New England Sustainability Strategy

SUMMARY

February 2011

this project has been assisted by the NSW Government through its

and with support from

SUMMARY

TABLE OF CONTENTS
Executive Summary..............................................3 Financial & Legal Matters.................................14
NESS Super Structure............................................4 Roles & Responsibilities........................................14
Purpose.........................................................................5 Implementation....................................................15
Vision.................................................................................5 Sustainability Charter...........................................16
Positioning & Uniqueness...................................9 Integration Model..................................................16
Principles.......................................................................9 Sustainability Speedo & Scorecard.........17
Seven Key Focus Areas & SEED Plans....10 Precautions..............................................................19
Network Governance......................................12 New England Sustainability Strategy3...20
Structure.......................................................................13 Priority Next Steps ~ Key Focus Areas......21
Priority Next Steps ~ Governance...............22

Illustration 1: Emily Thomas Moore & Stephen Gow, NESSiE ~ Accepting 2010 Armidale &
District Chamber of Commerce Award for NESS

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EXECUTIVE SUMMARY
Addressing sustainability is an urgent regional
necessity as well as an exciting opportunity.

The inaugural Sustainability Scorecard

convened in 2010 assessed the New
England's sustainability and determined that
while it has 'marginally improved' since 2008 ~ when work on the New England
Sustainability Strategy began ~ it remains overall in a state of degradation, eating
into social, economic and environmental resources inherited from the past and
borrowed from the future.

Significant opportunities could benefit the Region if greater leadership is taken:

renewable energy, carbon sequestration and biodiversity banks, exporting
regional expertise in research, education and professional services with new
sustainability knowledge, technology, practices and culture.

A high level of community participation, support and ownership has been

generated from the 2½ years of work establishing the New England Sustainability
Strategy, with more than 1,000 people having directly participated in the
development process. This massive collective effort to date has been very
significant, perhaps even globally unique. In terms of participation alone it is
possible we a nearing a tipping point, about to move to a new level.

The New England Sustainability Strategy identifies a shared vision, with seven key
focus areas addressing the business of biodiversity, new energy, economic
innovation, cultural creativity and capacity, social inclusion and wellbeing, youth
and space for wild ideas to bloom. A framework for a comprehensive
measurement scorecard has been established to guide reporting, data
aggregation and analysis to assess progress and performance.

While a substantial foundation has been established this work is a process in

constant motion and evolution. Ongoing involvement, integration and learning
through collaboration of the network of stakeholders, organisations and
community members remains central to the success of this endeavour.

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NESS SUPER STRUCTURE

PURPOSE, VISION & PRINCIPLES
The purpose of NESS is to contribute to achieving the vision for a creative, diverse,
inclusive and sustainable high country city-region community by bringing
together the wide array of interests, organisations and people who have a stake
in the sustainability of the New England Region to collaboratively plan, measure,
learn and implement initiatives to achieve this vision.
|
POSITIONING & UNIQUENESS
|
SEVEN KEY FOCUS AREAS & INITIATIVE CLUSTERS
High Country Regeneration
New Energy
Enterprising Economy
Culture, Capability & Identity
Social Inclusion & Wellbeing
YOUNG☺
Wild Flowers Bloom
|
NETWORK GOVERNANCE
~ NESSiE: New England Sustainability Strategy Executive ~
Secretariat & Advisory Council
New England Sustainability Foundation
|
SUSTAINABILITY SPEEDO & SCORECARD
Annual Report & Round Table Analysis
|
IMPLEMENTATION & INTEGRATION
Integration Model, Sustainability Charter & Annual Public Forum
(Major Review of NESS in 2015)
|
WEB PORTAL & COMMUNICATION
~ Knowledge Base, Learning Stories, Brand & Community Engagement ~
|
PRECAUTIONS

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PURPOSE
The purpose of the New England Sustainability
Strategy, nicknamed NESS, is to create a whole
of region and whole of community approach
to addressing the sustainability of the southern
New England Tablelands Region
Illustration 2: Vision Painting by the
(encompassing Armidale, Guyra, Walcha and "Moonstone Group", Public Forum (2008)
Uralla local government areas).

NESS is a collaborative, open and inclusive network governance model for

creating a sustainable region. Its unique contribution to the region's shift to
sustainability region is through collaborative, multi-stakeholder strategic planning,
performance and progress reporting, analysis and learning.

The meaning given to sustainability is similarly broad and inclusive ~ taking into
consideration many dimensions of our quality of life with a view to improving and
enduring for generations to come. Social, environmental, economic, global, local,
cultural, Aboriginal, youth, spiritual and other dimensions have been considered.

The specific functions, or services, performed within NESS detailed above as the
'Super Structure' are targeted and very few ~ just those required to serve,
facilitate and enable the network of stakeholders, organisations and people to
identify and address the sustainability of the New England.

Implementation of the strategy, other than the specific network services

performed within NESS, remains the role of the network members. This reinforces a
key principle of creating a leader-full community, central to sustainability pursuits.

VISION
...the New England has become a sustainable region...

It's natural systems have been regenerated and healed so that every species has
its own world ~ frogs and birds living in harmony within a thriving City-Region in
Australia's unique high country.

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Water is the sacred connector of everything ~ a power symbol of how well the
community is working together as well as being a powerful measure for their
collective performance in creating a healthy natural world and place to live with
clean economic production.

Ethical decision-making has become the norm. There is a deep sense of trust in
the community, particularly established through this strong trait of making
decisions in ways that allow the community to reflect, consider and test new
ideas. The respect and listening created allows people to have their say, bringing
the community together to take ownership and responsibility for sustainability.

The region is totally renewably powered. New energy is drawn from the sun, wind
and rain, powering retrofitted homes, buildings and workplaces.

Infrastructure has been retrofitted and redesigned by becoming conscious of the

interconnections of everything. In this way it embodies the very patterns and
processes of nature that are central to sustainability.

A new regional transport system is in place that connects people and products.

The economy reflects the strong the culture of sustainability, working with natural
and human cycles, where nothing is wasted and what we have is protected.

This resourcefulness extends beyond material world and includes no wasting of

people, time, brain power or knowledge.

This spirit of learning and patience has built a community that walks the talk on
sustainability and has become a thriving, modern city-region for generations to
come.

“Our region... is an interconnected community through natural

vegetation, man built, technological, cultural and productive
pathways. The region will be invigorating to visit and will be
leading by example in our land management and self sufficiency.
Our natural and community resources will be better than ever and
the journey to sustainability will be well under way.”

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Illustration 3: Vision Qualities Mapping

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Illustration 4: What will a Sustainable New England look like?

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POSITIONING & UNIQUENESS

The key defining elements for NESS' which highlight its uniqueness, difference and
complementary and valuable role are:
• Highly collaborative design, development and implementation;
• Whole-of-region, multi-Stakeholder, whole of issue (sustainability) approach;
• Specific network services that enable greater alignment of effort and
distribution of leadership, particularly through shared planning, reporting,
evaluation and learning;
• Extensive integration of existing strategies and plans;
• Implementation of the Strategy is by stakeholders, not NESS;
• Establishment of a New England Sustainability Foundation to the whole
New England shift to sustainability, including NESS; and,
• Focus on southern New England Biogeographic Region.

PRINCIPLES
Principle Enactment
Whole-of-Region • Multi-stakeholder governance and processes
Approach • Collaborative design and development
• Ensuring autonomy of stakeholder governance
Holistic Approach • Open consideration of all sustainability factors ~ social,
to Sustainability environmental and economic; local, national and
global; current, past and future
• Collaborative Sustainability Scorecard
Integration • Integration Model to integrate and align implementation
of NESS with stakeholder plans
Distributed & Shared • NESS implementation responsibility of stakeholders
Leadership • NESS support shared understanding & collaboration
Accountability • Governance by NESSiE and Advisory Council
• Open access through the web portal to all relevant
information about NESS' development, functions,
governance and finances.

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SEVEN KEY FOCUS AREAS & SEED PLANS

Seven Key Focus Areas are central to the New England's shift to sustainability ~
the business of biodiversity, new energy, a diversified and innovative economy,
culture creatives, social inclusion and wellbeing, youth leading and continuing to
explore wild ideas that may bloom.

These areas reflect common themes that emerged through the various streams
of work for NESS and nearly two dozen other major strategic plans relevant to the
Region. The mapping on the following page identifies the clusters of initiatives ~
aspirational, active and planned ~ to highlight priority areas for investment and
collaboration.

Full details for each Key Focus Area are provided in a separate report.

Additionally, there are five local SEED (Social Environmental & Economic
Development) Plans separately available which describe the particular
sustainability priorities for each of local communities of Guyra, Bundarra, Walcha,
Uralla and Armidale.

Successful sustainability initiatives will reflect 'sweet spots' that integrate and
deliver outcomes across multiple key focus areas, with the ultimate goal being to
address all areas simultaneously, the elusive essence of sustainability.

To be clear ~ thriving, creative cultural initiatives will ultimately only be sustainable

if they also are inclusive, enhance wellbeing, utilise new energy, diversity the
economy and regenerate biodiversity. This is a very high bar, though it is an
intergenerational journey being navigated. In the immediate term a more realistic
goal would be at least to maintain and not further degrade the other key focus
areas.

So too the regeneration of biodiversity will only be sustainable to the degree it

enhances social inclusive, wellbeing, a diversified economic base and so on.
The complexity is obvious... and bristling with creative opportunity.

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Illustration 5: Key Focus Areas & Clusters of Strategic Initiatives

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NETWORK GOVERNANCE
Network governance is a relatively new concept, though there are several useful
working models which provide frameworks for reference. Of all the network
governance models identified and researched, the most similar and sophisticated
was the Constellation Collaboration, developed by Tonya Surman from the
Centre for Social Innovation.

The strategy behind choosing a network governance model is especially to

create an environment where leadership for sustainability is taken, exercised and
shared. In this way NESS complements the work of existing stakeholders,
enhancing their sustainability, rather than being a source of 'competition' so to
speak.

Implementation of the New England Sustainability Strategy is the responsibility of

the various stakeholders, organisations, government bodies, businesses and
community.

Importantly, this approach is also consistent with, and does not compromise,
existing stakeholder governance arrangements and autonomy ~ by providing
options and opportunities, rather than obligations or constrictions, to further the
sustainability of the New England.

Stakeholders will of course be supported, given a healthy challenge even, to

integrate with, and implement, NESS. However formal responsibility and decision
making remains in the domain of their own governance structures and processes.
This principle is central to the Integration Model and Sustainability Charter.

The specific NESS functions, defined in the Super Structure, are those most useful
and required to provide a hub for this multi-stakeholder network approach.

A useful metaphor to visualise this model is to think of the transition to

sustainability as a wheel made up of many spokes, or stakeholders. The purpose
of NESS is to enhance the alignment, integration, capabilities and resources for
the whole wheel and all the spokes and in so doing leverage greater shift to
sustainability.

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STRUCTURE
The “Constellation
Collaboration” model of
network governance
illustrated on the right
aligns with the NESS
Super Structure.

To translate, from bottom

to top:
• Agreements ~ the
New England
Sustainability
Strategy and
Sustainability
Charter particularly
define the vision,
priorities,
relationships,
responsibilities,
structures and
processes
• Stewardship Group
~ NESSiE, the New
England
Sustainability
Strategy Executive, Illustration 6: "Constellation Collaboration" ~ Network Governance
supported by a Model

Secretariat (currently Starfish Enterprises)

• Constellations & Lead ~ the seven Key Focus Areas which also define the
expertise required for NESSiE, and that the Lead person/organisation for
each key focus area is in turn relevant expert on NESSiE. This is not
compulsory of course as such leadership is free to emerge from anywhere
within the network
• Magnetic Attractor ~ the common and shared purpose for the network,
that is sustainability for NESS

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FINANCIAL & LEGAL MATTERS
The NESS network governance structure is unincorporated and currently auspiced
by Starfish Enterprises, a tax exempt community organisation.

In due course the New England Sustainability Foundation will be formed and will
secede Starfish as the legal entity for handling finances and holding assets in trust
(NESS brand, intellectual property, website, cash, investments, etc).

An indicative budget ~ Core Resourcing Model ~ is detailed separately, with

around $60,000 per year required to deliver the core services. Once-only upfront
investments are required to complete the Sustainability Charter and establish the
new website portal.

ROLES & RESPONSIBILITIES

NESSiE Advisory Council
• Leadership • NESSiE Appointment, Performance
• Public Forum, Scorecard Round Review & Evaluation
Table, Advisory Council • Sustainability Charter
• Trustees for Branding & Foundation • Score Card Round Table
• NESS Resourcing & Budget, including Charter Partners
remuneration for NESSiE & Secretariat • Strategic Initiatives & Implementation
• NESSiE Search & Selection (capability • NESS Integration, Scorecard & Forum
based for sustainability) • Advisory Council
• NESS Branding ($1% for Sustainability)
Secretariat Auspice (Starfish Enterprises)
• Executive support for NESSiE • Handling finances
• Web Portal, Communication & • Holding assets in trust
Engagement
New England Sustainability Foundation
• Handling finances & holding assets in trust (NESS brand, intellectual property,
website, cash, investments, etc).
• Trustees need to include 2 'responsible persons' for tax deductive gift
recipient status (if not satisfied by NESSiE membership)

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IMPLEMENTATION

Illustration 7: Implementation Model

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SUSTAINABILITY CHARTER
The purpose of the Sustainability Charter is to form an agreement between
stakeholders and NESS network that defines an integrated, inclusive and
collaborative approach to sharing leadership and responsibility for the
sustainability of the New England Region.

It provides an innovative opportunity to join a network of peers working to

enhance the sustainability of their organisation and the wider region, with
signatories taking significant roles in implementation, governance and resourcing.

INTEGRATION MODEL
The governance structure of NESS is built upon the principle that its
implementation is the responsibility of the various and numerous stakeholders in
the New England Region.

This in turn means that the integration of NESS into stakeholder strategic plans,
work and reporting is central to, and inseparable from, the implementation of
NESS itself.

As part of NESS2 the four Local Government Authorities (Armidale Dumaresq,

Walcha, Uralla and Guyra) worked with NESSiE to develop an Integration Model
to fulfil this purpose: the development of a replicable model to integrate NESS,
and other similar plans such as the Local Adaptations Pathways Project, with
local government planning, management and reporting systems.

While the Integration Model was developed with the Councils and reflects their
leadership on sustainability it was designed with a view to being adapted and
implemented more widely by other stakeholders too.

In this way the Integrated Model seeks to enhance collaboration across the
diverse regional network of stakeholders and initiatives in sustainability.

The Model is also intended to address the widely identified risk that strategic
plans, like NESS, are created and 'sit on a shelf' and 'don't get implemented'.

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SUSTAINABILITY SPEEDO & SCORECARD

At the inaugural NESS Sustainability Scorecard Round Table a wide range of
stakeholders measured the sustainability of the New England for the first time ~
the current sustainability, changes since 2008 when work on NESS began and the
key influences on those changes.

Their conclusion was

that right now we are
some way off being
sustainable ~ with the
Sustainability Speedo
(depicted right) showing
an average negative 47
score reflecting that our
social, environmental
and economic capital is
Illustration 8: New England Sustainability Speedo, 2008 ~ 2010
being degraded right
now.

At the same time however the consensus was that the sustainability of the New
England Region has 'marginally improved' in the last two years ~ a positive
change of 7 points on average. This is a promising conclusion.

The key influences on these changes were built into the foundation Sustainability
Scorecard to measure the New England's sustainability progress and
performance. These indicators are described in the detailed Key Focus Areas
document, with a summary on the following page.

While there are other regional sustainability indicators being developed, notably
in the UK and Canada, these are mostly top down, expert designed and
managed frameworks.

There is as yet no regional sustainability framework or shared site in place to

record or measure our communities, agencies, agencies, landholder and industry
successes and progress towards a sustainable region.

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Illustration 9: New England Sustainability Scorecard (Progress & Performance Measurement Framework)

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PRECAUTIONS
Risk Mitigation
Reliance on • Letters of Support being sought for ongoing involvement
Stakeholders for • Sustainability Charter & Integration Model especially
Implementation & designed to provide a mechanism for implementation
Regional Alignment • Stakeholders have collaboratively developed NESS & this
implementation structure reflects their views

NESS is aligned with SNELC, HiCUB, ADCC, New England

Weeds Authority, The Community of Schools and the four
Local Councils previously within NESAC, however is a sub-
region of the NSW and Australian Government regions
(New England, North West and Northern Inland).
Insufficient Funding • Letters of Support being sought for financial & in-kind
for Implementation support
& Transition from • There is scope to progress aspects of NESS, particularly
2 3
NESS to NESS the Sustainability Charter, Website Portal and the
Integration Model with Councils, as once-only initiatives
using project or fee-for-service income. This approach
reduces the amount of funding required up front.
• The Core Resources Model outlines a diverse revenue
model for NESS which has the potential to reduce risk
Holistic, broad focus • NESS network governance model is designed to
on whole of facilitate collaboration across the diversity of
sustainability & stakeholders for sustainability through the annual Public
whole of region Forum and Stakeholder Round Table (Scorecard &
Speedo) and to align their collective leadership and
initiative through mechanisms such as the Sustainability
Charter & Integration Model
• NESSiE membership reflects professional expertise across
the seven key focus areas

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NEW ENGLAND SUSTAINABILITY STRATEGY3

After 2½ years of development, NESS now moves into an implementation phase,
though some elements of the Strategy require further refinement, proving and
completion (such as the Sustainability Scorecard and Charter).

The 2010 NESS Public Forum identified the priority next steps, which are mapped
below in two sections: priorities for the seven key focus areas; and priorities for the
network governance.

As already detailed in the Governance section, this next phase of endeavour is

of course linked with the need to secure sufficient resources. The Core Model
provides a basis for the ongoing implementation of NESS, while specific
developmental budgets are required for once-only initiatives (such as piloting the
Sustainability Scorecard and establishment of the web portal), as will specific
resources be required for any extensions of work (such the formation of network
teams to establish work plans for the key focus areas, with biodiversity, energy
and YOUNG☺ particularly standing as as ready for this next phase of capacity
building).

Finalisation of the Sustainability Charter is an especially critical next step as it is

directly linked with the implementation and integration of NESS as well as the
income budget.

The Integration Model, developed with the four Local Councils, is now ready for
their consideration and implementation. Possible workshops to implement the
LGA Integration Model with one or two Councils or other stakeholders.
Accomplish this could benefit from a three-step process:
1. Workshop to understand NESS and identify priorities for integration;
2. Collaborative NESS/Council analysis of NESS and their business plans to
map the matrix of roles with possible initiatives (an example is provided in
the Appendices); and,
3. Report and Recommendations for Council consideration and agreement,
then integrated into business plans.

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PRIORITY NEXT STEPS ~ KEY FOCUS AREAS

Illustration 10: Next Steps ~ Seven Key Focus Areas

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PRIORITY NEXT STEPS ~ GOVERNANCE

Illustration 11: Next Steps ~ Network Governance Structures

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