Capel Sound Foreshores COA STA L MA NA G EMENT P LA N 2 0 16
Capel Sound Foreshores
COA STA L MA NA G EMENT P LA N
2 0 16
1. ABOUT THIS DOCUMENT 3
ITS DEVELOPMENT 3
- Why it was developed 3
- How it was developed 4
HOW IT IS STRUCTURED 4
STAKEHOLDERS 5
COMMUNITY CONSULTATION 6
2. CAPEL SOUND FORESHORE TODAY 7
WHERE IT IS AND WHAT IT IS 7
- Climate 8
- Geology and Soil Types 8
- Vegetation 8
- Fauna 9
- Coastal Processes 9
HOW IT IS CURRENTLY MANAGED 9
PRECINCTS AND THEIR CURRENT USES (MANAGEMENT ZONES) 10
3. THE NEED FOR ITS ONGOING MANAGEMENT 12
MANAGEMENT RATIONALE ON-A-PAGE 12
RATIONALE EXPLAINED 13
4. STRATEGIES FOR THE FUTURE (STRATEGIC PLAN) 14
ENVIRONMENT STRATEGY ON-A-PAGE 14
ENVIRONMENT STRATEGY EXPLAINED 15
CAMPING STRATEGY ON-A-PAGE 16
CAMPING STRATEGY EXPLAINED 17
BOATSHED STRATEGY ON-A-PAGE 18
BOATSHEDS STRATEGY EXPLAINED 19
BOAT RAMP STRATEGY ON-A-PAGE 20
BOATING STRATEGY EXPLAINED 21
INFRASTRUCTURE STRATEGY ON-A-PAGE 22
INFRASTRUCTURE STRATEGY EXPLAINED 23
COMMUNITY ENGAGEMENT STRATEGY ON-A-PAGE 24
COMMUNITY ENGAGEMENT STRATEGY EXPLAINED 25
5. IMPLEMENTING THE STRATEGIES (BUSINESS PLAN) 26
OPERATIONS STRATEGY 26
CURRENT OPERATIONS 27
CHANGES TO WORK PRACTICES 27
FINANCE STRATEGY 28
CURRENT FINANCIAL POSITION 29
PROJECTED REVENUE AND EXPENDITURE 29
FUNDING THE INITIATIVES OF THIS COASTAL MANAGEMENT PLAN 29
FUTURE WORK PRACTICES 30
PRIORITIES FOR THE NEXT THREE YEARS 30
MEASURING AND REPORTING PROGRESS 31
6. GETTING INVOLVED 31
APPENDICES 32
Appendix A: Helping you read the Strategies-on-a page 32
Appendix B: Benefits, KPls and Measures 33
Appendix C: Business Plan Initiatives (3 years) 34
3 Coastal Management Plan – Capel Sound Foreshore
1. ABOUT THIS DOCUMENT
ITS DEVELOPMENT
-‐ Why it was developed The Capel Sound Foreshore is on crown land owned by the Victorian Government and the way it is
managed is specified in two Acts of Parliament:
Crown Land (Reserves) Act 1978
This specifies how all Victorian crown land will be managed. It allows the responsible Minister to
appoint a Committee of Management (CoM) to manage any piece of crown land and sets out the
responsibilities and powers of Committees of Management.
Capel Sound Foreshore is managed by a CoM appointed under this Act.
Coastal Management Act (1995)
This specifies how Victoria’s Coastal crown land will be managed. It requires:
o The appointment of a Victorian Coastal Council that will develop coastal strategies that protect
Victoria’s coastlines well into the future. The current strategy is the 2014 Victorian Coastal
Strategy and this directs all coastal management activities.
o The establishment of Regional Coastal Boards responsible for developing Coastal Action Plans
for their region. Working to the direction set in the 2014 Victorian Coastal Strategy the Central
Coastal Board released the draft Coastal Plan 2015-2020 in March 2015.
o That Committees of Management prepare Coastal Management Plans that include a 3-year
business plan.
The CoM of the Capel Sound Foreshore is therefore required to develop a Coastal Management Plan consistent with the Victorian Coastal Strategy 2014 and the draft Regional Coastal Plan 2015 – 2020.
Irrespective of these legislative requirements, the development of regular management plans is essential
to the ongoing health of the foreshore and its enjoyment by many thousands of people.
In 1998 the Victorian Government created the current Capel Sound Foreshores Inc1 when it amalgamated two
existing foreshores -‐ the West Rosebud Foreshore and the Tootgarook Foreshore. As part of this
amalgamation the Capel Sound Foreshores Committee of Management (CoM) was created.
Since that time the CoM has developed two Coastal Management Plans. The first of these was designed
to drive the amalgamation of the two foreshores that had operated separately for some 50 years
previously. The second (in 2008) aimed to consolidate the way the foreshores were managed with a focus
on maintaining the foreshore’s natural values and providing sustainable recreational activities in a sound
economic environment.
This new plan has established a view of what needs to be done to ensure the long-‐ term
protection and use of the foreshore.
It lays out a 10-year Strategic Plan for the foreshore, and
It provides a Business Plan to direct activities over the next 3 years.
The strategies of the Plan have been designed to deliver three benefits:
1. Restore and protect the coastal environment (45%)
2. Enable a healthy lifestyle for Victorians (40%), and
3. Support the economy of the southern peninsula (15%).
1 The legal name of the Crown Land precinct is the ‘Capel Sound Foreshores’ (plural form.) When established in 1998 it brought together what were then the foreshores of Tootgarook and Rosebud West. For simplicity, throughout this document the single form ‘Foreshore’ is used.
4 Coastal Management Plan – Capel Sound Foreshore
D FORESHORES (CSF) Committee of Management
nagement Strategy
GIC MA P
NEED
The environme
qua lities of the
will ra pidly
deteriora te un
they a re a ctive l
properly ma na
55%
The unique
cha ra cter of th
provides va lua
lifes tyle
opportunities
ma ny Victori
fa milies a nd fri
40%
A n opportun
exis ts to increa s
re leva nce of t
peninsula a s
destina tion f
na tiona l a n
interna tional to
5%
BENEFIT STRA TEGIC
RESPO NSE
ORGA NISATIONAL
RESPONSE
ntal
CSF
less
y a nd
ged
4
5
Restoring and
protecting the
coasta l environment
45%
KPI 1 : i ndi g e nous fl or a KPI 2 : i ndig e nous fa una
KPI 3 : be a ch er os i on
KPI 4 : susta i na bl e ca mpi ng
Establish a long- Implement
a plan to term pr ogra m to 30 impr ove t he
qualit y of fl or a a nd
fa una 30 %
20 improve
the
environmen
tal quality
5
of
the
CSF
25
%
10 10 Under sta nd a nd
respond t o the li kel y
impact s of a
cha ngi ng cli mate 10 %
Identify and
utilise the
most
appropriat
e
10 resource
opport
unit ies
35%
15
e CSF
ble
Enabling a
10 healthy
lifestyle for
Victorians 5 3
0 to
a n
ends
40%
KPI 1 : ca mpe r s
KPI 2 : l oca l s KP I 3: vol unt e e r s
KPI 4 : boa t r a m p KPI 5 : ot he r s
15
Establi sh a pr ogra m
that will facilit ate broa d community
invol ve ment i n usi ng
and cari ng for t he for eshor e 2 0 %
M5 anage
the
potential
5 risks to the
CSF of a
changing
climate
5
10%
25
Build upon the 5
experienc
es that
CSF
provides
to
Victorians
and
tourists
5%
ity
e the
he
Supporting
10 the
econom y of
the southern
1
5
Ensure fa cilitie s are provi de d to ena ble
equitabl e access for
all pot ential users
40 %
a 5
or
peninsula
15% 5
facilit ie
s and
Specify an d
provide the d KPI 1 : ca m pe r s uris ts
KPI 2 : da y vi si t or s KPI 3 : t our i st s
20
infrastr
ucture
needed
on the
CSF
25% : Neville
Fuller
Version
no: 0.5
- How it was developed This plan was developed by the Capel Sound Foreshore CoM over a period of 12 months. The starting
point was to physically walk through the entire 3.8 km of foreshore. The CoM did this over several
weekends. These walks provided a shared understanding of the foreshore to be managed and identified
opportunities and actions that might improve its health and use.
This was followed by eight two-‐ hour discussions between the CoM, staff and other interested parties that
established why the CoM needs to exist, what benefits the foreshore is expected to provide to Victoria,
and the strategies that should be pursued to deliver the benefits.
The approach used to guide these discussions and develop the strategies was that defined in the Victorian
Government’s Investment Management Standard:
http://www.dtf.vic.gov.au/Investment-‐ Planning-‐ and-‐ Evaluation/Understanding-‐ investment-‐ planning-‐ and-‐
review/What-‐ is-‐ the-‐ investment-‐ management-‐ standard
HOW IT IS STRUCTURED The main substance of this plan is documented using a series of Investment Logic Maps (ILMs) that are
arranged as follows:
CAPEL SOUN
Coastal Ma
Need for
Management
INVEST MENT LO
Or g a ni sati on
Investor
Facilitator:
Terry Wright
Accredited
Facilitator: Yes
Init ial Worksh op:
21/05/2014
Last mo dified by: <firstname
surname dd/m m/y yyy >
Template version: 5.0
ENVIRONMENT
CAMPING
BOATSHEDS
BOATING INFRASTRUCTURE COMMUNITY ENGAGEMENT
Strategic Plan
OPERATIONS FINANCE
Business Plan
CAPEL SOUND FORESHORE (CSF)
CAMPING Strategy I NVE S T M E NT LOG I C M AP Program
CAPEL SOUND FORESHORE (CSF)
BOATSHED Strategy I NVE S T M E NT LOG I C M AP Program
PROBLEM BENEFIT STRATEGIC
RESPONSE SOLUTION
CHANGES ASSETS
PR O BLE M BE NEFIT S T RA T E GIC RE S PO NS E SOLUTION
CHANGES ASSETS
A ffor da bl e ca mpi ng
on t he for e shor e
pr ovi de s a wi de
ra ng e of r e cr e a 3 ona l
oppor t uni 3 e s a nd
Establish and enforce a camping
Document and provide
policy that i s
access to suite of pol icy sustainable and
transp
aren
t 5%
g e ner a t es a st r ong Enabli ng a he alt hy
and
procedur
es
Establish
means of
enforcing
policy
T he i coni c boa tshe ds
of Ca pe l S ound a r e a
po we r ful a Kr a c3 on
t o fa mil i es , fri e nds ,
vi sit or s a nd t our is t s
a nd ne e d t o be Enabli ng a he alt hy
Establish a history of
the boatsheds of CS F
Create interest gro up
and make this
and consolidate
openly avai lable
his torica l sources
5%
lifestyle for Vi ct ori ans se nse of com m unit y
lifestyle for Vi ct ori ans
75 % mai ntai ne d a nd
4 5 % Publish,
promote
and
maintain
informa3on
for ma n y Vi ct ori a n
fa milie s 75 % KP I 1: Ca mper s
KPI 2: Boat ra mp users KPI 3: Others
Provide
the
infrastruc
ture and
pr ot e ct e d
3 5 % faci li3es required to Iden3fy required inf rastruct
ure and support the
faci li3es changing needs of
KPI 1: Boatshed users
KPI 2: Ca mpers KPI 3: Local s
camper
s 35%
Establish
a policy Provide and maintain as
Inf rastructure and requi
red
facili
3es
I ncome de r i ve d fr om
for e shor e ca mpi ng i s e sse n3 al t o t he Re st ori ng a nd
that provides reasonable access to
boatsheds and Develop policy Beach access tracks
improve vegeta3on
Monito
r and
its
adop3o
n and
effec3v
eness
protec3o
n 30% Ensure the camping environment
provided is safe and Con duct cam per safety
A he al t hy bal a nce bet we e n boat she ds,
pr ote c3 ng t he coa stal risk
assessm
ent
Rest ori ng a nd
ong oi ng pr ot e c3 on
a nd ma i nt e na nce of
the Ca pel S ound
secu
re
publi c a cce ss a nd t he
environment 40%
15 %
pr ote c3 ng t he coast al coa sta l e nvir on me nt
Develop and
implement
must be est a bli she d
a response
plan
envir onment 40 %
For eshor e a nd ma i nt ai ne d
KPI 1: Flora Determine
how best 20 % KPI 2 : Fauna
KPI 3 : S ust ai n. ca mpi ng Plan for longZterm
55 % KPI 1 : Flora to increase boatshed
Understand exis3ng use
use to aid
beach paKerns
and usage sustai
nable develop me nt of
Iden3fy things cri3cal
to long term camping
camping on the
co m m unity and
s3mul i
increase
beach
safety
30%
fores
hore
15%
sustainabil
ity
Develop
and
implement
a camping
sustainabili
ty plan
Develop and
implement program
T he a vai la bi lit y of S uppor 3 ng t he
year round e conomy of t he
foreshore camping southern peninsula Promote CSF as a
T he r e ve nue r ai se d
fr om boa t she d fe e s Suppor3 ng the economy of t he
wi ll he l p a dva nce 10 % year
round
tourist
Develop and
implement
touris t
camping
ar e i mport a nt t o t he sout her n pe ni nsul a ma i nt e na nce of t he 1 5 %
CS F as we ll a s
pr ovi di ng r e venue t o KPI 1 : T ouri sts local government KPI 2 : Boat shed fe es
10% KPI 3: Council rates
Consolidate the program of longZ
term maintenance Es tablish standards and
t he Pe ni nsul a a s a des3na3on
strategy 5%
conduct inspec3ons to
and preserva3on of ensure
complianc
e
KPI 1: Ca mpers touri st de s3 na 3on KP I 2: Da y visit ors
the
boatsh
eds of
CSF
35%
5 % KPI 3: T ourists Take
appropriate
ac3on
where
standards
are not met Investor:
Adrian Atkins
Facili tator:
Terry Wright
Accredited Facili tator: Yes
Version no: 0.1
Ini3al Workshop:
13/08/2014
Last modified by:
<firstname surname
dd/mm /yyyy > Template
version: 5.0
Investor:
Neville Fuler
Facili tator:
Terry Wright
Accredited Facili tator: Yes
Version no: 0.2
Ini3al Workshop:
24/09/2014
Last modified by:
<firstname surname
dd/mm /yyyy > Template
version: 5.0
CA PEL S O UN D F O RES H ORE (C SF)
Environment Management Strategy I NVE S T M E NT LOG I C M AP
Program
PR O BLE M BENEFIT STRATEGIC
SOLUTION RE S PONS E
CHANGES ASSETS
We e d i nfe st a 3 on
a nd ve g et a 3 on
ove r gr o wt h i s
a cce le r a 3 ng t he
de cli ne of t he
e nvi r onme nt a ll y
uni que coa st al
e nvi r onme nt 5 5 %
agreed targets of the
the 2007 Vegeta&on
Implement the Update and priori3se
Vegeta&on Plan
Rep ort
55%
Imple
ment
priori
3es
Rest ori ng a nd
pr ote c3 ng t he coast al environment Implement the
Fera l a nima ls a re 75% agreed targets of the Update and priori3se Fauna Plan
the 2007 Fauna Report reducing the 10% i ndi g e nous fa una KP I 2 : F a una
prior
i3es
popul a3 on of KPI 1: Fl or a
Implement
KPI 3: Er osion a nd flor a
1 0 % Establish a good balance between
the needs of Develop a
vegeta3on
layout model for the
cam pers and coasta l
cam ping areas
campgrounds 15%
vegeta3o
n in the T he ong oi ng l oss of
ve g e ta 3 on wi t hi n
the ca mpi ng ar e as i s E na bl i ng a hea lt hy
Priori3s
e and
imple
ment
de gr a di ng t he ir li fe st yl e for Vi ct ori a ns Monitor
and
physical a nd 25% respond
to beach
a e st he 3 c
cha ract eris3cs KP I 1: Volunte ers
erosion across the Develop a risk
assessment and
25 % KPI 3 : Ca mper s KPI 2: Visitors
Capel Sound
response model
Fores
hore
10%
Monitor
and
respond
Establis
h
educa3o
nal and
Pot e n3 al i m pa ct s t o
t he for e shor e fr om a
cha ng i ng cl i ma t e
must be ma na g e d
1 0 %
awareness ac3vi3es Es tabl ish
and mana ge
that help peo ple
friends gro ups
appreciate
and care
for the
foreshore
10% Create environ mental
walks and signage
Signage
Investo
r:
Facili tator:
Terry Wright
Accredited
Facili tator: Yes
Version no: 0.3
Ini3al Workshop:
02/07/2014
Last modified by: <firstname
surname dd/mm/yyyy >
Template version: 5.0
CAPEL SOUND FORESHO RE (CSF)
BOATING Strategy
INVES TM E NT LOGI C M AP
Program
PROBLEM BENEFIT STRATEGIC
RES PONS E SOL UTI ON
CHANGES
ASSETS
Develop
policy on
boa t ra mp
usa g e a nd
its fina ncia l
via bility
E na bl i ng a he al t hy Ma inta in the
Secure o ng oing funding li fe st yl e for Vi ct or ia ns Tootgarook Boat to enable its con3nued
80% Ramp as the primary opera3on
access point for
KPI 1: Boat ramp uses vehicleXlaunched
Work with the boa3ng KPI 2: Boat Access Points craA 80% fraternity to establ ish
efficient
boa t ra mp use
Explore tra ffic
Being a bl e t o a cce ss the ba y on water
cra A i s ce ntra l
to t he life st yl e of
ma ny re si dent s a nd
vi sit or s t o t he Ca pel
Sound F ore shore 10 0 %
managemen
t solu3ons
with roads
authori3es
Develop a n d imple ment
pla ns to impro ve future
Precinct infra structure
use of precinct
Support
the
manual
launching
of small
craA along the Develop policy and
define physical length of the Capel
requirements
S uppor 3 ng t he So und
Foresh ore 20
% economy of the
souther n peni nsula
20%
KPI 1: Boat
ramp uses
Iden3fy
access
points A ccess tra cks Ena ble
ong oing
ma nua l
la unching
a ccess
Sig na
g e Prom ote
a wa renes
s of a ccess
points
Investor:
Da ryl Minter
Fa cilita tor:
Terry Wrig ht
A ccredited
Fa cilita tor: Yes
Vers ion n o:
0.1
Ini3al Workshop:
24/09/2014
Template version:
5.0
La st mo dified b y:
Terry Wrig ht 10/02/2016
CA PEL S O U ND F ORE SH O RE (C SF)
Infrastructure Strategy I NVES T M E NT LOG I C M AP
Program
PROBLEM BENEFIT STRATEGIC
SOLUTION RE S PONS E
CHANGES ASSETS
Ena bling a he althy lifest yl e for Vi ctoria ns
80% Ensure
exis3ng buildings are safe
Docu ment the condi3on KPI 1: Ca mpers
and fit for their
and purpose of exis3ng KPI 2 : Loca l s intended purpose infrastructure KPI 3: Volunteer s 70%
Provi ding valua ble KPI 4: Boat ra mp users
coastal e xperi ence s KP I 5: Ot hers
to la rg e numbe r s of
Vi ct ori a ns will onl y
be possi bl e i f t he
right infr a str uct ur e i s
pr ovi de d
8 5 %
Suppor3ng the Iden3fy and plan for
Determine
their value
to the
future use
and
protec3on
of foreshore
Priori3se for
inclusion
in
Masterpla
n
the
Infrastructure Implement
the
Infrastructure
Masterplan economy of the the infrastructure southern peninsula required to meet the
Develop new facili3es needed to enable future
10% future (and
use of foreshore KPI 1: Ca mpers changing
) needs KPI 2: Locals 20% Priori3se for
inclusion in
KPI 3: Vol unt eer s the Infra structure
Infra structure Ma sterpla n
KPI 4: Boat ramp users
KPI 5: Ot hers
Re stori ng a nd
natural processes on environment that will
iden3fy the
T he i mpa ct of pr ot e c3 ng t he coa st al Establish a
program the CSF coastline 10% impacts and provide Develop a risk
assessme
nt and must be monit or e d responses to natura l
response model a nd a ddr esse d KP I 1: Be a ch er osi on processes 10
% 15% KPI 2: Sustainable
camping? Monitor and
respond
Investor:
Adrian Atkins
Facilitator:
Terry Wright
Accredited Facilitator: Yes
Version no: 0.2
Ini3al Workshop:
16/07/2014
Last modified by:
<firstname surname
dd/mm/yyyy > Template
version: 5.0
CA PEL SO UND F O RESH ORE (CSF)
COMMUNITY ENGAGE MENT Strategy
I NVES T M E NT LOG I C M AP
Program
PROBLEM BENEFIT STRATEGIC
SOLUTION RES PONS E
CHA N GES
ASSETS
Iden3fy key
groups,
interests
and
ra3onale
for involvement
Imple ment ini3a3ves that wi ll
increase the use of Develop and implement
the foreshore by the plans for involvement
T he a c3 ve Re st ori ng a nd
local and
wider
co m m uni
ty 60%
invol ve ment of t he pr ot e c3 ng t he coa stal
local communi t y is e nvi ronme nt
cr ucial t o t he 40 % ong oi ng vit alit y a nd
hea lth of the Ca pel KPI 1: Flora
Sound Foreshore KPI 2: Fauna 7 0 %
Facilitate
and
monitor
ongoing
involveme
nt
Iden3fy strengths
and
weaknesses of
exis3ng Expand the current
involvement schools progra m so
more children will
Develop clear ra3onale
appreciate and
and subject ma[er for
be[er care for their
future involvement
environ me nt 20 %
Establish
and
monitor an
ongoing
program
Create
rela3onshi
ps with
co m m unity groups to obtain
Align priori3es
of Coastal Management their support to
Plan with local orgs. imple ment agreed
priori3es 10% Elicit
thei r
support
and
manage
ongoing rela3onships
The opport unit y E na bli ng a he alt hy e xi st s t o e ducat e a nd li fe st yl e for Vi ct oria ns Build upon exis3ng
inspire vis itors to the 60%
construc3ve
CSF so t he y ca n hel p
communica3on with Ensure messages focus on
longdterm
benefits
to susta in a pris3ne KPI 1: Volunteers
campers, boa3es, of caring for foreshore
coa stal environment KPI 2: Locals
30% KPI 3: Others
sheddie
s and
touris ts
5% Bui ld a natura l and social history of C SF
and it make Build history with local
natural and social available through
his torians
walking signs , etc 5% Develop and implement
program to Educa3onal walking
signs
communica
te history
Investor:
Neville Fuler
Facilitator: Terry Wright
Accredited Facilitator: Yes
Version no:
0.2 Ini3al
Workshop:
01/10/2014
Template
version: 5.0
Last modified by: <firstname surname
dd/mm/yyyy >
CA PEL SOUND FORESHORE (CSF)
FINANCE Strategy
I NVES T M E NT LOG I C M AP
Ini3a3ve
PROBLEM BENEFIT STRATEGIC
RES PONS E
SOL UTI ON
CHANGES
ASSETS
Annually
review the
suitability of
exis3ng
Enabling the Consolidate exis3ng streams
e nvi r onme nt a l he al t h revenue s trea ms
50% Iden3fy poten3ally new
and good use of CS F strea ms 60 %
T he ong oi ng
ma nagement of the KPI 1: Establish ment of foreshore needs revenue streams
Align CSF priori3es
with
KPI 2:
Bud get
alloca3on
available
grants predicta ble revenue process Build an ongoing
programs
str e a ms a nd sound fina nci al
ma nag e ment
6 0 %
stron g grant
management
Develop grants
capabi lity appl ica3ons for
priori3es 30%
Professionall
y manage
any grants
received
Under pinni ng a
stable orga nisa3 on 10 %
Operate formal process
KPI 1: Boo kkee ping of
alloca3ng annual
prac3ces Allocate
revenue to bu dget
KPI 2: Monthly budget most effec3ve
The implementa 3on KPI 3: Annual audit (budget)
repor3n g foreshore needs Establish financial
delega
3ons of t he 2 0 1 4 Coa st al 10%
Es ta blish process for
M a na g e me nt P la n
will r e quir e
a ddi 3 ona l r e ve nue
str e a ms
adbhoc
expendit
ures as
required Enabling 40 % ne w ini 3a3 ves
30% Ensure finances are
Apply
standard
book
keeping
prac3ces
ma naged to a professional Report on finances each
KPI 1:
Fundin g
for
priori3es
of CMP
KPI 2:
Financial
manageme
nt of new
funding
month
stand
ard
10%
Have
annual
financial
audit
undertake
n and
made
public Investor:
Neville Fuller
Version
no: 0.1 Facilitator:
Terry Wright
Accredited
Facilitator: Yes
Ini3al Workshop:
11/10/2014 Last modified by: <firstname surname dd/mm/yyyy >
Template version: 5.0
CA PEL SOUND FORESHORE (CSF)
OPERATIONS Strategy
I NVES T M E NT LOG I C M AP
Ini3a3ve
PR OBLE M BENEFIT ST RAT EGIC
RESPONSE SOLUTION
CHANGES
ASSETS
T he fut ur e he alt h a nd use of CS F i s
de pe nde nt upon a Ensure
the
Co M is
skil led,
balanced and
Take
ac3ons
that will
available
people
a Wra ct
the best sound ong oi ng D oi ng t he t hi ng s com miWe d
ma nag e me nt t hat ma We r most 30% str ucture and 4 0 %
compe t e nt st a ff 5 0 %
KPI 1:
Implementa3
on of CMP
priori3es
Ensure staff
structures
future
needs
are aligned with the
Ensure
the
on going
exis tence
of
appro pria
tely
skil led
and
capable
staff
30%
Recruit and
retain the
best
possible
team
Ensure
staff are
provided
training to
keep them
current
Succe ss i n
i mpl e me n3 ng t he
M a na g e me nt P la n
Drivi ng efficie nt wor k
Provide facili3es and
Buildings and facili3es
equipment that support
a healthy workplace
Plant and equipment pra c3 ces will r e quir e g ood 3 0 %
wor ki ng Iden3fy,
docu m ent rela 3onships with KPI 1: Spee d of respo nse and adopt the best
ma ny orga nisa3ons KPI 2: Cost
w ork prac3ces to
Iden3fy,
document
and adopt
best work
prac3ces
30%
manage the CSF
Technol
ogies 20%
Exploit the
use of
enabling
technologie
s
Iden3fy
required
Work with those
rela3onships and their
Crea 3ng a organisa3ons cri3ca l
ra3onale stable organisa3on to implemen3ng the
Management Plan Build and manage 30% 10%
key rela3onships
The diverse ra nge of KPI 1: Documenta3on poten3a l risks (Planning & Opera3ng) involved in ma nag ing KPI 2:
Stabili ty of Co M &
staff Document the risks and
the foreshore must KPI 2: Risk assessment
Address the risks thei r mi3ga3on
be understood a nd /mi3ga3on most likely to impact
strate
gies a ddr e sse d 2 0 %
the future of CSF
10% Carry out
strategies
and
con3nuall
y monitor
Investor:
Neville Fuller
Version
no: 0.2 Facilitator:
Terry Wright
Accredited
Facilitator: Yes
Ini3al Workshop:
31/10/2014 Last modified by: <firstname
surname dd/mm/yyyy >
Template version: 5.0
Be
ne
fits so
ugh
t
5 Coastal Management Plan – Capel Sound Foreshore
Need for Management
The first level focuses on the need for the ongoing management of the foreshore. This comprises two
documents. The first is an Investment Logic Map (ILM) that describes why it needs to be managed and
what is the appropriate response. The second lays out the benefits that management needs to deliver and
how these will be measured -‐ this is an important part of the plan as it will help to make sure that any
investments of effort or money are well focused to deliver real benefits and don’t just do the things that
seem like a good idea.
Strategies for the Future (Strategic Plan)
The second level comprises 6 strategies that describe what needs to be done to successfully manage the
Capel Sound Foreshore over the next 10 years.
Implementing the Strategies (Business Plan)
The third level is the Business Plan that describes how the CSF will operate over the next 3-‐ year period.
The priorities over the 3-‐ year period are specified in Part 3.
-‐ How to read the ‘ Strategies On-‐ A-‐ Page’ While the strategies-‐ on-‐ a-‐ page were intended to be easy to read and understand, some explanation is necessary.
The format used is known as an Investment Logic Map (ILM). This format is now in wide use across Australia
and New Zealand and is intended to tell the story in plain English of why something needs to be done and what
is the best way of doing it. Appendix A provides further explanation.
STAKEHOLDERS
While the appointment of a Committee of Management under the Crown Land (Reserves) Act 1978
promotes a legal basis for the overall management of the foreshore, there are numerous stakeholders that are
either users of the foreshore or play a key role in supporting its ongoing management. These include:
Users Local residents
Campers
Boatshed owners
Boat ramp users
Visitors
Schools
Management support Victorian Police
Emergency services (ambulance, CFA, etc)
VicRoads
Local service organisations
Local businesses
Department of Environment, Land, Water and Primary Industries (DELWP)
Mornington Peninsula Council
6 Coastal Management Plan – Capel Sound Foreshore
COMMUNITY CONSULTATION
The draft Coastal Management Plan was put to public seeking their response from December 7, 2015 to January 15,
2016. During this period the draft could be downloaded from the Capel Sound Foreshore website or studied at the
Ranger’s Office. Posters in local businesses and an advertisement in the local newspaper invited comment. As the
consultation period spanned the peak camping season, campers were invited through the regular camping
newsletters to provide feedback. Key organisations and stakeholders were also invited to study the draft Plan and
submit a response. In addition, on January 12, 2016 a public meeting was held at the West Rosebud Bowls and
Croquet Club and was attended by more than 50 people.
Responses were to be provided through a set of questions that sought to identify the interest of the person
responding, find how they believe the Plan could be improved and understand whether they would be interested in
helping to implement the Plan. The normal form of response was an online survey but people without access to the
internet could respond manually at the Ranger’s Office.
During the consultation period 65 people completed surveys. The Plan was well regarded with 40% of respondees
rating the quality of the Plan as 5/5 with the overall rating given as 4/5. Pleasing was that half of the people who
responded advised they are wiling to assist in the implementation of the Plan. Many good ideas were received
relating to the implementation of the Plan and these will be used.
On the basis of the feedback received from the survey forms and at the public meeting, changes have now been
made to the Plan and the way it will be monitored and reported.
7
2. CAPEL SOUND FORESHORE TODAY
WHERE IT IS AND WHAT IT IS
-‐ Location From Chinaman’s Creek in the East to Shirlow Avenue, Rye in the West and is bordered by Point Nepean
Road and the southern shore of the Bay. The total area of the foreshore is around 9 hectares and its
width varies between 150 and 200 metres along its east-‐ west length.
Coastal Management Plan – Capel Sound Foreshore
8 Coastal Management Plan – Capel Sound Foreshore
-‐ Climate
The Mornington Peninsula has a temperate climate with warm to hot summers, mild springs and autumns,
and cool winters. Being flanked by large bodies of water to the north, south and west the weather can
change rapidly at any time of the year. The proximity to water has a moderating effect on temperatures
throughout the year but is particularly marked in Summer when hot northerly winds are cooled as they
cross the 60km stretch of water of Port Phillip Bay. Average annual rainfall is around 700 ml which is
generally spread throughout the year with the wetter months being April to October.
Maximum monthly temperatures range from 12C in the winter to 25C in summer. Variations can see
temperatures in February or March in excess of 40C.
-‐ Geology and Soil Types
The terrain of this linear reserve is predominantly primary Holocene dunes of unconsolidated sand and
swales behind the dunes, although some sections may feature underlying swamp deposits particularly
around Chinaman’s Creek. This is due to the presence inland of Tootgarook Swamp which would have
varied in its level of inundation over the past 12,000 years with changes in sea levels and the subsidence
of the Port Phillip Sunklands. The dunes have formed since that time. Chinaman’s Creek, the waterway
that drains the swamp, has followed different courses in the past even up to quite recently when the drain
was dug through Tootgarook Swamp, and the coastal strip would have been subject to varying ground
water levels. The seagrass beds along the intertidal flats thrive on the fresh water rising from this ground
water.
The reserve links two geological types. At the eastern end the siliceous sands of Rosebud predominates
whereas towards the western end the sands become more alkaline due to the influence of the dune
calcarenite, of which the southern part of the Nepean Peninsula largely consists.
This area has seen a regular seasonal human presence for thousands of years. It would have been a rich
source in the past, with the swamp on one side and the sea on the other. This is evident in the many
middens along the foreshore.
-‐ Vegetation
Ecological Vegetation Classes (EVCs) are used to describe vegetation assemblages across Victoria. Capel
Sound Foreshore supports a number of EVCs, some of which overlap to form a mosaic, or are so
distributed they are hard to define. The 2007 Vegetation study (commissioned by the Capel Sound
Foreshore Committee of Management) identified six EVCs and rated their biological significance as
follows:
EVC 002 Coast Banksia Woodland Vulnerable
EVC 053 Swamp Scrub Endangered
EVC 160 Coastal Dune Scrub Least Concern
EVC 311 Berm Grassy Scrubland Endangered
EVC 858 Coastal Alkaline Scrub Depleted
EVC 879 Coastal Dune Grassland Endangered
All local species on the foreshore are considered to be significant due to the depletion of remnant coastal
vegetation on Port Phillip Bay and Coastal Alkaline Scrub within the state.
9 Coastal Management Plan – Capel Sound Foreshore
-‐ Fauna
An extensive study of fauna on the Capel Sound Foreshore was carried out in 2006/20072.
This study reported:
“Taxa detected in the study site includes; one species of Decapod Crustacean, six species of fish of which one
species is introduced, four species of Amphibians, eight species of Reptiles (of which all species are lizards), 49
species of Birds (of which four species are introduced) and 14 species of Mammals (of which four species are
introduced).
“The environs of the study site can be considered to be of regional significance, with the taxa throughout the
study site listed at local, regional, State and National levels. This is due to mass depletion of natural vegetation
and fauna populations on the Mornington Peninsula and loss of some significant species. Overall the significant
taxa includes four species of high local significance, 14 species of regional significance, five species of State
significance, one species of National significance and the remaining native species are of local significance based
upon large-scale depletion of habitat and fauna populations on the Peninsula.
“Weeds, vermin and human disturbance are the greatest causes of local extinction of habitat and fauna
populations on the Peninsula and within the environs of the study site. Ongoing weed control and eradication,
along with regeneration of the original vegetation communities (EVC’s) throughout the site, including possibly
carrying out controlled burns in some areas, is recommended as high priority. Introduced fauna can cause
unnecessary pressure on remaining native fauna and should be eradicated or controlled.”
-‐ Coastal Processes The Capel Sound Foreshore sits within the large but somewhat protected Port Phillip Bay so is not subject
to the more severe impacts experienced by open coasts. Of particular significance is that, at its eastern
end, it sits on a bay bar that separates Port Phillip Bay from the Tootgarook Swamp immediately to its
south. As a result, fresh groundwater flows below the foreshore and feeds the seagrass in this area.
Being very low lying it is vulnerable to sea level rises and coastal inundation in circumstances where
severe storms coincide with high tides.
HOW IT IS CURRENTLY MANAGED
The CSF is currently managed by a Committee of Management (a skills-‐ based committee) comprising 12
people who are appointed for a three-‐ year term by the responsible Minister. The current committee
represents a mix of local residents, campers and boatshed owners who enjoy all that the foreshore offers and
care about its future health. The range of their skills and experiences provides a strong basis for the
effective management of the foreshore. The CoM then employs a small contracted staff comprising a
Manager, Ranger and administrative staff and engages specialist trades people as required.
2 Fauna Survey and Management Prescriptions for Capel Sound Foreshore Reserve, 2007 (Legg)
Note: This report is available on the Capel Sound Foreshore website
10 Coastal Management Plan – Capel Sound Foreshore
PRECINCTS AND THEIR CURRENT USES (MANAGEMENT ZONES)
Management Zones have been defined to better understand the characteristics of the different
precincts on the Capel Sound Foreshore and to assist in its overall management. The borders of the
Zones are shown in the following diagram. The description of each zone is in the table that
follows.
Zone 1 Chinaman’s Creek
Nature Precinct
Wildlife corridor and ‘estuary’ of Tootgarook Wetlands into Port
Phillip Bay
Entrance provides important intertidal area for waterbirds
Home of rare Swamp Skink
Zone 2 Capel Village
Camp Ground
Location of Ranger’s Office and Camp Kitchen
The peninsula’s only year-‐ round foreshore camping area
Straddled by Foreshore Conservation Area
High density colourful boatsheds along sandy beach
Adjacent to Capel Sound Shopping Village
Zone 3 Banksia Woodland One of few remaining intact examples of Banksia Woodland on
foreshore of Southern Peninsula
Transitioned by Bay Trail
Zone 4 Truemans Road
Day Precinct
Provides direct access from carpark to beach with wide panoramas
Picnic, BBQ facilities and amenity block
Highly popular with families
Zone 5 Tootgarook
Conservation Zone
Large clusters of Banksia and Teatree
Numerous orchid colonies
Site of middens
Zone 6 Tootgarook
Boat Ramp
Ramp for launching small boats
Requires annual dredging to become operational
Open from October to April (fee charged)
Zone 7 Tootgarook
Camp Ground
Camp sites with expansive views of the Port Phillip Bay coastline as
far as the Melbourne skyline
Small scale picnic area
Adjacent midden sites and orchid colonies
11 Coastal Management Plan – Capel Sound Foreshore
Zone 9 Western
Conservation
Precinct
Supports a mosaic of vegetation classifications:
o Coast Banksia Woodland
o Coastal Alkaline Scrub
o Coastal Scrub
o Berm Grassy Scrubland
Orchid colonies exist
Many middens exist
No camping takes place in this precinct
Zone
10
Capel Sound
Beaches
Continuous beaches over 3.75 km length of reserve
Seagrass beds (particularly at eastern end) support large colonies of
waterbirds
Groynes and storm water drains exist
Beaches require maintenance in form of beach cleaning
Erosion monitoring and management required
Weeds prevalent particularly as beaches are generally accreting
(building) -‐ particularly Marram Grass
Annual inspections of condition of boatsheds
Zone 8 Woodland
Camping and
Conservation Zone
Un-‐ powered camping sites amongst Banksia Woodland
Site of middens
High quality ground-‐ story vegetation remnants
12 Coastal Management Plan – Capel Sound Foreshore
3. THE NEED FOR ITS ONGOING MANAGEMENT
MANAGEMENT RATIONALE ON-‐ A-‐ PAGE
CAPEL SOUND FORESHORES (CSF) CommiNee of Management
Coastal Management Strategy
INVESTMENT LOGIC MAP Organisa5on
NEED
BENEFIT
STRATEGIC RESPONSE
ORGANISATIONAL
RESPONSE
The environmental quali5es of the CSF
will rapidly deteriorate unless
they are ac5vely and properly managed
55%
The unique
character of the CSF provides valuable
lifestyle opportuni5es to many Victorian
families and friends 40%
Restoring and protec/ng the
coastal environment 45%
45
KPI 1: indigenous flora KPI 2: indigenous fauna KPI 3: beach erosion KPI 4: sustainable camping
Enabling a
10 healthy lifestyle for Victorians
40% 30
KPI 1: campers KPI 2: locals KPI 3: volunteers KPI 4: boat ramp KPI 5: others
Establish a long[ term program to
30 improve the quality of flora and fauna
30%
10 Understand and respond to the likely
impacts of a
changing climate
10%
5
Establish a program that will facilitate
15 broad community
involvement in using and caring for the foreshore 20%
Implement a plan to
improve the 20
environmental quality 5 of the CSF
25%
10
Iden5fy and u5lise the most appropriate
10 resource opportuni5es 35%
15
5Manage the poten5al
5 risks to the CSF of a changing climate
5 10%
An opportunity
exists to increase the relevance of the peninsula as a des5na5on for
Suppor/ng
10 the economy of the southern
peninsula 5
15%
25
Ensure facili5es are provided to enable
15 equitable access for all poten5al users
40%
Build upon the 5
experiences that CSF
provides to Victorians and tourists
5%
5 Specify and provide the facili5es and
na5onal and interna5onal tourists
5%
KPI 1: campers KPI 2: day visitors KPI 3: tourists
20 infrastructure needed on the CSF
25%
Investor: Neville Fuller Facilitator: Terry Wright
Accredited Facilitator: Yes
Version no: Ini5al Workshop: Last modified by: Template version:
0.5 21/05/2014 <firstname surname dd/mm/yyyy > 5.0
13 Coastal Management Plan – Capel Sound Foreshore
Restoring and protecting the coastal
environment (45%) These are the benefits that will be provided to Victoria through the good
Supporting the economy of the
southern peninsula (15%)
Indicators (KPIs) that prove them have been delivered. These are detailed in
Appendix B (Benefits, KPIs and Measures).
RATIONALE EXPLAINED
NEED Evidence to support Need statement
The environmental qualities of the
CSF will rapidly deteriorate unless
they are actively and properly
managed (55%)
The nine hectares of the CSF contain six zones of different Ecological
Vegetation Classes (EVC) and provides habitat to many indigenous fauna
species. Being a north-‐ facing sandy beach it is also loved by Victorians and is
at risk of being over-‐ loved -‐ particularly with the improved road access from
Melbourne. Experience has shown the environment can rapidly deteriorate
without adequate care.
An opportunity exists to increase the
relevance of the peninsula as a
destination for national and
international tourists (5%)
Over the past 6 years, year-‐ round foreshore camping has been enabled on
the CSF. This has now established the peninsula and the CSF as a
destination for caravaners travelling the coastal route along south-‐ eastern
Australia.
BENEFIT
Enabling a healthy lifestyle for
Victorians (40%)
management of the CSF. While at this level they may appear motherhood,
they cannot be considered to be delivered until the Key Performance
STRATEGIC RESPONSE Rationale for Strategic Response
Establish a long-‐ term program to
improve the quality of flora and
fauna (30%)
A comprehensive vegetation study completed in 2007 established the special
nature of the foreshore vegetation and its health at that time. A program
must now be developed to protect remnant vegetation and rehabilitate substantial areas of weed infestation.
Establish a program that will
facilitate broad community
involvement in using and caring for
the foreshore (20%)
Proper care of the foreshore is a major undertaking that cannot be done by
the foreshore committee and staff alone. The local and broader community,
campers and visitors must be engaged, not just to use it, but to contribute to
its care.
ORGANISATIONAL RESPONSE
Implement a plan to improve the
environmental quality of the CSF
(25%)
Manage the potential risk to the CSF
of a changing climate (10%)
The Strategic Response above and the five thrusts of this Organisational
Response are used to direct the Strategic Plan that follows.
Specify and provide the facilities and
infrastructure needed on the CSF
(25%)
Build upon the experiences that CSF
provides to Victorians and tourists
(5%)
Identify and utilize the most
appropriate resource opportunities
(35%)
Ensure facilities are provided to
enable equitable access for all
potential users (40%)
The CSF is a valuable asset owned by all Victorians and available for the use
and enjoyment of everyone. Facilities must be provided to enable its full use
consistent with the protection of its natural assets.
Understand and respond to the likely impacts of a changing climate (10%)
Because of its location and nature, the CSF will be vulnerable to a changing climate and must be able to identify and respond to its impacts.
The unique character of the CSF
provides valuable lifestyle
opportunities to many Victorian
families and friends (40%)
The special appeal of the 3.8 km of foreshore, its 345 camping sites, 92 boat
sheds and boat ramp have provided special memories for many decades by
thousands of Victorian families, friends and visitors. It is highly valued by the
locals who use it throughout the year as part of their local environment.
---
14 Coastal Management Plan – Capel Sound Foreshore
BENEFIT STRATEGIC
4. STRATEGIES FOR THE FUTURE ( STRATEGIC PLAN)
ENVIRONMENT STRATEGY ON-‐ A-‐ PAGE
CAPEL SOUND FORESHORE (CSF)
ENVIRONMENT Strategy
INVESTMENT LOGIC MAP Program
PROBLEM
RESPONSE
SOLUTION
CHANGES
ASSETS
Weed infesta3on and vegeta3on overgrowth is
accelera3ng the decline of the
environmentally unique coastal
environment 55%
Implement the
agreed targets of the Vegeta&on Plan
55%
Update and priori3se the 2007 Vegeta&on
Report
Implement priori3es
Feral animals are reducing the popula3on of
indigenous fauna and flora
10%
The ongoing loss of
vegeta3on within the camping areas is
degrading their physical and
aesthe3c characteris3cs
25%
Restoring and protec3ng the coastal
environment 75%
KPI 1: Flora KPI 2: Fauna KPI 3: Erosion
Enabling a healthy
lifestyle for Victorians 25%
KPI 1: Volunteers KPI 2: Visitors KPI 3: Campers
Implement the
agreed targets of the Fauna Plan
10%
Establish a good balance between
the needs of campers and coastal
vegeta3on in the campgrounds 15%
Monitor and respond to beach erosion across the
Capel Sound Foreshore
10%
Update and priori3se
the 2007 Fauna Report
Implement priori3es
Develop a vegeta3on layout model for the
camping areas
Priori3se and implement
Develop a risk
assessment and response model
Monitor and respond
Poten3al impacts to the foreshore from a
changing climate must be managed
10%
Establish educa3onal and
awareness ac3vi3es that help people
appreciate and care for the foreshore
10%
Establish and manage
friends groups
Create environmental
walks and signage
Signage
Investor: Facilitator: Terry Wright
Accredited Facilitator: Yes
Version no: Ini3al Workshop: Last modified by: Template version:
0.3 02/07/2014 <firstname surname dd/mm/yyyy > 5.0
15 Coastal Management Plan – Capel Sound Foreshore
Restoring and protecting the coastal
environment (75%)
Develop a risk assessment and
response model -‐ monitor and
respond (10%)
ENVIRONMENT STRATEGY EXPLAINED
PROBLEM Evidence to support Problem statement
Feral animals are reducing the
population of indigenous flora and
fauna (10%)
The 2007 Fauna study included a survey of the fauna population on the CSF.
This documented the prevalence of feral animals and the impact they are
having on the indigenous fauna and flora.
Potential impacts to the foreshore
from a changing climate must be
managed (10%)
As the CSF adjoins the Tootgarook Wetlands and is on the coast it is
vulnerable to sea level changes and storm surges.
BENEFIT
Enabling a healthy lifestyle for
Victorians (25%)
Evidence of the delivery of these benefits is provided through the relevant
Key Performance Indicators (KPIs). A complete list of the KPIs associated
with each Benefit is at Appendix B (Benefits, KPIs and Measures.).
The specific KPIs expected to be delivered by this strategy are identified in
the Strategy on-‐ a-‐ page directly above.
STRATEGIC RESPONSE Rationale for Strategic Response
Implement the agreed targets of the
Fauna Plan (10%)
As with the 2007 Vegetation Plan, the 2007 Fauna Plan should be updated
and used as the foundation for future action.
Monitor and respond to beach
erosion across the Capel Sound
Foreshore (10%)
Little is known of how the foreshore will be affected by a changing climate
and what the appropriate responses should be.
SOLUTION (Strategic
Actions)
Update and prioritise the 2007
Vegetation Report -‐ implement (55%)
Develop a vegetation layout model
for the camping areas -‐ prioritise and
implement (15%)
These are the strategic actions that will be prioritised and acted upon by the
CoM. A complete list of these Strategic Actions is at Appendix C.
Establish and manage friends groups.
Create environmental walks and signage (10%)
Update and prioritise the 2007 Fauna
Report -‐ implement (10%)
Establish educational and awareness
activities that help people appreciate
and care for the foreshore (10%)
Unless those people who use the foreshore understand its value, believe in
its important place in the future, know how to care for it and are prepared to
do their bit…the task of preserving it well into the future will not be possible.
Establish a good balance between
the needs of campers and coastal
vegetation in the campgrounds (15%)
This will require balancing the needs of campers with an understanding of
the importance of the environment. This is essential both for the future
health of campers in a hotter environment and for the aesthetic attraction of
the foreshore to everyone who use it now and in the future.
Implement the agreed targets of the
Vegetation Plan (55%)
The 2007 Vegetation Plan provided a thorough and informed view of the
vegetation status at that time. This plan should be updated in 2015.
The ongoing loss of vegetation
within the camping areas is
degrading their physical and
aesthetic characteristics (25%)
A significant increase in camping site coverage as a result of larger ‘camping
rigs’ and more vehicles over the past 20 years has impacted adjoining
vegetation. This has been exacerbated by the removal of ageing trees (mainly Pine and Cyprus) and a failure to re-‐ vegetate following their removal.
Weed infestation and vegetation
overgrowth is accelerating the
decline of the environmentally
unique coastal environment (55%)
The 2007 Vegetation study identified the six Ecological Vegetation Classes
(EVC) that exist within the CSF and documented their health as being
generally poor and in decline. Weed infestation exists across CSF but is most
prevalent in the western area.
16 Coastal Management Plan – Capel Sound Foreshore
BENEFIT STRATEGIC
CAMPING STRATEGY ON-‐ A-‐ PAGE
CAPEL SOUND FORESHORE (CSF)
CAMPING Strategy
INVESTMENT LOGIC MAP Program
PROBLEM
RESPONSE
SOLUTION
CHANGES
ASSETS
Affordable camping on the foreshore provides a wide
range of recrea3onal opportuni3es and generates a strong
sense of community for many Victorian
families 75%
Enabling a healthy
lifestyle for Victorians 75%
KPI 1: Campers KPI 2: Boat ramp users KPI 3: Others
Establish, apply and enforce camping policies that are sustainable and
transparent 5%
Provide the infrastructure and
facili3es required to support the
changing needs of campers 35%
Document and provide access to suite of policy
and procedures
Establish means of
enforcing policy
Iden3fy required infrastructure and
facili3es
Provide and maintain as
required
Infrastructure and facili3es
Income derived from foreshore camping is
essen3al to the ongoing
maintenance and protec3on of the
Capel Sound Foreshore
20%
The availability of year round
foreshore camping will help advance the Peninsula as a tourist des3na3on
5%
Restoring and protec3ng the coastal
environment 15%
KPI 1: Flora KPI 2: Fauna KPI 3: Sustain. camping
Suppor3ng the economy of the
southern peninsula 10%
KPI 1: Campers KPI 2: Day visitors KPI 3: Tourists
Ensure the camping environment
provided is safe and secure
40%
Plan for long[term sustainable
development of camping on the
foreshore 15%
Promote CSF as a year round tourist
des3na3on
5%
Conduct camper safety risk assessment
Develop and implement
a response plan
Iden3fy things cri3cal
to long term camping sustainability
Develop and implement
a camping sustainability plan
Develop and implement
a tourist camping strategy
Investor:
Facilitator: Accredited Facilitator:
Adrian Atkins Terry Wright Yes
Version no: Ini3al Workshop: Last modified by: Template version:
0.2 13/08/2014 <firstname surname dd/mm/yyyy > 5.0
17 Coastal Management Plan – Capel Sound Foreshore
CAMPING STRATEGY EXPLAINED
PROBLEM Evidence to support Problem statement
Affordable camping on the foreshore
provides a wide range of recreational
opportunities and generates a strong sense
of community for many Victorian families
(75%)
For more than seventy years thousands of Victorian families and their
friends have spent their annual holidays together enjoying the many
simple pleasures that camping on the CSF offers. The role that the
CSF has played in building strong families and communities has been
extraordinary. In the peak season of 2014/15 FY 8,634 people were
registered as staying on CSF each averaging 13 night stays.
The availability of year round foreshore
camping will help advance the Peninsula as
a tourist destination (5%)
Since the introduction of year-‐ round camping in 2008 the CSF has
become a noted destination in guides for touring the coastal route of
south-‐ east Australia. In the 2014/15 FY off-‐ season camping (Mar. to
Nov) increased 27% on the previous year.
BENEFIT
Restoring and protecting the coastal
environment (15%)
KPIs associated with each Benefit is at Appendix B (Benefits, KPIs and
Measures).
STRATEGIC RESPONSE Rationale for Strategic Response
Establish, apply and enforce camping
policies that are sustainable and transparent
(5%)
While the overall management of camping is now a mature and stable
process, policies and practices need to be better documented and
made available to all. There is also an ongoing need to review existing
policies to ensure their continued relevance.
Ensure the camping environment provided is
safe and secure (40%)
This must be an ongoing focus as the camping environment and
campers themselves change and legal obligations become more
stringent.
Promote CSF as a year round tourist
destination (5%)
Year round tourism is of growing importance to the foreshore
community, to its revenue and to the broader economy.
SOLUTION (Strategic Actions)
Identify required infrastructure and facilities
-‐ provide and maintain (35%)
Identify things critical to long term camping
sustainability -‐ implement plan (15%)
These are the strategic actions that will be prioritised and acted upon
by the CoM. A complete list of these Strategic Actions is at Appendix
C.
Develop
strategy
and
(5%)
implement a tourist camping
Document and provide access to suite of
policy and procedures -‐ enforce (5%)
Plan for long-‐ term sustainable development
of camping on the foreshore (15%)
A changing climate, environmental degradation, fire safety, tree safety
and the changing needs of campers are some of the factors that could
impact the future sustainability of camping on the Capel Sound Foreshore.
Provide the infrastructure and facilities
required to support the changing needs of
campers (35%)
Though much of the infrastructure supporting camping is ageing, to
this point it has been regularly maintained and upgraded. The
changing camping and caravan equipment and changing camper
expectations must be understood and addressed.
Supporting the economy of the future (10%) The specific KPIs expected to be delivered by this strategy are
identified in the Strategy on-‐ a-‐ page directly above.
Enabling a healthy lifestyle for Victorians
(75%)
Evidence of the delivery of these benefits is provided through the
relevant Key Performance Indicators (KPIs). A complete list of the
Income derived from foreshore camping is
essential to the ongoing maintenance and
protection of the Capel Sound Foreshore
(20%)
Although camping fees are kept low so they are affordable to families,
camping fees are the main contributor to the revenue of the CSF -‐ in
the 2013/14 FY they totaled $775k or nearly 90% of total revenue. This
revenue enables year-‐ round maintenance to the foreshore environment.
Conduct camper safety risk assessment -‐
implement response plan (40%)
18 Coastal Management Plan – Capel Sound Foreshore
BENEFIT STRATEGIC
BOATSHED STRATEGY ON-‐ A-‐ PAGE
CAPEL SOUND FORESHORE (CSF)
BOATSHED Strategy
INVESTMENT LOGIC MAP Program
PROBLEM
RESPONSE
SOLUTION
CHANGES
ASSETS
The iconic boatsheds of Capel Sound are a powerful aKrac3on to families, friends, visitors and tourists
and need to be maintained and
protected
35%
Enabling a healthy
lifestyle for Victorians 45%
KPI 1: Boatshed users
Establish a history of the boatsheds of CSF
and make this openly available
5%
Create interest group
and consolidate
historical sources
Publish, promote and maintain informa3on
A healthy balance between boatsheds,
public access and the coastal environment must be established
and maintained 55%
Restoring and protec3ng the coastal
environment 40%
KPI 1: Flora
Establish a policy that provides
reasonable access to boatsheds and
improve vegeta3on protec3on 30%
Determine how best to increase boatshed
Develop policy
Monitor its adop3on and effec3veness
Beach access tracks
use to aid beach Understand exis3ng use paKerns and usage
community and increase beach
safety 30%
s3muli
Develop and implement program
The revenue raised from boatshed fees are important to the maintenance of the
CSF as well as providing revenue to
local government 10%
Suppor3ng the economy of the
southern peninsula 15%
KPI 1: Tourists KPI 2: Boatshed fees KPI 3: Council rates
Consolidate the program of longZ
term maintenance and preserva3on of the boatsheds of CSF
35%
Establish standards and
conduct inspec3ons to
ensure compliance
Take appropriate ac3on
where standards are
not met
Investor: Facilitator:
Accredited Facilitator:
Neville Fuler Terry Wright Yes
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19 Coastal Management Plan – Capel Sound Foreshore
Enabling a healthy lifestyle for Victorians
(45%) Evidence of the delivery of these benefits is provided through the relevant Key
Performance Indicators (KPIs). A complete list of the KPIs associated with each
Supporting the economy of the future
(15%) Strategy on-‐ a-‐ page directly above.
BOATSHED STRATEGY EXPLAINED
PROBLEM Evidence to support Problem statement
The iconic boatsheds of Capel Sound are a
powerful attraction to families, friends,
visitors, tourists and need to be maintained
and protected (35%)
Over the last decade the boatsheds of the Mornington Peninsula feature in much
travel promotion and have become synonymous with the peninsula itself. From a
community perspective, they enable generations of families and friends to spend
extended time on the beach creating a sense of beach community.
The revenue raised from boatshed fees are
important to the maintenance of the CSF
as well as providing revenue to local
government (10%)
In 2014 annual boatshed fees contributed a total of $48.5k (or 5.6%) to CSF
revenue. This supports the management and maintenance of the foreshore.
(Note: In addition, it is understood that boatshed owners paid a further $50k to
the Mornington Peninsula Shire Council in rates for the year).
BENEFIT
Restoring and protecting the coastal
environment (40%)
Benefit is at Appendix B (Benefits, KPIs and Measures).
The specific KPIs expected to be delivered by this strategy are identified in the
STRATEGIC RESPONSE Rationale for Strategic Response
Establish a history of the boatsheds of CSF
and make this openly available (5%)
While the establishment of the CSF boatsheds is historically rich it is not well
recorded and therefore not widely understood or appreciated.
Determine how best to increase boatshed
use to aid beach community and increase
beach safety (30%)
Many boatsheds are never or seldom used. The reasons for this need to be
understood and policies explored that might increase boatshed use.
SOLUTION (Strategic Actions)
Create interest group and consolidate
historical sources -‐ publish, promote,
maintain (5%)
Understand existing boatshed used
patterns and stimuli -‐ implement program
(30%)
These are the strategic actions that will be prioritised and acted upon by the CoM.
A complete list of these Strategic Actions is at Appendix C.
Ensure standards and conduct inspections
to ensure compliance – enforce (35%)
Consolidate the program of long-‐ term
maintenance and preservation of the
boatsheds of CSF (35%)
The existing program of conducting regular observation of boatsheds and providing
annual condition reports to owners must be maintained.
Establish a policy that provides reasonable
access to boatsheds and improves
vegetation protection (30%)
Without clear policies, boatsheds can become un-‐ useable and ultimately derelict
and vegetation can be unnecessarily destroyed. This can encourage vandalism and
impact a safe beach community.
A healthy balance between boatsheds,
public access and the coastal environment
must be established and maintained (55%)
The challenge is to enable the full use of the 92 boatsheds in a way that respects
the natural coastal environment and does not inhibit access to, and use of, the
beach by other beach users.
Develop boatshed access policy -‐ monitor
adoption and effectiveness (30%)
20 Coastal Management Plan – Capel Sound Foreshore
BOATING STRATEGY ON-‐ A-‐ PAGE
21 Coastal Management Plan – Capel Sound Foreshore
Develop policy for manual launched craft
along foreshore
Identify and develop launching access
points
BOATING STRATEGY EXPLAINED
PROBLEM Evidence to support Problem statement
The CSF boat ramp has enabled generations of families to launch their small fishing
boats and recreational craft to fully enjoy the Bay. There were 1,418 recorded
Being able to access the bay on water craft
is central to the lifestyle of many residents
and visitors to the Capel Sound Foreshore
(100%)
launches from the ramp in 2014/15 FY. The nearest alternative boat ramp in the
west is at Rye which caters for larger craft, or in the east at Dromana which is
similar in size to the CSF ramp.
In addition many people manually launch their craft into the Bay – yachts,
rowboats, kayaks, paddle boards and the like – at many points along the foreshore
and these need to be supported and encouraged.
BENEFIT Enabling a healthy lifestyle for Victorians
(80%)
Evidence of the delivery of these benefits is provided through the relevant Key
Performance Indicators (KPIs). A complete list of the KPIs associated with each
Benefit is at Appendix B. (Benefits, KPIs and Measures.).
The specific KPIs expected to be delivered by this strategy are identified in the
Strategy on-‐ a-‐ page directly above.
Supporting the economy of the Southern
Peninsula (20%)
STRATEGIC RESPONSE Rationale for Strategic Response
The existing boat ramp is a well used and valuable asset not just to the Capel Maintain the Tootgarook Boat Ramp as the
primary access point for vehicle-‐ launched
craft (80%)
Sound Foreshore but to the whole of the Southern Peninsula. Challenges exist that
must be understood and managed. These include its financial viability, traffic
management and dredging practices.
SOLUTION (Strategic Actions) Develop Policy on ramp usage
Ensure financial viability
Improve efficiency of ramp and traffic
management
Develop plans for future of precinct
These are the strategic actions that will be prioritised and acted upon by the CoM.
A complete list of these Strategic Actions is at Appendix C.
Support the manual launching of small craft
along the length of the Capel Sound
Foreshore (20%)
This will improve the attraction, use and appreciation of the pristine waters of the
bay which is ultimately important to its ongoing protection.
22 Coastal Management Plan – Capel Sound Foreshore
BENEFIT STRATEGIC
INFRASTRUCTURE STRATEGY ON-‐ A-‐ PAGE
CAPEL SOUND FORESHORE (CSF)
INFRASTRUCTURE Strategy
INVESTMENT LOGIC MAP Program
PROBLEM
RESPONSE
SOLUTION
CHANGES
ASSETS
Providing valuable coastal experiences to large numbers of Victorians will only be possible if the
right infrastructure is provided
85%
Enabling a healthy lifestyle for Victorians
80% KPI 1: Campers KPI 2: Locals KPI 3: Volunteers KPI 4: Boat ramp uses KPI 5: Others
Suppor3ng the economy of the
southern peninsula 10%
KPI 1: Campers KPI 2: Locals KPI 3: Volunteers KPI 4: Boat ramp uses KPI 5: Others
Ensure exis3ng buildings are safe
and fit for their intended purpose
70%
Iden3fy and plan for the infrastructure
required to meet the future (and
changing) needs 20%
Document the condi3on and purpose of exis3ng
infrastructure
Determine their value to
the future use and protec3on of foreshore
Priori3se for inclusion in
the Infrastructure Masterplan
Implement the Infrastructure Masterplan
Develop new facili3es needed to enable future
use of foreshore
Priori3se for inclusion in
the Infrastructure Masterplan
Infrastructure
The impact of natural processes on
the CSF coastline
must be monitored and addressed
15%
Restoring and protec3ng the coastal
environment 10%
KPI 1: Beach erosion KPI 2: Sustainable camping
Establish a program that will iden3fy the impacts and provide responses to natural
processes 10%
Develop a risk assessment and response model
Monitor and respond
Investor:
Facilitator: Accredited Facilitator:
Adrian Atkins Terry Wright Yes
Version no: Ini3al Workshop: Last modified by: Template version:
0.2 16/07/2014 <firstname surname dd/mm/yyyy > 5.0
23 Coastal Management Plan – Capel Sound Foreshore
Restoring and protecting the coastal
environment (10%)
Develop new facilities needed to
enable future use of foreshore (25%)
INFRASTRUCTURE STRATEGY EXPLAINED
PROBLEM Evidence to support Problem statement
Providing valuable coastal experiences to
large numbers of Victorians will only be
possible if the right infrastructure is
provided (85%)
In 2014/15 11,380 people were recorded as camping on the foreshore and in
total spent over 100,000 ‘bed nights’. In addition many thousands of visitors
and locals also used the foreshore. The infrastructure required to support this
level of use is substantial and includes 8 amenity blocks, a camp kitchen,
power, water, fencing, paths, roads and much more.
BENEFIT
Enabling a healthy lifestyle for
Victorians (80%) Evidence of the delivery of these benefits is provided through the relevant Key Performance Indicators (KPIs). A complete list of the KPIs associated
with each Benefit is at Appendix B. (Benefits, KPIs and Measures.). The specific KPIs expected to be delivered by this strategy are identified in
Supporting the economy of the future the Strategy on-‐ a-‐ page directly above. (10%)
STRATEGIC RESPONSE Rationale for Strategic Response
Identify and plan the infrastructure
required to meet the future (and
changing) needs (20%)
The ongoing improvement to modern camping outfits is changing the needs
within campgrounds. Also changing are the expectations of people, safety
standards and the level of legal responsibility.
SOLUTION (Strategic Actions) Document the condition and purpose
of existing infrastructure, determine
their ongoing value, prioritise and
include in Infrastructure Master Plan
(70%)
These are the strategic actions that will be prioritised and acted upon by the
CoM. A complete list of these Strategic Actions is at Appendix C.
Develop a risk assessment and
response model (10%)
Establish a program that will identify
the impacts and provide responses to
natural processes (10%)
Being located on the coast this has always been a basic response but is
heightened by the expected impact of a changing climate.
Ensure existing buildings are safe and fit for their intended purpose (70%)
The existing ageing buildings must be continually maintained and improved to ensure they serve their intended purpose
The impact of natural processes on the
CSF coastline must be monitored and
addressed (15%)
As its location fronts the coastline to the north and is connected by
Chinaman’s Creek to the Tootgarook Wetlands in the south, the CSF is
vulnerable to storm surges, sea level rises and other extremes associated
with a changing climate.
24 Coastal Management Plan – Capel Sound Foreshore
COMMUNITY ENGAGEMENT STRATEGY ON-‐ A-‐ PAGE
25 Coastal Management Plan – Capel Sound Foreshore
Align priorities of Plan with local
organization priorities and elicit their
support to implement (10%)
COMMUNITY ENGAGEMENT STRATEGY EXPLAINED
PROBLEM Evidence to support Problem statement
The active involvement of the local
community is crucial to the ongoing
vitality and health of the Capel Sound
Foreshore (70%)
The CSF CoM and its small staff cannot properly care for the CSF alone.
Within 400m of the foreshore along its 3.8km southern boundary there
are well over 1,000 residences -‐ probably two-‐ thirds permanent locals and
one-‐ third holiday homes. While many of these locals are regular users of
the foreshore they currently have little involvement in its care and
maintenance.
BENEFIT Enabling a healthy lifestyle for
Victorians (60%)
Evidence of the delivery of these benefits is provided through the
relevant Key Performance Indicators (KPIs). A complete list of the KPIs
STRATEGIC RESPONSE Rationale for Strategic Response
Implement initiatives that will increase
the use and care of CSF by the local
and wider community (60%)
Relatively few locals take year-‐ round advantage of the lifestyle benefits of
living close to the foreshore and very few are currently involved in its
care.
Create relationships with community
groups to obtain their support to
implement agreed priorities (10%)
The mission and interests of many community groups are naturally aligned
with the increased use of the coastal environment. Synergies need to be
explored and partnerships promoted.
Build a natural and social history of
CSF and make it available through A well documented and widely known history will provide a foundation
for appreciating and preserving the CSF by the people who use it. walking signs, etc (5%)
SOLUTION (Strategic Actions)
Evaluate existing educational program,
develop future rationale, establish and
monitor ongoing program (20%)
Ensure communication with existing
foreshore users focuses on long-‐ term
care and enjoyment of foreshore (5%)
These are the strategic actions that will be prioritised and acted upon by
the CoM. A complete list of these Strategic Actions is at Appendix C.
Work with local historians to construct
and communicate natural and social
history (5%)
Identify key groups, plan and facilitate
ongoing involvement (60%)
Build upon existing constructive
communication with campers, boaties,
boat shed owners and tourists (5%)
Communications with these groups is generally well established. The
messages relevant in implementing the Coastal Management Plan will
need to be communicated.
Expand the current schools program so
more children will appreciate and
better care for their environment (20%)
The future preservation of the foreshore is dependent on today’s children
and youth understanding what they have, why it’s important and how to
care for it.
Restoring and protecting the coastal
environment (40%)
associated with each Benefit is at Appendix B. (Benefits, KPIs and
Measures.).
The specific KPIs expected to be delivered by this strategy are identified
in the Strategy on-‐ a-‐ page directly above.
The opportunity exists to educate and
inspire visitors to CSF so they can help
to sustain a pristine coastal environment (30%)
The many users of the foreshore clearly appreciate what it offers them.
However there is little evidence that many contribute to its ongoing care
and sustainability….or know how they could.
...
r
- I'
.,
., •
..
-
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26 Coastal Management Plan – Capel Sound Foreshore
5. IMPLEMENTING THE STRATEGIES (BUSINESS PLAN)
OPERATIONS STRATEGY
CAPEL SOUND FORESHORE (CSF)
OPERATIONS Strategy
INVESTMENT LOGIC MAP Ini3a3ve
PROBLEM
BENEFIT
STRATEGIC RESPONSE
CHANGES
SOLUTION
ASSETS
The future health and use of CSF is
dependent upon a sound ongoing management structure and
competent staff 50%
Success in
implemen3ng the Management Plan
will require good
working rela3onships with
many organisa3ons 30%
Doing the things that maWer most
40%
KPI 1: Implementa3on of CMP priori3es
Driving efficient work
prac3ces 30%
KPI 1: Speed of response KPI 2: Cost
Ensure the CoM is skilled,
balanced and
commiWed
30%
Ensure the ongoing
existence of
appropriately skilled
and capable staff
30%
Iden3fy, document
and adopt the best
work prac3ces to
manage the CSF
20%
Take ac3ons that will
aWract the best available people
Ensure staff structures
are aligned with the future needs
Recruit and retain the
best possible team
Ensure staff are
provided training to keep them current
Provide facili3es and equipment that support
a healthy workplace
Iden3fy, document and
adopt best work prac3ces
Exploit the use of
enabling technologies
Buildings and facili3es
Plant and equipment
Technologies
The diverse range of poten3al risks
involved in managing the foreshore must be understood and
addressed 20%
Crea3ng a
stable organisa3on 30%
KPI 1: Documenta3on (Planning & Opera3ng) KPI 2: Stability of CoM & staff KPI 2: Risk assessment /mi3ga3on
Work with those
organisa3ons cri3cal
to implemen3ng the
Management Plan
10%
Address the risks most likely to impact
the future of CSF
10%
Iden3fy required rela3onships and their
ra3onale
Build and manage key rela3onships
Document the risks and
their mi3ga3on strategies
Carry out strategies and
con3nually monitor
Con3nually review the fire management plan
for CSF
Investor: Neville Fuller Facilitator: Terry Wright
Accredited Facilitator: Yes
Version no: Ini3al Workshop: Last modified by: Template version:
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27 Coastal Management Plan – Capel Sound Foreshore
CURRENT OPERATIONS
The purpose of the Operations strategy is to give effect to the six central strategies of the Coastal Management
Plan, these being:
1. Environment
2. Camping
3. Boatsheds
4. Boat Ramp
5. Infrastructure, and
6. Community Engagement
The activities to implement these are depicted in the Operations Strategy ILM on the previous page. These involve
five strategic actions:
Skills and Balance of the Committee of Management (CoM)
A Committee of 12 people was appointed in May 2015 for a three-‐ year period. These people provide a spread of
capabilities and each has a special interest in the long-‐ term health and use of the foreshore -‐ they are local
residents, campers, boatshed owners, boat ramp users and environmentalists.
Skilled and Capable Staff
The Committee of Management recently increased the number of staff from 2 to 3 to implement this Plan. These
comprise the Foreshore Manager, Ranger and Foreshore Officer. Casual staff are engaged as required throughout
the year and in force during the December to February peak holiday season. Ongoing training is provided to staff so
they are equipped to manage the broad spread of duties they undertake.
Best Work Practices
As society changes so does the way Victorians and visitors want to use the foreshore. At the same time the climate
is changing in ways we don’t yet understand. As such the way the foreshore is managed is continually evolving.
Enabling technologies will be adopted and new work practices identified and documented.
Working with Stakeholders
The foreshore has many diverse ‘users’ -‐ local residents, campers, boaties, boat-‐ shed owners, school groups,
environmentalists, visitors and tourists. To successfully respond to the needs of these people and implement the
strategies of the Coastal Management Plan it is critically important to build and retain strong working relationships
with many groups -‐ emergency service organisations, government authorities, trades-‐ people, local service
organisations, etc will be required. Developing and maintaining these relationships is critical to the successful
management of the foreshore.
Risk Identification and Mitigation
With such high public use of the foreshore reserve, the identification and mitigation of potential risks is ongoing and
forever changing. This is, and needs to remain, a structured and well-‐ documented activity.
CHANGES TO WORK PRACTICES The following changes to working practices of the Foreshore Office are either underway or planned during the term
of this Business Plan:
Improvements to the working environment of the Foreshore Office
Building a grants management and contract management capability
Ongoing adoption of enabling technologies
Establishing a transparent policy framework
Renewal and continued improvement to the CSF Website
Strengthening the role of the Ranger
Outsourcing the cleaning function of the amenity blocks
Stengthening relationships with key organisations
28 Coastal Management Plan – Capel Sound Foreshore
FINANCE STRATEGY CAPEL SOUND FORESHORE (CSF)
FINANCE Strategy
INVESTMENT LOGIC MAP Ini3a3ve
PROBLEM
BENEFIT
STRATEGIC RESPONSE
CHANGES
SOLUTION
ASSETS
The ongoing
management of the foreshore needs
predictable revenue streams and sound
financial management
60%
The implementa3on of the 2014 Coastal Management Plan
will require addi3onal revenue
streams 40%
Enabling the environmental health and good use of CSF
60%
KPI 1: Establishment of
revenue streams KPI 2: Budget alloca3on
process
Underpinning a
stable organisa3on 10%
KPI 1: Bookkeeping prac3ces
KPI 2: Monthly budget repor3ng
KPI 3: Annual audit
Enabling new ini3a3ves
30%
KPI 1: Funding for priori3es of CMP
KPI 2: Financial
management of new
funding
Consolidate exis3ng revenue streams
50%
Build an ongoing
strong grant management
capability 30%
Allocate revenue to most effec3ve
foreshore needs (budget)
10%
Ensure finances are managed to a professional
standard 10%
Annually review the suitability of exis3ng
streams
Iden3fy poten3ally new streams
Align CSF priori3es with
available grants programs
Develop grants applica3ons for
priori3es
Professionally manage any grants received
Operate formal process of alloca3ng annual
budget
Establish financial delega3ons
Establish process for adbhoc expenditures as
required
Apply standard book keeping prac3ces
Report on finances each
month
Have annual financial audit undertaken and
made public
Investor: Neville Fuller
Version no:
0.1 Facilitator:
Accredited Facilitator: Terry Wright Yes
Ini3al Workshop: Last modified by:
Template version:
11/10/2014 <firstname surname dd/mm/yyyy > 5.0
29 Coastal Management Plan – Capel Sound Foreshore
CURRENT FINANCIAL POSITION
As a direct result of the sound financial planning and management practiced in the preceding years, in
2015 the Capel Sound Foreshore is in a strong financial position.
The primary sources of income available to the Committee are camping fees (both seasonal and off-‐
season) and annual fees from the 92 boatsheds located along the length of the foreshore reserve. While
the operation of the Tootgarook boat ramp provides some income, the revenue raised from ramp fees is
generally offset by the costs required in its maintenance.
The income received from all sources in the 2014/15 financial year was $795,000.00. While the cost of
providing basic services continues to increase the annual expenditure was able to be held at $675,000.00.
Surpluses have now been achieved over each of the past three financial years and have enabled major
projects to be completed that improve existing facilities, infrastructure and environmental features. These
surpluses have also enabled the accumulation of funds that can be used to implement the priorities of this
Coastal Management Plan.
PROJECTED REVENUE AND EXPENDITURE
No new revenue streams are expected to become available during the 3-‐ year period of this Business Plan.
While fee structures for camping, boatsheds and the use of the boat-‐ ramp are reviewed annually, any
increases would likely reflect prevailing economic conditions and would probably align with the Consumer
Price Index. As such the existing revenue available to manage the foreshore can be considered to be static.
The most likely possible source of increased revenue is from off-‐ season camping (April to November) which
has been steadily increasing year-‐ on-‐ year.
As a result of the budgetary controls that are in place, increases in general expenditure (services, charges,
salaries, etc) are expected to be incremental in nature and will be covered through normal processes.
Items that will require special consideration are infrastructure renewal, tree safety remediation and the
impacts of coastal processes.
FUNDING THE INITIATIVES OF THIS COASTAL MANAGEMENT PLAN
The new initiatives to be undertaken over the 3 - year period of this Business Plan are detailed at Appendix
C. In total they will require funding of $300k as follows:
Year 1
($1,000s)
Year 2
($1,000s)
Years
2&3
($1,000s)
Year 3
($1,000s)
Asset Management System (GIS) 5 Grant Management 15 Vegetation Management 35 35 35
Leonard Street Precinct (planning) 20+grant Boat Ramp Precinct (planning) 20+grant Trueman’s Road Precinct (planning) 15+grant Education Centre 15+grant Schools Program 10 Local Resident Engagement 5 Amenity Block 3 Upgrade 30 Beach Erosion 40+grant Signage 20
$150k $35k $80k $35k
Total $300,000
30 Coastal Management Plan – Capel Sound Foreshore
Note: The word ‘planning’ included in the initiative name indicates grants will be required to enable their completion.
At the end of the 2014/15 financial year the CSF has $200,000 available to fund these initiatives. This
takes account of funds currently committed for emergency contingency, the vehicle replacement program and
office refurbishment. Consistent with recent years budgeting it is expected that small surpluses can be
achieved over the period of this Business Plan.
It should be noted that additional funds and resources will be required to properly achieve the outcomes
sought by many of these initiatives. Particularly in relation to the major infrastructure items, the funds
allocated here are for planning only. Sources of these funds or resources could be from Federal, State of
Local government grants, private sector programs or from community groups or service organisations.
FUTURE WORK PRACTICES
The activity required to manage the finances of the Capel Sound Foreshore are depicted in the Financial
Strategy ILM (previous page). These involve four primary strategic activities:
Consolidate revenue streams
This is a standard practice undertaken annually by the Committee of Management.
Grant management capability
The future environmental health of the Capel Sound Foreshore and its role in helping to build healthy
communities is directly linked to the ability to obtain funding to implement the 10-‐ year strategy. As a high priority
grants management skills will therefore be developed and retained.
Budget allocation process
More rigor will be built into the budget allocation process and this will involve the clarification of financial
delegations to support efficient financial administration.
Financial management
Detailed financial reports are provided each month to the Committee of Management and addressed in
Committee. In addition the annual audit provides the basis for sound management of foreshore finances.
PRIORITIES FOR THE NEXT THREE YEARS The eight strategies that need to be implemented over a 10-‐ year period are contained in Parts 4 and 5 of this
Plan. Each strategy contains a description of the changes required for their successful
implementation. The challenge is to decide the order in which these changes should be undertaken. The
criteria used to prioritise and sequence these changes were:
Relative importance of each change
The benefits they would be expected to deliver
Cost of each
Risk of failure to successfully implement
Any unintended adverse consequences that could result, and
Likelihood of funding being available
As a result, the initiatives that will be undertaken over the 3-‐ year period of this Business Plan are at
Appendix C.
31 Coastal Management Plan – Capel Sound Foreshore
MEASURING AND REPORTING PROGRESS
Irrespective of how good the Plan might be it has little chance of success unless processes are in place to
drive and monitor its implementation and ultimately to measure its success. As such, three processes are
required:
1. A management structure to drive the implementation of the individual projects
2. A process to monitor and report on projects against their target dates, and
3. A way to measure whether the benefits expected of the projects were actually delivered.
Re Point 1 (Management Structure), the Committee of Management are currently deciding which structure and
arrangements will work best in our environment. This structure will also address any changes required to the Plan as
circumstances change or we obtain new knowledge.
Re Point 2 (Project Monitoring and Reporting)
At quarterly intervals (Feb/May/Aug/Nov) the Committee of Management will review the progress of each
project
Each 6 months (May and Nov) a report of progress will be placed on the Capel Sound Foreshore website.
Point 3 (Benefit Measurement) is a long-‐ term exercise that can be difficult to achieve and is often omitted. As a
starting point in the development of this Plan the Benefits, KPIs and Measures were identified and used to shape
strategies and identify priorities (Appendix B). It is now necessary to develop ‘baselines’ for these measures and
validate whether our investments are delivering the benefits and to the extent we had expected. Being able to
understand which projects deliver maximum benefits will become critically important in developing priorities over
the subsequent years of this 10-‐ year strategy.
6. GETTING INVOLVED
The 2016 Coastal Management Plan for the Capel Sound Foreshore is long-‐ sighted and ambitious. It is built upon a
set of strategies that address the long-‐ term health of the foreshore and its full enjoyment by future generations.
To successfully implement these strategies we will need help from those people in the wider community who also
care about the foreshore and its place in the future. The other crucial element in implementing this plan is our
ability to obtain financial support through grants or other channels.
If you are able to help through involvement in regular working bees, participation in working groups, providing some
professional or trade support or assisting to obtain grants or financial support we would be pleased to hear from
you.
If you’re not able to be involved in this way please just enjoy your time on the Capel Sound Foreshore and help us to
care for it into the distant future.
32 Coastal Management Plan – Capel Sound Foreshore
APPENDICES
Appendix A: Helping you read the Strategies- on- a page
THEIR FORMAT While it should be easy to read and understand each strategy-‐ on-‐ a-‐ page, some explanation is necessary. The
format used is known as an Investment Logic Map (ILM). This format is now in wide use across Australia and New
Zealand and is intended to tell the story in plain English of why something needs to be done. It follows a stream of
logic as follows:
Problem/Need
This is basically the ‘call to action’. Why do anything at all? This could be a problem, an identified lost
opportunity, or a basic need.
Benefits
The benefits that will result if the Problem is successfully addressed. The KPIs (Key Performance
Indicators) are those things that will provide the evidence that the benefits have been delivered.
Strategic Response
This will be one or a number of strategic actions that will be taken to respond to the Problem and deliver
the Benefits.
Solution
This describes the changes that need to be made to implement the Strategic Response. In some cases,
infrastructure will also be required.
WHAT DO THE % MEAN?
The percentages (%) are used to indicate the relative importance of one Problem compared to the other Problems or
one Benefit or Strategic action to the others. All of the %s in the Problem column should add to 100% as should the
Benefits or Strategic Response column. What they mean is that the Problem/Benefit/etc with the highest % is the
one that is the most important to be addressed or the most important action to take.
BENEFITS, KPIs AND MEASURES
To be able to understand the storyline of each strategy it is not necessary to understand the table of ‘Benefits, KPIs
and Measures’ at Appendix B -‐ each ILM should be understandable as they stand.
It is one thing to claim we are going to deliver a benefit but another to provide real evidence that the benefit has
been delivered. Appendix B is the way we can measure whether a claimed Benefit has actually been delivered. As
an example, when we talk about improving the Flora on the foreshore, the indicators of how well we have done this
in a particular area will be:
Coverage of indigenous flora
Weed coverage
Diversity of indigenous flora.
The problem is that often we don’t have a baseline from which to compare the ‘before’ and ‘after’ but hopefully this
will be established over time.
33 Coastal Management Plan – Capel Sound Foreshore
Appendix B: Benefits, KPIs and Measures
Benefit 1: Restoring and protecting the coastal environment (45%)
1. Flora 1.1 Coverage of indigenous flora
1.2 Weed coverage
1.3 Diversity of indigenous flora
2. Fauna 2.1 Diversity of indigenous species
2.2 Number of indigenous fauna
2.3 Diversity of feral species
2.4 Number of feral fauna
3. Beach erosion 3.1 Coverage of beach erosion
4. Sustainable camping 4.1 Waste recycling efficiency
4.2 Power efficiency
4.3 Water efficiency
Benefit 2: Enabling a healthy lifestyle for Victorians (40%)
1. Campers 1.1 Camp site days
1.2 Number of people
2. Locals 2.1 Measure
3. Volunteers 3.1 Number of school children
3.2 Number of school visits
3.4 Volunteer hours worked
5. Others 5.1 Day visitors
5.3 Beach users
Benefit 3: Supporting the economy of the southern peninsula (15%)
1. Campers 1.1 Camp site days
3. Tourists 3.1 Camp site days
Note: This is a first attempt to identify & track the measures that will tell us whether the strategies of the Coastal Management Plan have been successful.
3.2 Number of people
5.2 Boatshed users
3.3 Number of w/bee participants
KPI Measure NOW (baseline) THEN (target)
4.1 Boat ramp users 4. Boat ramp
5.4 Boat Ramp traffic
2.1 Measure 2. Day visitors
34 Coastal Management Plan – Capel Sound Foreshore
Appendix C: Business Plan Initiatives (3 years)
Strategy Initiative Rationale Budget
Allocation
($1,000s)
Start
Date
(Year)
End
Date
(Year)
Operations Consolidate
Policies
Formalise, document and ensure the
policies of the Capel Sound Foreshore
are fair, consistent and available to
the public.
Inhouse 1 3
Asset
Management
(GIS)
Adoption of a GIS as a core
component of foreshore management.
This will provide enormous
efficiencies in the mapping and
management of infrastructure,
facilities, camp sites, boat sheds and
vegetation.
5 1 1
Grants As progress towards the 10 year
Management strategy is dependent on obtaining
external funding from grants and
other means, grants management
expertise will be developed.
15 1 3
Environment Vegetation
Management
Allocation to cover works associated
with the maintenance of vegetation
across the entire foreshore. This will
include the re-‐ vegetation of the
camping areas. It will be targeted to
undertake the priorities identified in
the updated Vegetation Report.
105 1 3
+Grants
Infrastructure Leonard
Street
Precinct
This area previously supported a small
boat launching ramp but is now
unstructured and used as car parking
particularly during the Summer.
Working with relevant groups and
residents, plans will be developed to
make best use of this precinct.
Implementing the plans would be
dependent upon external funding and
community support.
20
+Grants
1 2
Boat Ramp
Precinct
The Tootgarook boat ramp needs little
done in terms of the road structures
or the ramp itself. However, there are
opportunities to improve it as a
fascinating and safe beach/boat
watching area that supplements the
coastal experience. This funding
allocation is to develop plans for the
upgrade of the precinct with any
subsequent works being dependent
upon external funding and support.
20 2 3
+Grants
Truemans
Road
Precinct
This is a large rambling area with an
amenity block and BBQ facility. It is
well used throughout the year as it
provides good car parking access and
great access to the sandy beach with
wide beach panoramas. There are
major opportunities to improve the
way the available space is used
consistent with the protection of the
natural environment. This funding
15
+Grants
2 4
35 Coastal Management Plan – Capel Sound Foreshore
Infrastruct.
(cont’d.) allocation is only for the development
of precinct plans. Their
implementation would be dependent
upon external funding and support.
Education The future use of the Education 15 Centre Centre must first be resolved (see ‘Community Engagement/Schools Program’ below). This will question the need for a schools program and whether this facility will be needed to support the education program. If it is not needed, a decision must be made as to its future. Amenity This is a high-‐ use amenity block and is 30 1 1
Block 3 the only block yet to be upgraded. Beach There are currently areas of beach 40 1 1
erosion erosion that need early rectification and more are inevitable with the
timing dictated by the weather
conditions. Regular safety inspections
and beach works will be undertaken
to mitigate coastal degradation to
ensure ongoing public safety and
access.
Boatsheds Stimulating
the beach
community
Boatsheds are an integral part of the
visual attraction of Capel Sound
beaches and of beach life. A policy
will be developed to clarify access to
boatsheds consistent with the
protection of foreshore vegetation
with the aim of ensuring they remain
functional, in good condition and
used.
In-‐ house 2 2
Local
residents
Critical to the success of the 10-‐ year
strategy is the ability to engage with
local residents so they are aware of
the foreshore and its management &
5 1 3
want to become involved in its care.
Note: The implementation of each of these initiatives is dependent upon the identified funding source being available and the assumptions upon which the selection was made proving to be valid.
Signage A consistent approach to signage will
be developed and implemented across
the entire Capel Sound Foreshore.
This will address three issues:
20 1 2
(Directional,
Informational
and
Educational)
the need to improve access
by the public to the foreshore
and beaches
protection of the vegetation
from inappropriate access
tracks, and
the provision of education to
help people understand the
coastal foreshore and be
motivated to assist in its care.
Community
Engagement
Schools
program
Working with local schools the
current schools program will be
reviewed and, if there is an identified
need, a schools education program
will developed, implemented and
managed.
10 1 On-‐ (Program going
only)
- - - - - -
- - -