Corporate Strategic Plan - Wellington Park

Corporate Strategic Plan - Wellington Park

W E L L I N G T O N P A R K M A N A G E M E N T T R U S T • 2 0 0 7Wellington ParkStrategic Plan2007 –

W E L L I N G T O N PA R K M A N AG E M E N T T R U S TContents23567891011121313141516ContextVision, Mission, Values & GoalsStrategies> Strategy 1> Strategy 2> Strategy 3> Strategy 4> Strategy 5> Strategy 6> Strategy 7Appendices– Appendix 1– Appendix 2– Appendix 3– Appendix T R AT E G I C P L A N 2 0 0 7 – 2 0 1 0

ContextWellington Park is an 18,250ha natural area reserved in accordance with theWellington Park Act 1993. The Act outlines the core values for the Park, andprovides for the establishment of a Trust to be the managing and strategicplanning authority for the Park.The make-up of the Trust is outlined inthe Act, and allows for representationfrom agencies with land-owner andmanagement responsibilities withinthe Park, and other key governmentdepartments.A key role of the Trust is to prepare andimplement an over-arching managementplan for the Park. The current plan(Wellington Park Management Plan 2005)provides Management Goals, Policiesand Objectives predicated upon theprotection of the key qualities and corevalues of the Park.The core values, identified in the Actand further elaborated upon in theManagement Plan, include:• environmental values - geodiversityand biodiversity• cultural values - Aboriginal andhistoric heritage, aesthetics andsense of place• tourism and recreation values• water supply valuesIn defining the above values, theManagement Plan notes the intrinsicvalue of ecosystems, and the fact thatthe protection of environmental values“underpins the sustainable realisation ofthe various community uses of the Park.”(WPMP, pg.8)The Trust is served by an Office whichcoordinates the strategic managementof the Park. Office staff include aManager, Fire Management Co-ordinator,Cultural Heritage Co-ordinator (based atthe Hobart City Council) and a Ranger(based at the Parks and Wildlife Service,Derwent Park). Staff liaise extensivelywith on-ground management agencies,user groups and the broader communityto ensure a regional, co-operativeand consistent approach is applied toimplement the Management Plan and thePark Regulations. An outline of the TrustNetwork is contained in Appendix 1.This Strategic Plan is created to guidethe Trust and its managing Office inthe protection and management ofWellington Park over the longer term.2 • S T R AT E G I C P L A N 2 0 0 7 – 2 0 1 0

W E L L I N G T O N PA R K M A N AG E M E N T T R U S TVision, Mission, Values & GoalsVISIONThe Vision defines where Wellington Parkseeks to be in the future.For Wellington Park to be a specialplace enjoyed by all for its prominentlandscape, natural and culturaldiversity, and community value.MISSIONThe Mission defines how the Trust willachieve the Vision.To preserve the natural, cultural,recreational, tourism and drinkingwater qualities of Wellington Parkfor their own value and for the safeenjoyment of all people.This will be achieved throughoutstanding management, sympatheticdevelopment and a co-operativerelationship with our communities.O R G A N I S AT I O N A L VA L U E SThe values that will guide us towardsour Vision and help us achieve ourMission are:• Integrity, Professionalism and Quality• Commitment, Flexibility andInnovation• Cooperation and Teamwork• Effective Communication• Environmentally Sustainable Practices• Promotion of Research• Valuing Community Participation• Humour• Recognition of AchievementO R G A N I S AT I O N A L G O A L SThe Organisational Goals of the Trust areinextricably linked to its functions andthe management goals of the WellingtonPark Management Plan.The functions of the Trust as providedin the Wellington Park Act 1993 can besummarised as to:• Be the managing authority forthe Park and to provide for itsmanagement and maintenance;• Prepare and give effect tomanagement plans for the Park;• Ensure that any development withinthe Park is consistent with the valuesof the Park; and• Carry out research and otheractivities as required.S T R AT E G I C P L A N 2 0 0 7 – 2 0 1 0 • 3

O R G A N I S AT I O N A L G O A L S c o n t .The Management Plan outlines that themanagement of the Park is based upontwo premises:• Protection of environmental valuesprovides the basis for sustainablecommunity use and enjoyment of thePark.• The community derives enjoymentand benefits from cultural, tourismand recreation values whichrespect and relate to the Park’senvironmental and water catchmentvalues.The consequent Management Goalsoutlined in the Management Plan are to:• Protect the Park’s environment forthe long term;• Manage water catchments in the Parkas sources of clean water;• Retain the essential culturalcharacteristics of the Park; and• Provide for community, tourism andrecreational use and enjoyment of thePark consistent with the above goals.As a result, the Organisational Goals ofthe Office are to be:• Effective in co-ordinating themanagement and development ofWellington Park.• Efficient in our support of theWellington Park Management Trust.• Planning in partnership with ourcommunities. 1• A leader in natural and culturalresource management.• Financially secure and well-resourced.• Transparent and professional in allour dealings with the public and ourmanagement agencies.• A highly skilled workforce that ispro-active, innovative, fulfilled andresponsive to change.• Promoting, and expanding ourknowledge of, Wellington Park.A list of the key strategic partnershipsimportant to us to achieve our Goals iscontained in Appendix 2.1In this document, our communities refers to allstakeholders, whilst the community refers to thegeneral public only.4 • S T R AT E G I C P L A N 2 0 0 7 – 2 0 1 0

W E L L I N G T O N PA R K M A N AG E M E N T T R U S TStrategiesThe Strategies set the frame-work for the achievement of our goals andguide all of our work practices.1. Provide a working environment thatwill enable the Office to achieve itsOrganisational Goals and to maintainour values.2. Co-ordinate the management ofWellington Park for the maintenanceof its values and in response to theneeds and aspirations of the Trust,our communities and other statutoryresponsibilities.3. Develop and implement a positiveand proactive approach to obtainingfinancial and strategic resources.4. Strengthen the profile of the Officeand Wellington Park among ourcommunities.5. Establish and maintain close and cooperativerelationships with agencieswith management responsibilitieswithin the Park.6. Promote sustainable visitor use andinvolvement through education,awareness and compliance initiatives.7. Improve our knowledge of the Park,including its values and condition.A Goals / Strategies matrix outliningthe strong relationship between ourGoals and their underlying Strategies iscontained in Appendix 3.S T R AT E G I C P L A N 2 0 0 7 – 2 0 1 0 • 5

Strategy 1Provide a working environment that will enable the Office to achieve itsOrganisational Goals and to maintain our values.P R I O R I T Y AC T I O N S• Establish an internal informationnetwork to ensure integration of staffroles and activities– Maintain regular staff meetings– Utilise email groupings to shareinformation– Maintain staff accessibility toManager– Establish a routine of joint fieldvisits• Maintain current Office location andlayout to provide a co-operative,friendly and linked workspace,including a meetings area• Support appropriate opportunities forstaff development and training• Ensure Office values are highlightedand promoted as important qualitieswhen employing new personnel• Implement a personnel managementsystem with an ongoing programmeof workplace and position reviews• Ensure all work practices arecarried out in accordance with safeworkplace procedures– Identify opportunities forworkplace safety assessment andtraining> P E R F O R M A N C E I N D I C AT O R S > TA R G E T D AT EStaff networking effectivelyOffice location and layout maintainedStaff development and trainingopportunities providedOffice values included in recruitmentprocessesOngoing review at monthly meetingsAchieved; Ongoing reviewOngoing reviewAchieved; Ongoing reviewStaff work programmes reviewed 30 June 2007Workplace safety procedures implemented 30 June 20076 • S T R AT E G I C P L A N 2 0 0 7 – 2 0 1 0

W E L L I N G T O N PA R K M A N AG E M E N T T R U S TStrategy 2Co-ordinate the management of Wellington Park for the maintenance ofits values and in response to the needs and aspirations of the Trust, ourcommunities and other statutory responsibilities.P R I O R I T Y AC T I O N S• Prepare a new Action Plan from theWellington Park Management Plan• Develop and maintain managementpolicies, strategies and plans inaccordance with the Action Plan– Source income for the preparationof new planning strategies whererequired– Ensure reviews are undertaken inrequired timeframes– Maintain input of existing agencyadvisory committees– Engage community in reviews andmanagement planning– Prepare a policy on the provisionof public comment during themanagement planning process• Review structure and workings ofexisting advisory committees andreference groups– Investigate the establishmentof an over-arching communityreference group• Maintain existing close liaison withcommunity and user groups• Establish processes to integratePark values and relevant informationacross planning strategies andthroughout day-to-day management(refer Strategy 5)> P E R F O R M A N C E I N D I C AT O R S > TA R G E T D AT ENew Action Plan prepared and implemented 31 March 2007Review of reference group frameworkcompleted 31 December 2007Harmonious and productive relationshipsmaintained with agency staff and thecommunityOngoing reviewS T R AT E G I C P L A N 2 0 0 7 – 2 0 1 0 • 7

Strategy 3Develop and implement a positive and proactive approach to obtainingfinancial and strategic resources.P R I O R I T Y AC T I O N S• Prepare Integrated Financial Planoutlining the potential source ofincome and resources– Maintain and expand existingMemoranda of Understandingwith Trust member agencies– Seek external grants whereappropriate• Seek to undertake joint projectswith other relevant agencies /organisations• Implement the Communications Planwith a specific view to increasingresources for the Park (refer Strategy 4)> P E R F O R M A N C E I N D I C AT O R S > TA R G E T D AT EIntegrated Financial Plan prepared 31 March 2007Relevant actions in Communications PlanimplementedOngoing as outlined in Communications Plan8 • S T R AT E G I C P L A N 2 0 0 7 – 2 0 1 0

W E L L I N G T O N PA R K M A N AG E M E N T T R U S TStrategy 4Strengthen the profile of the Office and Wellington Park amongour communities.P R I O R I T Y AC T I O N S• Prepare and implement aCommunications Plan with a view toraising the profile of the Trust andthe Park within our communities, andto secure income and resources• Integrate staff work programmeswith the needs and abilities of ourcommunities• Incorporate community and otherstakeholder concerns in all aspects ofmanagement• Support and contribute to communityevents that celebrate the Park– Maintain close involvement withthe Mountain Festival– Establish a presence at eventsto promote the Park and itsmanagement• Enhance the existing relationship andrapport with the Tasmanian Aboriginalcommunity, and particularly theTasmanian Aboriginal Centre> P E R F O R M A N C E I N D I C AT O R S > TA R G E T D AT ECommunications Plan preparedAchievedStaff work programmes reviewed to integratecommunity involvement 30 June 2007Community events supported and utilised forPark promotionOngoing reviewS T R AT E G I C P L A N 2 0 0 7 – 2 0 1 0 • 9

Strategy 5Establish and maintain close and co-operative relationships with agencieswith management responsibilities within the Park.P R I O R I T Y AC T I O N S• Provide a level of service that isvalued by our management agencies– Establish and maintain good andproductive relationships with relevantofficers from management agencies– Promote co-operative managementthrough opportunities identifiedin the Communications Plan (referStrategy 4)– Develop a mechanism for regularreview as to how managementagencies rank the usefulness andeffectiveness of the Office• Provide technical and educationalinformation to support worksprogrammes within the Park– Prepare issues / values basedmanagement guidelines to provideguidance for agencies– Communicate changes to bestpractice and management data inrelevant management fields– Develop and facilitate training forrelevant agency staff on managementissues and work practices• Maintain input of existingManagement Advisory Committee> P E R F O R M A N C E I N D I C AT O R S > TA R G E T D AT EHarmonious and productive relationshipsmaintained with agency staffOngoing review at monthly meetingsInformation and training options developedfor agency staff 30 June 2007Input provided by the ManagementAdvisory CommitteeOngoing review10 • S T R AT E G I C P L A N 2 0 0 7 – 2 0 1 0

W E L L I N G T O N PA R K M A N AG E M E N T T R U S TStrategy 6Promote sustainable visitor use and involvement through education,awareness and compliance initiatives.P R I O R I T Y AC T I O N S• Maintain resourcing for RegulationsAwareness Program (RAP)– Monitor and review theimplementation of the RAPCommunications Plan– Provide compliance training andenforcement mentoring for selectmember agency field staff• Develop and implement anInterpretation Plan for the Park• Implement the Communications Planwith a specific view to maintainingan educational focus on theappreciation of Park values– Maintain the website as the maininteractive element with thecommunity– Maintain and expand existingarray of visitor information sheets• Support community events thatimprove understanding and awarenessof Park values• Support the Summer RangerProgramme• Establish strong links with theTasmanian Visitor Information centreas a key information point for thePark• Utilise community volunteers onrelevant projects and recognise thesecontributions> P E R F O R M A N C E I N D I C AT O R S > TA R G E T D AT EResourcing levels for the RAP maintainedRAP Communications Plan developed andimplemented30 June each yearAchieved; review in bi-monthly RAP meetingsInterpretation Plan developed 30 June 2008Increase in number of agency field staffworking in education and compliance roleCommunity education components ofCommunications Plan implementedLinks established with TVIC30 June 2007; ongoing reviewReview as per timetable inCommunications PlanAchieved; ongoing reviewS T R AT E G I C P L A N 2 0 0 7 – 2 0 1 0 • 11

Strategy 7Improve our knowledge of the Park, including its values and condition.P R I O R I T Y AC T I O N S• Develop a Research Plan identifyingresearch opportunities into thenature and condition of the valuesand qualities of the Park– Develop a research priorities schedule– Develop a partnership programmewith the University of Tasmania andother research bodies to facilitateuseful and appropriate researchwithin and about the Park– Engage with professional bodies andcommunities of interest who are ableto support and advocate for researchin the Park– Involve volunteers where appropriateand where adequate supervision andtraining can be provided– Apply findings to managementstrategies• Maintain awareness of other relevantresearch, policies, plans andmanagement practices both withinand outside Tasmania• Monitor the condition of valuessusceptible to change and in areas ofheavy use– Develop a monitoring prioritiesschedule> P E R F O R M A N C E I N D I C AT O R S > TA R G E T D AT EResearch Plan developed and implemented 31 December 2007Research partnership programmes established 30 June 2008Management strategies reviewed to includeresearch findingsPlans reviewed every five yearsMonitoring priorities schedule prepared 30 June 200712 • S T R AT E G I C P L A N 2 0 0 7 – 2 0 1 0

W E L L I N G T O N PA R K M A N AG E M E N T T R U S TAppendix 1The Trust NetworkSTRUCTUREDepartment of Tourism, Arts and the EnvironmentWellington Park Management TrustTrust Members OfficeChairperson Dr. Christine Mucha Manager Mr. Michael EastonDept. of Primary Industries & Water Dr. John Whittington Fire Management Coordinator Ms. Julie von PlatenGlenorchy City Council Ald. Peter Ridler Ranger Ms. Margie JenkinHobart City Council Ald. Peter Sexton Cultural Heritage Coordinator Ms. Anne McConnellAld. Helen BurnettHobart Water Ms. Tiziana BottiParks and Wildlife Service (vacant)Tourism Tasmania Dr. Claire EllisManagement Advisory Committees Community / Technical Reference Groups Broader CommunityS U P P O R TThe Office is located at the Hobart City Council, with the exception of the Ranger, who is located at the Parks and Wildlife Service.The Office receives administrative support from the Council, and strategic and technical support from all member agencies as required.S T R AT E G I C P L A N 2 0 0 7 – 2 0 1 0 • 13

Appendix 2S T R AT E G I C PA R T N E R S H I P SThe Office works with a wide rangeof organisations and individuals tosuccessfully achieve our goals. Inparticular, the Office works closelywith agencies with land owning and/ormanagement responsibilities within thePark. The Office also forms strategicalliances with key stakeholders inrelevant management fields to furtherthe objectives of the Trust.Some of our key partners are:> Agencies with ManagementResponsibilities within the Park• Hobart City Council• Glenorchy City Council• Parks and Wildlife Service• Hobart Water• Transend> State Government Departments• Department of Tourism, Arts and theEnvironment– Tourism Tasmania– Heritage Tasmania– Aboriginal Heritage Office• Department of Primary Industries andWater– Resource Management andConservation> Tasmania Fire Service> Tasmania Police> University of Tasmania> TAFE> Landcare Groups> Local Community Associations andCommittees> Community-based User Groups• Hobart Walking Club• Glenorchy Mountain Bike ParkCommittee• 4wd Tasmania• Mountain Festival Association Inc.> Neighbouring Residents> Other Neighbouring MunicipalCouncils> Other Neighbouring LandManagement Agencies> Media> Consultants and Members of theCommunity with Specialist Interests14 • S T R AT E G I C P L A N 2 0 0 7 – 2 0 1 0

W E L L I N G T O N PA R K M A N AG E M E N T T R U S TAppendix 3G O A L S / S T R AT E G I E S M AT R I XEffective strategies usually give leverageacross more than one goal.This matrix highlights the “leverage”that each strategy gives to our goals.For example Strategy 1 works towards /supports all goals.> G O A L S123456781✔✔✔✔✔✔✔✔2✔✔✔✔✔✔✔> S T R AT E G I E S345✔✔✔✔✔✔✔✔✔✔✔✔✔✔✔✔✔6✔✔✔✔✔7✔✔✔✔✔S T R AT E G I C P L A N 2 0 0 7 – 2 0 1 0 • 15

Appendix 4COLLINS CAPMyrtle ForestMOUNT MARIANMOUNT CHARLESCOLLINS BONNETTRESTLE MOUNTAINMOUNT PATRICKMountain RiverCrabtreeGroveGlenluskCollinsvaleRosettaDerwent ParkMertonMoonahLenah ValleyRiver DerwentLower LongleyMOUNT MONTAGULongleySandflyWest HobartMT WELLINGTONSouth HobartFERN TREESandy BayMount NelsonNeikaTaroonaLeslie ValeT H E R NTO U T L ES O UTHARK RIDGEWellington ParkMount LloydMOUNT LLOYD PLAINSN0 2 4kmLachlan16 • S T R AT E G I C P L A N 2 0 0 7 – 2 0 1 0

Wellington Park OfficeTel. (03) 6238 2176Fax. (03) 6234 9757GPO Box 503, Hobart

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