2004 Chairmans report

BIRD: linking the biodiversity community

Category: BEN

As delivered to the Annual General Meeting, Wednesday 14 July 2004.

It has been another busy but interesting year for the Ballarat Environment Network. After an enormous effort we have finally found a solution to the many problems associated with reserves management; and as a result during the last six months the BEN Committee has been able to start devoting time to many other issues which have regrettably been neglected in recent times. For the record, and for the benefit of those unfamiliar with the major issues confronting us recently, I will briefly summarise the last three years. This will provide a meaningful context for our current situation.

In mid 2001 Tim D'Ombrain put his concerns to the BEN Committee regarding some significant remnant vegetation communities he had recognised in the course of various surveys and assessments. His enquiries about the tenure of the land in question revealed an alarming trend. Inevitably these remnants of rare or poorly represented EVCs occur mostly on Crown Land. Unfortunately, some of the most significant remnants Tim had identified were on disused Crown Land allotments which were either vulnerable or already condemned to be sold off. This was an unfortunate legacy of an earlier government policy of sale of state assets. Fortunately the network of BEN contacts was able to intervene and save the most significant remnants from likely destruction as a result of land sales for private development.

Tim presented to the BEN Committee an outline of the problems in schematic form. It demonstrated that, despite protective legislation and regulations etc., when it was really critical there was little effective protection for vulnerable native vegetation remnants. If misfortune conspired against them, they would simply fall through a supposedly protective net. We realised then that if we wanted these remnants protected it was up to us to do something about it. So was born the concept of BEN as Committee of Management of a new system of Crown Land reserves, managed for their biodiversity values. The BEN Committee was struggling to keep up with some of these events.

We are fortunate to have the participation and services of Tim D'Ombrain, because of his capacity to reconcile his field work with his experience of a decade's service with the City of Ballarat. His extensive network of contacts, and understanding of many government processes was influential. I cannot emphasise enough the debt we owe to several dedicated public servants who share our commitment to protection of our natural environment, and who were able to exert sufficient guidance — and influence over bureaucratic processes — to alter some critical outcomes. And so the future existence was assured of several remarkable remnant native vegetation communities.

While we grappled with these difficult problems, we realised that they were probably not exclusive to the Ballarat region. Recognising our fortune in being able to identify the problems and develop the conceptual solutions, we determined to share our knowledge with others. We wanted to engage more with our own constituent membership and communities, and also to reach further afield. Simultaneously we wanted to strengthen relations with government agencies, and demonstrate to other communities the benefits of this approach.

The result was the Weaving the Web Biodiversity Conference at the end of November 2002. This was regarded by all and sundry as a great success. This conference was the result of a tremendous team effort over many months, and it took a heavy toll on a beleaguered, volunteer committee. Despite the elation of a successful event, everyone needed a few months' rest before resuming activities in 2003.

However, none of this had addressed a persistent problem which just would not go away — the remnant vegetation communities we had managed to save from sell-off still need to be managed. This we recognised as a set of tough, practical matters; the sharp end of the whole affair.

Throughout last year we were grappling with many of these issues. A complicating factor was that more remnant EVCs were discovered in quiet and forgotten places. Many of these seemed to need the assurance of Committee of Management protection which we could now offer, but this had its penalties. All new discoveries require some sort of assessment, and then Committee deliberation of their merits. The ability to identify these remnant communities relies on the greater precision of the new EVC classifications; but many of the parcels of Crown Land which continue their paths through the sale process were assessed, for determination of their retention or disposal, prior to the introduction of the EVC system. This necessitated a concentration of effort to re-assess the apparently critical remnants to verify their worthiness for protection; before we could exercise our new procedures to endeavour to change the status of the relevant parcels of Crown Land, and then formally apply for Committee of Management transfer. This was happening on an ad hoc basis, month by month, and provided more distractions from other serious issues — crisis management indeed.

These problems were the genesis of another of Tim D'Ombrain's innovations; the Rapid Site Assessment procedure, to enable detailed assessment efforts to be focussed where they are most warranted. It is worth noting here that this system has since been adapted and used in the early stages of Community Forest Management in the Wombat Forest. Community members involved have enthusiastically adopted the Rapid Site Assessment method, and it has facilitated their meaningful participation in the CFM process.

Looming over us through all of these discoveries and assessments were the problems of physically providing the on-ground management of these reserves. Once we had Crown Land gazetted to us, we assumed the responsibility of management. This must be taken seriously; but there were problems with engaging commercial contractors, both logistical and cost. There were also concerns with funding sources, not to mention liability and insurance; to name a few. We recognised the limitations of volunteer effort; and of the need to ultimately employ our own works crew, and to extend the necessary management services beyond the BEN Reserves system — to commercialise them to the balancing point of economy-of-scale and commercial sustainability. There is no future in total reliance on government grants.

Finally, by Christmas 2003 we had resolved to form a separate commercial entity, known as BBS — BEN BioDiversity Services Pty Ltd — and put this plan into practice. So far the Board of BBS is satisfied with the way BBS is running. Tim and Kurtis have devoloped some very innovative and sophisticated systems to provide detailed control of the different technical aspects of sensitive environmental management.

We are grateful to our dedicated and talented team — Tim, Kurtis, Rohan, David, Roger and Dan — who are managing this embryonic system; for their patience and forbearance through the early, teething times of BBS. We hope their faith is rewarded.

I believe that the solutions which have evolved through this turmoil are unique, and offer considerable promise to other people facing similar situations elsewhere. This whole episode has been a testament to the deliberate BEN policy of cultivating excellent working relationships with key personnel working within many government agencies and statutory authorities. I believe that all of us bring different experiences and skills which complement one another. The results speak for themselves.

The purpose of this chronology is to set down for the record some of the reasons why the BEN Committee has not been able to deal with many other issues which concern us. It truly has been a case of 'the squeaky wheel getting the most oil'. For those critical of our failures in this regard, we assure you that we also have found this very frustrating. We are all volunteers, have busy lives, and have only so much time and energy to give; despite our wishes to achieve more environmental success.

One thing apparent from our first meeting this year (2004) was that, with BBS now operating, and reserves management now at arm's-length from BEN, our Committee was immediately able to consider some of the issues we had previously been too busy to deal with. There is a backlog which we are starting to work our way through.

Some of the BEN Committee were involved in the organisation of the forum to celebrate World Environment Day 2004. This was held at Narmbool on Saturday 5 June, and presented an exciting program of speakers and topics around the general issues of revegetation. It was also the ideal opportunity for the biennial presentation of the BEN Awards for Environmental Achievement. It was notable that many of the award recipients expressed gratitude for the recognition of their work. ( This is part of BEN's charter ) Altogether it was another successful event.

Although we have been offered the use of a room attached to the Leigh Catchment Landcare Group's office in Buninyong, I still believe that BEN needs its own office. I don't mean a room somewhere, I mean a proper office. We need a meeting room large enough to accommodate at least 15 people plus furniture; and an office capable of functioning as an administrative headquarters. We all have numerous materials which would contribute to a very useful resource, if they could all be consolidated into one place. Projects could more easily be initiated and planned, and new Committee members could more easily be provided with background material to enable more meaningful and satisfying contributions. In addition to BEN activities, we now have a Board of Directors with the responsibilities of over-seeing BBS and the contracts for Committee of Management of a growing and complex reserves system. Looked at realistically, BBS alone is heading towards an annual budget of $500,000 if current trends continue. We do not want a black hole to absorb money which needs to go into environmental management, but we do need a suitable base of our own, to effectively and responsibly deal with these matters. Can anyone suggest a solution to this dilemma?

I would like now to express my admiration and thanks for the exceptional work of the BEN Committee. I regard the Executive as those office-bearers who have generously accepted the executive responsibilities of a public organisation; but we are well supported by a broad and strong Committee. My definition of the Committee is: all of those people whose commitment has encouraged or compelled them to come to the meetings we have held, and the events we have conducted, and with great patience and respect have made their contributions. Some were not elected, but have volunteered their time to become involved. Some have attended occasionally, others repeatedly; but I value their involvement equally. It is a remarkable group which functions very effectively; and without a hint of external political or personal agendas. Unity of purpose is applied to all matters — somehow. I believe that broad representation of diverse interests adds depth, and increased committee numbers add vigour to BEN's activities. The Committee has not yet reached un-manageable proportions. Thankyou all.

Meetings are a perennial problem. We are aware that some people want us to have a regular and predictable meeting timetable; but we seem stuck, at each meeting, trying to find a suitable time for the next meeting. Diaries are consulted, and we struggle to find a date and time which will capture a majority of the Committee. Scool holidays intervene regularly, and complicate matters. All involved are busy people with many commitments, and whilst we have flexibility we maintain the involvement of those already involved. If there is a better way, we need those who know it to get involved and help us out.

Last year we decided to hold regular public meetings, with themes and guest speakers; as a way of reaching out to the general public, and engaging more with our constituent members and groups. This has been delayed for reasons already explained. My contribution to this commitment is a forum which, I propose, will provide a better understanding of the EVC system which we are now using. This system has only been in use for about four years, and is still evolving. I believe that there is considerable widespread interest in EVCs, but also some misunderstanding. So the forum will explore the background to the development of EVCs, and then extend through to their future refinements.

After four years of application of a new system, it is time for a review. Rather than wait for the wheels of government to turn around to such an examination, I have taken the initiative to kick-start the process. I have made tentative enquiries, and tonight circulate a preliminary outline of the forum. I look forward to the contribution which the BEN Committee may care to make to this program.

Thanks to everyone involved for the combined efforts which make BEN a vibrant and remarkable organisation to be really proud of. Do keep up the good work.

John Endacott