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Environmental
Management Systems in
Outdoor Recreation: A
Case Study of a Forest
Enterprise (UK) Site
Xavier Font , Patricia Flynn , John Tribe &
Karen Yale
Published online: 29 Mar 2010.
To cite this article: Xavier Font , Patricia Flynn , John Tribe & Karen Yale
(2001) Environmental Management Systems in Outdoor Recreation: A Case
Study of a Forest Enterprise (UK) Site, Journal of Sustainable Tourism, 9:1,
44-60, DOI: 10.1080/09669580108667388
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Environmental Management Systems in
Outdoor Recreation: A Case Study of a
Forest Enterprise (UK) Site
Xavier Font
School of Tourism and Hospitality Management, Leeds Metropolitan
University, Leeds, LS1 3HE, UK
Patricia Flynn, John Tribe and Karen Yale
Buckinghamshire Chilterns University College, Faculty of Leisure and
Tourism, High Wycombe, Buckinghamshire, HP13 5BB, UK
Management of environmental impacts is a key requisite to achieve sustainable
tourism and recreation;and Environmental Management Systems (EMSs) provide the
framework to assess, plan, act upon, control and monitor environmental management
and performance.Although a large proportion of tourismand recreationsiteswould be
in a position to work towards an EMS, few of them are aware of what they need to do to
implement such systems. This case study analyses to what extent the elements of an
EMS are present in the current management of a Forest Enterprise site in the UK
providing outdoor recreation, promoting nature conservation and producing timber.
This paper demonstrates how an EMS can be applied to put a structure to the manage-
ment of a multi-purpose site, and concludes that this site, representativeof other Forest
Enterprise sites, can meet the basic demands of an EMS.
Introduction
Much research carried out in environmental tourism and recreation has
concentrated on specific isolated topics. These include identifying environ-
mental impacts, methods to monitor them, actions to alleviate them and so on
(Bromley, 1994; Liddle, 1997; Bell, 1997; Hammitt & Cole, 1998). Yet the trend in
environmental management is to ensure that companies acknowledge their
responsibility to be proactive towards environmental management by writing
their own agendas, rather than reactively meeting minimum legislation require-
ments (Font & Tribe, 2001a). An Environmental Management System (EMS)
provides the mechanisms to approach environmental management in a holistic
way, by encompassing the full Plan–Do–Check–Act cycle.
This paper looks at the relationship between outdoor recreation and environ-
mental management. Its aim is to identify whether the current management
practices and documentation of a recreational forest can constitute an EMS. The
main body of this paper is a case study of the environmental management of a
Forest Enterprise (FE) woodland park that examines to what extent the current
management of this site would fulfil the requirements of an EMS. This is
achieved by analysis of the key documents and procedures used to manage the
environment at the site, and comparison with an EMS approach. An FE site was
0966-9582/01/01 0044-17 $16.00/0
© 2001 X. Font et al.
JOURNAL OF SUSTAINABLE TOURISM
Vol. 9, No. 1, 2001
44

EMSs in Outdoor Recreation
45
chosen for this case study because this organisationis the single largest provider
of forest land for recreation in Britain, as well as the largest timber producer. FE
sites have over 50 million visitors per year and 3500 members of staff in total
(Broadhurst & Harrop, 2000; Forestry Commission, 2000). FE is also Britain’s
largest timber producer. Furthermore, FE sites are managed in a standardised
way (Tomkins, 1990), which means that the results of this case study are appli-
cable acrossthe range of FE sites. To respect the site’s confidentiality it is referred
to in this paper as Alpha Woods. First the elements of an EMS for countryside
tourismand recreation(Tribe
, 2000)willbe outlined, and then thecase study
et al.
willbe presented by reviewing thecurrent practicesagainsteachEMS heading.
A management system is a method of structuring and processing the
day-to-day practices and plans of a company. An EMS specifically aims to iden-
tify and incorporatethe management of environmental issues and consequences
related to an organisation’s operations ensuring thatrisks to the environment are
identified and minimised (Welford & Gouldson, 1993). An EMS provides a
systematic approach by which wider environmental issues as well as local
concerns can be incorporated into long-term strategies and day-to-day opera-
tionsof a site. The three principles thatanEMS brings togetherare(Gilbert, 1993):
·
·
·
everything done in business has some impact on the environment;
management systems control what is done in business; and
standards can be set for an EMS.
EMS requirements are based on the management philosophy known as the
Deming Cycle, consisting of four points of sound management practice summa-
rised as: Plan–Do–Check–Act (Collins, 2000). The key to an EMS is to integrate
environmental management within the whole management framework. Over
recent years this philosophy has been developed into comprehensive EMSs and
models and certification methods are available for mainstream industrial
sectors. There are a number of textbooks (Haigh, 1992; Gilbert, 1993; Hillary,
1997), manuals (TQM, 1996; Department of the Environment (DoE), 1996, 1997a,
b; LocalGovernment Management Board (LGMB), 1995a,b, c, 1996a,b, c), collec-
tions of case studies (Welford, 1994; Sheldon, 1997) and special reports (i.e.
Croner’s Environmental Policy and Procedures collection) to help organisations
implement systems. Most recently an EMS for countryside tourism and recre-
ation has been developed based on the generic International Standards ISO and
EMAS (Tribe
, 2000). The basics of this are outlined in Figure 1.
et al.
The purpose of each section (in Figure 1) is asfollows. First, thecommitmentof
management and their staff to the EMS is vital and should be expressed in the
form of an environmental policy. This policy should be developed with full
stakeholder contribution. A comprehensive policy should help to define a clear
list of environmental aims which guide the company in the development of its
EMS. The policy should show commitment to environmental issues not only
specific to the site in question but on a local, national and global level (Country-
side Recreation Network, 1996).
Second, the initial site review is an assessment of a site and an audit to establish
its current position. This should establish the current environmental manage-
ment culture and structure, analyse procedures in place for managing
recreational facilities, amenities and users, assess impacts on the forest and

46
Journal of Sustainable Tourism
Policy
Statement of the overall environmental aims of the site
and its management
Site Review
Survey of the current environmental condition and
management of the site, resulting in a base line from
which all future changes can be measured
Programme
Prioritises significant issues, sets targets for
improvements and specific goals and actions to achieve
them
Operations
Responsibilities of staff and resources necessary to
implement the programme are determined
Audit and Review
The EMS is assessed and its performance reviewed.
Figure 1 Elements of an environmental management system
: Tribe , 2000.
Source
et al.
consider to what degree these activities comply with regulation. All visitors,
knowingly or unknowingly, have an impact on the rural environment and the
quality and attractiveness of the countryside is in danger of becoming seriously
degraded (Federation of Nature and National Parks of Europe (FNNPE), 1993;
Sharpley, 1996; McGowan, 1996; Ceballos-Lascuráin, 1996). The site review
should list all the recreational activities, formal and informal, taking place in the
site. An assessment of environmental impacts from visitors such as damage to
trees, litter, trampling, disturbance of wildlife should be made and the wider
local environment should be analysed for evidence of negative disturbance from
visitors. A detailed analysis of on-site environmental impacts both positive and
negative should be carried out and catalogued (Bromley, 1994), and if possible
linked to the recreational activities first identified. This will assist in identifying
objectives and aimsand providing a comparisonagainstperformance during the
auditing process to assess progress.
Upon completion of the site review it should be possible to interpret the find-
ings into a series of objectives and targets taking into account the need to comply
with any legal or statutory requirements (Kiss & Shelton, 1997; Clayden &

EMSs in Outdoor Recreation
47
Trevelyan, 1983). The targets and objectives should be given an order of priority,
be realistic in terms of results and be possible to measure. This third stage is
referred to as the environmental programme and involves the formulation of a
strategy for achieving continued environmental performance via the day-to-day
operations of the organisation (LGMB, 1995c; Tribe
, 2000). The programme
et al.
will identify any changes to the current recreational activities:for example, some
activities may need zoning, limiting carrying capacity, screening from other
activities, refurbishing the facilities and places where they take place, and so on.
The programme will outline the actions to minimise impacts and link them to
targets, which will be revisited during the audit and review.
At the operational stage any shortcomings in the current environmental
management structure identified at the initial site review should be rectified and
a system put in place to enable the aimsand objectives ofthe policy to be fulfilled.
This includes systems for resource allocation, identification of human resource
skills needed, definition of roles and responsibilities and identification and
provision of appropriate training (TQM, 1996; DoE, 1997a). The ability of
management to successfully guide change, motivating employees and main-
taining their enthusiasm will have a major influence on whether the EMS will be
a success in the long term. Regular monitoring and measuring of operational
activities should be carried out and the results recorded, either in written, statis-
tical or photographic form (for example the state of footpaths, the quality and
visibility of signs, safety issues on mountain-biking trails. These should be clear
and relevant to the particular operational objective being measured.
Finally, the audit and review will ascertain whether the objectives of the envi-
ronmental policy are being addressed, whether the performance achieved is an
improvement on the initial measurement at the site review stage, and whether
this meets the programme targets. Feedback from stakeholders and changes in
legislation should be identified, acknowledged and acted upon. From this
review, new targets will be set for the next management cycle (Diamantis, 1998;
Tribe
, 2000).
et al.
Site managers implementing an EMS will benefit from a user-friendly system
of operation that builds on current site procedures and operations as well as
correlation with established systems such as ISO 14001 and EMAS. This will
allow them to introduce ongoing improvements to the management and to the
performance of therecreationalsite. The economic benefits from this system may
include more efficient working practices, reduced inputs and costs as well as the
increased potential for grant acquisition and the development of a proactive
stance towards future legislation. Work practices can be improved through the
encouragement of a dynamic staff moraleand proactiveattitudetowardschange
and the introduction of relevant stakeholders in appropriate decision-making
processes (Tribe
, 2000).
et al.
Systems such as ISO 14000 and EMAS have so far focused on large manufac-
turing organisations,and theforestry industryhas been forced to adapt to timber
certification programmes (Font & Tribe, 2000a). As yet few small tourism and
recreation companies are using them to their full potential. Center Parcs, a
pioneer in environmental management in tourism in Europe, has achieved ISO
14001 certification (Collins, 2000), but despite the fact that it is a large organisa-
tion compared to the average tourism company, it is still very small compared to

48
Journal of Sustainable Tourism
the majority of ISO 14001 applicants. Many of the environmental certification
systems for tourism require companies to apply EMS to their operations (see
Font & Buckley, 2001 for an overview, and specific examples in International
Hotels Environment Initiative(IHEI), 1994;Todd & Williams, 1996;Green Globe,
1999). The Green Business Tourism Scheme, Committed to Green, Green Globe
and, in the near future, the Blue Flag Campaign and the Seaside Awards are only
some of the systems that use an EMS approach (Font & Buckley, 2001). The
review of Alpha Woods is part of the feasibility study for a new ecolabel, the
Tourfor award, at the European level for tourism and outdoor recreation that
will certify forest and countryside sites against their ability to implement EMS
(Tourfor, 2000; Tribe, 2000).
Method
A qualitative paradigm using an interpretative–inductive technique was
considered the most appropriate method of data collection. Triangulation of
methods wasalsoused in order to gain a comprehensive insight into themanage-
ment practices currently in place at Alpha Woods. Three methods of data
collection were used, all of them common in the verification of EMSs (Font &
Tribe, 2000a). These three methods are the routine enquiry methods used as part
of the process for the certification of good practice by tourism ecolabels (Spittler
& Haak, 2001).
First an open-ended interview with the District Forest Manager was
conducted. An open-ended interview was considered an appropriate method so
that questions of meaning and ambiguity could be resolved. The open-ended
interview approach was based on a structure which covered the main compo-
nents of an EMS. Prompts were used to keep the interview on track. For example
under the heading of policy, prompts included topics such as management
commitment, compliance with legislation, commitment to sustainable forestry,
continuedimprovement in environmentalperformance and aims andobjectives.
The questions were designed to enable the interviewee to explain whether these
EMS requirements were met at Alpha Woods. As each subject was discussed a
tick was made next to the relevant bullet-point prompt and the interview was
continued to allow a thorough consideration of issues. The interview was
recorded and later transcribed.
Second, on-site non-participant observation was considered necessary to
verify how the management practices translated into site activities and therefore
validate or refute claims made elsewhere. It entailed accompanying the forest
rangers as they went about their daily activities. The rangers discussed issues,
constraints and barriers which they faced on a regular basis and the procedures
in place to allow them to deal with these questions.
Third, desk research was carried out, looking at working documents used to
assist management and staff achieve their environmental goals and objectives.
FE sites use a variety of standardised tools and documents, some of which are
outlined here. The mostimportantofthesewastheForest Design Plan, part ofthe
standard planning documentation used by all FE sites (Bell, 1998). This plan
includes timber production, conservation and recreation, although each one of
these three elements will receive higher or lower priority depending on the

EMSs in Outdoor Recreation
49
nature of the site. Other documents reviewed were the Environmental Manage-
ment Checklist, the Risk Assessment Document, the Pre-start Meeting/
Discussion on Contract document and site maps which provide timber contrac-
tors with thorough details of site hazards and sensitive areas. All these were
analysed and discussed with the staff.
This triangulation of methods as part of a single visit is how forest sites
applying for the Tourfor award will be verified (Font & Tribe, 2000b; Tourfor,
2000). The strength of the method is its ability to undertake the research in one
visit, to get a snapshot of practices, to cross-reference findings and to adapt the
research according to findings. The weaknesses of the method arise from the
possibility of bias from the respondents, the short period of time spent at the site
and the need for a facilitator at the site to liaise when looking for data.
The information gained through this triangulation of methods was analysed,
and the main effort of the reviewers was to slot the information into the catego-
ries of an EMS. The following section explains how current practices at Alpha
Woods fit an EMS structure. The information provided by the primary research
only provides a summary of the management of the site, rather than a compre-
hensive coverage of all aspects. This point is further addressed in the
conclusions.
Case Study: Alpha Woods, FE
The Forestry Commission is the government department responsible for
advising forestry ministers on forestry policy and for implementing that policy
throughout Britain. It has two executive agencies, Forest Research (FR) and
Forest Enterprise (FE). The latter is responsible for the management of the UK’s
state-owned forests, comprising 800,000 hectares of forest, managed for timber
production, conservation and public access. FE is heavily committed to the
provision offacilities for recreationaswell as camping and caravanningsites and
forest cabins (see Table 1). Some well known FE sites include the Forest of Dean,
the New Forest, Argyll, Glenmore, Sherwood and Kielder Forest Parks (Forestry
Commission, 2000).
The sitechosen for this study is Alpha Woods,an FE site situatedin a protected
area in England. Alpha Woods is an 800 acre multi-purpose forest which
Table 1 Recreation services owned and provided by the Forest Enterprise
Visitor Centres
21
700
Waymarked walks
Forest drives
11
Cycle trails
2600 km
166
Forest cabins
Rangers
150
Events/guided walks (each year)
Camping/caravan sites
600
25
: Broadhurst and Harrop, 2000.
Source

50
Journal of Sustainable Tourism
produces a valuable renewable timber crop, provides a wide variety of recre-
ational opportunities for approximately 200,000 visitors per year, supports a
diverse range of wildlife and is an important feature in the landscape. Alpha has
12 km of horse-riding trails, 11 km of family cycle route, 5 km of mountain-bike
trail, three walking trails, a barbecue area, six picnic areas, a forest fitness trail
and an all-abilities trail suitable for disabled visitors. Education and interpreta-
tion facilities are available related to bird- and animal-watching, one of the most
popular activities in the woods. Staff are divided into timber, recreation and
conservation teams: the first two teams aim not to cause negative environmental
impacts while the third one actively encourages environmental improvements.
Alpha Woods is, therefore, representative of many medium-sized FE proper-
ties, large enough to have a critical mass of recreational facilities but small
enough to not have recreationas its main purpose. The site was chosen because it
shows how a comparatively small site can still incorporate a relatively complex
management system.
FE has not specifically integrated an EMS into their sites’ management struc-
tures. Through the case study of Alpha Woods this paper will assess how its
current practices compare to an EMS based on the requirements for countryside
recreation and tourism devised by Tribe
(2000). The holistic management
et al.
approach of the site means that recreation is not dealt with separately, but is part
of an integrated planning and management structure. The management prac-
tices and documentation procedures of Alpha Woods were categorised
according to the five elements of this EMS: environmental policy, site review,
environmental programme, operations and audit and review. Organising
current practices under the EMS structure will demonstrate which management
practices already form part of an EMS, and where further developments would
be needed.
Environmental Policy
The majority of the evidence in relation to Alpha’s policy was found in docu-
ments, while the interview with the Forest Manager confirmed how that policy is
implemented. The national management aim of the Forestry Commission forms
a guiding policy for all the sites managed by FE. It seeks to produce the environ-
mental, financial, social and other outputs sought by ministers and the Forestry
Commissioners in a way which meets the government’s objectives and interna-
tional commitments and sustains both the environmental quality and
production potential of the Forest Estate, whilst still offering an efficient service.
Where a balance has to be struck between particular objectives, this is decided
through a corporate planning process in line with the UK Forestry Standard and
available resources. This policy is referred to by FE as their framework document
and is given practicalexpression through their objectives which are (1) Financial,
(2) Environmental and social; and (3) efficiency (see Table 2).
The policy which guides the environmental aims of Alpha Woods is the appli-
cation of the Forestry Commission objectives for this particular site, following
analysis of information and recommendations made by the Alpha management.
Their individual management aims and objectives have been formulated by
embracing the national management aims and objectives of the Forestry

EMSs in Outdoor Recreation
51
Table 2 EMS checklist results for Alpha Woods: Policy
An EMS policy ideally should…
Comments on Alpha
·
·
Be endorsed at highest Management
level
Endorsed by Forestry Commission
·
·
·
·
Comply with relevant legislation
A priority of their policy
Implicit
Aim for best practice and continued
improvement in environmental
performance
·
·
·
·
Commit to sustainable practice
International and national standards
Be a statement of environmental aims
of site and management
Yes, together with financial, social and
efficiency aims
Commission which demonstrate publicly their commitment to sustainability.
Although the policy is not specifically environment oriented, the need for a
balance between economic gains and environmental concerns is identified by
incorporatingthese principles into themanagement practicesofAlpha. The chal-
lenge for management and staff of Alpha Woods is to ensure that all objectives
are achieved with as few conflicts between aims as possible. This fulfils that part
ofthe policy statement of sustaining both the environmental quality and produc-
tion potential of the Forest Estate, whilst still offering an efficient service.
The financial goals will be achieved by increasing financial returns through
timber production, Christmas tree sales, educational visits and the parking fees
paid by their visitors. The environmental and social goals will be met by devel-
oping continuous woodland cover, creating an uneven age structure to the
woodland, optimising the recreation value of the woodland, maintaining and
enhancing the diversity of flora and fauna, enhancing the landscape and by
protecting and, where necessary, enhancing the conservation value. Finally, the
generic goal of efficiency will be met by aiming to be competent, cost-effective
and business-like in all their operations and to achieve the standards of service
set out in the FE’s Citizens Charter Standards Statement (Forest Enterprise,
1998).
Alpha Woods also addresses the government commitment to the 1992 Rio
Principles which is expressed in ‘Sustainable Forestry: The UK Programme 1994
and The UK Biodiversity Action Plan 1995’. The policy mentions the objective to
meet the government’s objectives and international commitments. For Alpha
this translates into a commitment to sustainable forestry and the maintenance of
natural habitats in accordance with the UK Biodiversity Action Plan 1995,
placing most emphasis on timber production. The policy aims and objectives
also enable Alpha to contribute towards the aims of Agenda 21 locally.
One of the increasingly important aspects of environmental management and
sustainable development is a commitmentto stakeholder input. This practicehas
not been emphasised greatly at Alpha Woods. Although visitor surveys are
carried out, regular user-group or stakeholder meetings do not yet appear to be
part of the formal management framework of this operation. The importance of

52
Journal of Sustainable Tourism
this environmental policy commitment as part of sustainable development is
highlighted in Tribe
(2000).
et al.
Site Review
A review should ascertain what procedures are in place for measuring the
environmental conditionof thesite, the management techniques used to manage
recreation and the methods used to ensure that legislation requirements are
complied with. All three research methods provided evidence regarding Alpha’s
compliancewitha sitereview. The verification of documents showedsomeofthe
key issues considered by management, while non-participant observation
allowed the verifier to assess the situation at a given point in time against the
overall picture of the surveys carried out, and the interview allowed for
cross-referencing between the two previous methods. When requested, exam-
ples of methods such as visitor surveys, review of legislation and levels of
compliance, and procedures for measuring the environmental condition of both
the site and its management were given. The site has an ongoing system to
measure environmental performance, visitor management, employee perfor-
mance and emergency procedures, which has the added benefit of allowing
management to re-evaluate their own performance in dealing with the many
different aspectsinvolvedin theday-to-daymanagement ofthesite(see Table 3).
A review of legislation procedures showed a register of regulations is kept.
Evidence of compliance is required for every operation as it is a priority issue. FE
Headquarters keep Alpha Woods abreast of any anticipated change in legisla-
tion and they manage the site accordingly. On questioning, employees demon-
strated their awareness of the importance of compliance with legislation.
A review of the site’s environment and recreation status has been regularly
carried out and is constantly updated through several processes. First, changes
to the site environment are monitored regularly through site assessments.
Second, for each and every operation that is carried out, an assessment of the
immediate site is made both before and after the operation. This ongoing process
provides Alpha with an up-to-date description of the site and its characteristics.
The information is gathered and stored, and provides the forest management
with the necessary data for future planning.
Specialist conservation groups are consulted over particular species in the
woods. The expertise offered by such groups helps complete the picture as far as
Table 3 EMS checklist results for Alpha Woods: Site review
An EMS site review ideally should…
Comments on Alpha
·
·
Include analysis of the site’s current
state with regard to managing recre-
ation, minimising environmental
impacts and meeting regulatory
requirements
An ongoing process of environmental
performance, visitor management,
employee performance and emergency
procedures reviews
·
·
Culminate in a report on significant
issues identified by the analysis of the
site
Yes – used for planning process

EMSs in Outdoor Recreation
53
environmental effects are concerned. For example, the planned management of
the woodlands was changed because of the presence of the Firecrest, Europe’s
smallest bird. The felling is programmed so that there are always mature trees
available as nest sites, and the whole area will be replanted with conifers to give
continuity of habitat.
To measure recreation performance, visitor surveys are carried out both by
Alpha Woods staff and a local voluntary organisation. The visitor survey helps
the site plan to improve recreational provision by feeding into further planning
cycles. These surveys are designed to ascertain information on who their visitors
are, for what purpose they visit the wood and how often, and invite comments
and recommendations on the services offered for recreation. At the time of the
site visit (May 99), the mostrecent survey had been carried out almost three years
before (July to September 1996), this was considered poor. However, the site had
shown that they acted on the feedback from visitor surveys. As evidence, they
showed that the site’s information and interpretation systems had been
improved, based on visitor feedback, by informing visitors of the estimated
times for waymarked walks. More evidence of acting on feedback would have
been desired.
The site review not only should include information relating to the environ-
mental performance, but also to the management of the site. Reviewing the
management structure and culture will include employee appraisal, currently
built into the job plan of each staff member and carried out every three to four
months. Each employee has his/her performance measured against pre-set and
agreed objectives, including recreation, conservation and any other issues rele-
vant to both their position and the site. However, further questions would need
to be asked about the site’s management structure, culture and systems to
complete a full analysis of the site’s management status. Also, one of the require-
ments of the forest tourism EMS is to identify which environmental impacts are
significant and to prioritise these using a repeatable format. This creates a trans-
parent and continuous method of management which will back up management
decisions and provide an objective element to the process of time and resource
allocation.
Programme
It is expected that an EMS will include a programme in order to prioritise the
impacts identified in the site review, outline the actions to be taken, with targets,
dates and resources allocated (see Table 4).
Alpha Woodsgenerally complies with therequirements ofsuch a programme.
A register of all recreation, landscape, conservation and felling assessments is
kept and this is used to prioritise targets. Compliance with legislation is of the
utmost importance when prioritising targets and actions. The analysis of the
assessmentsto prioritisetargetsis instrumentalin developing theenvironmental
performance objectives for the site and it is this information which is the basis
around which the Forest Design Plan is built.
The key document for each site’s programme is their Forest Design Plan. This
is drawn up following a thorough analysis of the landform, environmental
opportunities and constraints, forest characteristics and context and timber

54
Journal of Sustainable Tourism
Table 4 EMS checklist results for Alpha Woods: Programme
An EMS programme ideally should… Comments on Alpha
·
·
Prioritise significant impacts – legislation compliance
being the main priority – into targets
Yes
·
·
Identify actions and resources necessary to achieve
targets
Actions prioritised,
resources allocated
accordingly
·
·
·
·
Set achievable outcomes and dates for each target
Culminate in a register of targets and actions
Yes
Yes
production implications. The Alpha Plan charts the future structural and species
diversity of the forest and includes long-term felling and restocking plans. This
forms the basis of their operational planning. The Plan includes aims to improve
the current forest design by increasing the age diversity of the forest and creating
an uneven age structure to enhance the forest experience for the site’s recre-
ational users. Despite timber production as the site’s main focus, the Plan also
includes conservation, recreation and landscape elements.
The Plans run in five-year cycles, and target dates for each objective can vary.
Timber production programmes run according to market demand as this can be
volatile. Staff allocation to tasks will not take place until the programme is
operationalised since in the majority of instances the plan does not assume an
increase in activity,and timber extraction is generally outsourced. Staff expertise
is high and staff training programmes in customer service and environmental
knowledge are organised by FE itself.
Operations
The operations element of an EMS consists of procedures and controls to
ensure that the objectives and targets for action identified in the site review are
integrated into the day-to-day activities at Alpha Woods. The evidence required
for complying with an EMS is to ensure that operations are adequately recorded.
This is a time-consuming task which is often overlooked in small organisations
since it generates large amounts of documented evidence about actions taken.
The varied nature of the site’s operations also means that there are many sources
ofevidence, which can be difficult to collateunder one system. The procedures at
Alpha contribute towards achieving the environmental aims and objectives of
the site as well as the nationalmanagement aims and objectives asoutlined in the
policy (see Table 5).
FE sites such as Alpha Woods use a standard ‘Environmental Management
Checklist’ in order to ensure operations comply with the Forest Design Plan. The
EnvironmentalManagement Checklist aidsin carryingout an assessmentofstat-
utorydesignationsandother constraints,a landscapeassessment,a conservation
assessment and a recreational assessment before any operation goes ahead. The
checklist is used to record information on the location of the operation to be
carried out, its proximityto sensitive naturalhabitatssuch asbadger sets, conser-
vation areas, recreation areas and an analysis of how the landscape will be

EMSs in Outdoor Recreation
55
Table 5 EMS checklist results for Alpha Woods: Operations
An EMS operations ideally should…
Comments on Alpha
·
·
Include procedures for ensure carrying
out the programme and meeting policy
objectives
Environmental Management
Checklists
·
·
·
·
·
·
Ensure external contractors meet the
in-house environmental requirements
Pre-start Meeting/Discussion as part
of outsourcing contracts
Include methods to monitor environ-
mental performance
Ongoing surveys, as described in site
review
Include methods to monitor environ-
mental management
Environmental Management
Checklists
changed or enhanced by the same is made. A list of legislation is included
enabling the staff members carrying out this procedure to cross-reference with
the register of regulations. The assessments are then analysed for evidence of
conflict or potential negative impacts and recommendations made. The final
decision on whether a particular operation should go ahead is taken by the
District Forester and the Forest District Manager.
Special attention is paid to tasks which are outsourced to ensure that contrac-
tors meet the quality standards expected. For this reason another document is
used for operations planning when external contractors are involved. The
contractorhas to meet with the Forest Manager or his/her deputy for a thorough
analysis of the work to be carried out and the potential impact this could have on
the surrounding area. The Pre-start Meeting/Discussion on Contract document
assists the staff member in considering site hazards which includes information
on safety, recreation use, water areas, conservation, archaeology and site condi-
tion. A section of the document records in detail the methods to be used by the
contractor and also records that harvesting constraints have been discussed and
understood. This document is cross-referenced with the Environmental
Management Checklist.
This form is primarily devised for timber extraction, since this is considered
themostimpacting activityon thesites, although it can alsobe used to check both
recreationaland conservationoperations.For example, when recreationalevents
take place, the recreationalmanager will use the same form to consult other units
about the suitability of dates and potential clashes with major timber felling or
conservation projects. There was evidence of the use of these forms in Alpha, for
timber, conservation and recreation purposes. For example, such forms were
used to ensure that no timber felling is taking place when bird listening events
are organised.
The measurement of environmental performance progress follows the same
lines as mentioned in the site review. Regular site assessmentsare carried out on
each activity, including timber felling and production, replanting, landscape
enhancement, recreation and conservation. Visitor surveys, as mentioned,
measure their performance in terms of levels of service, suitability of facilities
and public perception of the site. These assessments, carried out on an annual
basis, help plan for the future and can be used as part of an internal audit.

56
Journal of Sustainable Tourism
Audit and Review
The site audit is carried out by an auditor from FE headquarters who usually
visitsthesite for theauditwithout anyor with very littlenotice. The auditorslook
for compliance with Forest Design Plans, legislation and evidence that the
management and site objectives and aims are being met. This external audit
supersedes internal audits (see Table 6).
Upon completion of the audit, a written report of the audit findings is
compiled and a meeting is held with the District Forest Manager. If necessary,
recommendations are made or new targets set to continue successful forest
management. This is referred to by the management of Alpha as the constantly
improving circle. Only limited information was made available referring to this
section, particularly about recreation management achievements and develop-
ments, and this constrains the authors from any further analysis regarding the
validity of the audit and review process beyond stating that one is in place.
Conclusions
FE is at the forefront of national policy and practice in multi-purpose forest
management in Great Britain. The review of Alpha Woods reveals the strengths
of a formalised management system applied to a relatively small site. All the
documentation used in the site assessments, the procedures and site objectives
have been developed by FE and the site is managed in accordancewith the same.
The combination of staff training programmes, staff appraisals and visitor
management is a demonstration of a proactive strategy to prevent environ-
mental damage to the site. The generation of written evidence for all five
elements of the EMS provides the site with a baseline to improve its environ-
mental performance and to assess its environmental management. Since an EMS
concentrates on the management of the resources, and this is standardised
throughout all the sites, all FE sites should be able to meet the same management
standards as Alpha despite having different environmental performances and
visitor usage.
The management techniques of FE stem from the background of a slow
Table 6 EMS checklist results for Alpha Woods: audit and review
An EMS audit and review ideally should…
Comments on Alpha
·
·
·
·
·
·
·
·
Include procedures for measuring
environmental performance against
policy aims and objectives
FE Audit
Identify areas of the programme which
need to be reviewed in order to
achieve targets
Yes – post audit meeting
Yes – written report
Document all findings of audit and
make recommendations for
improvement
Enable forest management to get their
EMS back on track
Yes – continual circle of improvement

EMSs in Outdoor Recreation
57
moving agency. Management practices have been developed over decades
creating a steadfast, secure and reliable framework for managing UK forests,
but one that reacts to changing circumstances rather than taking a proactive
stance. In the last five years European governments have agreed on the impor-
tance of forests for conservation and recreation, and have set the frameworks to
take these into account in forest management (Forest Authority, 1998). The
evidence of this research is that although slow to start, FE sites such as Alpha
Woods are beginning to follow these developments. More transparency,
accountability and approachability are required, especially for the state-owned
woodlands of the UK. As EMSs have been implemented in other industry
sectors to meet these needs, EMSs and accompanying accreditation and stan-
dards will also become important to forest management. FE sites like Alpha
Woods could be in a good position to take advantage of these developments.
While Alpha Woods has already a considerable number of the requirements in
place to implement an EMS, there are some issues that need still to be
addressed:
First, an EMS is a formal system, with emphasis on a formal management cycle
and the collation of evidence of environmental management and performance.
The management of the site uses the system mostly to comply with the require-
ments of the headquarters of FE, not because of aiming to implement an EMS,
and there are considerable elements that are still run informally. A considerable
amount of the management systems relating to operations are not written down,
for example in relation to procedures.
Second, the management of the site does not always follow the structure of a
system, in the sense that it needs to emphasise the sense of cycle and feedback.
This is quite standard for most organisations in the process of implementing a
system, since priorities, budgets and staffing force the management to do tasks
when possible, and not always when they would best fit a rigid structure.
Despite the fact that surveys are carried out, there should be a stronger sense of
continuum between the site review and the programme of actions, and there
should be evidence of the use of the audit and review as feedback into the
following programme.
Third, despite the fact that the site is managed using the elements of an EMS,
the terminology and structure of the current management does not fit exactly in
the mainstream systems such as ISO 14001 or EMAS. It would be important for
the management of the site to adapt the current nomenclature and structure of
the work done to fit an established EMS in order to see what is currently missing,
and to become more aware of the links.
Fourth, the current system is not an EMS, but a management system (MS) that
includes environmental elements as well as others. The current system includes
all activitiesonthe site, mainlytimber production, forest conservationand provi-
sion and management of recreational amenities and visitors. The holistic
approach of management successfully utilised as environmental management is
already one of the key aims and requirements of FE, and one that is necessary in
sites where most staff share environmental responsibilities with other tasks. To
single out an EMS is of particular importance to organisations where environ-
mental considerations have not yet been given due regard and particular
emphasis is required for the issues to reach boardroom agendas.

58
Journal of Sustainable Tourism
Fifth, staff at the site need to be aware of the benefits of a formalised manage-
ment system with an emphasis on generating evidence of the work carried out. It
is rather easy to consider an EMS as an additional administrative burden, and
therefore the top management team should create a method to empower staff
and to involve them in the decision-making as well as operationalising the
system. The paperwork required for an EMS means that staff tend to work ‘in
spite of’ rather than ‘thanks to’ systems. The headquarters’ audit and review is a
necessary process in a large organisation,but moreemphasis should be placed in
ensuring internal review processes, in order to ensure that the staff at the site feel
that the work is carried out for the benefit of Alpha Woods, as well as involving
external stakeholders in the review.
Implementing an EMS can contribute to the sustainability of recreation and
tourism operations with a critical mass of visitors and staff that make the
formality of the system worthwhile. Current research proposes simplified EMSs
adapted to tourism-related sectors such as golf courses, hotels, beaches and, in
this case, outdoor recreation sites (Font & Buckley, 2001). The production of
manuals will provide the know-how, and the establishment of systems of certifi-
cation for good management practice will encourage more sites to apply. The
verification process will involve a relatively inexpensive consultancy process,
and the experience gained by sites through several rounds of verification will
improve environmental performance and set benchmarks in the industry.
Correspondence
Any correspondence should be directed to Xavier Font, Tourism Management
and Hospitality Management, Leeds Metropolitan University, Claverley Street,
Leeds LS1 3HE, UK (x.font@lmu.ac.uk).
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