Implement key actions from the Murrumbidgee Demonstration Reach Implementation Plan, depending upon funding 2 see Action 2. Collaborate with partners to submit funding bids to the Commonwealth Biodiversity Fund for on ground restoration activities to support regional corridors — 1. Develop a dynamic NRM planning framework to be used to plan for climate change adaptation 2.
Deliver at least hectares of revegetation and restoration in lowland grassy woodland ecosystems, and 15, hectares of invasive species control in these ecosystems by June 1. Seek funding opportunities through the Commonwealth, and ACT Governments , and deliver activities on ground 2. Pest Plant Management Plans for critical weed species developed 1 , pending a proposed review of ACT biosecurity legislation.
ACT and region web-based weeds portal on the Atlas of Living Australia developed to support improved mapping and monitoring 2. Priority pest animal management programs implemented, focusing on assisting wildlife corridor restoration annual 1. Guidelines developed for controlled native species management plans for damage reduction 1. Continued investment in the Invasive Animals Cooperative Research Centre to 1 to access national research and best practice outcomes.
Reserve Operational Plans RoPs developed for 14 reserves Remaining RoPs developed 1. Biomass Management Plans developed for grassland reserves 1. Implementation for all plans dependent upon further funding 2. Annual monitoring of kangaroo populations in selected reserves. Research on kangaroo population monitoring funded until 1. This is a high priority activity 2. Post fi e recovery monitoring of vegetation to continue until 1.
Further monitoring dependent upon additional funding 1. Subject to resourcing, long-term monitoring undertaken of prescribed burning of high conservation value nature reserves or on specifi fl a and fauna. Cod balls in place in Molonglo River and Yerrabi pond, and fi usage of the structures monitored on an ongoing basis. Tharwa Fish. Determine the effi acy of the Casuarina Sands fi way to allow fi to pass using passive integrated transponder PIT tagging technology 1. Determine the best method to monitor Murray Crayfi and the condition of the crayfi population within the ACT at selected sites 1.
Annually stock the larger lakes in Canberra with native fi species to reduce angling pressure on the natural river populati and improve the ecological functioning of the artifi urban lakes.
Habitat structures constructed, and fi usage and changes to the river geomorphic profi monitored 1. Canberra Nature Park Plan of Management reviewed Production of a revised plan and implementation dependent upon funding.
Action Plans will continue to be developed to identify and manage threats to declared species and communities ongoing 1. Action Plans will be reviewed, and updated where necessary to ensure they remain current ongoing 1. Finalise monitoring and restoration of alpine bogs affected by the fi es, and commencement of long term monitoring 1. Monitoring of fi e ecosystems- native temperate grasslands, grassy box-gum woodlands, alpine bogs, montane forests, and Murrumbidgee-Cotter River system — 2.
This is a high priority activity. Current resources will. Monitoring of riverine ecosystems to date focuses on in stream biodiversity, primarily fi. Additional resourcing will be required to properly undertake riparian monitoring. Translocation programs will continue to be undertaken in the Mulligans Flat sanctuary consistent with the aims of the ecological research project ongoing 1.
Essential Steps to a Successful Strategy Implementation Process
The methodology for translocating golden sun moth will continue to be developed and will lead to the production of translocation guidelines 1. Propagation and translocation programs for Tuggeranong Lignum, Button Wrinklewort, Small Purple Pea and Ginninderra Peppercress developed and underway if technically possible and resources available 2. Subject to community interest, a community plant rescue program will be developed and implemented 2.
Manage impacts of urban development on signifi ant biodiversity assets through Environmental Impact Statement processes and Strategic Environmental Assessments ongoing 1. Accreditation of ACT environmental assessment processes through a revised Bilateral Assessment process 1. Development and fi alisation of the approach to environmental offsets in the ACT 1. Key areas mapped where environmental plantings can enhance connectivity and biodiversity outcomes in urban areas 1 and deliver plantings through the urban component of the One Million Trees program.
One Million Trees urban component fi alised and lessons learnt incorporated into connectivity planning ongoing 1. Implementation of education and incentive programs to encourage more native plantings in backyards close to reserves and urban fringe areas commenced refer also to Action 5. The ACT Government to continue, commitment to pet containment, waste management, recreational use, fi e management ongoing , the spread.
Implement education program on the impacts of escaped domestic animals pets such as fi , dogs, cats etc 2. Work with existi g urban landcare and ParkCare groups to identify key areas of weed infestation and incorporate this knowledge into proposed weed mapping targets — 1. Showcase and promote the research undertaken and knowledge held by Urban Landcare and ParkCare groups as examples of community driven, urban based nature conservation initiatives — 1.
Provide training opportunities for urban landcare and ParkCare groups in biodiversity research techniques and mapping — 2. Create and support new Urban Landcare and ParkCare groups that capture urban open space and roadsides and other green areas — Assess urban areas to determine the need and suitability for additional tree coverage to mitigate potential heat island effect by 1.
Continue support for ParkCare, urban landcare and catchment management groups refer to Action 4. Provide support to community events related to woodland restorati — 1. Annual environment grants- Community groups will be supported through grants and provision of equipment and training ongoing 1. Biennial forum on nature reserves to promote information exchange, community education and awareness and planning 2.
Work with rural landholders, Rural Landholders Association and institutional landholders on woodland restoration works — 1. Formalise engagement with national networks focused on biodiversity and climate change by the end of 1. Extent of lowland native vegetation broad measure in overall hectares, to be monitored by vegetation community from when. Periodic mapping of change in vegetation extent against the vegetation community map when complete. Uti nati standard condition indicators to report on change in condition of priority ecosystems grasslands, woodlands, forests and bogs inclusion of riparian ecosystems dependent on funding.
Spatial links habitat connectivity score is above a certain measure, as verified by 10 yearly on- ground assessments. Map of anthropogenic in stream barriers and qualitative comments provided on the impact of these barriers and possible remediation measures. Funding would be required to conduct this mapping. Prescribed burning in high conservation areas to be informed by ecological guidelines and ecological fire thresholds. Monitoring of prescribed burning undertaken of some high conservation areas subject to on-going funding.
Impacts from threatening processes, and climate change refugia in the ACT are better understood and appropriately managed. Number of refugia identifi and appropriately managed, and measured by management effort eg funding and activities. Monitoring programs established in five ACT priority ecosystems considered to be most sensitive to threats including: native grasslands, woodlands; alpine bogs, montane forests, and the.
Number of reserves or other natural areas adopted and actively used by schools or higher learning institutions. Vision: Biodiversity rich, resilient landscapes stretching from the inner city to the mountains, where well functioning ecosystems can meet the needs of people and the environment. The overall extent of lowland native vegetation across the ACT will be maintained, and the condition of lowland native vegetation communities will be improved. A measurable increase in connectivity between patches of native vegetation, non- native vegetation in urban areas, and riverine systems.
Assess conservation investment opportunities across public and privately managed lands in the ACT. The Natural Environment team has responsibility for the legislative framework for conservation and environmental protection, in particular the Nature Conservation Act The Branch is also responsible for the ACT Nature Conservation Strategy; action plans for threatened species and ecological communities, pest and weed strategies, and has significant input into bushfire planning and management of fisheries.
CPR undertakes research on local fl a and fauna, prepares scientifi advice on the environment and natural resource management, conducts ecological surveys, monitors biodiversity and prepares and guides implementation of threatened species action plans and fi eries management plans. CPR also prepares Plans of Management for parks and reserves in the ACT, and development and planning advice is provided on ecological matters. Sustainability and Climate Change develops policies on issues relating to waste management, climate change, energy and environmental sustainability more widely.
Sustainability Programs administers and helps design. Initiative AuSSI. AuSSI is a partnership of the Australian Government and the states and territories which seeks to support schools and their communities to become sustainable. This Section undertakes major strategic projects and is responsible for strategic planning initiatives to achieve quality urban development including the review of codes and guidelines, Our City, Town Centre reviews, Local Area plans, Section and Local Area plans, and Section and Local Centre Masterplans.
City Services is responsible for a range of core municipal and Territory services, which include key operational areas and functions for: Licensing and Compliance eg, policy, guidelines and licensing for use of public land and provisions under the Nature Conservation Act ; Place Management eg, city-wide cleaning and open space asset maintenance including mowing ; Urban Treescapes eg, urban tree planning, management and maintenance ; and Asset Data and Integration eg, providing divisional support in relation to asset data management, and GIS mapping.
The Parks and Conservation Service is a Branch within the Parks and City Services Division responsible for planning and management of parks, reserves and rural lands. The senior leadership of an organization is generally tasked with determining strategy. Strategy can be planned intended or can be observed as a pattern of activity emergent as the organization adapts to its environment or competes. Strategy includes processes of formulation and implementation; strategic planning helps coordinate both.
However, strategic planning is analytical in nature i. As such, strategic planning occurs around the strategy formation activity. Strategic planning is a process and thus has inputs, activities, outputs and outcomes. This process, like all processes, has constraints. It may be formal or informal and is typically iterative, with feedback loops throughout the process.
Some elements of the process may be continuous and others may be executed as discrete projects with a definitive start and end during a period. Strategic planning provides inputs for strategic thinking , which guides the actual strategy formation. Typical strategic planning efforts include the evaluation of the organization's mission and strategic issues to strengthen current practices and determine the need for new programming. Michael Porter wrote in that formulation of competitive strategy includes consideration of four key elements:. The first two elements relate to factors internal to the company i.
Data is gathered from a variety of sources, such as interviews with key executives, review of publicly available documents on the competition or market, primary research e. This may be part of a competitive intelligence program. Inputs are gathered to help support an understanding of the competitive environment and its opportunities and risks. Other inputs include an understanding of the values of key stakeholders, such as the board, shareholders, and senior management. These values may be captured in an organization's vision and mission statements. Michael Porter .
Strategic planning activities include meetings and other communication among the organization's leaders and personnel to develop a common understanding regarding the competitive environment and what the organization's response to that environment its strategy should be. A variety of strategic planning tools described in the section below may be completed as part of strategic planning activities. The organization's leaders may have a series of questions they want to be answered in formulating the strategy and gathering inputs, such as:.
The output of strategic planning includes documentation and communication describing the organization's strategy and how it should be implemented, sometimes referred to as the strategic plan.
Medium Term Plan -
The strategy may include a diagnosis of the competitive situation, a guiding policy for achieving the organization's goals, and specific action plans to be implemented. The organization may use a variety of methods of measuring and monitoring progress towards the strategic objectives and measures established, such as a balanced scorecard or strategy map. Companies may also plan their financial statements i. The term operational budget is often used to describe the expected financial performance of an organization for the upcoming year.
Capital budgets very often form the backbone of a strategic plan, especially as it increasingly relates to Information and Communications Technology ICT. Whilst the planning process produces outputs, as described above, strategy implementation or execution of the strategic plan produces Outcomes. These outcomes will invariably differ from the strategic goals. How close they are to the strategic goals and vision will determine the success or failure of the strategic plan.
There will also arise unintended Outcomes, which need to be attended to and understood for strategy development and execution to be a true learning process. A variety of analytical tools and techniques are used in strategic planning. Such tools include:. Simply extending financial statement projections into the future without consideration of the competitive environment is a form of financial planning or budgeting, not strategic planning.
In business, the term "financial plan" is often used to describe the expected financial performance of an organization for future periods. The term "budget" is used for a financial plan for the upcoming year. A "forecast" is typically a combination of actual performance year-to-date plus expected performance for the remainder of the year, so is generally compared against plan or budget and prior performance.
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The financial plans accompanying a strategic plan may include 3—5 years of projected performance. The four stages include:.
Related E-Strategies for Resource Management Systems: Planning and Implementation
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