regional delivery model

8/9/2019 Regional Delivery Model

1/21

April 08

Regional Delivery Model

Jan Star


2/21

April 08

Background

Reductionist/ mechanistic

science/materialism

Sum = whole of parts and presumed

predicatability


3/21

April 08

Post -normal science Quantum physics/Chaos theory

Science - world fundamentally indeterminate and unpredictable

Possibility of spontaneous change and spontaneous organisation

Complex systems - whole greater than the parts

Economics moves from mechanistic, primary industry, mining,heavy engineering to

Information based systems


4/21

April 08

Wicked Problems

NRM -Society in interaction

with Environment


5/21

April 08

Ecologically Sustainable

Development Integration of long and short term ec/soc/env and

equity considerations in decisions

Use Precautionary Principle Recognise global impacts

Need for strong diversified economy - capacity

Cost effective and flexible policy instruments Broad community involvement in decisions and

actions


6/21

April 08

New Governance model

Theory -Consensual governance

-Blurring of public /private sectors

-Command and Control toDirection and Support

Increased education and volunteerism

Complexity of problem demands multipleinput, wide knowledge


7/21

April 08

Adaptive Management

Recognises complexity, uncertainty, and risk inmanaging socio/ecological systems

Recognises experimentation needed

Shared roots in natural and social science

Need for participation

Challenges concept of institutional credibility because

acknowledges uncertainty Inertia of management to change has to be overcome

Facilitation rather than service provision.


8/21

April 08

Regional delivery - why?

Socio-ecological systems are complex adaptive

systems -science and iterative learning

More strategic approach - landscape scale Integration across disciplines/agencies

Community -based environmental management

helps achieve integration Science used with local knowledge and local

observation of change


9/21

April 08

Regional delivery- what is a

region Matching Management Scale to Resource Scale

Who bears consequences of change

Who best observes change in resource condition Who can judge if benefits outweigh cost

Fit for purpose

Might it change with time?


10/21

April 08

Operational Principles


11/21

April 08

Subsidiarity

Decisions affecting peoples lives should be made at the

lowest capable social organisation level

Higher authority has to prove any need to centralise

Also has responsibility to strengthen lower levels capacity

Local level groups should retain autonomy

Importance of system connectivity


12/21

April 08

Nesting

Small groups which can combine up

Development of trust - face to face, frequent

connection, management of individuals, own rules Access to local knowledge

Feedback on performance

Lower enforcement costs - local acceptance Resilience of region - multiple units in action


13/21

April 08

Partnerships

Making best use of skills, capacities and

incentives - at all levels

Strength of regions - trust and connectivity

Is there advantage in collaboration

Helps achieve integration


14/21

April 08

Independence

Financial independence helps maintain

neutrality in decision making

Importance of Federal funds


15/21

April 08

Accountability

Report on finances - to funders

Report on NR outcomes

Ultimately reporting to public so they can

judge performance of a group

Good corporate governance


16/21

April 08

Transparency

Good science, good information for good

decision making

Importance of information dissemination

Government responsibility to ensure

Enables public participation (sustainability)


17/21

April 08

Auditing

Director-Generals responsible for Departments

delivering on objectives

Auditor-General did look at Regional Groups but notDepartments

Federal Government also checked NAP/NHT

Gap in assessing performance of government

agencies


18/21

April 08

Monitoring

Necessary for adaptive management

RCTs, MATs - SMARTening still

Probably biggest issue for Groups and

Agencies

related to our understanding of systems

Role of indicators - as interim step


19/21

April 08

Recommendations

State needs NRM Strategy - roles, responsibilities

at different levels, vision for NRM, aims and objectives.

NRM legislation - status of NRM as core Governmentbusiness. Consistent response in reports/reviews

State NRM Ministerial Committee - broader

NRMC should establish protocols for partnerships

NRM Strategy for agencies - how work with Groups Review standards and targets - align SoE, National Land

and Water Audit

Ch kli


20/21

April 08

Checklist

Scale -matched? Transference of agency problem to community - evolving

Subsidiarity Learning - eg Water Quality

Nesting Federated structure - learnings and help across groups.

Larger issues upwards.

Partnerships Variable -v. good at sub-regional level

Independence Set own priorities? Ramsar

Accountability Very much so

Transparency Knowledge - brokering problem, web-based information

Auditing Program logic,Targets, States lack of transparency

Monitoring Need framework - more to do

Adaptive


21/21

April 08

Challenges

Lack of involvement by DPI

Monitoring - indicators

Scale

Agency regional boundaries not aligned

Caring for Country

regional delivery model

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