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.

Local

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

Operationalising results of assessments in MPA management

The outcomes of the assessments are now being operationalised through a range of management tools and are informing development of a long-term sustainability plan (the Reef 2050 Plan) for the Great Barrier Reef World Heritage area.

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Subnational

Creating the scientific evidence base

A Summary Science Case was compiled to provide the initial basis for international recognition of the Sargasso Sea ecosystem and its threats. This desk study was supplemented with specific analyses on shipping and fishing activities, and the European eel, to initiate science-driven discussions with interested governments about the need for establishing appropriate management and protection measures within the existing legal framework.

Available peer-review data on long-term time series of oceanographic conditions; data on species which utilize the area Willingness of scientists in Bermuda, the UK and the US to submit written summaries of their work on a volunteer basis Identification of expert consultants that maintain strong scientific reputations with governments and secretariats of international/regional organizations, for targeted studies; available funds for those studies

Additional resources would have allowed for more in-depth Science Case that could have analyzed potential threats to the system in more detail, provided more time for compilation, offered expert workshops and given honorarias for summary pieces Due to large size and scale of precedent set by this initiative when compared to past high seas MPA efforts, there was a demand for a fairly high burden of proof. Difficulty in supporting causal linkages between human activities and effects on the ecosystem in a data limited environment of the open ocean.

Subnational

Seeking international recognition for ecosystem

Support from multiple governments for international collaboration was gained after the Sargasso Sea was recognized internationally, through formal bodies, as an important ecosystem. Designation as an Ecologically and Biologically Significant Area (EBSA), and mention in the UN General Assembly Annual Omnibus Resolution on Oceans and Law of the Sea provide legitimacy for government involvement.

The initial Summary Science Case led to the basis for designation as an EBSA by CBD Parties. A scientific-expert driven process, working on a regional scale, provides a formal designation which can be leveraged when seeking government support for protection measures at international and regional organizations. Acknowledgement in the 2012 and 2013 UN Omnibus Resolution on of the Alliance’s efforts to raise awareness of the ecological significance of the Sargasso Sea, communicates the importance of the area to the full General Assembly.

Formal international recognition facilitated the approach to governments bordering the Sargasso Sea, or those interested in regional approaches to high seas protection, leading to the Hamilton Declaration Signatories and other supportive governments who plan to join the Declaration over time.

Subnational

Global

Development of international protection measures

A combination of providing strong, credible science and networking with governments (both scientists and political representatives) keeps an issue on the agenda and provides the necessary discussion documents to move it forward through the existing processes of each entity. Regular attendance at meetings allows SSA to foster relationships with scientists from management entity and serve as a credible resource on the Sargasso Sea.

Identification of expert consultants that maintain strong scientific reputations with governments and secretariats of international/regional organizations, for targeted studies; available funds for those studies Scientific analyses remain silent on suggested management measures or approaches to avoid politicizing the document, and therefore losing credibility

Transparent partnerships can be developed to fill information gaps. SSA consultants provided scientific analyses to meet information needs defined by the management entity. On-going communication between SSA, Secretariats of international/regional organizations and co-chairs of scientific committees is critical Regulatory Inertia - entities maintain a very high burden of proof of negative impacts from a specific human activity before they will contemplate protective measures Existing fragmented high seas governance system means little sharing of information and expertise across sectors. There is little willingness to accept lessons from other sectors or embrace an ecosystem context beyond individual organizational mandates.

Subnational

2013 INTER-SESSIONAL MEETING OF THE SUB-COMMITTEE ON ECOSYSTEMS

Establishment of the Sargasso Sea Commission

In the absence of any legally binding instrument for the management of the HS/SS, voluntary international cooperation can exercise a stewardship role at the regional scale. The March 2014 Hamilton Declaration on Collaboration for the Conservation of the Sargasso Sea, signed by five governments (the Azores, Bermuda, Monaco, United Kingdom and United States) established a Sargasso Sea Commission which has no management authority but will “keep the Sargasso Sea’s health, productivity and resilience under continual review.”

Political will to sign non-binding Declaration and to work at a regional level within the context of broader discussions about a global framework for high seas MPAs Willing scientists of international repute to serve in a volunteer capacity as Commissioners

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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