Strategic Plan 2019-2021 - Nature Space
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Strategic Plan 2019-2021. Revision 2 28th February 2019 Approved by Members
Context The Waikanae Estuary Scientific Reserve is connected to the Kapiti Marine Reserve and to Kapiti Island Nature Reserve, providing a rare sequence of protection for animals which move between sea, river and land habitats. This nationally-significant reserve protects a natural mosaic of freshwater lakelets, saltwater lagoons and marshes, tidal sand flats and sandy beach at the mouth of the Waikanae River. Creation of the reserve Since the 1960s, the land around the estuary has been transformed from a coastal wilderness to a densely populated urban area. In the 1970s, the Waimeha Swamp was drained and blocked to create the Waimanu Lagoon and traditional whitebait spawning grounds were lost. Hundreds of residential sections were developed to the north of the river. Conservationists helped to establish Waikanae Estuary Scientific Reserve in 1987 to protect the remaining area. In the 1990s, though, subdivision crept closer to the estuary, increasing the threats to wildlife from pets and disturbance by trail bikes. The Department of Conservation is embarking on an ecological restoration project for the estuary, complemented by the restoration work being undertaken by Waikanae Estuary Care Group, within the scientific reserve and on the adjacent Kapiti Coast District Council administered land. The Waikanae Estuary Care Group Inc. was founded in 2006 and since then has planted some 56,000 eco-sourced native plants in accordance with a defined Restoration Plan. Its fauna The river and estuary is a tidal home and airport to a variety of waders and sea birds. More than 60 species of birds breed there, including banded dotterel, pukeko, dabchick, and variable oystercatcher. They occupy the sandspit where the river affords some protection from the increasing numbers of cats, ferrets, dogs and trail bikes on the other side of the reserve. Flocks of white-fronted terns, shags, gulls and penguins roost on land but rely on the sea for small fish and shrimps. Domestic travellers - such as wrybills and black-fronted terns from Canterbury - stop over, as do the international migratory birds, such as godwits and knots from Siberia.
Royal spoonbill, Waikanae Estuary
Royal spoonbills have nested on Kapiti Island since the early 1990s, and they regularly visit
to feed in the shallow waters of the estuary. The birds depend upon the constant movement
of the river and the tide which opens up twice a day to reveal a feast of worms, shellfish and
crabs. If the river and sand is stabilised too much these intertidal flats will dry out, forcing
the birds to leave.
Waikanae Estuary
As a part of their life cycle many native fish species require both freshwater and saltwater.
For example, galaxiids maturing in the freshwater, spawn in the inter-tidal zone and their
young go out to sea to return as whitebait. Eels mature in the river, go out to sea to spawn
and return as transparent glass eels.
Five species of galaxiid fish make up the whitebait
catch. The inanga, koaro and banded kokopu are the
most common but the giant and short-jawed kokopu
are rare.
Modification of the catchment area, such as the
removal of stream vegetation, urban development,
increased sediment and pollutant levels, and
obstructions to fish passage such as culverts have
impacted on the fisheries values. Fish need unimpeded
access from the marine environment to the upper
catchment areas. Some species use the river as a
highway, sometimes climbing huge waterfalls to reach
their preferred habitat.
Its flora
Carpets of remuremu, Selliera radicans, grow in the firm mud along the waters of the
estuary. They vary according to the flow of the river and the development of thewetland. The mosaic of tidal sandflats, sand dunes, salt marshes and lakelets provide a home for this and more vulnerable plants such as two regionally rare carex species. Many of these plants have disappeared because they are very sensitive to changes in water quality and introduction of weeds. History Middens, observation posts, pa and burial grounds are reminders of early Maori who moved through the area. Ngati Apa, Rangitane and Muaupokowere followed by Ngati Toa, Te Ati Awa and Ngati Raukawa. The estuary is the site of the 1839 Battle of Kuititanga where Te Ati Awa, who had established pa on both sides of the estuary, fought Ngati Raukawa, forcing them to flee to Otaki. The area is sacred to the people of Te Ati Awa ki Whakarongotai who are tangata whenua of this area. In 1886 the Manawatu Railway opened the coast to more European settlement. Flaxmilling and farming settlements ripped away much of the coastal forest, exposing the river’s flanks to erosion. Since then, housing, flood protection, gravel extraction, stormwater, farm waste and industrial discharges have further diminished the power of the river.
Our Vision: The Waikanae Estuary is a highly recognised part of the Kapiti environmental experience. The habitat is actively managed and improved by the community, in conjunction with government bodies, to create and sustain a natural environment that supports considerable biodiversity. Our Mission: We care for the Reserves in a variety of ways in co-operation with governmental authorities and other environmental groups We advocate for the resources to accomplish our Mission and Vision We educate the public about the Reserves, their value to the community and wider environment We eco-source native plants and raise them in our nursery until ready to plant out, in accordance with a long term Restoration Plan We ensure plants have the best start in life by regularly weeding and clearing around them We collect data about all natural aspects of the Reserves and present these to inform our work and educate people We protect the Reserves by ensuring that the principles that led to the establishment of the Reserves are upheld at all times, and any divergence brought to the attention of the relevant parties Our guiding Principles: Passion for the natural environment Enhancement of the built and natural environment Enthusiastic about regional collaboration Active community engagement with the Reserves Our Care is visible to the community Self sufficiency in plant generation
Where are we now ?
Growing membership of 90 with 30 being really active at any one period
Very good plant nursery
Defined Estuarine area based on the Scientific Reserve and 2 Recreational Reserves
Under funding pressures, neither DOC nor KCDC can adequately support us
financially
Focussed on trees and shrubs
Planted around 56,000 plants since 2006
Have a detailed Restoration Plan (uodated 2010)
Weeding activity is limited
MoU with KCDC, Community Agreement with DOC just being signed
High profile in media/community at present
Public debate on area
GWRC helped start the Group but that structure has gone
Background Analysis
This background analysis has informed our Strategic Objectives and Action Plans
Political
Sympathetic Minister of Conservation
Engaged KCDC staff
2 Officers on Committee
Slightly increased funding for DOC work overall
Green Environment
High community awareness- especially at Otaki
“Plastic” is the big public issue
GWRC Biodiversity plan has focus on joined up activity
Diluted efforts in Kapiti- room for consolidation
Climate change effects
Investable by business
Social
Public voices have avenues to be heard
Schools ready to be engaged
Kapiti population growth
Older demographic percentage increasing
People have time limits but like to go to “Events”
Technological
Instant Information for all Multiple informational channels
Low cost of acquiring information and its propagation- drones/cameras
Mechanical devices- eg CO2 traps
Accelerated plant growth mechanisms
Mechanical/chemical weed control
Our Strengths Our Weaknesses
Part of SR is easily accessible and an Large part of SR is unattractive gorse,
attractive destination blackberry etc
Has high degree of legal protection DoC weak management/protection
Committed core Split by River
Excellent Nursery No dialogue with iwi
New relationship with Minister Not a charity- funding
Well connected with other local groups Lack of presence of a SR
Part of “sentinel” area Lack of funding for core purposes
Part of growing national environmental Our public voice not that strong
movement Only planters
Good records Weak link to Kapiti Marine Reserve
Excellent trapping lines and effectiveness Inability to engage large working groups
Limited programme of activities
Challenging south side terrain
Membership is free
Lack of scientific data
Our Opportunities Our Threats
SR is key part of the Kapiti Experience Lack of human resource
More opportunities for people to engage in Current lack of funding
our work No MoU with DoC
Active engagement with other key groups No overall “Kapiti” environmental plan that
e.g. Marine Reserve guardians links the Island, MR and SR
Events in SR -e.g. midweek group Complex stewardship of area
Tap into environmental funding sources Climate change effects especially wrt
Educational opportunities- schools, youth weeds and erosion
groups, members, university programmes Human population effects
etc
Iwi engagement- history of area
Neighbour engagements- care of their
patch, buy a plant
Eco sourced plants sold to other groups
Signage and educational plaques
Become a charity to attract more funding
Mechanisation and authority to use
technology effectively e.g. tools, spray
licencing etc.Our Strategic Objectives
(For full detail of all the Objectives, Strategies, Plans, Budgets see attached Spreadsheet)
1. All involved parties are collectively and proactively working to the same objectives
2. WECG has a singular operating agreement with the relevant Governmental bodies
3. The public amenity value of the Reserves are substantially enhanced in ways that are not
detrimental to our Environmental Objectives
4. The local public are more fully engaged in WECG work for the Reserves
5. WECG is fully resourced to execute its programmes and achieve its Objectives
6. The Reserves appear to be well managed with almost complete control over weeds
7. Data is collected about the effectiveness of WECG work in achieving its Vision
8. Biodiversity of flora is improved in line with the approved Restoration Plan
Our Key Success Areas
To achieve our Strategic Objectives and Goals we will focus on these key success areas :
Stakeholder Management' Identify WECG Stakeholders
Prioritise them
Meet with their reps and take them through our plan
Listen to their comments
Find ways of meeting mutual goals
Keep them in touch with our plans
Funding Identify possible sources of funding
Create a funding calendar
Match projects to possible funders
Keep funders in touch with our plans
Be flexible about timings
Collaboration Identify from SA1 groups we could collaborate on for joint projects
Find an initial key project with low risk to trial working together on
Assess key learnings
Move to next key project
Science Assess with DOC what areas of scientific survey they would support
Assess what data already exists
See what groups or people have the skills to collect and analyse data
Get data gathering projects underway
Publish results when key findings are available
Education Linked with SA4
See what opportunities the Reserves offer for education to various groups
Find an individual to lead an initial education project, with a science aimResource the Project
Trial the project
Review and publish the results
Plan another Project for another year
Public Engagement Identify our key Publics
Survey these publics for their affinity to our work
Analyse the results
Set up prioritised programmes to reach and engage these publics
Measure engagement on multiple levels
Resourcing Identify all the resources needed to accomplish the next Annual Plan
Identify the costs associated with these and their lifecycle costs
Set a priority acquisition with SA2 Funding
Create a series of mini projects to manage resourcing
Ensure all assets are properly protected and insured
Ensure that the WECG structure can handle all such resourcing.Our 2019-2020 Action Plan
These are the Actions from our detailed 3 year plan for the forthcoming financial year, starts
1/4/19.
Strategic Objective Goals 2019 Actions Led by
All involved parties are The 2018 GWRC Waikanae 1. Identify key Chair
collectively and proactively River Environmental Strategy, stakeholders 2. Prioritise
working to the same objectives with any pertinent additions engagement
for the SR, is the agreed basis
for all parties by mid 2019
The involved parties hold a hui 1. Plan hui with Mayor Chair/Treasurer
in 2019 at which Action Plans 2. Develop funding plan
are agreed, together with
funding sources
1. Identify from hui key Chair
collaborative Project(s)
WECG has a singular operating The Doc Community 1. Get agreement from 2 Chair
agreement with the relevant Agreement is signed by DOC, other parties to accede
Governmental bodies then GWRC and KCDC are to DoC Community
added as co-signatories by mid Agreement
2019 2. Negotiate and sign
Agreement
1. Prepare 5 year funding Treasurer
plan from Agreement
actions
2. Action Year 1 sourcing
1. Develop Science Plan Science Officer
from Agreement
2. Resource Year 1
The public amenity value of The following amenities are 1. Agree content of Sec
the Reserves are substantially built: Signboards with all
enhanced in ways that are not Waikanae Information Shelter - stakeholders and access
detrimental to our -2020; content
Environmental Objectives Education Signboards- 2019, 2. Get DOC Agreement
Bird Hide -2021 for siting
3. Get quotes for Boards
4.Access funding
5. Implement signboards
6. Public unveiling
The existing information 1. Agree content of Sec
shelters are upgraded in 2019 WECG Information
2. ImplementUnveiling Event Sec
Team to erect boards Resource
Iwi for cultural signs Sec
Funder recognition Treasurer
The local public are more fully By end 2021 WECG has 500 1. Newsletter circulation Sec
engaged in WECG work for the subscribing members with 125 widened
Reserves regular active participants in all 2. Campaign at local
facets of our Mission events with Guide
assistance
3 Adjoining residents
targeted
1. Naturespace used Sec/Chair/
more widely Ed Officer
2. Quarterly press
Release
3. Establish social media
channels
1. Guide Ambassador Chair
agreement
WECG is fully resourced to The annual budgets are 1. Strategic Funding Plan Treasurer
execute its programmes and achieved developed
achieve its Objectives 2. 2019-20 Budget
developed and presented
to members for approval
in late Q1/2019
1. A Resourcing Plan is Resource
produced to achieve the
Budget
The Reserves appear to be well The paths are clear 2m either 1. Set dates to achieve Resource
managed with almost side and planted by end 2020 plan 2. Set aside
complete control over weeds enough plants for plan in
and pest animals Aug/Sep 2019
By end 2021 the Reserves are 1. Get DoC plans to Resource
substantially weed free achieve this
2. Get PD focus on this
3 Supplement with WECG
resource- Event Days?
The Trapping programme 1. Trapping data is all on Science Officer
maintains pests at a non TrapNZ site
threatening level to our 2. New trappers are
wildlife, and is responsive to identified and trained
change in conditions 3. Reserve neighbours
are encouraged to trap
pests esp cats.Data is collected about the By end 2019 a data collection 1. Data framework is Science Officer
effectiveness of WECG work in programme and scientific developed
achieving its Vision oversight are in place 2. Fit into Science Plan
3. Get DOC/GWRC input
4. Get researchers
involved where possible
From end 2019 onwards a 1. Format Report Chair/Treasurer
public report is made showing 2. Find avenues for
the results of our work. distribution esp to
Funders
1. Get Guides and School Education Officer
involvement
2. get F&B Youth
involvement
Biodiversity of flora is DoC approves a 5 year planting 1. Establish criteria in Science Officer
improved in line with the plan as part of the Operating Science Plan for planting
approved Restoration Plan Agreement effectiveness
2. Establish baseline
using drone mapping
1. Plan planting and Resource
weeding in line with PlanOur Financial Plan for 2019-2020
The 3 year Strategic Funding Plan is:
Indicative amount Purpose Funder Timing
(GST excl)
3800 2019 Planting Pharazyn Trust March 2019
Programme
17300 2020 Extended DOC Community March 2019
planting programme Fund
Shadehouses
Signs etc
15000 Waikanae side ANZ Staff Late 2019
Information Shelter Foundation
15000 Scientific Reserve Major commercial Mid 2020
Bird Hide sponsor or DOC
major projects fundAppendix 1
Our Strategic Planning Framework
Vision statement: This short, concise statement of the organization’s future answers
the question of what the WECG will look like in twenty or more years.
Mission statement: The mission statement is an overarching, timeless expression of
our purpose and aspiration, addressing both what we seek to accomplish and the
manner in which the organization seeks to accomplish it. It’s a declaration of why we
exist as an organization.
Guiding principles: These statements are enduring, passionate, and distinctive core
beliefs. They’re guiding principles that never change and are part of our strategic
foundation.
SWOT: The SWOT is a summarized view of our current position, specifically our
strengths, weaknesses, opportunities, and threats.
Long-term strategic objectives: These long-term strategic focus areas span a
three-year (or more) time horizon. They answer the question of what we must focus
on to achieve our vision.
Strategies: Strategies are the general, umbrella methods we intend to use to reach
our vision.
Short-term goals/priorities/initiatives: These items convert the strategic objectives
into specific performance targets that fall within the one- to three-year time horizon.
They state what, when, and who and are measurable.
Action items/plans: These specific statements explain how a goal will be
accomplished. They’re the areas that move the strategy to operations and are
generally executed by teams or individuals within one to three years.
Scorecard: We will use a scorecard to report the data of your key performance
indicators (KPIs) and track our performance against the annual targets. Financial assessment: Based on historical record and future projections, this
assessment helps plan and predict the future, allowing us to gain much better control
over our financial performance.Strategic planning has a basic overall framework. Not to oversimplify the strategic planning
process, but by placing all the parts of a plan into the following three areas, we can clearly
see how the pieces of your plan fit together:
Where are we now? Review of our current strategic position with respective to
changes that affect us and clarify our mission, vision, and values.
Where are we going? Establish our SWOT wrt our vision. Clearly see the direction
our organization is headed to take advantage of opportunities but conscious of
threats and risks.
How will we get there? We will lay out the road to connect where we are now to
where we’re going. Set our strategic objectives, goals, and action items and how we’ll
execute our plan.You can also read
