NatureScot Board meeting - 6 October 2021

ONE HUNDRED AND NINETY- FOURTH MEETING OF THE BOARD OF NATURESCOT
MS TEAMS VIRTUAL MEETING, 06 OCTOBER 2021
OPEN SESSION CONFIRMED MINUTES

MEMBERS PRESENT

Mike Cantlay                            Chair

Kate Broughton                        Member

Ian Gambles                            Member

Peter Higgins                           Member

Jackie Hyland                          Member

David Johnstone                      Member

Colin McPhail                           Member

Aoife Martin                              Member

Wayne Powell                          Member

Heather Reid                           Member

Nikki Yoxall                              Member

IN ATTENDANCE

Francesca Osowska                 Chief Executive

Nick Halfhide                            Director of Nature and Climate Change

Robbie Kernahan                     Director of Sustainable Growth

Jane Macdonald                      Director of Business Services & Transformation

Stuart MacQuarrie                   Deputy Director of Business Services & Transformation

Claudia Rowse                        Deputy Director of Sustainable Growth

Jason Ormiston                       Head of External Affairs

Graham Boyle                         Chief of Staff

Sara Lewis                              Governance Support Manager (minutes)

Des Thompson                        Principal Adviser on Science and Biodiversity (item 5)

Clive Mitchell                           Outcome Manager – People and Nature (item 5)

Richard Spowart                      Biodiversity Strategy – Programme Support Officer (item 5)

Peter Hutchinson                     Peatland Action Programme Manager (item 7)

Andrew Moxey                        Consultant on Peatland (item 7)

Christina Martin                      Protected Areas and Surveillance Officer (Young Employee Panel Representative)

APOLOGIES

Cath Denholm                         Deputy Chair

Eileen Stuart                            Deputy Director of Nature and Climate Change

AGENDA ITEM 1:  OPENING REMARKS AND APOLOGIES

1. The Chair opened the meeting by welcoming everyone to the one hundred and ninety-fourth meeting of the Board of NatureScot. Particular welcome was given to Christina Martin from the Young Employee Panel.
2. Apologies were noted from Cath Denholm, Deputy Chair, and the Deputy Director of Nature and Climate Change, Eileen Stuart.
3. The Chair updated on his attendance at the Scottish Game Fair, his continuing involvement with peatland issues, and with the Conference of Parties (COP) 26. Chair also reflected on the appointment of Ms Slater as Minister for Green Skills, Circular Economy and Biodiversity, and how her portfolio, along with others, will influence NatureScot’s work.

AGENDA ITEM 2:  DECLARATIONS OF INTEREST

4.  There were no declarations of interest.

AGENDA ITEM 3:  MINUTES AND ACTION POINTS FROM 25 AUGUST 2021

5.  Board members were content to approve the minutes of the Board of NatureScot Meeting on the 30 June 2021, subject to a minor amendment.

Action Points

6.  The actions points were discussed:

Action Point (AP13/181) (Future Options for Kinloch Castle) Board members acknowledged that this action remains ongoing.

Action Point (AP02/188) (Update to Board Members on Development of Green Finance) Board members acknowledged that this action remains ongoing.

Action Point (AP03/192) (Plan for Board Engagement with Staff). Members acknowledged that this action point remains ongoing.

AGENDA ITEM 4:  MATTERS ARISING

7.  Members enquired about the process involved in the disposal of Kinloch Castle, particularly whether business cases would be required from any of the current interested parties. Robbie Kernahan confirmed that full business cases would not be required, however the notes of interest being considered would be evaluated against specific socio and economic criteria. If this evaluation process, due to conclude before Christmas, is unsuccessful, the castle would go onto the open market for sale.

Aoife Martin joins the meeting.

AGENDA ITEM 5: WHAT SHOULD BIODIVERSITY LOOK LIKE BY 2045?

8.  Nick Halfhide introduced this presentation which considered what biodiversity success would look like by 2045. Board members were asked to provide their input on depictions of success or biodiversity by the Net Zero Year of 2045, with interim outcomes in 2030 following the publication of the Scottish Biodiversity Strategy in the autumn of 2022. These will also be key in supporting the development of the NatureScot corporate priorities.

9.  Des Thompson gave the presentation to the Board, and pointed to the difficult choices for NatureScot to make, and how they might be resolved. The Board made the following comments:

• Importance of engaging the public on the importance of improving biodiversity by making it relatable to them and to Scotland.
• The need to generate an emotive response from the public by use of a compelling vision and ambitious targets. Public support may be difficult to gain, particularly the perceived threat to forestry/farming. Robust lines to take will need to be developed.
• The need to consider marine as well as terrestrial areas.
• NatureScot’s place in supporting stakeholders through agro-ecology and ‘land sharing’.
• The importance of stakeholders gaining a clear understanding of how they can achieve the targets set by Scottish Government (SG) in the context of a changing agricultural economic model – while at the same time maintaining their livelihoods.
• The reality of climate change is complex, and more than simply carbon related. Targets will need to be carefully framed across the range of issues, with connectivity and stakeholder buy-in developed.
• How education is a key tool to informing the stakeholders of tomorrow, particularly for Scotland through a Scottish biodiversity, and Just Transition lens.
• The potential for NatureScot to apply for funding from the Knowledge Transfer and Innovation Fund (KTIF) towards this area of work.
• Decisions must be made now to see results in circa 5 years.

10. The Chair enquired as to what was needed from the Board going forward. Des Thompson explained that the process was to continue working with SG to develop the depictions of success for ecosystems, and what is needed to achieve that. It is planned to brief Ministers by the end of November, and that a draft strategy for consultation would be available in early 2022. The links between the SBS, the next Corporate Plan and the Programme for Government were acknowledged, as was the need to anticipate the direction of travel for the SBS when confirming NatureScot priorities in the next corporate plan.

Colin MacPhail leaves the meeting.

AGENDA ITEM 6: STRATEGIC DEVLOPMENT – CONFIRMING OUR AMBITION

11. This two part agenda item on strategic development, presented progress and options in the preparation of NatureScot’s next strategic plan. It also presented the proposed areas of focus based on statutory responsibilities, expectations on NatureScot from SG relating to the recently published Programme for Government and options for moving further and faster. It then provided an overview of the transformation focus over the period of the plan captured under ‘The NatureScot Way’.

12. The Board were asked to agree the following recommendations:

• Confirm the emerging focus of our corporate plan and planned impact and success
• Agree the NatureScot Way as the basis for driving organisational Transformation in support of the Plan.
• Agree focus on exploring resourcing shifts in light of ambition

13. Francesca Osowska, Robbie Kernahan, Nick Halfhide and Stuart MacQuarrie gave a presentation to the Board which detailed the three core offers of NatureScot, the organisations future ambition, ‘must do’, ‘should do’ and ‘could do’ choices, and areas where work could be scaled back in order to create the resources needed for key areas of focus.

14. The following key points were made during discussion:

• NatureScot’s role in the advocacy and implementation of conditionality of land, and how this might be increased.
• The Board were supportive of NatureScot providing a case for additional resources if they were required - after investigating the impact on resources as part of de-prioritisation of work. They recommended that an explicit business case should show what else would be delivered on the strength of any additional resources.
• Whether SG’s plans to align the agricultural support policy with that of the EU are sufficient to meet SG’s own biodiversity targets.
• The potential for digital transformation in creating capacity within the organisation to achieve more.
• The need for clear and concise messaging with stakeholders and the public, on what is a complex message overall.

15. The Board confirmed that they were supportive of the three core offers, the areas of work to pursue, which were aligned to the Board’s vision. The Board were also supportive of taking those actions in the paper to ‘bend the curve further and faster’, including investigating the extra resources required for specific areas of delivery, and further investigation into where NatureScot could de-prioritise to create flexibility within resources.

STRATEGIC DEVELOPMENT – NEXT STEPS

16. Jane Macdonald introduced the second part of this agenda item, which through a presentation, considered the future positioning of the organisation. The NatureScot Way was highlighted to members, which showed the culture and behaviours required by NatureScot staff, both internal and external to the organisation. Jane informed that following the meeting, the organisational development framework would be refreshed in light of the emerging new organisational design requirements.

17. The Chair asked Stuart MacQuarrie what was required from the Board to support the work going forward. Stuart confirmed that the Corporate Plan Oversight Group would meet at the end of October in order to consider the specifics around shifting resources where needed. The first draft of the Corporate Plan would be available for the next Board meeting on 01 December.

AGENDA ITEM 7 – UPDATE ON PEATLAND COMMISSION – OPTIONS FOR TRANSFORMING SCOTLAND’S APPROACH TO PEATLAND RESTORATION

18. Robbie Kernahan introduced this presentation to the Board, which updated on progress with NatureScot’s response to SG’s Peatland Commission, setting out transformational thinking on peatland restoration. The Board were asked to note progress to date, and to advise on the strategic positioning going forward, and the handing of the report with SG.

19. Andrew Moxey gave the presentation to members, which focussed on 4 key outputs:

• Output 1 – targeting peatland restoration – ‘what peat where’. Link to the carbon saving cost effectiveness above acreage must be prioritised.
• Output 2 – Enabling conditions (incentive, regulation etc). Consideration of how to enrol people voluntarily via incentives, or through legislation or taxation.
• Output 3 – Options for Delivery models. There are sufficient existing bodies in place to deliver but contractors need to be deployed more smartly to provide all year work. Need to develop economies of scale and collaboration opportunities.
• Output 4 – A financing model for peatland restoration. Funding for capital in place but not for on-going support.  Possible that corporate social responsibility would produce results.

20. During discussion the following key points were made:

• There is currently no mechanism to reward land managers with the successful sequestering of carbon.
• The importance of training and education in all areas of peatland restoration – if there are stable funding/support mechanisms in place, the employment prospects will be more attractive.
• The opportunity to exploit digital technologies to predict the success of restoration.
• Radical approaches could include use of an incentivised sales force, novel approaches to funding such as green bonds and reverse auctions, and investment in scientifically robust common standards of measurement and validation.

21. Claudia Rowse informed that the Board sub group for peatland would meet at the end of October, and discussions with SG would commence at the start of November. The finalised response to the SG commission is expected by mid-November.

22. Board members requested that radical options, including implications, for peatland restoration continue to be explored.

AGENDA ITEM 8 – COP 15 & 26 PREPARATION UPDATE: PRESENTATION

23. Nick Halfhide introduced this presentation to members, which updated on NatureScot’s preparations for involvement in both COP15 and 26. The presentation, given by Clive Mitchell, detailed the timetable for the road to COPs, including detail of NatureScot’s involvement during the events.

24. Members asked how they could represent NatureScot during COP events, and it was advised that they should inform the COP Coordinator and Executive Office of any planned attendance, in order to maximise the opportunities for this.

INFORMATION PAPERS

AGENDA ITEM 9:  CHIEF EXECUTIVE’S REPORT

25. Board members noted the contents of the Chief Executive’s report, in particular the following key themes:

• Programme for Government.
• NatureScot’s new Corporate Plan.
• Meeting with Ms Slater, Minister for Green Skills, Circular Economy and Biodiversity.
• SG’s Peatland Commission.
• COPs 15 and 26.
• Media interviews.

AGENDA ITEM 10:  YOUTH ENGAGEMENT ACTION PLAN – 1 YEAR PROGRESS

26. Members noted the contents of this paper, which updated on progress made on the previous year’s Youth Engagement Action Plan. The plan aims to improve the engagement and inclusion of young people across the work of NatureScot.

AGENDA ITEM 11: DRAFT AGENDA FOR 01 DECEMBER MEETING

27. Members noted the draft agenda for the Board meeting taking place on 01 December 2021.

ANY OTHER BUSINESS

28. It was agreed that staff should be thanked as part of the Board vLog for their work towards the new Corporate Plan.

29. There was an open invitation for members to visit the Balbirnie Estate in Fife, giving an opportunity to view farming practices.

Date of Next Meeting

30. The next Board of NatureScot meeting is planned to take place on 01 December, at a location to be confirmed.

35. The Chair thanked all those in attendance, particularly Christina Martin from the Young Employee Panel. The meeting was closed.

END

1. Unconfirmed Minutes and Action Points*
2. What should biodiversity success look like in 2045?
3. Strategic Development – Confirming our Ambition*
4. Update on Peatland Commission - Options for Transforming Scotland’s approach to Peatland Restoration
5. Chief Executive’s Report – oral report
6. Youth Engagement Action Plan Update

* indicates paper is Official-Sensitive.

Title:    What should biodiversity success look like by 2045?
Date:   06 October 2021

Purpose	Discussion
How does this link with our corporate priorities of improving biodiversity or delivering nature-based solutions to climate change:	This paper seeks inputs from the Board on depictions of success for biodiversity by the Net Zero Year of 2045, with interim outcomes in 2030.  This will support the development of our new corporate priorities.
Summary:	Working with the Scottish Government, we are devising the post-2020 biodiversity strategy.  Defining what success would look like by 2045 is key to framing the new strategy. A presentation along with this paper will encourage the Board to contribute ideas and advice to the process.
Actions:	Inputs from the Board will influence the headlines for Scotland’s post-2020 biodiversity strategy.
Recommendations:	The paper is seeking ideas and comments from the Board.
Report Author(s):	Des Thompson, Clive Mitchell and Richard Spowart
Sponsor:	Nick Halfhide

Purpose

1. The paper seeks input from the Board on work in progress to develop headlines for the post-2020 biodiversity strategy for Scotland.

Background

2. The Scottish Government committed to the publication of a new Biodiversity Strategy in December 2020.  The Scottish biodiversity strategy post-2020: statement of intent sets the direction for this, which will respond to the increased urgency for action to tackle the twin challenges of biodiversity loss and climate change.  The ensuing Programme for Government sets out the detail around this.

3. The Scottish Biodiversity Programme Board is leading this work.  Co-chaired by Kevin Quinlan and Francesca Osowska, the Board is currently devising the headlines for the strategy, and following the final phase of COP15 (25 April-6 May 2022), the new strategy will be published in October 2022, with a five-year plan soon after.  The Programme Board is supported by an Advisory Group (chaired by Andrew Millar, CSA for Environment, Natural Resources and Agriculture), a Delivery Group (chaired by Nick Halfhide), and a Stakeholder Group (chaired by the Programme Board chairs).

4. The COP15 in Kunming, China will approve the Convention on Biological Diversity (CBD) post-2020 framework for biodiversity.  Its vision is: ‘By 2050, biodiversity is valued, conserved, restored and wisely used, maintaining ecosystem services, sustaining a healthy planet and delivering benefits essential for all people.’   Once completed, the Scottish Biodiversity Strategy will set out our contribution to delivering the CBD framework, though we expect it to go beyond the ambition agreed in Kunming.

5. The Environment Strategy for Scotland, published in 2020,   gives an overview of the long-term vision and supporting outcomes.   It provides an overarching framework to bring together strategies and plans (notably the updated Climate Change Plan), and identifies new strategic priorities and opportunities.  In its own words, it: ‘will help to guide us as we protect and restore Scotland's natural environment and strive to live within our planet's sustainable limits. In doing this, we will support the wellbeing of people in Scotland and strengthen our economy.’

6. The vision in the Environment Strategy is:  ‘By 2045 - By restoring nature and ending Scotland’s contribution to climate change, our country is transformed for the better - helping to secure the wellbeing of our people and planet for generations to come.’  The Strategy states that to achieve this vision, the Scottish Government and partners will focus collective efforts on delivering six shared outcomes, including that Scotland’s nature is protected and restored with flourishing biodiversity and clean and healthy air, water, seas and soils.

Framing success – what does it look like?

7. A key element of the new strategy is a clear and ambitious depiction of success.  Essentially, we want to set out what biodiversity looks like if we have halted the loss of biodiversity and restored nature in line with the Environment Strategy.  Given the on-going changes in climate, this is challenging work – it is not easy to anticipate the climate envelopes for nature decades ahead, and how nature responds to these.   However, with the Net Zero climate targets having wide resonance with people and business, we wish to develop a similar suite of widely shared outcomes for biodiversity.

8. Working with the Advisory Group of the Biodiversity Programme, we are developing a detailed depiction of biodiversity success for 2045 and interim 2030. This draws on a number of recently published works, notably on the direct and indirect IPBES drivers, a key scientific paper  ‘Bending the curve of terrestrial biodiversity needs an integrated strategy’ (Leclère et al (2020), material in the Dasgupta Review, the Just Transition Commission,  and the acclaimed Biodiversity Strategy for New Zealand 2020. The biodiversity outcomes are framed under five broad objectives:

• Novel tools and approaches are devised for mainstreaming the vital importance of biodiversity for society and the health of our planet.  This element of work is developing the connections between people and nature, and has tended to be overlooked in the past.  Instead, more effort has been devoted to traditional conservation measures such as designating ‘protected areas’ and putting in place regulation and incentive measures which have not succeeded in halting the loss of biodiversity.
• Sustainable demand is achieved through a circular economy e.g. reduced waste and reduced reliance on livestock.
• The seas and land are managed sustainably for nature, and our supplies are sourced sustainably.
• Nature-based solutions are at the heart of tackling climate change and achieving resilience.
• Ecosystems, habitats, species and genetic diversity are protected, regenerated, resilient and connected from the seas to mountain tops.

Judging and reporting on success

9. In February 2021 a monitoring framework for the Environment Strategy for Scotland  identified an initial set of indicators and outlined high-level plans for reporting progress. Evidence supporting this includes the State of Nature Report 2019, the National Performance Framework, and notably the recently published experimental (new) marine and terrestrial species indicator drawing on data for more than 3,000 species.

Conclusion

10. This is work in progress, and we wish to have the views of the NatureScot Board on the level of ambition needed to halt the loss of biodiversity and restore nature. Given the Scottish Government’s commitment to having an Environment Bill in Year 3, the work developed here may feature as targets in the Bill.

11. We are seeking advice and comments from the NatureScot Board on what we are trying to achieve overall as well as the outcomes themselves.  Following a presentation on the draft outcomes, we will open the floor to a discussion.

Title:    Update on Peatland Commission - Options for transforming Scotland’s approach to peatland restoration.

Date: 6 October 2021

Purpose:	For discussion.  To support a presentation to inform the final drafting of our Peatland Commission report to Scottish Government on opportunities for upscaling peatland restoration in Scotland.
How does this link with our corporate priorities of improving biodiversity or delivering nature-based solutions to climate change:	Peatland emissions are responsible for 20% of all Scotland’s emissions.  Restoring peatland is integral to our priorities as one of the most significant ways in which we are leading on demonstrating how nature based solutions contribute to the twin goals of biodiversity and climate.  Our response to the Peatland Commission is key to our leadership role agreed at the Board meeting on 12 May.
Summary:	This paper updates the Board on Scottish Government’s Peatland Commission to set out transformational thinking on peatland restoration.   We are tasked to submit a report to SG in mid-November covering four key outputs: Output 1 – targeting peatland restoration – ‘what peat where’ Output 2 – Enabling conditions (incentive, regulation etc) Output 3 – Options for Delivery models Output 4 – A financing model for peatland restoration. These outputs are all on track, and the presentation at the Board meeting will update members on current progress and key issues emerging.
Actions:	To inform our final Peatland Commission report to Scottish Government on opportunities for upscaling peatland restoration in Scotland, due mid-November.
Recommendations:	1. To note progress to date 2. To advise on our strategic positioning going forward and handling of report with SG
Report Author(s):	Claudia Rowse
Sponsor:	Robbie Kernahan
Appendices: Please note all appendices.	Annex 1 – Summary from SG Commission of outputs required. Annex 2 - Table illustrating delivery of peatland restoration in relation to climate change ambitions. Annex 3 – Summary Table from What Peat Where – extent of peatland and emissions per land use.

 

Purpose

1. This paper supports a presentation to update Board members on progress to date with the Peatland Commission, and key issues emerging. 
2. It follows the brainstorming discussion at June’s 2021Board meeting, and previous discussions at the Board on peatland restoration in February and May 2021.

Context

3. Scottish Government’s Commission sets the context and focus for our report.  It is summarised in Annex 1 and namely asks us to provide transformational ‘big’ thinking on how we might go beyond current peatland restoration targets, and for the report to focus on medium to longer term innovative and creative ‘out of the box’ thinking beyond current targets, constraints and operating models. 
4. The main driver for this work is to see whether peatland restoration could play a much greater part in Scotland reaching its net zero targets.   As set out in SG’s Climate Change Plan Update, peatland restoration targets are 20,000ha per year, with a recognition that the targets need to be far higher to meet the 2032 emissions reduction envelopes for Scotland, probably double that amount.  For reference, a total of approximately 5,600 hectares per year is currently being restored (4,300h led by NatureScot).  A reminder of the scale of the challenge is provided in Annex 2.
5. The Board has considered our position in supporting peatland restoration on a number of occasions in light of its contribution to our climate change and biodiversity ambitions. Given this, the Board agreed that we must position NatureScot as both the main delivery agent; and leader on business solutions required by all delivery agents.

Summary of progress and key outputs

6. To help us with additional capacity and expertise, we commissioned expert advice from Andrew Moxey¹ and David Walker².  We gathered information by carrying out a number of stakeholder interviews to seek ideas, test assumptions and assess stakeholders’ views.  Stakeholders included landowners, representative bodies, land agents; community land interests; environmental NGOs; public sector bodies and individuals including Chief Economist; and a range of other relevant stakeholders. The work is also informed by an understanding of the latest published evidence. 
7. SG asked us to cover four key outputs in our final report.  The Table below summarises these and our progress to date:

Recommendations:

1. The Board are asked to

      a. Note progress to date and that we are on track to meet SG timescale;

      b. Advise on our strategic positioning going forward and handling of report with SG.

Annex 1 – Summary of Scottish Government Peatland Commission

The Table below summarises the context and focus for our Peatland Commission report to Scottish Government, namely to focus on medium to longer term innovative and creative ‘out of the box’ thinking beyond current targets, constraints and operating models.

Tier	Nature of challenge	Work already underway
1	Short term (2 years): accelerating our progress along the current ‘curve’ – this is the immediate challenge of gearing up delivery and addressing more accessible barriers to enable us reach our current 20,000 ha/yr annual target within 2 years.	Working closely with our current peatland restoration direct delivery partners[1], Scottish Government is establishing a new Scottish peatland programme.  A programme plan has been drafted and its scope is being expanded to incorporate wider peatland loss issues (extraction, development, deer and forestry etc.).  The programme will include workstreams to address immediate challenges identified in the virtual peatland summit in December 2020 (including science, multi-year funding, contractor capacity, policy alignment, monitoring and reporting, skills and training (now linking with the 2021 manifesto commitment to conduct a ‘root and branch review’ of land-based learning), communications and engagement etc.) and will report to a new board and governance structure to be confirmed. We are scoping peatland restoration pilots with the crofting sector on Scottish Ministers’ crofting estate initially to illustrate opportunities and barriers and explore alternative investment and support models.
2	Medium term (3-4 years): tackling strategic challenges – this is addressing challenges that are more technical or structural but still within relatively close range such as securing the science to inform the ‘what peat where’ question, growing carbon and ‘carbon +’ markets to increase the flow of private investment into peatland restoration, and making the most of COP26 to increase profile, learning and connectivity within Scotland and beyond.	A new analytical forum is being established that will continue to review the science needed to inform scenario development and answer the ‘what peat where’ question for consideration by the Land Use Transformation Portfolio. We have launched a CivTech 6 challenge to invite innovative thinking about optimising the achievement of wider co-benefits from peatland restoration at minimal cost. We are establishing a new programme to drive an increase in private investment in natural capital (including peatlands), building on the work of the EELG sub-group; we are looking at action research to explore new models such as a Scottish Carbon Fund, and considering ideas from Dark Matter Labs and Broadway; NatureScot has produced a very helpful paper on private investment in peatland restoration which will play into this work – it identified key priority areas for short and medium term action which have been agreed with Scottish Government. We have proposed two events to IUCN for the UNGPI Peatland Pavilion in the COP26 blue zone.
3	Medium-long term: shifting the curve upwards (4+ years) –  transformational ‘big’ thinking on how we might go beyond the current 250,000 hectare target if needed by the ‘what peat where’ analysis - requiring innovative and creative ‘out of the box’ thinking beyond current targets, constraints and operating models	Nothing significant to date – this is a primary focus of this commission .

 

Annex 2 - Delivery of peatland restoration in relation to climate change ambitions

Annex 3 – Summary of peatland emissions from different land types

Title:    Youth Engagement Action Plan – Year 1 Progress  

Date:   6 October 2021 

Purpose	Information
How does this link with our corporate priorities of improving biodiversity or delivering nature-based solutions to climate change:	Young People are a key stakeholder in realising a nature-rich, net zero future. This paper updates the Board on the progress made on last year’s Youth Engagement Action Plan, enabling us to further embed engagement and co–design with young people across all our work to improve biodiversity and deliver nature based solutions to climate change.
Summary:	In August 2020, the NatureScot Board confirmed the on-going and strong commitment to engaging young people in NatureScot’s work and sought a clear set of strategic actions required in order to deliver this. The paper presents a summary of the progress on the subsequent Action Plan to date. Good progress has been made, with the majority (60%) of outputs completed, on track to be completed, or successfully implemented and on-going. Some (25%) outputs are underway but behind schedule, and a few (15%) have been identified as falling significantly behind completion date or are currently unable to be carried out. The primary causes of delay are Covid-19, preventing or delaying engagement with young people, and latterly since the easing of restrictions the need for staff to prioritise COP15 and COP26 work.
Actions:	Board to note the one year progress on the Action Plan.
Report Author(s):	Abi Gardner and Dougie Pollok  – People and Places Activity
Sponsor:	Nick Halfhide –Director of Nature and Climate Change
Appendices:	Annex A – Youth Engagement Action Plan – progress update

 

Purpose

1. In May 2020, the Board considered two sets of recommendations from young people regarding how NatureScot could improvement engagement and inclusion of young people across our work – through the papers titled ‘Beyond ReRoute – Engaging young people in the work of NatureScot’ and ‘Youth employment at NatureScot’. Following these papers, a sub-group of the Board (Angus Campbell, Ian Gillies, Kate Broughton and Susan Murray) was actioned to work with staff to develop these recommendations into a single suite of actions – NatureScot’s Youth Engagement Action Plan - that NatureScot would carry out to drive our on-going and strong commitment to engaging young people. The Board asked to be updated on the progress of this action plan annually. The plan consists of nine strategic and operational objectives, 27 actions, and 41 outputs. While this plan focuses on young people, the approaches it proposes to stronger engagement and empowerment are relevant to other stakeholder groups that NatureScot engages with. The commitment to this work in NatureScot was conveyed to staff through a statement of intent from our CEO.

Highlights

2. Below is a summary of progress to date with objective summaries in Annex A:

• NatureScot was a founding signatory of the iWill Power of Youth Charter, stating our commitment to ensuring all young people are empowered to take action, make a difference, and influence change.
• Two Co-design and Youth Engagement Winter Carnival Sessions were held and attended by representatives from 16 teams across the organisation and Senior Leadership Team members.
• Established a Co-design and Youth Engagement Intranet Hub with tools, resources, and case studies to raise awareness of co-design principles and encourage best practice. A ‘Young People’ MS Team was created to coordinate youth-focused work across the organisation and to support staff.
• The People and Places team will be joined by a new recruit on a two year Project Placement who will be supporting the plan through helping to develop our co-design frameworks, and a nine month part-time John Smith Ethnic Minorities Leadership  intern who will be assisting with communication related actions.
• Integration of co-design principles into our project management training and guidance.
• The launch of Scotland’s Young People Forest – a youth-led, co-designed forest.
• The successful launch of the Programme for Youth Employment and publication of the Nature-based jobs and Skills Action Plan 2021-2022.

Work in progress

3. Unsurprisingly, Covid-19 and the resulting restrictions have been the major cause for delays, either due to projects and funds not being delivered as expected or delays in progress due to changes in priorities. It is expected that as restrictions ease, and priorities change, that these actions will be able to be carried out.
4. Staff involved in delivering the Plan have also been heavily involved in COP15 and COP26 activity as well as the setting up and running of the Better Places Fund, both of which were prioritised due to their time critical nature. Focus on the Action Plan is expected to pick-up again post-COP26.

Next Steps

5. This is an information paper that was requested by the Board as part of the Youth Engagement Action Plan.

6. Over the next 10 months we will focus efforts on progressing the objectives that have fallen behind and as part of this process will engage with Board members to review if the current objectives are fit for purpose and meet the aspirations of the Board in terms of our youth engagement in the new corporate plan.

Annex A - Youth Engagement Action Plan - objective progress summary

Objective	Progress and next steps	Status
STRATEGIC
1. Embed our commitment to engage and empowering young people through our strategic plans and processes.	Development and publication of Youth Engagement Action Plan with accompanying statement of Intent. Youth engagement with the design of the new corporate strategy underway.	Green
2, Explore and develop networks and panels to engage young people more effectively in our work.	Insights into youth networks and panels on-going, with additional work needed to identify where co-design principles are being used. Slightly behind schedule as many networks and panels were ‘on hold’ due to Covid.	Green
3. Increase opportunities for young people to be better represented at the various levels of our decision making.	Gathering experience from other organisations regarding how they best integrate young people into decision-making is currently underway. An assessment of NatureScot governance structures to see which offer the most effective route to better engage young people in them is due in the next year.	Green
4. Provide leadership for our sector through sharing knowledge, skills and experience in engaging young people.	Connecting partners with established youth networks and committees, and sponsorship of relevant awards, is ongoing. Work to identify a mechanism to measure skills gaps within NatureScot’s remit was commissioned and our Green Finance and Green Recovery proposals connect to wider opportunities for enhancing nature-based employment and skills. A sharing good practice event and the development of an Influencing Plan to engage strategic stakeholders on our ambitions for youth employment in the environment sector will be carried out in the next year.	Amber
OPERATIONAL
5. Support all Activity and Area Teams to realise opportunities for engaging young people in their work through co-design and co-production.	Support for staff to facilitate co-design in their work has increased. Work on a process for identifying the most relevant information and taking forward co-designing resources delayed due to accessibility work. This is expected to be completed over the next year.	Amber
6. Increase and share staff’s skills, experience and knowledge of effectively engaging young people through co-design and co-production.	Efforts to increase staff awareness and skills in youth engagement and co-design has been completed. This work will be ongoing to ensure staff continue to be upskilled.	Green
7. Review and develop the use of our funding to encourage greater engagement from young people.	Progress regarding funding, and our youth fund – the Future Routes Fund – has been delayed by Covid-19. It is expected that as restrictions relax progress will be made with the respective teams.	Red
8. Review and improve operational procedures to better accommodate the needs of young people.	Reviews of procedures and improvements to our EqIA processes have been completed. Work regarding working with young people to identify the type and style of engagement completed in the ReRoute review but in need of updating.	Green
9. Implement a unified approach to improve the internal employment and training of young people.	The Programme for Youth Employment was launched and the respective recommendations from the Young Employee Panel integrated. Next year we will take forward a talent management review to reflect intergenerational learning opportunities and also the development of an Influencing Plan to support youth employment ambitions in relation to delivering nature based solutions.	Amber