Communication Strategy - Corangamite CMA Region · Communication Strategy to be effective, it must encourage informed decision-making and planning processes that are flexible and

C O M M U N I C A T I O N , E N G A G E M E N T A N D S O C I A L C H A N G E B E N C H M A R K I N G

Final Report

Communication Strategy - Corangamite CMA Region

Prepared for

Corangamite Catchment Management Authority 64 Dennis Street Colac, Victoria 3250

A10047CommunicationStrategy4

AgInsight

Communication Strategy - Corangamite CMA Region i

URS Australia and AgInsight

TABLE OF CONTENTS 1 Introduction 1

1.1 Assumptions in developing a Communication Strategy......................... 1 1.2 Principles for the communication strategy............................................. 2 1.3 Strategic approaches in NRM communication....................................... 3

2 The mega-communities 4 2.1 Major resource and secondary industries.............................................. 5 2.2 Tertiary industries and service providers ............................................... 6 2.3 Managers of land use change ............................................................... 8 2.4 Support organisations for agricultural land and water use................... 10 2.5 Rural industries and communities ....................................................... 11 2.6 Forestry ............................................................................................... 12 2.7 Urban settlers in rural and coastal areas ............................................. 13 2.8 Support organisations for environmental values.................................. 14 2.9 Urban populations ............................................................................... 15 2.10 Tourism....................................................................................... 16

3 The communication strategy 18 3.1 Strategic investment for effective communication by the CCMA ......... 18 3.2 Linkages between the mega-communities .......................................... 19

4 Conclusions 22

5 Acknowledgements 23 5.1 Acknowledgements ............................................................................. 23

Communication Strategy - Corangamite CMA Region ES-1


Executive Summary This Report presents a Communication Strategy (Strategy) for use in the Corangamite CMA Region, by the Corangamite Catchment Management Authority (CCMA).

This Communication Strategy aims to inspire long-term partnerships and networks, education and training to promote greater awareness of the state of natural resources throughout the entire community thereby encouraging better decisions and actions that improve natural resource outcomes.

The Communication Strategy will contribute to an engagement strategy for the Corangamite Catchment Management Authority (CCMA) to use in building mutually rewarding and sustainable relationships with its ‘mega-communities’ of interest. The ultimate value of the engagement strategy will be in working with people in a way that encourages day-to-day behaviour that leads to better natural resource management outcomes. Development of the Strategy has been guided by four principles. The Communication Strategy will:

• stimulate and encourages ongoing education and training by each of the mega-communities;

• lead to outcomes that are beneficial to all parties (that is, for the CCMA as well as for the mega-communities);

• lead to decisions that result in outputs and outcomes that demonstrate the strategy is being delivered, and

• have processes that inform government on appropriate NRM processes and areas of investment and so allow ongoing NRM policy reform.

The Communication Strategy Defining communication needs for mega-communities Given the socio-economic diversity in the Corangamite CMA Region, communities are best defined as representing a blend of the main occupations and industries in the Region and the key drivers of NRM behaviour. Separate components have been amalgamated into 10 ‘mega-communities’ on the basis of commonality of interests and behaviour. The mega-communities are a mixture of industries and land uses, spatial entities, and regional governance bodies. Previous Reports have defined and described these mega-communities. The communication needs for each of the mega-communities is presented within the context of four broad headings.

1. Current activities – the list of activities describes the ways in which the mega-community works within its own sector and the factors that influence their activity in natural resource management.

2. Opportunities – the opportunities describe how each mega-community describes its potential and how this may be achieved.



3. Needs – the needs as they are described here are in terms as to what the mega-community considers it requires (needs) in order to be involved in natural resource management.

4. Constraints – this section reports on the issues and constraints to NRM activity and investment as they are perceived by the mega-community.

This information is used to develop ‘hooks’ that will encourage critical thinking about NRM, and ‘hooks’ to encourage enhanced NRM behaviour. These ‘hooks’ are detailed in terms of potential actions within each mega-community. Overall primary strategies

1. Support the development and delivery of education and training programmes by organisations from each of the mega-communities to their business operators, employees and contractors, and community groups.

2. Influence NRM policy that 'encourages' sensible environmental behaviour. 3. Invest in communication procedures that use water as a common theme.

Overall secondary strategies

4. Support research and development, in both the scientific institutions as well as the systems groups (such as the FSR) into improvement management practices for the natural resources.

5. Foster and encourage the use of existing networks throughout the Corangamite CMA Region. Tap into and support existing strategies and objectives. These networks include the GBATE, Ballarat Environment Network, Geelong Environment Network, Tourism Networks through the Regional Victoria Tourist Network, and State and Local Government agencies such as the Department of Innovation, Industry and Regional Development and Adult Education and Training Providers (BRACE, Colac ACE).

6. Financially support projects, sponsor events and allocate funds that both encourage groups to undertake NRM activity but also to profile the intent and achievements of the CCMA.

Building linkages between the mega-communities The research within each of the mega-communities highlighted two important points that are relevant for this strategy. The first point is that each mega-community has distinct boundaries and contexts that influence decision-making and investment in natural resource management. The second important point is that common themes or linkages in relation to natural resource management emerged and exist amongst the mega-communities. Suggested linkages are presented below. It is not likely that the CCMA will have the resources to invest in building all of these linkages. The presentation of the linkages below is in a suggested order of priority for CCMA consideration. 1. Water. It is recommended that the CCMA communicate across the Corangamite

CMA Region the impact of poor water management and opportunities for improved



water management practices. There is also scope for the CCMA to work with Barwon Water and Central Highlands Water to develop this aspect of the communication strategy.

2. Planning pressures and land capability. It is recommended that the CCMA direct

resources into training and education opportunities for environmental and town planners in each of the shires. Water management, land capability and biodiversity information should be made available in ways (including web pages) that the planners can readily apply in their decision-making.

3. Economic development. It is recommended that wherever possible, the CCMA

include economic information with their NRM advice. This information should include the cost of recommendations, the anticipated financial gains (both to the individual and society) of undertaking recommended actions as well as the cost of not addressing NRM issues.

4. Community development It is recommended that the CCMA continue to invest in

processes of learning and building social capital. Fostering a learning culture will be a significant tool in enabling the mega-communities to respond and adapt to ongoing environmental challenges. Education and training opportunities presented in forms that suit the needs and questions of each of the mega-communities is recommended.

5. Landscape maintenance –It is recommended that the CCMA link the appeal of

living in the Corangamite CMA Region with its NRM recommendations and advice. Many are attracted to the region because of its natural beauty. Ways to maintain this beauty will always be valued. Biodiversity schemes, looking after icon species and water quality management programmes are examples of 'landscape' preservation schemes.

6. Soil health and fertility is improved –It is recommended that soil health and fertility

information be made available to all mega-communities in a way that describes the current 'state of the environment' in terms of the land resource. Included in this information should be links to others sources of information, avenues of expertise, which individuals or groups may pursue if there is a requirement to 'translate' the information to local environments.

Communication Strategy - Corangamite Cma Region 1


1 Introduction This Report presents a Communication Strategy (Strategy) for use in the Corangamite CMA Region, by the Corangamite Catchment Management Authority (CCMA). The Strategy presents communication approaches and opportunities for each of the mega-communities defined in the Demographics Report and discussed in detail in the Corangamite Communities: Values, Beliefs, Attitudes and Behaviours in NRM Report. More specifically, the Report describes the perspectives from which each mega-community views the health or status of the natural resources and the factors that influence their management and investment in the natural resources. The Strategy also considers the issues that link each of the communities. The process of describing both the specific features of and linkages between each of the mega-communities, leads to the conclusions and recommendations of this Strategy and the means by which change may be engendered. This Report will contribute to an engagement strategy for the Corangamite Catchment Management Authority (CCMA) to use in building mutually rewarding and sustainable relationships with its communities of interest. The ultimate value of the engagement strategy will be in working with people in a way that encourages day-to-day behaviour that leads to better natural resource management outcomes. 1.1 Assumptions in developing a Communication Strategy

This Communication Strategy, if it is to be effective, must have the capacity to be adaptive, iterative as well as appealing for two important reasons.

• The first reason is that people not only differ in their needs for information, but have preferred modes of receiving and responding to information. While some prefer reading others may prefer electronic forms of information presentation. While some people prefer individualistic approaches to information, others opt for group learning. Some manage resource management in its own right while others will make natural resource management (NRM) decisions within the context of business plans and development.

• The second important reason for an adaptive plan lies in the very nature of NRM. That is, NRM is irreducibly complex. Very often the problems are chronic and therefore long term and for many, the proposed solutions are not necessarily compatible with current business activity and proposed plans. For this Communication Strategy to be effective, it must encourage informed decision-making and planning processes that are flexible and respond to new technologies as well as emerging environmental and community pressures.

This Communication Strategy must present processes that enable and encourage individuals and organisations to become better informed about their natural environment as a driver of better decisions and actions. In other words, it must focus as much on the process of communication as it does on the product or content of the Communication Strategy. Outcomes or measures of success of this Strategy may therefore be measured in



new research and development applications, new NRM policy agreements, new partnerships, sponsorship and importantly further education and training as well as an improved understanding of NRM issues. These statements may be summarised as:

This Communication Strategy aims to inspire long-term partnerships and networks, education and training to promote greater awareness of the state of natural resources throughout the entire community thereby encouraging better decisions and actions that improve natural resource outcomes.

The CCMA has been investing considerable funds in the development of its Regional Catchment Strategy (RCS). In order to capitalise on this investment, it is important (some would argue essential) that the CCMA becomes involved in a process of communicating to each of the target audiences the outcomes, intended impacts and implications of the RCS. 1.2 Principles for the communication strategy

This report has been guided by four principles, as determined by URS consultants and the four strategic approaches as presented in the CCMA’s communication meta-strategy. The four principles are: 1. The Communication Strategy stimulates and encourages ongoing education and training by each of the mega-communities. Underpinning this principle is the assumption that ongoing learning and training is needed if the changing needs and status of the environment are to be managed. This principle also assumes that natural resource management is adaptive and ongoing and that no one solution is likely to suit all communities at the same time and have the same impact. Ongoing awareness, education and training in some ways must become part of the culture of the mega-communities and therefore part of the business of the CCMA. 2. The Communication Strategy leads to outcomes that are beneficial to all parties (that is, for the CCMA as well as for the mega-communities). While it is appreciated that the CCMA has statutory power underpinning its decisions and investments, this report does not assume that the CCMA is necessarily to be regarded as a watchdog or dominant authority. Rather, this communication strategy takes the view that the CCMA will engage in partnerships and communication processes that are positively received by all parties, and which lead to beneficial outcomes in NRM. 3. The Communication Strategy leads to decisions that result in outputs and outcomes that demonstrate the strategy is being delivered. It is an important assumption that while deliverables may be recorded and reported highlighting the implementation of this Communication Strategy, equally as important will be the capacity of the CCMA to demonstrate the contribution of this Strategy to overall natural resource management improvements (i.e. outcomes). Indicators for the Communication Strategy will be required that measure outputs (e.g. information days for shire planners) and outcomes (e.g. incorporation of natural resource management principles in shire subdivisions).



4. The Communication Strategy processes inform government on appropriate NRM processes and areas of investment and so allow ongoing NRM policy reform. Policy is very powerful in its influence on NRM investments and process. One example is demonstrated by the investments made by the manufacturing sector as they work to comply with the licence agreements that have been established in accordance with environmental standards set for air emissions and water quality. If the Communication Strategy is effective it should have the capacity to inform government how existing policy may be reformed or new policy introduced. 1.3 Strategic approaches in NRM communication

Four broad strategic approaches of communication have been presented as part of the CCMA's overall Communication Meta-strategy. 1. The type of communication models applied is broadened to reflect the varying needs of people and communities in the Corangamite CMA Region. This statement acknowledges the diversity of people and industries in the Corangamite CMA Region. Using difference models of communication increases the capacity of the CCMA to respond to the different levels of awareness, knowledge and commitment by the each of the varying stakeholders. 2. A research / design / test process is applied to develop CCMA communications. For a communication strategy to be effective, the communicators must 'know the audience'. This Communication Strategy provides the background and 'triggers' for each of the mega-communities, how they view the state and needs of the environment and their capacity to respond to these needs. However, the information presented here was gathered in 2002. In all probability these views will have evolved by 2005. For the communication process to be effective into the long-term, the views, opinions and aspirations of the audiences must be reviewed on an ongoing basis. 3. Decide on a model that fits the situation. The varying degrees of information and engagement required by each mega-community must be recognised. A dynamic Communication Strategy that is responsive to each of the styles and standards of its audience is likely to have far greater impact than a communication approach that is reliant on the audience adapting. The background, pressures and ambitions of the audience influences the type of information they expect to receive and similarly need to receive in order to become better informed. 4. Designing within an understanding and appreciation of complexity. The paradox for communication strategies, especially in NRM, is that very often simple messages are required to inform an audience on complex issues. This implies that the message must be a trigger for learning about this complexity. For communication to be most effective in NRM, it must have the capacity and means to encourage individuals and organisations to learn more about their environment and their impact upon it. The challenge of the Communication Strategy is not to be overwhelmed by its complexities while simultaneously recognising its significance in both empowering, and dis-empowering, people to action.



2 The mega-communities This section describes the key features of each of the mega-communities in a communication perspective. For the purpose of this section, it is assumed that other reports prepared for this Communication, Engagement and Social Change Benchmarking Project will be read in conjunction with this Strategy. The communication needs for each of the mega-communities is presented within the context of four broad headings.

1. Current activities – the list of activities describes the ways in which the mega-community works within its own sector and the factors that influence their activity in natural resource management.

2. Opportunities – the opportunities describe how each mega-community describes its potential and how this may be achieved.

3. Needs – the needs as they are described here are in terms as to what the mega-community considers it requires (needs) in order to be involved in natural resource management.

4. Constraints – this section reports on the issues and constraints to NRM activity and investment as they are perceived by the mega-community.

This information is used to develop ‘hooks’ that will encourage critical thinking about NRM, and ‘hooks’ to encourage enhanced NRM behaviour. These ‘hooks’ are detailed in terms of potential actions within each mega-community.



2.1 Major resource and secondary industries

Current Activities • Large scale manufacturing or downstream

processing within environmental regulations

• Employment of large number of staff and contractors.

• Supply chain and support industries integral to processing and selling product (eg transport industry).

• Training for staff and contractors.

• Marketing of product and the production (workers rights, sustainable production)

• Networking between major companies, relevant companies and statutory organisations and Governments

Needs • Access to reliable good quality water in large

volumes.

• Access to reliable supply of power

• Access to skilled and informed employment source

• Clear and workable planning and environmental regulations that meet OH and S standards and Environmental Planning requirements (eg ISO standards).

• A stable working environment.

• Community support.

Opportunities • Scarcity of water – requirement to use water

more effectively/efficiently

• Ability to educate/influence a wide urban population about NRM

• Expansion

• Recycling / Reuse of natural resources.

• Encouragement for continuous improvement.

Constraints • Cost of new technologies.

• Limited understanding of the impact of resource use (esp water) and down stream pollutants.

• Government policies regarding deregulation and tariff changes.

• Technology does not exist.

There is considerable opportunity for the CCMA to have an impact with the manufacturing sector and these opportunities lie in three areas in particular:

1. promoting efficient water use, re-use and waste disposal; 2. supporting training and education programs for the workers employed in the

sector. 3. working with these large employers to promote environmental responsibility to

the broader community. Hooks to engage the manufacturing and industrial sector into thinking about NRM

• Provision of evidence that links environmental performance and profitability in the industrial sector, in keeping with sustainable development principles.

• Publication of community opinion about the sector’s environmental performance.

Hooks to engage the manufacturing and industrial sector into undertaking NRM activities.

• The CCMA can become more involved in setting the agenda and processes within the Geelong Business and the Environment Network (GBATE).

• The CCMA can become involved in the development of training and education programs designed for employees in the sector.

• The CCMA can encourage and support the sector in its investments in community-based NRM activity for the local community (for example Alcoa Frogwatch).



2.2 Tertiary industries and service providers

Current Activities • Provision and facilitation of funding for

community projects (refurbishment and maintenance of halls, parks etc, leadership and business related training).

• Social health and welfare services.

• Business development mentoring and advice.

• Education and training opportunities.

• Financial and business counselling.

• Community capacity building programmes and initiatives.

Needs • Increased funding and resources (business

counselling, social services, replacements for volunteers).

• Strategies to address declining population in smaller, rural towns.

• Increased infrastructure developed (e.g. sewerage, local and link roads, public transport).

• Stabilisation in cost and availability of housing (house & land packages, rental prices & vacancies).

• Increased information exchange and awareness of CCMA.

Opportunities • NRM linkages into business development and

strategic planning processes.

• NRM information and learning opportunities including into mainstream adult education programmes.

• Networking and internal consultation between state and local government agencies.

• Mutually funded projects and / or in principle support for objectives.

Constraints • Limited funding for infrastructure

improvements.

• Lack of hard decisions in relation to planning of developments / business.

• Lack of appropriate access to natural resource areas for disabled and frail persons.

• High cost of sewerage development.

• Focus on environmental technical solutions rather than equal consideration of social, economic and environmental issues.

There are a number of opportunities for the CCMA to liaise and link with community and business development agencies and community and business educators. These opportunities extend from the CCMA providing expert advice in the consideration of natural resource requirements during business planning and training programme development to providing financial assistance for projects that will have an environmental benefits. There is potential for CCMA to work with this sector in encouraging community planning for NRM through participation in the Environmental Protection Authority’s Neighbourhood Environment Improvement Planning process. Neighbourhood Environment Improvement Plans tackle the issues that local communities identify as important to the health, safety and enjoyment of their local environment. They are intended to address environmental issues of importance to the community at the local scale, such as the cumulative impacts of many small sources of pollution, or working towards a sustainable neighbourhood. There is little that the CCMA would be able to do in terms of influence in the health and social welfare sector within the human services component of this mega-community, that would not involve a massive step change in the CCMA’s core values and objectives. Therefore, the following ‘hooks’ do not include liaison with this health and social welfare sector.



Hooks to engage the human services and community development sector into thinking about NRM

• Provision of overarching guidelines for the consideration of natural resource management when developing business strategies and plans, and when development training programmes / course modules.

• Provision of evidence that links environmental performance and profitability in business along the lines of principles of sustainable development.

Hooks to engage the human services and community development sector into undertaking NRM activities.

• The CCMA liaise directly with State and Local government in the provision of funding for NRM projects, whether the project initiation is directly or indirectly related to NRM issues.



2.3 Managers of land use change

Current Activities • Planning.

• Social capital development.

• Encouraging economic development.

• Provision of infrastructure (roads, water, community buildings).

• Political lobbying.

• Co-ordination of activities across the state.

Needs • Good (well organized, workable) statutory

guidelines (state policies)

• Strong inter-department/organisation networks

• Clear, united long term land use policy.

• Information about trends/current use/predicted resource needs.

• Community support / commitment.

Opportunities • Increased revenue from rates due to an

increasing number of people in the total region.

• Greater diversity in industry base.

• Better networking between land use organizations.

• Regional land use planning for clear long-term development and land use.

• Defined and clearer roles for all parties (especially DNRE and CCMA).

• Greater awareness of water management and use.

Constraints • Some areas of planning lack clear roles and

responsibilities between agencies

• Information on water resources and potential usage is uncertain and not adequately recorded

• Planning policies for longer term land use

• Conflicting land use requests / demands from current and prospective residents.

• Limited understanding of finite resources by users and planners.

• Conflicting demands from different parties in the region (e.g. foresters and conservationists).

The managers of land use change have the capacity to interpret and apply principles of sustainable development with lasting impacts. It is therefore critical that land use planners have the 'best' information possible in order to make decisions that both support the needs of the local economy without compromising the needs of the natural environment. Most of the shires and therefore the planners are under considerable pressure to support investments into the local economy that boost ongoing development. The CCMA has an opportunity to develop natural resource capability information to guide planning decisions. This information should consider critical issues such as water quality, rare and endangered species (flora and fauna) and land capability. Hooks to engage the managers of land use change into thinking about NRM.

1. Forums, designed for planners, presenting research highlighting the status and capability of the natural resources, held annually.

2. Printed information on the research findings and policy decisions could be regularly produced. This information should be presented in forms that suit planning decisions.

3. CCMA participation in meetings between regional managers of agencies that are convened by the Department of Infrastructure.

Hooks to engage the managers of land use change into undertaking NRM activities.

1. A website produced, and regularly updated as to who the key contacts are in specific NRM areas. Planners accessing the site are able to contact people with relevant information.



2. Generation of information showing how economic and environmental development can be complementary.

3. Planning networks supported by the CCMA to encourage 'peer support' for planning decisions.



2.4 Support organisations for agricultural land and water use

Current Activities

• Provide technical and financial agricultural information.

• Undertake trials and research.

• Set guidelines/expectations for quality (eg chicken size/milk fat).

• Some look to sustainability (eg advisers).

• Some (eg dairy) provide whole farm & family support systems.

Needs

• Information and product research.

• Networks for information flow.

• Clear guidelines for operation of businesses (planning and controls).

• Good networks with producers.

• Good working relationships with agencies and shires.

Opportunities

• Strengthen links with farming systems groups (e.g SFS, West Vic Dairy, SGS)

• Good opportunity to improve land management through QA &/or EMS through SFS or similar (Dairy, chickens & horticulture).

• Could relate price to sustainability and/or quality guidelines (eg Dairy in WA must be QA).

• Network between organizations providing advice to producers (eg dairy & fertilizer companies).

• Good statutory arrangements for NRM networks to operate under.

• Planning for optimum and complementary land use in the longer term (e.g. Golden Plains).

Constraints

• Perceived lack of need to change to more sustainable system by client (landholder).

• Lack of integrated information about new and sustainable land use systems especially at a technical level.

• Overlapping roles of bodies involved, differing regional boundaries for bodies in the region (eg Water/CMA/Health/Shire/Tourism).

• Inadequate infrastructure (eg milk tankers on old poorly maintained roads).

• Planning conflicts or limits on siting of processing plants.

This mega-community has excellent contact with many of the broad acre producers in the Corangamite CMA Region, usually providing specific advice to individual businesses. This consultancy approach is potentially a very effective means of raising the quality of NRM in agricultural enterprises, as it brings to the attention of the individual business the issues occurring within their own sphere of influence. Strengthening already established links that the CCMA has with farming systems groups will increase the Authority’s capacity to impact NRM thinking and behaviour on individual farms. Hooks to engage the support organisations for agricultural land and water use into thinking about NRM

1. EMS and QA systems developed that address local environmental needs. 2. Research regarding the environmental impact of agriculture presented in a form

that is useable by the support organisations. 3. A web site with relevant hot links to EMS and QA information, local research and

farming group activity and a diary of events developed. Hooks to engage the support organisations for agricultural land and water use into undertaking NRM activities.

1. Opportunities for collaborative funding for R&D and/or NRM activity. 2. The CCMA could strengthen links with farming system groups to provide NRM

advice for the farming systems undertaken within the Corangamite CMA Region. 4. The financial benefits of meeting environmental standards researched and

presented to this mega-community. 5. Opportunities for constructive input into planning decisions offered to this mega-

community.



2.5 Rural industries and communities

Current Activities • Production from the land.

• Support services to production industries.

• Community activities to maintain lifestyle (sporting, local focus – e.g. Lake Colac)

• Maintenance of viable community fabric/structure.

• Some industries provide support for families and businesses (e.g. dairy).

Needs • Research & development into sustainable

habitation .

• Education and employment opportunities for youth.

• Governance that provides appropriate support for communities and their development.

• Long term planning for community development/adjustment.

• Continuity and upgrading of facilities & services.

Opportunities • Greater economic diversity (value adding,

tertiary opportunities, horticulture & different crops).

• Increased tourism potential (some areas).

• Greater production from improved farming systems and technological improvements.

• Further structural adjustments improving resource use efficiency.

Constraints • Potentially a reduction in number of people

directly associated with farming

• Decline in the infrastructure/facilities (eg sport opportunities and service clubs like Apex & Rotary)

• Reduced relative economic importance of broadacre farming.

Rural communities in the Corangamite CMA Region are reflecting trends seen throughout Australia. Communities close to major centres and along the coast tend to be growing, attracting young families or people who can no longer afford to live in the larger cities. Communities situated in the more traditional and established rural regions are declining in population. Farm sizes are growing as businesses adjust to meet declining terms of trade, and replace labour with technology. The workload in many of these communities is falling on fewer and fewer shoulders. Environmental imperatives are increasing. Hooks to engage the rural industries and communities into thinking about NRM

1. Opportunities for industry and community integration created and supported by the CCMA.

2. Research and development into farming and production systems that includes economic and sustainability outcomes continues.

3. New ways of thinking injected into the region through leadership and community development and training activities.

Hooks to engage the rural industries and communities into undertaking NRM activities.

1. Community development programs operating through other agencies (e.g. health programs, adult education programs) in rural areas identified as being an opportunity to introduce NRM components to a wider audience, with the necessary input and support provided by the CCMA.

2. The CCMA encourages further the inclusion of NRM needs in the research and development programs of broad-acre industries.

3. New groups identified in the region (such as environmental or recently established landcare groups) and supported through the landcare network.



2.6 Forestry

Current Activities • Using native forests for consumer demand.

• Encouraging, planning and developing woodlots on privately owned land.

• Working towards greater understanding by wider community.

• Networking with tourism bodies / representatives.

• Transportation, processing and marketing of product.

Needs • Broad community agreement on access to

native forests.

• Landholders to plant woodlots for the longer term.

• Better community understanding of forestry practices (e.g. native and plantation logging).

• Improved infrastructure (especially roads to move logs).

Opportunities • Privately owned plantings

• Better use of raw material (wider range of uses, higher value end uses, more used)

• The Forestry Code of Practice is well implemented and consistently applied.

Constraints • Conflict in access to Native Forests

• Shire planners not wanting/allowing larger tree plantings (stopping plantings >40ha).

• Pressure from other land uses (e.g. tourism).

• Poor information on longer term market requirements for timber.

• Limited numbers of people willing to invest in trees for longer term returns (unknown longer term returns).

The forestry industry is under constant scrutiny from both the environmental regulators and the community in general. The harvesting of native forests is currently under considerable community and political pressure and the State Government is committed to phasing out native forestry in the Otway Ranges. It is likely that plantation timber management will eventually come under similar pressure in some situations. The tourism industry, which has considerable growth potential, is critical of the forestry industry due to the negative visual impact of a harvested site as well as traffic accident risk associated with the number of log trucks on the roads. Several plantation timber companies are addressing community concerns and market needs by establishing environmental management systems (EMS) and seeking accreditation under standards established by the Forest Stewardship Council (FSC). Hooks to engage the forestry industry into thinking about NRM

1. Research and development into water runoff, nutrient cycling, water use and soil loss is encouraged.

2. Encourage the forestry industry to develop its forestry network and that this network be used as a forum to present NRM related information.

Hooks to engage the forestry industry into undertaking NRM activities. 1. Environmental officers trained and encouraged to apply the Code of Practice when

reviewing forestry standards. 2. The plantation forestry industry be encouraged to use the requirement for EMS

and FSC accreditation to establish joint environmental programs with government and community groups.

3. The Forestry network and Tourism operators meet to discuss the issues of concern and develop a forum that informs both sectors.



2.7 Urban settlers in rural and coastal areas

Current Activities • Living but not necessarily working in the region

• Lifestyle demands (land, open space, ‘living in the country’ feeling).

• Recreation.

• Expect better services (roads, communication, water).

• Shop and sport in urban areas.

Needs • Smaller blocks with good access to facilities.

• Planning for common desires (eg no intensive animals next door).

• Better services (roads, communication, water).

• Desire for current feeling (eg ‘fishing village’ at Apollo Bay, country feel at Winchelsea).

• Information associated with a rural/urban life (eg fire risk minimization, control of weeds).

Opportunities • Greater numbers of people wanting this lifestyle

change

• Planning to accommodate appropriate long term changes

• Bring in different ideas, more diversity and more money

• Potentially wider tree planting and revegetation

Constraints • Lack of understanding of new landowners of

responsibilities.

• Poor planning (block size, access for buses & rubbish collection).

• Water availability.

• Pressures on infrastructure.

• Environment will change and that is not what those moving to the area wanted.

• Conflicting landuse (esp. intensive animals).

• Conflicting social values (old versus new families).

In comparison with rural communities in the traditional agricultural regions, the populations of these communities are growing rapidly. Affordable housing prices (relative to the major cities), open landscapes and a strong sense of community are the qualities that entice people to live in these peri-urban and semi-rural fringes. This audience is likely to be receptive to initiatives that aim to protect and enhance the local environment through provision of incentives for specific projects. Hooks to engage the urban settlers into rural and coastal areas into thinking about NRM

1. Local expertise in environmental management (eg birdwatchers, frog breeders) recognised and encouraged to contribute their knowledge to the local community.

2. Regular updates of the state of the environment and costs of natural resource use (water, power, waste management) published in local media.

3. Shires establish NRM resource centres in local schools and shopping centres. 4. Community events, such as show days, feature NRM stands with ideas and means

by which people can become more involved in NRM activities. 5. Environmental information presented in a form that is locally relevant and easily

understood by the general community. Hooks to engage the urban settlers in rural and coastal areas into undertaking NRM activities.

1. Projects such as the Biodiversity Enhancement scheme continue to run. 2. People provided with advice about how to get involved in environmental

management projects or groups. 3. Incentives provided for environmental best practice (e.g. waste minimisation).



2.8 Support organisations for environmental values

Current Activities • Provide community opinion to government and

private groups looking for community input. • Develop projects for funding for environmental

purposes. • Lobby government and the private sector where

environmental attention is required. • Provide advice to local communities and the

population in general whenever the health of the environment is at risk.

• Publish facts and actions to support environmental activity.

Needs • Requires ongoing funding usually for

administration.

• Environmental integrity to be recognised in its own right.

• Recognition and inclusion in major planing decisions and processes.

Opportunities • Recognised as an uncompromising voice for the

environment.

• Are regarded by general community as being genuine representatives on local community consultative forums.

• The Networks and committees are committed to the health and status of the environment and so provide a good 'balance' to economic development opinions.

Constraints • Some groups are regarded as extreme 'greenies'

and are therefore ostracised and excluded from planning processes.

• Funding is always a challenge.

• Success and integrity of the organisations are left to a few opinion leaders, without the validity of the organisation is diminished.

The CCMA may gain considerable advantage in working with the Environmental Groups, particularly when natural resources are under perceived threat - for example when water restrictions are being applied or contentious planning issues are under debate. The Environment Groups are gaining increasing recognition and validity in the eyes of the general community. The CCMA needs to define its links with the Geelong and Ballarat Environment Councils. Hooks to engage the support organisations for environmental values into thinking about NRM

1. The CCMA continues to make available to these organisations information as to the state of the environment.

2. The CCMA continues to make available information as to the achievements and issues emerging in NRM.

3. A representative of an Environmental Organisation is invited to provide advice to the CCMA, as either a Board member or on a consultative committee.

Hooks to engage the support organisations for environmental values into undertaking NRM activities.

1. The CCMA can work with environment groups to extend NRM imperatives through to a wider audience.

2. The CCMA can work with environmental support organisations to develop projects and activity days to address key environmental issues.



2.9 Urban populations

Current Activities • Living and working in the urban region.

• Holidaying or leisure activities in rural surrounds.

• Education of community about indigenous peoples.

• Education and raising awareness of environment (eg recycling).

• Urban renewal programs.

Needs • Land for residences and recreation.

• Clean air and water.

• Social infrastructure and energy resources.

• Work opportunities.

• Waste management services.

• Education and family support services.

Opportunities • Increasing population.

• Increasing levels of education.

• Increasing voting power.

• Greater opportunities for recycling (through greater numbers and education).

• Planning for better resource use (grey water in residential areas).

• Restrictions on water consumption.

Constraints • Potentially increasing demands on resources

(especially water).

• Increasingly removed from a rural base and therefore rural understanding.

• Limited understanding of finite resources and their own demands on the environment.

• Voters may not allow an environmental change for the better if it impacts on them too much.

The urban populations of Ballarat and Geelong are significant consumers of natural resources as a function of their population. National polling suggests that urban populations are becoming more environmentally aware and concerned, although behaviour does not always reflect this heightened concern. In Geelong, water restrictions have highlighted the considerable pressure on the precious water resources in the urban centres and by and large the populations have responded by reducing their water consumption. The health of the waterways through the city has come under public scrutiny also with blue-green algae becoming an annual summer event. However, while these 'obvious' signs of environmental condition are acknowledged, the less obvious signs such as the loss of native plant species do not attract the same degree of attention. Hooks to engage the urban population into thinking about NRM

1. The education curricula continue to be developed with a reflection of local NRM issues and requirements.

2. Increased and ongoing awareness maintained particularly during 'high' attention issues such as water restrictions, blue-green algae outbreaks, contentious planning decisions.

3. Mass media utilised to provide 'state of the environment' updates. Hooks to engage the urban population into undertaking NRM activities.

1. Community groups and ethic groups continue to be funded in local action days. 2. Encourage the general public to adopt water-wise management techniques and

practices. 3. Major public employers are encouraged to introduce NRM activities into their

training programs and community services.



2.10 Tourism

Current Activities • Enable experiences of the natural environment.

• Promotion and marketing of region.

• Provision of infrastructure and area information

• Networking within industry.

• Work to protect natural resources / assets.

Needs • Information – environmental pressures / status /

history.

• Sensible access to the natural environment

• Liaison with Parks Victoria, Shires, Tourism Council, State Government.

• Clean, green and maintained natural environment.

• High quality and continuous supply of reliable water and adequate infrastructure.

• Confidence to invest in area.

Opportunities • Increase in tourism numbers and revenue.

• Sites with tourism potential.

• Liaise with NRM agencies / organisations.

• Liaise with forestry.

• Develop resource ‘friendly’ infrastructure.

• People with more time and more money.

• More mature travellers.

Constraints • Lack of knowledge by tourists on their impacts

(e.g. littering).

• Inadequate infrastructure (roads, parking, ablutions).

• Forestry practices attract unfavourable comment.

• Inappropriate planning rules.

• Excessive licensing requirements.

The potential for NRM activity and learning is considerable in the tourism sector, the main reason being is that the growth of this industry is highly dependent on the health of the environment. The pristine status of the coastline, forests, air and water as well as the diversity of the plant and animal species as well as the magnificence of the landscape entices people to come to the region and therefore contribute economically to the Corangamite CMA Region. It is in the interest of the tourist industry to protect and enhance the natural resources. Hooks to engage the tourism sector into thinking about NRM

1. The Regional Tourism Boards and government organisations to become more aware of the CCMA and its role in natural resource management.

2. The CCMA can contribute to planning activities for tourism development. 3. The CCMA can encourage workshops for tourism operators in order to educate the

sector as to the natural features of the environment and how they may be managed. 4. The CCMA can provide information to websites that profile the region for

tourism. 5. Wherever nature based tourism strategies (i.e. eco-tourism) are being developed,

the CCMA becomes involved to provide expert advice. 6. The CCMA provide, as a standard, NRM information (as display boards and

panels) to tourism centres throughout the Corangamite CMA Region.



Hooks to engage the tourism sector into undertaking NRM activities.

1. CCMA influence behaviour through involvement in forums that are implementing the strategic plan for Geelong-Otway Tourism.

2. The CCMA can sponsor awards for environmental excellence in tourism. 3. Accreditation for tourist operators could include NRM awareness and

responsibility. 4. NRM issues that impact the tourism industry are addressed by the CCMA (eg

encouraging a forum between the forestry and tourism industry).



3 The communication strategy 3.1 Strategic investment for effective communication by the

CCMA

This Communication Strategy for the CCMA recommends six overarching strategies to inform people as to the status of the natural resources in the region and the impacts that individuals or industries have on these resources. The Strategy not only aims to bring to the attention of the people in the Corangamite CMA Region status of the environment but also tries to finds ways to encourage people to learn about their environment, review their actions and make changes if and where necessary. It is hoped that the outcome of this Strategy will be a more informed community who are subsequently able to inform and encourage policy reform and influence where NRM resources are to be invested. In developing and delivering these recommended strategies, it is imperative that the CCMA is both clear and confident as to what its role and responsibility is in terms of natural resource management. This clarity will aid the development of partnerships and partnership agreements, NRM messages and preferred areas of investment. The six over-arching strategies have been prioritised into primary (or principal) and secondary strategies. 3.1.1 Primary strategies

1. Support the development and delivery of education and training programmes by organisations from each of the mega-communities to their business operators, employees and contractors, and community groups.

2. Influence NRM policy that 'encourages' sensible environmental behaviour. 3. Invest in communication procedures that use water as a common theme.

3.1.2 Secondary strategies

4. Support research and development, in both the scientific institutions as well as the systems groups (such as the FSR) into improvement management practices for the natural resources.

5. Foster and encourage the use of existing networks throughout the Corangamite CMA Region. Tap into and support existing strategies and objectives. These networks include the GBATE, Ballarat Environment Network, Geelong Environment Network, Tourism Networks through the Regional Victoria Tourist Network, and State and Local Government agencies such as the Department of Innovation, Industry and Regional Development and Adult Education and Training Providers (BRACE, Colac ACE).

6. Financially support projects, sponsor events and allocate funds that both encourage groups to undertake NRM activity but also to profile the intent and achievements of the CCMA.



3.2 Linkages between the mega-communities

The research within each of the mega-communities highlighted two important points that are relevant for this strategy. The first point is that each mega-community has distinct boundaries and contexts that influence decision-making and investment in natural resource management. These distinctions were presented in the previous group of tables (Section 2). The second important point is that common themes or linkages in relation to natural resource management emerged and exist amongst the mega-communities. These themes may be further developed and leveraged to establish shared meanings and aspirations throughout the Corangamite CMA Region, as highlighted as part of Strategic Approach 1 in the Communication Mega-Strategy:

‘The type of communication models applied is broadened to reflect the varying needs of people and communities in the Corangamite’.

Suggested linkages are presented below. It is not likely that the CCMA will have the resources to invest in building all of these linkages. The presentation of the linkages below is in a suggested order of priority for CCMA consideration. 1. Water – clean and reliable supply. Water is a critical issue and one that concerns every

sector in the Corangamite CMA Region. Virtually every sector is dependent on water to ensure growth and development continues. The manufacturing sector requires water for processing, tourism industry must be able to supply water to a growing number of tourists, agriculture is dependent on water for production and developers require water infrastructure to enable property development and sales. Similarly, people are generally aware of their impact and at times wastage of water and yet the amount of recycling and re-use is limited. Using water as a common theme between mega-communities provides a tangible and valued reason for establishing linkages.

It is recommended that the CCMA communicate across the Corangamite CMA Region the impact of poor water management and opportunities for improved water management practices. There is also scope for the CCMA to work with Barwon Water and Central Highlands Water to develop this aspect of the communication strategy.

2. Planning pressures and land capability – There is increasing pressure particularly on

the shires to make available more land for property development and the intensification of agriculture. There is a requirement for these planning processes to adopt a standard of land capability and that land use information be available. This information is inclusive of rare and endangered flora and fauna species.

It is recommended that the CCMA direct resources into training and education opportunities for environmental and town planners in each of the shires. Water



management, land capability and biodiversity information should be made available in ways (including web pages) that the planners can readily apply in their decision-making.

3. Economic development - Most organisations within each of the mega-communities

have growth and economic development aspirations for their businesses. Very few are satisfied with their current status. In part this is a feature of a capitalist society, however there is also the reality of meeting rising costs, supply demands and competitive practices. The impact in terms of NRM management is that NRM decisions are couched in a context of economic rationalism and as such, part of the communication strategy should focus on the costs of NRM activity and indeed the forecast costs of not undertaking the activity. The focus should also include consideration of the dual benefits (economic and environmental) of NRM activity.

It is recommended that wherever possible, the CCMA include economic information with their NRM advice. This information should include the cost of recommendations, the anticipated financial gains (both to the individual and society) of undertaking recommended actions as well as the cost of not addressing NRM issues.

4. Community development - Social capital and supporting self-determination both for

individuals and community groups is a theme that resonates throughout the mega-communities. Government in particular is investing considerable funds into improving the capacity of people to take on board new ideas, to learn and stimulate new industries into otherwise areas of decline. Many shires are supporting programmes of town-scaping and development. Equal consideration of the environmental (natural resources), social and economic benefits needs to be integrated and undertaken when reviewing community development initiatives.

It is recommended that the CCMA continue to invest in processes of learning and building social capital. Fostering a learning culture will be a significant tool in enabling the mega-communities to respond and adapt to ongoing environmental challenges. Education and training opportunities presented in forms that suit the needs and questions of each of the mega-communities is recommended.

5. Landscape maintenance – By and large, people like to live and work in the

Corangamite CMA Region. Tourists are encouraged to see and visit the area’s natural attractions; industries are dependent on the generally high rainfalls received and overall viability of the landscape. Aesthetically, the area is very appealing and accordingly attracts property developers and buyers. People are generally keen to maintain their landscape, its biodiversity and other features of natural and cultural heritage. This theme of maintaining landscape values is a potentially very powerful hook to be incorporated into the strategy.

It is recommended that the CCMA link the appeal of living in the Corangamite CMA Region with its NRM recommendations and advice. Many are attracted to the region because of its natural beauty. Ways to maintain this beauty will always



be valued. Biodiversity schemes, looking after icon species and water quality management programmes are examples of 'landscape' preservation schemes.

6. Soil health and fertility is improved – The resource dependent industries particularly

agriculture and forestry highlighted the need for improved soil health and fertility. However as new industries move to the Corangamite CMA Region, there is a need for some certainty that the land itself can sustain the growth and the pressures. People are demanding more from the soil, not in terms of producing more but what it does in fact produce.

It is recommended that soil health and fertility information be made available to all mega-communities in a way that describes the current 'state of the environment' in terms of the land resource. Included in this information should be links to others sources of information, avenues of expertise, which individuals or groups may pursue if there is a requirement to 'translate' the information to local environments.



4 Conclusions An effective communication strategy is not one that 'tells a good story', but one where the key messages and themes are easily understood by the audience, and that people have opportunities to take the information 'another step further' and so make it relevant to their world view. This communication strategy does not try to present advice to the CCMA on what the key messages for natural resource management should be, rather, it recommends ways in which the messages and recommendations may be presented. In this way, each of the community segments will be encouraged to think about the state of their local environment and find ways in which they can make a contribution to improve it. The strategy is mindful that while a proportion of the community will have some understanding of the science and status of the natural resources a good proportion of the community will have relatively little understanding in a scientific sense, but are likely to have considerable interest from personal and economic perspectives. The communication strategy should be built on these foundations of interest. A feature of the research underpinning this strategy was not identifying the distinguishing qualities for each of the mega-communities but the emerging of important key themes that link each of the communities. These links are important sources for investment by the CCMA as the information presented here can become the means by which natural resource management in the Corangamite CMA Region may ultimately be managed as a system, and not in fragmented, and at times seemingly incompatible, ways. Investment in a communication strategy that both informs and educates the major user of the natural resources will become a significant tool for the CCMA in its aspirations for sustainable natural resource management into the longer term.



5 Acknowledgements 5.1 Acknowledgements

The consultant team acknowledges with gratitude the assistance provided by the following organisations and individuals. • Don Forsyth, Chief Executive Officer, Corangamite Catchment Management

Authority (CCMA) and his staff for logistical and contractual support. • Tony Overman, Manager Biodiversity Program (CCMA), Peter Codd, Manager NAP

Planning, and Jo Roberts, Project Officer, Regional Planning for support in identifying communication needs and opportunities

• Ted Rowley and Ross Colliver for their helpful comments and suggestions on content and presentation.

Documents

Communication Strategy - Corangamite CMA Region · Communication Strategy to be effective, it must encourage informed decision-making and planning processes that are flexible and