Kakadu National Park Management Plan 2007-2014 Technical ...€¦ · Web viewAll relevant policies (6.2.1 – 6.2.5) in the implementation of the plan and park management are helpful

KAKADU NATIONAL PARK

MANAGEMENT PLAN 2007-2014

TECHNICAL AUDIT SUMMARY REPORTMay 2012

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EXECUTIVE SUMMARY

A technical audit of the 5th Management Plan has been undertaken. The audit was done by independent external auditors and reflects their assessment rather than that of Parks Australia.

This report has been compiled by Parks Australia using the independent expert auditor’s reports.

Most sub-sections were considered to be in a “healthy” (21) or “concerning” (19) state, while three sub-sections were considered to be critical. The majority of the sub-sections were given a “stable” trend (24) while 12 were considered to be “getting better” and four were considered to be “getting worse”.

The most significant areas of success were:

Bioprospecting Commercial use of native wildlife Neighbours, stakeholders and partnerships Resource use in park operations Day walks and overnight bushwalking Filming, photography and audio recording Commercial tour activities

These sub-sections were considered healthy and getting better.

Most significant areas for improvement were Living on country and Native plants and animals, which were both considered to be critical and getting worse.

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The results contained within the audit report represent the views of the auditors and do not necessarily accord with those of the Director of National Parks or other members of the Kakadu Board of Management.

INTRODUCTION

Kakadu National Park (Kakadu) covers an area of 19,798 square kilometres within the Alligator Rivers Region of the Northern Territory. Kakadu is an Aboriginal living cultural landscape. A strong relationship exists between Bininj (the traditional owners of Kakadu) and their country, ongoing traditions, cultural practices, beliefs and knowledge. The park is ecologically and biological diverse. Major landforms and habitats within the park include the sandstone plateau and escarpment, extensive areas of savannah woodlands and open forest, rivers, billabongs, floodplains, mangroves, mudflats, coastal areas and monsoon forests.

The value of the natural and cultural heritage of the park to the world has been recognised by its inscription on the World Heritage List. The park is listed as a wetland of international importance under the Ramsar Convention, and many species that occur in the park are protected under international agreements.

Under section 366 of the Environment Protection and Biodiversity Conservation Act (EPBC Act) the Director of National Parks (the Director) and the Board of Management (the Board) are obliged to prepare management plans for Commonwealth reserves. The 5th Kakadu National Park Management Plan 2007-2014 (the plan) requires the completion of a technical audit of the plan prior to the preparation of the subsequent plan. Figure 1 illustrates the relationship between the audit and the preparation of the 6th plan.

Figure 1: Relationship between the audit and the development of the next management plan.

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Audit of the 5th plan

Have Your Say (HYS) process to commence 6th plan

Consultation

Board of Management draft plan

Public comment

Board of Management finalise 6th plan

Minister approves plan

TECHNICAL AUDIT – BACKGROUND AND TERMS OF REFERENCE

Action 8.9.9 of the 5th plan requires the completion of a technical audit of the plan prior to the preparation of the subsequent plan. Action 8.9.9 forms the terms of reference for the audit, and states:

Prior to the preparation of the next management plan, prepare and present to the Board a technical audit of this Plan. The audit will include, but may not be limited to, the following terms of reference:

consideration of each prescribed management policy and action and whether or not it was successfully implemented.

evaluation of the performance of each prescribed policy and action in relation to the Section aim(s) that it was intended to achieve.

in the case of any prescribed policy and action that was not implemented, or which failed to achieve the desired aim(s), determination of the cause.

recommendations to the Board and Director regarding any changes to the aims, policies and actions that should be considered during preparation of the next plan.

The process for the technical audit of the 5 th plan utilised the expertise of independent auditors to review the use of policies and the completion of actions in the plan. A summary table of the auditors is provided at Attachment A. In addition to the above terms of reference, the auditors were asked to make an assessment of the effectiveness of policies and actions in contributing to achieving the aims of the plan and park management.

The technical audit contributes to our understanding of the current status of the conservation and protection of terrestrial biodiversity, cultural heritage and other park values. The aim of the technical audit is to produce a set of robust recommendations for consideration in the development of the 6th plan.

TECHNICAL AUDIT – PROCESS AND METHOD

The audit was conducted in two stages: the technical audit and a verification of the audit process. This process is summarised in Figure 2.

Figure 2: Audit process

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Parks Australia developed checklists based on all Actions/Policies in the 5th management plan

KNP collate evidence

Expert auditors review

Expert auditors complete checklists (detailed assessment) and write summary report (high level)

Parks Australia collates the checklists and summaries into a single report

Independent verification of the audit process

Report presented to Board of Management

Recommendations used in developing new plan.

To assist the expert auditors, KNP gathered evidence to demonstrate implementation of policies and actions from the plan. Evidence included, but was not limited to, records of traditional owner consultations, strategy and research program reports, meeting minutes, park strategies and operational plans.

Nine expert auditors were engaged based on their expertise relevant to the different sections of the plan. Each of these auditors were external to Kakadu and the Department of Sustainability, Environment, Water, Population and Communities (DSEWPaC). They were asked to investigate whether the actions and policies in the plan were implemented and whether they successfully met a section’s aim. As illustrated in Figure 2, auditors used a checklist to systematically assess each policy and action. They then prepared a summary report of their overarching assessment and recommendations.

The auditors comprised a mix of experts suitably qualified in the following specialist areas:

Joint Management and working with Traditional Owners Cultural Heritage Management Tourism and Commercial Activities Natural Resource Management National Parks Operations & Management and Planning Stakeholders and Partnerships

HOW ARE RESULTS DISPLAYED IN THIS REPORT?

This document is a collation of each auditor’s summary report and does not provide a detailed assessment of each individual action and policy. It reflects the overarching assessment and recommendations of each auditor. This summary is structured around the sections within the plan, which include actions and policies, starting with section 3 and concluding with section 8 of the plan.

For each subsection (3.1, 3.2 etc) there is an overview of the auditor’s comments, followed by the status/trend assigned to the specific aim, and a rationale for that result. There is then a tabulated summary of the number of policies used or not used, and the number of actions implemented, partially implemented, ongoing or not implemented. Following the actions and policies, there is a list of key recommendations provided by the auditor.

The purpose of a policy is to provide overarching guidance on a specific issue, while an action stipulates specifically what is to be implemented or continued. Therefore, while some policies are listed as ‘not used’, this does not necessarily mean they are redundant; rather that there has not been a need to use it in the current life of the plan. It should also be noted that as the plan doesn’t finish until 31 December 2013, there are some actions which may not have been implemented yet they may still be completed.

To assist in communicating and summarising the results of the audit, status and trend measures are detailed in Tables 1 and 2.

Table 1: Definition and threshold of each status

Status ThresholdHealthy Threats and issues relating to this matter are well managed and actions

implemented.Concerned The expert auditors have identified significant areas for improvement during the life

of the next plan. Critical There is a current and significant threat relating to this matter and immediate action

is required. Unknown There is insufficient information or data available to make a judgement.

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Table 2: Definition and threshold for each trend

Trend ThresholdTrend stable There has been no change in the status of this matter since over the life of this

plan.

Trend getting worse The impact of threats or issues on this matter has increased resulting in a negative trend in the health of this matter over the life of this plan.

Trend getting better The impact of threats and issues have been mitigated over the life of this plan an there is a positive trend in the health of the matter.

Auditors were asked to complete a summary report based on these status and trend indicators. Where auditors provided greater detail than needed in this summary, their responses have been condensed, but the intent of their advice has not been changed.

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TECHNICAL AUDIT - SUMMARY

3. IUCN Category

3.1 Assigning the Park to an IUCN category

Overview

Implementation of the plan and park management has contributed to effectively managing the values of the park relevant to the maintenance of the prescribed IUCN management principles as applying to Category 2 (National Park). The management of the park clearly accommodates the IUCN management principles as set out in Schedule 8 of the EPBC Regulations for a number of reasons, including:

The legislation and management plan protects international values for cultural educational and visitor use purposes.

Management is directed towards maintenance of natural systems. Natural, cultural and aesthetic values are respected in management programs, in particular the

environmental impact assessment process. Needs of Indigenous people are accommodated in management structures, decision making and

programs, and the aspirations of traditional owners are accommodated in management structures, decision making and programs.

AimThe park is managed in accordance with an IUCN protected area category and relevant management principles to protect park values while providing for appropriate use.Performance Measure: Status/Trend Rationale

Degree of compliance of management with the relevant Australian IUCN reserve management principles

The management of the park clearly conforms to the Regulations as described in section 3.1.1 of the management plan.

Policy Used Not used1

Key recommendations

It may be considered that use of the Magela Flood Plan as receiving waters from the operations of the Ranger mining lease and sewage treatment associated with the management of Jabiru, is also a form of natural resource exploitation. Regulation of the Ranger operational impacts is a matter for the Office of the Supervising Scientist. It may be useful for a future management plan to recognise this and report on impacts on the national park during the planning period.

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4. Joint Management

4.1 Making Decisions and Working Together

Overview

The aim of this sub-section is overarching and covers the whole plan. As a result the achievement of this aim is dependent on the achievement of the aims of other sections of the plan. The aim is solid and strong and contributes to effective management of the park.

Joint decision-making should be considered at two different levels: 1) the governance (Board) level; and 2) the ground or district level. While decisions at Board level are directed by clear guidelines to ensure representation by appropriate people, the decisions at district level seem to come mostly from park staff, leaving little or no chance for input by Bininj. At Board level, decisions are weakened by the inadequate time allowed for socialisation and discussion of issues amongst the different Bininj groups.

AimKNP is managed to the highest standards that meet expectations of the Australian community for protection of natural and cultural values, and of Bininj traditional owners to meet their obligations to country and satisfy their peoples’ aspirations for benefits from land ownership. In doing this, the Director and Bininj work together to make shared, informed, consistent, transparent and accountable decisions. Performance Measure: Status/Trend Rationale

Level of satisfaction of Bininj and the Board with implementation of this Plan.

Timely completion of actions.

Level of satisfaction of Bininj with involvement in implementation of this Plan.

Proportion of all significant management decisions made in accordance with the decision-making guidelines.

Level of satisfaction of other stakeholders with the transparency and accountability of decision-making for the park’s management.

Status: Even though there are clear guidelines for joint decision- making between Bininj and Parks Australia (through the Board of Management), there is a general perception that decisions are made without having enough time to analyse documentation and socialise information prior to Board meetings. Decisions at the district level (on -ground decisions) are not always made in consultation with the appropriate Bininj people. Women seem to be given a space to speak out but report feeling that they are not listened to. Trend: The lack of time allowed for socialisation and discussion of agendas or issues before a Board meeting has remained a constant problem throughout the implementation of this plan. Decision making at ground level (district level) still lacks significant participation by Bininj people.

Policy Used Not used11 1

Actions Implemented Ongoing Partially Implemented

Not Implemented

1 2 1

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Key recommendations

Considering the social and cultural issues related to Bininj as partners in joint management with the park, more assistance should be provided through the provision of at least two Northern Land Council Joint Management Officers (or other facilitator(s) as agreed on by the Bininj). Such assistance would enable facilitation of discussions prior to Board meetings to ensure Bininj properly understand the information provided and thus allow them to afford better inputs to decision-making. This would require increased effort to ensure appropriate information is provided with adequate time for these discussions to occur.

Bininj should be encouraged to increase their participation in the on-ground planning and execution of activities at the District level.

The aim should be considered in the subsequent plan but probably as a ‘supra-aim’ to be measured by the performance of all other indicators.

The aim could be modified so it reflects an aim related to ‘decision making’ at both the Board level and at the ground level.

Performance measures 1 and 3 could be modified to measure Bininj and Board satisfaction with ‘participation and involvement’ in decision-making rather than measuring satisfaction with overall implementation of the plan which depends on the performance of many other indicators.

4.2 Opportunities for Bininj from country

Overview

Joint management covers social and cultural aspects associated with the protection of the park’s values. The way the first aim of section 4.2 is written does not properly acknowledge the existing cultural responsibility of Bininj to care for their country (the park and beyond) and thus their obligation to be co-responsible with Parks Australia in the administration, control and management. The second aim is solid and contributes to current and future park management through employment of more Bininj.

There is satisfaction with the training and skill building programs directed at young Bininj. Opportunities for Bininj (other than young people) to engage directly or indirectly in park management activities have been present but with apparent lack of strategic or structured long term goals. People could, for example, be provided with on-going training in weed control, maintenance of infrastructure or other relevant activities needed in the park so Bininj could have steady contracts throughout the year. Most training for Bininj within the park does not target positions of supervision or higher positions at the APS 5 or APS 6 levels or above. Business opportunities for Bininj are limited to short-term and seasonal contracts with no guarantee of continuation.

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Aim Bininj assume more responsibilities related to the administration, control and management of the

park and have more opportunities to earn income and gain jobs on country. Young Bininj learn about culture and participate in the management of the park.

Performance Measure: Status/Trend Rationale Number of Bininj and

Bininj businesses employed directly or indirectly in park management activities.

Type, level and location of positions filled by Bininj, directly or indirectly, in park management activities.

Number and type of park management programs provided for young Bininj and level of engagement.

Status: even though there has been a noticeable effort to improve training and skill building opportunities for young Bininj, which is expected to pay off in the near future, effort to provide business and/or job opportunities to Bininj based on structured programs or activities is not happening.Trend: Bininj engaged in positions of higher responsibility within the park appears to remain low.



Not Implemented

1 1

Key recommendations

The ways in which action(s) in this section of the plan will be implemented should be outlined more specifically. Regular review of all Bininj learning and development should be assessed and not only of those employed directly within the workforce of Kakadu.

Areas in the park (field and infrastructure) that require regular staff presence (e.g. maintenance of infrastructure; maintenance of equipment; mowing and weed control) should be clearly identified so that Bininj business operations can be developed over time and eventually be granted regular contracts to do the required work.

Think big in relation to engaging Bininj in positions of higher responsibility within the park administration and operation. Create long-term education scholarships at university level linked to APS 5 or 6 positions within the park for young Bininj leaders.

Engage more Bininj in seasonal work related to providing information to tourists. A data base should be developed to record the number, type of training and what level of

engagement (admin, ranger APS 1-APS6, etc.) so these data can be compared over time and targets can be set and assessed.

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4.3 Customary use of resources

Overview

The aim of this section is to contribute to the management of the park by allowing cultural hunting practices which are passed onto younger generations and, at the same time, controlling the presence of feral animals. There is overall satisfaction from Bininj about the respect towards the customary use of resources in the park. Hunting is often carried out with young people allowing for transfer of customary practices and knowledge. Monitoring and assessment on the customary use of resources is weak or absent and thus there is no current information or database to support evidence on the conservation status of those species used by Bininj. Bininj appear to be aware of the presence or absence of species encountered during their hunting experiences. Some of this information is being passed onto rangers in an informal manner.

Aim: Bininj’s customary economy continues to contribute to the maintenance of culture and to meeting conservation goals for the park, in accordance with Aboriginal cultural practices.Performance Measure Status/trend Rationale Bininj are satisfied that people

are using country in accordance with traditional law.

Extent to which species or populations important in the customary economy have a healthy conservation status.

Status: Bininj are making use of all resources according to their culture. The use of feral animals by Bininj helps to control populations in the park and provides opportunities to be out on country, share culture with young people and obtain food. Problems controlling Indigenous hunters who are not Bininj or authorised by Bininj still persists. Trend: the use of resources within the park according to traditional law has not changed.



Not Implemented

1 1 1

Key recommendations

A system should be developed to collect basic information on the ‘bush tucker’ obtained by the Bininj in order to provide inputs to determine the conservation status of those resources used.

Identify, train and engage Bininj to monitor resource health as a form of paid employment. Reinforce mechanisms to control the use of lead in shot guns. Improve the mechanism for providing Bininj hunting permits to Aboriginal hunters that are not Bininj.

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4.4 Living on Country

Overview

There is a low level of satisfaction amongst Bininj regarding the way outstations or current living areas are being managed. An application for a new living area has recently been lodged, but past experience shows that there is likely to be a long process before approval is granted. There is no evidence of the application of policy 4.4.3, which states that the Director will liaise and, where appropriate, work with relevant organisations (including funding and service delivery agencies) in relation to living area development and management. As a result, Bininj feel disappointed knowing that the living area could gain approval but may not be implemented due to lack of technical and financial resources.

Therefore, this aim contributes to overall park management by making sure proposed living areas do not affect the natural and cultural values of the park. However, it does not fully satisfy the needs of Bininj, as it does not allow for financial or technical support for living areas.

AimBininj establish living areas in the park that meet their needs while minimising the impact on park values.Performance Measure: Status/Trend Rationale Requests are considered and

decisions made in timeframes determined by the Board

Extent of compliance with approval procedures for the development of living areas

Extent to which impacts on park values are within acceptable levels

Status: No new living areas have been approved. The process and guidelines for approval are clear but the time before an approval is made appears excessive. Bininj living in outstations in the park do not feel they are meeting their needs. There is no evidence showing efforts from the Director to liaise with relevant organisations (including funding and service delivery agencies) in relation to living area development and management (as outlined in policy 4.4.3). Parks Australia provides only minimal and sporadic assistance for current living areas and outstations. Trend: Support to current living areas is minimal and getting worse. Unresolved land claims over traditional land in a large area of the park (west) could generate uncertainty for future living area proposals.

Policies Used Not used3 1


Not Implemented

1

Key recommendations

Consider a priority the solving of any land claims affecting the park and related leases, subleases, permits, etc.

Substantially improve the efforts from the Director to liaise with funding and service delivery agencies in order to enhance the management of the current outstations (or living areas), improve the wellbeing of the Bininj and reduce the impact of the living areas on the surrounding areas within the park.

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5. Looking after country and culture

5.1 Bininj cultural heritage management

Overview

The results in this subsection were somewhat tentative because it was not always clear whether the documentary evidence was specific to each policy and action or general across each policy and action.

The basis for applying a positive trend to this sub-section was largely influenced by the prospective implementation of the ‘An-garregen; A strategy for cultural heritage management in Kakadu National Park’.

The rock art conservation action plan is a comprehensive and detailed policy strategy and its actions are designed to comply with relevant Commonwealth and Northern Territory legislation.

The training strategy is based on Balanda values and practices including the way to succeed in those terms. It raises the issue whether parallel training in Bininj values and practices for Balanda staff has been considered.

AimBininj cultural heritage is protected and maintained and Bininj guide its management and use. Performance Measure: Status/Trend Rationale

Extent to which Bininj are actively involved in protecting and maintaining cultural heritage.

Condition of and access to cultural materials through proper storage and access protocols.

Status and trend getting better based on inspection and assessment of documents provided.



Not Implemented

4 1

Key recommendations

Commence implementation of the ‘An-garregen strategy’. Enhance language teaching and increase opportunities for intergenerational transfer of knowledge

through ‘On Country’ camps and working in the park with rangers. Revision of lists of sights of significance which could involve collaboration with Aboriginal Areas

Protection Authority (AAPA) and the Northern Land Council (NLC). Implement all policies and actions that enhance the roles of Bininj in guiding the management and use

of cultural heritage in the park, consistent with the World Heritage listing of Kakadu.

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5.2 Aboriginal sites of significance

Overview

Inadequacy of financial resources has been responsible for Bininj and park staff concern regarding the enabling of actions that contribute to maintaining the integrity of intangible park values.

While the current management plan has been used to mitigate threats and issues, the performance measures could be improved to include provision of criteria by which implementation can be evaluated.

Policies consistently require participation of Bininj in planning and management of sites of significance, and there is evidence to support this. However, evidence of Bininj participation in 5.2.4 is minimal as the process is only indicated by the term ‘all TOs agreed’.

Sickness Country throws up particular issues owing to its large area and southern location within the park, especially implementation of protocols governing access to focal sites and safe routes.

AimThrough working with the Bininj, Aboriginal sites of significance are protected and maintained. Performance Measure: Status/Trend Rationale

Extent of Bininj participation in the planning and management of sites of significance.

Adequacy of inventories of cultural sites.

Level of compliance with relevant legislation and Bininj protocols regarding access to Aboriginal sites of significance.

Degree to which sickness country protocols are implemented.

Status and trend stable based on assessment of written evidence supplied: many ongoing and/or partially implemented.



Not Implemented

2 1 1

Key recommendations

Future planning should include provision of performance criteria by which implementation can be evaluated.

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5.3 Rock art and archaeological sites

Overview

Major project plans are in the introductory phase and many performance areas are a work in progress.

There is detailed planning and program development at district level and concern to enhance Bininj involvement.

Implementation of major planning processes , including the ‘An-garregen strategy’, signify developments that will increase effectiveness in managing the World Heritage values of the park, especially intangible values embodied in and expressed through a living landscape.

The creation of liaison between Northern Land Council and Kakadu National Park with focus on function of Land Interest Information Request (LIR) process is very important.

AimThrough working with Bininj, rock art and other archaeological sites are protected and conserved in a manner consistent with national and international obligations. Performance Measure: Status/Trend Rationale

Extent of Bininj participation in the planning and management of rock art and archaeological sites.

Condition of art and other archaeological sites as recorded through the maintenance reporting system.

Status and trend getting better based on assessment of evidence supplied including work in progress to implement Cultural Heritage Information Management System (CHIMS).



Not Implemented

1 2 1

Key recommendations

Implementation of ‘An-garregen; a strategy for cultural heritage management in KNP’. The recommendations in the ‘An-garregen’ strategy should be implemented.

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5.4 Historic sites

Overview

Aims and performance measures are detailed and appropriate.

It is clear that many historic sites exist within Kakadu and although some have been surveyed, many remain unsurveyed. Current planning includes research in this area. There is evidence that the register of historic sites is in urgent need of updating.

Post contact sites within the park are extensive and diverse; managing their values has been appropriately undertaken within the limited resources available for work in this area.

AimPost-contact historic sites in Kakadu are adequately recorded and conserved. Performance Measure Status/Trend Rationale

Condition of post-contact historic sites.

Extent of Bininj participation in planning and management of post-contact historic sites.

Status and trend getting better based on increasing attention to assessment o historic sites consultation regarding their management.



Not Implemented

2

Key recommendations

Support continuing research; engage Dr Robert Levitus as consultant in programs of management of post-contact historic sites.

5.5 Coastal Management

Overview

The status/trend assessment is an optimistic one based on the limited information available. This also made it difficult to be precise in determining the effectiveness of the management effort in securing the values of the park.

In relation to the first performance measure, evidence that surveys have been done (as provided) did not translate into an assessment of conservation status which would require far more detailed data and analysis, well beyond the scope of the time allocated for this review.

The Waldak Irrmbal area was declared 'off-limits' to this review since the plan for that specific area was completed prior to the Kakadu plan taking effect. This is curious given that the relating performance measure considers the 'extent of impacts'.

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As no traditional owner consultation occurred for this section, the supplementary advice provided for performance measure four has been taken on faith that there is strong Bininj involvement in these management efforts, despite no statistical evidence to demonstrate this point.

AimThrough working with Bininj, the cultural and natural resources of the coastal and marine environment and islands within the park are recognised, protected and maintained.Performance Measure Status/Trend Rationale Extent to which significant coastal and

marine species are considered to have an acceptable conservation status

Extent to which relevant actions in EPBC Act recovery plans for marine and coastal species, including turtles, are implemented

Extent to which impacts from visitor use at Waldak Irrmbal (West Alligator Head) are within acceptable levels

Extent of Bininj participation in planning and management of coastal and marine areas

The most optimistic assessment is that the situation may be stable.The evidence provided does not allow for making an informed and confident assessment of overall status/trend.



Not Implemented

4 1

Key recommendations

The following are noted as major weaknesses in the current plan and this process. These weaknesses have made the desk-top audit review at best superficial.

There are four performance measures under sub-sections 5.5 and 5.6 and reviewers are asked to form a combined view across all four in order to yield a status and trends assessment for the sub-section. This approach leads to serious loss of detail by aggregating information; an approach more workable in accounting circles than natural resource management.

Within the plan there is a fundamental disconnect between the aims, policies, actions and performance measures and this is a serious flaw in the plan design. The distinction between policies and actions is not always clear and at times incorrect.

Terms like 'extent', 'acceptable', 'relevant', 'acceptable limits' etc are meaningless in performance measures unless defined somewhere. Statements such as 'extent of Bininj participation….' mean nothing unless there is a baseline or benchmark against which to compare from year to year or plan to plan.

Overall the lack of targets in these two sub-sections also diminishes the opportunity to make an objective appraisal of performance, as does the overlap and duplication between some Policies and Actions.

This form of dispersed, desk-top audit/review process should not be repeated. A more appropriate process would be to engage an external consultant to undertake a complete review of performance,

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on-site and with the opportunity to interview key Bininj and park staff. Management effort needs to be placed in context (budgetary, personnel, reality etc) and without that real life information the review is somewhat one dimensional.

An example of a well written action statement is 5.5.8 as follows, 'Ensure pre-visit information for Kakadu includes information on safety and relevant regulations for boating and fishing in marine and coastal areas.' There was a clear target and the response was clear and easily reported on, making the assessment of performance uncomplicated.

In relation to the second performance measure (EPBC listed species), in future it would be good to consider management for groups other than just marine turtles and dolphins. For example, there are the EPBC-listed sharks and Dwarf sawfish, the migratory shorebirds, and recreational fishing in general for which it is assumed no actions have been taken.

5.6 Landscapes, soils and water

Overview

The Aim of this sub-section is far too generic given the nature of the Policies, Actions and Performance Measures that sit under it. The first part of the Aim is so overarching that it is impossible to make a meaningful assessment even if the policies, actions and performance measures were better organised.

Appropriate actions have been taken in relation to the Gunlom Rehabilitation Program.

Although park staff were of the view that policies had been used, it wasn't possible to quantify that effort for most.

The partially implemented works relating to salt intrusion, monitoring landscape scale changes and development of a Climate Change Strategy for the park are positive steps which warrant continuation and escalation. The monitoring of potable water is another positive indication, despite a lack of clarity about the overall context and scale required.

There are no performance measures relating to the impact of mining operations or the issue of plant stock used in rehabilitation. These seem like significant oversights.

AimThe landscapes, soils and water systems of the park are protected and priority eroded and disturbed areas are rehabilitated.Performance Measure Status/Trend Rationale Extent of areas rehabilitated in

accordance with rehabilitation programs, including Gunlom Rehabilitation Plan.

Extent of salt water intrusion into significant freshwater wetlands

Extent to which potable drinking water at park facilities is in accordance with Australian Drinking Water Guidelines (2004 and later)

Extent to which impacts on selected wetland sites from feral animals, visitor use and other factors are within acceptable levels

There is evidence of the rehabilitation program being underway but nothing that indicates the effectiveness of this and overall scale of the problem. Likewise, in relation to saltwater intrusion, potable water availability and the extent of impacts on selected wetlands.

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Not Implemented

3 3

Key recommendations

Refer to the weaknesses listed under 5.5. Terms like 'extent', 'acceptable', 'relevant', 'acceptable limits' etc are meaningless in performance measures unless defined somewhere.

In relation to rehabilitation works, it would seem wise to revisit the Kakadu Land Rehabilitation Strategy done by Murray in 1995, to take stock and refocus future works.

Reorganise the aim to separate water systems from dry land systems, with landscape management approaches being an overarching principle or philosophy applied.

5.7 Fire

Overview

Due to inadequate Bininj engagement, the park cannot achieve its aims. Specific policies and actions need to be developed to address tangible Bininj engagement and involvement. Specific, measurable policies and actions would provide a more transparent audit and measure of whether the park is fulfilling key objectives.

There is limited evidence of full engagement with the traditional owners pertaining to some actions, in particular 5.7.7: prepare and maintain fire management strategies and annual burning plans for all districts, in accordance with policy 5.7.1.

The necessity of staff and traditional owners to maintain detailed logs of ground ignitions, other than general district daily records is questionable.

It is important to assess why policy 5.7.1: traditional burning practices will be recognised, and where possible incorporated, in the fire management programs for the park, has only been partly implemented.

There is a serious problem with fire management in the savannah lowlands. Action 5.7.11 ( Improve understanding of the effects of weeds on fire regimes and the effects of fire on weed distribution through monitoring and research) should be taken very seriously, especially the management of, and understanding interactions with, super floodplain and savannah grasses

It is important to effectively engage Bininj in the implementation of policy 5.7.3 (Annual burning programs will be implemented to give effect to the district fire plans. Park staff and Bininj will regularly review annual fire plans) which has only been partially implemented to date.

AimThrough working with the Bininj in the active management and use of fire, the natural and cultural values of

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the park are maintained, and life and property are protected. Performance Measure Status/Trend Rationale

Bininj satisfaction with how well country is being looked after through management of fire, and how much involvement they have in fire management programs.

Trends in species diversity and abundance of important or indicator species at fire monitoring plots.

Proportion of park area affected by unplanned or adverse fires.

Number and type of incidents associated with the loss of life or property due to fire.

Stone country project is a success and should continue however there is a serious problem with fire management in the savannah lowlands.



Not Implemented

2

Key recommendations

Seek the views of traditional owners regarding fire management following the prescriptions of the fifth plan.

Carbon farming needs to be discussed with traditional owners. Carbon farming needs to ensure that traditional owners are included in the implementation of fire

management. Explore better or more imaginative ways to educate and communicate fire management to local

populace and wider community. For example, schools could be involved in fire management activities, including involvement of traditional owners.

Address structural issues why the core action 5.7.14 has not been effectively implemented Think creatively about Bininj involvement with Monitoring and Evaluation, including working / staff

exchanges with West Arnhem Land Fire Abatement Project (WALFA). Action 5.7.11 should be taken very seriously, especially the management of, and understanding

interactions with, super floodplain and savannah grasses

5.8 Native plants and animals

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Overview

Several actions have been successfully implemented in line with the sub-section aim, and in conjunction with Bininj. These include the development of some programs for research and management of the park’s marine biodiversity and the biodiversity “hotspot” surveys.

Of the 39 threatened species currently covered in the management plan, none appear to have increased, whereas 15 have probably declined, which appears to be inconsistent with obligations under the EPBC Act (S.269) and the World Heritage Status of Kakadu. The overall status/trend rating was “critical decline”, due to the interpretation of decline (or lack of increase) for most threatened species.

AimThrough working with the Bininj, ecological processes are maintained to ensure the viability of populations of native plants and animals currently occurring in Kakadu.Performance Measure: Status/Trend RationaleThrough working with Bininj, ecological processes are maintained to ensure the viability of populations of native plants and animals currently occurring in Kakadu

Status and trend based on interpretation of decline (or lack of increase) for most threatened species, and of relatively limited implementation of mandated actions in recovery plans.



Not Implemented

3 0 4 1

Key recommendations

To substantially overhaul the aim, performance measures and policies for this section, in order to provide greater explicitness, accountability, and measurability.

To ensure that sustainability is explicitly recognised as a key obligation in use of native plants and animals.

To ensure that processes are established to report quantitatively against sustainability criteria. Commit to ongoing public reporting of performance measures and the state of park values. The auditor suggests that the aim should be changed to: The demonstrable maintenance of viable

populations of all of Kakadu’s native plant and animal species, with particular attention to threatened species and other species of cultural, economic, biogeographic or evolutionary significance.

5.9 Bioprospecting

Overview

There has not been much action to date in this area however the guidelines appear to ensure that the park’s development and Bininj satisfaction is protected in the future. The guidelines are quite broad, covering commercial use of wildlife in general.

Aim

21

Access is provided to biological resources while ensuring park values and the interests of the Director and Bininj are protected.Performance Measure: Status/Trend RationaleBininj are satisfied with benefit-sharing arrangements entered into for commercial access to biological resources.

There has been little activity to date, but guidelines have been prepared that seem to adequately frame future development in this area.


*The auditor was unsure whether policy 5.9.3 had been used.

No relevant actions.

Key recommendations

The sub-section could be incorporated into sub-section 5.10 (Commercial Use of Native Wildlife). If the activity increases, it may be worthwhile to ensure public reporting of the quantity and economic

value of extraction of wildlife from Kakadu. Include a contribution that serves to reduce the possibility that bio-prospecting may detrimentally

affect the park’s values.

5.10 Commercial use of native wildlife

Overview

There has been relatively little development of commercial use of wildlife to date, so analysis of the aim was somewhat difficult. However, treatment of the guidelines to date indicates they are appropriate and can be applied successfully.

The developed guidelines (and their application in the limited cases to date) appear to be consistent with the management plan and international obligations. The guidelines provide a good foundation for future developments as they apply relevant legislation and regulation, and appropriately balance the objectives of biodiversity conservation and economic returns to Bininj. There is little evidence to demonstrate that this component of the plan has contributed to the effective management of the values of the park, however the policies and guidelines provide appropriate constraints on economic exploitation. The aim is appropriate for joint management and biodiversity conservation.

Aim

22

Economic benefit is gained by Bininj through the sustainable commercial use of native plants and animals for saleable art and craft, for bush tucker tours and other purposes in a manner consistent with Aboriginal cultural practices, World Heritage values, the park leases and the IUCN management principles.Performance Measure Status/Trend Rationale

Impacts on target species are within acceptable levels.

Extent to which wildlife based enterprises provide significant economic benefits to Bininj and make significant contributions to maintenance of the cultural values of the park.

Status and trend difficult to ascribe given relatively little development of commercial use of wildlife to date, however the developed guidelines (and their application in the limited cases to date) appear to be consistent with the plan of management and to provide a good foundation for future developments.



Not Implemented

1

Key recommendations

There is scope for more public accountability, and more explicit quantification of sustainability thresholds (levels of acceptable population loss).

The performance measures should be more quantifiable. Policy 5.10.1 simply states go to section 5.9 if activities relate to "access to biological resources"; if

not, go to the remainder of 5.10. This hardly constitutes a "policy". The components of 5.9 and 5.10 could be rigorously stripped and simplified.

5.11 Weeds and introduced species

Overview

The policies and aims outlined in the management plan that relate to weeds are sound and cover most of the main issues related to weed management. The issues with the policies and aims principally relate to changes in weed management practices nationally and within the Northern Territory rather than serious deficiencies in the management plan. That is, there are some updates needed to reflect changes in knowledge and best practice related to weeds ecology, impacts and tools to assist policy development, planning and management of weeds.

The only gaps in the management plan are aims and actions relating to the collection of high quality data on weed distribution, impacts and systems to allow change of these measures over time. Weed distribution data is currently being collected as part of Kakadu’s weed management actions, but the degree to which this data (a) relates equally to all high priority species and (b) allows the success of management efforts i.e. change in distribution/density/impact over-time, prior to and following management efforts, needs to be evaluated and where necessary modified.

Designing and planning weed management programs is greatly improved where policy makers and land managers are provided with data/tools that allow forecasts to be made relating to spread/impacts/likelihood of management success. Research programs that have occurred or are occurring in Kakadu are working on

23

developing tools/data analysis techniques. As these tools/data analysis techniques are tested and proven to work, they should be adopted by Kakadu to assist with policy development and related actions.

By having a combination of measures to monitor change over time and an ability to forecast possible future changes/impacts an adaptive management (AM) approach can be implemented. Adaptive management approaches become increasingly important where (a) the systems being managed continue to be incompletely understood and (b) large scale ecological change is possible or forecast e.g. climate change.

AimThrough working with Bininj, park values are protected by strategic management of weeds, prevention of invasion of new species, and increased understanding of weed management issues among Park residents, neighbours and visitors.Performance Measure Status/Trend Rationale Coverage and spread of weeds of

significance that threaten Park values Level of Bininj satisfaction with how

well country is being looked after through management of weeds and how much involvement Bininj have in weed programs

The number, identity and coverage of any new weed species, particularly species likely to impact significantly on Park ecosystems.

While weeds remain an issue for Kakadu the work over the life of the plan plus current research which will influence future weed management means that management of this issue has been sound.



Not Implemented

1 5

Key recommendations

Weeds, fire and feral animals have long been recognised as key threatening processes in NRM. For management of these threatening processes to be successful there needs to be improved coordination in the monitoring and management of these three threats. Improved coordination needs to occur in both Kakadu internal planning and external work/research projects approved to occur in the park. Both Kakadu and external players e.g. CDU, NRETAS etc will need to address this issue which to varying degrees is underway already.

Weed Risk Assessment Reports have been/are being generated for high priority declared weeds; when completed these reports will be available on NRETAS website. Where available and relevant these should be accessed by Kakadu and any people working in the park.

There have been new developments in weed management since the Kakadu management plan was drafted in 2007. These include:

o The adoption of national post-border weed risk management protocol (2006)o The creation and adoption of NT Weed Risk Management System (2010)o Development of aerial (helicopter) weed mapping tools – 2010 – NRETAS/CDUo Changes in NT declared weeds e.g. gamba grass

24

o Listing of gamba grass and other high risk grasses as Key Threatening Process under the EBPC Act

o Cyber-tracker technology is now being widely used to map weeds (e.g. Northern Territory Government).

These changes should be reflected in revisions of the Kakadu management plan and in current planning and policy development.

5.12 Feral and domestic animals

Overview

There is a strong interaction between the threats from weeds, fire and feral animals. Monitoring and management plans need to be well coordinated, particularly with respect to neighbours and at national, regional and territory government policy levels. Subsequent audits should include explicit links between these three key threatening processes with an assessment of integrated and coordinated activities.

The interaction between the park staff and western and eastern neighbours with respect to feral animal control appears a sound contribution and a highly strategic and critical initiative. It may be beneficial to periodically undertake and assess joint control programs to test coordination and communication protocols if any, such as required during an exotic disease outbreak.

Some key actions in the feral animal strategy plan are incomplete, possibly because of a lack of clarity in the aim about the appropriate level of Bininj engagement required to satisfy the second performance measure. There is still much work to be done in forming strong partnerships with Bininj to develop agreed performance measures/indicators of the health of natural and cultural values in order to monitor the efficacy of control programs in reducing damage (and thereby satisfying the first performance measure).

AimThrough control programs developed and implemented in consultation with Bininj, the adverse effects of domestic and feral animals on the natural and cultural values of the park, and on human safety, are minimised.Performance Measure Status/Trend Rationale Extent to which values within

identified management areas have recovered from feral animal impacts

Bininj satisfaction with level of involvement in the planning and management of feral animal programs.

A reasonable contribution in general but actions emanating from policies are incomplete or partially completed. Due to lack of a consistent, sustained and sufficient annual budget that allows strategic planning and an appropriate level of engagement with Bininj. An operational manual is required to accompany broad policy guidelines/aims.

A contribution but much more work is required to be effective. Needs urgent action/resourcing. Lack of clarity in policy aims with regards to the appropriate level of Bininj participation required for effective on ground monitoring and control in local clan areas.

25


*no assessment was made regarding one policy (5.12.7)


Not Implemented

1 12

Key recommendations

In consultation with Bininj develop a plan to enhance their participation in feral animal monitoring and control programs.

Develop a detailed and explicit set of operational guidelines for implementation of the feral animal management strategy.

Consolidate all decision support tools (monitoring surveys, STAR model, participatory control model etc) into one overall user friendly package for planning and budgetary purposes. This integrated assessment tool should be used for both operational and strategic planning purposes, and requires field testing.

Report on the status of the recommendations in Field et al. (2006) and Woodward et al. (2011). Which ones were adopted and why, and which ones weren’t and why not.

Document the learning process in control programs, e.g. what went right, what went wrong, and what were the lessons learnt for the next control event.

Bininj need to participate in the definition of damage and development of performance indicators, but also want to be active partners in the integrated control and monitoring programs.

Wording of the aim should be changed from “consultation” to “participation”, which may be more in line with the intent of the plan and co-management arrangements, key consultancy report recommendations (Field et al. 2006; Woodward et al. 2011), and the reality that Bininj want to actively manage their land.

26

6. Visitor management and park use

6.1 Recreational opportunities and tourism directions

Overview

A positive overall assessment because Kakadu is a remarkable place with its many values respected and integrated into the management plan. Visitation to Kakadu is carefully managed in a considered and consultative manner. Visitation levels are unclear which needs attention, as numbers are vital to grow Bininj opportunities and benefit. Consultation with traditional owners made it clear that they would like more opportunities for input.

Minutes from several Board meetings and consultation with traditional owner Board members suggest some concerns re commercial tour operators accessing sites without permission; some ongoing issues re access and keys; concerns re filming and photography and subsequent public use especially at Nourlangie; rock art; birdwatchers going to areas not permitted; concerns re safety; concerns re the impacts of camping and increases in visitor numbers to popular sites.

Traditional owners attending park manager’s meetings is an indication of responsive management; minutes and actions indicate traditional owner’s views are appropriately regarded as a higher priority than other stakeholders.

The Kakadu Tourism Consultative Committee (KTCC) would be a useful forum for up skilling and engaging traditional owners and Commercial Tour Operators (CTOs) in tourism and park related matters.

AimKakadu National Park is universally recognised as one of the great World Heritage parks, as a place with:• a living Aboriginal culture – home to Bininj • extraordinary natural landscapes and a rich variety of plants and animals • enriching and memorable experiences for visitors • a strong and successful partnership between traditional owners, governments, the tourism industry and park user groups, providing world's best practice in caring for country and sustainable tourism.

Performance Measure Status/Trend Rationale• Level of Bininj satisfaction with the nature, scope and impact of recreational and tourism opportunities in the park• Level of visitor and tourism industry satisfaction with recreational and tourism opportunities in the park • Extent to which Bininj gain economic benefit from commercial tourism opportunities

Tourism Master Plan (TMP) (2009) built from 2007 management plan which identified the TMP as high priority. Management plan was informed by 2005 draft Shared Vision for Tourism in Kakadu. An iterative & collaborative process, with each developed carefully with many steps for input from traditional owners, Board of Management, park staff, KTCC & tourism industry. Tourism principles consistent with Shared Vision and Guiding Principles of the management plan. Noting Principle 4. “Tourism is not ‘boss of country’”. Not easy to assess trends –lack of data


27


Not Implemented

2

Key recommendations

Response to status/trend report is broken down to individual performance measures rather than a global response for each sub-section if a more nuanced and fine-grained trend analysis is desirable. Need more timely data if trends re visitation to be ascertained.

Concerns of traditional owners relating to visitation be reconsidered in a broad manner: permissions; filming and photography; public use & accesses to certain sites; safety; impacts of camping and increases in visitor numbers; requests by CTOs for longer opening periods; and day to day decision making processes to increase traditional owner input. Ensure good processes continue re traditional owner consultation on tourism issues for both external and internal proposals. Latter perhaps needs even greater care due to the possible conflicts around inter family and inter clan interests and perceptions. A specific performance measure for the next plan might relate to Bininj satisfaction with decision making processes.

Review traditional owner engagement and barriers to engagement in tourism related business enterprises – sole or joint. Traditional owners would like greater involvement, more control and exclusive rights; together with enhanced training and capacity building. Achieving these goals will be slow without adequate training and mentoring. This may require a review of all current capacity building initiatives to determine if they are delivering appropriate outcomes.

6.2 Access and site management

Overview

All relevant policies (6.2.1 – 6.2.5) in the implementation of the plan and park management are helpful to effectively manage the values of the park. Visitors and the tourism industry are actively engaged in a way that promotes respect for cultural and environmental obligations and traditions. Traditional owners are concerned about breaches regarding access to certain sites, and CTOs who have not received culturally appropriate or accurate training passing on incorrect information to visitors.

More traditional owners as tour guides is the most advantageous way to achieve this aim. Overall, traditional owners appear to be happy with the permit process. Once completed, the compliance strategy will assist. Visitor information centres, the park web site, brochures and park ranger talks at key sites provide good information to visitors.

AimVisitor experiences are promoted and managed in ways that are culturally and environmentally appropriate.Performance Measure Status/Trend Rationale• Level of Bininj satisfaction with management of visitor access to the park• Extent to which visitor impacts are within acceptable levels• Level of tourism industry satisfaction with site access and management

Bininj are apparently keen to be more involved in tourism enterprises, so more of the visitor experience will involve contact with traditional owners rather than non-indigenous tour operators.Minutes from KTCC notes good tourism industry satisfaction despite reintroduction of park use fees

28


No relevant actions

Key recommendations

Respond to need to reduce environmental impacts – more efficient use of water, power and waste disposal be followed up, with specific performance measures covering park management, community /residential areas, commercial tour operators and visitors.

Consider the adoption of a systematic program like NSW Caravan & Camping Association Sustainable tourism program ‘Gumnuts’ in place at Booderee to help manage, raise awareness, train and reward those operators (Bininj and others) who participate. Aspects of this program could be adopted or added to the Kakadu Knowledge for Tour Operators (KKTG) program run by Charles Darwin University or any other capacity building initiatives. It could be added to list of selection criteria for commercial tour operators seeking permits to operate in certain sites of the park. It is wider than just waste management but could readily incorporate any waste management initiatives underway at Kakadu. It includes water and power efficiency and other components important to sustainable tourism outcomes. The lease holders for accommodation inside the park should be required to be more environmentally responsible through enforceable lease conditions.

The aims and performances measures are appropriate for demonstrating effective management, but each of the performances measures are quite different relating to Bininj satisfaction; commercial tour operator /tourism industry satisfaction and visitor satisfaction and might be better separated.

6.3 Access by road

Overview

There appears to be a number of issues with costs of road maintenance and apparent demand from tourism operators for road closures to be minimised (extend the season due to growth in visitor demand).

Road access is an important resident issue as well as visitor and CTO matter so should be considered in this light.

AimRoad access for residents, visitors and management purposes is provided in a manner that protects park values and Bininj interests.Performance Measure Status/Trend Rationale Condition of roads within the park

and their capacity to meet existing and forecast use.

Despite apparent good co-operation with NTG-DCI only 0.7 % roads are assessed to be in ‘Good’ condition in 2010/11. This may represent a pressure point given the incumbent costs associated with road maintenance and safety issues.


29


Not Implemented

1

Key recommendations

Careful consideration be given to the combined issues of road maintenance and road closures. Decisions should not be demand driven. Road conditions generally FAIR only; very high costs of maintenance. Safety and cost containment should be a higher priority than demand as park permits and user fees do not adequately contribute to these major expenses.

6.4 Access by air

Overview

The Fly Neighbourly Agreement (FNA) is a well designed agreement which appears to serve the needs of the park and the industry.

No material was provided to suggest that there are any or regular breaches. This suggests a good policy approach.

AimA range of recreational and commercial flying opportunities are undertaken in ways that minimise disturbance to residents, visitors and wildlife. Performance Measure Status/Trend Rationale Level of compliance with the Fly

Neighbourly AdviceA good agreement that seems to be working. No major breaches reported. With increasing demand this could change and impacts increase.



Not Implemented

1

Key recommendations

No recommendations considered necessary.

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6.5 Visitor safety

Overview

The plan and protocols and procedures in place ensure that the vast majority of visitors are able to enjoy a high risk and remote environment in relative safety. Park staff, tour operators and contractors have appropriate training and due regard to safety issues for visitors (road conditions, vehicles, speed, flooding, fire, crocodiles, drowning, falls, burns, bites, sunburn, etc) as well as safety of community and park operatives (OH&S).

Risks are well monitored and communicated. Despite this, the inherent risks are ever present and many visitors arrive unprepared or ignorant of personal risks, such as sun protection and dehydration. The Traditional Owners concerns about safety are well founded and appropriate.

AimVisitors to Kakadu have a safe and rewarding experience.Performance Measure Status/Trend Rationale• Number and severity of incidents involving park users• Number of risk assessments completed for key visitor destinations in the Park

There are several aspects with room for improvement – despite a good and extensive precautionary approach to risk management, the park has many inherent high risks: - A visitor death in 2011? (unconfirmed) - Bininj concerns about visitor safety; and - requests/pressure for longer seasons by

visitors and the tourism industry despite the safety and environmental risks



Not Implemented

2 1

Key recommendations

The Board should receive routine updates on incidents if they are to determine if resources are adequate. The KTCC could be provided with regular updates about incidents – nature, number and locations in order to ensure CTO compliance and enhanced support regarding visitor safety.

Safety incidents are an essential performance measure that should inform Board discussion and decision making. Traditional owners want the matter of compliance to be a Board function not a park management function. The compliance strategy should be completed as soon as practical as it will become an essential management tool.

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6.6 Camping

OverviewThere are a large number of campsites providing good visitor access, infrastructure and high standard visitor experiences. Crowding of sites may become an issue which will put pressure on the Board to increase the number of sites. Bininj community concerns are noted in Board meeting minutes and through the traditional owner consultation, regarding capacity and impact and suggest that it would be helpful to undertake the planned review of camping sites and fees prior to the finalisation of the next plan.

Like several other policy areas (6.2; 6.7; 6.9; 6.10) determining if the outcomes of an activity has been ‘acceptable’ requires some definition of both the parameters of ‘acceptable’ or ‘not acceptable’ and the processes of determining what is acceptable. This might be considered at the time of the review of camping sites and fees.

AimA range of camping opportunities are provided that optimise the diversity and quality of visitor experiences while minimising adverse impacts and protecting Bininj interests.Performance Measure Status/Trend Rationale• Level of visitor satisfaction with camping opportunities in the park• Extent to which impacts from camping are within acceptable levels

Visitor satisfaction appears to be generally high but crowding is a potential issue and Bininj have concerns about increasing visitor load at camping sites and increasing number of sites allowing overnight camping.Intended review of camping sites and fees has not taken place yet.



Not Implemented

1

Key recommendations

Where a performance measure includes impacts of a certain activity being “within acceptable levels” it would be useful to have some definition of the process or the person(s) responsible to determine what is acceptable and for these parameters to be integrated into the routine monitoring and reporting process.

Undertake a review of camping management issues – crowding, impacts, health and safety audits, visitor numbers, sites, length of season and fees- before the next plan finalised.

Environmental management strategies and Bininj employment and mentoring in the permit and tendering process for commercial accommodation leases – including campsites - should be a priority.

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6.7 Day walks and overnight bushwalking

Overview

The performance indicators had mixed results. While the satisfaction of visitors is high, and they would like more access to more sites, Bininj are concerned about impacts from too many people, and racist comments from some visitors. The upward trend is based on the infrequency of incidents, and the completion of the Kakadu NP Walking Strategy (KNPWS) to address issues around access and impacts.

The continuing development of the KNPWS has enabled concerns such as visitor safety, signage, visitor behaviour, sacred sites, sickness country, appropriate Bininj consultation, maintenance of a good experience /avoiding crowding, and improved interpretation, to be aired, and aspirations such as business opportunities, to be incorporated. The KNPWS represents a positive opportunity for Bininj and visitors.

The completion of the Walking Strategy provides another opportunity in addition to the review of camping, to consider monitoring and reporting of incidents, ‘acceptable limits’ and appropriate performance measures and employment and capacity building opportunities for traditional owners. Fees – park fees, camping fees and permits fees should all be integrated in these considerations in addition to the marketing and promotion strategy discussed under 6.12.

AimVisitors to Kakadu have the opportunity to experience Kakadu’s habitats through provision of a range of day and overnight walking opportunities in a manner that protects and promotes the natural and cultural values of the park.Performance Measure Status/Trend Rationale • Extent to which impacts from walking activities are within acceptable levels • Level of Bininj satisfaction with management of and involvement in day and overnight walking activities • Visitor satisfaction with the range of day and overnight walking opportunities

Traditional owner aspirations and concerns are central to the conceptualisation of the Kakadu Walking Strategy together with improved walking opportunities for a range of visitors, experiences and needs.



Not Implemented

2 5

Key recommendations

Routine monitoring and reporting re visitation levels on each track, day and overnight, numbers of Bininj guided walks and patronage, impacts, issues and incidents. Walking Strategy should be finalised but should also be integrated with the review of camping.

33

6.8 Swimming

Overview

Aims, policy and actions are all appropriate and given due attention, including communication to both visitors and commercial tour operators. However records of incidents and summaries of these reports have not been sighted in the audit so it is not possible to determine the effectiveness or otherwise of the policy and associated actions.

The emphasis is visitor safety oriented, due to both ethical concerns of the traditional owners together with public liability concerns and the very negative PR associated with any visitor safety issue, especially ones such as crocodile ‘attacks’, however the visitor should also be made aware of their responsibility not only for their personal safety but also an obligation to protect water quality and aquatic habitats in order to maintain both ecological and cultural values of the park. Park management should be proactive in communicating the importance of the cultural and natural heritage values associated with water ways, such that prohibition of swimming is not just about visitor safety as part of broader visitor education.

AimVisitors to Kakadu understand the risks associated with swimming in the park and risks are appropriately managed.Performance Measure Status/Trend Rationale • Number and seriousness of incidents associated with swimming No trend provided

Ongoing concerns of Bininj and park staff about visitor safety. Records regarding incident reporting not provided so unable to ascertain what % of incidents are swimming/water safety related.



Not Implemented

2

Key recommendations

No specific recommendations. The issue and challenges are already well understood. Incident reporting is the most important tool to the Board.

The Board should receive routine updates on incidents if they are to determine if resources are adequate, and perhaps the KTCC could be provided with regular updates re incidents – nature, number and locations in order to ensure CTO compliance and enhanced support re visitor safety.

Safety incidents are an essential performance measure that should inform Board discussion and decision making. Traditional owners want the matter of compliance to be a Board function not a park management function. The compliance strategy should be completed as soon as practical as it will become an essential management tool.

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6.9 Other recreational activities and public gatherings.

Overview

There are quite a few activities that are not permitted on the grounds of unacceptable cultural or environmental impact. While these are reasonable and appropriate, it is unclear what basis is used to establish acceptable/unacceptable impact. This makes monitoring of performance difficult/impossible to assess and possibly difficult to operate.

No evidence of visitor or commercial tour operator concern about the limitations on activities. The KTCC discusses seasonal closures and having greater access but there is no mention of the limitations for non - Indigenous tour groups or visitors. Both are very important stakeholders so it is necessary for the Board to monitor and, if necessary, to revise communication strategies. At this time KTCC is the key conduit to CTOs and seems to be working well.

Aim

Performance Measure Status/Trend Rationale Visitor and tour operator

satisfaction with the range of recreational activities available

Extent to which impacts on the park and other visitor activities are within acceptable levels

No trend provided. Unclear of how monitoring of performance measures are undertaken and assessed, or of trends over time.



Not Implemented

1

Key recommendations

The Board should receive routine updates on incidents if they are to determine if resources are adequate, and perhaps the KTCC could be provided with regular updates re incidents – nature, number and locations in order to ensure CTO compliance and enhanced support re visitor safety. Safety incidents are an essential performance measure that should inform Board discussion and decision making. Traditional owners want the matter of compliance to be a Board function not a park management function. The compliance strategy should be completed as soon as practical as it will become an essential management tool.

Where a performance measure includes impacts of a certain activity being “within acceptable levels” it would be useful to have some definition of the process or the person(s) responsible to determine what is acceptable and for these parameters to be integrated into the routine monitoring and reporting process.

It would be useful to assess the effectiveness of visitor planning and most instructive in guide training, to have systematic feedback via commercial tour operators, accommodation providers, visitor books at the visitor centres etc to ascertain visitor response to different aspects of the visitor experience and the various formats and styles of interpretation.

Routine and accurate tracking of visitation numbers and associated data – length of stay, repeat visitation, source of visitors; activities undertaken, satisfaction etc, should be developed with co-operation and input

35

from Tourism NT. Assistance with data gathering and input should be provided to commercial tourism operators and could be a condition of permits and leases. This data should be the basis of consistent and regular reporting for the joint Board of Management and for the KTCC.

6.10 Boating and fishing

Overview

Boating and fishing are important activities for both Bininj and visitors. Minimal discussion in Board or KTTC minutes suggest that policies and actions are appropriate and working but as with other sections, the lack of incident and compliance reports or visitor satisfaction reports makes assessment of a trend impossible. As boating and fishing is such a popular component of the Kakadu experience and a potentially high risk activity – particularly fishing and night boating, the implementation of the training, monitoring and reporting components of the Compliance and Enforcement strategy are very important to the safety of visitors, the reputation of the park and the due diligence of the Board in ensuring policies and actions are effective.

The completion of guidelines around competition fishing may need to be considered but there is no data to suggest if there is demand for this activity.

It is unclear if all the recommendations from the report on monitoring of the KCC night cruises were adopted and if so, if they have been implemented such as: emergency response to fuel spills so such incidents do not detract from park values.

The September 2011 meeting of KTCC (#87) highlighted a potential issue regarding conflict around access to waterways between commercial operators and amateur fishing and lack of prescription in the plan to deal with such a matter. There is no mention of the possible impact for Bininj if demand for access to waterways continues to increase, though the issue of high demand for commercial use of Yellow Waters including night tours is noted as a regular topic. Follow up traditional owner consultation noted quite a few concerns about the increasing number of water craft using waterways, the possible environmental impacts; conflicts between user groups – particularly recreational versus commercial and their concern for the visitor experience and safety if not well managed.

AimVisitors enjoy a range of recreational fishing and boating opportunities in a manner that protects park values and Bininj interests, and minimises risks to public safety.Performance Measure Status/Trend Rationale• Level of visitor satisfaction with fishing and boating opportunities• Level of Bininj satisfaction with management of and involvement in planning and management of fishing and boating activities• Extent to which impacts from fishing and boating activities are within acceptable levels• Number and seriousness of compliance and safety related incidents

No trend provided. Boating and fishing are very important activities for Bininj and visitors. There has been little mention in the Board of Management or KTTC minutes of boating related matters, suggesting the Policies and Actions are appropriate. An issue re a request for night tours on Yellow Waters has received mixed response from traditional owners/Board of Management including concern about potential impact on aquatic wildlife. An issue has arisen from KTCC minutes re competing demands for waterway access from commercial and amateur users.


36


Not Implemented

3 2 1

Key recommendations

Review the number of large vessels using waterways; issues re conflict around access to waterways between commercial operators and amateur fishing and the appropriateness of prescriptions in 6.10 in the plan to deal with any issues arising.

Operations and Natural and Cultural Programs in consultation with Bininj to review the need and as appropriate to develop guidelines for the conduct of fishing competitions to be held inside the park (Action 6.10.12).

6.11 Visitor information, education and interpretation

Overview

The good visitor numbers are indicative of a good visitor experience. There are a large number of visitor services and options available, supplied by park staff, Bininj tourism enterprises and other commercial tourism operators. The provision of tour guide training (KKFTG) by CDU is an important initiative, though concerns by some traditional owners in consultation are noted. They would like to see CTO do regular refresher courses.

Traditional owners would like to be able to provide more of tour guiding opportunities so that information provided is local Indigenous knowledge, is culturally appropriate and provides visitors with meaningful engagement with traditional owners.

AimWorking with Bininj, visitor expectations are appropriately set and the visitor experience is enriched through accurate, high quality information that promotes the World Heritage values and management of the park.Performance Measure Status/Trend Rationale• Number of visitors participating in educational and interpretive programs• Range, type and quantity of interpretive materials and activities provided• Visitor satisfaction with visit to Kakadu• Number of hits on Parks Australia’s Kakadu web page

Good visitor numbers have experienced the very high quality interpretive materials in the park, on guided walks and tours plus in the Bowali visitor centre and Warradjan cultural centre.



Not Implemented

3 3

37

Key recommendations

It would be very useful to assess the effectiveness of visitor planning and most instructive in guide training, to have systematic feedback via commercial tour operators, accommodation providers, visitor books at the visitor centres to ascertain visitor response to different aspects of the visitor experience and the various formats and styles of interpretation.

Routine and accurate tracking of visitation numbers and associated data – length of stay, repeat visitation, source of visitors; activities undertaken, satisfaction, should be developed with co-operation and input from Tourism NT. Assistance with data gathering and input should be provided commercial tourism operators and could be a condition of permits and leases. This data should be the basis of consistent and regular reporting for the joint Board of Management and for the KTCC.

6.12 Promotion and marketing.

Overview

A lot of effort and consultation has gone into the development of the Kakadu National Park Tourism Master Plan. Developing a collaborative marketing strategy will require close liaison between park staff, Bininj and members of the Board, particularly the traditional owners. It must embody and reinforce the shared vision and guiding principles of the management plan.

Traditional owners are disappointed with the lack of action from Tourism NT and are hopeful there will be more proactive actions to effectively and appropriately market the park as an iconic destination.

AimPromotion and marketing of Kakadu presents accurate and appropriate information and images.Performance Measure Status/Trend Rationale Level of satisfaction of the Board

with messages in various media about Kakadu

Number of promotional and marketing programs developed in collaboration with external agencies

Board have agreed to a shared vision with Kakadu a special place and World Heritage site, but have yet to action 6.12.4 to develop a co-operative promotion and marketing strategy.

Policy Used Not used


Not Implemented

1 1

Key recommendations

The development and implementation of a co-operative promotion and marketing strategy with the tourism industry and Tourism Northern Territory should be actioned in order to capitalize on the work to develop the Kakadu National Park Tourism Master Plan and to ensure all tourism partners are utilizing appropriate information, images and messages.

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6.13 Filming, photography and audio recording

Overview

The Board and traditional owners have participated in many discussions about the appropriate messages, images and ways in the park should be promoted and presented. The traditional owners have agreed to the selection of Kakadu for an ABC television documentary, indicative of a level of comfort with promotion of the park.

The numerous processes over the life of the current plan, including the formulation of the shared principles and vision, and the tourism master plan have clarified issues and areas of concern. However, issues still arise when filming is not carried out as agreed or use of the images are not as traditional owners have agreed in permit process.

Guidelines relating to commercial filming, photography and audio recording (action 6.13.4) are only partially completed. Tourism and Visitor Services staff acknowledge guidelines need to be completed together with systematic checking of commercial tourism operators’ brochures and web sites for appropriate use of images and messaging. It has been competing for time, resources and appropriate expertise.

Traditional owners were satisfied that processes are appropriate and are satisfied with the permit process.

An opportunity exists for Bininj to learn the appropriate skills and be able to take a leading role in the marketing and promotion side of tourism.

AimThe World Heritage values of the park and joint management practices are appropriately promoted through commercial filming, photography and audioPerformance Measure Status/Trend Rationale • Extent to which the World Heritage values of the park are appropriately promoted• Level of Bininj involvement in the management of filming, photography and audio recording

Board including traditional owners support the selection of Kakadu for an ABC television documentary, indicative of comfort with promoting the park and with the sorts of messages and images that have evolved from the numerous processes over the life of the current plan.



Not Implemented

2

Key recommendations

Guidelines for the Board relating to commercial filming, photography and audio recording (action 6.13.4) should be completed as soon as practical in conjunction with the recommendation in 6.12 and the formulation of the collaborative marketing and promotion strategy.

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6.14 Commercial tour activities

Overview

The increasing number of Bininj based sole and partnered tourism enterprises is a considerable achievement facilitated through the plan. While traditional owners would like more opportunities and a greater share of the tourism business (see recommendation 3 under 6.1) it is nevertheless a success story for Kakadu. Tourism is providing culturally connected employment on country, mentoring and training, confidence building and role models not only for younger members of community but for indigenous communities elsewhere. In the process the traditional owners together with others involved in tourism experiences in Kakadu are providing a world class tourism experiences for visitors.

The permit system is systematic. The Board gives due consideration to conflicts of interest, and is very considered and even handed with requests and issues as they arise.

The KTCC is a good model of consultation, communication and co-operation, though it could be made even more productive and as a means to further the dialogue and mentoring of Bininj community members involved in tourism. There are good capacity building opportunities but traditional owners would like to see more.

AimA range of commercial tour activities provides rewarding experiences for visitors and provides benefits to Bininj while protecting Bininj interests and minimising adverse impacts on the natural and cultural values of the park.Performance Measure Status/Trend Rationale• Extent to which Bininj benefit from tourism opportunities• Level of visitor and tourism industry satisfaction with commercial tour opportunities

Increasing number of Bininj based tourism enterprises is a great success story for Kakadu providing culturally connected employment on country and training, and providing a world class tourism experiences for visitors.



Not Implemented

1 1

Key recommendations

All recommendations relating to these various points covered previously.

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6.15 Commercial accommodation

Overview

While there is a good stock and range of commercial accommodation available inside the park it is not clear from materials available what if any degree of environmental best practice for infrastructure, maintenance, resource usage and general operations management is undertaken; what if any policies exist regarding preferential employment of Bininj staff; what if any attempt is made to ensure guests understand and appreciate the cultural landscape and World Heritage context in which the accommodation is located.

AimA range of commercial accommodation is provided consistent with protecting the values of the park and providing benefits to Bininj.Performance Measure Status/Trend Rationale • Visitor satisfaction with the range of commercial accommodation available• Extent to which Bininj benefit from commercial accommodation opportunities• Impacts, including cumulative impacts, from commercial accommodation are within acceptable levels

A good range of commercial accommodation options available.


Key recommendations

The review of commercial tourism management should look carefully at the lease arrangements and benefits accruing to the park and to the traditional owners.

Data is not provided on visitor satisfaction with the range of commercial accommodation available. It is recommended that data collection and sharing by commercial operators be included as part of permit and lease agreements.

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7. Stakeholders and partnerships

7.1 Jabiru

Overview

The day to day matters covered in the management plan relating to Jabiru and impacts and interaction with the park are well managed. The satisfactory management of issues relating to waste, weeds, re-vegetation and introduced animals is well demonstrated.

The strategic long-term issues such as those relating to the town’s future, Native Title issues, the role of the town in the regional economy and intergovernmental relations (including a new town plan) are outside the capacity of the Director or the management plan to address or resolve. While a concerned status has been ascribed this should not be inferred to be a shortcoming of the plan, the Director or the management of the park.

AimThe sustainable development of Jabiru is provided for, while protecting the natural, cultural and World Heritage values of the park, and the interests of traditional owners and other relevant Aboriginals, and without the town impacting on the Director’s resources. Performance Measure: Status/Trend Rationale Level of satisfaction of Mirarr, other

Bininj, and other stakeholders with the development and management of Jabiru.

Extent to which impacts on the park environment from Jabiru are within acceptable levels.

Level of compliance with lease conditions.

The nuts and bolts management matters (weeds, waste, pets, etc.) are well managed and would attract a ‘green’ status and ‘improving trend’. The fundamental strategic issues however remain unaddressed, particularly long term future, native title, etc.



Not Implemented

6

Key recommendations

The first performance measure seems to be of limited relevance. The satisfaction levels would probably be driven by broader intergovernmental policy issues.

The need for a management plan to oblige people to obey the law, in this case the EPBC Regulations, is questionable. It seems to needlessly add to the bulk, detail and tone of the plan for no useful purpose. It is however accepted that some of these apparent redundant provisions serve a useful purpose in making the intent of regulations clear using practical language.

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7.2 Neighbours, stakeholders, and partnerships

Overview

The evidence demonstrates strong and close engagement in cooperative partnerships. Park management is a good Northern Territory corporate citizen and a constructive, cooperative and useful contributor over a number of issues, including those relating to the social an economic well being provided by a vigorous tourism economy.

AimCooperative relations and partnerships are developed and maintained with park neighbours and stakeholders in a manner that focuses on promoting the joint management of the park and achieving common management aims.Performance Measure: Status/Trend Rationale Number of formal and informal

consultative bodies, including advisory, project, steering and consultative committees, on which the park is represented

This is a strongly performing area of management activity.



Not Implemented

2

Key recommendations


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8. Business Management

8.1 Capital works and infrastructure

Overview

Aims and performance measures are appropriate for demonstrating/measuring effective management.

In relation to environmental impact assessment, implementation of the plan and park management has contributed to effectively managing the values of the park. Environmental impact assessment processes are clearly set out together with practical guidelines for project initiating staff. However it was not possible to make the same supportive comment about asset management systems, due to the adverse findings on certain asset management elements in the energy efficiency report.

The one obvious shortcoming was in the energy efficiency report which, apart from energy matters under analysis, clearly identifies shortcomings in the standard of maintenance of fixed municipal infrastructure assets (electrical installations, pumps and drainage).

AimCapital works and infrastructure are safe, functional and cost effective to construct and maintain and are developed and maintained in a manner that protects park values. Performance Measure: Status/Trend Rationale Extent to which impacts from

infrastructure on the park environment are within acceptable levels.

Degree to which the asset maintenance system demonstrates cost effective asset management.

The environmental impact assessment element of prescribed park management clearly has sound processes in place which, on the example provided, are being followed.



Not Implemented

1

Key recommendations

It would be helpful to know to what degree the recommendations of the energy report were implemented.

8.2 Compliance and enforcement

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Overview

The Draft Compliance and Enforcement Strategy is a frank evaluation of the compliance shortcomings. The trend indicator “getting better” has been assigned due to the fact that the strategy has been commissioned and actions have been identified. In the absence of the draft strategy it would not have been possible to audit the subsection.

Effectiveness has been demonstrated by the commitment to prepare a draft strategy however the ultimate effectiveness test will be whether the provisions of that strategy are finalised an implemented.

AimThere is maximum compliance with relevant legislation as a result of effective education and enforcement programs. Performance Measure: Status/Trend Rationale Trends in the number, severity and

type of non-compliance incidents detected and reported.

Number of staff appropriately trained in compliance and enforcement.

The Draft Compliance and Enforcement Strategy 2011-17 (11/2011) identifies significant shortcomings and details necessary actions.

No relevant policies.


Not Implemented

4 1

Key recommendations

The performance measures remain appropriate although the second one should include a commitment to formally induct new staff into the basics of compliance and enforcement.

8.3 Assessment of proposals

Overview

The environmental impact assessment process is well addressed in the material prepared by park management. Environmental impact assessment is a formal process so evidence to support the aim is generated by its implementation. It may be useful to have this assessment material available for scrutiny.

AimThe likely impacts of proposed actions on the park values and Bininj interests are properly considered before decisions are made. Performance Measure: Status/Trend Rationale Extent to which park values and

Bininj interests are protected from adverse impacts of approved actions.

Level of Bininj and proponent satisfaction with timeliness of assessment process.

Processes clearly adequate. Staff comments indicated the high priority given to Bininj consultation and involvement. Not able to assess level of Bininj satisfaction.


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Not Implemented

1

Key recommendations

‘Satisfaction’ is a subjective measure, particularly when applied to classes of people with diverse expectations. It is recommended that this be dropped as a performance measure and be replaced by responses to publically available impact assessment documentation regularly posted on the Kakadu portal on the Parks Australia website.

8.4 Incident management

Overview

Good emergency incident management is a very strong historic element in the management of Kakadu, as evidenced by the well prepared incident planning documentation and operational plan. It was however only possible to assess the adequacy of responses based on one cited example.

There was no evidence of training.

The performance measures are effective.

AimIncidents and emergencies in the park are responded to promptly, effectively and safely.Performance Measure: Status/Trend Rationale

Adequacy of response to incidents in the park

Number of staff who have received training in incident management

The incident planning framework is very well addressed. Limited evidence on response. No evidence on staff training.



Not Implemented

1

Key recommendations


8.5 Leases, licenses and associated occupancy issues

Overview

46

There are clear and defined processes to approve and monitor the compliance of leases, subleases and licences according to section 358(2) of the EPBC Act. The Board is aware of the process and Bininj members accept the way leases, subleases and permits are being handled by the Director. However, the way in which fees are being determined appears to have little or no input from the Bininj or Bininj members of the Board.

If the legal process of unresolved land claims (as per the Land Rights Act) on large western sections of the park is prolonged, relationships and partnership amongst Bininj and between Parks Australia and Bininj may be impacted. The Board’s decision to eliminate funds to support the single NLC officer will further hinder a prompt solution to the land claim problem. Leases and other associated agreements will be difficult to process and approve for areas of the park where land claims exist.

AimLeases, subleases or licences, and the management of associated occupancy issues, are provided for appropriately.Performance Measure: Status/Trend Rationale Extent to which the Director’s

legislative obligations, including the requirements of this plan, are met

Status: The Director has acted and continues to act in accordance with legislation (in particular the EPBC Act) and the management plan. Approvals by the Board are implemented by the Director through the leases, sub-leases, licences, permits, etc. with transparency, the process is lengthy. Immediate action and follow up to solve pending land claims should be a priority to avoid future problems with leases and related agreements in the areas subject to a land claim.Trend: Land claims affecting the park seem to impact on the stability of some Bininj groups and their perceptions on how the leases and similar agreements will be handled. The stability of the western section of the park land will deteriorate until the issue is solved.



Not Implemented

1

Key recommendations

The Director should prioritise identifying a prompt solution to the pending land claim over the western part of the park and together with the Bininj (assisted by the Northern Land Council), to reach an agreement that will benefit both the Bininj group involved in the claim, as well as the Commonwealth.

The Director should reinforce the application of policy 4.4.3 (the Director will liaise and where appropriate work, with relevant organisations (including funding and delivery agencies) in relation to living area development and management) in order to maximise his efforts to reach this aim successfully.

8.6 Research and monitoring

Overview

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This section covers a broad range of issues and subsequently the results were mixed. There has been excellent advances, or ongoing good performance, in: fire-related research and monitoring; in collation of issues papers (landscape symposia); in the development of climate change impact assessment; in the process of guiding research and its application; and in some research projects run by or in collaboration with Bininj.

There has been less progress in monitoring key values (e.g. most threatened species); in integration and application of information; and in public reporting of trends.

The aims and measures do not sufficiently contribute to the assessment of management effectiveness. The performance measures are not readily measurable, and the aim does not commit to evidence based management, or integrated reporting on the state of the park’s values. Therefore, although the aim has contributed to effective park management, its contribution could and should be more substantial.

AimResearch and monitoring activities in the park:-lead to a better understanding of the biodiversity and natural and cultural heritage values;-effectively involve Bininj and traditional skills and knowledge;-identify changes to the environment in the park;-contribute to the effective management of the park and the region;-indicate the effectiveness of management actions in protecting park values Performance Measure: Status/Trend Rationale Extent to which research and

monitoring increases understanding of park values and park use.

Extent to which research and monitoring informs decision making and assessing effectiveness of management actions.

Level of Bininj satisfaction with extent of involvement planning and management of research and monitoring activities.

Categorisation of status and trend is difficult, because the section covers a broad range of issues. There have been excellent advances or ongoing good performance for some large-scale monitoring programs, for the development of landscape change symposia, and for the development and use of research guidelines. There has been less advance in information systems and reporting of integrated monitoring of park values.



Not Implemented

1 1

Key recommendations

Seek commitment to evidence-based management and public state-of-the-park reporting. The auditor suggests this section could more efficiently be condensed to:

o Park management will be evidence-based. o The Director will encourage and support research that contributes to that evidentiary base,

with the research effort prioritised according to need, and conducted under guidelines established by the Board and Kakadu Research Advisory Committee (KRAC).

o The Director will report regularly on the park’s performance (particularly including the state and condition of the park’s significant values) to the Board and the public.

o Information will be collated and maintained through GIS and other appropriate information systems.

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o Research and monitoring effort will seek to be collaborative, involving Bininj and where relevant other agencies undertaking comparable work beyond Kakadu’s borders.

8.7 Resource use in the Park operations

Overview

The status/trend combination was applied based on the adoption of the energy audit recommendations.

The performance measures are adequate, at least in relation to energy, if they have been implemented. If the energy audit recommendations are adopted in the management plan period then the performance measures would have been demonstrably effective.

The evidence on waste management points to a serious program to address the issue.

Regarding performance measures, there is a serious reservation about the ‘incident’ number being an adequate performance measure. The auditor suggests that zero recorded incidents could mean nobody was looking for them.

AimReduce the park’s ecological footprint through the use of best environmental practices in relation to use of resources.Performance Measure: Status/Trend Rationale

Level of resource use and waste in the park.

Number and type of safety incidents related to waste management practices.

The evidence included an excellent energy audit, a waste management trial and the preparation of the Kakadu National Park Integrated Waste Management Strategy.



Not Implemented

1

Key recommendations


8.8 New activities not otherwise specified in the Plan

Overview

There is a lack of evidence to support either the success or failure of the operation of these provisions. It is assumed that the contingency provisions have not been triggered, or if they have been, there were no adverse consequences or evidence of failure in management. The auditor states that in the absence of any evidence to the contrary, the performance measures remain appropriate

AimThe Director and the Board are able to respond to new issues and proposals consistent with this plan and the EPBC Act and Regulations.

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Performance Measure: Status/Trend Rationale New issues are dealt with

effectively and consistent with principles and policies set out in this plan.

No evidence was available to assess this provision.


There are no actions in this subsection.

Key recommendations


8.9 Management Plan implementation and evaluation

Overview

The evidence shows a high level of effort in dissecting the management plan’s policies and actions, and reporting on progress, including to the Board.

Apart from the unusual comment in the evidence that it was decided not to prepare policies (and it is assumed not to prepare a Business Plan) as prescribed by the plan the level of implementation commitment is satisfactory.

AimThe plan is effectively implemented.Performance Measure: Status/Trend Rationale Degree to which this plan is

implemented and meets its aims. A considerable amount of effort is committed

to plan evaluation and program implementation.


Actions Implemented Ongoing Partially Implemented Not Implemented3 1 1

Key recommendations


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Independent verifier’s statement

Statement of Verification

I, Rodney William Carter verify that the technical audit of the Kakadu National Park Management Plan 2007-2014 which was conducted from October 2011 until April 2012 was an independent and transparent audit of the implementation of the plan.

Signed.........

Date 05 May 2012

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Attachment A: Auditors

Section of the plan Auditor

3.1 Assigning the Park to a category Mr Bruce Leaver4.1 Making decisions and working together Dr Arturo Izurieta4.2 Opportunities from Bininj country Dr Arturo Izurieta4.3 Customary use for resources Dr Arturo Izurieta4.4 Living on country Dr Arturo Izurieta5.1 Bininj cultural heritage management Prof. Nancy Williams5.2 Aboriginal sites of significance Prof. Nancy Williams5.3 Rock art and archaeological sites Prof. Nancy Williams5.4 Historic sites Prof. Nancy Williams5.5 Coastal management Dr Bill Phillips5.6 Landscapes, soils and water Dr Bill Phillips5.7 Fire Dr Jeremy Russell-Smith5.8 Native plants and animals Ass Prof.John Woinarski5.9 Bioprospecting (access to biological resources) Ass Prof.John Woinarski

5.10 Commercial use of native wildlife Ass Prof.John Woinarski5.11 Weeds and introduced plants Dr Keith Ferdinands5.12 Feral and domestic animals Dr Peter Bayliss6.1 Recreational opportunities and tourism Dr Robyn Bushell6.2 Access and site management Dr Robyn Bushell6.3 Access by road Dr Robyn Bushell6.4 Access by air Dr Robyn Bushell6.5 Visitor safety Dr Robyn Bushell6.6 Camping Dr Robyn Bushell6.7 Day walks and overnight Dr Robyn Bushell6.8 Swimming Dr Robyn Bushell6.9 Other recreational activities and public gatherings

Dr Robyn Bushell

6.10 Boating and Fishing Dr Robyn Bushell6.11 Visitor information, educations and interpretation

Dr Robyn Bushell

6.12 Promotion and marketing Dr Robyn Bushell6.13 Filming, photography and audio recording Dr Robyn Bushell6.14 Commercial tour activities Dr Robyn Bushell6.15 Commercial accommodation Dr Robyn Bushell7.1 Jabiru Mr Bruce Leaver7.2 Neighbours, stakeholders and partnerships Mr Bruce Leaver8.1 Capital works and infrastructure Mr Bruce Leaver8.2 Compliance and enforcement Mr Bruce Leaver8.3 Assessment of proposals Mr Bruce Leaver8.4 Incident management Mr Bruce Leaver8.5 Leases, licences and associated occupancy use Dr Arturo Izurieta8.6 Research and Monitoring Ass Prof.John Woinarski8.7 Resource use in Park operations Mr Bruce Leaver8.8 New activities not otherwise specified in the Plan

Mr Bruce Leaver

8.9 Management Plan implementation and evaluation

Mr Bruce Leaver

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Documents

Kakadu National Park Management Plan 2007-2014 Technical ...€¦ · Web viewAll relevant policies (6.2.1 – 6.2.5) in the implementation of the plan and park management are helpful