Subnational | PANORAMA

Signature Product

The collection of 16 Landscapes represents world-class nature and culture in Australia. Signature Product criteria have been developed to identify the best iconic experiences within each Landscape, those featuring outstanding natural and cultural values which showcase conservation outcomes and commitment to quality. Signature products are promoted through Tourism Australia’s digital, social and public relations channels to inspire consumers (in particular the “experience seeker” target market), to visit Australia, and include the National Landscapes in their itineraries. New signature products, being delivered within the Landscapes, are already demonstrating how great visitor experiences can provide opportunities for learning about Australia’s natural and cultural values while adding to our understanding of those values. They are providing an opportunity for visitors to play an active role in conserving those values for the future and demonstrating that they can also be commercially attractive.

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The right approach can cultivate best practice in tourism standards Australia’s National Landscapes provides an incentive for improving standards of performance among nature tourism operators and ensures that product promoted is contributing positively towards conservation outcomes and protecting the natural and cultural values in the area in which they operate. In order for a product to qualify as a National Landscapes Signature Product, operators must demonstrate that the product meets a high benchmark of excellence in ecological standards of performance (operators must become certified under an endorsed eco-certification program or demonstrate how they meet specific conservation criteria). Operators who have attained this level of excellence qualify for promotion through Tourism Australia’s digital, social and public relations channels. More than 200 products now meet this standard.

Subnational

Establishment of plot rendering

Plot rendering is based on a strong partnership between a municipality, the association of farmers in the county (or pastoral Group) and the Pyrenees National Park. The town, which owns the land, extends and provides the plot. The Pastoral Group is responsible for the plot. It supplies the plot with dead carcasses naturally in its operations, and cleans it regularly. The Pyrenees National Park follows the population of vultures, initiated the project, and technically and financially supports the development of the plot.

The ongoing dialogue between all partners (community, pastoralists, government agencies and National Park) has clarified the need for health monitoring and identified constraints to take into account when planning the plot. The establishment of this plot, accepted by all partners and managed efficiently, took nine months of negotiations. French regulations strongly regulate the fate of animal carcasses. One key to the success of this project lies in the support of the state and taking into account the population of vultures in this area.

The local context of interactions between livestock and vultures was complicated, with several complaints about interventions of vultures with livestock. The 9 months of project development have highlighted the fact that it is essential to rely on an existing group. It would have been unrealistic to create the breeders’ association to manage the plot rendering. This is the first plot in France managed by a group of farmers. The plots are highly regulated (type and quantity of deposits, health monitoring ...), and collective responsibility can be cause for concern. In this case, although adjustments were necessary, the empowerment of actors has been a success. The last lesson of the project was the strong involvement of the community, the services of the State and National Park, otherwise the project would not have succeeded.

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National

Subnational

Carry out assessments of the GBR region and coastal zone

The comprehensive strategic assessment included: an assessment of the GBR Region, which was led by the GBRMPA and examined the marine component; and an assessment of the GBR Coastal Zone, which was led by the Queensland Government and focused on the coastal areas adjacent to the Region. It used grading statements to standardise the assessments of the condition of values, impacts on values, management effectiveness and risk. The strategic assessment was based on the best available information as at June 2013, including scientific data, expert opinion, and Traditional Owner and stakeholder knowledge. Management effectiveness was independently assessed by a team of 3 assessors with comprehensive knowledge of protected area management. In addition, independent consultants peer reviewed the draft strategic assessment and program report

These assessments were carried out under the Environment Protection and Biodiversity Act 1999, Australia’s central piece of environmental legislation. The strategic assessment process for the GBR Region was guided by terms of reference and aligned with the Queensland Government’s assessment for the adjacent coastal zone through a joint technical framework.

The need for a clearly defined process outlining methods to be used and opportunities for stakeholder input. The merit in utilising a range of tools to assess impacts ranging from value-impact matrices, qualitative and quantitative models to understand cause and effect relationships and spatial mapping approaches (no one tool is perfect). The importance of considering the effects of impacts across a range of scales, both spatially and temporally, and the cumulative effect of multiple impacts on values. The necessity of taking into account how a ‘shifting baseline’ in the condition of values affects assessments of current condition and trend of values.

Subnational

Memorandum of Understanding (or signed Agreement)

In 2009 Conservation Volunteers Australia and Parks Victoria signed a Memorandum of Understanding (MOU) (a mutual agreement document) that defined the working relationship including roles and responsibilities of each organization, the shared vision and objectives and a nominated time frame. The document was essential in establishing the understanding between the two organisations and staff within that there was a desire to work together to achieve a shared vision. The shared vision and objectives were set through discussions between the organisations which included; highest priorities, best fit considering organization objectives eg CVA is a community engagement organization and importantly what had potential for success. The latter criteria was particularly relevant as it was important to demonstrate success in the early partnership years to gain confidence and staff commitment. The MOU also indicated a time frame of 5 years which was essential to provide both organisations with confidence that they had time to generate success rather than be subject to ambiguity on whether programs would continue or not dependent on funding cycles.

1) Two or more organisations that share a vision 2) Clearly defined roles and responsibilities for each organization 3) Agreed vision and objectives that are in line with each organisations mission 4) A defined time frame which allows sufficient time for development, implementation, evaluation and monitoring to enable success

A Memorandum of Understanding or a document that specifies agreement to work together is critical however it cannot only be owned solely by the developers it must be acknowledged and accepted by the organization’s staff at an implementation and delivery level. Effective communication that highlights the importance of the partnership and potential outcomes to all staff is necessary. Within a large organization it is still difficult to harness support from all so this is when it is important to accrue some project successes and allow inter personal staff communication to assist.

Subnational

Staff Secondment/Placement

One of the key challenges the partnership aimed to overcome was the lack of knowledge of cross sector organisation work processes. Thus, a staff secondment or placement was developed in which a CVA (not for profit)staff member sat within Parks Victoria (Government) to investigate opportunities to expand community engagement, awareness and activity. The CVA staff member was still employed by CVA but Parks Victoria provided some cost recovery to the position. This has been an essential component of the partnership success as it has enabled a unique insight into the policies and practices across two diverse sectors and continues to develop a heightened awareness and understanding of the opportunities and challenges that surround each to better prepare and address opportunities.

1) Commitment to embrace an external staff member within the organisational workplace 2) Open communication with the secondment/placement staff member including inclusion in meetings, workshops etc 3) Defined projects to work on initially with the expectation to expand 4) Workspace and associated resources including computer, office stationery 5) A dedicated contact to provide regular assistance, monitoring and evaluation

It is critical there is clear communication around the purpose of this position and subsequently how to engage with the staff member/position to gain effective results. A simple reporting process to share successes is essential to gain further support and acknowledgement. It may not be possible to place a staff within another organsiation as in this example however the enabling factor in this model is the ‘one key contact’. If the same model is not possible creating a key contact within two organisations will allow for clear communication and the development of a strong partnership.

Subnational

Diverse Community Engagement Models

We live in an increasingly diverse world with many different interests, spread across landscapes and varying health and socio economic conditions to name a few. Being able to create community engagement models that address and welcome diversity is key to success. The partnership developed varying practical engagement models for example varied delivery models; one day, half day, night and holiday experiences, targeted community outreach models; health, disability and lower socio economic communities, skill building models; training and youth and the list goes on, all that contribute positively to the environment.

1) An ability to vary resources to suit different models for example staff hours, vehicle access, funding 2) A willingness to experiment with new ideas 3) A well developed recruitment process that includes being able to connect to diverse communities

A willingness to try diverse program models is essential to finding a suitable fit. Conducting trials and pilots are effective in assisting. Undertaking monitoring and evaluation particularly gaining feedback by the engaged community is also essential in understanding whether the program is actually effective from a community and environment perspective.

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Subnational

Identification of relevant hydrological service

The identification of hydrologic services that must be conserved or recovered is a very important step that helps set clear goals and objectives for the fund, identify key stakeholders that should be involved and develop strategies for achieving the goals set. Regulation of the Water Cycle, Sediment Control and Water Quality are some examples of hydrologic services that can be identified as goals for a water fund.

Reliable data for an initial opportunity assessment. Relationship with local organizations and government agencies with relevant data on the ecosystem service.

This step is key to set clear goals and objectives for the fund, identify key stakeholders, and develop strategies.

Subnational

Identification of beneficiaries

The identified ecosystem services are linked to a series of stakeholders for which the availability of these services is very important. As a next step in setting up a water fund, it is necessary to analyse the stakeholders present in the area that eventually will have a direct or indirect relationship with the mechanism. This exercise is of the utmost importance as it will help identify who are, or could be, the most interested in maintaining or recovering ecosystem services and, therefore, become partners and contribute financial resources to the fund.

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Participation of consumers is key whether for reducing treatment costs or in the interest of guaranteeing the availability and quality of water for a specific use (i.e. industry, energy, agriculture or human consumption). - The private sector must complement the public sector’s responsibility in conserving the watershed. The private sector and organized civil society must ensure through legal channels that the public sector fulfils its obligations. - For academic institutions water funds are a good opportunity to carry out research, conservation or monitoring activities and to develop projects using new technologies.

Subnational

Working group

A working group is formed to begin assigning specific tasks that will help advance the development of technical studies and facilitate and promote the water fund. The main functions of this working group may be the following: preparing a work plan that includes a detailed timeline with the legal establishment of the fund as its final activity, conducting meetings to coordinate strategies and define next steps, analysing alternatives for the preparation of initial studies, informing stakeholder institutions about the status of the fund’s establishment and analysing and facilitating the incorporation of new members to the working group. The working group’s composition should be duly formalized through a Memorandum of Understanding or similar instrument.

A solid and comprehensive stakeholder analysis - An identified problem to be addressed and the shared risks/interests of the working group members

Working group members need to be correctly chosen and vetted. They must also be dedicated to finding and applying a solution to the problem at hand.

Subnational

Legal and institutional analysis

The water fund’s transparency, independence and long-term permanence must be justified in a study that analyses the different legal and institutional alternatives for its structure and operation. The following are some of the most important topics to be analysed in legal and institutional studies: - Current Legislation - Current Management Plans - Legal Nature of Potential Water Fund Partners - Resource Administration

Technical capacity. Availability, reliability and consistency of data.

These studies may be simple (i.e. rapid assessments) or they may be more in-depth studies that require field data collection or the development of hydrologic models. In many cases it may be possible to start with a simple analysis, but good data on the key hydrologic services identified for the fund are essential. These technical aspects should be approached as an ongoing process that starts with design and continually improves during the fund’s operation. Obtaining more and better data at the beginning will help define more precise conservation goals for the environmental services provided. For the hydrologic models, keep in mind these models reflect reality, but they are not the reality under any circumstances. - Clearly define objectives in order to adequately select the type of model that will be used. - Be very careful in scale and validating hydrologic models.

Subnational