. Ensure that forest managers engage with local authorities and communities on issues such as woodland creation and timber transport.
• Sustainability of Organisation: Work should be undertaken to assess the sustainability of our own organisation, such as reducing our broader environmental footprint, undertaking activities such as reducing the emissions of our fleet.
• Performance Management Framework: It was felt that reporting, accountability, and continuous improvement should be central to Scottish Forestry. In developing our performance management framework, our current standards will need to benchmark progress. Assessment of the strengths and weaknesses of the wider forestry industry should be undertaken. Making data available to public and key stakeholders.

• Specific activities to be taken forward: Other specific activities were suggested which should be taken forward, such as social forestry and community engagement; Public Registers System; hitting equalities target and harnessing younger talent; work on how the historic environment can be managed, evaluated and reported; more independent complaints handling; making better use of existing biodiversity data; enabling recreational access to land; and enabling raised awareness of planned fellings.