6.2.07 triple helix consulting1 catchment management organisations ingredients for success mackay...

6.2.07 Triple Helix Consulting 1

Catchment Management Catchment Management OrganisationsOrganisations

Ingredients for success Ingredients for success

Mackay Whitsunday NRM Group Mackay Whitsunday NRM Group IncInc

Andrew CampbellAndrew Campbell

Triple Helix ConsultingTriple Helix Consulting6 February 20076 February 2007


OutlineOutline• Background - work that informs my perspectivesBackground - work that informs my perspectives

• Reflections on the regional modelReflections on the regional model

• Characteristics of leading Catchment Characteristics of leading Catchment

Management Organisations (CMOs)Management Organisations (CMOs)

• Some Key Result Areas for leading CMOsSome Key Result Areas for leading CMOs

• Review of MWNRM documents against these Review of MWNRM documents against these

KRAsKRAs

• Next StepsNext Steps


My My perspectivesperspectives• Farming background western VictoriaFarming background western Victoria• Forestry & rural sociology trainingForestry & rural sociology training• Farm planning extension Vic govtFarm planning extension Vic govt• Manager, Potter Farmland PlanManager, Potter Farmland Plan• National Landcare FacilitatorNational Landcare Facilitator• Development of NHT & NAP in Aust Development of NHT & NAP in Aust

GovernmentGovernment• 7 years as CEO of Land & Water Australia7 years as CEO of Land & Water Australia

– Fellow of the Australian Institute of Company DirectorsFellow of the Australian Institute of Company Directors– Worked with many Catchment Management Worked with many Catchment Management

OrganisationsOrganisations– Looking in particular (but not only) at knowledge needsLooking in particular (but not only) at knowledge needs– Analysing what works and whyAnalysing what works and why

• Now out on my own again…Now out on my own again…


Lagging policiesLagging policies - Governments still have lots to - Governments still have lots to

dodo• getting signals right, and cost-sharinggetting signals right, and cost-sharing

• juicier carrots and smarter sticksjuicier carrots and smarter sticks

• clarifying property rights & responsibilitiesclarifying property rights & responsibilities

• sorting out water allocation & land clearing sorting out water allocation & land clearing

• C21 legislation - ecologically literateC21 legislation - ecologically literate

• vertical integration of governments (fixing vertical integration of governments (fixing extension)extension)

• informing and regulating marketsinforming and regulating markets

• renovating infrastructure – climate/water/energyrenovating infrastructure – climate/water/energy

• new institutions at catchment/regional scale new institutions at catchment/regional scale


The regional model:The regional model: an integrated approachan integrated approach

• The regional model is a world-leading effort to implement The regional model is a world-leading effort to implement

sustainable NRM at a landscape scale: it’ssustainable NRM at a landscape scale: it’s also a grand also a grand

experimentexperiment– Devolve decision making & resource allocation to appropriate scaleDevolve decision making & resource allocation to appropriate scale

– Tap into and build on deep local knowledge and connection to Tap into and build on deep local knowledge and connection to

placeplace

– Work across issues and industries in an integrated wayWork across issues and industries in an integrated way

• integration means making wholeintegration means making whole– across scales, issues, land tenures and land usesacross scales, issues, land tenures and land uses

– in the users’ contextin the users’ context

• that requires comprehensive knowledgethat requires comprehensive knowledge

• and excellent relationshipsand excellent relationships


ReflectionsReflections on the regional modelon the regional model

• A world-leading experimentA world-leading experiment• A natural evolution in approachA natural evolution in approach• Patchy successPatchy success• The importance of continuity and The importance of continuity and

persistencepersistence• Lots of scope for learning across Lots of scope for learning across

regionsregions


Supportive institutional Supportive institutional frameworksframeworks

• ‘‘Joined up’ Government, vertically and horizontallyJoined up’ Government, vertically and horizontally

– Regions doing only what is best done at that scaleRegions doing only what is best done at that scale

• Durable, predictable, multi-year revenue sourcesDurable, predictable, multi-year revenue sources

– Raising their own revenue?Raising their own revenue?

• Responsive, tractable research and extension servicesResponsive, tractable research and extension services

• A well-honed tool-kit of policies, models, carrots & A well-honed tool-kit of policies, models, carrots &

stickssticks

• Robust business models and generic support services Robust business models and generic support services

for the emerging business/profession of regional NRMfor the emerging business/profession of regional NRM


Improving the Regional ModelImproving the Regional Model• Be clear about the conditions where a regional approach is validBe clear about the conditions where a regional approach is valid

• Consolidate regional institutionsConsolidate regional institutions– provide assistance with meeting minimal governance standardsprovide assistance with meeting minimal governance standards

– streamline reporting and accountability requirements (audit etc)streamline reporting and accountability requirements (audit etc)

– sort out durable staffing arrangements (without duplicating bureaucracy)sort out durable staffing arrangements (without duplicating bureaucracy)

– build solid and consistent information and knowledge management systemsbuild solid and consistent information and knowledge management systems

– we don’t want 57 different rail gauges…we don’t want 57 different rail gauges…

• Clarify relationships, roles and responsibilities with all tiers of GovtClarify relationships, roles and responsibilities with all tiers of Govt

• Ensure regional bodies have or have access to ‘plugged in’ peopleEnsure regional bodies have or have access to ‘plugged in’ people

• Nourish landcare…. don’t undermine it! Be clear about where Nourish landcare…. don’t undermine it! Be clear about where

volunteers fit.volunteers fit.

• Promote partnerships with industry (e.g. Grain & Graze, SGSL, Dairy Promote partnerships with industry (e.g. Grain & Graze, SGSL, Dairy

Catch)Catch)

• Give them rating powers for defined (catchment) purposesGive them rating powers for defined (catchment) purposes

• PATIENCE (we’re on a long journey, let’s get the vehicles right…)PATIENCE (we’re on a long journey, let’s get the vehicles right…)


The Regional Model and on-ground The Regional Model and on-ground changechange

• Remember that on-ground change happens Remember that on-ground change happens

mostly on-farmmostly on-farm

• The basic rules of adoption have not changedThe basic rules of adoption have not changed– complexity, observability, trialability, relative complexity, observability, trialability, relative

advantage, coherenceadvantage, coherence (with self-image etc)(with self-image etc) still still determine adoptabilitydetermine adoptability

– look to change behaviour first - attitudes followlook to change behaviour first - attitudes follow

• But extension frameworks have changedBut extension frameworks have changed

• The leap from the individual to the catchment – The leap from the individual to the catchment –

and back – remains the biggest challengeand back – remains the biggest challenge


On-ground change for On-ground change for individualsindividuals

three pillarsthree pillars – – people need to want to change, to know what to do, people need to want to change, to know what to do, and have the means to do itand have the means to do it

• commitment commitment – influenced by sense of place and of community (local & influenced by sense of place and of community (local &

wider)wider)

• know-howknow-how– options need to be viable and adoptableoptions need to be viable and adoptable

• capacitycapacity– can be helped at the margins with incentivescan be helped at the margins with incentives


Adoption reality checkAdoption reality check

• Old adoptability rules still apply (Pannell et al 2006)Old adoptability rules still apply (Pannell et al 2006)

• Economic & regulatory signals remain weakEconomic & regulatory signals remain weak

• On-farm change is more likely where innovations:On-farm change is more likely where innovations:

– Offer relative advantage over existing systems/approachesOffer relative advantage over existing systems/approaches

– Are not too complexAre not too complex

– Can be trialled, tested and evaluated (preferably on a modest Can be trialled, tested and evaluated (preferably on a modest

scale)scale)

– ““Fit” with the farmer’s outlook, capacity and farming systemFit” with the farmer’s outlook, capacity and farming system

– Offer good returns within a reasonable timeframeOffer good returns within a reasonable timeframe

• But relative advantage can be defined in But relative advantage can be defined in

interesting ways….interesting ways….


A farmer perspectiveA farmer perspective

Tom & Cynthia Dunbabin, “Bangor”Dunalley, Tasmania, Winners of the 15th McKell Medal

Too many policies remain prescriptive

Farmers have a strong sense of place, built on generations of land management.

Partnerships with landholders, based on trust, and respectful of their sense of place are an essential precursor to more successful approaches.


The Dunbabin Sense of Place The Dunbabin Sense of Place ModelModel

Sense Sense of Placeof Place

Passion

ScienceShared

Actions

Responsibility

IntimateUnderstanding

•Landholders’ strong sense of place drives environmental actions through responsibility towards, and passion for the place (farm, beach, mine etc).

•Shared knowledge (science, cultural history etc), and broader understanding of place, greatly helps in developing and implementing positive actions.


The Dunbabin Sense of Place The Dunbabin Sense of Place Model (2)Model (2)

•When legislation, or other forced change impacts on the SoP of the landholder, responsibility becomes accountability and passion becomes social stigma - driving a negative reaction

rather than a positive action. •Measures such as stewardship payments have to be tailored in a way that strengthens the passion and responsibility that drive the positive actions.


Social Stigma

ScienceWithheld

Reactions

Accountability(Legislative obligation)

Fear

Figure 2


The Dunbabin Sense of Place The Dunbabin Sense of Place Model (3)Model (3)

•well designed programs add to the effectiveness of the original model – not overturn it...

•There is no need to change the strong Sense of Place farmers or other resource users have. It is far better to enhance that by adding additional values, values shared by the wider community.


Passion

ScienceShared

Actions

Responsibility

IntimateUnderstanding

Stewardship $’sRecognitionRespect

Figure 3


Regional bodies and on-ground Regional bodies and on-ground changechange

• Work out how your regional strategy and targets Work out how your regional strategy and targets mesh with the various dashboards of the mesh with the various dashboards of the managers of natural resources in your regionmanagers of natural resources in your region

• Use your connection to the district – the place – to Use your connection to the district – the place – to connect with landholders’ sense of passion and connect with landholders’ sense of passion and responsibility responsibility

• Think about the Triple Helix - landscapes, lifestyles Think about the Triple Helix - landscapes, lifestyles and livelihoodsand livelihoods– How will the implementation of your strategy affect How will the implementation of your strategy affect

people’s landscapes, lifestyles and livelihoods?people’s landscapes, lifestyles and livelihoods?

– And how do different groups And how do different groups perceiveperceive that your strategy that your strategy would affect them?would affect them?


MWNRM Group Inc MWNRM Group Inc OpportunitiesOpportunities

• understand the community and its diverse understand the community and its diverse strands strands

• develop a niche that complements other playersdevelop a niche that complements other players

• Ensure all players understand where you fitEnsure all players understand where you fit

• pick some low hanging fruit - tangible practical pick some low hanging fruit - tangible practical actionsactions

• work across the Triple Helix: work across the Triple Helix: – landscapeslandscapes, ,

– lifestyleslifestyles and and

– livelihoodslivelihoods


What makes a leadingWhat makes a leading Catchment Management Catchment Management

Organisation (CMO)?Organisation (CMO)?

•UnderstandingUnderstanding

•RelationshipsRelationships

•PositioningPositioning

•GovernanceGovernance


Characteristics of top Characteristics of top CMOs (1)CMOs (1)

UNDERSTANDINGUNDERSTANDING• Comprehensive knowledge of their clients Comprehensive knowledge of their clients

– demography and demographic trends demography and demographic trends – who lives in the catchment, what are their drivers?who lives in the catchment, what are their drivers?– values, perceptions, hopes, fears, know-howvalues, perceptions, hopes, fears, know-how

• Tapped into the best available knowledge Tapped into the best available knowledge

relevant to their strategyrelevant to their strategy– sustainable land used optionssustainable land used options

– best practice measures and factors affecting best practice measures and factors affecting adoptionadoption

– a useful toolkit of incentives, planning, regulationa useful toolkit of incentives, planning, regulation



RELATIONSHIPSRELATIONSHIPS• Understood and valued by key client groupsUnderstood and valued by key client groups

– grassroots community volunteersgrassroots community volunteers– landholders and consumers of resources (e.g. tourists) landholders and consumers of resources (e.g. tourists) – resource-using industriesresource-using industries– all tiers of governmentall tiers of government– other relevant non-government organisations (NGOs)other relevant non-government organisations (NGOs)

• Seen as adding value by these groupsSeen as adding value by these groups

• Able to influence behaviour within these Able to influence behaviour within these

groups consistent with implementing the groups consistent with implementing the

NRM PlanNRM Plan

Ag. service providers

UDV

Factories

Consumer

Dairy Australia TAFE

Dairy farmers

Financial institutions

Private

consultants

Other govt. SRW DPI

West Vic. Dairy

University SWWA

EPA

DSE

Indigenous groups

Local govt.

LWA

CMA’s

Landcare / env’t

services

Information & Knowledge FlowsInformation & Knowledge FlowsSouth-West Victorian dairy South-West Victorian dairy

farmersfarmers• Note no direct connect Note no direct connect

between CMA and dairy between CMA and dairy

farmersfarmers

• Nor from DSE or EPA to dairy Nor from DSE or EPA to dairy

farmersfarmers

• Dairy Australia connect is Dairy Australia connect is

strongerstronger

• Milk factory, DPI and Milk factory, DPI and

consultant connect is consultant connect is

strongeststrongest

• CCMA needs to work more CCMA needs to work more

through Milk factory, DPI and through Milk factory, DPI and

ag service providers to get to ag service providers to get to

dairy farmersdairy farmers


voluntary local landcarevoluntary local landcare• Voluntary community participation remains valuableVoluntary community participation remains valuable

– worth a fortune in marketing termsworth a fortune in marketing terms– a crucial role in changing social normsa crucial role in changing social norms– efficient (but not the only) platform for engaging peopleefficient (but not the only) platform for engaging people– good for involving non-farmers alongside farmersgood for involving non-farmers alongside farmers

• If landcare erodes, the regional model will wobbleIf landcare erodes, the regional model will wobble

• Voluntary groups and Catchment Management Organisations Voluntary groups and Catchment Management Organisations

should be a natural partnershipshould be a natural partnership– We need local action We need local action andand regional strategies regional strategies

– CMOs can minimise bureaucracy for local groups while channeling resourcesCMOs can minimise bureaucracy for local groups while channeling resources

– CMOs can build local groups into their regional implementation plansCMOs can build local groups into their regional implementation plans

– But must pay attention to recognition and reward efforts or local input will But must pay attention to recognition and reward efforts or local input will witherwither

• Some regions (e.g. West Gippsland CMA) are doing this very wellSome regions (e.g. West Gippsland CMA) are doing this very well– Let’s learn from their successesLet’s learn from their successes


Resource-using industriesResource-using industries

• Industry bodies/corporates are just as important Industry bodies/corporates are just as important as community landcare groups & landholdersas community landcare groups & landholders

• Mining, tourism and the development sector Mining, tourism and the development sector have big environmental footprints in the MWNRM have big environmental footprints in the MWNRM regionregion

• Understand their drivers & triggersUnderstand their drivers & triggers– Do your homework on their goals & strategies Do your homework on their goals & strategies

– Work out where NRM sits for them and what might push Work out where NRM sits for them and what might push their buttonstheir buttons

– Look for overlapping interests & concerns & build Look for overlapping interests & concerns & build alliancesalliances

– Offer them solutions, not problemsOffer them solutions, not problems


Characteristics of top CMOs Characteristics of top CMOs (3)(3)

POSITIONINGPOSITIONING• Closely linked with relationshipsClosely linked with relationships• CMO roles very well defined and clearly articulatedCMO roles very well defined and clearly articulated

– Including how they relate to those of each tier of Govt Including how they relate to those of each tier of Govt (especially local govt planning, zoning, rating, approvals etc)(especially local govt planning, zoning, rating, approvals etc)

• CMO seen as adding value to the efforts of volunteersCMO seen as adding value to the efforts of volunteers– e.g. helping them to access resources with minimal e.g. helping them to access resources with minimal

bureaucracybureaucracy– providing a clear strategic framework for their effortsproviding a clear strategic framework for their efforts– valuing their contributionvaluing their contribution

• Grounded in connections to placeGrounded in connections to place

• Supported by clear and durable institutional frameworksSupported by clear and durable institutional frameworks



GOVERNANCEGOVERNANCE• Successful organisations are well runSuccessful organisations are well run

– they make a differencethey make a difference– good balance between performance and conformancegood balance between performance and conformance

• Significant public funding demands good governanceSignificant public funding demands good governance

– being well run, and being well run, and being seen to bebeing seen to be well run well run

– strategy, people, finance, risk, compliance, auditstrategy, people, finance, risk, compliance, audit

– GovernanceGovernance• Clarity and respect for distinct roles of Board/CEO/managementClarity and respect for distinct roles of Board/CEO/management• Codes of conduct and sound mechanisms for conflicts of interestCodes of conduct and sound mechanisms for conflicts of interest• Clear reporting and audit frameworks Clear reporting and audit frameworks


Key points on governanceKey points on governance

• Irrespective of legal basis, organisations in Irrespective of legal basis, organisations in receipt of millions of dollars in public (or receipt of millions of dollars in public (or private) funding should have:private) funding should have:

– Clear, defensible strategic directionClear, defensible strategic direction

– Sound governance frameworkSound governance framework

– Professional business management & robust Professional business management & robust

systemssystems

– Excellent people employed appropriately Excellent people employed appropriately

– Clear boundaries between governance and Clear boundaries between governance and

managementmanagement

A governance A governance frameworkframework

• hierarchy from Board policies hierarchy from Board policies

to Chief Executive Instructions to Chief Executive Instructions

to resource documents, to resource documents,

templates, guidelines etctemplates, guidelines etc

• clarifies Board’s territory clarifies Board’s territory

• shows status of the various shows status of the various

documentsdocuments

• available in hard copy or on available in hard copy or on

intranet for all staff & directorsintranet for all staff & directors

• very useful induction toolvery useful induction tool


Governance frameworkGovernance frameworkCorporate Corporate

governance, governance, compliance & compliance & accountabilityaccountability

FinanceFinance Human Human ResourcesResources

CommunicatioCommunication & n &

Knowledge Knowledge ManagementManagement

General General OperationsOperations

Board charter Legal compliance HR Strategy K&A Strategy Procurement

Delegations Revenue Performance Management

Project Management Information System

IT Strategy

Risk management Expenditure Recruitment IP/Copyright Security

Fraud control Budgeting Training & devt Privacy, FOI Disaster recovery

Legislative requiremts

Financial records Workplace behaviour

Records Management

Accommodation & lease

Reporting Reporting EEO & diversity Internet Travel

Standards & regs OH&S Style guide, look & feel

Environmental footprint

Terms & conditions Intranet

6.2.07 triple helix consulting1 catchment management organisations ingredients for success mackay...

Documents

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worldleading effort

catchmentregional scale

land tenures

land uses

regional modelreflections