STRATEGIC ASSESSMENT OF PERTH PEEL REGION (SAPPR)

STAKEHOLDER REFERENCE GROUP (SRG)

CHAIR'S SUMMARY NOTES OF WORKSHOP held on 5 February 2015

The first Stakeholder Reference Group meeting for 2015 was held on 5 February. It provided the opportunity for stakeholders to consider in a workshop format the issues around implementation of the strategic assessment. The objective was to identify the critical success factors for an implementation framework and to learn from experience in earlier east coast strategic assessments what works well and what does not.

Expert speakers were invited to give their views on the topic. They were:

-  Peter Hemphill, OpenLines Consultants, involved in several east coast strategic assessments and now with SAPPR

-  Elizabeth Kinkade, NSW Dept of Planning & Environment, closely involved with Western Sydney Growth Centres

-  Adrian Vlok, Aecom (courtesy of the Environmental Consultants Assoc) involved in Melbourne Urban Growth Boundary

-  Aaron Harvey, Biosis, (courtesy of Urban Development Institute of Aust) involved in Melbourne Urban Growth Boundary

-  Evan Jones, Acuitus, (courtesy Planning Institute of Aust) with broad planning experience in Sydney, Melbourne and Perth

SRG members were then invited to contribute to a list of critical success factors (CSFs) from the perspective of their own 'constituency'. Below is a summary of the CSFs identified during the workshop.

SRG members were also briefed on the progress of relevant government activities. Simon Taylor (Director, DPC) advised more resources had been allocated so the draft Impact Statement and MNES Plan could be ready to put to State Cabinet in Q3 2015, with a target release date of December 2015. Eric Lumsden (Chair, WA Planning Commission) advised that drafting of Sub-Regional Framework documents was on track for release in Q1 2015 for a three month public comment period before the WAPC considers these and produces formal Sub-Regional Structure Plans.

There was a call from a wide cross-section of SRG members for more data and public information to be provided so members could effectively inform their constituencies and provide contextual background ahead of the release of these formal documents for comment.

Jim Limerick

Chair, Stakeholder Reference Group

CRITICAL SUCCESS FACTORS FOR IMPLEMENTATION

·  Need for leadership in both government and industry; a "whole-of-government" approach is essential to avoid silos.

·  Take the time to do the implementation framework upfront – transparently, with stakeholder input

·  Two way flow of information (to/from govt.) with realistic timeframes for stakeholder responses

·  Implementation framework needs to have clear outcome focus (defined purpose not just process)

·  Triple bottom line outcome (deliver environmental, economic, social benefits)

·  Framework must provide certainty / clarity / flexibility / 'return on investment' (= 'best bang-for-buck') / efficiency

·  Certainty / clarity around what Classes of Action can be done where and where not; around conservation objectives and mechanisms for achieving them

·  Flexibility – allow for future adjustment in boundaries (both ways) through adaptive management to address obvious errors or practical boundary changes through normal planning processes.

·  Efficiency – governance systems and processes must deliver cost-effective outcomes

·  Document the systems and processes that are in use (for clarity and transparency); use existing processes as much as possible in the implementation phase (for simplicity and efficiency)

·  Governance – use existing institutions where possible (for simplicity and efficiency)

·  Determine implementation budget upfront (including costs of long-term management of conservation areas); funding by industry will be passed through to home buyers, so this needs to be affordable and equitable - area-based funding preferable to impact-based funding

·  'Equitable' needs to be defined and understood amongst stakeholders

·  Need mechanisms to fund / provide for Landholder stewardship (to avoid degradation over time of areas not in govt. stewardship)

·  Need to have processes for dealing with future linear infrastructure – esp. at interface where it crosses SAPPR boundary

·  Need to build strong community case for implementation of the strategic assessment; then need govt and stakeholder "champions" to explain the benefits, the need for the costs etc. (incl cost of offsets where necessary)

·  Need integrated communication plan ASAP