Outcomes of the CAP Process
Roadmaps for Priority Strategies
A “ roadmap ” for change was designed for each priority strategy ( Appendix 2 : Roadmaps for Priority Strategies ). Roadmaps consist of three phases :
1 . A prospectus-development phase that establishes the scientific basis for and detailed project planning for a pilot project ;
2 . A pilot project phase dependent on GBRF seed funding ( or external funding ) that establishes a proof of concept for one location ;
3 . A large-scale , long-term Community Action Plan Project which generates long-term pressure reductions to improve the condition or extent of one or more biodiversity values .
Roadmaps involve a number of stakeholders and employ collective action to generate change .
Community groups , government organisations , NRM organisations , industrial groups , private landholders , and others are part of these roadmaps as participants or drivers toward a common goal . The successful cooperation and coordination of works across organisations will improve the chances of success for the pilot projects .
Identified Gaps
Gaps identified through this process relate to issues with process and potential gaps that may delay implementation of these projects .
Although workshop participants were wellreceived by participants , the process of developing the Community Action Plan was a new process to all community groups involved , and those involved took some time to adjust to a different model . There was also a gap in knowledge related to who would be the best contact at relevant state and government departments for input into priority strategy roadmaps .
During the development of the project prospectus , gaps related to community groups ’ ability to design and outline projects designed for grants may be identified .
Writing skills , identifying tools and metrics for monitoring , and grant acquittal skills may be needed for some groups who are unfamiliar with the process . If pilot projects are funded based on the prospectus , there may be a gap in project management skills or ability , depending on the skills of community group leader and group members .
Conclusions
The Community Action Plan process was an opportunity for community groups to come together to integrate local coastal and marine activities into a larger framework for a greater understanding of individual roles in a collective impact approach for reef resilience . The collaborative nature of the project has permitted exploration of new and innovative ideas that have the potential to improve the condition and extent of biological and social values of the GBR in a way that engages the community at every level .
Following the development of a project prospectus based on the roadmaps for priority strategies listed above , pilot projects will be available for funding from April 2021 .
References
Conservation Measures Partnership . 2007 . Open Standards for the Practice of Conservation .
Great Barrier Reef Marine Park Authority . 2019 . Great Barrier Reef Outlook Report 2019 . Townsville , Australia .
NQ Dry Tropics . 2016 . Burdekin Dry Tropics Natural Resources Management Plan 2016-2026 . Townsville , Australia .
NQ Dry Tropics . 2016 . Burdekin Water Quality Improvement Plan 2016 . Townsville , Australia .
State of Queensland . 2016 . The Wetlands in the Great Barrier Reef Catchments Management Strategy 2016- 2021 . Prepared by : the Wetlands Team , Department of Environment and Heritage Protection . Australia .
State of Queensland . 2017 . Reef 2050 Water Quality Improvement Plan 2017-2022 . Brisbane , Queensland .
State of Queensland . 2018 . Reef 2050 Water Quality Improvement Plan 2017-2022 . Brisbane , Queensland .
Reef Ecologic . 2020 . Burdekin Dry Tropics Community Action Youth Engagement Outcomes .