Tender for the Programme - South West Catchments Council

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DRAFT South West Regional NRM Strategy – Ancillary Document equal to that of your competitors. That is, the organization must maintain parity with competitors in the ordinary and mundane matters. But at the same time, every successful organization is able to explicate an audacious Qi or extraordinary force. You must be world calls at something that differentiates you from the competition. Moreover, all members of the organization must keep the uniqueness of their company in the forefront, always keeping competitive advantages unharnessed in order to compete in a vigorous manner. In short, every strategic plan must educate the full organizational team how it must use carefully identified competitive advantages in order to compete and win. 2.2 How the strategy was developed As a first step in developing the strategy, NRM documentation provided by SWCC, its partners and sourced independently was reviewed and relevant information extracted (see Section 3 for full details). Subsequently key stakeholders were consulted through the following processes: Community workshops Online survey Interviews with specialists Direct feedback from the community Stakeholder workshops to define RCTs, MATs, conduct horizon planning and review results The review data and the information gathered from stakeholders was then used to develop a first draft of the strategy, which was submitted to SWCC’s Board and staff for initial review and comment. Their valuable inputs were used to develop the strategy further, resulting in a second draft that was put out to public review. Input from this was then used to finalise the strategy. 2.3 Choosing the assets requiring management action Assets described in the strategy were identified using the following approach: The previous strategy listed a broad range of NRM assets that require management action and these were combined with current knowledge obtained from individuals, groups and relevant literature to prepare draft lists of priority assets for the above resource theme areas. Specialists then reviewed and proposed changes where appropriate. These changes were incorporated and then subjected to peer review through a public comment process. 2.4 The need to add landscape-scale NRM The need to approach NRM at the level of landscapes has been widely recognised in the literature over the past decade (see Liu and Taylor 2002 for an overview). The approach is rapidly becoming a keystone of conservation programs as it has been recognised that successful conservation requires that isolated populations of animals and plants be able to move across the landscape to ensure genetic mixing of these populations and to allow movements in response to the effects of climate change. The term “biodiversity conservation corridors” has been coined to describe this and is even being applied trans-nationally, as with the Tiger and Jaguar Corridor Initiatives (http://www.panthera.org/programs/tiger/tiger-corridorinitiative and http://www.panthera.org/programs/jaguar/jaguar-corridor-initiative). At the international level, many of conservation non-governmental organisations, including WWF, the Nature Conservancy and Conservation International, have adopted this approach to conservation. The UK government has done the same in its recent biodiversity strategy (UK 2011). The Australian Government has recognised this by incorporating this philosophy into its Caring for our Country program, for example by regularly identifying “landscape-scale conservation targets” as priorities and stating that “priority will be given to projects that build resilience and connectivity in the landscape” (AG 2012). The Gondwana Link project is an example of a landscape-scale approach to restoring and 4
DRAFT South West Regional NRM Strategy – Ancillary Document maintaining entire ecosystems in the South West NRM region (http://www.gondwanalink.org/), while the Great Eastern Ranges Initiative in eastern Australia spans three States (http://www.greateasternranges.org.au/). Benefits of the landscape approach extend far beyond conservation, however, with substantial positive economic spin-offs, e.g. in protecting water supplies and significant nature-based tourism assets. The maintenance of ecosystem functions and connectivity across landscapes is also recognised as being essential for sustaining the health and wellbeing of our rapidly growing human population, particularly with the rapid onset of climate change. The landscape approach is complex, however, and will require the support and participation of individuals, landholders, communities, industry and government. It will also require better integration and coordination and management of knowledge, tools, science, planning and funding, as well as increasing awareness and improving NRM management across all land tenures, all of which requires extensive partnerships. That said, it should be noted that the complexity and size/scale of landscapes can make it difficult to define them well, resulting in inappropriate management recommendations (Brennan et al 2002). All of SWCC’s resources will thus need to be coordinated carefully to identify, plan and implement programs and projects if a landscape-scale approach is to be successfully incorporated into SWCC’s work as a preferred option for achieving lasting change in the South West NRM region. As a first step, it is therefore proposed that SWCC consider setting up a new program to oversee the introduction of this approach. This would require human resources with cross-sectoral skills and it might therefore be useful to combine this with the realisation of the funding and business model described in Section 5.4, as both require alternative thinking and new funding streams. The following eight guidelines for building successful integrated NRM programs were developed by Frost et al (2006) and they could form a useful foundation for all landscape-scale interventions undertaken by SWCC: focus on multi-scale analysis and intervention; develop partnerships and engage in action research; facilitate change rather than dictating it; promote visioning and the development of scenarios; recognize the importance of local knowledge; foster social learning and adaptive management; concentrate on both people and their natural resources, including biodiversity; and embrace complexity. 2.5 The Consultation Process 2.5.1 Stakeholders consulted The following organisations and people have contributed to the evaluation through direct consultation: Australian Government NRM office – Neil Riches South West Catchments Council – David Gardner (Chair), Damien Postma, Bill Bennell, Leonie Offer Blackwood Basin Group – Kathe Purvis, Felicity Willett Cape to Cape Catchments Group – Rod Whittle, Hayley Rolfe, Cassandra Jury GeoCatch – Robin Flowers (Chair), Bernie Masters, Sally Clifton-Parks Leschenault Catchments Council – Mike Whitehead (Chair), Joanna Hugues-Dit-Ciles Peel-Harvey Catchments Council – Jan Star (Chair), Jane O’Malley, Kim Wilson, xxxx Warren Catchment Council – Paul Owens, Lee Fontanini, Andy Russell South West Development Commission – Alan Cross Peel Development Commission – Colleen Yates WA Local Government Association – Jessica Sheppard Department of Food and Agriculture WA – Heather Percy, xxxx Department of Environment and Conservation – Kim Williams, xxxx 5
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Tender for the Programme - South West Catchments Council

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