• The State of Pay Among Woodland Leaders: Findings from a Sector-Wide Survey

Introduction
The income and financial sustainability of woodland leaders (Forest School, Bushcraft and Outdoor Teachers that work in woodlands) have long been an area of concern, yet little research has been conducted to assess pay rates and employment conditions within the sector. To address this gap, I conducted a survey of 145 woodland leaders to explore pay structures, employment patterns, and financial challenges faced by woodland leaders in the field. This article presents the key findings and highlights systemic issues affecting income levels in the sector.

Survey Methodology
The survey, distributed primarily through English-speaking Facebook groups, gathered responses primarily from UK-based woodland leaders, with a small number of international participants. The study aimed to analyze education levels, employment status, and income distribution, alongside deeper insights into challenges faced when determining fair compensation.

Key Findings

1. Education and Employment Status

   • 63% of respondents held at least a degree-level qualification, reflecting a well-educated workforce.
   • Employment status was fairly evenly distributed:
     • Full-time Self-employed: 18%
     • Part-time Self-employed: 34%
     • Full-time Employed: 28%
     • Part-time Employed: 19%
   • Nearly 72% of respondents were not the primary income earner in their household, suggesting financial dependence on alternative sources of income.

2. Daily and Hourly Rates

   • Hourly rates among woodland leaders varied significantly, ranging from £3.61 to £55 per hour.
   • The median daily rate for a leader was £150 with the lowest being £20 and the highest £560.
   • A key challenge emerged in respondents’ difficulty in defining their hourly or daily rates, with many unable to provide a clear figure due to salary-based employment or irregular income streams.
   • Many leaders faced difficulties in calculating their true hourly earnings due to unpaid preparation and planning time, raising questions about fair compensation models in the sector.
     
     

3. Annual Income
   

   • Annual income showed considerable variation with weighting towards the bottom end of the scale, however, it should be noted that this may not be accounting for expenses. The median income bracket based on employment status is:
     
     • Full-time Self-employed: £20,000-£25,000
     • Part-time Self-employed: £5,000-£10,000
     • Full-time Employed: £20,000-£25,000
     • Part-time Employed: £10,000-£15,000

    

4. Comparison to Minimum Wage

   • Using a self-employed minimum wage model (based on the statutory minimum wage plus 15% to account for expenses and benefits), income levels were assessed:
     • Full-time self-employed leaders: Over 70% earned below the statutory minimum wage.
     • Part-time self-employed leaders: While most met the self-employed minimum wage threshold (£14 per hour), the lack of expense accounting means that over 40% could still fall below it after deductions.
     • Full-time employed leaders: Over 90% earned close to the statutory minimum wage, with only a few exceptions in higher-paying roles.
     • Part-time employed leaders: This group had the most financial stability, with most earning above the minimum wage.
   • Despite 63% of respondents holding degree-level qualifications, pay rates remained comparable to unskilled labour in sectors such as retail and construction, highlighting the systemic undervaluation of woodland leadership roles.

Factors Contributing to Low Pay
Based on my personal experience and conversations with those working as woodland leaders, I would suggest three main reasons for low pay within the industry:

1. Perceived Lack of Value

   • There remains a prevailing perception that woodland leaders “just play in the woods,” leading to a systemic undervaluation of their skills, responsibilities, and expertise.

2. Business Knowledge and Mindset

   • Many professionals enter the field driven by a passion for outdoor education rather than financial incentives, often lacking business acumen to price their services appropriately.

3. Limited Income Pressure

   • With over 50% of respondents working part-time and 72% not being the primary income earners, there is less financial urgency to push for higher pay, inadvertently reinforcing lower wages across the industry.

Conclusion and Next Steps
These findings point to a systemic issue within the woodland leadership industry. Despite high levels of education and expertise, many professionals struggle to earn a sustainable income. The lack of clear hourly rate structures, combined with the widespread undervaluation of the profession, suggests that significant work is needed to address financial viability within the sector.

Future efforts should focus on:

• Raising awareness about fair pay within the industry.
• Encouraging business training and financial literacy for woodland leaders.
• Advocating for industry-wide discussions on pricing models and sustainable income structures.

This study serves as the beginning of a broader conversation. Continued research, discussion, and advocacy will be essential in elevating the financial standing of woodland leaders and ensuring their contributions are recognized and fairly compensated.