1. business and industrial
2. agriculture and forestry
3. forestry

National Forest Company
Business Plan 2013-2014
BUSINESS PLAN 2013 – 2014
with direction of travel to 2016
Contents
Page
1
The National Forest Company:
1
1.1
Purpose
1
1.2
The track record of the National Forest Company
1
1.3
Management, governance, effectiveness, accountability, sustainability and risk
management
2
2
Ministerial priorities and the mission of the National Forest Company 2013
3
3
National Forest Company objectives 2013 – 2016
4
3.1
Policy and delivery contexts
4
3.2
Summary of objectives
4
3.3
The extent of shift in objectives compared with 2012 – 2013
7
4
NFC work plan 2013 – 2014: activity, resources, outcomes, key performance
measures
8
5
Financial information 2013 – 2014
13
6
Delivery of National Forest Company’s work plan 2013 - 2014:
16
6.1
Service delivery reform
16
6.2
Achieving sustainable development
16
6.3
Performance management
16
6.4
Managing any 5% in-year reduction in budget
16
7
The National Forest as a national exemplar
17
8
Direction of travel to 2016
17
9
Appendices:
18
Organogram with responsibilities, resources and Board
18
Environment Policy Statement
19
Governance Statement
21
National Forest Delivery
Plan 2009–2014
1.
2.
3.
4.
5.
Key themes:
Continue to create The National Forest
Make the most of what has been created
Put communities at the heart of everything
A continuing profile as a national exemplar
Prepare for the period from 2014
The images used in this document were taken
in The National Forest as part of 2020Vision,
the most ambitious nature photography project
ever staged in the UK. The National Forest
was selected as an outstanding example of
regeneration on a landscape-scale, involving
local communities and wider national
partnerships.
2020Vision photo credits:
Ross Hoddinott (Cover), Ben Hall (pages 5 & 7)
and Peter Cairns (page 16)
VISION
1.
The National Forest Company
1.1
Purpose
1.1.1
The National Forest was initiated with cross-party support in the
early 1990s to demonstrate all the benefits of lowland forestry
close to populations. This purpose has remained constant and
The National Forest continues to meet both local expectation
and national policy objectives, including addressing the
economic challenges facing the country, Defra’s Departmental
priorities (see page 3) and the Natural Environment White Paper
(NEWP).
1.1.2
1.1.4
The National Forest Company works with private, public and
third sector partners, local and national, to achieve this,
increasingly exercising a facilitation role to enable all the
opportunities of the forest to be fully realised.
1.2
The track record of the National Forest Company
1.2.1
The Company has consistently delivered against its sustainable
development agenda, as described above. Forest cover is now
approaching 20%, around three times the original quantity of
woodland across the 200 square miles, with the majority of
sites being privately owned. This constitutes a leading national
re-afforestation achievement. In certain areas, a forested
landscape has already been achieved, now needing to be
managed and to mature, whilst elsewhere there remains more
to do to complete the mosaic of land uses framed by woodland
(which includes open spaces, other habitats, scattered trees
and denser woodlands).
1.2.2
The economic and social regeneration of the area has been as
rapid as the landscape change, with formerly blighted towns
and villages increasingly attractive to residents and businesses.
Major visitor centres, Conkers and Rosliston, have matured
and contribute to the visitor economy. Swadlincote in South
Derbyshire, for example, which has high economic growth, is
part of a District which markets itself as part of a new, green
National Forest brand, whilst retaining its earlier heritage. This
has encouraged inward investment. Since 1990, across the
Forest around 300 jobs have been created or safeguarded
through forestry-related activity and farm diversification and
there are over 4,400 jobs in the visitor economy.
1.2.3
In 2010, the National Forest Company received a very
favourable Efra Select Committee report and, in 2011, the
estimated net return on investment (focusing on recreation,
carbon and the woodland economy and a conservative estimate,
in not attempting to put a value on all the economic investment)
was £140m, likely to rise to c£700m on the maturity of the
Forest.
The National Forest Company was set up in 1995 to lead the
creation of this new, multi-purpose forest for England, across
200 square miles of the Midlands. Through the creation and
management of a mosaic landscape of woodland and other
habitats, on such a large scale, the Forest achieves:
●● strengthened ecosystems: resilience through scale and
quality;
●● the restoration of areas scarred by mining and other
extraction;
●● economic investment and business activity;
●● supply and demand for woodland products;
●● biodiversity gains;
●● climate change adaptation and mitigation, including carbon
abatement;
●● enhanced quality of life, health, social cohesion and
engagement;
●● a new visitor destination.
1.1.3
The National Forest has always been about more than trees and
is a national sustainable development exemplar.
National Forest Company - Business Plan 2013-2014
1
1.2.4
Awareness of The National Forest continues to grow, with
a national survey of over 2,000 people in November 2012
reporting that 43% were aware of The National Forest,
compared with 36% in 2006. Television coverage is important in
this, as is word of mouth and the experience of visiting, as well
as other media.
1.2.5
In 2012 – 2013, the National Forest Company completed
complex land acquisitions to enable forest creation to continue
at scale and began to work on the next phase of the Forest,
when woodland management will be a crucial and complex
programme for some years. It continues to develop new
attractions and visitor infrastructure, with the long distance
National Forest Way, currently under development, being the
latest in a chain of facilities, which includes a Youth Hostel and
a cycle centre.
1.3
Management, governance, effectiveness, accountability,
sustainability and risk management
1.3.1
The National Forest Company responded swiftly to the fiscal
challenges of the current Comprehensive Spending Review
period with a restructure and now operates with 15 full-time
equivalents and significantly reduced administration costs.
The Company aims to be an exemplar of good governance as
in other areas of its activity. It complies with good governance
practice principles for Executive NDPBs issued by Cabinet Office
and the Governance Statement is attached (Appendix 2).
1.3.2
Within its framework of achieving quality and value for money,
the Company has focused on controlling the unit cost of forest
creation, including introducing a parkland scheme, which is
cost-effective and important for landscapes where more intense
planting is inappropriate.
The Board
1.3.3
2
The Board has eight Directors, of whom seven are nonexecutives, reduced from nine. The Chair actively manages
performance and recruitment. Two new Directors will be
recruited in 2013 as part of the planned process of Board
refreshment, strengthening strategically critical areas of
expertise.
Audit results
1.3.4
The National Forest Company achieves consistently high
outcomes from its internal audits, with substantial assurances
on risk management, control and governance processes in the
last three years. Following the National Audit Office’s audit of
the 2011 - 12 financial statements, the Comptroller and Auditor
General certified them with an unqualified audit opinion, without
modification. The NAO indicated that good accounts had been
provided to them and found no significant control weaknesses.
The agreed timetable for the production and audit of the 2012
- 13 accounts will culminate in them being laid in Parliament in
late May, nearly two months earlier than in previous years.
Sustainability approach
1.3.5
The Board leads the monitoring and evaluation of the
Company’s contribution to minimal environmental impact,
alongside its work for social and economic benefit. The Company
has an Environmental Policy Statement (Appendix 3) and tracks
its own practice, seeking to control waste and energy use,
consistent with an already small operation where volumes of
print and use of energy can fluctuate due to activity and external
conditions.
Risk management
1.3.6
The Board leads on risk management, which is a standing item
on meetings of the Audit and Risk Committee. Board agendas
cover the key areas identified in the risk register, which is
reviewed fully every year and monitored half-yearly. All areas
are covered in the risk register including funding, governance,
strategy and key operational risks. This has allowed appropriate
focus to be given to these areas, enabling for example forward
planning for future organisational arrangements to maximise
resilience during a time of continued pressures on the public purse.
National Forest Company - Business Plan 2013-2014
2.
Ministerial priorities and the mission of the National Forest Company 2013
2.1
The mission of the National Forest Company reflects Defra Ministerial priorities, as illustrated in the following graphic.
Reflecting the
Defra vision
Reflecting Ministerial
priorities
NFC activity
2013-16
Enhancing the environment and biodiversity to improve quality of life and promote growth
Safeguard the
Forest’s health
through proactive
management
Grow
the rural
economy
Protect and
enhance the natural
environment
Reconnect
people
with nature
Alongside judicious
forest creation, a
major woodland
management
programme over
the next decade, to
maximise biodiversity
and public benefit,
and economic value.
Promoting enterprise
and employment in
the woodland and
sustainable tourism
economies and
the engagement
in the forest brand
by businesses and
partners.
Reflecting the
principles of the
NEWP, ensure
ecosystems are
managed in an
integrated way, to
achieve benefits
for people, wildlife,
soil, landscape and
climate change
Encouraging
responsibility for
local green space,
building a culture
of engagement
with nature ‘on
your doorstep’ and
delivering health
benefits.
The National Forest and the Government Forestry and Woodlands Policy Statement 2013: Protect, Improve and Expand
The National Forest Company welcomes the clarity and breadth of the Government Forestry and Woodlands Policy Statement. The central priorities of Protect,
Improve and Expand fit very well with the thrust of this Business Plan, which could be summarised as making the most of the asset created, for current and future
generations, whilst adding to it with care.
The Company agrees that judicious forest expansion is an important national and local goal and it will continue to find opportunities to create a forested landscape,
where it adds to ecological and public value. It looks forward to being a long-term test bed for the development of England’s woodland culture.
The Company continues to contribute to other departmental agendas including green infrastructure and localism, (Communities and Local Government), education
at school, college and HE levels, (BIS and DFE), economic growth (cross-Government) and health and well being, (Department for Health).
National Forest Company - Business Plan 2013-2014
3
3.
National Forest Company objectives
2013–2016
3.1
Policy and delivery contexts
commitment to be the greenest government ever and
complements its Big Tree Plant campaign, which the NFC
supports. Whilst the transformation has been dramatic, there
remain areas of the 200 square miles which are not contributing
as they will eventually to the forested landscape. Similarly, the
Forest is not yet unequivocally a destination defined for visitors
by the landscapes, attractions and activities expected in a
multi-dimensional forest. Forest creation on this scale requires
substantial resources but the Company’s current suite of forest
creation schemes enables the forest landscape to be added to
in a cost-effective way. The creation of The National Forest has
not prevented substantial food production continuing within the
area and forest creation takes its place alongside sustainable
agricultural activity.
i. Continued fiscal constraints: the need to demonstrate value
for money, impact and a contribution to economic recovery.
ii. A maturing green asset, which requires protecting and the
maximising of benefits.
iii.National policy supportive of widening the base and depth of
public engagement in the environment, and a local need to
do this, within the Forest, to achieve ii.
iv.High land prices, relatively low land availability for woodland
creation and concern re tree health: therefore forest creation
has to be targeted and reflect the focus of the Government’s
Policy Statement in response to the Independent Panel on
Forestry, of achieving multiple environmental outcomes,
including better and networked habitats for wildlife.
v. A national commitment to learning and research on largescale landscape change, to which the Company can
contribute and from which it can learn, The National Forest
engaging with Local Nature Partnerships and Nature
Improvement Areas.
vi.A requirement for all public bodies to determine their
organisational and governance arrangements for a
sustainable long-term future.
3.2
Summary of objectives 2013 – 2016
3.2.1
Creating a forest for the nation: to continue to establish new
forest sites, (native broadleaf woodland with some conifer,
carefully selected in relation to tree health) where they are costeffective and clearly contribute to biodiversity, economic, public
access, landscape or ecosystems goals.
3.2.2
Rationale: this objective contributes to Government’s
4
3.2.3
Using a wide range of forest creation mechanisms, some of
which have low or no cost to the NFC, ensures good control of
the average cost per hectare, although land acquisition will be
subject to a very buoyant land market, with steadily increasing
costs per hectare.
3.2.4
Attention to landscape-scale change ensures afforestation
over a wide area. Small, simple woods through the Freewoods
scheme, or parkland planting, provide wooded character
without excessive financial or management cost. The Changing
Landscapes Scheme provides for larger schemes with
potentially more variety and habitats.
3.2.5
The wording of this forest creation objective states explicitly the
need to justify forest creation given its capital and ongoing costs
and the need to secure resources (human and financial) for
substantial woodland management in the next decade.
3.2.6
National research, led by Natural England and Forest Research,
continues into the best ways to achieve large-scale landscape
change and the National Forest Company will seek to
collaborate in this and be a test bed as results emerge, enabling
future activity to achieve the best biodiversity, ecosystems and
landscape gains.
National Forest Company - Business Plan 2013-2014
i. addressing management of the 2,000ha of mature
woodlands not currently managed;
ii. the preservation of access, good signage, non-wooded
habitats, interpretation (including online and electronic) and
views;
iii.managing the threat from pests and diseases;
iv.woodland management as a means of large-scale public
engagement;
v. the encouragement of collaboration (e.g. machinery,
marketing, training) to achieve management in the National
Forest context. Delivering multiple environmental outcomes
– biodiversity, landscape, soil, water quality and other
ecosystem services.
3.2.7
3.2.8
3.2.9
Making the most of the asset: to initiate a sustained and
systematic forest and woodland management programme
to ensure the long term sustainability - economic, social and
environmental - of the Forest.
Rationale: with planting having taken place since the early
1990s, woodlands are beginning to require first thinnings. This
lays the foundation for economically productive woodlands
into the future and generates the need for employment of
contractors and agents. Every year, a new set of woodlands
will reach this stage. These are owned by a large number of
diverse and mostly private landowners; the National Forest
Company has a critical role in setting a culture of management
and providing the expertise, resources and learning for this to
happen.
Along with early thinnings, there are many other dimensions to
managing the Forest, all of which are complex to deliver over
such a large and diverse estate which includes a rare mix of
types of woodlands, landowners and non-wooded habitats:
Protecting The National Forest
In 2013 - 2014, following the unwelcome identification of ash
dieback (Chalara fraxinea) in England, itself on the back of
a number of other threats to tree health, the National Forest
Company will continue to follow national guidance scrupulously and
look to the longer-term about how the sourcing of trees, the design
and the upkeep of woodlands can minimise threats to tree health.
It will actively contribute to research and learning as appropriate
and promote landowner awareness and action as part of its forest
and woodland management programme.
3.2.10 It is very important for the NFC to see the Forest through the
eyes of the ‘average’ resident, visitor or landowner, not those
with an inside track. These key stakeholders and beneficiaries
need to experience consistently that the Forest is well-managed
in every respect, enjoyable and rewarding, whatever their
particular needs and interest: a special environment to be
looked after, preferably with their involvement. The Forest has
National Forest Company - Business Plan 2013-2014
5
reached a stage where further economic and social benefits will
depend on practical, sustained action over the next decade to
manage the core asset.
3.2.11 These emerging priorities will require new ways of working and
programmes led from the small NFC team, meaning that other
activity such as the development of new capital projects and
small grants will need to take second place.
The National Forest Way – The National Forest coming of
age as a walking destination
In 2013 - 2014 The National Forest Way will be prepared for
opening in Spring 2014. The route, using around 75 miles of
existing Rights of Way, will take walkers on a tour of the Forest,
showcasing its varied and developing landscapes. Over time,
links will be made to routes for other users, including horse-riders
and cyclists. An initial study suggested that a new long distance
trail could generate £600,000 of additional income to the local
economy per year and this has been a key driver for the project.
Taking its place alongside other national long-distance paths,
it will increase visitors to the Forest and, through links to urban
settlements, help promote local businesses. Looking to the future,
there are great opportunities to involve local people in looking after
the route and experiencing the health benefits of walking from your
doorstep.
3.2.12 A woodland culture of practical engagement: to encourage
responsibility for and enjoyment of local green space and a
deeper, wider understanding of woodland in the 21st century,
including experiencing their ecological and economic benefits.
3.2.13 Rationale: whilst there are many groups involved in the
Forest, with over 30,000 school children’s visits a year and
large numbers of organised activities, active participation is
uneven across the Forest and programmes of volunteering
do not yet tap the mainstream resident community in large
numbers. Therefore, and reflecting one important message of
the Independent Panel of Forestry, a wider woodland culture
6
is not yet established. To remedy this requires sustained
communication and easy-to-access, enjoyable opportunities to
engage which clearly make a difference. This is crucial for the
long-term sustainability of The National Forest.
3.2.14 Particularly in the Heart of the Forest, where there has been
the greatest transformation but where there is continuing social
need, there will be intensified programmes of volunteering and
engagement in woodland management. This will be through a
Heritage Lottery Fund bid if this is successful (outcome known
late March 2013) and, if not, a programme led by the Company
which will link the forest management programme to a major
increase in local engagement. This has many dimensions,
including volunteer walks leadership, woodland management
and the monitoring of sites (ecological and state of upkeep).
3.2.15 There are several local initiatives and partnerships which
complement the objectives of the National Forest Company.
These include Local Nature Partnerships, Local Enterprise
Partnerships and landscape scale projects, such as the
Birmingham and Black Country Nature Improvement Area, which
has components on woodland management and enhancement,
and community engagement
3.2.16 Economic growth: to promote the woodland and visitor
economies and the engagement with the forest brand by
businesses and partners.
3.2.17 Rationale: as the Forest matures, businesses, especially in the
visitor and woodland economies, increasingly choose to adopt
The National Forest as part of their brand and a marketing
opportunity. This is a major economic impact of the Forest,
with the visitor economy now worth £315m pa. For some, the
existence of the Forest has enabled the business to be created.
The major programme of forest and woodland management
outlined above is the key to stimulating the woodland economy
in the long-term.
National Forest Company - Business Plan 2013-2014
3.2.18 Even mature destinations continue to support their businesses
by promoting the brand and there is a continuing need to do this
in The National Forest, through relatively modest investment in
the co-ordination of tourism, working with Visit England (which
recognises The National Forest as an emerging destination), the
Destination Management Partnerships and the local authorities,
and through the promotion of the National Forest logo, which is
currently used by 149 organisations in total, 132 in the private
sector and 17 in the public & community sectors.
3.2.19 In 2013, more progress will be made in establishing the
National Forest Way as a major new visitor infrastructure, with
an opening by Spring 2014. It is predicted to boost substantially
the local economy along its route.
3.2.20 The future: to work towards and agree sustainable
organisational, funding and governance arrangements for The
National Forest in the next CSR period and beyond.
3.3
The extent of shift in objectives compared with 2012 –
2013
3.3.1
The five themes of the Delivery Plan 2009 – 2014 (see contents
page) are still pertinent and reflected in these objectives,
which are an evolution of those in the 2012 – 2013 business
plan. There is a shift of emphasis towards forest and woodland
management, (forest referring to the whole forest area, including
sites, attractions and the connected landscape and woodland
referring to wooded sites) whilst continuing to create the
Forest. The commitment to economic growth and progressing
sustainable long-term organisational, funding and governance
arrangements is strengthened, compared with 2012 – 2013.
The framework for the objectives has been simplified to reflect
main policy objectives.
3.2.21 Rationale: the National Forest Company has always been
forward-looking in its organisational arrangements. Its Board
is small and focused and has developed close working
relationships with the National Forest Charitable Trust in the last
two years.
3.2.22 The Board will seek to maintain and grow public funds in the
medium to long-term, to fulfil its commitment to realising all the
public benefits of a transformed landscape. However, in 2013 2014 it will also determine, with the Department, partners and
through the Company’s Triennial Review, the best organisational
and governance arrangements going forward into the next CSR
period. These are likely to include some form of continued public
support, the benefits of charitable status and a commercial arm.
In deciding future options, the Company will take due note of the
organisational landscape around it and the journeys of partner
bodies such as the Forestry Commission and Natural England.
National Forest Company - Business Plan 2013-2014
7
4.
NFC work plan 2013 – 2014: activity, resources, outcomes, key performance measures
4.1
The tables below refer to key activity to achieve the Delivery Plan in 2013 – 2014. They do not attempt to be comprehensive and financial
information (Section 5) gives a full breakdown of activity, income and spend. Note also that in the nature of the NFC’s work, some areas have
large spend against a relatively small staff. Other important work, such as community engagement, has relatively small budgets to deliver them.
Creating a forest for the nation: to continue to establish new forest sites, where they are cost-effective and clearly contribute to biodiversity, public
access, landscape or other key strategic goals.
Activity
Resources
Outcomes
Creation of new forest sites to secure multiple environmental outcomes, combining woodland with
other habitats, through grant schemes, development (planning consents, mineral restoration), and
other mechanisms, e.g. HLS Parkland, funded through other programmes led by Natural England.
£1,300,000 grant in aid.
135 – 150 hectares of new
forest sites.
Additional resource from
donations, and partner activity.
Associated public, biodiversity
and economic benefits.
Momentum maintained during
transition to new RDPE.
Engagement with and support of Local Nature Partnerships.
Staff time.
Key performance measures:
Average price per hectare across all mechanisms - target ≤ £10,000 to take into account predicted land inflation.
(Average prices per hectare 2013 - 2014: £9,300; 2012 - 2013: £7,730; 2011 - 2012: £9,650).
Biodiversity gains from non-wooded habitats: 45ha.
Access created: 180ha.
8
National Forest Company - Business Plan 2013-2014
Stronger LNPs with forestry
components as appropriate.
Making the most of the asset: to initiate a sustained and systematic forest and woodland management programme to ensure the long term
sustainability of the Forest.
Activity
Resources
Outcomes
Inspect sites, promote woodland management plans, and provide advice to woodland owners,
building the management skills capacity of the Forest.
£200,000
Safeguarding the economic
potential of commercially
valuable planting.
Pilot woodland management regimes on priority sites, including the route of the National Forest
Way.
Reduced risk of not achieving
the economic, landscape and
biodiversity value of the Forest.
Promote tree health, including inspecting for disease and addressing grey squirrel and deer
control.
Landowners skilled in
management.
Assess and take forward the economic potential of the forest estate through woodland
management.
Structure of Forest established
for future decades.
Refresh forest site infrastructure and prepare for the extraction of timber.
Visitor experience of the Forest
improved.
Assess the need to open up views and consider management for landscape value.
Develop woodland management regimes to deliver multiple environmental outcomes –
biodiversity, landscape, soil, water quality, and other ecosystem services.
Advice from Natural England.
Integrated management to
secure a range of ecosystem
benefits and the best value for
money.
Key performance measures:
Landowners receiving inspections (including pests and diseases) and advice – target: 40.
Number of forest sites with management plans - target: 12.
Number and % of sites in management – baseline and target to be established for 2013 - 2014 .
Extent of pest and disease control – baseline and target to be established for 2013 - 2014.
Number of landowners engaged in Woodland Owners’ Club - target: 200.
National Forest Company - Business Plan 2013-2014
9
A woodland culture of practical engagement: to encourage responsibility for and enjoyment of local green space and a deeper, wider understanding of
woodland in the 21st century
Activity
Resources
Outcomes
Public engaged in woodland management, particularly through building community stewardship of
woodlands.
HLF £100,000, if successful.
Grant in aid funded at lower
level, if not.
Building a woodland culture.
Communication with residents, visitors and users.
Staff time.
Public and local business engaged in civil society, especially in the Heart of the Forest.
Key performance measure (note that not all these may be measured annually):
Numbers of public engaged in woodland management in the Heart of the Forest – baseline 2013 - 2014.
Numbers involved in wider forest-related activities and % from communities at risk of exclusion .
Numbers of residents reached by communication – baseline 2013 - 2014.
Numbers of residents involved in civil society in the Heart of the Forest – baseline 2013 - 2014.
Numbers of children involved in environmental education.
Longitudinal surveys of public understanding of forestry and woodlands.
10
National Forest Company - Business Plan 2013-2014
Long-term sustainability of the
Forest increased.
Increased understanding,
awareness of and engagement
in the Forest.
Economic growth: to promote the woodland and visitor economies and the engagement with the forest brand by businesses and partners.
Activity
Resources
Outcomes
Prepare National Forest Way for opening Spring 2014.
£70,000 grant in aid. Partner
buy-in and development.
A major new element in The
National Forest’s visitor
infrastructure.
Promote the woodland economy through management work (above), Wood Fair and woodland
economy website.
£10,000 grant in aid for the
Wood Fair.
The Wood Fair reputation is
further enhanced. Market for
woodland products promoted.
Deliver National Forest and Beyond Visitor Campaign.
£72,000 for tourism
programme (includes £27,000
from partners and £20,000
advertising revenue for
National Forest & Beyond
Visitor Campaign).
Visitor numbers to The
National Forest sustained and
progressively grown.
Promote National Forest brand and logo.
Staff time.
More businesses aid the
promotion of The National
Forest through logo use.
Engage with Local Enterprise Partnerships.
Staff time.
Potential for funding of capital
projects.
Key performance measures (note that not all these may be measured annually):
Return on Investment of the Visitor Campaign.
Economic value of visitor economy: £315m in 2010.
Businesses using NF logo. 149 in January 2013 (a proxy of the value businesses place in The National Forest).
Wood Fair exhibitors, numbers and qualitative feedback. 141 exhibitors, 5,500 visitors and excellent feedback in 2012.
From 2014: visitor numbers for and economic impact of the National Forest Way.
Further measure of woodland economy to be developed through woodland economy and management workstream.
Overall economic value of The National Forest, through longitudinal surveys.
National Forest Company - Business Plan 2013-2014
11
The future: to work towards and agree sustainable organisational, funding and governance arrangements for The National Forest in the next CSR period
and beyond, maintaining The National Forest’s status as a national exemplar.
Activity
Resources
Outcomes
Secure business sponsorship.
£25,000 grant in aid to
stimulate donations by
individuals and businesses.
Diversified funding base
including from business
partners.
Agree future working arrangements with the National Forest Charitable Trust.
Staff time.
Agreed future delivery and
governance mechanisms for
The National Forest by end
2013.
Agree Strategy from 2014 with Department and partners.
Staff time.
Effective and shared delivery of
Strategy from 2014
Contribute to national thinking and practice (Section 7).
Staff time.
National learning ehanced.
Actively engage in the NFC Triennial Review.
Key performance measures:
Value generated by business sponsorship partners - target: £130 - £180k.
Partner, funder and stakeholder contributions to the strategy from 2014, including governance and funding of The National Forest.
12
National Forest Company - Business Plan 2013-2014
5.
Financial information
5.1
Budgets and Allocations
Table 1: 2013/14 Budget Allocations (£k)
Admin
Programme
Capital
Total AME
Pay
Consultancy
Estates & Accommodation
Information Technology
Office Services
Travel & Subsistence
Other non-pay
Temporary Staff
Advertising & Marketing
Depreciation
Redundancy/Early Retirement Costs
Non-Pay
Defra Core Income (Grant in Aid)
Defra Network Income
Other Government Department
Income
Administration - External Income
Total Admin
Programme – Pay and Non-Pay
Programme - Grants
Programme - Land Acquisition
Programme – Other
Programme – External Income
Total Programme
Total Resource DEL
Project A/Category
Project B/Category B
Total CDEL
Total DEL
Pay
Non-Pay
Levy Income
Table 2: 2013/14 Activity Based Budgets
A
B
B
B
B
B
B
B
B
B
B
TOTAL B
C
C
C
246
0
16
12
0
6
32
0
3
85
19
173
-2,855
0
0
C
TOTAL A,B &C
D
D
D
D
D
TOTAL D
TOTAL A,B,C & D
E
E
TOTAL E
TOTAL A,B,C,D & E
F
F
F
-6
-2,442
758
740
678
392
-200
2,368
-74
0
0
0
-74
0
0
Departmental Expenditure Limit
Programme
Pay &
Non-Pay
Programme
Grants/
Other
Activity 1
Creating a forest for
the nation
171
1,300
1,471
Activity 2
Making the most of
the asset
137
200
337
Activity 3
A woodland
culture of practical
engagement
100
60
160
Activity 4
Economic growth
173
152
-50
275
Activity 5
The future
153
25
-150
28
24
73
758
1,810
Key activities
Other activity
TOTAL Programme
Programme
Ext Income
Total
97
-200
2,368
Admin Pay
246
Admin non-pay
173
Admin income
-6
TOTAL
2,781
Annually Managed Expenditure (AME) - Nil
National Forest Company - Business Plan 2013-2014
13
5.2
Table 3: Indicative SR Allocations (£k)
Admin DEL
2013/14
2014/15
Forecast
Outturn
Budget
Indicative
Allocations
FTE at
1/4/2012
Admin
Pay
232
246
240
Permanent Staff
Non Pay
174
173
170
Consultants
-7
-6
-6
399
413
404
Programme
Expenditure
2,720
2,568
2,467
Programme
Income
-195
-200
-250
2,525
2,368
2,217
-83
-74
-80
-83
-74
-80
2,841
2,707
2,541
134
166
TOTAL
TOTAL
Total Resource
DEL
Table 4: Staffing Levels
2012/13
Income
Programme
DEL
Staffing Levels and VER/VES intentions
TOTAL
GRAND TOTAL
PLANNED SAVINGS
DEL
Administration
DEL
Programme
Total
(Cash)
368
2,639
3,007
89
2013/14
346
2,509
2,855
85
2014/15
323
2,378
2,701
81
14
Prog
Admin
Prog
11.6
4.5
13.5
4.3
13.7
3.7
11.6
4.5
13.5
4.3
13.7
+0.8
+1.9
-0.2
+0.2
Actual/Planned VER/
VES impacts
0
0
0
0
Estimated VER/VES
cost implications in £k
0
0
0
0
Temporary Staff
Inwardly seconded staff
Outwardly seconded
staff
Total Full Time
Equivalents
Staff changes from
previous year
DEL Admin
Depreciation
2012/13
Admin
Ave 2014/15
3.7
Table 3a: Indicative grant in aid (£k)
Year
Prog
Ave 2013/14
National Forest Company - Business Plan 2013-2014
5.3
Forecast Balance Sheet
5.4
Table 5: Forecast Balance Sheet (£k)
Statement of Financial
Position
Common Areas of Spend
Table 6: Common Areas of Spend
Actual
Forecast
Forecast
Forecast
Theme
Measure
2011/12
2012/13
2013/14
2014/15
Estate Costs
Total office estate (sqm)
2,946
2,175
2,640
3,200
Other Non Current Assets
0
0
0
0
Total Non Current Assets
2,946
2,175
2,640
3,200
Trade & other receivables
99
20
20
20
Cash and cash equivalents
245
1,190
1,350
1,500
Other current assets
0
0
0
0
Total current assets
344
1,210
1,370
1,520
-73
-60
-30
-30
Property, Plant and Equipment
Current Liabilities
Total cost of office estate (£k)
-40
-30
-25
-25
0
0
0
0
Assets less liabilities
3,177
3,295
3,955
4,665
General fund
3,145
3,265
3,925
4,635
32
30
30
30
3,177
3,295
3,955
4,665
Provisions
Revaluation reserve
Total taxpayers’ equity
47
3,133
Cost per sqm (£)
126
Procurement
Total procurement spend (£k)
348
Energy
Average price of energy (£/KWH)
IT
Total 3rd party ICT costs (£k)
40
Corporate Service
Cost
Human Resources (£k)
11
Finance (£k)
52
People
0.179
Procurement (£k)
5
Legal (£k)
0
Communications (£k)
34
Back office costs as a % of running costs
9.9%
Back office costs as a % of prog/admin costs
3.4%
Average staff costs1 (£k) of average FTE of 15
47.2
Number of recruitment exceptions
1
372
Cost per FTE (£)
Non current liabilities
Other payables
2012/13
0
Staff costs = salaries + social security + pension
National Forest Company - Business Plan 2013-2014
15
6.
National Forest Company’s work plan delivery
6.4
Managing any 5% in-year reduction in budget
6.1
Service delivery reform
6.4.1
6.1.1
The National Forest Company is a small body which has already
enacted major structural and procedural change. No scope
remains for removing functions and more resource will be
needed for forest management and public engagement going
forward which will be funded through less intensive forest
creation, as outlined in the delivery context.
6.1.2
However, it continually reviews and improves its working
methods. It will work more closely with Natural England and the
Forestry Commission on delivering the NEWP, particularly on
the research agenda. It will continue to automate its procedures
where possible and to review its administration requirements.
Engagement with the National Forest Charitable Trust, the
Department and the Triennial Review will finalise the most
effective arrangements for delivering the Forest going forward.
The National Forest Company does not anticipate reducing
staff to accommodate any reduction, as there are no more
staff savings to be made consistent with delivering the National
Forest’s current plan. A 5% reduction would be taken from the
forest creation target, as this represents the least impactful way
of making the saving. Depending on how this was done, this
could mean a reduction in the forest creation target of around
10 hectares.
6.2
Achieving sustainable development
6.2.1
The National Forest Company was one of the first Defra NDPBs
to have a sustainability plan and its internal statement of
sustainability practice is reviewed annually (Appendix 2). The
external commitment to sustainability is evident in the core
business of the Company and this is laid out in the document.
6.3
Performance management
6.3.1
The National Forest Company invests in its people and will
continue a programme of training and development in 2013
– 2014. The team is required to use Civil Service Learning
online and to identify individual priorities for development.
Performance management uses Defra’s competency
framework and in 2013 – 2014 there will be an explicit
focus in performance management on how the work gets
done: competencies, skills and behaviours. This is to support
colleagues in changing times and to build resilience and selfreliance, alongside high level teamwork.
16
National Forest Company - Business Plan 2013-2014
7.
The National Forest as a national exemplar
8.
Direction of travel to 2016
7.1
Whilst having a strong local impact, The National Forest exists to
be a national exemplar and test bed of practice in sustainable
development. In 2013 – 2014 this will be focused on the
following:
8.1
At the time of writing, the period 2014 – 2016 is somewhat
speculative in that it is subject to the outcomes of the Triennial
Review and the development of the strategy from 2014.
However, the following are anticipated:
i. While the next RDPE and its incentives are yet to be finalised,
The National Forest will test cost-effective means to achieve
woodland management on a large scale and how to engage
landowners in this.
ii. Working with Natural England and the Forestry Commission,
the NFC will be a test bed for the implementation of the
NEWP’s aspirations for large-scale ecological restoration,
exploring how to implement the core concepts of the Lawton
Review, which underpinned the NEWP.
iii.The NFC will continue to work with Forest Research on its
longitudinal study of climate change resilience, using sites in
the Forest.
iv.The NFC with partners will pioneer large-scale people
engagement in an area with a new landscape and historically
little tradition of land-based volunteering.
v. In governance, funding and organisational terms, the NFC will
seek to be an exemplar of forward-thinking and the setting up
of resilient and innovative structures for the future.
i. Continuing forest creation, drawing on national learning
about how to maximise ecological, landscape, economic and
human benefit.
ii. A steadily growing and substantial programme of forest
and woodland management, covering all dimensions as
outline above and having a prioritised approach to sites,
implemented in a timely manner and acting as an example
and facilitator with agents, landowners and contractors.
iii.A commensurate increase in public engagement in forest
management in its broadest sense and the embedding of a
long-term woodland culture.
iv.The completion of any organisational and governance
changes.
v. Potentially, the identification and development of new capital
and infrastructure projects, depending on the availability of
funds and opportunities.
vi.Continued partnership working, especially to identify new
partners from all sectors, for whom The National Forest is an
opportunity to meet their objectives, for example in recreation
and education. This should result in less pressure on the
public purse and a more resilient National Forest economy.
vii.Continued engagement in the Voluntary Carbon Code and
addressing climate change through The National Forest.
National Forest Company - Business Plan 2013-2014
17
9.
Appendices
Appendix 1: Organogram with responsibilities, resources and Board
Board
Chief
Executive
Director of
Operations
(Budget £1,760k)
Community
Liaison
Officer (pt)
Head of
Forestry
Media
Relations
Officer (pt)
Corporate &
Strategic
Advisor (pt)
Head of
Landscape,
Biodiversity &
Recreation
Tourism
Promotion &
Development
Officer
(Budget £25k)
Green
Infrastructure
& Planning
Officer
Woodland
Officer
Woodland
Management
Programme
Officer
18
Head of
Corporate
Services
Head of
Fundraising
National Forest Company - Business Plan 2013-2014
(Budget £1,070k)
Funding &
Partnerships
Officer (pt)
Information
Services
Officer
Executive
Assistant
Administration
Officer
Administration
Assistant (pt)
Appendix 2
In its own operations, the NFC aims to:
●● Achieve maximum sustainability in its use of resources.
National Forest Company
Environment Policy Statement
The National Forest Company (NFC) is committed to protecting and
enhancing the environment both now and in the future. By minimising
the impacts of our own activities, and those of others where we have
influence, the NFC will contribute to the improvement of the local and
global environment.
There are essentially two spheres of influence, the external with its core
business of forest creation and working with partners, and internal in
terms of the operation of the NFC.
In The National Forest, the NFC will:
●● Enhance carbon absorption through tree planting and appropriate
landscape improvement.
●● Take action to help landscape, wildlife and communities of The
National Forest adapt and be resilient to climate change.
●● Conserve and enhance The National Forest’s wildlife and habitats.
●● Conserve and enhance the character, diversity and local
distinctiveness of National Forest landscapes.
●● Provide opportunities for public access and enjoyment of green
spaces.
●● Support action to create a healthy environment, with reduced
pollution and contamination.
●● Where appropriate, seek opportunities to work with others to
reduce the risk and impact of floods and droughts.
●● Encourage the use and generation of renewable energy where it
does not significantly impact on the other aims of The National
Forest.
●● Engage with partners on environmental issues, participating in
community action and initiatives.
●● Achieve the maximum reduction in waste production and minimise
its environmental impact, by following the hierarchy of reduce,
reuse, recycle before disposal.
●● Reduce greenhouse gas emissions.
In support of these aims, the NFC is committed to:
●● Being aware of and taking into consideration the impacts which our
policies and programmes have, or could have, on the environment.
●● Timely actions to prevent or minimise those impacts.
●● Integrating environmental best practice in corporate and specific
policies where appropriate.
●● Setting objectives to support these policy commitments and, where
possible, deliver continual improvement in our environmental
performance.
●● Compliance with the requirements of all environmental legislation,
and other environmental commitments to which we subscribe as a
minimum.
●● Raising awareness and encouraging participation among
employees and other stakeholders in environmental matters.
●● Ensuring purchasing and contracting decisions are mindful of
environmental impacts.
●● Seeking to work with partners, businesses and other organisations
which demonstrate commitment to reducing their own
environmental impact.
●● Increasing understanding of environmental issues related to
our work forestry, ensuring everyone has access to accurate
information, which encourages sustainable lifestyle changes and
focused voluntary action within The National Forest.
National Forest Company - Business Plan 2013-2014
19
Objectives
1. Forest creation continues to increase The National Forest’s resilience
to the predicted changes in climate.
2. Promote the good stewardship of habitats within the Forest. On
NFC owned/managed land, assess its potential for biodiversity and
manage accordingly to maximise opportunities for wildlife.
3. The NFC’s carbon emissions are monitored, minimised and reviewed.
4. The amount of waste produced and recycled by the NFC is monitored
and minimised.
5. The NFC encourages the efficient use of water.
6. The NFC’s procurement of goods, works and services is carried out
with environmental sustainability as a criterion.
7. Staff, Board members and partners understand the NFC’s
commitment to improving its environmental performance and,
where relevant, know how they can contribute to the achievement of
objectives.
September 2012
This statement is reviewed annually by the Board and outcomes are
reported on in the Sustainability Report.
20
National Forest Company - Business Plan 2013-2014
AF
T
The NFC is an Executive NDPB operating at ‘arm’s length’ from its
sponsor department, the Department for Environment, Food and
Rural Affairs (Defra). The Department produces its own Governance
Statement, the contents of which reflect the conclusions from the
statements produced by all network bodies.
Governance Framework
DR
The NFC Board, comprising eight Directors (seven Non-executive
Directors and the Chief Executive), is responsible for determining the
strategy for the organisation, approving the annual Business Plan and
ensuring that the Company has appropriate policies and procedures
to fulfil its obligations with regard to the use of public funds. Directors
adhere to a Code of Conduct which details the corporate responsibilities
of the Board and the responsibilities of individual Board members.
Directors are selected to enable the Board to have an appropriate
balance of skills, experience, independence and knowledge to discharge
its duties effectively. In early 2012, the Board undertook a review of its
own effectiveness which included consideration of the necessary skills
mix. This informed decisions taken regarding the recruitment of two
new Directors to join the Board from April 2013. Coupled with this, the
Minister approved recommendations as regards reappointment of three
Directors where periods of reappointment varied from one to three years
so as to avoid the situation where the majority of contracts expired at the
same time as was the case.
The NFC Chair is appointed by the Minister of State to whom she
is accountable and with whom she has an annual review when her
performance is assessed against objectives agreed for the year. The
Chair undertakes annual performance reviews with the Chief Executive
and other Non-executive Directors.
The Board, when it reviewed its performance, concluded that it was
working effectively and fulfilling its remit. One outcome was that
the Board felt its discussions should be at a more strategic, rather
than operational, level. This is now reflected in the agenda for Board
meetings where the Chief Executive gives an oral strategic update
which complements the commentary provided by the Chair. Board
business conducted during 2012-13 also reflected this shift with
business including consideration of the process to produce a new Forest
strategy for 2014 and beyond, including the issues to address and
consultation to undertake; approval of the Business Plan and monitoring
of progress against objectives set; judging of Changing Landscapes
Scheme applications; approval of a new parkland/wood pastures grant
scheme; endorsing a proposal for NFC to act as Accounting Body for a
Heritage Lottery Fund bid centred around the heart of the Forest; and
consideration of future organisational and governance arrangements.
The Board will next review its performance in 2013-14.
T
As the designated Accounting Officer for the National Forest Company
(NFC), I have responsibility for the management and control of the
resources used within the organisation. This Governance Statement
explains the NFC’s governance arrangements, describes how risk is
managed, outlines the system of internal control and comments on the
effectiveness of these arrangements.
AF
Draft National Forest Company Governance Statement
Defra is responsible for the recruitment of Non-executive Directors to
the NFC Board. It consults with the Company on requirements and the
NFC Chair is a member of the selection panel. Appointments are made
in accordance with regulations issued by the Commissioner for Public
Appointments. Initial appointments are usually made for a three year
term of office.
DR
Appendix 3
In 2013-14 the NFC will be subject to a Triennial Review to assess its
effectiveness and performance and to determine whether it remains the
most appropriate vehicle to continue with the remit of overseeing The
National Forest.
National Forest Company - Business Plan 2013-2014
21
DR
A key committee of the Board is the Audit and Risk Committee (ARC)
which comprises three Non-executive Directors and an independent
qualified accountant. The Chief Executive, in her capacity as Accounting
Officer, attends meetings. Minutes of meetings are circulated to all
Directors, oral reports are given to the Board on business conducted and
the Committee presents an annual report on its activities to the Board.
The ARC met three times during 2012-13. Its work included
consideration of the financial statements for 2011-12 and the draft
Audit Completion Report issued by the NAO prior to the accounts being
certified by the Comptroller & Auditor General with an unqualified audit
opinion and without modification; receiving the NAO’s Audit Planning
Report for 2012-13; considering reports issued by internal audit;
reviewing draft Governance Statement and Sustainability Report for
2012-13; reviewing finance reports prior to them being considered by
the Board, and fulfilling its responsibilities in respect of risk management
(see below).
22
T
In addition there is an Access & Recreation Working Group and a Tourism
Partnership Group where membership comprises representatives from
partner organisations. The former is chaired by a Non-executive Director
and the latter by the NFC Chief Executive. The terms of reference for
the groups were agreed by the NFC Board and minutes of meetings are
copied to all Directors.
AF
AF
T
The NFC complies with good governance practice principles for Executive
NDPBs published by the Cabinet Office as they apply to the Company.
A variation from specified good practice, is that the NFC does not
have a Remuneration Committee to make recommendations on the
remuneration of senior executives. The Board agreed that it was not
necessary to establish such a committee. The salaries and terms of
conditions of NFC staff are analogous to those of staff employed in
core Defra. Salary reviews applied within the Department are applied to
NFC staff. The only NFC employee who is graded at Senior Civil Service
level is the Chief Executive. A recommendation in relation to the annual
performance related bonus payable to her is made by the NFC Chair,
after consulting fellow Non-executive Directors, and agreed with Defra.
Another committee of the Board is the Land Policy Group (LPG), chaired
by a Non-executive Director, which co-ordinates land acquisition activity;
oversees utilisation of the available budget and progress towards
achieving the year’s forest creation target; advises the Board on strategic
direction, and ensures compliance with the Land Acquisition Policy
agreed with Defra. The LPG in its operations receives professional advice
from a retained land agent. Specifically in 2012-13, the LPG received
reports and advised on complexities in relation to an acquisition of land
at Nanpantan and considered proposals arising from a strategic land
management options review.
Attendance record of Directors at meetings of the Board and its
Committees
(i)
Board – 4 meetings held during 2012-13
DR
The governance and sponsorship arrangements for the NFC are set out
in the new Framework Document finalised in 2012 which supersedes
the Management Statement/Financial Memorandum. It sets out the
arrangements that enable Defra to monitor NFC’s performance and
delivery; describes the controls that exist to safeguard propriety and
regularity, and clarifies the roles and accountabilities of Defra and NFC.
Meetings attended
Catherine Graham Harrison (Chair)
4
Sophie Churchill (Chief Executive)
4
Roger Clarke
4
Tony Hams
4
David Nicholls
4
Robin Pellew
4
Susan Warren
3
Judith Webb
4
National Forest Company - Business Plan 2013-2014
David Nicholls (Chair)
3
Roger Clarke
3
Judith Webb
3
Sophie Churchill (Chief Executive)
3
T
(iii) Land Policy Group – 3 meetings held during 2012-13
AF
Meetings attended
Tony Hams (Chair)
3
Catherine Graham Harrison
3
Robin Pellew
2
DR
Sophie Churchill
3
Internal controls and the work of internal audit
The system of internal control is designed to manage risk to a
reasonable level rather than to eliminate all risk of failure to achieve
policies and objectives; it can therefore only provide reasonable and not
absolute assurance of effectiveness. The system of internal control is
based on an ongoing process designed to identify and prioritise the risks
to the achievement of Company policies and objectives, to evaluate the
likelihood of those risks being realised and the impact should they be
realised, and to manage them efficiently, effectively and economically.
T
Meetings attended
The NFC seeks assurance on its systems of control from the work of its
appointed internal auditors, Mazars LLP, which operates in accordance
with Government Internal Audit Standards. During 2012-13 Mazars
undertook the programme of work agreed with management and the
ARC which equated to 14 days work. It covered core financial systems,
health & safety at woodland sites, site maintenance contracts, tourism
activity and followed up on recommendations arising from previous
audits. For each area audited a substantial assurance was given on the
effectiveness of internal controls and all audits concluded that identified
risks were being well managed and controls were in place to ensure that
value for money was achieved through effective operations. Arising from
the audits was a total of seven recommendations, all of a housekeeping
nature which have been accepted by management. Work undertaken
during the year informed the opinion expressed in the Annual Internal
Audit Report for 2012-13 that the NFC ‘has adequate and effective
risk management, control and governance processes to manage the
achievement of the Company’s objectives’.
AF
Audit & Risk Committee – 3 meetings held during 2012-13
During the course of its audit of the 2011-12 financial statements, the
NAO did not identify any significant control weaknesses or issues relating
to regularity or propriety.
DR
(ii)
The NFC has never experienced a case of fraud or suspected fraud.
In 2012 all staff successfully completed the Civil Service learning
counter fraud, bribery and corruption e-learning course.
Data handling
All staff sign copies of the Company’s data handling policy, confirming
that they will comply with its terms and have successfully completed
refresher training on ‘Protecting Information’ via Civil Service Learning
website.
No lapses of data security arose during 2012-13.
National Forest Company - Business Plan 2013-2014
23
AF
T
The ARC has responsibility for reviewing the risk management process
and the draft Risk Register before the highest scored risks are presented
to the Board. The ARC allocates the governance roles to Directors and
receives reports and assurance from them. ARC is also informed by the
work of internal audit. Risk management is a standing agenda item for
meetings of the Committee.
DR
The senior management team identifies the main risks faced in
achieving corporate objectives and targets as detailed in the Business
Plan; identify actions and controls needed to mitigate these risks; and
scores the remaining risk taking into consideration ‘significance’ and
‘probability’.
Risk management features on the agenda of two of the four Board
meetings held each year. In July 2012, the Board agreed that the
Risk Policy as amended by the ARC to incorporate reference to the
governance role allocated to Directors was an accurate reflection of the
NFC’s approach to risk. The highest scored risks and associated action
plans as contained in the 2012-13 Risk Register were reviewed. The
only new area of risk to feature amongst the highest scored risks related
to having the skills and resources needed to produce the new strategy
for the Forest. The others, as in previous years, included: the ability to
achieve the headline targets for new forest creation; threats to the level
of grant in aid receivable which year on year through the SR10 period
24
The NFC received no ministerial directions during the year.
Strategy and planning
T
The practice of allocating a governance role to Directors in respect of
specific high scored risks works well and enhances controls. For risks
allocated to them, Directors liaise with the designated lead officer and
seek assurance that the risk in question is being effectively managed
and that the plan of action identified to mitigate the risk is being
implemented. Their conclusions are fed back to the full Board.
The creation of The National Forest accords with the objectives of the
Forest Strategy for 2004 - 2014. In early 2012, the NFC Board and
senior executives considered the production of the new strategy to cover
the ten years from 2014. The context, process and timeline, questions
to be addressed, engagement of partners and the consultations to
be undertaken were all considered. Good progress has been made in
2012-13, particularly in relation to seeking the views and engagement
of key partners, notably Defra, Natural England, Forestry Commission
and Woodland Trust, producing the future vision for the Forest and
completing the consultation exercise which encouragingly showed
general support for the emerging direction for the strategy for 2014.
Work will continue during 2013-14 with the aim being to unveil the new
strategy in March 2014.
AF
The NFC Board is responsible for determining the NFC’s approach to risk,
agreeing the Risk Policy, setting the culture of risk management and for
monitoring the management of the highest scored risks as detailed in
the Risk Register.
is reducing; reliance on traditional public sector partners to support the
Forest at a time when their budgets and programmes are diminishing,
and failure of landowners and partners to maintain and deliver quality.
Joint working with the National Forest Charitable Trust and failure to
deliver anticipated benefits coupled with failure to identify and move
towards the most appropriate governance arrangements needed to
oversee The National Forest also featured prominently. Reassuringly the
governance review undertaken by Directors towards the end of 201213 identified that no perceived risk scores had increased, with many
reducing, and plans of action to mitigate risks were being implemented
to good effect.
DR
Risk Management
The NFC’s objectives are set out in its annual Business Plan, approved
by the Minister. The latest plan summarises work areas for 2013-14 and
the direction of travel to 2016; shows how resources are to be allocated;
contains key performance measures; and states how activity contributes
to ministerial priorities.
National Forest Company - Business Plan 2013-2014
Performance management
T
As Accounting Officer, I have overall responsibility for the achievement
of corporate objectives as detailed in the Business Plan. However,
responsibility for delivery of many of these is delegated to other staff in
the organisation. Responsibilities and objectives are detailed in annual
job plans for each employee and performance against these is assessed
through the staff review system. This includes a mid-year and end of year
assessment of how the individual has performed which determines any
entitlement to a performance-related bonus. An important element of
the job plan is delivery of the training and development needs identified
to equip the individual to perform effectively and linked with this 201213 was deemed to be a year of investment in the team.
DR
AF
The National Forest is being created for public benefit and the
engagement and views of members of the public are welcomed. The
Company has established procedures and arrangements for dealing
with complaints and requests made under the Freedom of Information
Act. During the year ended 31 March 2013, xx complaints were received
(compared with 10 in 2011-12), most of which related to sites in The
National Forest not owned by the NFC. All complaints were responded to
within the specified timescale.
Conclusion
No significant issues in relation to governance, risk, performance or
controls have arisen which need to be reported on in this Governance
Statement.
Sophie Churchill
Chief Executive and Accounting Officer
National Forest Company - Business Plan 2013-2014
25
The National Forest Company
Bath Yard, Moira, Swadlincote, Derbyshire DE12 6BA
Telephone: 01283 551211
Email: [email protected]
Website: www.nationalforest.org
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