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| Welcome to Loch Garten - but will the welcome be so warm after the New Year cutbacks? |
In the wake of recent reports in The Wryneck, the RSPB has now confirmed that cuts are to be made at its network of 220-plus nature reserves, among them those at Abernethy/ Loch Garten (of Osprey fame) and Rainham Marshes - a favourite with Londoners (and actress Alison Steadman). Neither will close but they are to lose their shops/ cafes early in the New Year. As it seeks to reduce costs, the society has identified five other target sites where facilities will be reduced or which might be offloaded altogether. The RSPB's statement is below.
Like any responsible charity, we are always trying to make sure that the money that we receive from our generous members and supporters is spent in the best possible way to help nature.
The economy has not been in the best of shape in recent years.
Every one of us is feeling the cost-of-living crisis and inflationary pressure, and many people are having to make difficult decisions in their day-to-day lives to make ends meet.
This situation also impacts the RSPB, and indeed many in our sector, in several ways, including increasing cost pressures as suppliers put up prices and rising energy costs across our large estate.
Our income is growing but not fast enough to keep up with rising costs.
To give a sense of this, it took £150 million to deliver our work two years ago.
Today that same work will cost us £165 million, a 10 per cent cost rise.
And so, to ensure our longer-term sustainability, we have completed a comprehensive review of our operations.
We have looked across the organisation for improvements and efficiencies - from how we do our work to where we buy the things we need to do it.
As our incredible nature reserves and what we deliver for nature on them make up the largest proportion of our financial spend each year, we have also been looking at our reserve network and other small pieces of land that we own or manage to make sure that what we are doing in these places makes sense both in terms of protecting and restoring nature and financially in the longer term.
Because nature needs us to be at our very best not only for now but way into the future.
Our staff who work on these sites and our incredible volunteers who do so much are the beating heart of what we do.
But to remain strong and viable we need to make some changes.
To be clear, it does not mean selling off large areas of land to the highest bidder and it does not mean that any of our flagship reserves will disappear.
This work has meant really focusing in on what each site’s unique contribution to our strategy and mission should be.
At some of our nature reserves, a very small number of facilities are planned for closure or potential change of management. This includes five retail facilities, one cafe, and four visitor centres across a total of seven sites:
Loch Garten Nature Reserve, Abernethy, Scotland - retail facility
RSPB Newport Wetlands, Newport, Wales - retail facility
RSPB Dungeness, Kent, England - retail facility
Flatford Wildlife Garden, Suffolk, England - reviewing options for the future of the reserve during 2025, including potential change of management
RSPB Rye Meads, Hertfordshire, England - reviewing options for the future of the reserve during 2025, including potential change of management
RSPB Fairhaven Lake Visitor Centre, Lancashire, England - retail facility and visitor centre
Rainham Marshes in Essex, England retail facility and cafe. The future management of the visitor centre will be explored over the next 12 months. The nature reserve will remain open.
At others, we are reducing our work in order to do more elsewhere.
At these sites, totalling less than 1 per cent of our landholding, this will mean working in partnership with other charities, community groups or local councils to find sustainable futures for these places.
In the coming years, some will focus primarily on maintenance, and others on developing their incredible conservation outcomes.
Our long-term aim is to focus on what we do best and where we can do this most effectively, and we’re continuing to grow the area of land that we manage and conserve for nature year on year.
Strategic acquisitions, particularly to our existing reserves, are critically important to us, so we can provide nature with bigger, more joined-up places to call home.
Since 2017, we have acquired over 8,500 hectares of new land to restore, from whole new reserves like Sherwood Forest and Glencripesdale in Scotland, through to strategic extensions such as at Blacktoft Sands in Yorkshire and Lakenheath in Suffolk.
The science tells us that nature does better in these larger more ecologically joined-up places and we have a number of exciting and large new acquisitions in the pipeline to be announced in the coming months.
We are also changing the schools visiting scheme on our reserves.
Our education work has achieved some incredible things over many decades, bringing millions of children closer to nature, helping bring about change within the education system, and providing much-loved resources for teachers.
Young people are incredibly important to us.
This is why we offer free entry to nature reserves for those aged 16-24 and our Youth Council recently collaborated on the 2024 Youth in Nature Summit, designed to inspire, empower and unite young people and leaders from across the environmental sector.
We have always regularly reviewed and refined our work to ensure it has the most impact, and our latest review of our educational programmes has concluded that our charitable and strategic aims are best delivered through an updated approach.
We will focus our education work on those areas where we can have the greatest impact and where we have a unique role to play.
We are developing a new approach to education that we believe, over time, will reach even more children and allow them to connect with nature in a much deeper way.
We will be able to share more details about what this means for the way we continue to welcome schools onto our reserves in 2025.
In the meantime, we remain committed to supporting schools and teachers through activities such as Schools Wild Challenge and Big Schools’ Birdwatch, and through our current digital resources for teachers on our website.
We are also increasing our work with schools through our new ‘Environment Leaders’ qualification and the development of a teacher CPD programme (Continuing Professional Development) that will build the skills and confidence of many more teachers to support learning in, through, about, and for nature, working in partnership with others.
Change is always challenging.
Since the RSPB began 135 years ago, we have been working to help create a world where wildlife and people can thrive.
Today, thanks to the generosity of our members, supporters, partners, funders and volunteers, the RSPB is the UK’s leading charity for nature conservation.
For this to continue for years to come, we will be even more focused on where this generous support can have the biggest impact - boosting numbers of birds and other wildlife, restoring the vital habitats they need, creating better nature havens for members to visit and bringing more people together who love birds and wildlife and who want to take action to restore the natural world.
We are committed to keeping our members informed about these changes, and we will next update them in the RSPB Magazine in December.
The Wryneck says: It is good that the RSPB has come clean about its intentions albeit with a statement that is mealy-mouthed, patronising and self-congratulatory. But the fact is that this initiative will be extremely damaging. Not only do the reserves provide a home for birds and other wildlife, but they showcase the RSPB to members and prospective members alike. To downgrade them can only have a negative effect, not least on the reputation of the society itself. There are 101 other ways in which it can save money, starting with the sale of its HQ in Sandy which is largely empty now that so many of its executive and administrative staff work from home. The society should also take a hard look at its ballooning management costs - especially in areas such as media management and diversity where its work is often not only misguided but also ineffective.
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